Maricopa County FY 2012 Annual Business Strategies Adopted Budget Credits Board of Supervisors Fulton Brock, District 1 Don Stapley, District 2 Andrew Kunasek, District 3, Chairman Max W. Wilson, District 4 Mary Rose Garrido Wilcox, District 5 County Manager David R. Smith Deputy County Manager Sandra L. Wilson Deputy Budget Directors Lee Ann Bohn Brian G. Hushek Budget Administrator Cynthia A. Goelz Office of Management and Budget 301 W. Jefferson Street 10th Floor Phoenix, Arizona 85003-2143 Phone (602) 506-7280 Fax (602) 506-3063 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 2012 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 Economic Development Property Taxes State Budget Threats 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 11 11 16 17 19 20 21 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 26 27 28 28 30 31 31 32 32 33 Budget at a Glance Introduction The Budget as a Policy Document Organizational-wide Financial and Programmatic Policies and Goals i 35 35 35 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Table of Contents Short-term Financial and Operational Policies That Guide Budget Development Goals and Objectives of Organizational Units Budget Priorities and Issues The Budget as a Financial Plan Fund Structure and Appropriations Revenues, Expenditures, and Other Financing Sources and Uses Major Revenue Sources, Trends, and Underlying Assumptions Fund Balances The Capital Budget Associated Impacts of Capital Spending Debt Service The Budget as an Operations Guide Organizational Structure Managing for Results Organizational Charts Personnel The Budget as a Communications Device Other Planning Processes Budget Processes Communicating with Charts and Graphs Revenue and Expenditures Classifications Table of Contents Glossary The County and Community It Serves The Annual Business Strategies Document 36 36 39 39 39 40 41 41 41 43 43 43 43 44 44 44 44 44 45 45 45 45 46 46 46 Strategic Direction Managing for Results Philosophy and Cycle Planning for Results Budgeting for Results Delivering Results Analyzing and Reporting Results Evaluating and Improving Results Countywide Strategic Plan 2011-2015 County Strategic Plan Update Process Mission Vision Core Values Strategic Priorities and Goals Strategic Priority 1 Safe Communities Strategic Priority 2 Access to Justice Strategic Priority 3 Public Health Strategic Priority 4 Individual Empowerment Strategic Priority 5 Sustainable Environment 49 50 51 51 51 51 52 52 52 52 52 53 53 55 56 59 60 ii Maricopa County Annual Business Strategies FY 2012 Adopted Budget Table of Contents Strategic Priority 6 Effective Economy Strategic Priority 7 Quality Transportation Strategic Priority 8 Citizen Satisfaction Strategic Priority 9 Fiscal Strength Strategic Priority 10 Quality Workforce 63 65 66 68 70 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 Guidelines Funded Positions Policy Annual Budgeting for Results Guidelines and Priorities Summary of Significant Accounting Policies Reporting Entity Housing Authority of Maricopa County 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 Related Organization Basis of Presentation Basis 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 The Budget Process Annual Budget Process Financial Forecasting Planning for Results Budget Guidelines and Priorities Budget Preparation Budget Review and Analysis Budget Adoption Tentative Adoption Final Adoption iii 71 71 72 73 74 75 76 76 76 77 77 77 77 78 78 78 78 78 80 80 81 81 81 82 82 82 83 83 83 83 84 84 84 84 84 84 85 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Table of Contents Property Tax Levy Adoption Fiscal Year 2012 Budget Process Fiscal Year 2013 Budget Process Budget Adjustment Process Programmatic Budgeting 85 85 85 85 85 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 Revenue Sources and Variance Commentary Basis for Estimating Revenue Taxes Property Taxes Tax Penalties and Interest Jail Excise Tax Licenses and Permits Intergovernmental Revenues Payments in Lieu of Taxes State Shared Sales Taxes 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 Revenue Other Financing Sources Proceeds of Financing Fund Transfers In Fund Balance and Variance Commentary Classification of Fund Balances Estimating Fund Balances Negative Fund Balances Consolidated Sources, Uses and Fund Balance by Fund Structural Balance Consolidated Operating Sources, Uses and Structural Balance by Fund Expenditure Limitation iv 87 88 89 92 96 97 101 101 101 101 106 106 106 107 107 108 108 109 109 109 110 111 111 111 112 113 114 114 114 115 115 115 115 117 119 121 124 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Table of Contents 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 Economic Development, Non-Profits and Agricultural Extension Health Care Programs Summary Fund Transfers In Fund Transfers Out Eliminations Personnel Personnel Summary by Department and Fund Personnel Summary by Market Range Title 125 141 145 146 152 154 156 157 158 161 166 166 168 172 Mandates Summary Introduction Summary Public Safety Health, Welfare and Sanitation Highways and Streets General Government Culture and Recreation Education 181 181 183 184 185 185 186 186 Financial Forecast Executive Summary Overall Fiscal Position Forecast Drivers Forecast Assumptions Revenues Expenditures Capital Projects Financial Forecast Schedules 187 187 188 189 189 190 190 191 Department Strategic Business Plans and Budgets Adult Probation Air Quality Animal Care and Control Assessor Board of Supervisors, District 1 195 223 241 255 263 v Maricopa County Annual Business Strategies FY 2012 Adopted Budget Table of Contents Board of Supervisors, District 2 Board of Supervisors, District 3 Board of Supervisors, District 4 Board of Supervisors, District 5 Business Strategies and Health Care Programs 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 Human Resources Human Services Internal Audit Justice Courts Juvenile Probation Management and Budget Materials Management Medical Examiner Parks and Recreation Planning and Development Public Defense System Public Fiduciary Public Health Public Works Recorder Research and Reporting Risk Management Sheriff Superior Court Treasurer 266 269 272 275 278 313 318 328 367 373 389 411 419 436 453 463 476 489 521 530 540 551 573 578 594 625 631 643 659 678 700 738 748 789 861 872 878 890 926 962 Capital Improvement Program Executive Summary Capital Improvement Program 973 973 vi Maricopa County Annual Business Strategies FY 2012 Adopted Budget Table of Contents 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 Program Summary Project Detail 976 976 977 977 978 996 996 996 1010 1010 1011 Debt Service Debt Management Plan Debt Obligations by Type Debt Policies 1041 1049 1055 Attachments Budgeting for Results Guidelines and Priorities Budgeting for Results Policy Guidelines Budgeting for Results Accountability Policy Reserve and Tax Reduction Policy Guidelines 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 Statutory Requirements Arizona State Auditor General Forms 1059 1061 1065 1068 1070 1073 1075 1082 1084 1086 1088 1089 1098 1099 1101 1107 Glossary Glossary 1121 Acknowledgements Acknowledgements 1127 vii Maricopa County Annual Business Strategies FY 2012 Adopted Budget Table of Contents viii Maricopa County Annual Business Strategies FY 2012 Adopted Budget Motions Motion Adopted Budget Adoption 1) Approve the Fiscal Year 2012 Adopted Budget in the amount of $2,332,616,122 by total appropriation for each department, fund and function class. This represents no net change from the Tentative Adopted budget of $2,332,616,122. 2) Approve the allocations for Economic Development Agencies, Non-Profit Organizations and Agricultural Extension as specified in the Adopted 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 Business Strategies and Health Care Programs department are considered one appropriation. Any and all employee benefits internal service fund appropriations within Business Strategies and Health Care Programs 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 2012 Tentative Sources, Uses and Ending Fund Balance by Fund Type,” amounts to 15% of estimated General Fund operating revenues for FY 2012. 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 2012 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 2012 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. 5) Approve the RESOLUTION OF THE BOARD OF SUPERVISORS OF MARICOPA COUNTY CONCERNING THE OVERSIGHT AND REVIEW OF THE MARICOPA COUNTY SHERIFF’S DEPARTMENT and allocate resources in the amount of $900,417 from Non Departmental General Fund (100) Operating (0000) Contingency to a new line in Non Departmental (470) General Fund (100) Operating (0000) Other Programs entitled MCSO Operating Oversight and Review and $750,000 from Non Departmental General Fund (100) Non Recurring (0001) Contingency to a new line in Non Departmental (470) General Fund (100) Non Recurring (0001) Other Programs entitled MCSO Oversight and Review to provide funding for the same. 1 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Motions 2 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter Transmittal Letter To: Andrew Kunasek, Chairman, District 3 Fulton Brock, Supervisor, District 1 Don Stapley, Supervisor, District 2 Max Wilson, Supervisor, District 4 Mary Rose Wilcox, Supervisor, District 5 The 2011-12 recommended budget was difficult to develop. Fiscal year 2010-11 was a surprise, as revenues did not rebound as quickly as was originally anticipated. While the last several months have shown promise, for most of the year, revenues were down compared with last year’s monthly actuals in state-shared sales and vehicle license taxes, as well as our locally collected jail excise tax. The Board of Supervisors budget guidelines for 2011-12 called for flat budgets as a result of this trend. Departmental budgets are flat or slightly lower than in fiscal year 2011. Those that received minor increases had significant issues that needed to be addressed to avoid experiencing future liabilities or program failures. The recommended expenditure budget appropriation is $2,332,616,122, which is a net increase of $31,740,568 from the 2010-11 revised budget. The 1.4% increase is primarily due to spending of our accumulated fund balance for technology and capital infrastructure building projects. A total of $111,282,020 million in critical technology projects are recommended for next fiscal year and are discussed on subsequent pages. Capital infrastructure building projects total $340,893,902, and are outlined in a separate section of this letter. The operating budget decreased by $38,686,175 or -2.27%, as compared to the 2010-11 revised budget. The decrease is due to a $10.2 million reduction in the Arizona Long-Term Care System (ALTCS) due to enrollment declines, decreases in grants and Intergovernmental agreements (IGAs), and an off-election cycle in 2012, which resulted in a $6.1 million decrease in the Election’s department. These were counterbalanced by mandated contributions to the State of Arizona. The State contributions and cost shifts increased by $12.4 million, bringing the total up to $56 million for fiscal year 2011-12. Additional costs and liabilities will be imposed upon counties in July 2012, when inmates sentenced to less than a year will be relocated to county jail facilities instead of state correctional facilities. Revenues in Maricopa County during 2010-11 through the first seven months, continued to drop even below our historical lows. In the past several years, our state-shared revenues, property tax assessments, and our local jail excise tax have continued a precipitous decline. The forecast for the year ending June 30, 2011, has our state-shared sales and vehicle 3 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter license taxes at below FY 2004-05 levels. The highway user revenue fees (HURF) have dropped even lower due to the State of Arizona redistributing $15.2 million in Maricopa County HURF funds to the Arizona Department of Public Safety and the Arizona Department of Motor Vehicle. In addition, vehicle license tax receipts are -3.4% under last year. In addition, in FY 2011-12, our distribution of the state-shared sales tax will drop because our assessed valuation and our population are both dropping as a percentage of the entire state. This will negatively affect Maricopa County’s portion of the state-shared sales taxes in the coming budget year. In other words, Maricopa County will have a smaller piece of the state-shared sales tax pie. Of those revenues discussed above, the recommended budget for fiscal year 2011-12 includes the following assumptions. State Shared Sales Tax: Flat Vehicle License Tax: -2.0% Jail Excise Tax: +0.9% Highway User Revenue: -9.1% State-shared sales and the jail excise taxes are again budgeted below our economist, Elliott Pollack’s pessimistic revenue projection for next year. State-shared vehicle license tax revenue is budgeted at the pessimistic forecast from our economist. The HURF funds are below the economist’s forecast because the state is changing the local distribution formula to divert more funds from counties to support state programs. The revenue budgets have been handled with great care for many years. This is particularly important during extended economic downturns, such as the great recession that we are now pulling out of. According to local economists, this expanded slowdown will continue for at least the next several years. The economic recovery will be moderate at best when it begins to take hold. Therefore, our approach will be cautious, and our budgetary revenue estimates will continue to be conservatively projected. Property tax assessed valuations have declined significantly over the past several years. This decline is forecasted to continue through FY 2014-15. In fiscal year 2009-10 our primary net assessed value was $49.7 billion in Maricopa County. When we reach the bottom of the valuation decline in FY 2014-15, it is expected to be $30.0 billion. This is a 39.5% decrease over a 5 year period. In the FY 2011-12 tentative budget, a $13.4 million levy reduction in the primary property taxes is being recommended. The Flood Control District will see a $5.6 million levy reduction, and the Library District will experience a $1.4 million levy reduction. These significant declines in the property tax revenues has caused budgets to tighten and CIP projects to be postponed. Future assessed valuation declines will continue to have a negative impact on the County operations and future efficiencies will need to be achieved in order to continue with structural balance. More on property taxes can be found later in this letter. The Tentative Budget followed the Budgeting for Results guidelines and priorities approved by the Board of Supervisors in December, 2010. These policy guidelines outline the strategic 4 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter direction that was taken as departmental budgets were prepared and the Office of Management and Budget consolidated the budget information. 1. No increase in the overall property tax levy from FY 2010-11. 2. No anticipated employee compensation funding. 3. Departmental budgets flat to last year with adjustments for board approved changes or state mandates. 4. Base budget should be within the target and structural balance should be maintained within funds, whenever possible. 5. No requests for additional funding or expanded programs will be considered. 6. Uses of fund balance to support operations must be specifically approved by the Board of Supervisors. 7. Capital budget must be developed with non-reoccurring resources. 8. Information technology with a return of investment of 3 years or less will be considered. The budget guidelines were changed to allow for some consideration of critical issues that surfaced during the budget development process. The board acknowledged the need to review critical issues by authorization of the agenda action below. Direct the Office of Management and Budget to review above target funding requests for projects and programs that support highly critical operations, such as those related to the health and safety mandates of the County, or result in operating efficiencies, savings or additional revenue for the County. This action does not guarantee funding, and does not provide for requests that are not directly related to critical operational needs. The Budget Guidelines adopted by the Board of Supervisors on December 13, 2010, discouraged requests for additional funding. Through this action, OMB seeks direction from the Board of Supervisors regarding requests received that are not in accordance with this policy. This change was approved by the Board on March 30, 2011. 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 2011-12. Public safety, the largest category, is made up of a number of departments and offices, and includes the following: Superior Court, Adult Probation, Juvenile Probation, County Attorney, Sheriff, Clerk of the Court, Public Defense Services, 5 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter Emergency Management, Justice Courts, Correctional Health, Public Fiduciary, Planning and Development and Constables. These expenses are 52.73% of the budget. Later in this letter is a section on Justice and Public Safety which outlines the changes that have occurred in this category. The other large category, Health, Welfare and Sanitation, is 21.70% of the total expenditures. This category is made up of Public Health, Health Care Programs, Medical Examiner, Human Services, Animal Care and Control, Air Quality, Environmental Services and Solid Waste. Demand for services is on the rise in these departments. The largest portion of this category is primarily programs run by the State of Arizona, but partially funded by Arizona counties. There is a section below that outlines the costs within the recommended budget for Health Care Programs. 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 FY 2011-12 Tentative Budget. 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%, which included the elimination of 64 full-time 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 hiring and capital freezes are still in effect today. 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 6 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter 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. The 2009-10 budget included additional budget balancing reductions of $130.3 million. The largest reductions included $24.5 million due to the elimination of vacant positions, $47.3 million from the reduced cost of providing services; $12.9 million from paying off capital leases and $53.7 million in Non Departmental expenditures. The recommended 2010-11 budget included operating and non-operating budget reductions of $87.3 million. Many 2010-11 reductions occurred in Non Departmental, where most countywide expenditures are budgeted. The reductions which are recommended in NonDepartmental occurred in contingencies and other reserves. Other reductions occurred in departments with lower service demands and with efficiency gains, while absorbing the benefit cost increases totaling $20.8 million. The fiscal year 2011-12 budget includes additional operational cost savings. The operating budget is being reduced by $38.7 million or -2.27%. This brings the six-year total to $455.2 million. ($416.5 million + $38.7 million in operating reductions this year). Significant savings, $4.7 million, was associated with the elimination of vacant positions countywide and increases in vacancy savings. Reductions in grants and intergovernmental agreements totaled over $20 million, which is an indication of the economic downturn and its effect on our governmental grantors, the State of Arizona and the Federal government. There was a $10.2 million reduction in the ALTCS program due to a lower active membership in the program. Over $11.5 million in reduced costs is due to lower volumes and other program reductions throughout County departments. There are 6 funds that are not in structural balance in FY 2012. The fund with the largest structural deficit is Solid Waste, which has a $1.9 million imbalance. Unfortunately, the Solid Waste Management Fund is expected to have a negative ending fund balance at the conclusion of FY 2012. This is due to the diminishment of funds from the sale of property at the Northwest Regional Landfill for the use of operations as planned. Increased regulations and testing on closed landfills has required more expenditures than originally planned when the property was sold to fund future operations. A subsidy from the General Fund has been set aside to assist in covering expenditures in the event a new source of revenue is not approved. The department is recommending a new user fee which could bring the fund back into structural balance. Discussions on the new fee have not been completed and public hearings will occur prior to the end of the fiscal year, but not in time for budget finalization. If the Board of Supervisors approves the new fee, it would be implemented in August or September of 2011. The remaining 5 funds, Spur Cross Fund, County Improvement Debt Funds 1 and 2, the Benefits Trust and Risk Management Trust funds have sufficient cash balances, fund balances or reserves in other funds, to allow them to meet their expenditures. Econometric and Demographic Trends Pegging the economic outlook in the nation, the state and the County has been difficult. It was believed that a recovery would begin in FY 2010-11, but it has been a very weak recovery, at best. Many factors have contributed to the slow to no growth recovery including population 7 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter stagnation or declines, low consumer confident, an over built real estate market, foreclosures, minimal job growth, and tight credit. Some of these factors are beginning to turn the corner, but the experts expect that return to normal growth will not occur until sometime in the middle of the decade. According to Marshall Vest, Forecasting Project Director for the University of Arizona, the economic recovery will be a slow process. “A scan of the most recent data supports the conclusion that economic recovery in Arizona is still trying to gain traction with little headway so far. Most measures remain near their low points after bouncing along the bottom during the past year. In short, the economy has yet to break to the upside, and remains close to the bottom of this business cycle. With mobility restrained by housing economics, we can expect a much slower recovery in employment as well.” Marshall Vest, February 2011 The Office of Management and Budget has been tracking the economic indicators and working closely with Elliott Pollack and Company, our contracted economist, to more accurately predict the economic conditions and recovery timeline. While the national economy appears to be rebounding, the local economy is still very sluggish. Employment data has been revised downward during the past quarter, while the Arizona Republic and other media outlets are reporting increases in local jobs. So far, the statistics are not bearing out that information. Job Growth Update: Arizona Ranked 46th December 2010 v December 2009 Alaska 36 8 25 28 50 31 29 Hawaii 15 46 Jobs growing Top 10 Jobs declining 23 3 6 11 14 38 12 2 9 5 10 35 4 45 1 7 NEW 30 Elliott D. Pollack & Company “A significant employment revision occurred this past quarter that identified our region was NOT growing jobs beginning last summer, but in fact was losing jobs through the end of the calendar year. This was not anticipated since upward revisions usually occur during an economic recovery. The bottom line: the economic recovery in the region didn’t begin last year as previously thought, and the recovery is likely to be weaker than expected during the current year. Instead of being ranked #8 in the country in the last month of 2010, the state actually ranked as low as #46 (in job creation).” Elliott Pollack, April 2011 Population is another area of the economy that produced a surprise. When the U.S. Census Bureau released the census data on December 21, 2010, it was discovered that Arizona’s population estimate was too high. This seldom happens as the estimating procedures are well tested. As a result, Arizona population was adjusted downward by -4.1% or 262,341 residents. This was the largest adjustment in the nation. Speculation is that either some of our immigrant 8 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter population was not counted because of the tough immigration enforcement laws, or Arizona actually lost population in the last couple of years because of job losses and foreclosures. In Maricopa County, our piece of the population pie, as a percentage, also dropped from 60.7% to 59.7%. This will have a negative impact on our state-shared sales tax formula. On a positive note, per capital personal income, consumer confidence and retail sales appear to be slightly higher than the past several years. Retail sales in Maricopa County are projected to be up 3.1% over the prior year. Per capita personal income for Arizona was up 2.6% in 2010 and is expected to grow another 3.6% in calendar year 2011. Economic Development Maricopa County has begun investing more heavily in economic development in an attempt to attract more high paying jobs to the region. On October 4, 2010, the Board of Supervisors approved the creation of an Economic Development Committee and also adopted a resolution which outlined criteria that would be used to evaluate and consider economic development issues. The Economic Development Committee is made-up of five citizens appointed by each of the Board offices and two members appointed by the County Manager, one from the Department of Finance and one from the Office of Management and Budget. The committee has been tasked with working with a regional economic development agency to identify and forward proposals from specific firms where job creation and retention is an issue. The resolution outlines the requirements for awarding funds to a business enterprise for location or expansion of an operation. 1. The proposed business location or expansion must be located within the boundaries of Maricopa County. 2. The proposed business location or expansion must result in additional tax revenue to Maricopa County’s General Fund that a 100% return on investment (ROI) is achieved within 3 years. 3. Eighty percent of the business income will come from the location or expansion must be derived from sale of goods and services outside of Maricopa County. 4. The average salary for new jobs created by the business enterprise must have an average salary within at least 110% of the per capita personal income for the United States as a whole. 5. The business enterprise must maintain its commitment to the economy in Maricopa County for at least three years, and commit to repayment of funds awarded by the County if it does not meet performance expectations within that time. The Board of Supervisors approved its first economic development agreement in March of 2011 with First Solar through a multi-jurisdictional consortium. The partners included Greater Phoenix Economic Council (GPEC), City of Mesa, State of Arizona and Maricopa County. Each entity provided some incentives to lure the company’s manufacturing facility to Mesa, Arizona. Maricopa County was responsible for providing financial assistance up to $20 million in exchange for meeting the economic development criteria outlined. The money will be paid out in $1.0 million disbursements for each performance threshold which includes creation of jobs and capital investments brought to the community. The deal is expected to bring 4,904 9 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter new manufacturing jobs and maintain 104 headquarter jobs that were relocated to Tempe, Arizona in September of 2009. The average salaries of these jobs must be $48,525 or higher, which is 40% higher than the median wage in Maricopa County. This standard applies to all new and retained jobs. In addition, First Solar will invest up to $1.6 billion in capital investments. There is a clawback provision if the jobs are not retained or the investments are pulled out. While the $20 million investment into First Solar was more than the Board originally allocated for the first year, it is 10 year investment that will bring jobs and will help to jump start the economic engine in Maricopa County. In the coming year, the Economic Development Committee will set-up a process and procedure to review additional projects when they are brought forward. Property Taxes Maricopa County’s primary property tax levy, including the SRP payment in lieu of taxes, will drop by $13.4 million in fiscal year 2011-12. The net assessed value has dropped by $8.4 billion from FY 2011. For many taxpayers, this could mean higher taxes despite their homes losing assessed value, because financially-strapped governments may 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 2010-11. Staff is recommending a reduction to offset the impact to the residential property tax owner. The Full Cash median home value in FY 2011 was $148,800 and has dropped to $124,500 for FY 2012. The tax bill from Maricopa County will remain flat for the median homeowner. The recommended 2011-12 budgeted levy, including the SRP payment in lieu of taxes, is $485.6 million as compared with $499.1 million in the FY 2010-11 adopted budget. This public policy, set by the Board, will mean County government will leave $60.6 million in revenues behind that could have been legally assessed using the maximum levy calculation. In addition, using the state mandated “Truth in Taxation” levy calculation, the Board’s tax rate will be 0.0622 below the “Truth in Taxation” tax rate. Utilizing the median-valued home of $124,500, the property tax bill on that home will decrease by $7.74 or 4.8%. 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. Last year, they expanded this category to also include large technological projects. 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 relates to the property taxes on the Flood Control and Library Districts. Both of these districts are funded primarily through property taxes. The Flood Control District is lowering its levy by $5.6 million and the Library District is lowering its levy by 10 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter $1.4 million. Both districts are reducing expenditures to ensure a structurally balanced budget. More about this can be found in the Transmittal Letters for each of these districts. State Budget Threats Maricopa County and all counties in Arizona continue to be burdened by cost shifts from the State of Arizona. Despite deep operational cuts for the last several years, the State of Arizona has one of the largest structural deficits in the nation. Their solution has been to send some of their burden to local governments, including cities and counties. During the last legislative session, Maricopa County had cost shifts of $55.9 million. This brings the grand total of state cost shifts passed onto Maricopa County over the past 5 years to $174.8 million. This is placing an unfair burden onto our taxpayers. Arizona residents pay taxes to the state for services and to Arizona counties for services. They are forced to pay for state costs through both state and local taxes. The state cost shifts include: diversion of HURF revenues ($15.2 million), mandated cash contribution ($26.4 million), paying 100% of Superior Court judges salaries ($9.0 million), 50% of the cost of Sexually Violent Persons ($5.0 million) and elimination of the lottery revenue stream ($0.25 million). The legislature also passed a new unfunded mandate to all counties that will begin on July 1, 2012. While this issue may not have a significant impact on the budget for 2011-12, it will have a substantial impact next fiscal year. There are 1,176 prisoners on average in the state correctional facilities that were originally from Maricopa County and sentenced to less than a year. These post-adjudicated prisoners will be housed in County jails beginning in fiscal year 2012-13. The cost associated with this functional shift is estimated to be $30.1 million. Onetime infrastructure costs will increase the impact, but those costs are unknown at this time. The state has failed to share much information on this issue. Therefore, we are uncertain whether a bus with inmates will pull up to the County jails on July 1, 2012 to drop off those sentenced to less than a year, or if it will be a gradual ascension as prisoners are sentenced. There is no specific funding in the budget for hiring of detention officers in the 2011-12 fiscal year. However, it might be necessary to employ and train officers if the state plans to fully implement the inmate shift on July 1, 2012. All state retirement plans had significant changes for 2011-12. The significant changes will not affect current members of the retirement plans, but will affect all newly hired employees. The majority of public employees in the State of Arizona at cities, counties, school districts, special districts, and universities are part of the state retirement systems. However, all employee groups will be paying a higher portion of the retirement contributions in the next fiscal year. However, despite this change, employers will also be paying more. Specific details related to the 2011-12 costs have still not been released, so only initial estimates have been utilized for budget development. Employer rates could increase from 0.5% to over 2.11% over last year, based on the last available information. Justice and Public Safety Justice and law enforcement is the largest cost component in Maricopa County. Fifty-three percent of the budget is dedicated to these costs. While the economy has been struggling, the criminal justice system has been experiencing declines in volumes. This is an unusual situation. 11 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter Normally when the economy falters we see an increase in demand and a rise in the crime rate. Like many elements of this recession, it is not following traditional trends. In this case, the drop in demand has assisted us in balancing the budget. # of Inmates The most obvious and pronounced reduction in the justice system has been in inmate population. As the graph below shows, the population in the County’s adult jail system has steadily declined over the last two and a half years. Today’s population is nearly 28% lower than the highest population recorded in the fall of 2008. At approximately 7,500, the current jail population resembles that of nearly a decade ago. The budget was trimmed by 4.7% to reflect these Average Daily Jail Population, Adult Facilities reductions in 12,000 demand, as 10,000 well as a realignment of 8,000 funding Unknown (discussed on 6,000 Holds the following Pretrial 4,000 Sentenced page). The percent of the 2,000 jail population in pre-trial status, by far the largest individual component of the jail population, has remained relatively stable over this period at approximately 68%. Average length of stay has not changed significantly over the last decade, continuing to range from 23 to 26 days. The profile of the Maricopa County’s jail population may change dramatically next year. This legislative season, the State opted to change existing laws in order to send all inmates sentenced to less than a year to county jails beginning in July, 2012. Although precise estimates are still unavailable, it is believed that this change in sentencing laws could increase Maricopa County’s average daily jail population by over 1,000. This would be a 50% increase in the County’s sentenced inmate population, and significantly increase the average length of stay. The County jail system is not currently staffed at a level that can effectively and safely manage such a dramatic increase in population. Further, it is unlikely that existing vacant jail space is adequate to handle this influx; major repairs and maintenance will be required. Should this inmate shift come to fruition, the County will struggle to meet its mandates within existing resources and it is unlikely that the detention fund budget will be in structural balance. Juvenile detention’s average daily population has experienced similar declines. While the population soared to over 440 in 2006, it is now hovering around 270, a reduction of over 38%. This drastic reduction is at least partially attributable to the agency’s continued focus on alternatives to incarceration for juvenile defendants. The budget for juvenile detention functions has been reduced by 5.0% to reflect the savings associated with the lower population. 12 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter On the law enforcement side, the Maricopa County Sheriff’s Office (MCSO) is funded primarily with general fund revenues. While general fund revenues continue to be depressed, the need for law enforcement services and the budget for these services is uncertain. In the spring of 2011 it was discovered that MCSO misspent restricted detention and inmate services funds to supplement enforcement staffing. The current unaudited estimate of this misspending, which dates back to 2004, is $99.5 million. These funds must be repaid to the Detention Fund. The Office of Management and Budget has worked diligently with MCSO to adjust the budget so that staff is budgeted and paid from the appropriate source. MCSO’s general fund appropriation is increasing by 10.2% in FY 2012 as a result of this analysis. Reductions in the Detention Fund appropriation largely offset this increase; year over year, the MCSO total operating budget is essentially flat. Countywide, the Office of Management and Budget balanced the general and detention fund budgets in part by identifying other functions that could legally be transferred to the Detention Fund. In order to repay the restricted detention funds, the Office of Management and Budget had to resourcefully review possible funding sources. Funds misappropriated out of the voter approved detention fund totaled $84.7 million. An analysis was completed to evaluate the amount funded from the general fund over the life of the detention fund in excess of the legal requirements. It was determined that $73.6 million was beyond the statutory obligation, leaving $11.1 million that still needed to be repaid to the fund. Payroll discrepancies in the inmate services fund totaled $14.7 million, which also must be repaid. The additional repayment amount from detention and inmates services is $25.9 million. The funds will be swept from MCSO controlled special revenue accounts to make the County contribution to the State of Arizona. This payment can be made from any special revenue fund, per statutory authority provided by the State Legislature. This approach frees up general fund dollars that otherwise would be used to pay the state, thereby allowing the County to fulfill our repayment obligation. The Justice Courts are 25 independent community Justice Courts' Case Filings courts that deal with civil 40,000 and criminal traffic, misdemeanor offenses, 30,000 small claims, evictions, 20,000 orders of protection, injunctions, and other 10,000 minor civil and criminal offenses. Justice Courts 2007 2008 2009 2010 2011 (est) receive revenue in the form of fines, fees and DUI Other Criminal Traffic Civil Traffic other miscellaneous Misdemeanor Small Claims Eviction Actions revenue which helps to Other Civil Order of Protection Injunctions Against Harrassment fund their operation. Despite multiple years of rising revenue collections, in FY 2010, the Justice Courts fell short of their revenue budget. This appears to be primarily due to reductions in case filings, which spiked to over 36,000 in 13 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter 2008, and have fallen 13% since that time (photo enforcement is not included in these values, since the program is no longer in effect). Despite these dramatic declines in filings, workload has not declined commensurately. The case types that have seen the greatest declines, injunctions against harassment, other criminal traffic, and misdemeanors, can be handled relatively quickly by court staff. Case filings for other civil matters, the most time-consuming case type, have actually increased by 34% over the last three years. In addition, two new courts opened two years ago and have struggled to provide services with existing staffing levels. The Justice Courts have turned to temporary and on-call staff in these courts, which is more costly and less effective than regular staff. As a result, the recommended general fund operating budget for Justice Courts is 5.6% over last year’s appropriation. This level of funding should allow the Justice Courts to meet their service demand levels by filling more positions with permanent staff. Adult Probation caseloads have remained relatively stable over the last several years, though there has been a noticeable decline in both pretrial and post adjudicated intensive probation, largely offset with an increase in standard probation. With standard probation supervision ratio being higher than that of intensive supervision, this shift has allowed the Adult Probation Department to do more with less from a financial perspective. The FY 2012 budget shifts pretrial supervision expenses from the general fund to the detention fund. This is an allowable use of the detention fund, and a much needed offset to the general fund, which was negatively affected by the aforementioned misspending correction that occurred within the Sheriff’s Office. Juvenile probation caseloads tell a different story. Both intensive and standard probation caseloads are down considerably from prior years; since reaching a high in 2008, overall caseload is down nearly 21%. The Juvenile Probation general fund budget was reduced slightly to reflect the declining caseload. Deeper reductions were not considered at this time due to increases in cost allocations and retirement contributions. The County Attorney’s Office represents the cost of prosecution in the criminal justice system. A new County Attorney took office in November, 2010. While case filings are down 8% year over year (and nearly 23% since the highest point in FY 2008), the Office is undergoing a number of changes under its new leadership. Staffing levels are being re-evaluated, and key programs, such as training, are being resurrected. As a result, the budget was left virtually flat in FY 2012. Under the leadership of the new County Attorney and with the agreement of the Board of Supervisors, civil legal services have been re-combined into one department. This was made possible through months of planning and negotiating between elected officials, executive management and the board of supervisors in order to ensure the County received conflict-free legal services. It is hoped that the Civil Services Department will be able to provide the quality and cost-effective legal services that the County and its taxpayers have come to expect. 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 14 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter 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 exceeded the adopted budget for these indigent defense services. In FY 2011, the Office of Management and Budget worked closely with PDS to develop and manage a budget which utilized efficiencies and recognized savings associated with reductions in case filings, but also right sized budgets. The County should be proud of its public defense system, which is providing quality legal representation within budget and at costs that are lower than the previous year’s. The FY 2012 budget contains no significant changes from the prior year. One of the most challenging management and budgetary issues faced by the public defense system has been the defense of capital cases. A 2002 Supreme Court ruling, loose case management, and a spike in new filings created a crisis in 2009, at which time there were nearly 140 active capital cases. At the time, it was uncertain if there were even a sufficient number of defense attorneys qualified to handle these cases, much less public funds available to pay for the costs associated with capital defense. Since then, the County Attorney’s Office has reduced its capital case filings and Superior Court judges have also managed capital cases stringently, refusing to allow unnecessary delays in trial schedules. The result has been a reduction in the capital case volume, which is currently at 66. The Public Fiduciary’s Office provides guardianship, conservatorship, decedent services and court-ordered investigations for vulnerable persons. One of the side effects of the economic recession was a spike in demand for these services. Vulnerable persons have become less able to pay for these services on their own, and in many cases their family members, who may have assisted in the past, are no longer financially able to do so. The number of guardianship referrals and requests for investigations increased by 28% from FY 2010 to FY 2011, and is expected to increase yet again in FY 2012. The number of new wards increased by 35% over the same period. It, too, is forecasted to continue to increase. Caseloads currently range from 90-100, which far exceeds industry norms. The FY 2012 budget provides for seven additional positions in order to meet rising demands and normalize caseloads. Correctional Health Services (CHS) is responsible for providing health care to inmates in the adult detention facilities. The CHS budget is not increasing in the budget being presented, however, we are adding staff in the amount of $680,420 to reopen our clinics at night. The costs have been absorbed by CHS through efficiencies. Although the inmate population in the jails is down, demand for services within Correctional Health is on the rise. This is a costly endeavor. Many of the inmates admitted into our jail system have substance abuse issues, chronic health conditions, and mental health challenges. These health care costs are continuing to escalate. The department is also embarking on the implementation of an Electronic Medication Records (EMR) system and an Electronic Health Records (EHR) system. The first will automate a pharmaceutical records and disbursements throughout the jails and the second will automate the entire health record. EMR will be introduced and go into production before the end of FY 2010-11, while the EHR will take several years to implement. Both of these systems will improve health services for the inmates. In addition, CHS is heavily engaged in activities surrounding a long-standing lawsuit, Graves v. Arpaio. Although not included in the Tentative Budget, it may be necessary to allocate funding 15 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter from our limited contingency lines to provide 24 hour physician coverage at our intake locations. There is an evidentiary hearing scheduled in June 2011. This could cost the county between $1.6 and $2.0 million, depending on whether the department can successfully recruit physicians to work for CHS or if a more costly physician services contract is required to provide 24/7 coverage. Regional Development Issues Revenue Number of Permits The demand for permits has Planning and Development Permits and Revenue leveled for Planning and 20,000 $18,000,000 Development after years of 18,000 $16,000,000 continued and dramatic 16,000 $14,000,000 14,000 slowing in workload and $12,000,000 12,000 associated revenues. $10,000,000 10,000 $8,000,000 Maricopa County’s Planning 8,000 $6,000,000 and Development 6,000 $4,000,000 4,000 Department receives its $2,000,000 2,000 major revenue streams from $building plan reviews and building inspections. However, the Department is Number of Permits Revenue beginning to see an increase in the permitting of solar energy plants in the County. This trend is bolstered by a number of forces in addition to the continuous sunshine in the valley. Utility companies are required to have 15% of their power come from renewable sources by 2025, and as such doing their part to incentivize partners in this venture. Additionally, the federal government is providing financial programs to assist private enterprises to provide renewable energy sources. The Department expects this trend to continue for some years and anticipates growth due to solar permitting. Because of the unusual situation in this department and the revenue performance over the past several years, the Planning and Development Department will receive a general fund subsidy of $928,115 in FY 2012 for their activities that provide for the general good, which includes Code Enforcement, Drainage Enforcement, Planning and Zoning, Comprehensive Planning and Zoning Adjudication. 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 2007 at 5,128 permits. Revenue peaked in FY 2008 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 by the EPA. The dramatic reduction in construction activity has had some impact on the number of days in which the 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. 16 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter Fee Fund Revenue Number of Dust Control Permits The Air Quality Fees Air Quality Dust Control Permits and Total Fee Fund Revenue Fund (504) is 6,000 $18,000,000 structurally balanced $16,000,000 5,000 for FY 2012. The $14,000,000 4,000 $12,000,000 Department will be $10,000,000 seeking Board of 3,000 $8,000,000 Supervisors’ 2,000 $6,000,000 approval to adjust $4,000,000 1,000 fees in June 2011 $2,000,000 $which will impact the FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 * FY 2012** Department’s ability Number of Dust Control Permits Revenue w/ Fee Increase REVENUE to provide adequate inspections and compliance assistance to the regulated community. The graph above show the six-year look at dust control permits and revenue, and the FY 2012 budgeted permits and revenue, including the impact of the fee increase being presented to the Board of Supervisors. Through the fee development process, portions of the services provided by the Department were determined to be unrecoverable through fees. As such, the General Fund will subsidize a portion of the Air Quality Monitoring Activity. Technology Infrastructure and Capital Improvement Maricopa County began its present day Capital Improvement Program (CIP) in FY 2000. 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 General Obligation 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 were established in FY 2011 specifically for funding and capturing costs for technology projects that meet the accounting definition of a capital project. The Technology Capital Improvement Fund (460) is now utilized for general funded projects and the Detention Technology Improvement Fund (461) for detention funded projects. There are nine projects budgeted in FY 2012 in the Technology Capital Improvement Fund: the Contact Center System, County Telephone System, Court Security Integration, Enterprise Data Center, Infrastructure Refresh Phase 2, Integrated Workplace Management System, Radio System, Sheriff 911 Center Equipment and the Infrastructure for the Sheriff Headquarters. The Correctional Health Electronic Medical Records System and the Correctional Health Zone H are the projects for FY 2012 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 it is in use. The downtown campus, with the exception of the jail facilities and selected locations, are scheduled to be completed in FY 2012. 17 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter A documentation project and planning process roadmap has been 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. The Durango Campus study was completed in FY 2011 and funding for the implementation of the infrastructure refresh at this campus will begin in FY 2012, with completion scheduled for FY 2013. The Southeast Campus and remotes sites studies will finish in FY 2012 with implementation to follow based on funding availability. Additionally, all three areas will have a study completed in FY 2012 with regards to Zone 2 infrastructure in the jail and other criminal justice areas. The Integrated Workplace Management System (IWMS) will be purchased and implemented during FY 2012. This system will provide benefits to multiple departments as it will be the official record of County owned and leased facilities and include floor plans, blue prints, maintenance information, staff information and technology service information. It will also allow for space planning/remodeling scenarios and facilitate departmental moves. The new 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 2011 fiscal year and most of these are continuing into the FY 2012 budget. These include the Chambers Swing Space Remodel and the remodel of the Southeast Court Facility. Two projects, the Santa Fe Depot Remodel and the remediation of the County property at Fifth Avenue was started and completed within FY 2011. These projects are geared toward maintaining and improving the County’s facility assets and reducing the need for leased space. Other new projects recommended in the FY2012 budget are also related to a more efficient utilization of space and a reduced reliance on leased properties. These include the remodel of the Clerk of the Superior Court’s filing counter and docket area in the Central Court Building and the design and construction of a new Sheriff’s Office Headquarters and Emergency Call Center. The Old Courthouse at 125 W. Washington will also receive repairs, rehabilitation and significant energy efficient infrastructure improvements. The 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 is proceeding on schedule. This $25 million dollar investment is anticipated to reduce the County’s kilowatt usage by 22 million kilowatts of energy use per year. All recommended projects are scheduled to be completed by the end of FY2012. 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. Finally, projects that were completed in FY2011 include the White Tank Nature Center, constructed within the new White Tank Library facility, the Cave Creek Transfer Station, and 18 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter the remodel of Floors 2, 3 and 4 of the West Court Building. These provided for the relocation of the Sheriff’s Office Civil Division, Records and Automated Fingerprint Identification (AFIS) staff. Projects completed with detention funds included the two Chilled Water Conversion projects at Estrella and Towers Jails, and two Solar Thermal Water Heater projects at Lower Buckeye Jail and Fourth Avenue Jail. Health Care Programs FMAP Savings Eliminated in FY 2012 Health Care Programs continues to be one of the largest components of the County budget, but is the area least under the County’s control. Most of these costly programs are managed by the State of Arizona, and County funding is required by State law. Health Care Programs covers a variety of issues including acute and long-term health care for the poor, behavioral health care, tuberculosis services, services for people with HIV/AIDS and litigation support costs associated with current and prior healthcare mandates. $70 $59 $60 $45 Millions $50 $40 $36 $30 $20 $0 $10 $FY 2009 FY 2010 FY 2011 FY 2012 Mandated health care payments to the State of Arizona total $226.4 million for Fiscal Year 2012. The largest mandated contribution, at $154.5 million, is to the Arizona Long Term Care System (ALTCS), the State’s Medicaid long-term care program. The County will also have to pay $20.6 million to the Arizona Health Care Cost Containment System (AHCCCS) Medicaid system for acute medical care. The County will no longer receive the benefit of savings due to the federal stimulus funding, which has amounted $140.3 million since FY 2009. In addition, Maricopa County’s mandated contributions to the State’s behavioral health programs total $46.3 million for FY 2012, an increase of nearly $2.0 million from FY 2011. Thousands Payments to the State to house sexually violent persons at the Arizona State Hospital are a new and growing liability for the County. Sexually Violent Persons Starting in FY 2010, the State began billing Maricopa County for 25% of the cost for Committed to Arizona State Hospital these persons, who are institutionalized and County Payments under a civil commitment process after 44 $170.0 completing a sentence for criminal 42 43 $160.0 offenses. The number of commitments 40 $150.0 increases month by month and the 38 average daily population has grown 30% in $140.0 36 $127 less than two years. Despite a rate $130.0 34 decrease in December 2010, costs will $120.0 32 $133 33 continue to escalate. Furthermore, for FY 30 $110.0 2012, the State is increasing the required payments to 50%, bringing the total estimated cost to $5.0 million. Avg. Daily Pop. Amt. Paid 19 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter Employee Issues and Concerns Maricopa County continues to value its employees and realizes that employees provide the public’s view into County operations. Members of the public that interface with County employees have a perception of County services experienced firsthand. High employee satisfaction results in high customer satisfaction for our clients. Therefore, we strive to ensure that our employees enjoy working for the County and are satisfied in their jobs. Annually, Maricopa County surveys employee satisfaction. The overall employee satisfaction scores for FY 2009-10 were 5.89 out of a possible 8.0 scale. This is the third highest rating achieved in the 13 years that this process has been in existence. Other notable observations are that employees scored customer orientation (client services) at 6.33 out of 8.0, indicating that customer service is highly valued by employees and that they believe they are providing it. Ninety percent of employees stated that their department produces results for their customers with minimal expense and waste. Maricopa County has minimized the cost of our employee benefits program through innovative approaches to providing health care insurance and by promoting health lifestyles and work/life balance. Since going self-insured in July, 2007, we have avoided significant costs of traditional fully funded insurance products. Our annual increases have been 3.0 to 4.5% lower than the average of fully insured products. Since our County also provides a robust wellness program funded by the Benefits Trust Fund, the benefits staff has been able to target key risk factors including tobacco use, obesity, high blood pressure and high cholesterol, lack of exercise and lack of preventive health care. Making employees healthier and more informed users of health care has resulted in the County’s ability to give two premium holidays to employees during the month of June 2011. Employee benefit costs have been significantly lower than originally projected. Employees can get reduced premiums for not using tobacco and participating in a biometric screening and health risk assessment. The County offers classes and other support for employees and their families who want to reduce their health risk factors. Fitness programs and facilities are provided on-site. Preventive health care like flu shots and cancer screenings are also provided on-site and are provided at no cost to employees. Year-over-year biometric results show that the employee population is improving its overall health status by reducing the number of their risk factors so that they can be a more productive employee. In 2011, Maricopa County was recognized for its efforts to educate and assist its employees in improving their health status when it was awarded a Valley’s Healthiest Employer Award. The County was the highest ranked public employer receiving the award. Funding for market or performance increases has not occurred for three years and will not be funded again in FY 2011-12. Despite this reality, Maricopa County has very low attrition rates. The annual voluntary turnover rate for 2010 was 5.14%. While performance increases cannot be funded in the coming fiscal year, Maricopa County continues to support the Rewarding Ideas Program, Tuition Reimbursement, Peak Performers Program and the Attorney Loan Repayment Program. These supplemental employee reward programs allow County management to continue to reward excellent performance and to encourage career progression. 20 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter 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 filled FTE. The budget for this program is $500,000 in the 2011-12 tentative budget. Finally, in June of 2011, Maricopa County will be moving from an in-house payroll and human resource system, to a hosted ADP cloud solution. This move to outsource this system will bring many efficiencies and improvement to our human resource process. First, we will save $1.0 million annually in operational costs, as the hosted solution is cheaper than the in-house model used today. There is also a cost avoidance of $12.5 million every 5 – 7- years. The current system requires software upgrades about every 5 years. In addition, ADP will bring with it “Best Practices” including time clocks, employee payroll input, supervisors approval of all timecards, and on-line time-off and Family Medical Leave Administration (FMLA) tracking. Conclusions The 2011-12 Tentative Budget is structurally balanced, responsible and reflects our relative recovery. While we are certainly far from having the economy fully return to the years of phenomenal growth, we are seeing the first signs of some good news in the latest monthly revenues receipts. I believe that through our continued commitment to find efficiencies, technological improvements, and the financial commitment to economic development and social reform, Maricopa County is transforming this government into a forward looking and progressive institution that will support creative and innovative solutions for years to come. 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 21 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transmittal Letter On June 20, 2011, the Maricopa County Board of Supervisors adopted the FY 2012 Budget totaling $2,332,616,122. Overall, there was no change in total expenditures from the Tentative Adopted Budget, as all increases were offset with transfers from Contingency budgets or eliminations. On August 15, 2011, the Maricopa County Board of Supervisors approved the FY 2012 Tax Levy and rates. 22 Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Profile Maricopa County Profile Introduction Maricopa County, Arizona, is the nation’s fourth largest county in terms of population and is estimated to be approximately 3.8 million as of 2010, according to the U.S. Census Bureau. Twenty-five cities and towns are located in Maricopa County. Its largest city, Phoenix, is the County seat and State capital. Measuring 137 miles east to west and 102 miles north to south, Maricopa County covers 9,225 square miles, making it the 14th largest county in land area in the continental United States, and larger than seven states. Maricopa County Profile How Maricopa County Compares USA State of Arizona Maricopa Maricopa County County Population 3,817,117 (2010) 4th largest in the US Larger than 21 States Land Area 9,225 Square Miles 14th Largest in the US Larger than 7 States Nation’s Largest Regional Park System Over 120,000 Acres Individuals and corporations make up 30% of total land ownership, with the remainder publicly owned. Of the 70% of land owned by public entities, 5% is owned by Native American communities, 29% by the U.S. Bureau of Land Management, 11% by the U.S. Forest Service, 11% by the State of Arizona, and the remaining 14% 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 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 23 Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Profile 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 3,072,149 residents in 2000 to the aforementioned 3,817,117 in 2010, a 24 percent increase during the past decade. 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 continuity with the old seal while taking the opportunity to update and improve. The colors used in the County seal reflect our unique desert environment. The seal contains symbols relevant to Maricopa County. The Saguaro Cactus is indigenous to the area, and the Saguaro Blossom is the State Flower. The Scales of Justice represent the legal system and law Maricopa County Flag Maricopa County Seal 1871 Banner Maricopa County Established February 14, 1871 Scales Legal Services Tree, Horse & Rider Parks & Recreation Arizona State Flower Saguaro Cactus Blossom Scenic Highway Land, Roads & Flood Control Caduceus Health Services enforcement, while health services are represented by the Caduceus. The Scenic Highway scene represents public works and the tree, horse and rider represent the County’s extensive parks and trails. 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 24 Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Profile 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. 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 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 25 Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Profile 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 siltlike 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 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. By comparison, Maricopa County has a population density of 415 persons per square mile, whereas the State of Arizona has a density of 56 persons Maricopa County Median Age per square mile and the United States has a density of 82 40 persons per square mile. The recent economic downturn 33.6 33 35 32 and housing market slump are the main factors in the recent 29.7 30 27 26.7 slowing in population growth. However, many of the 25 fundamentals remain in place for the community to again 20 greatly outperform the rest of the nation over the longer 15 term. 10 Like the rest of the nation, Maricopa County’s population is aging. According to the U.S. Census Bureau, the median age of Maricopa County’s residents is 33.6 years, an increase from 26.7 years in 1960. Maricopa County Population by Age Group 4,500,000 85+ 4,000,000 75-84 3,500,000 65-74 3,000,000 60-64 2,500,000 55-59 2,000,000 45-54 1,500,000 35-44 1,000,000 25-34 500,000 20-24 0 1990 2000 2010 15-19 5 0 1960 1970 1980 1990 2000 2010 A common misconception 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. 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 inmigration from all age categories, especially by individuals between 24 and 44 years of age. Local Economy and Business Environment The unique aspects of Maricopa County’s population, climate and government policies have laid the foundation for a unique and vibrant economy and a supportive business environment. The majority of the economic activity in the County takes place within and immediately surrounding the population center, which is located in the north-central portion of the County and extends all the way to the eastern border, with limited base industry activity extending beyond into the adjacent counties. Maricopa County has also been among the first local government entities in Arizona to take a leadership role in the diversifying of the economic base. Aggressive and strategic economic development activities have already occurred and will continue into the future. The key to this involvement being successful in the longer term is twofold. First, the economic development 26 Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Profile programming has been designed to be strategic and emphasize the utilization of incentives that yield a net benefit to the community as a whole. This implies designing projects that yield a positive return on the County investment. Second, the County is also taking a leading role in partnering with other government entities in the State. Thus far this has included participating with local economic development organizations, partnering with local municipalities within the County, and blending resources with the State of Arizona. While much is being done that is new and exciting, one must not forget that the underlying economic fundamentals remain in place. Basic business input needs continue to be addressed at a high level of competency. The large population and vibrant business profile has led to high demand for water and electricity, which are provided through several notable companies and government organizations including the Salt River Project, Arizona Power Service, the Central Arizona Project, and various smaller municipal Workforce Indicators and private utility providers. This utility infrastructure continues to facilitate the Per capita income $ 25,485 transformation of the desert valley into the vibrant Median household income $ 53,284 economy within Maricopa County today. The other critical aspects of transportation and Total workforce 1,802,438 educational systems have provided the needed Mean travel time to work (minutes) 25.2 support and training for the continuously developing economy within the County. Relying Families above poverty line 89% upon this basic infrastructure, the County has a Median Priced Home $124,500* full-service economy that provides large markets in retail, health care, research, customer service, Median family income $ 63,243 entertainment, financial and banking, wholesale Source: U.S. Census Bureau (2009 ACS), *Maricopa County Assessor’s Office, Full Cash Value TY11, FY12 trade, agricultural, arts and cultural, construction, manufacturing, light industry, distribution, and recreation and leisure services. Maricopa County’s economic base continues to evolve and become more diverse. The reliance on tourism and construction is decreasing as other industries grow. Maricopa County’s quality of life, cost of living, skilled workforce, good universities and favorable business climate contribute to the improvement of its economy. The International Genomics Consortium and the Transnational Genomics Research Institute (TGEN) are evidence of Maricopa County’s leadership in bioscience, providing a base of expertise and knowledge that will enhance the area’s ability to develop and attract bioscience-related companies. In addition, the new Arizona State University-Capital Center campus in Phoenix will enhance downtown and the businesses located there. The County is also expanding its presence in the solar industry with the new manufacturing operation of First Solar in the County. This venture provides new opportunities for economic growth in the County. 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 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 27 Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Profile Management is also located in the valley and has been ranked #1 in international business by U.S. News & World Report for seven 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 Sky Harbor International 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 blic 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. 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, as well as 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 28 Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Profile 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. 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, providing facilities for 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 intercollegiate athletics on ASU’s Tempe campus and at several local community colleges. 29 Maricopa County Annual Business Strategies FY 2012 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. 30 Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Profile Organizational Changes During FY 2011, there was an organizational change to create the department of Business Strategies and Health Care Programs, which expanded the existing the Health Care Programs department to also include Employee Benefits, Wellness and Managing For Results. This change is reflected in the FY 2012 budget. Maricopa County Citizens Superintendent of Schools County Attorney Constables Sheriff Board of Supervisors Clerk of the Court Assessor Treasurer Recorder Elected Appointe d County Attorney Civil Division STAR Call Center Clerk of the Board Public Works Assistant County Manager Public Defense Services Contract Legal Defender Counsel Legal Defender Contract Public Advocate Counsel Public Defender Legal Advocate 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 Human Resources Human Services Emergency Management Materials Management Facilities Management Enterprise Technology Medical Examiner Equipment Services Bus. Strat. & Health Care Programs Parks and Recreation Environmental Services Risk Management Air Quality Correctional Health Public Health Research and Reporting NonDepartmental 31 Maricopa County Annual Business Strategies FY 2012 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 District 3: Supervisor Andrew Kunasek (Chairman) District 4: Supervisor Max Wilson District 5: Supervisor 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: Bill Montgomery Clerk of the Superior Court: Michael K Jeanes Recorder: Helen Purcell Sheriff: Joseph M Arpaio Superintendent of Schools: Don Covey Treasurer: Charles “Hos” Hoskins 32 Maricopa County Annual Business Strategies FY 2012 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 Hilliard Benjamin Norris Roger Brodman Dean Fink Susan Brnovich David Gass Hugh Hegyi Norman Davis Eddward Ballinger, Jr. Warren Granville Thomas LeClaire Joseph Kreamer Judge Robert Oberbillig Peter Reinstein David Talamante Bethany Hicks Douglas Rayes Rosa Mroz Carey Hyatt Maria del Mar Verdin Arthur Anderson Mark Brain Eileen Willett Alfred Fenzel David Palmer Karen O’Connor 33 Judge David Udall Connie Contes Craig Blakey Linda Miles Margaret Mahoney Gary Donahoe Harriett Chavez Larry Grant George Foster, Jr. M. Scott McCoy Raymond Lee Sally Duncan Peter Thompson John Rea Maricopa County Annual Business Strategies FY 2012 Adopted Budget Judge Daniel Martin J. Kenneth Mangum Samuel Myers Brian Hauser Linda Akers Susanna Pineda Michael McVey William Brotherton, Jr. Joseph Welty Brian Ishikawa Crane McClennen Mark Aceto Michael Jones M. Jean Hoag Dawn Bergin Jeanne Garcia Danielle Viola County Profile Judge Teresa Sanders Andrew Klein Emmet Ronan Sherry Stephens J. Richard Gama Karen Potts Janet Barton Randall Warner Cari Harrison Colleen McNally Roland Steinle, III John Ditsworth John Buttrick James Beene Christopher Coury Samuel Thumma Douglas Gerlach Department Superior Court Presiding Judge Juvenile Presiding Judge Criminal Presiding Judge Probate/Mental Health P.J. Southeast Presiding Judge Northeast Presiding Judge Judicial Officer Hon. N. Davis Hon. E. Ballinger Hon. D. Rayes Hon. R. Mroz Hon. D. Talamante Hon. M. McVey Justice of the Peace Jeff Fine C Steven McMurry Keith Frankel Mark Chiles Jimmie R. Hernandez Steven Sarkis Meg Burton-Cahill Joe B Getzwiller Gary Handley Andy Gastelum Lester Pearce, Presiding JP Gerald A. Williams Clancy Jayne Precinct Estrella Mountain Encanto San Marcos East Mesa Downtown Arcadia Biltmore University Lakes Ironwood Manistee Maryvale North Mesa North Valley Desert Ridge Department Associate P.J. Civil P.J. Family P.J. Tax P.J. Northwest P.J. Judge Christopher Whitten Michael Kemp Helene Abrams Bruce Cohen Jo Lynn Gentry-Lewis Kristin Hoffman Timothy Ryan Michael Gordon Paul McMurdie John Hannah, Jr. Robert Miles Glenn Davis Lisa Flores Jose Padilla Pamela Frasher Gates Daniel Kiley Judicial Officer Hon. E. Ballinger Hon. R. Oberbillig Hon. C. Hyatt Hon. D. Fink Hon. H. Chavez Justice of the Peace Phillip Woolbright Sam Goodman Cody Williams Joe “Pep” Guzman Mark Anderson 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. 34 Maricopa County Annual Business Strategies FY 2012 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 multi-year 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. - 35 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget At A Glance 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 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 Program, 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 under-funded is either fully funded or deleted. Goals and Objectives of Organizational Units Maricopa County’s organizational units consist of 50 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 36 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget At A Glance Environmental Services Department has a goal to “By June 30, 2015, reduce vector borne mosquito populations by 5% from 136 positive mosquitoes in FY 2007-08 to 129 positive mosquitoes.” 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. Maricopa County Strategic Priorities/Goals: • Ensure safe communities 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. o 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. o 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, 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 8.0%. 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%. 37 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget At A Glance 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. Program Results 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. 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. FY 2010 ACTUAL N/A FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 87.6% 56.2% 55.9% REV VS ADOPTED VAR % -31.7% -36.2% 53.0% 70.0% 43.5% 100.0% 52.0% 90.4% 52.0% 92.3% 8.5% -7.7% 19.5% -7.7% 55.0% 70.9% 58.5% 59.2% -11.7% -16.5% 2.6% N/A 4.2% 3.4% N/A N/A 42.7% 43.7% 43.5% 44.1% 0.4% 1.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 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. 38 Maricopa County Annual Business Strategies FY 2012 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. Budget At A Glance FY 2010 ACTUAL 56.4% FY 2011 FY 2011 REVISED FORECAST 61.3% 57.3% 8.5% $ N/A REV VS ADOPTED VAR % (1.3%) -2.0% FY 2012 ADOPTED 60.0% 6.0% 6.5% N/A N/A 813 817 807 850 34 4.1% 1,019 831 911 820 (11) -1.3% 813 817 807 850 34 4.1% 2,075.15 $ 2,074.05 $ 1,933.47 $ 1,831.00 $ 243.06 11.7% 683,179 683,179 $ $ 689,179 689,179 $ $ (836,411) (836,411) -54.8% -54.8% $ 6,225,383 $ 6,225,383 $ 514,249 7,200 27,021 548,470 7.6% 100.0% 100.0% 8.1% Revenue 201 - ADULT PROBATION FEES TOTAL SOURCES $ 1,636,478 $ 1,636,478 $ 1,525,590 $ 1,525,590 $ $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL USES $ 6,719,491 7,817 23,160 $ 6,750,468 $ 6,739,632 7,200 27,021 $ 6,773,853 $ 6,241,256 $ 6,241,256 Expenditure $ 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, Economic Development Property Taxes, State Budget Threats, 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. 39 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget At A Glance 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 long-term 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 section 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: 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. 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. 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. §41-2401). 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 threeyear time span, including the prior year actual, current year budget, estimated current year actual, and “Forecast” upcoming budget year. 40 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget At A Glance 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, economicforecasting 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 section. Fiscal Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 State Shared Sales Tax Annual Growth Rate Collections $ 330,260,143 1.4% 357,526,559 8.3% 397,712,817 11.2% 457,785,986 15.1% 480,411,951 4.9% 460,958,749 -4.0% 394,920,582 -14.3% 366,285,237 -7.3% * 369,732,348 0.9% ** 369,740,752 0.0% *** 396,586,439 7.3% *** 414,432,829 4.5% *** 435,154,470 5.0% *** 456,912,194 5.0% *** 479,759,804 5.0% Listed to the left are the actual State Shared Sales Tax collections for the last eight fiscal years, forecasted totals for FY 2011, the budget for FY 2012 and forecasted amounts for the next five years. State Shared Sales Tax and Jail Excise Tax revenues have followed similar trends, except that Jail Tax revenues have experienced greater declines, but are rebounding more quickly. Annual growth reached 15.1% in FY 2006, but declined for several years and remains below FY 2005 levels. There are signs of a slight recovery however these gains are being offset by the negative impact from the revenue sharing calculation. While the point of sale component is increasing, Maricopa County’s percent of the net assessed valuation and the population is declining, thus negatively impacting the County’s portion of the sales tax distribution. In this environment, it is prudent to assume no growth for FY 2012 and therefore, State Shared Sales Taxes are budgeted to remain flat for FY 2012. *Forecast **Budget ***Source Elliott D. Pollack & Co. 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 Attachments section 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: 41 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Court Tower Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Budget At A Glance 175 W. Madison Street - Phoenix 5 Facilities Management None February, 2012 Project Description The new 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 just south of the current Superior Court buildings. 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 and related space for Court support, and the County’s Restorative Justice Program. Purpose Statement The new Court Tower will serve as the anchor facility for the full service downtown courthouse square. 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 Result Measures Measure Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days FY 2010-11 Year-To-Date Actual FY 2010-11 Year-End Projected FY 2011-12 Projected with Capital Improvement 91% 91% 95% 76% 76% 80% Funding/Cost Summary Previous Projected Funding Source Actuals FY 10-11 Financing Series 2008 (441) $ 46,506,143 $ - $ Financing Series 2007 (440) 48,269,919 General Fund Cty Improv (445) 45,656,922 120,985,196 Detention Fund (455) Project Total $ 140,432,984 $ 120,985,196 $ Year 1 FY 11-12 Year 2 FY 12-13 - $ 50,548,800 28,391,973 78,940,773 $ 42 Year 3 FY 13-14 - $ - $ - Year 4 Year 5 5-Year FY14-15 FY15-16 Total $ - $ - $ - $ 50,548,800 28,391,973 $ - $ - $ 78,940,773 $ Total Project 46,506,143 48,269,919 217,190,918 28,391,973 340,358,953 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget At A Glance Operating Cost Summary Year 1 FY 11-12 FY 10-11 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ - $ $ - Year 2 FY 12-13 $ $ - Year 3 FY 13-14 $ $ - Year 4 FY 14-15 $ $ - Year 5 FY 15-16 $ $ - Post-Construction Managing Dept Operating Costs Personal Services $ $ 576,464 $ 576,887 $ 594,193 $ 612,018 $ 630,377 Supplies & Services 3,379,163 4,882,698 10,703,611 10,907,171 11,118,700 11,338,532 Capital Outlay Total $ 3,379,163 $ 5,459,162 $ 11,280,498 $ 11,501,364 $ 11,730,718 $ 11,968,909 Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ $ 576,464 $ 576,887 $ 594,193 $ 612,018 $ 630,377 3,379,163 4,882,698 10,703,611 10,907,171 11,118,700 11,338,532 Total $ 3,379,163 $ 5,459,162 $ 11,280,498 $ 11,501,364 $ 11,730,718 $ 11,968,909 Associated Impacts of Capital Spending Capital spending is necessary to ensure that County departments have adequate facilities in place to provide mandated services to the public and infrastructure. The Major Maintenance description in the Public Work section of the Department Strategic Business Plan and Budget 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. 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. 43 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget At A Glance 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 Device 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 Strategic Direction 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. 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 44 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget At A Glance Guidelines, Budgeting for Results Accountability Policy, and the Reserve and Tax Reduction Policy), along with the Vehicle Replacement Policy, General Government Policy, Policy for Administering Grants, Funded Position Policy, and the Capital Improvement Program processes may be found in the Budget Policies and Process, Strategic Direction, Capital Improvement Program 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 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. 45 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget At A Glance 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: 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. 46 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget At A Glance 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 Profile, 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 2012 Adopted Budget Budget At A Glance 48 Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Annual Business Strategies FY 2012 Adopted Budget 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. 50 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction 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. Budgeting for Results Maricopa County has a budget system that provides financial and performance information to help decision-makers 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 Annual Business Strategies FY 2012 Adopted Budget 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 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; Relentless Improvement; Communicate and Collaborate; and All People Realize Their Full Potential 52 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction Strategic Priorities and Goals Strategic Priority 1: Safe Communities Ensure Safe Communities 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 that strives to reduce crime and juvenile recidivism rates. The Board of Supervisors has established a number of goals related to public safety in the County. Strategic Goal 1: 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. Why this is Important: Crime takes a toll on the health of our community through loss of life, fear for physical safety, disintegration of community cohesion, and incarceration. This goal is aimed at continuing the County’s efforts to reduce violent crime rate in the community. Where We Are:  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.  When compared to similar counties, the violent crime rate in Maricopa County is higher than five of its benchmark counties. Violent Crime in Maricopa County -- rate per 100,000 inhabitants 625 500 375 250 125 0 2004 2005 2006 2007 2008 2015 Goal Rate 493.1 513.0 509.9 490.8 455.2 440 % change -2.6% 4.0% -0.6% -3.7 -7.2 Strategic Goal 2: 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. Why this is Important: Citizens consider their personal safety to be one of the most significant factors affecting their quality of life. This goal is aimed at continuing the County’s efforts to reduce the property crime rate in the 53 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction community Where We Are:  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. Property Crime in Maricopa County -- rate per 100,000 inhabitants 6,000 5,000 4,000 3,000 2,000 1,000 0 Property crimes 2004 2005 2006 2007 2008 2014 Goal 5,478 5,236 4,878 4,653 4,256 4,170 Source: FBI Crime in the United States Strategic Goal 3: By 2015, the rate of juvenile recidivism will be at or less than 15%. Why this is Important: Reducing the involvement of juveniles with the criminal justice system is a major objective for Maricopa County. This goal is aimed at decreasing the number of juveniles who commit repeat offenses and come into contact with the justice system. Where We Are: Note: Data on the overall juvenile recidivism rate in Maricopa County are not yet available. The chart below represents juveniles who come into contact with the Juvenile Probation Department. The measure is a proxy for juvenile recidivism in the County. Percent of Juveniles with no new referrals to Juvenile Probation Department within one year of first referral 100% 80% 76% 74% 75% 74% 74% 74% FY07 FY08 FY09 60% 40% 20% 0% FY04 FY05 FY06 Source: Maricopa County Juvenile Probation Department Fiscal Year 2010 Data Book 54 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Priority 2: Strategic Direction Access to Justice Provide All Citizens with Access to an Effective, Integrated Justice System Victims, witnesses, defendants, and members of the community expect access to an effective justice system and 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 ensuring access to justice to all. The judicial branch in Maricopa County is committed to the timely, fair, and impartial administration of justice. The following goals are aimed at decreasing the times it takes to resolve a selected group of case types to ensure timely administration of justice Strategic Goal 1: By 2012, 96% of family cases filed in Superior Court will be resolved within 12 months, and 99% within 24 months. Strategic Goal 2: By 2012, 95% of civil cases filed in Superior Court will be resolved within 18 months, 99% within 24 months. Strategic Goal 3: By 2013, 85% of criminal felony cases filed in Superior Court will be resolved within 180 days, 90% within 365 days. Strategic Goal 4: 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. Where We Are: Percent of cases processed within standards, by type Strategic Goal Case Type FY2005 FY2006 FY2007 FY2008 FY2009 Criminal Felony (% resolved within 180 days) 83.4% 84.3% 88.9% 81.2% 81.2% 85.0% Civil (% resolved within 18 mths) 93.5% 95.0% 95.4% 95.6% 92.6% 95.0% Family (% resolved within 12 mths) 88.1% 93.2% 95.0% 95.0% 95.9% 96.0% Probate (% meeting case-monitoring compliance standards) n/a n/a n/a n/a n/a 85.0% Source: Maricopa County Superior Court, n/a=not available 55 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Priority 3: Strategic Direction 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 Healthy People 2020—a national health promotion and disease prevention initiative—objective of promoting quality of life, healthy development and healthy behaviors across all life stages. (For more information, go to www.healthypeople.gov). Strategic Goal 1: 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). Why this is Important: Immunization is considered to be one of the most important interventions available for preventing serious diseases among infants and children. Many childhood diseases can be prevented and on-going good health can be achieved by ensuring that children receive the proper immunizations. 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 well as in home life. This goal is aimed at improving the overall well-being of infants and children in Maricopa County by increasing the annual immunization rate. Where We Are: Note: Data for this goal are not yet available. The chart below represents data collected through the National Immunization Survey until 2006. This indicator serves as a comparable proxy for the immunization rate in the County. Data for this goal will be tracked from a different source beginning in 2011. • 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%). 56 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction Immunization Rate in Maricopa County (% of children at age 24 months with full complement of immunization) 100% 80% 72.4% 73.2% 78.2% 2002 2004 2005 80.0% 69.0% 60% 40% 20% 0% 2006 2015 Goal Strategic Goal 2: By 2015, the rate of hospital admissions due to respiratory disease will decrease by 20%. Why this is Important: For the past decade one of the leading causes of illness and deaths among adults in Maricopa County has been related to respiratory disease. This goal is aimed at reducing the number of adults who suffer from this disease each year. Where We Are: Note: Data for this specific goal are not yet available. The chart below represents data collected through the Arizona Department of Health Services on the rate of death from chronic respiratory disease among adults in the County. This serves as a proxy for the significance and importance of tracking respiratory disease rates. Data for this goal related to hospital admissions will be tracked beginning in 2011. Rate of death from chronic respiratory disease among adults aged 45 or older (per 100,000 residents) Rate of respiratory disease 140 120 127.7 126.2 115.2 112.9 119.1 100 80 60 40 20 0 2004 2005 2006 Source: Arizona Department of Health Services 57 2007 2008 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction Strategic Goal 3. By 2015, reduce childhood obesity to 15.5%, as measured by data from the Pediatric Nutrition Surveillance System (PedNSS). Why this is Important: Obesity is a risk factor for many diseases and conditions, including heart disease and diabetes. This goal is aimed reducing obesity among children to prevent or control the devastating effects of these diseases in the community. Where We Are: Childhood obesity rates are tracked to age and gender according to growth charts developed by Centers for Disease Control and Prevention (CDC) in 2000. Overweight is defined as being within the 85-95 percentile, and obesity is 95 percentile or greater. By definition you might suppose that about 15% of kids should be in the 85 % or greater category. In 2009, the Maricopa County total was 31.0%.This strategic goal is aimed at reducing that rate by half by 2015. Childhood obesity rates, Maricopa County – children ages 2-5 50% 40% 31.3% 29.6% 30% 31.2% 31.0% 28.2% Goal 15.5% 20% 10% 0% 2005 2006 2007 2008 Source: Pediatric Nutrition Surveillance System (PedNSS) 58 2009 2015 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Priority 4: Strategic Direction Individual Empowerment Promote opportunities for and educate residents so they can improve their own circumstances and quality of life Empowering individuals to experience positive development through life stages—from early childhood through senior years—is a key ingredient to the overall health and quality of life of residents in the community. The vision of the Human Services Department is that Maricopa County residents will have opportunities to achieve economic self-sufficiency, attain a sustainable living environment, and enjoy a high quality of life. As part of its strategic plan, the County has set a strategic priority to promote opportunities for and educate residents so they can improve their own circumstances and quality of life. The following goals are aimed at improving residents’ capacity to be self-sufficient and improving the career, college, and life readiness of Maricopa County youth. Strategic Goal 1: 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 selfsufficient. Strategic Goal 2: 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 a least a high-school diploma or equivalency. Why this is Important: Improving the life readiness of youth so they can successfully participate in college and other postsecondary education will provide life-long opportunities and enhance their future success. Where We Are: Educational Attainment of Population > Age 25 (% of population attaining high school diploma or equivalency) 100% 90% 84.4% 84.0% 83.5% 83.7% 84.7% 85.0% 2009 2015 80% 70% 60% 50% 2005 2006 2007 59 2008 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Priority 5: Strategic Direction Sustainable Environment 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 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 and energy availability, and open space are becoming increasingly important to the livability of the community. A 2008 Board policy established the Green Government goals for Maricopa County government operations to ensure that the County is promoting sustainable practices, including reducing the energy use in County buildings, which also will save the County money and lead to long-term economic growth. Ensuring that services are provided in a sustainable fashion and that the County is promoting sustainable practices among its employees and residents is a key priority of Maricopa County. Strategic Goal 1: 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. Why this is Important: With more than 11,000 employees and 177 buildings, Maricopa County is leveraging its assets and activities to make great strides in energy reduction. According to the Environmental Information Administration the buildings in the U.S. consume 72% of the electricity generated. Energy efficiency is becoming even more necessary as Maricopa County continues to add residents to its population base using more finite fossil fuel energy. Where We Are: Energy Use (kWh) per sq. ft. in County buildings 50 45 40 35 30 25 20 15 10 5 0 31.9 FY05 31.7 FY06 29.6 27.6 28.1 26.0 FY07 FY08 FY09 FY13 Goal Strategic Goal 2: By 2015, the average fuel efficiency rating for County non-idling sedans will be 26 miles per gallon or greater, an improvement of 12% from the 2010 rating. Why this is Important: Maricopa County maintains a personal fleet of over 2,000 vehicles and maintains a road network of 60 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction over 2,600 miles with signals at over 115 intersections. This goal is aimed at improving the fuel efficiency of the County’s fleet of vehicles. Where We Are: Average mile per gallon for county fleet of non-idling sedans 30 25 26.0 24.5 24.6 23.5 22.9 23.2 FY06 FY07 FY08 FY09 FY10 20 15 10 5 0 2015 Goal Strategic Goal 3: 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. Why this is Important: Availability of open space, parks and recreational opportunities is key to County residents’ quality of life. This goal is aimed at ensuring that citizens are satisfied with amount and availability of open space and parks in the County. Where We Are: Data for this specific goal are not yet available. The chart below represents data collected through Maricopa County annual Citizen Satisfaction Survey regarding parks location. This serves as a proxy for general satisfaction with parks and open space. Data for this goal related specifically to satisfaction with amount of open space and parks and recreation land will be tracked beginning in 2010. Citizen Satisfaction Survey: Access to Regional Parks (% of respondents agreeing that county parks and outdoor recreation areas are conveniently located and easy to get to) 100% 82% 86% 85% 82% 80% 77% 60% 40% 20% 0% 2005 2006 2007 61 2008 2009 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction Strategic Goal 4: By 2015, all new buildings built by Maricopa County will achieve Leadership in Energy and Environmental Design (LEED) certification. Why this is Important: The County recently adopted a policy to construct new buildings to LEED standards. LEED Green Building System is a voluntary national system for developing high-performance, sustainable buildings in five key areas of human and environmental health including energy efficiency, material selection, water savings, indoor environmental quality and sustainable site development. Research has shown that LEED buildings generate not only energy savings and enhanced employee productivity, they also reduce stormwater runoff, increase groundwater recharge, utilize sustainable transportation systems and support other societal benefits. Where We Are: The County’s Downtown Justice Center is a LEED Certified building, which is helping to reduce costs for the County. Data for fiscal year 2008 show that the site, which came online in September 2006, has a total utility cost of $1.65 per square foot per year. This is 25% below the current County-wide average of $2.21 per square foot per year. Additionally, two new County park visitor’s centers—at Estrella Mountain Regional Park and Cave Creek Park-- have been completed and have applied for LEED certification. The new Court Tower, currently under construction, is being built in accordance with LEED standards. Strategic Goal 5: By 2015, Maricopa County government will reduce its carbon footprint by 10% from 2007 levels. Why this is Important: Recognizing the relationship between a healthy environment and the County’s long-term success, the Maricopa County Board of Supervisors directed County departments to prepare and implement a longterm strategy whereby the County will reduce its carbon footprint, help save money, and enhance the region’s environment. Strategic Goal 6: 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. Why this is Important: Poor air quality has a profound impact on the health for all Maricopa County residents with the greatest affects on people with respiratory problems and young children. This goal is aimed at improving the air quality in Maricopa County. Where We Are: 30 25 Annual Air Quality Index: Total number of days when air quality exceeds healthy standards for sensitive groups 23 20 20 15 10 9 11 11 10.0 2007 2008 2015 Goal 5 0 2004 2005 2006 62 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Priority 6: Strategic Direction Effective Economy Contribute to an effective regional economy. Maricopa County enjoys a diverse economic base and employment profile. As part of its strategic plan, the county has set a priority to contribute to an effective regional economy. These goals are aimed at encouraging economic growth that is compatible with the County’s character and lifestyle, and that complement existing businesses and industries by increasing jobs in high-tech manufacturing, reducing the overall tax burden of the citizens, and increasing per capita personal income. Strategic Goal 1: 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. Why this is Important: Economic conditions underlie many other issues facing County residents, as well as the ability of County government to direct resources to critical public services. Where We Are: A key to economic strength and prosperity is to have base industries (those that derive their income from exporting goods and services outside the region) make up a healthy share of the local economy. Base industries bring income into the region and are essential to economic growth. The decline in local employment in base industries must be stopped and reversed. Percent of Greater Phoenix Employment in High-Tech Manufacturing 6.5% 6.6% 6.1% 5.7% 6.0% 5.3% 5.2% 5.0% 5.1% 5.0% 4.6% 5.0% 4.3% 4.4% 3.9% 4.0% 3.4% 3.0% 3.3% 3.1% 3.0% 2.9% 3.0% 2.9% 2.8% 2.0% 1.0% GOAL: 3.2% 7.0% 2015 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 0.0% Strategic Goal 2: 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. Why this is Important: Prudent spending plans and responsible spending are key to minimizing the overall tax burden of our citizens. This goal is aimed at reducing the County’s burden on taxpayers by keeping their total tax contribution to a minimum. 63 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction Where We Are: Total Tax Revenues* as Percentage of Personal Income 0.92% 0.94% 0.93% 1.00% 0.90% 0.84% 0.82% 0.80% FY09 FY10 FY15 Goal 0.80% 0.60% 0.40% 0.20% 0.00% FY05 FY06 FY07 FY08 *Total revenue from County primary property taxes and jail excise, plus State-shared transaction privilege (sales) taxes, vehicle license taxes, and highway user revenues Source: Maricopa County Office of Management and Budget. Strategic Goal 3: 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. Why this is Important: Economic conditions underlie many other issues facing County residents, as well as the ability of County government to direct resources to critical public services. Where We Are: Per capita personal income is a key indicator of the economic well-being of County residents. This graph displays the historical trend of Maricopa County per capita personal income as a percent of per capita personal income for the United States as a whole. Maricopa County’s per capita personal income has declined in recent years relative to the rest of the United States. This goal is to restore the percentage to its previous peak, which would serve as a base for further improvement. Per Capita Income as Percent of U.S. (U.S. =100%) 100.0% 96.7% 96.2% 95.6% 96.1% 97.5% 97.7% 95.7% 95.0% GOAL: 97.5% 92.5% 90.0% 85.0% 80.0% 75.0% 2001 2002 2003 2004 2005 Maricopa Co. 64 2006 2007 Arizona 2008 2009 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Priority 7: Strategic Direction Quality Transportation Contribute to a safe and effective transportation system The ability of residents, workers, and goods to move within the County is integral to Maricopa County’s quality of life and economic prosperity. The availability and use of alternative modes of travel, such as carpools, public transportation, walking, biking, or telecommuting, can impact a variety of measures, such as commute times, congestion and accident statistics. It also influences other quality of life measures such as air quality. Use of alternative modes of transportation by workers in Maricopa County is an indicator of the countywide effort to alleviate traffic congestion and improve air quality by encouraging use of other methods of transportation to work. Strategic Goal 1: By 2015, Maricopa County will reduce the number of intersection fatalities in unincorporated County areas by 23% from 13 to 10, an improvement of 23% over 2007. Strategic Goal 2: 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. Where We Are: Percent of roadway mileage with pavement conditions rated as "very good or better" 100% 81.7% 80.6% 80.5% 82.0% 81.7% 82.3% 85.0% FY09 FY10 2013 Goal 80% 60% 40% 20% 0% FY05 FY06 FY07 FY08 65 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Priority 8: Strategic Direction Citizen Satisfaction Increase citizen satisfaction and trust in County government with efficient, effective, and accountable public services Citizens want and deserve quality services from government for their tax dollars. One of the strategic priorities of Maricopa County is to continue to improve the County’s public image by increasing citizen satisfaction with the quality and cost-effectiveness of services provided. Strategic Goal 1: 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. Why this is Important: Understanding how the County’s performance is viewed by its customers is paramount to improving the quality of service delivery. This goal is aimed at improving overall citizen satisfaction with County government. Where We Are: Citizen Satisfaction Survey: Overall Satisfaction (% rating satisfied or very satisfied with Maricopa County Government) 100% 83% 80% 80% 79% 77% 2005 2006 2007 2008 2009 80% 80% 60% 40% 20% 0% 66 2013 Goal Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction Strategic Goal 2: 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. Why this is Important: Public trust and confidence in County government are central to County values, and to achieving the desired outcomes of the strategic plan. This goal is aimed at renewing efforts to ensure that citizens trust that County government is acting in the public interest , is open and honest, a accountable for results. Where We Are: Citizen Satisfaction Rating: Overall Trust (% indicating a great deal or some level of trust in County government) 100% 80% 79% 80% 78% 77% 80% 75% 60% 40% 20% 0% 2005 2006 2007 67 2008 2009 2015 Goal Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Priority 9: Strategic Direction Fiscal Strength Exercise sound financial management and build the County’s fiscal strength 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. Among them are the ability to continue to be a low-cost leader in providing services and the ability to reduce the mandated contributions to the State of Arizona, which impact the General Fund. Strategic Goal 1: 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. Why this is Important: Maricopa County prides itself on keep the costs of delivering services at a minimum in order to reduce the tax burden for county taxpayers. Tracking the average cost of providing services will ensure that the county maintains its eye toward the efficiency as well as results. The services/functions to be tracked include, but are not limited to, • Total expenditures per capita • $/1000 Board of Supervisors’ constituents • $/property assessment • $/property tax bill • $/lane mile paved • $/child immunization • $/child enrolled in Head Start • $/dog shelter day Where We Are: Research is underway to benchmark Maricopa County against comparable urban counties. Below is an example of how Maricopa County fares relative to budget per 1,000 population for County boards/commissions. 68 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction Low-Cost Leader: Example: County Boards/Commissions County State Los Angeles Santa Clara King Multnomah Salt Lake Pima Orange San Diego California California Washington Oregon Utah Arizona California California Maricopa Arizona Percent of Averages Population* Members Budget FTEs Budget Per Member Budget Per 1,000 Population 9,848,011 1,784,642 1,916,441 726,855 1,034,989 1,020,200 3,026,786 3,053,793 5 5 9 5 9 5 5 5 $126,027,000 12,915,061 13,719,094 4,386,398 3,378,091 3,131,648 7,792,169 7,674,629 4,023,132 5 $ 2,392,833 11.9% 25.50 31.8% $ 20,157,436 80.27 $ 3,422,961 $ Averages 326.00 $ 25,205,400 $ 36.50 2,583,012 111.10 1,524,344 27.80 877,280 36.50 375,343 40.00 626,330 63.00 1,558,434 56.00 1,534,926 478,567 14.0% 12,797 7,237 7,159 6,035 3,264 3,070 2,574 2,513 595 8.7% 6,863 *As of July 1, 2009 per US Census Bureau. Strategic Goal 2: 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. Why this is Important: Reducing the mandated fixed contributions that the County makes to the States will allow the County more control over its own budget and ability to maintain fiscal stability and strength. Where We Are: Percent of general fund that are mandated fixed contributions to the State of AZ 25.0% 21.3% 21.2% 19.0% 20.0% 17.7% 18.7% FY07 FY08 22.7% 20.0% 15.0% 10.0% 5.0% 0.0% FY05 FY06 69 FY09 FY10 FY15 Goal Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Direction Strategic Priority 10: Quality Workforce Maintain a quality, diverse, and innovative workforce and equip County employees with tools and technology 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. Through this strategic priority the County strives to create an exceptional work environment as measured by increasing retention rates and ensuring employee satisfaction. Strategic Goal 1: By 2015, the voluntary turnover rate of full-time employees will be maintained at or below 10%. Why this is Important: Maricopa County recognizes the important role its employees have in the success of its operation and to the provision of quality services to citizens. This goal is aimed at reducing turnover rate of employees. Where We Are: Annual Rate of Turnover (Voluntary) of Maricopa County employees 14.3 12.35 11.6 9.6 20 15 10 10.0 5.77 5 0 FY05 FY06 FY07 FY08 FY09 2015 Goal Strategic Goal 2: By 2015, the percent of employees indicating they are satisfied with their jobs at Maricopa County will be 85% or greater. Why this is Important: Job satisfaction is critical to a productive and effective workforce. This goal is aimed at continuing to increase the level of satisfaction among County employees. Where We Are: 100% 76% Maricopa County Employee Satisfaction with Job (% of respondents indicating satisfaction) 89% 85% 82% 79% 85% 80% 60% 40% 20% 0% FY 05 FY06 FY07 70 FY08 FY09 2015 Goal Maricopa County Annual Business Strategies FY 2012 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, approved by the Board of Supervisors, 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. 71 Maricopa County Annual Business Strategies FY 2012 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) . • 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. 72 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process • 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 Risk 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 at 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 amend 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. • 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. 73 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process • 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. 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 Board of Supervisors will commit a portion of the fund balance in the General Fund for budget stabilization purposes. The General Fund committed balance will be 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. • Fund balances may be appropriated for the following specific uses, consistent with the legallyauthorized purposes of the fund: • 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. 74 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process • Proceeds from the sale of real property will be set aside 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. • In cases where an expenditure can be funded by more than one component of fund balance (restricted, committed, assigned or unassigned), the following is the flow assumption: • First, expenditures will draw on unassigned fund balances, • Second, expenditures will draw on assigned fund balances (if applicable), • Third, expenditures will draw on committed fund balances, and • Fourth, expenditures will draw on restricted fund balances. • Use of fund balances must be consistent with the Tax Reduction Policy Guidelines, as outlined below. • 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 burden at current or lower levels. The Board of Supervisors/Board of Directors may reduce property taxes under the following conditions: • The tax reduction is sustainable for the foreseeable future according to reasonable and conservative forecasts. • The budget is currently structurally balanced, e.g., recurring revenue exceeds recurring expenditures and will remain so into the future according to reasonable and conservative forecasts. • The fund balance in the General Fund 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 if the fully-annualized cost can be supported within the Department’s current appropriation, or if the Board has approved other funding, and must otherwise comply with established Board policies and priorities. Proposed job descriptions and salaries are also reviewed. 75 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process • 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. • Filled unfunded or under-funded positions will be reviewed, and the issue will taken to the Board for resolution. 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 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. The County does not report any discretely presented component units. Each blended component unit discussed below has a June 30 year-end. The reporting entity comprises the primary government, Housing Authority of Maricopa County Maricopa County Flood Control District, Maricopa County Library District, Maricopa County Public 76 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process Finance Corporation, Maricopa County Special Assessment Districts, Maricopa County Stadium District, and Maricopa County Street Lighting Districts. The blended component units are as 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. On December 13, 2010, the Maricopa County Board of Supervisors adopted a resolution, pursuant to Arizona Revised Statutes (“A.R.S.”) §36-1404, for the Housing Authority of Maricopa County (Authority). Although the Authority is still considered a legally separate entity pursuant to A.R.S.§36-1404, as a result of this resolution, the Maricopa County Board of Supervisors now serves as the Authority’s Board of Commissioners and is able to significantly influence the programs, projects, activities and level of services provided by the Authority. Therefore, effective December 13, 2010, the Authority is considered a blended component unit of the County. Housing Authority of Maricopa County 2024 North Seventh Street, Suite 201 Phoenix, Arizona 85006 www.maricopahousing.org 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 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. 77 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process 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. 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 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: 78 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process • 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. 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. 79 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process 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 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. 80 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process 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. 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: TYPE OF ASSETS Buildings Infrastructure Autos and trucks Other equipment ESTIMATED USEFUL LIFE (IN YEARS) DISCRETELY PRESENTED PRIMARY GOVERNMENT COMPONENT UNIT 20 - 50 20 - 30 25 – 50 3 - 10 7 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 81 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process 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 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 82 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process 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. 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. 83 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process 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. 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. 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. 84 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process 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 2012 Budget Process 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. The FY 2012 Budgeting for Results Guidelines and Priorities were adopted by the Board of Supervisors on December 13, 2010. Department budget targets and instructions for FY 2012 were developed and issued in December. Departments began to submit their budget requests to OMB from early January to late February. OMB reviewed and analyzed department budget requests from late January through early March. The Deputy County Manager negotiated budget recommendations with elected officials and the Presiding Judge from mid-March through mid-April. The FY 2012 Recommended Budget was presented to the Board of Supervisors on May 23, 2011 and was tentatively adopted the same day. Final Adoption of the budget occurred on June 20, 2011. Property Tax levies and rates were adopted on August 15, 2011. This process aligns with the Statutory Requirements which can be found in the Attachments section of this document. If mid-year adjustments need to be made after the budget is adopted, the statutory requirements that govern this process are followed as outlined in the Budget Adjustment Process section below. Fiscal Year 2013 Budget Process The FY 2013 budget process is anticipated to mirror that of FY 2012. 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, 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.). 85 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Policies and Process • 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. 86 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type BEGINNING FUND BALANCE GENERAL SPECIAL REVENUE $ 384,405,703 $ 153,302,831 DEBT SERVICE $ CAPITAL PROJECTS INTERNAL SERVICE 6,818,550 $ 753,526,710 $ 71,893,800 SUBTOTAL ELIMINATIONS $ 1,369,947,594 $ - TOTAL $1,369,947,594 SOURCES OF FUNDS OPERATING PROPERTY TAXES $ 472,831,017 $ - $ - $ - $ - $ 472,831,017 $ - $ 472,831,017 TAX PENALTIES & INTEREST 23,300,000 23,300,000 23,300,000 SALES TAXES 109,584,249 109,584,249 109,584,249 LICENSES AND PERMITS 2,203,000 36,299,526 38,502,526 38,502,526 GRANTS 144,223,182 144,223,182 144,223,182 OTHER INTERGOVERNMENTAL 4,773,201 14,322,465 19,095,666 19,095,666 PAYMENTS IN LIEU OF TAXES 11,775,550 11,775,550 11,775,550 STATE SHARED SALES TAX 369,740,752 369,740,752 369,740,752 STATE SHARED HIGHWAY USER REV 77,990,758 77,990,758 77,990,758 STATE SHARED VEHICLE LICENSE 111,119,076 8,412,636 119,531,712 119,531,712 92,228,905 INTERGOV CHARGES FOR SERVICES 11,717,822 73,454,129 1,238,574 806,408 5,011,972 92,228,905 OTHER CHARGES FOR SERVICES 28,283,339 73,363,866 32,876,599 134,523,804 134,523,804 INTERNAL SERVICE CHARGES 145,892,791 145,892,791 (145,892,791) PATIENT SERVICES REVENUE 6,876 1,561,500 1,568,376 1,568,376 FINES & FORFEITS 14,036,087 18,409,979 32,446,066 32,446,066 INTEREST EARNINGS 5,000,000 3,647,792 929,805 9,577,597 9,577,597 MISCELLANEOUS REVENUE 3,680,426 14,860,220 14,500 18,555,146 18,555,146 GAIN ON FIXED ASSETS 200,000 200,000 200,000 TRANSFERS IN 167,856,177 1,140,559 27,949,797 196,946,533 (196,946,533) TOTAL OPERATING SOURCES $1,058,467,146 $ 744,186,479 $ 2,379,133 $ 28,756,205 $184,725,667 $ 2,018,514,630 $ (342,839,324) $1,675,675,306 NON-RECURRING GRANTS INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTEREST EARNINGS TRANSFERS IN TOTAL NON-RECURRING SOURCES $ $ - $ - $ TOTAL SOURCES $1,058,467,146 893,023 $ - $ 40,379,487 $ - $ 41,272,510 $ - $ 14,705,998 14,705,998 454,940 454,940 7,010 9,608 16,618 26,352,945 22,438,376 108,015,997 13,000,000 169,807,318 (169,807,318) 27,707,918 $ 22,447,984 $ 163,101,482 $ 13,000,000 $ 226,257,384 $ (169,807,318) $ $ 771,894,397 $ 24,827,117 $ 191,857,687 USES OF FUNDS OPERATING PERSONAL SERVICES $ 441,651,931 $ 435,072,505 $ - $ SUPPLIES 13,215,624 43,924,261 SERVICES 404,281,637 224,447,966 CAPITAL 3,547,030 10,269,908 19,408,417 OTHER FINANCING USES 195,770,924 1,175,609 TOTAL OPERATING USES $1,058,467,146 $ 714,890,249 $ 19,408,417 $ NON-RECURRING PERSONAL SERVICES $ 2,546,433 $ 2,558,583 $ SUPPLIES 2,912,674 2,680,612 SERVICES 123,331,988 80,377,121 CAPITAL 5,274,087 7,342,413 OTHER FINANCING USES 91,340,521 47,886,369 TOTAL NON-RECURRING USES $ 225,405,703 $ 140,845,098 $ TOTAL USES $1,283,872,849 $197,725,667 $ 2,244,772,014 $ (512,646,642) $1,732,125,372 - $ 12,304,323 $ 889,028,759 $ - $ 889,028,759 9,159,957 66,299,842 (4,345,356) 61,954,486 191,036,274 819,765,877 (141,547,435) 678,218,442 218,080 33,443,435 33,443,435 196,946,533 (196,946,533) - $212,718,634 $ 2,005,484,446 $ (342,839,324) $1,662,645,122 - $ 4,135,160 $ 98,269 $ 9,338,445 $ - $ 9,338,445 1,091,375 249,017 6,933,678 6,933,678 60,991,920 17,208,309 281,909,338 281,909,338 357,767,039 1,406,000 371,789,539 371,789,539 30,580,428 169,807,318 (169,807,318) - $ 454,565,922 $ 18,961,595 $ 839,778,318 $ (169,807,318) $ 669,971,000 $ 855,735,347 $ 19,408,417 $ (17,029,284) $ 28,756,205 $ (27,992,967) $ STRUCTURAL BALANCE $ - $ ENDING FUND BALANCE: RESTRICTED COMMITTED UNASSIGNED $ $ 159,000,000 $ - $ $ $ 29,296,230 41,272,510 14,705,998 454,940 16,618 56,450,066 74,686,451 $ 11,614,976 6,669,829 $ 622,274 (11,894,399) $ - 87 $ 454,565,922 $231,680,229 $ 2,845,262,764 $ (512,646,642) $2,332,616,122 13,030,184 $ $ 198,171,303 $ 62,219,054 $ 346,691,784 $ $ 292,647,172 $ 2,359,336 $ 159,622,274 $ $ - $ (13,639,152) $ (25,533,551) $ - $ 13,030,184 - $ 346,691,784 - $ 159,622,274 - $ (25,533,551) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Sources and Uses of Funds FY 2012 Adopted Budget Sources: $2,332,616,122 Permits, Patient Revenue, Fees, Fines & Charges 13.48% Miscellaneous & Interest 1.22% Fund Balance 25.74% Other Intergovernmental & Grants 9.28% Highway User Revenues 3.34% State Shared Vehicle License Taxes 5.12% Property Taxes, Penalties and Interest 21.27% State Shared Sales 15.85% Sales Taxes 4.70% Highways & Streets 7.54% FY 2012 Adopted Budget Uses: $2,332,616,122 Health, Welfare & Sanitation 21.66% General Government 17.00% Culture & Recreation 0.43% Public Safety 52.80% Education 0.57% 88 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes RECONCILIATION OF CHANGES IN APPROPRIATED EXPENDITURES AND OTHER USES FY 2011 ADOPTED TO FY 2011 REVISED SPECIAL REVENUE GENERAL FY 2011 Adopted Budget DEBT SERVICE $ 1,373,769,565 $ 1,012,098,240 $ CAPITAL PROJECTS INTERNAL SERVICE 17,183,979 $ 439,439,248 $ ELIMINATIONS TOTAL 217,570,317 $ (795,780,533) $ 2,264,280,816 Operating Adjustments: Fees and Other Revenues $ Grants, Donations and Intergovernmental Agreements - Other Supplemental Funding Total Operating Adjustments - $ - $ - $ - $ - $ - $ 11,151,269 4,470,000 $ - - - 2,041,871 (40,000) $ - 451,750 - 3,650,000 (3,650,000) 17,663,140 $ 451,750 $ - $ 3,650,000 $ (3,690,000) $ (10,896) $ - $ 178,964 $ 119,595 $ (72,902) $ 4,430,000 11,151,269 2,493,621 18,074,890 Non Recurring Adjustments: Capital Improvement Program $ Grants, Donations and Intergovernmental Agreements - $ 22,538 Information and Communications Technology - Other Non Recurring 1,380,292 1,402,830 $ 4,307,749 - - - - - - - - 1,756,732 (1,201,648) 1,876,327 $ (1,274,550) $ (1,935,376) Total Non Recurring Adjustments $ 2,361,477 $ - $ 178,964 $ FY 2011 Revised Budget $ 1,375,172,395 $ 1,032,122,857 $ 17,635,729 $ 439,618,212 $ 89 - 214,761 - 4,330,287 - 4,545,048 223,096,644 $ (800,745,083) $ 2,286,900,754 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) RECONCILIATION OF CHANGES IN APPROPRIATED EXPENDITURES AND OTHER USES FY 2011 REVISED TO FY 2012 ADOPTED SPECIAL REVENUE GENERAL FY 2011 Revised Budget DEBT SERVICE $ 1,375,172,395 $ 1,032,122,857 $ 17,635,729 $ CAPITAL PROJECTS INTERNAL SERVICE 439,618,212 $ ELIMINATIONS TOTAL 223,096,644 $ (800,745,083) $ 2,286,900,754 Operating Adjustments: State Budget-Balancing Impacts: 100% Sup Court Judges Salaries $ State Contribution Payment Sexually Viol Persons $ - $ - $ - $ - $ - $ (2,215,500) 250,990 $ - - - - - (2,215,500) 2,500,000 2,500,000 - - - - - 535,490 $ - $ - $ - $ - $ - $ (186,900) $ 250,990 535,490 Mandated State Health Contributions: AHCCCS Contribution $ ALTCS Contribution Arnold v. Sarn Contribution $ - $ - $ - $ - $ - $ (10,216,600) - - - - - 1,974,175 - - - - - - $ - $ - $ - $ - $ (8,429,325) $ (186,900) (10,216,600) 1,974,175 (8,429,325) Other Mandated Expenditures: Jail Excise Tax MOE $ Primary and General Elections $ (8,845,174) $ - $ - $ - $ - $ - $ (8,845,174) (6,085,786) - - - - - (6,085,786) (14,930,960) $ - $ - $ - $ - $ - $ 4,499,343 $ (4,499,343) $ (14,930,960) Reallocations: Reallocation of Sheriff General and Detention Funds $ Other Reallocation Between Funds (2,420,758) $ 2,078,585 $ $ 1,682,475 $ - $ - $ - $ - $ - - - - - - (2,078,585) $ - $ - $ - $ - $ - 652,069 $ (23,549) $ 2,420,758 Employee Related Costs Emp Health Dental Prem Realloc Retirement Contributions 5,277,050 PEHPEP FY 10 Adjustments - $ - $ - $ 2,310,995 2,702,606 - - 71,452 - 8,051,108 - - - - - (10,390) $ 6,949,135 $ 3,354,675 $ - $ - $ 47,903 $ - $ 1,636,067 $ (3,152,758) $ 2,846,407 $ 12,990,103 $ (10,390) 10,351,713 Central and Internal Service Charge Changes: Internal Service Charges $ Central Service Cost Allocation Recording Change (10,621,605) Central Service Cost Allocation (1,921,849) $ (10,907,387) $ $ - $ - $ - $ - - - - - - - $ - $ 2,846,407 $ 12,990,103 $ - $ (857,826) $ (3,152,758) $ - 14,319,819 - (10,621,605) - (1,921,849) 1,776,365 Capital Related Transfers and Expenditures: Capital Transfers Captial Lease and Debt Payments - IT Transfers and Expenditures - $ (1,237,187) 1,514,907 $ 1,514,907 $ $ (346,751) $ - - $ - $ 1,237,187 - - - - - - - - 1,514,907 (1,237,187) $ 1,237,187 $ - $ - $ (857,826) $ (434,862) $ - $ - $ (19,819) $ - $ - - - - (857,826) 657,081 Base Adjustments: Personnel Savings Vacant Position Elimination (742,188) (3,203,174) (801,432) (3,945,362) Lease-related Adjustments (88,833) Banking Fees 214,413 32,423 - - 743 - 247,579 Countywide GIS 269,382 - - - - - 269,382 Environmental Services Zenivex Purchase 240,000 - - - - - 240,000 1,484,921 - - - - - 1,484,921 301,254 Court Tower Operations Debt Service - (88,833) 547,150 - - - 698,040 - - - - - 698,040 International Genomics 1,000,000 - - - - - 1,000,000 Vehicle Replacement 1,000,000 1,000,000 - - - - 2,000,000 928,115 - - - - - 928,115 3,311,741 - - - - - 3,311,741 2,545,913 - - 217,355 (9,499,288) - - - - Human Resource System Operations Planning and Deve Gen Fund Obligations Solid Waste Subsidy Other Base Adjustments (1,805,207) Grants and Intergovernmental Agreements (67,176) Structural Balance and Program Revenue/Volume Changes Total - Operating Adjustments - (245,896) (6,491,710) (82,155) 875,906 - (9,566,464) - (11,516,586) - (5,024,876) $ 6,096,457 $ (16,296,594) $ 547,150 $ - $ (4,826,597) $ (82,155) $ (14,561,739) $ (17,093,098) $ (19,410,449) $ 1,784,337 $ - $ (1,932,287) $ 12,050,122 $ (24,601,375) 90 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) SPECIAL REVENUE GENERAL DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS TOTAL Non Recurring Adjustments Repayment of Payroll Discrepancy: Repayment of Detention Funds $ 11,137,945 $ - $ - $ - $ - $ (11,137,945) $ - 14,743,225 - - - - (14,743,225) - $ 25,881,170 $ - $ - $ - $ - $ (25,881,170) $ - $ 26,396,100 $ - $ - $ - $ - $ - $ - - - - Repayment of Inmate Svs Funds State Impacts: ALTCS Contribution State Shared HURF - State Contribution - (10,000,000) 26,396,100 (10,000,000) 23,000,000 - - - - 23,000,000 $ 26,396,100 $ 13,000,000 $ - $ - $ - $ - $ 39,396,100 20,000,000 $ First Solar Economic Development $ - $ - $ - $ - $ - $ Capital Projects and Related Fund Transfers: $ (135,842,193) $ (113,733,801) $ - $ (50,872,587) $ (467,152) $ 284,785,415 $ 20,000,000 IT Projects $ 4,068,843 $ 4,268,651 $ - $ 55,129,207 $ - $ (5,700,000) $ Major Maintenance Program $ (825,000) $ (971,128) $ - $ - $ - $ - $ Vehicle Transfers $ - $ (311,365) $ - $ - $ - $ 311,365 $ - Personnel Related Expenditures $ 8,188 $ 69,201 $ - $ - $ (51,440) $ - $ 25,949 Grants, Donations and Related Expenditures $ (22,538) $ (7,348,562) $ - $ (47,667) $ - $ - $ (7,418,767) Debt Service $ (12,690,989) $ (252,138) $ - $ 10,751,509 $ - $ (2,390,000) $ (4,581,618) $ (1,380,292) $ 1,330,301 $ - $ - $ (1,380,292) $ 1,430,283 $ - - (16,130,318) 57,766,701 (1,796,128) Other Adjustments: Close Health Select Fund Public Defense Caseload Vol 4,700,000 - - - 4,700,000 Small Claims Tax Court Cases 221,738 - - - - - 221,738 Co Atty Civil Adj Dec 2010 291,000 - - - - - 291,000 Bar Complaints Spec Actions 2 100,000 - - - - - 100,000 Graves v Arpaio - 500,000 - - - - 500,000 Reallocation Between Funds - - - - - - Other Non Recurring Expenditures $ - (5,112,475) (53,528,220) (11,649) (12,752) 12,414,756 23,492,426 (22,757,914) (1,180,029) $ (51,697,919) $ (11,649) $ (12,752) $ 11,034,464 $ 24,922,709 $ (16,945,176) (74,206,448) $ (156,977,061) $ (11,649) $ 14,947,710 $ 10,515,872 $ 276,048,319 $ 70,316,743 19,408,417 $ 454,565,922 $ Total - Non Recurring Adjustments $ FY 2012 Adopted Budget $ 1,283,872,849 $ 855,735,347 $ 91 231,680,229 $ (512,646,642) $ 2,332,616,122 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department 92 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2009-10 ACTUAL GENERAL FUND JUDICIAL 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2010-11 ADOPTED FY 2010-11 REVISED SUBTOTAL $ 16,998,520 $ 30,155 1,758,686 18,787,361 $ 16,235,000 23,000 1,393,080 17,651,080 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 $ 347,196 $ 12,394,739 35,356 6,593,704 1,342,820 44,168 7,714,733 536,840 738 11,598,838 40,609,132 $ 240,000 11,409,900 30,000 3,513,210 1,504,722 7,000,000 181,742 49,500 11,141,754 35,070,828 240,000 $ 11,557,600 147,700 36,000 6,000 4,171,210 658,000 1,504,722 (22,538) 91,200 91,200 7,000,000 117,000 (64,742) 49,500 11,364,279 222,525 36,131,511 $ 1,038,145 0.0% 1.3% 20.0% 18.7% -1.5% N/A 0.0% -35.6% 0.0% 2.0% 3.0% APPOINTED 060 - CLERK OF THE BOARD $ 1,031 $ 180 - FINANCE 1,270,112 874,647 200 - COUNTY MANAGER 1,491 1,100 290 - MEDICAL EXAMINER 302,009 302,768 60,090 310 - HUMAN RESOURCES 63,685 340 - PUBLIC FIDUCIARY 1,121,790 1,150,000 390 - BUS STRATEGIES HLTH CARE PROG 28,834 7,200 460 - RESEARCH AND REPORTING 97,283 50,000 470 - NON DEPARTMENTAL 1,032,920,481 1,026,273,597 520 - PUBLIC DEFENDER 65,265 61,000 540 - LEGAL DEFENDER 730 - MATERIALS MANAGEMENT 842,393 457,849 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 245,729 60,000 910 - PUBLIC WORKS 613,445 604,827 SUBTOTAL $1,037,573,548 $ 1,029,903,078 - $ - $ - $ 874,647 881,458 539,864 (334,783) 1,100 999 1,100 302,768 300,997 302,768 60,090 68,376 62,700 2,610 1,150,000 1,055,121 968,462 (181,538) 7,200 149,039 6,876 (324) 50,000 50,000 72,000 22,000 1,027,653,889 1,034,296,384 1,001,215,738 (26,438,151) 61,000 74,330 53,693 (7,307) 12,423 457,849 712,707 457,849 953 60,000 107,886 30,000 (30,000) 604,827 426,007 317,853 (286,974) $1,031,283,370 $ 1,038,136,680 $ 1,004,028,903 $ (27,254,467) N/A -38.3% 0.0% 0.0% 4.3% -15.8% -4.5% 44.0% -2.6% -12.0% N/A 0.0% N/A -50.0% -47.4% -2.6% MARICOPA COUNTY $1,084,027,816 $ 1,090,876,157 $ 1,058,467,146 $ (25,560,670) -2.4% $ 1,082,624,986 $ $ $ $ 240,000 $ 11,409,900 30,000 3,513,210 1,527,260 7,000,000 181,742 49,500 11,141,754 35,093,366 $ 16,981,532 18,712 1,285,618 18,285,862 $ $ 264,343 $ 10,991,639 42,847 3,339,445 1,514,870 75,935 7,000,000 199,779 26,998 10,997,759 34,453,615 $ 16,981,532 23,000 1,302,200 18,306,732 REVISED VS ADOPTED VARIANCE % 4.6% 0.0% -6.5% 3.7% $ 16,235,000 23,000 1,393,080 17,651,080 FY 2011-12 ADOPTED 746,532 (90,880) 655,652 $1,096,970,041 $ FY 2010-11 FORECAST $ $ 93 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 ADOPTED $ 17,540,870 7,448,129 9,022,649 15,720,360 SUBTOTAL $ 49,732,008 $ 18,125,004 7,848,653 9,912,297 15,808,989 $ 51,694,943 $ 18,753,035 7,848,653 10,009,316 16,680,945 $ 53,291,949 $ 18,052,455 6,610,658 8,692,994 15,257,100 $ 48,613,207 $ 17,309,999 7,484,385 9,433,225 16,679,405 $ 50,907,014 ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 10,135,678 190 - COUNTY ATTORNEY 15,117,136 210 - ELECTIONS 4,389,031 360 - RECORDER 4,538,575 370 - EDUCATION SERVICES 2,007,442 430 - TREASURER 500 - SHERIFF 52,425,205 SUBTOTAL $ 88,613,067 $ 10,030,875 14,736,300 4,620,000 3,976,747 304,341 47,311,329 $ 80,979,592 $ 10,740,818 17,125,169 4,620,000 7,129,702 304,341 55,889,352 $ 95,809,382 $ 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 $732,197,871 FY 2009-10 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2009-10 ACTUAL REVISED VS ADOPTED VARIANCE % $ (1,443,036) (364,268) (576,091) (1,540) $ (2,384,935) -7.7% -4.6% -5.8% 0.0% -4.5% $ 9,762,231 $ 10,849,720 14,687,219 15,735,873 2,300,623 2,211,630 4,508,319 4,590,000 5,868,915 10,376,810 97,721 304,341 49,919,660 65,595,253 $ 87,144,688 $ 109,663,627 $ 1.0% -8.1% N/A -0.6% 45.5% 0.0% 17.4% 14.5% $ 1,644,607 3,668,150 64,580,037 56,500 382,220 5,987,051 6,651,736 7,774,199 298,392,828 1,767,981 111,155 13,836 15,517,874 17,471,735 48,467,066 18,957,209 139,614,674 $631,119,068 $ 1,506,259 $ 1,531,289 3,504,937 293,288 67,989,651 59,378,559 60,988 56,500 358,502 160,140 6,249,981 6,246,093 6,280,672 6,921,762 6,941,059 8,013,252 290,749,928 301,775,976 2,348,265 2,153,952 124,077 111,155 28,577 13,836 13,165,578 14,263,381 14,609,329 13,966,520 44,551,968 46,928,478 19,679,770 19,531,856 136,074,723 129,924,781 $614,256,540 $ 611,323,756 $ (113,318) (3,374,862) (5,201,478) (222,080) 259,042 270,026 239,053 3,383,148 385,971 (1,254,493) (3,505,215) (1,538,588) 574,647 (9,689,893) $ (19,795,312) -6.9% -92.0% -8.1% 0.0% -58.1% 4.3% 4.1% 3.1% 1.1% 21.8% 0.0% 0.0% -8.1% -20.1% -3.2% 3.0% -6.9% -3.1% $758,326,636 $780,220,399 $750,014,435 $ 771,894,397 $ (8,326,002) -1.1% FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % $ 13,054,321 SUBTOTAL $ 13,054,321 $ 15,566,028 $ 15,566,028 $ 15,566,028 $ 15,566,028 $ 15,570,053 $ 15,570,053 $ 24,827,117 $ 24,827,117 $ $ MARICOPA COUNTY $ 13,054,321 $ 15,566,028 $ 15,566,028 $ 15,570,053 $ 24,827,117 $ (18,125,004) CAPITAL PROJECTS FY 2009-10 ACTUAL FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 ADOPTED $117,955,301 59,132,928 SUBTOTAL $177,088,229 $403,677,230 75,612,541 $479,289,771 $403,210,132 75,612,541 $478,822,673 $403,256,110 $ 108,360,783 $(294,849,349) 72,935,560 83,496,904 7,884,363 $476,191,670 $ 191,857,687 $(286,964,986) -73.1% 10.4% -59.9% $177,088,229 $479,289,771 $478,822,673 $476,191,670 $ 191,857,687 $(286,964,986) -59.9% APPOINTED 150 - EMERGENCY MANAGEMENT $ 1,342,608 200 - COUNTY MANAGER 12,120,288 220 - HUMAN SERVICES 55,659,191 260 - CORRECTIONAL HEALTH 79,886 290 - MEDICAL EXAMINER 147,160 300 - PARKS AND RECREATION 6,223,093 390 - BUS STRATEGIES HLTH CARE PROG 5,609,933 440 - PLANNING AND DEVELOPMENT 6,368,985 470 - NON DEPARTMENTAL 289,025,008 520 - PUBLIC DEFENDER 2,030,388 540 - LEGAL DEFENDER 120,827 550 - LEGAL ADVOCATE 26,711 790 - ANIMAL CARE AND CONTROL 13,423,405 850 - AIR QUALITY 14,129,104 860 - PUBLIC HEALTH 38,684,404 880 - ENVIRONMENTAL SERVICES 19,269,497 910 - PUBLIC WORKS 129,592,308 SUBTOTAL $593,852,796 MARICOPA COUNTY DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL APPOINTED 470 - NON DEPARTMENTAL 910 - PUBLIC WORKS MARICOPA COUNTY 94 108,902 (1,389,296) 2,211,630 (30,000) 3,247,108 9,705,901 $ 13,854,245 9,261,089 9,261,089 59.5% 59.5% -100.0% REVISED VS ADOPTED VARIANCE % Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2009-10 ACTUAL INTERNAL SERVICE FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % APPOINTED 200 - COUNTY MANAGER $ - $ - $ - $ - $ 13,000,000 $ 390 - BUS STRATEGIES HLTH CARE PROG 128,784,904 143,911,426 143,961,417 137,939,674 137,805,460 410 - ENTERPRISE TECHNOLOGY 16,527,701 15,972,983 16,622,983 18,044,381 15,972,983 730 - MATERIALS MANAGEMENT 698,101 806,795 806,795 795,958 806,795 740 - EQUIPMENT SERVICES 15,205,573 13,909,239 16,909,239 16,356,894 13,909,239 750 - RISK MANAGEMENT 29,554,200 25,052,007 25,052,007 25,584,843 16,231,190 SUBTOTAL $ 190,770,479 $ 199,652,450 $ 203,352,441 $ 198,721,750 $ 197,725,667 $ MARICOPA COUNTY $ 190,770,479 $ 199,652,450 $ 203,352,441 $ 198,721,750 $ 197,725,667 FY 2009-10 ACTUAL FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 ADOPTED ELIMINATIONS APPOINTED 200 - COUNTY MANAGER 300 - PARKS AND RECREATION 910 - PUBLIC WORKS SUBTOTAL ELIMINATIONS 980 - ELIMINATIONS COUNTY SUBTOTAL MARICOPA COUNTY 13,000,000 (6,155,957) (650,000) (3,000,000) (8,820,817) (5,626,774) N/A -4.3% -3.9% 0.0% -17.7% -35.2% -2.8% $ (5,626,774) -2.8% REVISED VS ADOPTED VARIANCE % $ - $ - $ - $ - $ (13,000,000) $ (13,000,000) (82,860) (122,860) (82,860) (35,050) 87,810 (32,582,260) (36,798,426) (36,798,426) (36,798,427) (28,411,419) 8,387,007 $ (32,582,260) $ (36,881,286) $ (36,921,286) $ (36,881,287) $ (41,446,469) $ (4,525,183) N/A -71.5% -22.8% 12.3% $(433,435,168) $(758,899,247) $(763,823,797) $(757,872,907) $(471,200,173) $ 292,623,624 $(433,435,168) $(758,899,247) $(763,823,797) $(757,872,907) $(471,200,173) $ 292,623,624 -38.3% -38.3% $(466,017,428) $(795,780,533) $(800,745,083) $(794,754,194) $(512,646,642) $ 288,098,441 -36.0% 95 Maricopa County Annual Business Strategies FY 2012 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 $ FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE DEBT SERVICE - $ 17,309,999 $ SUBTOTAL ELIMINATIONS TOTAL - $ - $ - $ 17,309,999 $ - $ 17,309,999 16,981,532 7,484,385 - - - 24,465,917 - 24,465,917 23,000 9,433,225 - - - 9,456,225 - 9,456,225 1,302,200 16,679,405 - - - 17,981,605 - 17,981,605 - $ - $ - $ 69,213,746 $ - $ 69,213,746 18,306,732 $ 50,907,014 $ ELECTED $ 120 ASSESSOR 160 CLERK OF THE SUPERIOR COURT - $ - $ - 11,557,600 240,000 $ 10,849,720 - $ - - - $ 22,407,320 240,000 $ - - $ 22,407,320 240,000 36,000 15,735,873 - - - 15,771,873 - 15,771,873 210 ELECTIONS 4,171,210 2,211,630 - - - 6,382,840 - 6,382,840 250 CONSTABLES 1,504,722 - - - - 1,504,722 - 1,504,722 91,200 - - - - 91,200 - 91,200 7,000,000 4,590,000 - - - 11,590,000 - 11,590,000 117,000 10,376,810 - - - 10,493,810 - 10,493,810 49,500 304,341 - - - 353,841 - 353,841 11,364,279 65,595,253 - - - 76,959,532 - 76,959,532 36,131,511 $ 109,663,627 $ - $ - $ - $ 145,795,138 $ - $ 145,795,138 $ $ 1,531,289 $ - $ 1,531,289 190 COUNTY ATTORNEY 280 COUNTY ATTORNEY CIVIL 360 RECORDER 370 EDUCATION SERVICES 430 TREASURER 500 SHERIFF SUBTOTAL $ APPOINTED 150 EMERGENCY MANAGEMENT $ - $ - $ - 539,864 - - - - 539,864 1,100 293,288 - - 13,000,000 13,294,388 220 HUMAN SERVICES - 59,378,559 - - - 59,378,559 - 260 CORRECTIONAL HEALTH - 56,500 - - - 56,500 - 56,500 302,768 160,140 - - - 462,908 - 462,908 180 FINANCE 200 COUNTY MANAGER 290 MEDICAL EXAMINER 300 PARKS AND RECREATION 310 - HUMAN RESOURCES 340 PUBLIC FIDUCIARY 390 - BUS STRATEGIES HLTH CARE PROG - 1,531,289 $ - 6,246,093 - - - 6,246,093 62,700 968,462 - - - - 62,700 968,462 (13,000,000) (35,050) 539,864 294,388 59,378,559 6,211,043 - 62,700 968,462 6,876 6,921,762 - - 137,805,460 144,734,098 - 144,734,098 410 ENTERPRISE TECHNOLOGY - - - - 15,972,983 15,972,983 - 15,972,983 440 PLANNING AND DEVELOPMENT - 8,013,252 - - - 8,013,252 - 8,013,252 72,000 - - - - 72,000 - 72,000 1,001,215,738 301,775,976 24,827,117 108,360,783 - 1,436,179,614 - 1,436,179,614 460 RESEARCH AND REPORTING 470 NON DEPARTMENTAL 520 PUBLIC DEFENDER 53,693 2,153,952 - - - 2,207,645 - 2,207,645 540 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 - - - - 16,231,190 16,231,190 - 16,231,190 790 ANIMAL CARE AND CONTROL - 14,263,381 - - - 14,263,381 - 14,263,381 850 AIR QUALITY - 13,966,520 - - - 13,966,520 - 13,966,520 860 PUBLIC HEALTH - 46,928,478 - - - 46,928,478 - 46,928,478 30,000 19,531,856 - - - 19,561,856 - 317,853 129,924,781 - 83,496,904 - 213,739,538 730 MATERIALS MANAGEMENT 880 ENVIRONMENTAL SERVICES 910 PUBLIC WORKS ELIMINATIONS 980 ELIMINATIONS COUNTY $ MARICOPA COUNTY $ 1,058,467,146 - $ - $ - $ $ 771,894,397 $ 24,827,117 96 - $ $ 191,857,687 - $ $ 197,725,667 - $ 2,244,772,014 (28,411,419) 19,561,856 185,328,119 $(471,200,173) $ (471,200,173) $(512,646,642) $ 1,732,125,372 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category FY 2009-10 ACTUAL ALL FUNDS FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST REVISED VS ADOPTED VARIANCE % FY 2011-12 ADOPTED TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST 0606 - SALES TAXES SUBTOTAL $ 487,992,871 $ 487,350,934 $ 487,350,934 $ 487,350,934 $ 472,831,017 $ (14,519,917) -3.0% 24,102,460 21,000,000 21,000,000 25,000,000 23,300,000 2,300,000 11.0% 107,094,681 104,216,987 104,216,987 108,642,561 109,584,249 5,367,262 619,190,012 $ 612,567,921 $ 612,567,921 $ 620,993,495 $ 605,715,266 $ (6,852,655) -1.1% 5.2% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ 35,318,286 $ 39,383,370 $ 39,512,068 $ 36,068,031 $ 38,502,526 $ (1,009,542) -2.6% SUBTOTAL $ 35,318,286 $ 39,383,370 $ 39,512,068 $ 36,068,031 $ 38,502,526 $ (1,009,542) -2.6% $ 149,758,188 $ 144,761,961 $ 157,626,557 $ 169,420,942 $ INTERGOVERNMENTAL 0615 - GRANTS 185,495,692 $ 27,869,135 17.7% 0620 - OTHER INTERGOVERNMENTAL 19,585,566 15,017,588 19,008,613 16,815,330 19,095,666 87,053 0621 - PAYMENTS IN LIEU OF TAXES 9,846,888 10,060,000 10,060,000 10,568,220 11,775,550 1,715,550 366,285,237 369,740,752 369,740,752 369,732,348 369,740,752 - 84,950,511 88,134,046 88,134,046 85,800,016 77,990,758 (10,143,288) -11.5% (2,263,223) -1.9% 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER RE 0630 - STATE SHARED VEHICLE LICENSE 0.5% 17.1% 0.0% 124,579,511 121,794,935 121,794,935 121,469,220 119,531,712 SUBTOTAL $ 755,005,901 $ 749,509,282 $ 766,364,903 $ 773,806,076 $ 783,630,130 $ 17,265,227 2.3% 0634 - INTERGOV CHARGES FOR SERVICE $ 104,519,654 $ 132,012,978 $ 132,012,978 $ 110,310,934 $ 106,934,903 $ (25,078,075) -19.0% 0635 - OTHER CHARGES FOR SERVICES 128,767,929 136,812,735 138,056,384 136,071,896 134,978,744 -2.2% 0636 - INTERNAL SERVICE CHARGES 12,102,393 - - - - - N/A 0638 - PATIENT SERVICES REVENUE 1,317,792 1,406,915 1,452,842 1,518,000 1,568,376 115,534 8.0% SUBTOTAL $ 246,707,768 $ 270,232,628 $ 271,522,204 $ 247,900,830 $ CHARGES FOR SERVICE 243,482,023 (3,077,640) (28,040,181) -10.3% FINES AND FORFEITS 0637 - FINES AND FORFEITS $ 34,346,965 $ 30,807,617 $ 35,462,617 $ 32,499,306 $ 32,446,066 $ (3,016,551) -8.5% SUBTOTAL $ 34,346,965 $ 30,807,617 $ 35,462,617 $ 32,499,306 $ 32,446,066 $ (3,016,551) -8.5% $ 20,097,836 $ 12,446,621 $ 12,455,009 $ 14,255,329 $ 9,594,215 $ (2,860,794) -23.0% 21,504,148 24,431,899 23,059,552 10,796,804 18,555,146 (4,504,406) -19.5% 41,601,984 $ 36,878,520 $ 35,514,561 $ 25,052,133 $ 28,149,361 $ (7,365,200) -20.7% MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ ALL REVENUES $ 1,732,170,916 $ 1,739,379,338 $ 1,760,944,274 $ 1,736,319,871 $ 1,731,925,372 $ (29,018,902) -1.6% OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN 114,800 $ 11,777,797 ALL OTHER FINANCING SOURCES $ 11,892,597 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 200,000 $ 200,000 $ (100,000) (100,000) TOTAL SOURCES $ 1,744,063,513 $ 1,739,679,338 $ 1,761,244,274 $ 1,736,619,871 $ 1,732,125,372 $ (29,118,902) 97 -33.3% N/A -33.3% -1.7% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2009-10 ACTUAL GENERAL FUND TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST SUBTOTAL $ FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % 487,992,871 $ 24,102,460 512,095,331 $ 487,350,934 $ 21,000,000 508,350,934 $ 487,350,934 $ 21,000,000 508,350,934 $ 487,350,934 $ 25,000,000 512,350,934 $ $ SUBTOTAL $ 2,779,039 $ 2,779,039 $ 2,285,000 $ 2,285,000 $ 2,285,000 $ 2,285,000 $ 2,290,629 $ 2,290,629 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 34,283 $ 7,703,846 9,846,888 366,285,237 116,405,330 500,275,584 $ - $ 4,041,475 10,060,000 369,740,752 113,380,026 497,222,253 $ 22,538 $ 4,041,475 10,060,000 369,740,752 113,380,026 497,244,791 $ 20,530 $ 3,833,857 10,568,220 369,732,348 113,301,612 497,456,567 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 12,418,555 $ 28,210,535 28,834 40,657,924 $ 12,057,601 $ 26,411,426 7,200 38,476,227 $ 12,057,601 $ 26,411,426 7,200 38,476,227 $ 12,113,117 $ 28,007,844 14,237 40,135,198 $ 11,717,822 $ 28,283,339 6,876 40,008,037 $ (339,779) 1,871,913 (324) 1,531,810 -2.8% 7.1% -4.5% 4.0% $ SUBTOTAL $ 15,408,833 $ 15,408,833 $ 14,440,741 $ 14,440,741 $ 14,440,741 $ 14,440,741 $ 13,812,675 $ 13,812,675 $ 14,036,087 $ 14,036,087 $ (404,654) (404,654) -2.8% -2.8% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 6,593,471 $ 7,057,741 13,651,212 $ 7,000,000 $ 4,228,226 11,228,226 $ 7,000,000 $ 4,228,226 11,228,226 $ 8,184,033 $ 4,644,224 12,828,257 $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES AND FORFEITS 0637 - FINES AND FORFEITS 472,831,017 $ (14,519,917) 23,300,000 2,300,000 496,131,017 $ (12,219,917) 2,203,000 $ 2,203,000 $ (82,000) (82,000) - $ (22,538) 4,773,201 731,726 11,775,550 1,715,550 369,740,752 111,119,076 (2,260,950) 497,408,579 $ 163,788 5,000,000 $ (2,000,000) 3,680,426 (547,800) 8,680,426 $ (2,547,800) ALL REVENUES $ 1,084,867,923 $ 1,072,003,381 $ 1,072,025,919 $ 1,078,874,260 $ 1,058,467,146 $ (13,558,773) OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 12,102,118 $ 12,102,118 $ 10,621,605 $ 10,621,605 $ 12,001,897 $ 12,001,897 $ 12,001,897 $ 12,001,897 $ - $ (12,001,897) - $ (12,001,897) TOTAL SOURCES $ 1,096,970,041 $ 1,082,624,986 $ 1,084,027,816 $ 1,090,876,157 $ 1,058,467,146 $ (25,560,670) 98 -3.0% 11.0% -2.4% -3.6% -3.6% -100.0% 18.1% 17.1% 0.0% -2.0% 0.0% -28.6% -13.0% -22.7% -1.3% -100.0% -100.0% -2.4% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2009-10 ACTUAL SPECIAL REVENUE FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST REVISED VS ADOPTED VARIANCE % FY 2011-12 ADOPTED TAXES 0601 - PROPERTY TAXES $ - $ - $ - $ - $ - $ 0605 - TAX PENALTIES & INTEREST 0606 - SALES TAXES $ 107,094,681 $ 104,216,987 $ 104,216,987 $ 108,642,561 $ 109,584,249 $ SUBTOTAL $ 107,094,681 $ 104,216,987 $ 104,216,987 $ 108,642,561 $ 109,584,249 $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ 32,539,247 $ 37,098,370 $ 37,227,068 $ 33,777,402 $ 36,299,526 $ SUBTOTAL $ 32,539,247 $ 37,098,370 $ 37,227,068 $ 33,777,402 $ 36,299,526 $ 5,367,262 5,367,262 N/A N/A 5.2% 5.2% (927,542) (927,542) -2.5% -2.5% INTERGOVERNMENTAL 0615 - GRANTS $ 143,563,365 $ 144,761,961 $ 157,604,019 $ 152,071,844 $ 145,116,205 $ (12,487,814) 0620 - OTHER INTERGOVERNMENTAL 11,881,720 10,976,113 14,967,138 12,981,473 14,322,465 (644,673) 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER RE 84,950,511 88,134,046 88,134,046 85,800,016 77,990,758 (10,143,288) 0630 - STATE SHARED VEHICLE LICENSE 8,174,181 8,414,909 8,414,909 8,167,608 8,412,636 (2,273) SUBTOTAL $ 248,569,777 $ 252,287,029 $ 269,120,112 $ 259,020,941 $ 245,842,064 $ (23,278,048) -7.9% -4.3% N/A N/A -11.5% 0.0% -8.6% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ 66,437,406 $ 73,404,775 $ 73,404,775 $ 71,257,744 $ 73,454,129 $ 0635 - OTHER CHARGES FOR SERVICES 62,204,398 71,903,318 73,146,967 71,967,496 73,818,806 0636 - INTERNAL SERVICE CHARGES 0638 - PATIENT SERVICES REVENUE 1,288,958 1,399,715 1,445,642 1,503,763 1,561,500 SUBTOTAL $ 129,930,762 $ 146,707,808 $ 147,997,384 $ 144,729,003 $ 148,834,435 $ FINES AND FORFEITS 0637 - FINES AND FORFEITS 49,354 671,839 115,858 837,051 $ 18,938,132 $ 16,366,876 $ 21,021,876 $ 18,686,631 $ 18,409,979 $ (2,611,897) SUBTOTAL $ 18,938,132 $ 16,366,876 $ 21,021,876 $ 18,686,631 $ 18,409,979 $ (2,611,897) MISCELLANEOUS 0645 - INTEREST EARNINGS $ 5,922,947 $ 4,576,197 $ 4,584,585 $ 0650 - MISCELLANEOUS REVENUE 14,176,341 20,189,173 18,816,826 SUBTOTAL $ 20,099,288 $ 24,765,370 $ 23,401,411 $ 0.1% 0.9% N/A 8.0% 0.6% -12.4% -12.4% 4,467,446 $ 3,654,802 $ (929,783) 3,584,526 14,860,220 (3,956,606) 8,051,972 $ 18,515,022 $ (4,886,389) -20.3% -21.0% -20.9% ALL REVENUES $ 557,171,887 $ 581,442,440 $ 602,984,838 $ 572,908,510 $ 577,485,275 $ (25,499,563) -4.2% OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 114,800 $ 300,000 $ 300,000 $ 300,000 $ 200,000 $ (100,000) 0652 - PROCEEEDS FROM FINANCING 0680 - TRANSFERS IN 174,911,184 176,584,196 176,935,561 176,805,925 194,209,122 17,273,561 ALL OTHER FINANCING SOURCES $ 175,025,984 $ 176,884,196 $ 177,235,561 $ 177,105,925 $ 194,409,122 $ 17,173,561 -33.3% N/A 9.8% 9.7% TOTAL SOURCES $ 732,197,871 $ 758,326,636 $ 780,220,399 $ 750,014,435 $ 771,894,397 $ (8,326,002) -1.1% FY 2009-10 ACTUAL DEBT SERVICE FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST TAXES 0634 - INTERGOV CHARGES FOR SERVICE $ 2,630,623 $ 2,674,846 $ 2,674,846 $ SUBTOTAL $ 2,630,623 $ 2,674,846 $ 2,674,846 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ SUBTOTAL $ 276,414 $ 276,414 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ ALL REVENUES $ 2,907,037 $ 2,699,846 $ 2,699,846 $ FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % 2,674,846 $ 1,238,574 $ (1,436,272) 2,674,846 $ 1,238,574 $ (1,436,272) 29,025 $ 29,025 $ 9,608 $ 9,608 $ -53.7% -53.7% (15,392) (15,392) -61.6% -61.6% 2,703,871 $ 1,248,182 $ (1,451,664) -53.8% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ 10,147,284 $ 12,866,182 $ 12,866,182 $ 12,866,182 $ 23,578,935 $ 10,712,753 ALL OTHER FINANCING SOURCES $ 10,147,284 $ 12,866,182 $ 12,866,182 $ 12,866,182 $ 23,578,935 $ 10,712,753 83.3% 83.3% TOTAL SOURCES $ 13,054,321 $ 15,566,028 $ 15,566,028 $ 15,570,053 $ 24,827,117 $ 9,261,089 59.5% 99 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2009-10 ACTUAL CAPITAL PROJECTS FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST REVISED VS ADOPTED VARIANCE % FY 2011-12 ADOPTED TAXES INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ 6,160,540 $ 6,160,540 $ - $ - $ - $ 17,328,568 $ 40,379,487 $ - $ 17,328,568 $ 40,379,487 $ 40,379,487 40,379,487 CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ 17,548,959 $ 38,814,115 $ 38,814,115 $ 18,825,405 $ 15,512,406 $ (23,301,709) SUBTOTAL $ 17,548,959 $ 38,814,115 $ 38,814,115 $ 18,825,405 $ 15,512,406 $ (23,301,709) MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 5,625,798 $ 143,719 5,769,517 $ - $ - $ - $ - $ 29,138 $ 29,138 $ - $ - $ - ALL REVENUES $ 29,479,016 $ 38,814,115 $ 38,814,115 $ 36,183,111 $ 55,891,893 $ 17,077,778 N/A N/A -60.0% -60.0% N/A N/A N/A 44.0% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ 147,609,213 $ 440,475,656 $ 440,008,558 $ 440,008,559 $ 135,965,794 $ (304,042,764) ALL OTHER FINANCING SOURCES $ 147,609,213 $ 440,475,656 $ 440,008,558 $ 440,008,559 $ 135,965,794 $ (304,042,764) -69.1% -69.1% TOTAL SOURCES $ 177,088,229 $ 479,289,771 $ 478,822,673 $ 476,191,670 $ 191,857,687 $ (286,964,986) -59.9% FY 2009-10 ACTUAL INTERNAL SERVICE FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % TAXES CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ 5,484,111 $ 5,061,641 $ 5,061,641 $ 5,439,822 $ 5,011,972 $ (49,669) 0635 - OTHER CHARGES FOR SERVICES 38,352,996 38,497,991 38,497,991 36,096,556 32,876,599 (5,621,392) 0636 - INTERNAL SERVICE CHARGES 145,127,819 155,232,894 158,882,894 153,021,640 145,892,791 (12,990,103) SUBTOTAL $ 188,964,926 $ 198,792,526 $ 202,442,526 $ 194,558,018 $ 183,781,362 $ (18,661,164) -1.0% -14.6% -8.2% -9.2% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 10.0% 0.0% 9.8% 1,679,206 $ 126,347 1,805,553 $ 845,424 $ 14,500 859,924 $ 845,424 $ 14,500 859,924 $ 1,545,687 $ 2,568,054 4,113,741 $ 929,805 $ 14,500 944,305 $ 84,381 84,381 ALL REVENUES $ 190,770,479 $ 199,652,450 $ 203,302,450 $ 198,671,759 $ 184,725,667 $ (18,576,783) OTHER FINANCING SOURCES 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ - $ - $ 49,991 49,991 $ 49,991 13,000,000 12,950,009 25904.7% 49,991 $ 13,000,000 $ 12,950,009 25904.7% TOTAL SOURCES $ 190,770,479 $ 199,652,450 $ 203,352,441 $ 198,721,750 $ 197,725,667 $ (5,626,774) ELIMINATIONS FY 2009-10 ACTUAL FY 2010-11 ADOPTED FY 2010-11 REVISED -9.1% FY 2010-11 FORECAST FY 2011-12 ADOPTED -2.8% REVISED VS ADOPTED VARIANCE % TAXES CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ (133,025,426) $ (155,232,894) $ (158,882,894) $ (153,021,640) $ (145,892,791) $ 12,990,103 SUBTOTAL $ (133,025,426) $ (155,232,894) $ (158,882,894) $ (153,021,640) $ (145,892,791) $ 12,990,103 -8.2% -8.2% ALL REVENUES $ (133,025,426) $ (155,232,894) $ (158,882,894) $ (153,021,640) $ (145,892,791) $ 12,990,103 -8.2% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ (332,992,002) $ (640,547,639) $ (641,862,189) $ (641,732,554) $ (366,753,851) $ 275,108,338 ALL OTHER FINANCING SOURCES $ (332,992,002) $ (640,547,639) $ (641,862,189) $ (641,732,554) $ (366,753,851) $ 275,108,338 -42.9% -42.9% TOTAL SOURCES $ (466,017,428) $ (795,780,533) $ (800,745,083) $ (794,754,194) $ (512,646,642) $ 288,098,441 -36.0% 100 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries 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: • Charges for Service • Taxes • Fines and Forfeits • Licenses and Permits • Miscellaneous • Intergovernmental Revenues 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 2012. 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 Property Tax Levies only primary property taxes. The Fiscal Primary Secondary County’s last general obligation bonds General Fund Debt Service Total Year were paid in full in FY 2004, and no 2003 $ 277,949,612 $ 19,565,638 $ 297,515,250 County secondary taxes have been 2004 308,122,580 19,234,591 327,357,171 levied since that time. 2005 339,882,099 339,882,099 The Board of Supervisors must adopt the property tax levies for all taxing jurisdictions within the County on or before the third Monday in August for the fiscal year that begins on the previous July 1. Property taxes are paid in arrears in two installments, due November 1 and May 1. 2006 371,224,118 2007 398,725,245 2008 430,023,735 2009 463,492,311 2010 492,230,736 2011 492,224,342 2012 * 477,571,468 *Budget Note: Excludes Payments in Lieu of Taxes - 371,224,118 398,725,245 430,023,735 463,492,311 492,230,736 492,224,342 477,571,468 Increases in both assessed values and tax levies for primary property tax purposes are 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. The schedule below lists Maricopa County primary net assessed values and tax rates for FY 2012 and the previous nine fiscal years. Estimated assessed values and maximum allowable tax rates are also displayed for the following five years. The FY 2012 primary rate, $1.2407 per $100 of assessed value, is less than the maximum rate of $1.3982. 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 decreased and major decreases are forecasted to continue over the next three years as a result of the real estate downturn. Although assessed values are forecasted to 101 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries show a slight increase in FY 2016, this value would still be $19 billion lower than the peak in FY 2010. The FY 2012 primary property tax rate increase is a direct result of the decreasing tax base. The decline in residential net assessed value preceded the decline in commercial and other property values. Thus, in FY 2012, while overall the primary net assessed value was down 18% year-over-year, the limited cash value of the median home declined only 15%. Rather than levy the maximum amount allowable, the Board of Supervisors plans to adopt a tax rate that results in a flat property tax bill for the median valued home. The budget guidelines called for a flat property tax levy, however, due to the sharp decline in total assessed values and the disproportionate decrease in commercial property values, a tax rate based on a flat levy would have resulted in an increased tax bill to the median residential home owner. This lower tax rate results in a decrease in property tax revenue, even after considering new construction. Net Assessed Values and Tax Rates Primary Secondary Fiscal Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 * * * * * Net Assessed Value (Thousands) $ 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 38,492,098 33,967,769 31,100,284 30,047,210 30,768,550 33,234,986 Primary Tax Rate (per $100 N.A.V.) $ 1.2907 1.2607 1.2108 1.1971 1.1794 1.1046 1.0327 0.9909 1.0508 1.2407 1.6415 1.8597 1.9867 2.0089 1.9284 Net Assessed Value (Thousands) $ 24,457,047 27,477,988 30,066,987 33,197,218 36,294,694 49,534,573 58,303,635 57,984,052 49,662,543 38,760,296 34,083,160 31,214,841 30,160,939 30,885,962 34,400,605 *Maximum Rates, Forecasted NAV Source Elliott D. Pollack & Co. 102 Debt Service Tax Rate (per $100 N.A.V.) $ 0.0800 0.0700 - Combined Rate $ 1.3707 1.3307 1.2108 1.1971 1.1794 1.1046 1.0327 0.9909 1.0508 1.2407 1.6415 1.8597 1.9867 2.0089 1.9284 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries 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 the higher tax rates, but it is not required to do so. Primary Net Assessed Value vs. Tax Rate 2.5000 $70.0 Max Rate 2.0000 $50.0 $30.0 1.0000 $20.0 $44.882 $49.679 $46.843 $38.492 $33.968 $31.100 $30.047 $30.769 $33.235 $10.0 $38.930 0.5000 2007 2008 2009 2010 2011 2012 2013* 2014* 2015* 2016* 2017* - $0.0 Fiscal Year 103 *Forecast Tax Rates 1.5000 Adopted Rate $40.0 $33.807 Net Assessed Value (Billions) $60.0 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries 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 below, decreasing values of existing property are offsetting the almost nonexistent gains from new construction. This trend is expected to continue for several years until the existing inventory of property, both residential and commercial, is occupied. This is in sharp contrast to the growth patterns experienced several years ago, which were much more heavily influenced by new construction. Recovery is not expected to occur until FY 2017. 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 *Source Elliott D. Pollack & Co. Due to the proposed tax rate and declining property values, the FY 2012 primary property tax levy (excluding Salt River Project) of $477,571,468 is lower than FY 2011. Property tax revenue is budgeted in FY 2012 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 477,571,468 $ 472,831,017 99% 104 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries FY 2012 PRIMARY PROPERTY TAX LEVY vs. LEVY LIMIT FY 2012 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assessed Value) $ 538,196,523 1.3982 FY 2012 Primary Levy (excluding SRP) Primary Tax Rate (per $100 Assessed Value) $ 477,571,468 1.2407 Amount Under Limit: $ 60,625,055 0.1575 11.3% FY 2012 PRIMARY PROPERTY TAX LEVY vs. "TRUTH-IN-TAXATION" LEVY FY 2012 "Truth-in-Taxation" Primary Levy "Truth-in-Taxation" Tax Rate (per $100 Assessed Value) $ 501,513,553 1.3029 FY 2012 Primary Levy Primary Tax Rate (per $100 Assessed Value) $ 477,571,468 1.2407 Amount Under/(Over) "Truth-in-Taxation" Levy $ 23,942,085 0.0622 FY 2012 Median Residential Limited Property Value $ 124,500 "Truth-in-Taxation" Tax Bill on Median-Valued Home Property Tax Bill on Median-Valued Home Tax Bill Savings/(Increase) $ 162.21 154.47 7.74 $ 4.8% 4.8% PRIMARY PROPERTY TAX LEVY FY 2011 vs. FY 2012 TAX BILL IMPACT ON MEDIAN HOME FY 2011: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill FY 2012: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill Tax Bill Savings/(Increase) 105 $ $ $ 147,000 1.0508 154.47 $ 124,500 1.2407 154.47 $ 0.00 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries 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 2012 budget reflects a slight increase in this revenue source, consistent with recent 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 four fiscal years and is slightly above FY 2004 levels. There are signs of recovery and limited growth is forecasted to resume in late FY 2011, with a modest year-over-year increase moving forward. However, recovery is forecasted to be slow, and therefore, in this environment is it prudent to forecast minor growth in revenue in the coming year. Jail Excise Tax Fiscal Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 * ** *** *** *** *** *** Annual Collections $ 98,932,138 107,441,209 119,143,065 137,876,660 145,389,195 138,206,968 116,878,703 107,094,681 108,642,561 109,584,249 115,303,497 120,492,154 126,516,762 132,842,600 139,484,730 Growth Rate 0.9% 8.6% 10.9% 15.7% 5.4% -4.9% -15.4% -8.4% 1.4% 0.9% 5.2% 4.5% 5.0% 5.0% 5.0% * Forecast ** Budget ***Source Elliott D. Pollack & Co. 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 Licenses & Permits Revenues Special revenue generated from licenses and permits Fiscal General Revenue is generally used to offset the cost of issuance. Year Fund Funds Total Examples of licenses and permits include 2003 $ 52,000 $ 26,381,649 $ 26,433,649 building permits, marriage licenses, dog 2004 1,306,694 28,322,351 29,629,045 licenses, and environmental health permits. 2005 1,494,043 30,955,888 32,449,930 Listed in the chart to the left are the actual 2006 2,349,225 36,276,380 38,625,605 license and permit revenues recorded for the 2007 2,510,840 35,224,846 37,735,686 last eight fiscal years, along with forecasted 2008 1,668,162 36,006,592 37,674,754 revenues for FY 2011, and the budgeted 2009 2,303,516 34,824,035 37,127,551 revenues for FY 2012. 2,779,039 32,539,247 35,318,286 2011 2010 * 2,290,629 33,777,402 36,068,031 2012 ** 2,203,000 36,299,526 38,502,526 *Forecast **Budget 106 Special Revenue Fund Licenses and Permits are expected to increase in FY 2012. The increase is primarily due to enhanced ollection of dog-license and Air Quality permitting. Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries General Fund license and permit revenues are detailed below. The largest component is license fees paid by cable television companies for operation in unincorporated areas. Licenses and Permits General Fund FY 2011 FY 2012 Forecast Budget Description $ 50,000 $ 50,000 Liquor Licenses 1,670,000 1,604,000 Cable Television Franchise Fees 473,129 468,000 Marriage Licenses 97,500 81,000 Pawnshop & Peddler's Licenses $ 2,290,629 $ 2,203,000 Department Non-Departmental Non-Departmental Clerk of Superior Court Sheriff Total 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 eight fiscal years, forecasted collections for FY 2011, and the amounts budgeted for FY 2012. Intergovernmental Revenues Fiscal Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 * 2012 ** General Fund $ 486,655,500 $ 489,807,845 626,232,433 694,985,741 652,535,569 614,211,708 535,999,337 500,275,584 497,456,567 497,408,579 Special Revenue Funds 257,064,915 $ 259,928,320 250,103,881 285,620,779 309,172,630 242,970,178 225,480,770 248,569,777 259,020,941 245,842,064 Internal Service Funds Enterprise Funds 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 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 6,160,540 755,005,901 17,328,568 773,806,076 40,379,487 783,630,130 *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 Payments in Lieu of Taxes in lieu of property taxes to FY 2011 FY 2012 each taxing jurisdiction based Forecast Budget on the property tax rates. Salt River Project $ 6,996,294 $ 8,078,465 The table below identifies the Federal Bureau of Land Management 2,652,085 2,652,085 amounts by payer. Cities 1,070,661 1,000,000 Arizona State Retirement System 107 44,490 $ 10,763,530 45,000 $ 11,775,550 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries 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, State Shared Sales Tax counties and state. Of this distribution, 40.51 percent is Fiscal Annual Year Collections Growth Rate allocated to Arizona counties based on the larger of two different distribution base calculations: a) 50% based on point 2003 $ 330,260,143 1.4% of sale + 50% based on assessed valuation; or b) 50% based 2004 357,526,559 8.3% on point of sale + 50% based on population. Counties also 2005 397,712,817 11.2% receive a portion of an additional 2.43 percent of the distribution 2006 457,785,986 15.1% base, distributed based on a 50% point of sale + 50% 2007 480,411,951 4.9% population. 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 460,958,749 394,920,582 366,285,237 369,732,348 369,740,752 396,586,439 414,432,829 435,154,470 456,912,194 479,759,804 -4.0% -14.3% -7.3% 0.9% 0.0% 7.3% 4.5% 5.0% 5.0% 5.0% Listed to the left are the actual State Shared Sales Tax collections for the last eight fiscal years, estimates for FY 2011, * the budget for FY 2012 and forecasted amounts for the next ** five years. State Shared Sales Tax and Jail Excise Tax revenues have followed similar trends, except that Jail Tax *** revenues experienced greater declines, but are rebounding *** more quickly. Annual growth reached 15.1% in FY 2006, but *** declined for several years and remains below FY 2005 levels. *** There are signs of a slight recovery however these gains are *** being offset by the negative impact from the revenue sharing *Forecast calculation. While the point of sale component is increasing, **Budget Maricopa County’s percent of the net assessed valuation and ***Source Elliott D. Pollack & Co. the population is declining, thus negatively impacting the County’s portion of the sales tax distribution. In this environment, it is prudent to assume no growth for FY 2012 and therefore, State Shared Sales Taxes are budgeted to remain flat for FY 2012. 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 2011, and the budget for FY 2012. Fiscal Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 State Shared Highway User Growth Revenues Rate $ 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% 84,950,511 -6.0% * 85,800,016 1.0% ** 77,990,758 -9.1% *Forecast In FY 2009, the State of Arizona diverted Highway User Revenue **Budget from the distribution base to fund its Department of Public Safety (DPS). That diversion resulted in about $5.5 million less in HURF revenue for Maricopa County. That diversion has continued and in FY 108 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries 12, they increased the amount by more than $3 million and diverted an additional amount for the Motor Vehicle Division of the AZ Department of Transportation. That resulted in an additional decrease in funds for Maricopa County of almost $7 million. The FY 2012 budget reflects these reductions. State Shared Vehicle License Taxes State Shared Vehicle License Tax Fiscal General Growth Year Fund Rate 2003 $ 103,532,057 4.2% 2004 116,054,332 12.1% 2005 122,637,826 5.7% 2006 138,003,052 18.9% 2007 143,543,616 4.0% 2008 139,312,595 -2.9% 2009 126,036,362 -9.5% 2010 116,405,330 -7.6% 2011 * 113,301,612 -2.7% 2012 ** 111,119,076 -1.9% 113,563,696 2.2% 2013 *** 116,970,607 3.0% 2014 *** 122,234,284 4.5% 2015 *** 127,123,656 4.0% 2016 *** 132,238,602 4.0% 2017 *** *Forecast **Budget ***Source Elliott D. Pollack & Co. Department County Attorney Civil Elections Research and Reporting Juvenile Probation Public Defender Sheriff’s Office Total FY 2011 Forecast $ 75,935 3,288,886 50,000 20,300 398,736 $ 3,833,857 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 2003 to FY 2017. For FY 2012, VLT is expected to decline, 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. Revenue is projected to increase due to year-to-year changes in Election reimbursements. Other Intergovernmental Revenue General Fund FY 2012 Budget Description $ 91,200 Legal services to Housing Authority and other entities 4,155,002 Election cost reimbursements from other jurisdictions 72,000 Surveys for other governmental agencies 14,999 Reimbursement from Fort McDowell Yavapai Nation - State Grand Jury Fees 440,000 Social Security Administration pay for inmate information and AZ State for patrol $ 4,773,201 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 109 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries 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. Listed below are the revenues recorded for the last eight fiscal years, forecasted revenue for FY 2011 and the budget amount for FY 2012 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 selffunding 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 self-insurance, rather than actual rate increases. Fiscal Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 * 2012 ** General Fund $ 25,932,256 30,266,056 29,955,025 33,156,418 31,719,127 43,177,387 43,642,013 40,657,924 40,135,198 40,008,037 Special Revenue Funds $ 36,564,318 41,510,912 46,588,972 53,563,330 55,826,076 96,369,159 135,371,562 129,930,762 144,729,003 148,834,435 Debt Service Fund $ 3,054,932 2,652,765 2,630,623 2,674,846 1,238,574 Charges for Service Capital Projects Enterprise Funds Funds $ - $ 695,504,915 773,743,235 355,475,219 78,515,094 62,873 7,300,482 17,874,757 17,548,959 18,825,405 15,512,406 - Internal Service Funds Eliminations Total $ 73,435,665 $ (74,326,480) $757,110,673 86,558,352 (161,468,141) 770,610,414 86,706,148 (76,001,438) 442,723,926 74,861,880 (72,564,571) 167,532,151 78,091,596 (70,498,458) 95,201,214 199,238,595 (160,036,744) 189,103,811 201,910,980 (161,737,799) 239,714,278 188,964,926 (133,025,426) 246,707,768 194,558,018 (153,021,640) 247,900,830 183,781,362 (145,892,791) 243,482,023 * 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. Department Education Services Non-Departmental Non-Departmental Public Works Legal Defender Sheriff Superior Court Intergovernmental Charges for Service General Fund FY 2011 FY 2012 Forecast Budget Description $ 94,767 $ 12,000 Elections Services from School Districts 1,260,280 940,532 District Reimbursements 391,987 324,811 Industrial Development Authority Reimbursements 152,728 - Security services to Library District 14,523 - State Reimbursement for Dept of Corrections Case 9,632,177 9,873,779 Patrol Services provided to cities and towns and to the Stadium and Flood Control Districts 566,655 566,700 IGAs for Court Security; Title IV-D payments and other statutorily required payments Total $ 12,113,117 $ 11,717,822 110 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries 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 2006 is the result of the Maricopa Integrated Health Care System becoming a distinct governmental entity. The further reduction in FY 2007 is due to the termination of the County’s management of the long-term health care program. Fiscal Year 2003 2004 2005 2006 2007 2008 2009 2010 2011 * 2012 ** General Fund $ 49,448 18,746 29,583 13,742 7,271 9,237 15,947 28,834 14,237 6,876 $ Patient Services Revenue Special Internal Revenue Enterprise Service Funds Funds Funds 1,142,428 $ 695,449,087 $12,424,598 1,504,145 773,534,090 7,871,064 905,752 355,475,219 2,205,319 78,480,454 927,913 1,032,387 1,055,877 1,288,958 1,503,763 1,561,500 - Eliminations Total $ (5,248,439) $703,817,091 (79,149,895) 703,778,150 356,410,554 80,699,515 935,184 1,041,624 1,071,824 1,317,792 1,518,000 1,568,376 *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 2012, internal service charges are budgeted to decrease from FY 2011 due to a significant reduction in Risk Management charges based on their actuarial estimates. Internal Service Charges FY 2011 FY 2012 Forecast Budget Business Strategies and Healthcare Programs $ 104,485,576 $ 106,175,420 Enterprise Technology 15,859,074 15,559,223 Equipment Services 13,213,053 11,105,796 Materials Management 790,982 806,795 Risk Management 18,672,955 12,245,557 Total $ 153,021,640 $ 145,892,791 Other Charges for Services The schedule on the following page lists Maricopa County Other Charges for Service in the General Fund for FY 2011 and FY 2012. FY 2012 collections of Other Charges for Service in the General Fund are anticipated to be slightly greater than FY 2011. This is primarily due to an increase in Court filing and other Court-related fees. 111 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries Other Charges for Service Summary General Fund Department Clerk of the Superior Court Constables Education Services Elections Finance Justice Courts FY 2011 Forecast $ 7,105,864 1,494,340 105,012 2,053 234,211 5,523,549 FY 2012 Budget $ 7,390,000 1,504,722 105,000 702 256,000 5,523,549 15,048 - Juvenile Probation Medical Examiner Non-Departmental Public Defender Public Fiduciary Public Works Recorder Sheriff Superior Court Treasurer Human Resources Total 300,997 302,768 4,000,000 3,930,000 51,928 53,693 1,055,121 968,462 186,656 235,141 6,625,803 6,625,802 511,921 558,000 713,489 730,000 26,998 49,500 54,854 50,000 $ 28,007,844 $ 28,283,339 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 2003 2004 2005 2006 2007 2008 2009 2010 2011 * 2012 ** $ Fines & Forfeits Special General Revenue Fund Funds 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 15,408,833 18,938,132 13,812,675 18,686,631 14,036,087 18,409,979 * Forecast ** Budget 112 Total 15,992,480 16,687,250 21,331,294 22,744,322 31,062,158 31,392,198 36,566,382 34,346,965 32,499,306 32,446,066 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries The largest source of General Fund fine and forfeit revenue is the Justice Courts. Fine revenue for FY 2012 is slightly above forecasted collections for FY 2011. Fines and Forfeits Summary General Fund Department Clerk of the Superior Court Elections Environmental Services Justice Courts Sheriff Superior Court FY 2011 Forecast $ 3,350,691 21,350 107,886 10,331,487 1,168 93 Total $ 13,812,675 FY 2012 Budget $ 3,660,000 12,000 30,000 10,331,487 2,500 100 $ 14,036,087 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 eight fiscal years, forecasted amounts for FY 2011, plus the budget for FY 2012. Miscellaneous revenues are recorded in all fund types. Miscellaneous Revenue Debt Capital Special Internal Fiscal General Revenue Service Projects Enterprise Year Fund Funds Funds Funds Funds 2003 2004 2005 2006 2007 2008 2009 2010 2011 * 2012 ** $ 11,657,516 9,818,704 15,154,769 22,714,174 39,820,380 32,662,960 15,056,656 13,651,212 12,828,257 8,680,426 $ 16,902,830 15,901,534 19,078,397 24,869,157 35,303,667 40,941,646 28,310,635 20,099,288 8,051,972 18,515,022 $ 3,193,710 1,586,395 1,289,686 1,077,601 1,211,040 1,095,072 658,513 276,414 29,025 9,608 $ * Forecast ** Budget 113 5,994,977 10,505,604 6,483,550 3,229,749 7,127,256 19,300,188 15,144,274 5,769,517 29,138 - $ 4,857,068 7,081,380 591,581 456,261 684,104 - Service Funds $ Total 1,672,982 $ 44,279,083 625,811 45,519,428 1,345,006 43,942,989 4,101,900 56,448,842 3,789,038 87,935,485 5,369,946 99,369,812 3,881,287 63,051,365 1,805,553 41,601,984 4,113,741 25,052,133 944,305 28,149,361 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summaries 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 $5 million in FY 2012. This represents a significant reduction compared with prior years due to declines in interest rates and a declining fund balance. Department Assessor Business Strategies and Health Care Programs Clerk of the Superior Court County Attorney County Manager's Office Elections Finance Justice Court Juvenile Probation Materials Management Non-Departmental Public Defender Public Health Public Works Recorder Sheriff Superior Court Human Resources Total Miscellaneous Revenue General Fund FY 2011 FY 2012 Description Forecast Budget $ 264,343 $ 240,000 Sale of maps, copies, etc. 134,802 - Court Monitor fee refund 61,955 39,600 Sale of copies & bad check fees, interest 42,847 36,000 Fees to private defense for discovery information 999 1,100 Sale of copies 27,156 3,506 Sale of copies and maps 647,247 283,864 Building Rental 1,126,496 1,126,496 Sale of copies 3,664 8,001 Insurance Reimbursements 712,707 457,849 Vendor rebates & copy sales 8,969,106 5,600,000 Interest, Loss reimbursement, fire district reimbursement 2 - Petty Cash overage 953 - Reimbursement from Center for Disease Control 86,623 82,712 Revenue from vendors 374,197 374,198 Micrographics & photocopy sales 356,257 409,000 Sale of copies and reimbursement for ID cards 5,381 5,400 Sale of copies 13,522 12,700 Sale of copies, W-2 fees $ 12,828,257 $ 8,680,426 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 2012. 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 prior years, payments for the Central Service Cost Allocation from non-General Funded operations were recorded as fund transfers. Beginning in FY 2012, they will be recorded as contra-expenditures to be consistent with financial reporting. There is an on-going transfer from the General Fund to the Detention Fund for the statutorily required Maintenance of Effort payment. In addition, in FY 2012 there are transfers from the General Fund to the Detention and Inmate Services Funds, totaling over $25 million to repay prior years’ mis-charged payroll costs. The General and Detention Funds also provide one-time transfers to the Capital Projects funds to fund the County’s pay-as-you-go capital program. 114 Maricopa County Annual Business Strategies FY 2012 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 2012: 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. 115 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Emergency Management Fund (215) The Emergency Management Fund (215) receives grant and fee revenue; therefore, similar to grant funds a negative fund balance is the result of revenues received after days after the close of the fiscal year. Solid Waste Management Fund (580) The Solid Waste Management Fund is expected to have a negative ending fund balance at the conclusion of FY 2012. This is due to the diminishment of funds from the sale of property at the Northwest Regional Landfill for the use of operations as planned. Increased regulations and testing on closed landfills has required more expenditures than originally planned when the property was sold to fund future operations. A subsidy from the General Fund has been set aside to assist in covering expenditures in the event a new source of revenue is not approved. Risk Management Fund (676) The negative ending fund balance for the County Manager Risk Management Fund (676) is due to the transfer of a multi-year liability from the Risk Management Fund (675). Funding is not provided in FY 2012 sufficient to meet this liability, but rather to cover a significant portion of the near-term liability of the pool of claims covered by this fund. This funding plan is consistent with Risk Management’s approach to liability coverage for all other claim types. The negative ending fund balance reflects the carry forward amount of the liability for future years 116 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund FUND GENERAL BEG. SPENDABLE BALANCE ENDING SPENDABLE FUND BALANCE: TOTAL SOURCES TOTAL USES RESTRICTED $ 384,405,703 $ 1,058,467,146 $ 1,283,872,849 $ 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 ECONOMIC DEVELOOPMENT 212 SHERIFF RICO 213 COUNTY ATTORNEY RICO 214 SHERIFF JAIL ENHANCEMENT 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 JUSTICE COURTS PHOTO ENFORCEMEN 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 TRIAL COURTS SPECIAL REVENUE 261 LAW LIBRARY FEES 262 PUBLIC DEFENDER FILL THE GAP 263 LEGAL DEFENDER FILL THE GAP 264 SUPERIOR COURT FILL THE GAP 265 PUBLIC HEALTH FEES 266 CHECK ENFORCEMENT PROGRAM 267 CRIM JUSTICE ENHANCEMENT 268 VICTIM COMP AND ASSISTANCE 269 VICTIM COMP RESTITUTION INT 270 CHILD SUPPORT ENHANCEMENT 271 EXPEDITED CHILD SUPPORT 273 VICTIM LOCATION 274 CLERK OF THE COURT EDMS 275 JUVENILE PROBATION DIVERSION 276 SPOUSAL MAINT ENF ENHANCEMENT 281 CHILDRENS ISSUES EDUCATION 282 DOM REL MEDIATION EDUCATION 290 WASTE TIRE 504 AIR QUALITY FEES 506 ENVIRONMTL SVCS ENV HEALTH 572 ANIMAL CONTROL LICENSE/SHELTER 574 ANIMAL CONTROL FIELD OPERATION 2,225,040 $ 12,870,619 $ 13,177,506 $ 109,220 26,300 26,300 1,092,886 936,813 1,936,813 1,544,464 1,584,000 2,309,000 596,176 501,208 562,854 1,582,748 1,670,600 1,970,600 218,306 432,845 617,305 413,846 70,820 484,410 2,000,000 2,000,000 4,556,914 4,000,000 6,000,000 2,043,344 1,560,000 3,560,000 (21,070) 1,030,081 1,030,081 139,257 2,633,772 2,633,772 1,715,281 1,653,756 1,653,756 370,075 1,792,043 1,792,043 292,331 172,050 330,591 1,971,122 8,004,144 8,312,752 724,027 4,132,934 4,132,934 80,688 10,000 10,000 28,545,354 88,278,036 88,403,517 512,586 9,108 235 5,577,189 4,590,000 6,944,738 1,111,478 75,000 921,000 19,847 220,000 220,000 1,729,523 2,013,948 2,738,948 1,595,557 3,777,305 4,532,826 608,999 62,790 112,974 156,659 6,472,572 6,472,572 8,773,511 25,542,993 33,799,768 100,073 80,500 80,500 47,948,108 321,025,472 368,973,580 348,759 464,531 564,531 412,617 1,390,000 1,702,500 558,201 5,797,540 6,029,540 1,642,410 1,425,000 1,425,000 1,345,852 1,337,366 2,678,475 2,090 59,000 59,000 631,350 3,022,724 3,122,724 5,098,857 4,403,833 4,578,163 115,606 346,000 346,000 199,549 1,056,900 1,056,900 1,024,837 100,000 100,000 778,036 40,000 40,000 91,000 45,900 591,914 408,157 585,000 897,500 150,291 8,000 75,000 3,031,293 3,598,000 3,758,000 777,213 306,633 306,633 127,559 115,921 115,921 416,392 115,007 115,007 263,197 190,682 390,682 1,548,293 4,757,203 4,757,203 1,816,856 10,847,720 11,591,040 7,279,150 18,842,756 21,114,591 4,716,924 9,361,383 9,358,200 1,332,896 3,514,381 3,547,031 117 COMMITTED UNASSIGNED - $ 159,000,000 $ 1,918,153 $ 109,220 92,886 819,464 534,530 1,282,748 33,846 256 2,556,914 43,344 139,257 1,715,281 370,075 133,790 724,027 80,688 28,419,873 521,459 3,222,451 265,478 19,847 1,004,523 840,036 558,815 156,659 516,736 100,073 248,759 100,117 326,201 1,642,410 4,743 2,090 531,350 4,924,527 115,606 199,549 1,024,837 778,036 637,014 95,657 83,291 2,871,293 777,213 127,559 416,392 63,197 1,548,293 1,073,536 4,720,107 1,300,246 - $ 1,662,514 5,007,315 - - (21,070) - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) BEG. ENDING SPENDABLE FUND BALANCE: TOTAL SPENDABLE FUND TOTAL USES RESTRICTED COMMITTED UNASSIGNED SOURCES BALANCE 580 SOLID WASTE MANAGEMENT 1,201,017 455,741 2,183,701 (526,943) 669 SMALL SCHOOL SERVICE 133,435 109,657 109,657 133,435 741 TAXPAYER INFORMATION 278,170 304,341 304,341 278,170 780 SCHOOL TRANSPORTATION 494,681 600,000 600,000 494,681 782 SCHOOL COMMUNICATION 40,398 128,763 128,763 40,398 795 COUNTY SCHOOL INDIRECT COST 1,763,679 858,631 1,614,559 1,007,751 988 PUBLIC WORKS FLOOD CONTROL 35,933,801 35,933,801 SUBTOTAL NON-GRANT FUNDS $ 154,863,218 $ 607,397,223 $ 684,391,738 $ 71,746,887 $ 6,669,829 $ (548,013) 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 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS 460 TECHNOLOGY CAP IMPROVEMENT 465 DETENTION TECH CAP IMPROVEMENT 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 (181,632) $ 4,439,380 $ 4,439,380 $ (338,498) 1,834,948 1,834,948 (280,955) 13,792,394 13,486,394 49,670 6,747,174 6,747,174 (294,662) 45,586,165 45,586,165 (27,169) 500,000 500,000 160,140 160,140 114,348 4,983,658 4,983,658 7,273 7,927 502,670 502,670 (151,702) 3,002,400 3,002,400 1,236,213 2,211,630 2,211,630 11,655,088 18,432,841 (687,225) 5,709,844 5,709,844 4,165 50,000 50,000 (106,492) 3,118,800 3,193,482 (246) 689,100 689,100 (2,700,828) 49,446,407 49,446,407 1,244,614 1,387,617 1,687,617 (5,497) 550,309 8,679,759 8,679,759 (1,560,387) $ 164,497,174 $ 171,343,609 $ - $ 25,045 49,670 114,348 7,273 7,927 1,236,213 4,165 944,614 550,309 2,939,564 $ - $ - $ (181,632) (338,498) (294,662) (27,169) (151,702) (6,777,753) (687,225) (181,174) (246) (2,700,828) (5,497) (11,346,386) $ 153,302,831 $ 771,894,397 $ 855,735,347 $ 74,686,451 $ 6,669,829 $ (11,894,399) $ 11,614,976 $ 11,614,976 $ 622,062 $ 212 622,274 $ - 53,099,852 $ 83,496,904 $ 115,550,123 $ 21,046,633 $ - $ 2,448,457 125,000 2,567,052 6,405 284,235,480 18,349,460 117,592,753 184,992,187 263,887,500 16,000,000 107,573,974 172,313,526 141,814,761 64,836,373 99,002,554 107,648,580 8,040,660 9,049,950 12,279,466 4,811,144 $ 753,526,710 $ 191,857,687 $ 454,565,922 $ 198,171,303 $ 292,647,172 $ - $ 6,808,346 $ 10,204 6,818,550 $ 17,423,129 $ 7,403,988 24,827,117 $ 11,994,437 $ 7,413,980 19,408,417 $ $ $ (99,813) $ 1,185,896 (3,700,096) 2,534,366 1,396,658 833,110 59,547 19,911,447 2,316,084 5,554,352 1,439,446 1,120,218 645,719 38,798,632 $ 1,201,113 17,985,367 29,754,654 2,187,205 5,514,104 4,997,323 11,358,884 1,711,120 1,384,936 297,718 142,859 118 38,798,632 $ 1,201,113 17,985,367 29,754,654 2,187,205 5,514,104 4,997,323 11,358,884 1,711,120 2,173,104 477,494 234,901 - $ 1,185,896 2,534,366 1,396,658 833,110 59,547 19,911,447 2,316,084 5,554,352 651,278 940,442 553,677 - $ - (99,813) (3,700,096) - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) ENDING SPENDABLE FUND BALANCE: BEG. TOTAL SPENDABLE FUND TOTAL USES RESTRICTED COMMITTED UNASSIGNED SOURCES BALANCE 614 BEHAVIORAL HEALTH 4,993,637 2,104,872 2,104,872 4,993,637 615 WELLNESS 2,404,192 1,613,048 3,693,698 323,542 616 CONTRACT ADMINISTRATION 631,480 278,924 381,852 528,552 617 MEDICAL INCENTIVE/PENALTIES 1,110,152 1,110,152 618 BENEFIT ADMINISTRATION 541,199 2,862,139 3,370,482 32,856 621 FLEX SPENDING HEALTH 612,021 2,804,131 2,804,131 612,021 622 FLEX SPENDING DEP CARE 232,648 989,885 989,885 232,648 623 VISION 291,716 1,327,632 1,327,632 291,716 625 FI PREPAID DENTAL 93,609 418,926 418,926 93,609 626 FI LIFE & AD&D 11,910 1,130,769 1,130,769 11,910 627 SUPPLEMENTAL LIFE 198,975 3,880,123 3,880,123 198,975 628 EMPLOYEE ASSISTANCE 853 206,332 206,332 853 629 SI DENTAL 4,918,090 3,573,945 3,573,945 4,918,090 630 DEPENDENT LIFE 3,102 506,927 506,927 3,102 631 VOLUNTARY BENEFITS 2,475 285,492 285,492 2,475 632 CIGNA FOR SENIORS 73,082 488,400 488,400 73,082 654 EQUIPMENT SERVICES 2,355,234 13,909,239 14,591,343 1,673,130 673 REPROGRAPHICS 61,994 806,795 804,333 64,456 675 RISK MANAGEMENT 40,536,483 16,231,190 43,912,696 12,854,977 676 COUNTY MANAGER RISK MANAGEMENT (22,839,243) 13,000,000 13,000,000 (9,839,243) 681 TELECOMMUNICATIONS 2,463,257 15,972,983 17,814,490 621,750 $ 71,893,800 $ 197,725,667 $ 231,680,229 $ 62,219,054 $ 2,359,336 $ (13,639,152) INTERNAL SERVICE ELIMINATIONS $ - $ (512,646,642) $ (512,646,642) $ - $ - $ ALL FUNDS $ 1,369,947,594 $ 1,732,125,372 $ 2,332,616,122 $ 346,691,784 $ 159,622,274 $ (25,533,551) Structural Balance The Budgeting for Results Policy Guidelines require the budget to be structurally balanced, meaning that recurring expenditures are fully supported by recurring revenues. This FY 2011 budget follows this key guideline in nearly all funds. However, the budgets for several funds are not structurally balanced, often for technical reasons. Following is an explanation by fund of each instance of structural deficit: Spur Cross Ranch Conservation (225) The Town of Cave Creek is unable to support the operations of the Spur Cross Park in FY 2012. The Town believes the building permit approval for a large retail establishment and the associated taxes will enable the Town to support the park at required levels beginning in FY 2013. The fund has sufficient fund balance to support the deficit in FY 2012. Solid Waste Management (580) The Solid Waste Management Fund of the Public Works Solid Waste Division is not structurally balanced by $1,873,700 in FY 2012. This is due to the combination of increased post-closure costs and the cost of operating the six transfer stations around the County. The fund is not expected to have an operating structured balance in the future without significant fee or other revenue sources. County Improvement Debt (320) and County Improvement Debt 2 (321) These two funds account for outstanding long-term debt that has been used to fund certain capital improvements. The debt issuances have a limited term, even though that term extends for many years. Annual debt service payments are partially supported by ongoing reimbursements from the Maricopa County Special Health Care District and by the Department of Animal Care and Control. The remainder is being supported by accumulated fund balance in the General Fund County Improvement Fund (445). 119 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Benefits Trust Funds (610,612,613,616) The structural imbalance in FY 2012 is due to the planned spend down of fund balance, which is higher than required. To reduce the fund balance to a more appropriate level, the FY 2012 budget includes a premium reduction of thirty-two percent, a reduction in the number of sick days employees are required to take prior to receiving Short-Term Disability benefits, an increase in the maximum payout of ShortTerm Disability benefits from $1,000 to $2,000 per pay period, and the use of fund balance for nonrecurring outside contract services. Risk Management (675) The Risk Management Fund is decreasing its cash balances but will still have sufficient resources to handle all administrative and claims requirements in the coming fiscal year. Charges to County departments will be adjusted as necessary in future years to cover the liabilities of this fund. 120 Maricopa County Annual Business Strategies FY 2012 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 212 SHERIFF RICO 213 COUNTY ATTORNEY RICO 214 SHERIFF JAIL ENHANCEMENT 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 263 LEGAL DEFENDER FILL THE GAP 264 SUPERIOR COURT FILL THE GAP 265 PUBLIC HEALTH FEES 266 CHECK ENFORCEMENT PROGRAM 267 CRIM JUSTICE ENHANCEMENT 268 VICTIM COMP AND ASSISTANCE 269 VICTIM COMP RESTITUTION INT 270 CHILD SUPPORT ENHANCEMENT 271 EXPEDITED CHILD SUPPORT SOURCES: USES: OPERATING OPERATING STRUCT. BALANCE $ 1,058,467,146 $ 1,058,467,146 $ $ 12,870,619 $ 26,300 936,813 1,584,000 501,208 1,670,600 432,845 2,000,000 4,000,000 1,560,000 929,156 2,633,772 1,653,756 1,792,043 172,050 7,874,883 4,132,934 10,000 88,278,036 9,108 4,590,000 75,000 220,000 2,013,948 3,777,305 62,790 6,472,572 10,799,768 80,500 309,887,527 464,531 1,390,000 5,797,540 1,425,000 1,076,687 59,000 3,022,724 4,403,833 346,000 1,056,900 100,000 40,000 91,000 585,000 12,870,619 $ 26,300 936,813 1,584,000 501,208 1,670,600 432,845 2,000,000 4,000,000 1,560,000 929,156 2,633,772 1,653,756 1,792,043 295,591 7,844,791 4,132,934 10,000 58,474,290 235 3,494,738 75,000 220,000 2,013,948 3,777,305 62,790 6,472,572 10,799,768 80,500 309,887,527 464,531 1,390,000 5,797,540 1,425,000 1,076,687 59,000 3,022,724 4,403,833 346,000 1,056,900 100,000 40,000 585,000 121 - (123,541) 30,092 29,803,746 8,873 1,095,262 91,000 - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) SOURCES: FUND 273 VICTIM LOCATION 274 CLERK OF THE COURT EDMS 275 JUVENILE PROBATION DIVERSION 276 SPOUSAL MAINT ENF ENHANCEMENT 281 CHILDRENS ISSUES EDUCATION 282 DOM REL MEDIATION EDUCATION 290 WASTE TIRE 504 AIR QUALITY FEES 506 ENVIRONMTL SVCS ENV HEALTH 572 ANIMAL CONTROL LICENSE SHELTER 574 ANIMAL CONTROL FIELD OPERATION 580 SOLID WASTE MANAGEMENT 669 SMALL SCHOOL SERVICE 741 TAXPAYER INFORMATION 780 SCHOOL TRANSPORTATION 782 SCHOOL COMMUNICATION 795 EDUCATIONAL SUPPLEMENTAL PROG 988 PUBLIC WORKS FLOOD CONTROL SUBTOTAL NON-GRANT FUNDS $ GRANT FUNDS 211 ADULT PROBATION GRANTS $ 216 CLERK OF THE COURT GRANTS 217 CDBG HOUSING TRUST 219 COUNTY ATTORNEY GRANTS 222 HUMAN SERVICES GRANTS 224 MEDICAL EXAMINER GRANT 227 JUVENILE PROBATION GRANTS 233 PUBLIC DEFENDER GRANTS 238 SUPERIOR COURT 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 715 SCHOOL GRANT SUBTOTAL GRANTS SPECIAL REVENUE $ DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT 321 COUNTY IMPROVEMENT DEBT 2 DEBT SERVICE CAPITAL PROJECTS 445 GENERAL FUND CTY IMPROV 460 TECHNOLOGY CAP IMPROVEMENT CAPITAL PROJECTS OPERATING 8,000 3,598,000 306,633 115,921 115,007 190,682 4,757,203 10,847,720 18,842,756 9,361,383 3,514,381 289,966 109,657 304,341 600,000 128,763 858,631 35,933,801 580,788,593 $ $ $ $ $ 122 USES: OPERATING STRUCT. BALANCE 8,000 3,598,000 306,633 115,921 115,007 190,682 4,757,203 10,847,720 18,842,756 9,358,200 3,183 3,431,031 83,350 1,993,701 (1,703,735) 109,657 304,341 600,000 128,763 858,631 35,933,801 551,492,363 $ 29,296,230 4,439,380 $ 1,834,948 13,486,394 6,747,174 45,586,165 160,140 4,983,658 502,670 3,002,400 2,211,630 11,361,800 5,709,844 50,000 3,118,800 689,100 49,446,407 1,387,617 8,679,759 163,397,886 744,186,479 $ 4,439,380 $ 1,834,948 13,486,394 6,747,174 45,586,165 160,140 4,983,658 502,670 3,002,400 2,211,630 11,361,800 5,709,844 50,000 3,118,800 689,100 49,446,407 1,387,617 8,679,759 163,397,886 714,890,249 $ 29,296,230 1,238,574 $ 1,140,559 2,379,133 $ 11,994,437 $ 7,413,980 19,408,417 $ (10,755,863) (6,273,421) (17,029,284) 5,756,205 $ 23,000,000 28,756,205 $ - $ - $ 5,756,205 23,000,000 28,756,205 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) FUND 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 611 60 PERCENT STD 612 50 PERCENT STD 613 40 PERCENT STD 614 BEHAVIORAL HEALTH 615 WELLNESS 616 CONTRACT ADMINISTRATION 618 BENEFIT ADMINISTRATION 621 FLEX SPENDING HEALTH 622 FLEX SPENDING DEP CARE 623 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: USES: OPERATING OPERATING $ STRUCT. BALANCE $ 38,798,632 $ 1,201,113 17,985,367 29,754,654 2,187,205 5,514,104 4,997,323 11,358,884 1,711,120 1,384,936 297,718 142,859 2,104,872 1,613,048 278,924 2,862,139 2,804,131 989,885 1,327,632 418,926 1,130,769 3,880,123 206,332 3,573,945 506,927 285,492 488,400 13,909,239 806,795 16,231,190 15,972,983 184,725,667 $ 38,798,632 $ 1,201,113 17,985,367 29,754,654 2,187,205 5,514,104 4,997,323 11,358,884 1,711,120 2,173,104 477,494 234,901 2,104,872 1,613,048 309,852 2,862,139 2,804,131 989,885 1,327,632 418,926 1,130,769 3,880,123 206,332 3,573,945 506,927 285,492 488,400 13,165,326 804,333 43,912,696 15,939,905 212,718,634 $ ELIMINATIONS $ (342,839,324) $ (342,839,324) $ - ALL FUNDS $ 1,675,675,306 $ 1,662,645,122 $ 13,030,184 123 (788,168) (179,776) (92,042) (30,928) 743,913 2,462 (27,681,506) 33,078 (27,992,967) Maricopa County Annual Business Strategies FY 2012 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 2012 Expenditure Limitation $ 1,143,320,086 FY 2012 Est. Expenditures Subject to Limitation $ 1,143,320,085 Expenditures (Over)/Under Limitation 124 $ 1 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class FY 2011 ADOPTED 110 100 201 211 255 240 100 204 237 245 270 100 227 228 229 255 275 800 100 JUDICIAL ADULT PROBATION GENERAL OPERATING ADULT PROBATION FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ADULT PROBATION GRANTS OPERATING DETENTION OPERATIONS OPERATING TOTAL DEPARTMENT JUSTICE COURTS GENERAL OPERATING JUSTICE CT JUDICIAL ENHANCEMNT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS JUST COURTS PHOTO ENFORCEMENT OPERATING ELEC DOCUMENT MGMNT SYSTEM ALL FUNCTIONS JUSTICE COURTS SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT JUVENILE PROBATION GENERAL OPERATING JUVENILE PROBATION GRANTS OPERATING JUVENILE PROBATION SPECIAL FEE OPERATING JUVENILE RESTITUTION OPERATING DETENTION OPERATIONS OPERATING JUV DETENTION TECH PROJECTS ALL FUNCTIONS JUVENILE PROBATION DIVERSION OPERATING TOTAL DEPARTMENT SUPERIOR COURT GENERAL OPERATING INTEGRATED COURT INFO REWRITE ALL FUNCTIONS FY 2011 REVISED FY 2012 ADOPTED (INC.)/DEC FROM REV. $ 58,479,190 $ 58,376,613 $ 54,654,939 $ $ $ 12,005,365 $ 283,427 12,288,792 $ 12,005,365 $ 283,427 12,288,792 $ 12,870,619 $ 306,887 13,177,506 $ $ 6,119,639 $ 6,747,670 $ 4,439,380 $ 2,308,290 $ $ - $ 76,887,621 $ - $ 77,413,075 $ 6,028,224 $ 78,300,049 $ (6,028,224) (886,974) $ 14,353,098 $ 14,353,098 $ 15,615,281 $ (1,262,183) $ 924,686 $ 856,815 1,781,501 $ 924,686 $ 856,815 1,781,501 $ 936,813 $ 1,000,000 1,936,813 $ (12,127) (143,185) (155,312) 2,251,936 $ 2,251,936 $ 2,251,936 $ 2,251,936 $ 75,000 $ 846,000 921,000 $ 2,176,936 (846,000) 1,330,936 $ $ 4,672,031 $ 1,034,584 5,706,615 $ 24,093,150 $ 4,672,031 $ 1,034,584 5,706,615 $ 24,093,150 $ 6,472,572 $ 6,472,572 $ 24,945,666 $ (1,800,541) 1,034,584 (765,957) (852,516) $ 16,124,198 $ 15,124,198 $ 16,756,982 $ (1,632,784) $ 5,296,477 $ 5,393,496 $ 4,983,658 $ 409,838 $ 4,204,187 $ 4,204,187 $ 4,132,934 $ 71,253 $ 25,000 $ 25,000 $ 10,000 $ 15,000 $ $ 33,206,895 $ 33,206,895 $ 33,206,895 $ 33,206,895 $ 31,542,830 $ 1,484,321 33,027,151 $ 1,664,065 (1,484,321) 179,744 $ $ 386,633 $ 59,243,390 $ 386,633 $ 58,340,409 $ 306,633 $ 59,217,358 $ 80,000 (876,949) $ 71,111,106 $ - 72,298,636 $ - 73,456,676 $ 3,100,000 (1,158,040) (3,100,000) $ 71,111,106 $ 72,298,636 $ 76,556,676 $ (4,258,040) $ $ $ $ 125 3,721,674 (865,254) (23,460) (888,714) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 208 238 256 257 259 261 264 271 276 281 282 JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT INTEGRATED COURT INFO REWRITE ALL FUNCTIONS SUPERIOR COURT GRANTS OPERATING PROBATE FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CONCILIATION COURT FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SUPERIOR COURT SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT JURY SYSTEM REWRITE ALL FUNCTIONS LAW LIBRARY OPERATING SUPERIOR COURT FILL THE GAP OPERATING INTEGRATED COURT INFO REWRITE ALL FUNCTIONS EXPEDITED CHILD SUPPORT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SPOUSAL MAINT ENF ENHANCEMENT OPERATING CHILDRENS ISSUES EDUCATION OPERATING DOM REL MEDIATION EDUCATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT 010 100 020 100 030 100 040 100 050 100 $ $ 570,600 570,600 $ $ FY 2012 ADOPTED $ $ 570,600 400,000 970,600 2,145,648 $ 464,531 100,000 564,531 $ 1,390,000 1,390,000 $ $ $ 6,477,000 175,000 384,000 7,036,000 $ $ (INC.)/DEC FROM REV. $ $ 570,600 300,000 870,600 $ 400,000 (300,000) 100,000 2,324,480 $ 3,002,400 $ (677,920) 464,531 213,000 677,531 $ 464,531 100,000 564,531 $ 113,000 113,000 1,390,000 200,000 1,590,000 $ 1,390,000 312,500 1,702,500 $ $ $ 5,797,540 232,000 6,029,540 $ $ 6,477,000 1,400,000 384,000 8,261,000 $ 679,460 1,400,000 152,000 2,231,460 1,425,000 $ 1,425,000 $ 1,425,000 $ - 2,329,600 2,329,600 $ 3,022,724 3,022,724 $ 3,022,724 100,000 3,122,724 $ $ $ 585,000 312,500 897,500 $ $ 585,000 535,479 1,120,479 $ $ 585,000 335,479 920,479 $ 222,979 222,979 $ 115,921 $ 115,921 $ 115,921 $ - $ 115,007 $ 115,007 $ 115,007 $ - $ $ $ $ 190,682 200,000 390,682 94,793,081 $ $ $ 190,682 190,682 92,112,060 $ $ $ 190,682 190,682 87,914,574 $ $ (200,000) (200,000) (2,681,021) $ 248,138,735 $ 251,958,694 $ 257,256,154 $ (5,297,460) ELECTED BOARD OF SUPERVISORS DIST 1 GENERAL OPERATING $ 346,428 $ 346,428 $ 355,672 $ (9,244) BOARD OF SUPERVISORS DIST 2 GENERAL OPERATING $ 346,428 $ 346,428 $ 355,672 $ (9,244) BOARD OF SUPERVISORS DIST 3 GENERAL OPERATING $ 346,428 $ 346,428 $ 355,672 $ (9,244) BOARD OF SUPERVISORS DIST 4 GENERAL OPERATING $ 346,428 $ 346,428 $ 355,672 $ (9,244) BOARD OF SUPERVISORS DIST 5 GENERAL OPERATING $ 346,428 $ 346,428 $ 355,672 $ (9,244) TOTAL JUDICIAL $ FY 2011 REVISED $ $ $ $ $ $ 126 $ $ $ $ $ $ $ $ $ (112,500) (112,500) (100,000) (100,000) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 120 100 140 100 160 100 205 208 216 218 270 273 274 190 100 213 219 220 221 266 ASSESSOR GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT CALL CENTER GENERAL OPERATING CLERK OF THE SUPERIOR COURT GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS COURT DOCUMENT RETRIEVAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CLERK OF THE COURT GRANTS OPERATING CLERK OF COURT FILL THE GAP OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CHILD SUPPORT ENHANCEMENT NON RECURRING NON PROJECT VICTIM LOCATION NON RECURRING NON PROJECT CLERK OF THE COURT EDMS OPERATING NON RECURRING NON PROJECT JUVENILE ELEC COURT RECORD ALL FUNCTIONS TOTAL DEPARTMENT COUNTY ATTORNEY GENERAL OPERATING COUNTY ATTORNEY RICO OPERATING MCAO CASE MANAGEMENT SYSTEM ALL FUNCTIONS COUNTY ATTORNEY GRANTS OPERATING DIVERSION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS COUNTY ATTORNEY FILL THE GAP OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CHECK ENFORCEMENT PROGRAM OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS $ FY 2011 REVISED FY 2012 ADOPTED (INC.)/DEC FROM REV. $ 22,792,643 $ 325,000 23,117,643 $ 22,792,643 $ 561,139 23,353,782 $ 22,658,796 $ 669,183 23,327,979 $ 133,847 (108,044) 25,803 $ 1,363,590 $ 1,363,590 $ 1,573,565 $ (209,975) $ 30,185,299 $ 30,185,299 $ 30,185,299 $ 30,185,299 $ 30,516,351 $ 45,000 30,561,351 $ (331,052) (45,000) (376,052) 1,469,100 $ 220,000 1,689,100 $ 1,469,100 $ 220,000 1,689,100 $ 1,584,000 $ 725,000 2,309,000 $ (114,900) (505,000) (619,900) $ 1,100,000 $ 279,000 1,379,000 $ 1,100,000 $ 279,000 1,379,000 $ 1,100,000 $ 1,100,000 $ 279,000 279,000 $ 1,350,280 $ 1,834,946 $ 1,834,948 $ $ $ 2,408,495 $ 25,000 2,433,495 $ 2,633,772 $ 25,000 2,658,772 $ 2,633,772 $ 2,633,772 $ 25,000 25,000 $ 75,000 $ 75,000 $ 45,900 $ 29,100 $ 75,000 $ 75,000 $ 75,000 $ - $ $ $ 3,598,000 $ 1,330,000 4,928,000 $ 42,115,174 $ 3,598,000 $ 1,330,000 4,928,000 $ 42,825,117 $ 3,598,000 $ 160,000 3,758,000 $ 42,317,971 $ 1,330,000 (160,000) 1,170,000 507,146 $ 56,599,487 $ 56,814,153 $ 60,070,204 $ (3,256,051) $ $ 2,000,000 $ 2,000,000 $ 4,000,000 $ 4,000,000 $ 4,000,000 $ 2,000,000 6,000,000 $ (2,000,000) (2,000,000) $ 7,792,090 $ 7,792,090 $ 6,747,174 $ 1,044,916 $ 1,608,810 $ 1,000,000 2,608,810 $ 1,608,810 $ 1,000,000 2,608,810 $ 1,653,756 $ 1,653,756 $ (44,946) 1,000,000 955,054 1,400,000 $ 1,400,000 $ 1,788,869 $ 33,885 1,822,754 $ 1,792,043 $ 1,792,043 $ (3,174) 33,885 30,711 346,000 $ 346,000 $ 346,000 $ 75,000 421,000 $ 346,000 $ 346,000 $ $ $ $ $ $ $ $ $ $ 127 (2) 75,000 75,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 267 268 269 210 100 248 250 100 280 100 360 100 236 370 100 669 715 780 782 795 CRIM JUSTICE ENHANCEMENT OPERATING VICTIM COMP AND ASSISTANCE OPERATING VICTIM COMP RESTITUTION INT OPERATING TOTAL DEPARTMENT ELECTIONS GENERAL OPERATING ELECTIONS GRANT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT (INC.)/DEC FROM REV. 1,449,400 $ 1,449,400 $ 1,056,900 $ 392,500 $ 100,000 $ 100,000 $ 100,000 $ - $ $ 40,000 $ 72,335,787 $ 40,000 $ 75,048,207 $ 40,000 $ 77,806,077 $ (2,757,870) $ 20,300,000 $ 20,300,000 $ 14,368,149 $ 5,931,851 $ - $ 2,782,320 2,782,320 $ 23,082,320 $ - $ 2,782,320 2,782,320 $ 23,082,320 $ 2,211,630 $ 2,211,630 $ 16,579,779 $ (2,211,630) 2,782,320 570,690 6,502,541 2,429,547 $ 272,790 2,702,337 $ 2,429,547 $ 295,328 2,724,875 $ 2,490,609 $ 177,876 2,668,485 $ (61,062) 117,452 56,390 $ 3,383,769 $ 226,455 3,610,224 $ 5,540,786 $ 1,638,961 7,179,747 $ 8,384,465 $ 1,518,618 9,903,083 $ (2,843,679) 120,343 (2,723,336) $ 2,095,117 $ 2,095,117 $ 2,251,263 $ (156,146) $ 3,498,813 $ 1,050,000 4,548,813 $ 6,643,930 $ 3,498,813 $ 1,050,000 4,548,813 $ 6,643,930 $ 3,494,738 $ 3,450,000 6,944,738 $ 9,196,001 $ 4,075 (2,400,000) (2,395,925) (2,552,071) 2,046,590 $ 251,791 2,298,381 $ 2,046,590 $ 251,791 2,298,381 $ 2,087,883 $ 2,087,883 $ (41,293) 251,791 210,498 $ 104,204 $ 53,000 157,204 $ 104,204 $ 53,000 157,204 $ 109,657 $ 109,657 $ (5,453) 53,000 47,547 $ 2,238,480 $ 5,391,435 $ 8,679,759 $ (3,288,324) $ 600,000 $ 600,000 $ 600,000 $ $ 102,240 $ 102,240 $ 128,763 $ (26,523) $ 920,335 $ 572,335 1,492,670 $ 6,888,975 $ 920,335 $ 572,335 1,492,670 $ 10,041,930 $ 858,631 $ 755,928 1,614,559 $ 13,220,621 $ 61,704 (183,593) (121,889) (3,178,691) $ $ $ COUNTY ATTORNEY CIVIL GENERAL OPERATING NON RECURRING NON PROJECT 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 SCHOOL TRANSPORTATION OPERATING SCHOOL COMMUNICATION OPERATING EDUCATIONAL SUPPLEMENTAL PROG OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FY 2012 ADOPTED $ CONSTABLES GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT RECORDER GENERAL OPERATING RECORDERS SURCHARGE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FY 2011 REVISED $ $ $ $ $ $ $ $ 128 - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 430 100 741 500 100 203 212 214 251 252 254 255 TREASURER GENERAL OPERATING TAXPAYER INFORMATION OPERATING TOTAL DEPARTMENT SHERIFF GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SHERIFF DONATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SHERIFF RICO OPERATING SHERIFF JAIL ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SHERIFF GRANTS OPERATING INMATE SERVICES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS INMATE HEALTH SERVICES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS OPERATING JMS MIGRATION ALL FUNCTIONS TOTAL DEPARTMENT TOTAL ELECTED 060 100 150 100 207 215 APPOINTED CLERK OF THE BOARD GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT EMERGENCY MANAGEMENT GENERAL OPERATING PALO VERDE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS EMERGENCY MANAGEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FY 2011 REVISED FY 2012 ADOPTED (INC.)/DEC FROM REV. $ 3,865,769 $ 3,865,769 $ 4,267,568 $ (401,799) $ $ 304,341 $ 4,170,110 $ 304,341 $ 4,170,110 $ 304,341 $ 4,571,909 $ (401,799) $ 61,380,923 $ 61,380,923 $ 61,380,923 $ 61,380,923 $ 74,452,020 $ 74,452,020 $ (13,071,097) (13,071,097) $ 26,300 $ 26,300 $ 26,300 $ 20,000 46,300 $ 26,300 $ 26,300 $ 20,000 20,000 $ - $ 2,655,000 $ 2,000,000 $ 655,000 $ $ - $ - $ 2,205,000 $ 2,205,000 $ 1,560,000 $ 2,000,000 3,560,000 $ 645,000 (2,000,000) (1,355,000) $ 4,824,306 $ 8,542,329 $ 5,709,844 $ 2,832,485 $ 10,799,768 $ 10,799,768 $ 10,799,768 $ 9,262 10,809,030 $ 10,799,768 $ 23,000,000 33,799,768 $ (22,990,738) (22,990,738) 97,215 $ 600,000 697,215 $ 97,215 $ 600,000 697,215 $ 80,500 $ 80,500 $ $ $ 182,132,904 $ 500,000 182,632,904 $ 260,361,416 $ 182,132,904 $ 500,000 182,632,904 $ 268,968,701 $ 173,059,942 $ 173,059,942 $ 292,688,374 $ 9,072,962 500,000 9,572,962 (23,719,673) $ 448,123,646 $ 467,134,449 $ 495,632,204 $ (28,497,755) $ $ 660,693 $ 583,251 1,243,944 $ 920,094 $ 583,251 1,503,345 $ 1,209,399 $ 399,356 1,608,755 $ (289,305) 183,895 (105,410) $ 173,881 $ 173,881 $ 236,250 $ (62,369) $ 418,829 $ 418,829 $ 418,829 $ 418,829 $ 501,208 $ 61,646 562,854 $ (82,379) (61,646) (144,025) 1,030,081 $ 1,030,081 $ 1,622,791 $ 1,030,081 $ 195,697 1,225,778 $ 1,818,488 $ 929,156 $ 100,925 1,030,081 $ 1,829,185 $ 100,925 94,772 195,697 (10,697) $ $ $ $ $ $ $ $ $ $ 129 16,715 600,000 616,715 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 180 100 200 100 249 255 676 900 220 100 217 222 255 230 100 260 100 255 292 290 100 224 300 100 225 230 FINANCE GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT COUNTY MANAGER GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS NON DEPARTMENTAL GRANT NON RECURRING NON PROJECT DETENTION OPERATIONS OPERATING COUNTY MANAGER RISK MANAGEMENT NON RECURRING NON PROJECT ELIMINATIONS NON RECURRING NON PROJECT TOTAL DEPARTMENT $ FY 2011 REVISED 3,248,204 3,248,204 $ $ $ 2,682,434 2,448,928 5,131,362 $ FY 2012 ADOPTED 3,248,204 200,000 3,448,204 $ $ $ 2,802,434 2,427,228 5,229,662 652,180 $ $ 1,458,856 $ (INC.)/DEC FROM REV. 3,290,113 308,500 3,598,613 $ $ $ 2,818,608 15,066,101 17,884,709 $ (16,174) (12,638,873) (12,655,047) 3,668,150 $ 293,288 $ 3,374,862 $ 1,458,856 $ 1,282,863 $ 175,993 - $ - $ 13,000,000 $ (13,000,000) $ $ 7,242,398 $ $ 10,356,668 $ $ (13,000,000) $ 19,460,860 $ 13,000,000 (9,104,192) $ 2,063,610 $ 2,063,610 $ 2,260,912 $ $ 16,980,470 $ 16,980,470 $ 13,486,394 $ 3,494,076 $ $ $ $ $ (41,909) (108,500) (150,409) HUMAN SERVICES GENERAL OPERATING CDBG HOUSING TRUST OPERATING HUMAN SERVICES GRANTS OPERATING DETENTION OPERATIONS NON RECURRING NON PROJECT TOTAL DEPARTMENT $ 50,180,363 $ 56,564,367 $ 45,586,165 $ 10,978,202 $ $ 69,224,443 $ $ 75,608,447 $ $ 1,976,289 63,309,760 $ $ (1,976,289) 12,298,687 INTERNAL AUDIT GENERAL OPERATING $ 1,572,354 $ 1,572,354 $ 1,590,290 $ (17,936) $ 3,071,763 $ 3,071,763 $ 3,071,763 $ - $ $ $ 51,042,379 877,514 51,919,893 $ $ 51,042,379 10,581,845 61,624,224 $ $ 51,042,379 10,581,845 61,624,224 $ 9,704,331 9,704,331 $ $ 50,000 64,745,987 $ $ 50,000 64,745,987 $ $ 50,000 55,041,656 $ $ 9,704,331 $ 6,757,790 $ 6,757,790 $ 6,911,513 $ (153,723) $ $ 53,648 6,811,438 $ $ 382,220 7,140,010 $ $ 160,140 7,071,653 $ $ 222,080 68,357 $ 693,436 $ 693,436 $ 1,098,011 $ (404,575) $ 305,000 35,000 340,000 $ 305,000 35,000 340,000 $ 295,591 35,000 330,591 $ 4,820 4,820 $ 4,820 91,159 95,979 $ - $ CORRECTIONAL HEALTH GENERAL OPERATING DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CORRECTIONAL HEALTH GRANT OPERATING TOTAL DEPARTMENT MEDICAL EXAMINER GENERAL OPERATING MEDICAL EXAMINER GRANT OPERATING TOTAL DEPARTMENT PARKS AND RECREATION GENERAL OPERATING SPUR CROSS RANCH CONSERVATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PARKS AND RECREATION GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS $ $ $ 130 $ $ $ $ $ $ (197,302) 9,409 9,409 4,820 91,159 95,979 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 239 240 241 243 900 310 100 601 602 603 604 605 606 607 608 609 610 611 612 613 614 615 616 617 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 HUMAN RESOURCES 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 70 PERCENT STD OPERATING 60 PERCENT STD OPERATING 50 PERCENT STD OPERATING 40 PERCENT STD OPERATING BEHAVIORAL HEALTH OPERATING WELLNESS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CONTRACT ADMINISTRATION OPERATING MED INCENTIVE AND PENALTIES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS FY 2011 REVISED FY 2012 ADOPTED (INC.)/DEC FROM REV. $ 220,000 $ 260,000 $ 220,000 $ 40,000 $ 1,847,278 510,000 2,357,278 $ 1,847,278 739,753 2,587,031 $ 2,013,948 725,000 2,738,948 $ (166,670) 14,753 (151,917) 3,503,744 943,300 4,447,044 $ 3,503,744 978,735 4,482,479 $ 3,777,305 755,521 4,532,826 $ 108,000 141,389 249,389 $ 108,000 141,389 249,389 $ 62,790 50,184 112,974 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ (273,561) 223,214 (50,347) 45,210 91,205 136,415 $ $ (82,860) $ 8,229,107 $ (122,860) $ 8,585,454 $ (35,050) $ 8,998,300 $ (87,810) (412,846) $ 2,923,840 $ 2,923,840 $ 3,046,837 $ (122,997) $ $ $ - $ $ 38,769,529 525,000 39,294,529 $ $ 38,769,529 525,000 39,294,529 $ 38,769,529 525,000 39,294,529 $ 1,204,451 $ 1,204,451 $ - $ 1,204,451 $ 18,246,010 $ 18,246,010 $ - $ 18,246,010 $ 29,035,684 $ 29,035,684 $ - $ 29,035,684 $ 2,119,315 $ 2,119,315 $ - $ 2,119,315 $ 5,480,061 $ 5,480,061 $ - $ 5,480,061 $ 5,502,303 $ 5,502,303 $ - $ 5,502,303 $ 13,041,846 $ 13,041,846 $ - $ 13,041,846 $ 1,994,911 $ 1,994,911 $ - $ 1,994,911 $ 2,246,085 $ 2,246,085 $ - $ 2,246,085 $ 510,935 $ 510,935 $ - $ 510,935 $ 439,219 $ 439,219 $ - $ 439,219 $ 202,539 $ 202,539 $ - $ 202,539 $ 4,491,552 $ 4,491,552 $ - $ 4,491,552 $ $ $ - $ $ 810,960 285,000 1,095,960 $ $ 810,960 810,960 $ 810,960 285,000 1,095,960 $ 287,611 $ 287,611 $ - $ 287,611 $ 2,357,648 1,000,000 3,357,648 $ 2,357,648 1,000,000 3,357,648 $ - $ 2,357,648 1,000,000 3,357,648 $ 131 $ $ $ Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 618 621 622 623 624 625 626 627 628 629 630 631 632 652 320 100 330 100 340 100 390 100 532 601 602 603 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 HEALTH SELECT SI TRUST NON RECURRING NON PROJECT TOTAL DEPARTMENT $ $ 2,267,007 120,000 2,387,007 $ FY 2012 ADOPTED $ $ 2,267,007 120,000 2,387,007 2,261,183 $ $ 715,536 $ (INC.)/DEC FROM REV. $ $ - $ 2,267,007 120,000 2,387,007 2,261,183 $ - $ 2,261,183 $ 715,536 $ - $ 715,536 1,351,050 $ 1,351,050 $ - $ 1,351,050 $ 75,644 $ 75,644 $ - $ 75,644 $ 409,832 $ 409,832 $ - $ 409,832 $ 1,130,769 $ 1,130,769 $ - $ 1,130,769 $ 3,880,123 $ 3,880,123 $ - $ 3,880,123 $ 196,253 $ 196,253 $ - $ 196,253 $ 3,510,313 $ 3,510,313 $ - $ 3,510,313 $ 506,927 $ 506,927 $ - $ 506,927 $ 306,930 $ 306,930 $ - $ 306,930 $ 559,200 $ 559,200 $ - $ 559,200 $ $ 148,480,266 $ $ 1,380,292 150,145,558 $ $ 3,046,837 $ $ 1,380,292 147,098,721 SPECIAL LITIGATION GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT $ 1,944,953 51,000 1,995,953 $ 1,246,584 51,000 1,297,584 $ - $ 1,246,584 51,000 1,297,584 GENERAL COUNSEL GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT $ 5,835,533 44,400 5,879,933 $ 2,688,265 44,400 2,732,665 $ - $ PUBLIC FIDUCIARY GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT $ 2,459,102 2,459,102 $ 2,459,102 2,459,102 $ $ $ 3,026,709 73,311 3,100,020 242,044,524 $ (26,396,100) 215,648,424 $ 237,003,448 237,003,448 $ $ 242,044,524 $ (26,396,100) 215,648,424 $ $ 5,041,076 (26,396,100) (21,355,024) $ 6,651,736 $ 6,651,736 $ 6,921,762 $ (270,026) $ - $ - $ 38,798,632 $ (38,798,632) $ - $ - $ 1,201,113 $ (1,201,113) $ - $ - $ 17,985,367 $ (17,985,367) BUS STRATEGIES HLTH CARE PROG GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC HEALTH GRANTS OPERATING CMG HIGH OPTION OPERATING CMG LOW OPTION OPERATING OAP IN OPERATING $ FY 2011 REVISED $ $ $ $ 132 $ $ $ $ $ $ $ $ 2,688,265 44,400 2,732,665 (567,607) (73,311) (640,918) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 604 605 606 607 608 609 611 612 613 614 615 616 618 621 622 623 624 625 626 627 628 629 630 631 632 OAP HIGH OPTION OPERATING OAP LOW OPTION OPERATING CHOICE FUND H.S.A. OPERATING FI DENTAL PPO OPERATING COINSURANCE OPERATING CONSUMER CHOICE OPERATING 60 PERCENT STD OPERATING 50 PERCENT STD OPERATING 40 PERCENT STD OPERATING BEHAVIORAL HEALTH OPERATING WELLNESS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CONTRACT ADMINISTRATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS 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 2011 REVISED FY 2012 ADOPTED (INC.)/DEC FROM REV. $ - $ - $ 29,754,654 $ (29,754,654) $ - $ - $ 2,187,205 $ (2,187,205) $ - $ - $ 5,514,104 $ (5,514,104) $ - $ - $ 4,997,323 $ (4,997,323) $ - $ - $ 11,358,884 $ (11,358,884) $ - $ - $ 1,711,120 $ (1,711,120) $ - $ - $ 2,173,104 $ (2,173,104) $ - $ - $ 477,494 $ (477,494) $ - $ - $ 234,901 $ (234,901) $ - $ - $ 2,104,872 $ (2,104,872) $ - $ - $ - $ - $ 1,613,048 $ 2,080,650 3,693,698 $ (1,613,048) (2,080,650) (3,693,698) - $ - $ - $ - $ 309,852 $ 72,000 381,852 $ (309,852) (72,000) (381,852) $ - $ - $ - $ - $ 2,862,139 $ 508,343 3,370,482 $ (2,862,139) (508,343) (3,370,482) $ - $ - $ 2,804,131 $ (2,804,131) $ - $ - $ 989,885 $ (989,885) $ - $ - $ 1,327,632 $ (1,327,632) $ - $ - $ - $ - $ - $ - $ 418,926 $ (418,926) $ - $ - $ 1,130,769 $ (1,130,769) $ - $ - $ 3,880,123 $ (3,880,123) $ - $ - $ 206,332 $ (206,332) $ - $ - $ 3,573,945 $ (3,573,945) $ - $ - $ 506,927 $ (506,927) $ - $ - $ 285,492 $ (285,492) $ $ - $ 222,300,160 $ - $ 222,300,160 $ 488,400 $ 385,482,577 $ (488,400) (163,182,417) $ $ $ $ 133 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 410 100 681 440 100 226 235 460 100 470 100 210 249 255 320 321 ENTERPRISE TECHNOLOGY GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TELECOMMUNICATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT PLANNING AND DEVELOPMENT GENERAL OPERATING PLANNING AND DEVELOPMENT FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DEL WEBB OPERATING TOTAL DEPARTMENT RESEARCH AND REPORTING GENERAL OPERATING NON DEPARTMENTAL GENERAL OPERATING NON RECURRING NON PROJECT 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 ALL FUNCTIONS COUNTY IMPROVEMENT DEBT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS COUNTY IMPROVEMENT DEBT 2 OPERATING $ FY 2011 REVISED FY 2012 ADOPTED (INC.)/DEC FROM REV. 6,892,486 $ 289,000 7,181,486 $ 6,633,085 $ 289,000 6,922,085 $ 8,174,211 $ 275,000 8,449,211 $ (1,541,126) 14,000 (1,527,126) $ $ 15,972,983 $ 3,923,139 19,896,122 $ 27,077,608 $ 15,972,983 $ 3,923,139 19,896,122 $ 26,818,207 $ 15,939,905 $ 1,874,585 17,814,490 $ 26,263,701 $ 33,078 2,048,554 2,081,632 554,506 $ - $ - $ 1,015,855 $ (1,015,855) $ $ 7,799,774 $ 431,000 8,230,774 $ 7,928,472 $ 611,889 8,540,361 $ 7,844,791 $ 467,961 8,312,752 $ 83,681 143,928 227,609 $ $ 1,636 $ 8,232,410 $ 1,636 $ 8,541,997 $ 235 $ 9,328,842 $ 1,401 (786,845) $ 322,241 $ 322,241 $ 362,739 $ (40,498) $ $ 279,735,218 $ 314,514,777 594,249,995 $ 281,004,219 $ 310,618,665 591,622,884 $ 249,133,423 $ 196,809,478 445,942,901 $ $ 474,133 $ 474,133 $ 484,410 $ (10,277) $ 16,336,158 $ 7,690,000 24,026,158 $ 14,512,061 $ 3,077,662 17,589,723 $ 11,361,800 $ 6,777,753 18,139,553 $ 3,150,261 (3,700,091) (549,830) 17,326,108 $ 211,143,471 228,469,579 $ 17,326,108 $ 211,143,471 228,469,579 $ 19,812,524 $ 54,747,929 74,560,453 $ (2,486,416) 156,395,542 153,909,126 $ 9,762,550 $ 11,649 9,774,199 $ 10,214,300 $ 11,649 10,225,949 $ 11,994,437 $ 11,994,437 $ (1,780,137) 11,649 (1,768,488) $ 7,409,780 $ 7,409,780 $ 7,413,980 $ (4,200) $ $ $ $ $ $ 134 31,870,796 113,809,187 145,679,983 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 422 440 445 455 460 461 INTERGOVERNMENTAL CAP PROJ NON RECURRING NON PROJECT CAVE CREEK TRANSFER STATION APS ES ESCO IMPROVEMENTS VULTURE MOUNTAIN WHITE TANKS NATURE CTR ALL FUNCTIONS FINANCING SERIES 2007 NON RECURRING NON PROJECT GENERAL FUND CTY IMPROV NON RECURRING NON PROJECT CLERK OF SUP COURT REMODEL CHAMBERS SWING SPACE REMODEL APS ES ESCO IMPROVEMENTS FIRST AVE JAIL DEMO PLAZA DSGN FIFTH AVE REMEDIATION COURT TOWER MARICOPA REGIONAL TRAIL SYSTEM OLD COURTHOUSE REMODEL PROJECT RESERVE SHERIFF CRIME LAB RELOCATION SANTA FE DEPOT REMODEL SHERIFF HQ PROJECT SECURITY BUILDING SOUTHEAST FACILITY REMODEL VULTURE MOUNTAIN W COURT 2 3 4 FLOOR REMODEL ALL FUNCTIONS DETENTION CAPITAL PROJECTS NON RECURRING NON PROJECT ESTRELLA CHILLED WATER CONV APS ES ESCO IMPROVEMENTS 4TH AVE SOLAR WATER HEATING SYSTEM COURT TOWER LBJ SOLAR WATER HEATING SYSTEM PROJECT RESERVE SHERIFF HQ PROJECT MCSO TRANSPORTATION HUB TOWERS CHILLED WATER CONV ALL FUNCTIONS TECHNOLOGY CAP IMPROVEMENT CONTACT CENTER SYSTEM ENTERPRISE DATA CTNR CT COURT SECURITY INTEGRATION COUNTY TELEPHONE SYSTEM INTEGRATED WORKPLACE MGMT SYS RADIO SYSTEM SHERIFF 911 CENTER EQUIPMENT SHERIFF HQ PROJECT IT INFRA INFRASTRUCTURE REFRESH PH II ALL FUNCTIONS DETENTION TECH CAP IMPROVEMENT CORR HEALTH ZONE H INFRA CHS ELECTRONIC MEDICAL RECORD SYSTEM SHERIFF NICE VISION ALL FUNCTIONS TOTAL DEPARTMENT $ FY 2011 REVISED FY 2012 ADOPTED (INC.)/DEC FROM REV. $ - $ 17,683 50,000 165,000 232,683 $ - $ 83,798 90,585 50,000 165,000 389,383 $ 2,442,052 $ 125,000 2,567,052 $ $ 12,752 $ 12,752 $ - $ $ 11,701,867 $ 5,020,710 8,331,712 138,067,103 850,000 31,657,923 3,533,297 3,822,106 2,669,424 100,000 2,784,519 208,538,661 $ 11,701,867 $ 2,819,079 5,648,280 8,331,712 295,000 138,067,103 850,000 26,916,506 4,592,713 3,830,901 2,665,727 250,000 100,000 3,097,343 209,166,231 $ 22,438,376 $ 8,229,359 2,399,905 4,873,635 50,548,800 875,477 2,373,811 2,606,806 20,000,000 3,178,584 68,000 117,592,753 $ (10,736,509) (8,229,359) 419,174 774,645 8,331,712 295,000 87,518,303 (25,477) (2,373,811) 26,916,506 1,985,907 3,830,901 (20,000,000) 2,665,727 (2,928,584) 32,000 3,097,343 91,573,478 - $ 3,150,000 10,607,196 989,900 1,142,900 52,139,825 1,900,000 69,929,821 $ - $ 2,687,158 9,762,410 1,009,648 1,170,819 52,139,825 2,529,936 69,299,796 $ 5,700,000 $ 5,342,176 28,391,973 52,139,825 16,000,000 107,573,974 $ (5,700,000) 2,687,158 4,420,234 1,009,648 (28,391,973) 1,170,819 (52,139,825) (16,000,000) 52,139,825 2,529,936 (38,274,178) 2,102,550 $ 16,453,320 28,828,943 8,250,000 500,000 56,134,813 $ 2,102,550 $ 16,453,320 28,828,943 8,250,000 500,000 56,134,813 $ 1,726,088 $ 12,151,400 1,000,000 17,287,800 1,123,000 39,655,342 8,108,000 4,220,934 13,729,990 99,002,554 $ 376,462 (12,151,400) (1,000,000) (834,480) (1,123,000) (10,826,399) 142,000 (4,220,934) (13,229,990) (42,867,741) - $ 5,718,000 5,718,000 $ 1,204,970,574 $ - $ 5,718,000 5,718,000 $ 1,196,513,023 $ 3,349,950 $ 3,229,516 5,700,000 12,279,466 $ 897,551,533 $ (3,349,950) 2,488,484 (5,700,000) (6,561,466) 298,961,490 $ $ $ $ $ $ $ $ 135 (2,442,052) 83,798 90,585 (75,000) 165,000 (2,177,669) 12,752 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 490 100 520 100 209 233 262 540 100 209 263 550 100 209 560 100 570 100 233 730 100 673 MANAGEMENT AND BUDGET GENERAL OPERATING PUBLIC DEFENDER GENERAL OPERATING PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC DEFENDER GRANTS OPERATING PUBLIC DEFENDER FILL THE GAP OPERATING NON RECURRING NON PROJECT PDS CASE MANAGEMENT SYSTEM NON-RECURRING 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 TOTAL DEPARTMENT PUBLIC ADVOCATE GENERAL OPERATING PUBLIC DEFENDER GRANTS OPERATING TOTAL DEPARTMENT MATERIALS MANAGEMENT GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS REPROGRAPHICS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FY 2011 REVISED FY 2012 ADOPTED (INC.)/DEC FROM REV. $ 3,311,167 $ 3,311,167 $ 3,224,295 $ 86,872 $ 34,439,124 $ 34,244,787 $ 32,986,216 $ 1,258,571 $ $ $ 366,854 50,866 417,720 $ $ 366,854 71,280 438,134 $ $ 366,854 71,280 438,134 $ 20,414 20,414 $ 445,651 $ 445,651 $ 449,732 $ (4,081) $ $ $ $ $ 1,076,687 1,601,788 1,601,788 2,678,475 36,532,143 $ $ $ $ 955,476 528,225 528,225 1,483,701 36,612,273 $ $ $ $ 955,476 528,225 528,225 1,483,701 36,806,610 $ $ $ (121,211) 528,225 (1,601,788) (1,073,563) (1,194,774) 80,130 $ 10,483,641 $ 10,566,830 $ 10,268,731 $ 298,099 $ $ $ 52,155 84,082 136,237 $ $ 52,155 49,013 101,168 $ $ 52,155 49,013 101,168 $ (35,069) (35,069) $ $ 59,000 10,643,809 $ $ 59,000 10,726,998 $ $ 59,000 10,463,968 $ $ 263,030 $ 9,231,434 $ 9,272,332 $ 9,256,389 $ 15,943 $ 13,836 23,562 37,398 9,268,832 $ 13,836 23,562 37,398 9,309,730 $ 13,836 49,512 63,348 9,319,737 $ (25,950) (25,950) (10,007) $ $ 21,193,853 4,700,000 25,893,853 $ $ 20,922,775 4,380,269 25,303,044 $ $ 21,191,305 4,380,269 25,571,574 $ (271,078) (319,731) (590,809) $ 4,275,150 $ 4,613,930 $ 5,989,844 $ (1,375,914) $ $ 4,275,150 $ $ 60,210 4,674,140 $ $ 52,938 6,042,782 $ $ 7,272 (1,368,642) $ 1,952,701 68,760 2,021,461 $ 1,952,701 68,760 2,021,461 $ 1,997,969 101,934 2,099,903 $ (45,268) (33,174) (78,442) 806,795 806,795 2,828,256 $ 806,795 51,440 858,235 2,879,696 $ 804,333 804,333 2,904,236 $ $ $ $ $ $ $ $ 136 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,462 51,440 53,902 (24,540) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 740 654 750 675 790 100 572 573 574 850 100 503 504 860 100 265 532 880 100 EQUIPMENT SERVICES EQUIPMENT SERVICES OPERATING NON RECURRING NON PROJECT APS ES ESCO IMPROVEMENTS NON-RECURRING TOTAL DEPARTMENT RISK MANAGEMENT RISK MANAGEMENT OPERATING TOTAL DEPARTMENT ANIMAL CARE AND CONTROL GENERAL OPERATING ANIMAL CONTROL LICENSE SHELTER OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ANIMAL CONTROL GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ANIMAL CONTROL FIELD OPERATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT AIR QUALITY GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS AIR QUALITY GRANT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS AIR QUALITY FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT PUBLIC HEALTH GENERAL OPERATING PUBLIC HEALTH FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC HEALTH GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT ENVIRONMENTAL SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS $ FY 2011 REVISED $ $ 13,165,326 938,700 62,557 1,061,000 14,166,583 $ $ FY 2012 ADOPTED $ $ 13,165,326 938,700 182,152 4,510,459 14,286,178 37,144,391 37,144,391 $ $ $ 257,903 $ (INC.)/DEC FROM REV. $ $ 13,165,326 1,426,017 1,337,495 14,591,343 $ (487,317) 182,152 3,172,964 (305,165) 37,144,391 37,144,391 $ $ 43,912,696 43,912,696 $ $ (6,768,305) (6,768,305) $ 257,903 $ 257,903 $ - 9,965,290 205,433 10,170,723 $ 9,965,290 278,335 10,243,625 $ 9,358,200 9,358,200 $ 607,090 278,335 885,425 1,572,785 1,572,785 $ 1,572,785 1,572,785 $ 1,387,617 300,000 1,687,617 $ 3,295,702 225,000 3,520,702 15,522,113 $ 3,295,702 225,000 3,520,702 15,595,015 $ 3,431,031 116,000 3,547,031 14,850,751 $ - $ - $ 763,350 609,945 1,373,295 $ 4,107,047 4,107,047 $ 4,107,047 164,682 4,271,729 $ $ $ $ 12,812,844 753,462 13,566,306 17,838,035 $ $ $ 12,812,844 738,000 13,550,844 17,657,891 $ 10,787,840 $ $ 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 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 137 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 185,168 (300,000) (114,832) (135,329) 109,000 (26,329) 744,264 (763,350) (609,945) (1,373,295) 3,118,800 74,682 3,193,482 $ $ $ $ 10,847,720 743,320 11,591,040 16,157,817 10,787,840 $ 11,064,496 $ (276,656) 4,860,460 379,481 5,239,941 $ 4,403,833 174,330 4,578,163 $ 456,627 205,151 661,778 48,726,606 743,445 49,470,051 65,497,832 $ 42,524,645 42,524,645 58,167,304 $ 3,790,840 88,000 3,878,840 $ 4,112,343 213,906 4,326,249 $ $ $ $ $ $ $ $ $ $ $ $ $ 988,247 90,000 1,078,247 1,965,124 10,142 1,975,266 1,680,218 6,201,961 743,445 6,945,406 7,330,528 (321,503) (125,906) (447,409) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 505 506 910 100 223 ENVIRONMENTAL SERVICES GRANT OPERATING ENVIRONMTL SVCS ENV HEALTH OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT PUBLIC WORKS GENERAL OPERATING NORTH SCOTTSDALE AIRPARK BUILDING ASSESSMENT BLACK CANYON HIGHWAY AP BARTLETT LAKE STATION CENTRAL COURT BLDG CODE COMPLIANCE RESERVE DURANGO PARKING GARAGE DURANGO JUVE EAST COURT BLDG ENERGY MANAGEMENT ENVIRONMENTAL PROGRAM EQUIPMENT SVS JACKSON ST GARAGE PROGRAM FEES SECURITY BLDG BLDG SECURITY PROGRAM SOUTHEAST COMPLEX LIFE SAFETY PROGRAM THOMPSON PEAK TRANS BLDG WEST COURT BLDG OPERATING NON RECURRING NON PROJECT ASSESSOR ADMIN BLDG REMODEL COURTS AREA GENERAL CENTRAL COURT BLDG DATA CENTER GENERATOR DURANGO PARKING GARAGE EAST COURT INFR IMPROVEMENTS ENERGY MANAGEMENT STUDIES ENVIRONMENTAL PROJECTS GLENDALE REG DAY REPORTING OLD COURT HOUSE BLDG IMPRVMTS 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 NON-RECURRING ALL FUNCTIONS TRANSPORTATION GRANTS NON RECURRING NON PROJECT FY 2011 REVISED FY 2012 ADOPTED (INC.)/DEC FROM REV. $ 765,000 $ 765,000 $ 689,100 $ 75,900 $ 18,143,675 $ 4,117,687 22,261,362 $ 26,905,202 $ 18,143,675 $ 3,608,024 21,751,699 $ 26,395,539 $ 18,842,756 $ 2,271,835 21,114,591 $ 26,129,940 $ (699,081) 1,336,189 637,108 265,599 44,514,611 $ 44,514,611.00 $ 44,514,611 $ 44,514,611.00 $ 39,140,659 $ 20,249 250,000 37,336 84,445 1,000,000 200,000 1,301,692 34,002 284,714 400,000 100,000 212,764 510,000 500,000 1,891,691 200,000 340,050 250,000 129,762 831,201 47,718,565.00 $ 5,373,952 (20,249) (250,000) (37,336) (84,445) (1,000,000) (200,000) (1,301,692) (34,002) (284,714) (400,000) (100,000) (212,764) (510,000) (500,000) (1,891,691) (200,000) (340,050) (250,000) (129,762) (831,201) (3,203,954.00) $ $ (8,341,906) $ 307,377 3,450,000 450,000 488,232 400,000 100,000 85,000 327,660 600,000 200,000 400,000 400,000 100,000 1,081,259 416,000 597,378 1,061,000 $ 45,575,611 $ (7,981,906) $ 1,546,027 307,377 3,450,000 1,543,432 450,000 488,232 400,000 100,000 85,000 327,660 600,000 200,000 400,000 400,000 100,000 1,081,259 416,000 597,378 4,510,459 $ 49,025,070 $ 144,063 $ 1,193,432 1,337,495 $ 49,056,060 $ (8,125,969) 1,546,027 307,377 3,450,000 350,000 450,000 488,232 400,000 100,000 85,000 327,660 600,000 200,000 400,000 400,000 100,000 1,081,259 416,000 597,378 3,172,964 (30,990) $ 573,971 $ 573,971 $ 500,000 $ 73,971 $ $ $ $ $ 138 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 232 234 255 TRANSPORTATION OPERATIONS OPERATING NON RECURRING NON PROJECT 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 NON-RECURRING DETENTION OPERATIONS OPERATING BUILDING ASSESSMENT AVONDALE SUBSTATION CODE COMPLIANCE RESERVE DURANGO JAIL DURANGO JUVE ENERGY MANAGEMENT ENVIRONMENTAL PROGRAM ESTRELLA JAIL FOURTH AVE JAIL GILA BEND SUBSTATION LBJ COMPLEX PROGRAM FEES BLDG SECURITY PROGRAM SE SUBSTATION SOUTHEAST JUVE LIFE SAFETY PROGRAM SHERIFF TRAINING ACADEMY TOWERS JAIL 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 SE JUVENILE INFR IMPROVEMENTS GENERATOR SUPP SO DATA CTR SHERIFF PROPERTY & EVIDENCE SHERIFF TRAINING ACADEMY NON-RECURRING ALL FUNCTIONS $ $ $ $ $ $ $ $ $ 60,745,610 37,582,426 98,328,036 FY 2011 REVISED 58,474,290 29,929,227 88,403,517 (INC.)/DEC FROM REV. $ 60,745,610 $ 37,920,963 98,666,573 $ 33,505,000 $ 23,485,000 6,335,000 4,035,000 924,518 2,390,000 6,260,000 3,981,000 350,000 1,660,000 7,491,000 6,826,000 1,630,000 98,872,518 $ 20,105,000 $ 19,485,000 3,735,000 7,235,000 949,237 3,390,000 25,760,000 5,481,000 850,000 3,160,000 1,291,000 5,626,000 1,830,000 98,897,237 $ 48,550,000 $ 10,445,000 8,440,000 4,170,000 131,956 2,500,000 13,580,000 2,825,000 280,000 4,730,000 9,868,167 8,400,000 1,630,000 115,550,123 $ (28,445,000) 9,040,000 (4,705,000) 3,065,000 817,281 890,000 12,180,000 2,656,000 570,000 (1,570,000) (8,577,167) (2,774,000) 200,000 (16,652,886) 27,086,421 $ 27,086,421 $ 27,086,421 $ 27,086,421 $ 20,178,002 $ 200,000 26,000 200,000 1,422,308 209,773 250,000 100,000 365,000 612,190 31,805 1,461,544 400,000 200,000 374,720 505,671 250,000 10,913 320,839 27,118,765 $ 6,908,419 (200,000) (26,000) (200,000) (1,422,308) (209,773) (250,000) (100,000) (365,000) (612,190) (31,805) (1,461,544) (400,000) (200,000) (374,720) (505,671) (250,000) (10,913) (320,839) (32,344) (6,940,763) $ 277,085 300,981 1,535,066 250,000 100,000 674,495 2,261,602 400,000 150,000 500,000 377,730 400,000 536,742 50,000 41,149 57,041 971,128 $ 28,057,549 $ (6,940,763) $ 277,085 300,981 1,535,066 250,000 100,000 674,495 2,261,602 400,000 150,000 500,000 377,730 400,000 536,742 50,000 41,149 57,041 971,128 $ 28,057,549 $ - $ - $ 27,118,765 $ (6,940,763) 277,085 300,981 1,535,066 250,000 100,000 674,495 2,261,602 400,000 150,000 500,000 377,730 400,000 536,742 50,000 41,149 57,041 971,128 938,784 139 $ FY 2012 ADOPTED $ $ 2,271,320 7,991,736 10,263,056 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2011 ADOPTED 290 580 581 900 988 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 NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FY 2011 REVISED FY 2012 ADOPTED (INC.)/DEC FROM REV. $ 4,816,896 $ 4,816,896 $ 4,757,203 $ 59,693 $ $ 2,008,369 $ 5,716,000 7,724,369 $ 2,008,369 $ 5,734,198 7,742,567 $ 1,993,701 $ 190,000 2,183,701 $ 14,668 5,544,198 5,558,866 $ - $ 22,994 $ - $ 22,994 $ (36,798,426) $ (36,798,426) $ (28,411,419) $ (8,387,007) $ $ $ 35,509,839 $ 35,509,839 $ 282,660,363 $ 35,509,839 $ 44,300 35,554,139 $ 286,505,040 $ 35,933,801 $ 35,933,801 $ 295,091,751 $ (423,962) 44,300 (379,662) (8,586,711) TOTAL APPOINTED $ 2,326,917,682 $ 2,341,988,572 $ 2,050,927,937 $ 291,060,635 ELIMINATIONS $ (758,899,247) $ (760,096,161) $ (471,200,173) $ (288,895,988) TOTAL MARICOPA COUNTY $ 2,264,280,816 $ 2,300,985,554 $ 2,332,616,122 $ (31,630,568) 140 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/ Department FY 2009-10 ACTUAL ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ 74,015,446 22,317,673 53,046,896 78,332,128 SUBTOTAL $ 227,712,143 ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 346,131 020 - BOARD OF SUPERVISORS DIST 2 346,230 030 - BOARD OF SUPERVISORS DIST 3 338,457 040 - BOARD OF SUPERVISORS DIST 4 330,824 050 - BOARD OF SUPERVISORS DIST 5 329,356 120 - ASSESSOR 22,401,488 140 - CALL CENTER 1,354,847 160 - CLERK OF THE SUPERIOR COURT 36,207,135 190 - COUNTY ATTORNEY 71,561,884 210 - ELECTIONS 12,598,968 250 - CONSTABLES 2,303,667 280 - COUNTY ATTORNEY CIVIL 12,630,095 360 - RECORDER 5,055,948 370 - EDUCATION SERVICES 4,159,642 430 - TREASURER 3,195,113 500 - SHERIFF 265,351,511 SUBTOTAL $ 438,511,296 FY 2010-11 ADOPTED FY 2010-11 REVISED MARICOPA COUNTY FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % $ 76,887,621 24,093,150 59,243,390 87,914,574 $ 248,138,735 $ 77,413,075 $ 24,093,150 58,340,409 92,112,060 $ 251,958,694 $ 74,297,784 $ 21,256,793 54,405,551 87,594,149 237,554,277 $ 78,300,049 24,945,666 59,217,358 94,793,081 257,256,154 (886,974) (852,516) (876,949) (2,681,021) $ (5,297,460) -1.1% -3.5% -1.5% -2.9% -2.1% $ $ 346,428 346,428 341,896 343,102 344,725 23,019,941 1,363,590 38,130,321 69,044,998 18,443,323 2,617,047 12,000,078 5,767,415 7,671,042 3,943,565 255,688,045 439,411,944 355,672 $ (9,244) 355,672 (9,244) 355,672 (9,244) 355,672 (9,244) 355,672 (9,244) 23,327,979 25,803 1,573,565 (209,975) 42,317,971 507,146 77,806,077 (2,757,870) 16,579,779 6,502,541 2,668,485 56,390 9,903,083 1,306,913 9,196,001 (2,552,071) 13,220,621 (3,178,691) 4,571,909 (401,799) 292,688,374 (23,719,673) 495,632,204 $ (24,467,506) -2.7% -2.7% -2.7% -2.7% -2.7% 0.1% -15.4% 1.2% -3.7% 28.2% 2.1% 11.7% -38.4% -31.7% -9.6% -8.8% -5.2% 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 11,486,110 6,643,930 6,888,975 4,170,110 260,361,416 $ 455,999,532 346,428 346,428 346,428 346,428 346,428 23,353,782 1,363,590 42,825,117 75,048,207 23,082,320 2,724,875 11,209,996 6,643,930 10,041,930 4,170,110 268,968,701 $ 471,164,698 APPOINTED 060 - CLERK OF THE BOARD $ 675,997 $ 1,243,944 $ 1,503,345 150 - EMERGENCY MANAGEMENT 1,374,440 1,622,791 1,818,488 180 - FINANCE 3,310,343 3,248,204 3,448,204 200 - COUNTY MANAGER 15,424,475 7,242,398 10,356,668 220 - HUMAN SERVICES 58,120,593 69,224,443 66,643,647 230 - INTERNAL AUDIT 1,545,861 1,572,354 1,572,354 260 - CORRECTIONAL HEALTH 51,799,615 64,745,987 64,745,987 290 - MEDICAL EXAMINER 6,717,152 6,811,438 7,140,010 300 - PARKS AND RECREATION 6,715,603 8,229,107 8,585,454 310 - HUMAN RESOURCES 2,741,327 2,923,840 2,923,840 340 - PUBLIC FIDUCIARY 2,354,777 2,459,102 2,459,102 390 - BUS STRATEGIES HLTH CARE PROG 290,391,536 369,345,249 371,010,540 410 - ENTERPRISE TECHNOLOGY 27,882,409 27,077,608 27,468,207 440 - PLANNING AND DEVELOPMENT 8,016,423 8,232,410 8,556,409 460 - RESEARCH AND REPORTING 309,134 322,241 322,241 470 - NON DEPARTMENTAL 519,379,969 1,203,827,298 1,195,169,747 490 - MANAGEMENT AND BUDGET 2,542,590 2,965,780 2,965,781 35,632,195 35,437,856 520 - PUBLIC DEFENDER 34,227,339 540 - LEGAL DEFENDER 9,776,178 10,643,809 10,726,998 550 - LEGAL ADVOCATE 8,718,373 9,268,832 9,309,730 560 - CONTRACT COUNSEL 26,458,763 25,571,574 25,303,044 570 - PUBLIC ADVOCATE 5,346,306 5,449,565 5,848,557 730 - MATERIALS MANAGEMENT 2,757,819 2,828,256 2,919,696 740 - EQUIPMENT SERVICES 14,406,984 14,166,583 17,286,178 750 - RISK MANAGEMENT 51,957,989 37,144,391 37,144,391 790 - ANIMAL CARE AND CONTROL 13,466,786 15,522,113 15,595,015 850 - AIR QUALITY 17,954,631 17,657,891 17,847,729 860 - PUBLIC HEALTH 50,801,703 54,496,828 60,377,832 880 - ENVIRONMENTAL SERVICES 21,656,539 26,905,202 26,395,539 910 - PUBLIC WORKS 209,915,582 282,660,363 286,718,570 SUBTOTAL $1,466,747,236 $2,319,041,796 $2,327,601,159 ELIMINATIONS 980 - ELIMINATIONS COUNTY FY 2010-11 FORECAST $ $ -7.0% -0.6% -4.4% -87.9% 5.0% -1.1% 15.0% 1.0% -4.8% -4.2% -26.1% -3.9% 4.4% -9.0% -12.6% 24.9% -8.7% -3.1% 2.5% -0.1% -2.3% -3.3% 0.5% 15.6% -18.2% 4.8% 9.5% 3.7% 1.0% -2.9% 11.9% $ (433,435,168) $ (758,899,247) $ (763,823,797) $ (757,872,907) $ (471,200,173) $(292,623,624) SUBTOTAL $ (433,435,168) $ (758,899,247) $ (763,823,797) $ (757,872,907) $ (471,200,173) $(292,623,624) 38.3% 38.3% $2,264,280,816 $2,286,900,754 141 1,034,042 1,492,523 3,096,583 7,629,087 70,053,261 1,549,683 63,667,276 7,113,676 7,498,810 2,670,267 2,440,517 320,155,979 25,804,134 7,775,598 303,727 860,462,053 2,606,594 34,813,371 10,378,065 8,787,623 24,907,188 5,809,581 2,717,450 16,692,494 31,418,393 12,955,143 14,936,868 54,574,838 24,322,852 245,265,196 $ 1,872,932,872 $ (105,410) (10,697) (150,409) (9,104,192) 3,333,887 (17,936) 9,704,331 68,357 (412,846) (122,997) (640,918) (14,472,037) 1,204,506 (772,433) (40,498) 297,618,214 (258,514) (1,094,287) 263,030 (10,007) (590,809) (194,225) 15,460 2,694,835 (6,768,305) 744,264 1,689,912 2,210,528 265,599 (8,373,181) $ 276,673,222 $1,699,535,507 $ $ $ 1,792,026,186 $ 1,608,755 1,829,185 3,598,613 19,460,860 63,309,760 1,590,290 55,041,656 7,071,653 8,998,300 3,046,837 3,100,020 385,482,577 26,263,701 9,328,842 362,739 897,551,533 3,224,295 36,532,143 10,463,968 9,319,737 25,893,853 6,042,782 2,904,236 14,591,343 43,912,696 14,850,751 16,157,817 58,167,304 26,129,940 295,091,751 $ 2,050,927,937 $ $ $ 2,332,616,122 $ (45,715,368) -2.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Department (continued) FY 2009-10 ACTUAL GENERAL FUND JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2010-11 ADOPTED $ 56,850,885 $ 13,966,472 14,129,813 63,925,495 SUBTOTAL $ 148,872,665 $ ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 346,131 020 - BOARD OF SUPERVISORS DIST 2 346,230 030 - BOARD OF SUPERVISORS DIST 3 338,457 040 - BOARD OF SUPERVISORS DIST 4 330,824 050 - BOARD OF SUPERVISORS DIST 5 329,356 120 - ASSESSOR 22,401,488 140 - CALL CENTER 1,354,847 160 - CLERK OF THE SUPERIOR COURT 28,481,731 190 - COUNTY ATTORNEY 56,567,283 210 - ELECTIONS 12,039,025 250 - CONSTABLES 2,303,667 280 - COUNTY ATTORNEY CIVIL 12,630,095 360 - RECORDER 1,649,614 370 - EDUCATION SERVICES 2,312,960 430 - TREASURER 3,195,113 500 - SHERIFF 61,556,795 SUBTOTAL $ 206,183,616 $ $ FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 ADOPTED 58,479,190 $ 58,376,613 $ 56,965,406 $ 56,965,406 14,353,098 14,353,098 14,345,164 15,615,281 16,124,198 15,124,198 15,247,870 16,756,982 71,111,106 72,298,636 69,758,597 76,556,676 160,067,592 $ 160,152,545 $ 156,317,037 $ 163,583,878 $ 1,411,207 (1,262,183) (1,632,784) (4,258,040) (3,431,333) 2.4% -8.8% -10.8% -5.9% -2.1% -2.7% -2.7% -2.7% -2.7% -2.7% 0.1% -15.4% -1.2% -5.7% 29.2% 2.1% 11.7% -7.5% 9.2% -10.4% -21.3% -4.6% $ 346,428 346,428 346,428 346,428 346,428 23,353,782 1,363,590 30,185,299 56,814,153 20,300,000 2,724,875 11,209,996 2,095,117 2,298,381 3,865,769 61,380,923 $ 217,324,025 $ 346,428 $ 346,428 341,896 343,102 344,725 23,019,941 1,363,590 29,058,523 56,341,730 17,378,913 2,617,047 12,000,078 1,893,399 2,186,569 3,845,844 60,527,995 $ 211,956,208 $ 355,672 $ (9,244) 355,672 (9,244) 355,672 (9,244) 355,672 (9,244) 355,672 (9,244) 23,327,979 25,803 1,573,565 (209,975) 30,561,351 (376,052) 60,070,204 (3,256,051) 14,368,149 5,931,851 2,668,485 56,390 9,903,083 1,306,913 2,251,263 (156,146) 2,087,883 210,498 4,267,568 (401,799) 74,452,020 (13,071,097) 227,309,910 $ (9,985,885) $ 1,608,755 236,250 3,598,613 17,884,709 2,260,912 1,590,290 3,071,763 6,911,513 1,098,011 3,046,837 3,100,020 237,003,448 8,449,211 1,015,855 362,739 445,942,901 3,224,295 32,986,216 10,268,731 9,256,389 25,893,853 5,989,844 2,099,903 257,903 1,373,295 11,064,496 4,326,249 49,056,060 892,979,061 $ $ 1,243,944 173,881 3,248,204 5,131,362 2,063,610 1,572,354 3,071,763 6,757,790 693,436 2,923,840 2,459,102 217,137,087 7,181,486 322,241 593,106,719 2,965,780 33,264,709 10,483,641 9,231,434 25,571,574 5,449,565 2,021,461 257,903 10,787,840 3,878,840 45,575,611 996,575,177 1,503,345 173,881 3,448,204 5,229,662 2,063,610 1,572,354 3,071,763 6,757,790 693,436 2,923,840 2,459,102 217,137,086 6,922,085 322,241 590,479,608 2,965,781 33,070,370 10,566,830 9,272,332 25,303,044 5,788,347 2,021,461 257,903 10,787,840 3,878,840 49,025,070 $ 997,695,825 1,034,042 $ 157,557 3,096,583 2,960,714 2,063,610 1,549,683 3,069,826 6,755,174 616,006 2,670,267 2,440,517 181,179,694 6,842,117 303,727 468,768,853 2,606,594 33,043,265 10,283,112 8,772,763 24,907,188 5,777,305 1,869,271 257,903 10,411,015 4,049,838 41,720,421 $ 827,207,045 $ MARICOPA COUNTY $ 1,373,769,565 $1,375,172,395 $1,195,480,290 $1,018,058,369 $ 346,428 346,428 346,428 346,428 346,428 23,117,643 1,363,590 30,185,299 56,599,487 20,300,000 2,702,337 11,486,110 2,095,117 2,298,381 3,865,769 61,380,923 217,126,796 APPOINTED 060 - CLERK OF THE BOARD $ 675,997 150 - EMERGENCY MANAGEMENT 161,161 180 - FINANCE 3,310,343 200 - COUNTY MANAGER 2,212,162 220 - HUMAN SERVICES 2,049,089 230 - INTERNAL AUDIT 1,545,861 260 - CORRECTIONAL HEALTH 3,042,963 290 - MEDICAL EXAMINER 6,565,478 300 - PARKS AND RECREATION 694,574 310 - HUMAN RESOURCES 2,741,327 340 - PUBLIC FIDUCIARY 2,354,777 390 - BUS STRATEGIES HLTH CARE PROG 154,439,135 410 - ENTERPRISE TECHNOLOGY 6,793,787 440 - PLANNING AND DEVELOPMENT 460 - RESEARCH AND REPORTING 309,134 470 - NON DEPARTMENTAL 341,448,618 490 - MANAGEMENT AND BUDGET 2,542,590 520 - PUBLIC DEFENDER 32,443,910 540 - LEGAL DEFENDER 9,680,794 550 - LEGAL ADVOCATE 8,705,873 560 - CONTRACT COUNSEL 26,458,763 570 - PUBLIC ADVOCATE 5,346,306 730 - MATERIALS MANAGEMENT 1,855,593 790 - ANIMAL CARE AND CONTROL 257,902 850 - AIR QUALITY 860 - PUBLIC HEALTH 9,071,742 880 - ENVIRONMENTAL SERVICES 3,357,192 910 - PUBLIC WORKS 34,937,017 SUBTOTAL $ 663,002,088 $ REVISED VS ADOPTED VARIANCE % 142 $ (105,410) (62,369) (150,409) (12,655,047) (197,302) (17,936) (153,723) (404,575) (122,997) (640,918) (19,866,362) (1,527,126) (1,015,855) (40,498) 144,536,707 (258,514) 84,154 298,099 15,943 (590,809) (201,497) (78,442) (1,373,295) (276,656) (447,409) (30,990) $ 104,716,764 $ 1,283,872,849 $ 91,299,546 -7.0% -35.9% -4.4% -242.0% -9.6% -1.1% 0.0% -2.3% -58.3% -4.2% -26.1% -9.1% -22.1% N/A -12.6% 24.5% -8.7% 0.3% 2.8% 0.2% -2.3% -3.5% -3.9% 0.0% N/A -2.6% -11.5% -0.1% 10.5% 6.6% Maricopa County Annual Business Strategies FY 2012 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 2009-10 ACTUAL $ 17,164,561 8,351,201 38,917,083 14,406,633 SUBTOTAL $ 78,839,478 FY 2010-11 ADOPTED $ $ 18,408,431 9,740,052 43,119,192 16,803,468 88,071,143 FY 2010-11 REVISED $ $ FY 2010-11 FORECAST FY 2011-12 ADOPTED 19,036,462 $ 17,332,378 9,740,052 6,911,629 43,216,211 39,157,681 19,813,424 17,835,552 91,806,149 $ 81,237,240 $ $ REVISED VS ADOPTED VARIANCE % 23,645,110 $ 9,330,385 42,460,376 18,236,405 93,672,276 $ (4,608,648) 409,667 755,835 1,577,019 (1,866,127) -24.2% 4.2% 1.7% 8.0% -2.0% 883,198 498,181 570,690 (2,395,925) (3,389,189) (10,648,576) (14,481,621) 7.0% 2.7% 20.5% -52.7% -43.8% 0.0% -5.1% -5.7% 3.1% 69.3% 5.5% 15.7% 58.1% 1.0% -4.1% 2.8% 62.2% -49.8% -21.9% -69.4% 12.1% 4.9% 17.2% 5.0% 3.2% 9.5% 28.1% 17.1% ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 7,725,404 $ 11,929,875 $ 190 - COUNTY ATTORNEY 14,994,601 15,736,300 210 - ELECTIONS 559,943 2,782,320 360 - RECORDER 3,406,334 4,548,813 370 - EDUCATION SERVICES 1,846,682 4,590,594 430 - TREASURER 304,341 500 - SHERIFF 203,794,716 198,980,493 SUBTOTAL $ 232,327,680 $ 238,872,736 $ 12,639,818 18,234,054 2,782,320 4,548,813 7,743,549 304,341 207,587,778 253,840,673 9,071,798 $ 12,703,268 1,064,410 3,874,016 5,484,473 97,721 195,160,050 $ 227,455,736 $ 11,756,620 17,735,873 2,211,630 6,944,738 11,132,738 304,341 218,236,354 268,322,294 APPOINTED 150 - EMERGENCY MANAGEMENT $ 1,213,279 $ 200 - COUNTY MANAGER 13,212,313 220 - HUMAN SERVICES 56,071,504 260 - CORRECTIONAL HEALTH 48,756,652 290 - MEDICAL EXAMINER 151,674 300 - PARKS AND RECREATION 6,021,029 390 - BUS STRATEGIES HLTH CARE PROG 6,441,620 440 - PLANNING AND DEVELOPMENT 8,016,423 470 - NON DEPARTMENTAL 5,008,672 520 - PUBLIC DEFENDER 1,783,429 540 - LEGAL DEFENDER 95,384 550 - LEGAL ADVOCATE 12,500 570 - PUBLIC ADVOCATE 790 - ANIMAL CARE AND CONTROL 13,208,884 850 - AIR QUALITY 17,954,631 860 - PUBLIC HEALTH 41,729,961 880 - ENVIRONMENTAL SERVICES 18,299,347 910 - PUBLIC WORKS 151,768,685 SUBTOTAL $ 389,745,987 $ 1,644,607 5,127,006 64,580,037 61,674,224 382,220 8,014,878 6,651,736 8,556,409 246,333,435 2,367,486 160,168 37,398 60,210 15,337,112 17,847,729 49,589,992 22,516,699 175,594,689 686,476,035 $ 1,334,966 $ 4,668,373 67,989,651 60,597,450 358,502 6,965,664 6,280,672 7,775,598 198,950,660 1,770,106 94,953 14,860 32,276 12,697,240 14,936,868 44,163,823 20,273,014 167,493,404 $ 616,398,080 $ 1,592,935 1,576,151 61,048,848 51,969,893 160,140 7,935,339 6,921,762 8,312,987 93,184,416 3,545,927 195,237 63,348 52,938 14,592,848 14,784,522 47,102,808 21,803,691 158,896,987 493,740,777 $ 51,672 3,550,855 3,531,189 9,704,331 222,080 79,539 (270,026) 243,422 153,149,019 (1,178,441) (35,069) (25,950) 7,272 744,264 3,063,207 2,487,184 713,008 16,697,702 192,735,258 $ 1,032,122,857 $ 925,091,056 $ 855,735,347 $ 176,387,510 MARICOPA COUNTY DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL $ 700,913,145 FY 2009-10 ACTUAL 1,448,910 $ 2,111,036 67,160,833 61,674,224 53,648 7,618,531 6,651,736 8,232,410 252,969,870 2,367,486 160,168 37,398 15,264,210 17,657,891 43,708,988 23,026,362 175,010,660 685,154,361 $ $ 1,012,098,240 FY 2010-11 ADOPTED FY 2010-11 REVISED $ FY 2010-11 FORECAST FY 2011-12 ADOPTED $ $ $ REVISED VS ADOPTED VARIANCE % $ 19,589,670 $ 17,183,979 $ 17,635,729 $ 17,635,729 $ 19,408,417 SUBTOTAL $ 19,589,670 $ 17,183,979 $ 17,635,729 $ 17,635,729 $ 19,408,417 $ $ (1,772,688) (1,772,688) -10.1% -10.1% MARICOPA COUNTY $ 19,589,670 $ 17,183,979 $ 17,635,729 $ 17,635,729 $ 19,408,417 $ (1,772,688) -10.1% CAPITAL PROJECTS FY 2009-10 ACTUAL APPOINTED 470 - NON DEPARTMENTAL 910 - PUBLIC WORKS MARICOPA COUNTY FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST $ 153,333,009 55,792,140 SUBTOTAL $ 209,125,149 $ 340,566,730 98,872,518 $ 439,439,248 $ 340,720,975 98,897,237 $ 439,618,212 $ 175,106,811 72,849,798 $ 247,956,609 $ 339,015,799 $ 1,705,176 115,550,123 (16,652,886) $ 454,565,922 $ (14,947,710) 0.5% -16.8% -3.4% $ 209,125,149 $ 439,439,248 $ 439,618,212 $ 247,956,609 $ 454,565,922 $ (14,947,710) -3.4% 143 FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type/Department (continued) INTERNAL SERVICE FY 2009-10 ACTUAL FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 REQUEST FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % APPOINTED 200 - COUNTY MANAGER $ - $ - $ - $ - $ 10,242,309 $ 13,000,000 $ (13,000,000) 390 - BUS STRATEGIES HLTH CARE PROG 129,510,781 145,556,426 147,221,718 132,695,613 141,481,783 141,557,367 5,664,351 410 - ENTERPRISE TECHNOLOGY 21,088,622 19,896,122 20,546,122 18,962,017 15,972,982 17,814,490 2,731,632 730 - MATERIALS MANAGEMENT 902,226 806,795 898,235 848,179 806,795 804,333 93,902 740 - EQUIPMENT SERVICES 14,406,984 14,166,583 17,286,178 16,692,494 13,162,517 14,591,343 2,694,835 750 - RISK MANAGEMENT 51,957,989 37,144,391 37,144,391 31,418,393 43,925,457 43,912,696 (6,768,305) SUBTOTAL $ 217,866,602 $ 217,570,317 $ 223,096,644 $ 200,616,696 $ 225,591,843 $ 231,680,229 $ (8,583,585) MARICOPA COUNTY ELIMINATIONS $ 217,866,602 $ 217,570,317 $ 223,096,644 $ 200,616,696 $ 225,591,843 $ 231,680,229 FY 2009-10 ACTUAL FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 REQUEST FY 2011-12 ADOPTED $ (8,583,585) MARICOPA COUNTY -3.8% REVISED VS ADOPTED VARIANCE % APPOINTED 200 - COUNTY MANAGER $ - $ - $ - $ - $ - $ (13,000,000) $ 13,000,000 300 - PARKS AND RECREATION (82,860) (122,860) (82,860) (35,050) (35,050) (87,810) 910 - PUBLIC WORKS (32,582,260) (36,798,426) (36,798,426) (36,798,427) (38,279,878) (28,411,419) (8,387,007) SUBTOTAL $ (32,582,260) $ (36,881,286) $ (36,921,286) $ (36,881,287) $ (38,314,928) $ (41,446,469) $ 4,525,183 ELIMINATIONS 980 - ELIMINATIONS COUNTY N/A 3.8% 13.3% 10.5% 15.6% -18.2% -3.8% N/A 71.5% 22.8% -12.3% $ (433,435,168) $ (758,899,247) $ (763,823,797) $ (757,872,907) $ (351,116,586) $ (471,200,173) $ (292,623,624) SUBTOTAL $ (433,435,168) $ (758,899,247) $ (763,823,797) $ (757,872,907) $ (351,116,586) $ (471,200,173) $ (292,623,624) 38.3% 38.3% $ (466,017,428) $ (795,780,533) $ (800,745,083) $ (794,754,194) $ (389,431,514) $ (512,646,642) $ (288,098,441) 36.0% 144 Maricopa County Annual Business Strategies FY 2012 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 $ 54,654,939 $ 15,615,281 16,756,982 76,556,676 SUBTOTAL $ 163,583,878 $ DEBT SERVICE FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE SUBTOTAL ELIMINATIONS TOTAL 23,645,110 $ 9,330,385 42,460,376 18,236,405 93,672,276 $ - $ - $ - $ - $ - $ 78,300,049 $ 24,945,666 59,217,358 94,793,081 - $ 257,256,154 $ - $ 78,300,049 24,945,666 59,217,358 94,793,081 - $ 257,256,154 ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 355,672 $ - $ 020 - BOARD OF SUPERVISORS DIST 2 355,672 030 - BOARD OF SUPERVISORS DIST 3 355,672 040 - BOARD OF SUPERVISORS DIST 4 355,672 050 - BOARD OF SUPERVISORS DIST 5 355,672 120 - ASSESSOR 23,327,979 140 - CALL CENTER 1,573,565 160 - CLERK OF THE SUPERIOR COURT 30,561,351 11,756,620 190 - COUNTY ATTORNEY 60,070,204 17,735,873 210 - ELECTIONS 14,368,149 2,211,630 250 - CONSTABLES 2,668,485 280 - COUNTY ATTORNEY CIVIL 9,903,083 360 - RECORDER 2,251,263 6,944,738 370 - EDUCATION SERVICES 2,087,883 11,132,738 430 - TREASURER 4,267,568 304,341 500 - SHERIFF 74,452,020 218,236,354 SUBTOTAL $ 227,309,910 $ 268,322,294 $ - $ - $ - $ - $ - $ - - $ - $ 13,000,000 17,814,490 19,408,417 339,015,799 804,333 14,591,343 43,912,696 115,550,123 19,408,417 $ 454,565,922 $ 231,680,229 $ APPOINTED 060 - CLERK OF THE BOARD $ 1,608,755 $ - $ 150 - EMERGENCY MANAGEMENT 236,250 1,592,935 180 - FINANCE 3,598,613 200 - COUNTY MANAGER 17,884,709 1,576,151 220 - HUMAN SERVICES 2,260,912 61,048,848 230 - INTERNAL AUDIT 1,590,290 260 - CORRECTIONAL HEALTH 3,071,763 51,969,893 290 - MEDICAL EXAMINER 6,911,513 160,140 300 - PARKS AND RECREATION 1,098,011 7,935,339 340 - PUBLIC FIDUCIARY 3,100,020 410 - ENTERPRISE TECHNOLOGY 8,449,211 440 - PLANNING AND DEVELOPMENT 1,015,855 8,312,987 460 - RESEARCH AND REPORTING 362,739 470 - NON DEPARTMENTAL 445,942,901 93,184,416 490 - MANAGEMENT AND BUDGET 3,224,295 520 - PUBLIC DEFENDER 32,986,216 3,545,927 540 - LEGAL DEFENDER 10,268,731 195,237 550 - LEGAL ADVOCATE 9,256,389 63,348 560 - CONTRACT COUNSEL 25,893,853 730 - MATERIALS MANAGEMENT 2,099,903 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 257,903 14,592,848 850 - AIR QUALITY 1,373,295 14,784,522 860 - PUBLIC HEALTH 11,064,496 47,102,808 880 - ENVIRONMENTAL SERVICES 4,326,249 21,803,691 910 - PUBLIC WORKS 49,056,060 158,896,987 SUBTOTAL $ 892,979,061 $ 493,740,777 $ 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ - $ $ 1,283,872,849 - $ $ 855,735,347 $ - $ 19,408,417 145 - $ $ 454,565,922 355,672 $ 355,672 355,672 355,672 355,672 23,327,979 1,573,565 42,317,971 77,806,077 16,579,779 2,668,485 9,903,083 9,196,001 13,220,621 4,571,909 292,688,374 $ 495,632,204 $ 1,608,755 $ 1,829,185 3,598,613 32,460,860 63,309,760 1,590,290 55,041,656 7,071,653 9,033,350 3,100,020 26,263,701 9,328,842 362,739 897,551,533 3,224,295 36,532,143 10,463,968 9,319,737 25,893,853 2,904,236 14,591,343 43,912,696 14,850,751 16,157,817 58,167,304 26,129,940 323,503,170 $ 2,092,374,406 $ - $ $ 231,680,229 - $ 2,845,262,764 $ 355,672 355,672 355,672 355,672 355,672 23,327,979 1,573,565 42,317,971 77,806,077 16,579,779 2,668,485 9,903,083 9,196,001 13,220,621 4,571,909 292,688,374 $ 495,632,204 - $ 1,608,755 1,829,185 3,598,613 (13,000,000) 19,460,860 63,309,760 1,590,290 55,041,656 7,071,653 (35,050) 8,998,300 3,100,020 26,263,701 9,328,842 362,739 897,551,533 3,224,295 36,532,143 10,463,968 9,319,737 25,893,853 2,904,236 14,591,343 43,912,696 14,850,751 16,157,817 58,167,304 26,129,940 (28,411,419) 295,091,751 (41,446,469) $ 2,050,927,937 $ (471,200,173) $ (471,200,173) $ (512,646,642) $ 2,332,616,122 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type FY 2009-10 ACTUAL ALL FUNDS FY 2010-11 ADOPTED FY 2010-11 REVISED PERSONAL SERVICES 0701 - REGULAR PAY $ 608,515,782 $ 634,932,507 $ 0705 - TEMPORARY PAY 2,796,018 5,380,832 0710 - OVERTIME 7,716,496 7,493,149 0750 - FRINGE BENEFITS 209,328,795 235,459,128 0790 - OTHER PERSOAL SERVICES 10,117,904 10,027,677 (87,359,760) (101,401,468) 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN 86,294,070 96,913,544 SUBTOTAL $ 837,409,305 $ 888,805,369 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ FY 2010-11 FORECAST FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % 639,347,167 $ 5,497,804 7,592,521 237,077,954 12,378,954 (99,166,944) 93,541,476 896,268,932 $ 615,051,231 $ 3,786,751 6,351,389 229,366,976 10,490,568 (97,490,677) 95,218,440 862,774,678 $ 633,518,760 $ 3,402,005 6,063,184 244,217,895 11,399,392 (93,965,369) 93,731,337 898,367,204 $ 5,828,407 2,095,799 1,529,337 (7,139,941) 979,562 (5,201,575) (189,861) (2,098,272) 0.9% 38.1% 20.1% -3.0% 7.9% -5.2% -0.2% -0.2% 39,071,371 $ 6,887,120 8,273,654 14,730,695 (3,168,526) 3,093,850 68,888,164 $ (1,132,575) 387,953 (1,678,226) (5,478,680) (854,492) 918,934 (7,837,086) -3.0% 5.3% -25.4% -59.2% -21.2% 22.9% -12.8% 37,982,319 $ 6,485,721 6,577,587 4,870,027 (3,292,667) 3,123,005 55,745,992 $ 33,704,861 $ 7,183,182 6,256,026 7,934,473 (3,788,674) 3,722,552 55,012,420 $ 37,938,796 $ 7,275,073 6,595,428 9,252,015 (4,023,018) 4,012,784 61,051,078 $ 36,345,089 $ 6,522,215 8,907,517 4,988,404 (3,645,540) 3,516,728 56,634,413 $ SERVICES 0809 - DAMAGES PAID $ 1,440 $ 0810 - LEGAL SERVICES 51,386,666 0811 - HEALTH CARE SERVICES 46,448,614 0812 - OTHER SERVICES 169,971,084 0820 - RENT AND OPERATING LEASES 17,275,707 0825 - REPAIRS AND MAINTENANCE 62,040,969 0830 - INTERGOVERNMENTAL PAYMENTS 199,010,208 0839 - INTERNAL SERVICE CHARGES 1,518,887 0841 - TRAVEL 3,669,928 0842 - EDUCATION AND TRAINING 2,933,813 0843 - POSTAGE/FREIGHT/SHIPPING 5,175,695 0845 - SUPPORT AND CARE OF PERSONS 1,050,506 0850 - UTILITIES 30,556,012 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT (16,700,908) 0873 - SERVICES-ALLOCATION IN 16,304,256 SUBTOTAL $ 590,642,877 $ - $ 112,868,026 43,116,082 300,154,746 17,051,819 67,159,316 262,742,874 4,410,705 5,649,058 5,326,707 1,329,106 36,857,278 (24,060,023) 24,060,046 856,665,740 $ - $ 112,516,123 41,983,054 298,776,301 18,223,528 71,271,421 258,958,290 (27,375) 4,777,949 6,336,201 5,350,359 1,433,251 37,057,978 (24,994,262) 25,163,512 856,826,330 $ 1,250 $ 50,150,173 36,488,769 159,466,271 17,682,885 82,363,345 226,516,964 (4,376,761) 3,611,672 3,592,757 5,176,271 1,057,598 33,225,839 (22,673,712) 22,275,721 614,559,042 $ - $ 109,836,995 2,679,128 44,908,941 (2,925,887) 389,811,195 (91,034,894) 17,237,937 985,591 74,792,819 (3,521,398) 272,127,904 (13,169,614) 107,781 (135,156) 4,472,527 305,422 3,092,584 3,243,617 5,206,686 143,673 1,311,030 122,221 36,983,559 74,419 200 (200) (9,621,928) (15,372,334) 9,859,550 15,303,962 960,127,780 $ (103,301,450) N/A 2.4% -7.0% -30.5% 5.4% -4.9% -5.1% -493.7% 6.4% 51.2% 2.7% 8.5% 0.2% N/A -61.5% 60.8% -12.1% CAPITAL 0910 - LAND $ 2,348,574 $ 10,650,000 $ 0915 - BUILDINGS AND IMPROVEMENTS 99,053,893 271,948,865 0920 - CAPITAL EQUIPMENT 6,577,625 33,826,398 0930 - VEHICLES & CONSTRUCTION EQUIP 4,664,416 15,361,539 0940 - INFRASTRUCTURE 35,062,765 93,931,870 0950 - DEBT SERVICE 56,252,259 38,076,789 0955 - CAPITAL-ALLOCATION OUT (503,592) (1,034,062) 0956 - CAPITAL-ALLOCATION IN 503,598 1,035,888 SUBTOTAL $ 203,959,538 $ 463,797,287 $ 3,629,500 $ 276,080,465 36,361,176 15,577,873 103,144,298 37,975,901 (1,050,687) 1,035,888 472,754,414 $ 9,813,636 $ 139,045,449 15,118,725 14,649,334 46,672,220 32,709,729 (431,846) 480,806 258,058,053 $ 6,430,000 $ (2,800,500) 182,839,668 93,240,797 95,298,985 (58,937,809) 13,605,959 1,971,914 87,255,100 15,889,198 19,852,382 18,123,519 (1,044,657) (6,030) 995,537 40,351 405,232,974 $ 67,521,440 -77.2% 33.8% -162.1% 12.7% 15.4% 47.7% -0.6% 3.9% 14.3% ALL EXPENDITURES $1,687,757,712 $ 2,264,280,816 $ 2,286,900,754 $ (45,715,368) -2.0% TOTAL USES $ 1,699,535,507 $ 2,264,280,816 $ 2,286,900,754 $ 1,792,026,186 $ 2,332,616,122 $ (45,715,368) -2.0% 146 $ 1,792,026,186 $ 2,332,616,122 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2009-10 ACTUAL GENERAL FUND 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 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST 335,623,983 $ 348,762,595 $ 349,774,888 $ 2,067,710 3,951,597 3,884,454 2,005,138 2,907,207 2,867,207 112,937,425 126,168,269 126,356,703 4,349,111 3,948,531 5,173,177 (59,777,413) (65,310,267) (63,759,015) 9,271,772 11,601,047 10,518,601 406,477,726 $ 432,028,979 $ 434,816,015 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 9,401,204 $ 635,149 3,065,872 1,029,969 (1,477,191) 208,655 12,863,658 $ SERVICES 0809 - DAMAGES PAID $ 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT AND 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 $ 1,440 $ 44,460,340 2,322,185 36,234,913 7,417,113 24,223,458 172,392,647 19,229,321 1,588,582 1,792,845 4,261,572 458,203 8,333,153 (8,560,876) 7,279,711 321,434,607 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ (890) $ 3,339,921 1,952,337 32,611,918 (482,101) 24,185 37,445,370 $ 7,777,174 $ 930,680 3,119,842 3,104,645 (1,884,348) 211,380 13,259,373 $ 8,365,030 $ 930,680 3,102,044 3,390,974 (1,884,348) 211,380 14,115,760 $ - $ - $ 103,064,518 102,553,708 3,232,172 2,537,657 111,625,527 103,943,510 7,817,664 7,959,168 26,789,306 29,535,301 240,245,086 240,245,086 19,278,805 19,280,861 1,767,957 1,752,092 2,365,492 2,353,958 4,274,933 4,247,370 605,549 605,549 14,315,155 14,320,155 (10,999,556) (10,999,556) 10,166,335 10,166,335 534,548,943 $ 528,501,194 $ 25,000 $ 958,675 5,810,568 16,758,099 (864,000) 121,755 22,810,097 $ 3,895,341 $ 983,675 5,704,596 16,619,923 (864,000) 121,755 26,461,290 $ FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % 342,566,641 $ 351,248,572 $ (1,473,684) 3,055,555 2,448,113 1,436,341 2,468,340 2,303,168 564,039 126,123,281 133,863,387 (7,506,684) 4,746,965 5,751,995 (578,818) (64,004,557) (63,200,482) (558,533) 11,757,472 11,783,611 (1,265,010) 426,713,697 $ 444,198,364 $ (9,382,349) 8,591,851 $ 725,550 3,270,704 1,527,358 (1,825,704) (144,213) 12,145,546 $ -0.4% 37.0% 19.7% -5.9% -11.2% -0.9% -12.0% -2.2% 9,413,154 $ (1,048,124) 772,180 158,500 3,445,052 (343,008) 3,350,847 40,127 (1,163,622) (720,726) 310,687 (99,307) 16,128,298 $ (2,012,538) -12.5% 17.0% -11.1% 1.2% -38.2% -47.0% -14.3% 1,250 $ - $ 41,095,350 94,999,296 7,554,412 2,087,760 2,367,935 169,722 37,831,962 136,206,491 (32,262,981) 8,421,963 7,933,274 25,894 25,551,599 27,789,036 1,746,265 206,178,949 231,405,092 8,839,994 19,116,724 7,126,281 12,154,580 1,424,421 1,551,136 200,956 2,196,760 683,584 1,670,374 4,392,420 4,316,036 (68,666) 397,208 461,000 144,549 11,946,876 14,502,222 (182,067) (9,108,092) (3,661,707) (7,337,849) 7,912,443 1,933,949 8,232,386 359,447,593 $ 527,613,625 $ 887,569 N/A 7.4% 6.7% -31.0% 0.3% 5.9% 3.7% 63.0% 11.5% 71.0% -1.6% 23.9% -1.3% -66.7% 81.0% 0.2% 97,830 $ 4,493,201 8,033,133 13,545,703 (316,029) 41,480 25,895,318 $ - $ 3,895,341 5,577,987 (4,594,312) 3,117,522 2,587,074 30,100 (30,100) 230,508 16,389,415 (135,000) (729,000) 121,755 8,821,117 $ 17,640,173 ALL EXPENDITURES $ 778,221,361 $1,002,647,392 $1,003,894,259 $ 824,202,154 $ 996,761,404 7,132,855 0.7% OTHER FINANCING USES 0880 - TRANSFERS OUT ALL OTHER FINANCING USES $ 239,837,008 239,837,008 371,122,173 $ 371,122,173 371,278,136 $ 371,278,136 $ 371,278,136 287,111,445 84,166,691 371,278,136 $ 287,111,445 $ 84,166,691 22.7% 22.7% TOTAL USES $ 1,018,058,369 $ 1,373,769,565 $ 1,375,172,395 $ 1,195,480,290 $ 1,283,872,849 $ 91,299,546 6.6% 147 $ 100.0% -467.1% 45.4% N/A 98.6% -84.4% 100.0% 66.7% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2009-10 ACTUAL SPECIAL REVENUE FY 2010-11 ADOPTED PERSONAL SERVICES 0701 - REGULAR PAY $ 265,578,630 $ 0705 - TEMPORARY PAY 691,052 0710 - OVERTIME 5,483,560 0750 - FRINGE BENEFITS 94,007,550 0790 - OTHER PERSONNEL SERVICES 5,568,667 0795 - PERSONNEL SERVICES ALLOC-OUT (26,879,332) 0796 - PERSONNEL SERVICES ALLOC-IN 70,989,211 SUBTOTAL $ 415,439,338 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 24,106,638 $ 0802 - MEDICAL SUPPLIES 5,850,572 0803 - FUEL 2,853,409 0804 - NON-CAPITAL EQUIPMENT 3,391,818 0805 - SUPPLIES-ALLOCATION OUT (1,749,746) 0806 - SUPPLIES-ALLOCATION IN 2,816,127 SUBTOTAL $ 37,268,818 $ SERVICES 0810 - LEGAL SERVICES $ 1,918,236 $ 0811 - HEALTH CARE SERVICES 17,643,114 0812 - OTHER SERVICES 62,857,118 0820 - RENT AND OPERATING LEASES 9,802,879 0825 - REPAIRS AND MAINTENANCE 32,190,672 0830 - INTERGOVERNMENTAL PAYMENTS 26,198,255 0839 - INTERNAL SERVICE CHARGES 19,583,286 0841 - TRAVEL 2,074,761 0842 - EDUCATION AND TRAINING 1,062,908 0843 - POSTAGE/FREIGHT/SHIPPING 890,050 0845 - SUPPORT AND CARE OF PERSONS 592,303 0850 - UTILITIES 14,325,334 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT (7,012,930) 0873 - SERVICES-ALLOCATION IN 7,749,641 SUBTOTAL $ 189,875,627 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 876,420 $ 0920 - CAPITAL EQUIPMENT 2,550,906 0930 - VEHICLES & CONSTRUCTION EQUIP 2,662,685 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 4,050,679 0955 - CAPITAL-ALLOCATION OUT (17,871) 0956 - CAPITAL-ALLOCATION IN 346,652 SUBTOTAL $ 10,560,820 $ ALL EXPENDITURES $ 653,144,603 OTHER FINANCING USES 0880 - TRANSFERS OUT 47,768,542 $ FY 2010-11 REVISED FY 2010-11 FORECAST 278,698,640 $ 282,101,007 $ 264,969,028 $ 1,361,229 1,545,344 645,179 4,444,000 4,583,372 3,676,037 106,626,589 108,056,981 100,576,850 5,667,471 6,742,662 5,650,804 (35,204,944) (34,521,672) (31,934,492) 79,215,751 78,138,578 76,621,592 440,808,736 $ 446,646,272 $ 420,204,998 $ FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % 274,480,223 $ 7,620,784 879,721 665,623 3,618,074 965,298 107,546,538 510,443 5,635,622 1,107,040 (30,695,900) (3,825,772) 76,166,810 1,971,768 437,631,088 $ 9,015,184 2.7% 43.1% 21.1% 0.5% 16.4% -11.1% 2.5% 2.0% 25,971,753 $ 22,115,848 $ 6,344,393 5,796,665 3,452,596 3,304,867 5,252,218 3,074,014 (2,126,670) (1,811,648) 3,776,228 3,635,132 42,670,518 $ 36,114,878 $ 25,826,775 $ 144,978 6,114,940 229,453 3,488,114 (35,518) 10,410,008 (5,157,790) (2,004,904) (121,766) 2,769,940 1,006,288 46,604,873 $ (3,934,355) 0.6% 3.6% -1.0% -98.2% -5.7% 26.6% -9.2% 1,393,288 $ 1,552,195 $ 1,456,129 $ 17,185,800 16,750,502 16,754,994 132,152,322 138,733,623 75,555,814 9,181,397 10,211,602 9,215,588 37,693,343 38,774,453 39,279,681 21,839,788 18,055,204 19,681,581 19,850,109 19,817,463 18,649,260 2,623,158 3,006,267 2,176,619 1,793,412 2,492,089 1,247,683 1,032,873 1,084,088 763,672 723,557 827,702 660,390 14,992,103 15,187,803 13,718,493 (11,995,621) (12,929,860) (12,458,209) 12,755,122 13,858,588 13,149,019 261,220,651 $ 267,421,719 $ 199,850,714 $ 2,462,686 $ (910,491) 17,361,294 (610,792) 153,244,637 (14,511,014) 9,243,699 967,903 33,919,946 4,854,507 40,043,812 (21,988,608) 24,921,822 (5,104,359) 2,903,025 103,242 2,315,333 176,756 862,766 221,322 850,030 (22,328) 15,003,670 184,133 200 (200) (5,960,221) (6,969,639) 7,652,388 6,206,200 304,825,087 $ (37,403,368) -58.7% -3.6% -10.5% 9.5% 12.5% -121.8% -25.8% 3.4% 7.1% 20.4% -2.7% 1.2% N/A -53.9% 44.8% -14.0% 850,000 $ (344,659) 6,626,289 (1,683,057) 9,876,437 (245,360) 40,000 203,965 3,616,973 (909,657) 726,246 965,287 (179,887) 17,612,321 $ 1,930,256 -68.2% -34.0% -2.5% 100.0% 94.7% 396.0% -22.9% 9.9% 806,673,369 $ (30,392,283) -3.9% 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 $ 505,341 $ 745,538 $ 4,943,232 4,197,564 9,631,077 6,467,595 40,000 3,820,938 1,516,485 (183,411) (115,817) 785,400 396,965 19,542,577 $ 13,208,330 $ 756,034,764 $ 776,281,086 256,063,476 255,841,771 $ 669,378,920 $ 255,712,136 TOTAL USES $ 700,913,145 $ 1,012,098,240 $ 1,032,122,857 $ 925,091,056 $ 148 49,061,978 206,779,793 80.8% 855,735,347 $ 176,387,510 17.1% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2009-10 ACTUAL DEBT SERVICE SERVICES 0812 - OTHER SERVICES CAPITAL 0950 - DEBT SERVICE $ SUBTOTAL $ FY 2010-11 ADOPTED - $ - $ FY 2010-11 REVISED - $ - $ FY 2010-11 FORECAST 451,750 $ 451,750 $ FY 2011-12 ADOPTED - $ - $ REVISED VS ADOPTED VARIANCE % - $ - $ 451,750 451,750 $ 19,589,670 $ 17,172,330 $ 17,172,330 $ 17,624,080 $ 19,408,417 SUBTOTAL $ 19,589,670 $ 17,172,330 $ 17,172,330 $ 17,624,080 $ 19,408,417 $ (2,236,087) $ (2,236,087) -13.0% -13.0% ALL EXPENDITURES $ 19,589,670 $ 17,172,330 $ 17,624,080 $ 17,624,080 $ 19,408,417 $ (1,784,337) -10.1% $ $ 100.0% 100.0% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ $ 11,649 11,649 $ $ 11,649 11,649 $ $ 11,649 $ 11,649 $ - 11,649 11,649 TOTAL USES $ 19,589,670 $ 17,183,979 $ 17,635,729 $ 17,635,729 $ 19,408,417 $ CAPITAL PROJECTS 100.0% 100.0% FY 2009-10 ACTUAL PERSONAL SERVICES 0790 - OTHER PERSONNEL SERVICES $ 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ $ 393,375 698,000 1,091,375 $ (393,375) (123,000) (516,375) N/A N/A -21.4% -89.8% SERVICES 0810 - LEGAL SERVICES $ 96,262 $ - $ - $ 44,975 $ - $ 0812 - OTHER SERVICES 13,384,247 17,871,355 17,141,876 16,285,363 50,171,923 (33,030,047) 0820 - RENT AND OPERATING LEASES 19,039 7,797 6,000 (6,000) 0825 - REPAIRS AND MAINTENANCE 297 14,720,963 10,763,997 (10,763,997) 0839 - INTERNAL SERVICE CHARGES 39,954 79,881 0841 - TRAVEL 248 0842 - EDUCATION AND TRAINING 1,408,000 1,408,000 103,395 50,000 1,358,000 0843 - POSTAGE/FREIGHT/SHIPPING 420 0850 - UTILITIES 100 SUBTOTAL $ 13,539,799 $ 19,279,355 $ 18,549,876 $ 31,243,142 $ 60,991,920 $ (42,442,044) N/A -192.7% N/A N/A N/A N/A 96.4% N/A N/A -228.8% CAPITAL 0910 - LAND $ 2,257,225 $ 10,650,000 0915 - BUILDINGS AND IMPROVEMENTS 98,178,363 271,568,667 27,660,000 0920 - CAPITAL EQUIPMENT 0940 - INFRASTRUCTURE 35,062,765 93,891,870 SUBTOTAL $ 135,498,353 $ 403,770,537 -77.2% 33.1% -197.8% 15.4% 11.9% ALL EXPENDITURES $ 153,463,308 - $ 575,000 575,000 $ $ 427,724,629 575,000 575,000 $ $ - $ 3,923,143 3,923,143 $ REVISED VS ADOPTED VARIANCE % 100.0% -66.3% -43.2% $ 400,000 $ 2,487,288 2,887,288 $ FY 2011-12 ADOPTED 400,000 (1,647,872) $ (1,247,872) 45,227 $ 551 274,906 320,684 $ $ FY 2010-11 FORECAST $ $ 400,000 3,699,737 4,099,737 FY 2010-11 REVISED -10.1% 4,135,160 4,135,160 SUPPLIES 0801 - GENERAL SUPPLIES $ 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT SUBTOTAL $ 4,104,472 4,104,472 FY 2010-11 ADOPTED (1,772,688) 461,306 354,165 815,471 $ $ $ $ 3,629,500 271,497,631 27,660,000 103,104,298 $ 405,891,429 $ 9,813,636 138,177,105 5,597,273 46,672,220 $ 200,260,234 $ 6,430,000 $ 181,734,668 82,377,371 87,225,000 $ 357,767,039 $ $ 427,903,593 $ 236,241,990 $ 423,985,494 $ (2,800,500) 89,762,963 (54,717,371) 15,879,298 48,124,390 3,918,099 0.9% OTHER FINANCING USES 0880 - TRANSFERS OUT $ 55,661,841 $ 11,714,619 $ 11,714,619 $ 11,714,619 $ 30,580,428 $ (18,865,809) ALL OTHER FINANCING USES $ 55,661,841 $ 11,714,619 $ 11,714,619 $ 11,714,619 $ 30,580,428 $ (18,865,809) -161.0% -161.0% TOTAL USES $ 209,125,149 $ 439,439,248 $ 439,618,212 $ 247,956,609 $ 454,565,922 $ (14,947,710) -3.4% 149 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) INTERNAL SERVICE FUNDS FY 2009-10 ACTUAL FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 7,313,169 $ 7,471,272 $ 7,471,272 $ 7,515,562 $ 7,789,965 $ 0705 - TEMPORARY PAY 37,256 68,006 68,006 86,017 74,171 0710 - OVERTIME 227,798 141,942 141,942 207,012 141,942 0750 - FRINGE BENEFITS 2,383,820 2,664,270 2,664,270 2,666,845 2,807,970 0790 - OTHER PERSONNEL SERVICES 200,126 11,675 63,115 92,799 11,775 (703,015) (886,257) (886,257) (1,551,628) (68,987) 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN 1,928,615 2,397,009 2,397,009 2,916,233 1,645,756 SUBTOTAL $ 11,387,769 $ 11,867,917 $ 11,919,357 $ 11,932,840 $ 12,402,592 $ (318,693) (6,165) (143,700) 51,340 (817,270) 751,253 (483,235) -4.3% -9.1% 0.0% -5.4% 81.3% -92.2% 31.3% -4.1% $ 538,037 2,627,565 (238,017) (12,000) 11,953 2,927,538 13.5% 31.6% -703.7% -100.0% 47.5% 23.7% SERVICES 0810 - LEGAL SERVICES $ 4,911,828 $ 8,410,220 $ 8,410,220 $ 7,553,719 $ 12,375,013 $ 0811 - HEALTH CARE SERVICES 115,754,150 131,136,018 131,136,018 122,131,591 131,355,132 0812 - OTHER SERVICES 57,494,806 38,505,542 38,505,542 29,793,132 50,188,144 0820 - RENT AND OPERATING LEASES 36,676 52,758 52,758 37,537 54,964 0825 - REPAIRS AND MAINTENANCE 5,626,542 2,676,667 2,961,667 2,811,102 2,319,840 0830 - INTERGOVERNMENTAL PAYMENTS 419,306 658,000 658,000 656,434 679,000 0839 - INTERNAL SERVICE CHARGES 225,285 2,019,360 2,669,360 217,258 3,431,693 0841 - TRAVEL 6,585 19,590 19,590 10,384 18,366 0842 - EDUCATION AND TRAINING 78,060 82,154 82,154 44,919 43,667 0843 - POSTAGE/FREIGHT/SHIPPING 24,073 18,901 18,901 19,759 27,884 0850 - UTILITIES 7,897,525 7,550,020 7,550,020 7,560,370 7,477,667 0872 - SERVICES-ALLOCATION OUT (1,127,102) (1,064,846) (1,064,846) (1,107,411) 0873 - SERVICES-ALLOCATION IN 1,274,904 1,138,589 1,138,589 1,214,259 273,213 SUBTOTAL $ 192,622,638 $ 191,202,973 $ 192,137,973 $ 170,943,053 $ 208,244,583 $ (3,964,793) (219,114) (11,682,602) (2,206) 641,827 (21,000) (762,333) 1,224 38,487 (8,983) 72,353 (1,064,846) 865,376 (16,106,610) -47.1% -0.2% -30.3% -4.2% 21.7% -3.2% -28.6% 6.2% 46.8% -47.5% 1.0% -100.0% 76.0% -8.4% (72,848) 2,056,931 (369,800) 353,218 (3,276) 98,483 2,062,708 -40.0% 74.1% -152.7% 97.4% -100.0% 76.5% 55.9% $ 231,680,229 $ (11,599,599) -5.3% SUPPLIES 0801 - GENERAL SUPPLIES $ 4,429,250 $ 0803 - FUEL 6,853,387 0804 - NON-CAPITAL EQUIPMENT 173,334 0805 - SUPPLIES-ALLOCATION OUT (65,730) 0806 - SUPPLIES-ALLOCATION IN 98,223 SUBTOTAL $ 11,488,464 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 686,798 49,394 (8) (3,620) 132,761 865,325 $ ALL EXPENDITURES $ 216,364,196 OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,502,406 1,502,406 3,562,013 $ 3,976,104 $ 5,176,084 $ 5,687,500 8,313,409 8,428,126 33,823 33,823 32,867 (12,000) (12,000) (8,188) 25,176 25,176 25,809 9,296,512 $ 12,336,512 $ 13,654,698 $ 62,557 $ 2,774,269 242,200 362,710 (3,276) 128,733 3,567,193 $ 182,152 $ 2,774,269 242,200 362,710 (3,276) 128,733 3,686,788 $ 24,976 830,687 148,606 23,461 42,361 1,070,091 $ 215,934,595 $ 220,080,630 $ 197,600,682 $ $ $ $ $ $ 1,635,722 1,635,722 $ 3,016,014 $ 3,016,014 $ 255,000 717,338 612,000 9,492 30,250 1,624,080 - $ $ $ $ $ 3,016,014 3,016,014 100.0% 100.0% TOTAL USES $ 217,866,602 $ 217,570,317 $ 223,096,644 $ 200,616,696 $ 231,680,229 $ (8,583,585) -3.8% 150 3,016,014 3,016,014 $ 3,438,067 5,685,844 271,840 13,223 9,408,974 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2009-10 ACTUAL ELIMINATIONS SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL FY 2010-11 ADOPTED FY 2010-11 REVISED FY 2010-11 FORECAST FY 2011-12 ADOPTED REVISED VS ADOPTED VARIANCE % $ - $ - $ (374,091) $ - $ - $ (374,091) $ (6,195,632) $ (5,646,712) $ (8,272,621) $ (6,096,180) $ (4,345,356) $ (3,927,265) SUBTOTAL $ (6,195,632) $ (5,646,712) $ (8,646,712) $ (6,096,180) $ (4,345,356) $ (4,301,356) -100.0% -47.5% -49.7% SERVICES 0811 - HEALTH CARE SERVICES $ (89,270,835) $(108,437,908) $(108,441,123) $(104,485,576) $(106,175,420) $ (2,265,703) 0839 - INTERNAL SERVICE CHARGES (37,558,959) (41,148,274) (41,795,059) (42,439,884) (35,372,015) (6,423,044) SUBTOTAL $(126,829,794) $(149,586,182) $(150,236,182) $(146,925,460) $(141,547,435) $ (8,688,747) -2.1% -15.4% -5.8% ALL EXPENDITURES $(133,025,426) $(155,232,894) $(158,882,894) $(153,021,640) $(145,892,791) $ (12,990,103) -8.2% OTHER FINANCING USES 0880 - TRANSFERS OUT $(332,992,002) $(640,547,639) $(641,862,189) $(641,732,554) $(366,753,851) $(275,108,338) ALL OTHER FINANCING USES $(332,992,002) $(640,547,639) $(641,862,189) $(641,732,554) $(366,753,851) $(275,108,338) -42.9% -42.9% TOTAL USES $ (466,017,428) $ (795,780,533) $ (800,745,083) $ (794,754,194) $ (512,646,642) $ (288,098,441) -36.0% 151 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating FY 2011 ADOPTED DESCRIPTION Operating General Fund (100) 4711 - Contingency General Contingency Court Tower Operating Retirement System Rate Change Solid Waste Subsidy $ 4713 - Infrastructure/CIP Transfers Out 4714 - Central Service Costs Base-Level Internal Service Charges Armored Car Services CGI Maintenance Program CSCA Revenue Enterprise Software License Financial Transparency HP Treasurer System Maintenance Human Resources System Operations IT Infrastructure Lobbyist Contracts Sustainability Manager 4715 - Technology Projects CAMA 4716 - Debt Service/Capital Lease Admin Fee Arbitrage Bond Counsel Financial Advisor FY 2012 ADOPTED REVISED VS ADOPTED VARIANCE % 29,096,190 $ 29,096,190 $ - $ - $ 27,897,167 $ 2,000,000 1,340,204 3,141,776 34,379,147 $ 444,400 $ 40,000 5,280 150,000 225,000 $ 444,400 $ 40,000 5,280 150,000 225,000 100,000 570,947 2,965,312 144,725 176,466,336 309,789 665,722 100,000 1,000,000 6,400 28,600,000 2,000,000 500,000 214,293,911 $ 176,466,336 309,789 1,688,620 665,722 100,000 950,000 6,400 28,600,000 2,000,000 500,000 215,982,531 $ 444,400 $ 40,000 5,280 150,000 225,000 570,947 50,000 1,715,673 144,725 176,466,336 309,789 665,722 100,000 950,000 6,400 28,600,000 2,000,000 487,259 212,931,531 $ - $ 40,000 282,000 5,280 150,000 235,000 269,382 100,000 582,947 50,000 146,909 1,000,000 167,621,162 900,417 212,295 2,500,000 697,645 100,000 1,000,000 169,965 3,156,051 3,000,000 500,000 182,719,053 $ (10,000) (269,382) (12,000) 2,965,312 (2,184) (1,000,000) 8,845,174 (900,417) 97,494 (811,380) (31,923) (50,000) (169,965) 6,400 25,443,949 (1,000,000) 33,263,478 0.0% 0.0% -4.4% N/A 0.0% -2.1% 0.0% 100.0% -1.5% N/A 5.0% N/A 31.5% -48.0% -4.8% 0.0% -5.3% N/A 100.0% 89.0% -50.0% 0.0% 15.4% $ 7,620,837 $ 7,620,837 $ 7,620,837 $ 27,949,797 $ (20,328,960) -266.8% $ $ 14,474,170 $ 140,458 2,614,188 460,000 1,200,000 503,726 80,000 19,472,542 $ 14,474,170 $ 140,458 2,614,188 460,000 1,200,000 503,726 80,000 19,472,542 $ 14,474,170 $ 140,458 2,621,429 460,000 1,200,000 503,726 80,000 19,479,783 $ - $ 114,000 (12,543,454) 2,621,429 120,000 3,326,664 2,400,000 514,182 (3,447,179) $ 14,474,170 (114,000) 140,458 12,543,454 (7,241) (120,000) 460,000 (3,326,664) (1,200,000) (10,456) 80,000 22,919,721 100.0% N/A 100.0% N/A -0.3% N/A 100.0% N/A -100.0% -2.1% 100.0% 117.7% $ $ 1,511,005 $ 1,511,005 $ 1,511,005 $ 1,511,005 $ 600,000 $ 600,000 $ 1,467,041 $ 1,467,041 $ 43,964 43,964 2.9% 2.9% $ 20,000 $ 15,000 50,000 60,000 145,000 $ 20,000 $ 15,000 50,000 60,000 145,000 $ 10,000 $ 3,000 20,000 10,000 43,000 $ 20,000 $ 15,000 50,000 60,000 145,000 $ - 0.0% 0.0% 0.0% 0.0% 0.0% 70,082 $ 5,000 10,000 70,082 $ 5,000 10,000 70,082 $ 5,000 10,000 70,082 $ 5,000 10,000 - 0.0% 0.0% 0.0% $ $ 4721 - Dues and Memberships Arizona Association of Counties Arizona Community Foundation Arizona-Mexico Commission FY 2011 FORECAST 29,560,809 $ 29,560,809 $ $ 4712 - Other Programs Air Quality Countywide Monitoring Anthem Sheriff Sub Station Assessor DOR Issue Board NW Regional Service Charges Board of Equalization County Single Audit Countywide GIS Countywide Emergency Issues Fund Downtown Juror/Employee Shuttle Gov Docs Human Resources System Operations Improvement District Allocation International Genomics Consortium Jail Excise Tax, Maintenance of Effort MCSO Operating Oversight and Review Orthophotography Program Outside Counsel Property Tax Billing/Info. Statement Printing and Postage Real Estate Evaluation, Acquisition & Divestiture Relocations/New Facility Startup Solid Waste Transfer Stations Staff Development Training Room PC's State Contribution Vehicle Replacement Human Resources Peak Performers FY 2011 REVISED $ 100,000 570,947 50,000 2,965,312 144,725 152 1,199,023 (2,000,000) (1,340,204) (3,141,776) (5,282,957) 444,400 - 4.1% N/A N/A N/A -18.2% 100.0% 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating (continued) FY 2011 ADOPTED DESCRIPTION 4721 - Dues and Memberships (continued) County Supervisors Association Govt. Finance Officers Assoc. Maricopa Association of Government Maricopa HMIS Project National Association of Counties FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VARIANCE % $ 159,822 5,000 20,947 25,000 45,000 340,851 $ 159,822 5,000 20,947 25,000 45,000 340,851 $ 159,822 4,620 21,039 25,000 45,000 340,563 $ 159,822 4,620 21,229 25,000 45,000 340,753 $ 380 (282) 98 0.0% 7.6% -1.3% 0.0% 0.0% 0.0% $ 175,000 $ 175,000 $ 136,010 $ 175,000 $ - 0.0% 4724 - Miscellaneous Services Miscellaneous Services $ 3,000,000 $ 3,045,000 $ 1,508,876 $ 2,850,000 $ 195,000 6.4% 4726 - Tuition Reimbursement Tuition Reimbursement $ 1,850,000 $ 1,850,000 $ 1,850,000 $ 2,000,000 $ (150,000) -8.1% 4776 - Cooperative Extension Cooperative Extension $ 230,000 $ 230,000 $ 230,000 $ 230,000 $ - 0.0% 4782 - Industrial Development Authority Industrial Development Authority $ 391,987 $ 391,987 $ 391,987 $ 324,811 $ 67,176 17.1% $ 278,591,942 $ 279,860,943 $ 245,132,587 $ 249,133,423 $ 30,727,520 11.0% $ 16,336,158 $ 14,352,061 $ - $ 11,361,800 $ 2,990,261 20.8% $ $ 16,307,103 $ 16,307,103 $ 16,307,103 $ 16,307,103 $ - $ - $ 16,307,103 $ 2,505,421 18,812,524 $ (2,505,421) 2,505,421 0.0% N/A 15.4% 4712 - Other Programs Vehicle Replacement $ - $ - $ - $ 1,000,000 $ (1,000,000) N/A 4714 - Central Service Costs Base ISF $ 1,019,005 $ 1,019,005 $ 1,019,005 $ - $ Total Detention Fund $ 17,326,108 $ 17,326,108 $ 1,019,005 $ 9,762,550 $ 10,214,300 $ 10,214,300 $ 4722 - Taxes and Assessments City of Phx. Downtown Mun. Serv. Dist. Total General Fund Non-Departmental Grants (249) 4711 - Potential Fee Increases Detention Fund (255) 4711 - Contingency General Contingency Inmate Shift 1,019,005 100.0% 19,812,524 $ (2,486,416) -14.4% 11,994,437 $ (1,780,137) -17.4% (4,200) -0.1% County Improvement Debt Fund (320) 4716 - Debt Service/Capital Lease $ County Improvement Debt Fund #2 (321) 4716 - Debt Service/Capital Lease $ 7,409,780 $ 7,409,780 $ 7,409,780 $ 7,413,980 $ Total Operating All Funds $ 329,426,538 $ 329,163,192 $ 263,775,672 $ 299,716,164 $ 153 29,447,028 8.9% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Non-Recurring FY 2011 ADOPTED DESCRIPTION Non Recurring General Fund (100) 4711 - Contingency General Contingency Interest Contingency Capital Case Backlog Project Reserve $ FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VARIANCE % 17,785,437 $ 7,000,000 5,500,000 30,285,437 $ 7,969,478 $ 7,000,000 5,500,000 20,469,478 $ - $ - $ 15,362,964 $ 775,337 4,185,000 20,323,301 $ (7,393,486) 7,000,000 4,724,663 (4,185,000) 146,177 -92.8% 100.0% 85.9% N/A 0.7% $ 952,675 $ 50,000 100,000 400,000 2,000,000 2,800,000 54,500,000 500,000 3,782,568 65,085,243 $ 952,675 $ 50,000 824,515 100,000 575,000 3,870,341 400,000 2,000,000 2,800,000 54,500,000 500,000 49,991 3,782,568 70,405,090 $ 952,675 $ 50,000 824,515 100,000 3,870,341 1,000,000 205,972 49,991 3,782,568 10,836,062 $ - $ 50,000 50,000 306,000 20,000,000 750,000 2,700,000 54,500,000 11,137,945 14,743,225 104,237,170 $ 952,675 824,515 50,000 575,000 3,870,341 (306,000) (20,000,000) 400,000 2,000,000 (750,000) 100,000 500,000 49,991 (11,137,945) (14,743,225) 3,782,568 (33,832,080) 100.0% 0.0% 100.0% 50.0% 100.0% 100.0% N/A N/A 100.0% 100.0% N/A 3.6% 0.0% 100.0% 100.0% N/A N/A 100.0% -48.1% $ 187,000,000 $ 187,000,000 $ 187,000,000 $ 52,153,351 $ 134,846,649 72.1% $ $ 1,627,447 $ 891,821 11,933,840 2,000,000 16,453,108 $ 1,627,447 $ 891,821 11,933,840 2,000,000 16,453,108 $ 410,000 $ 891,821 7,275,165 1,434,677 10,011,663 $ 1,217,447 $ 4,940,000 1,249,639 1,718,496 4,658,675 2,064,530 1,246,869 17,095,656 $ $ $ 12,690,989 $ 12,690,989 $ 12,690,989 $ 12,690,989 $ 12,551,968 $ 12,551,968 $ $ 3,000,000 $ 3,600,000 $ Total General Fund $ 314,514,777 $ Waste Management Fund (210) Total Waste Management Fund $ $ 4712 - Other Programs Air Quality Monitoring Equipment ASRS Contributions Not Withheld ASRS Liability Call Center Temporary Staff Civil Division Transition County Attorney/Adult Probation Relocation East Valley Food Bank First Solar Influenza Response International Genomics Consortium MCSO Oversight and Review PC Replacement Pending Legal Settlements Staffing Study Transfer of Health Select Balances Transfer to Detention Fund Transfer to Inmate Services Vehicle Replacement 4713 - Infrastructure/CIP Transfers Out 4715 - Technology Projects Assessor CAMA Downtown Infrastructure - Zone 2 Human Resource System Human Resources System - Phase 2 IT Infrastructure IT Infrastructure Power MFRIS 4716 - Debt Service/Cap Lease Capital Lease Payoff 4724 - Miscellaneous Services Miscellaneous Services Non-Departmental Grants (249) Potential Expenditures from Fund Balance Detention Fund (255) 4711 - Contingency General Contingency Interest Contingency (Dependent on Earnings) $ 410,000 (4,940,000) (357,818) (1,718,496) 7,275,165 (2,064,530) 753,131 (642,548) 25.2% N/A -40.1% N/A 61.0% N/A 37.7% -3.9% - $ - $ 12,690,989 12,690,989 100.0% 100.0% 3,236,573 $ 3,000,000 $ 600,000 16.7% 310,618,665 $ 223,636,266 $ 196,809,478 $ 113,809,187 36.6% 474,133 $ 474,133 $ 117,843 $ 484,410 $ (10,277) -2.2% $ 7,690,000 $ 3,037,662 $ - $ 6,777,753 $ (3,740,091) -123.1% $ 10,000,000 $ 2,600,000 12,600,000 $ 9,987,215 $ 2,600,000 12,587,215 $ - $ - $ 34,897,979 $ 34,897,979 $ (24,910,764) 2,600,000 (22,310,764) -249.4% 100.0% -177.2% - $ 500,000 467,623 967,623 $ 12,785 $ 500,000 467,623 980,408 $ 12,785 $ 9,694 467,623 490,102 $ - $ 500,000 500,000 $ 12,785 (500,000) 500,000 467,623 480,408 100.0% N/A 100.0% 100.0% 49.0% $ 4712 - Other Programs ASRS Liability Graves vs. Arpiao Staffing Study Vehicle Replacement $ $ 154 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Non-Recurring (continued) FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VARIANCE % DESCRIPTION 4713 - Infrastructure/CIP Transfers Out $ 197,323,710 $ 197,323,710 $ 197,323,710 $ 19,349,950 $ 177,973,760 90.2% 4716 - Debt Service/Cap Lease Capital Lease Payoff $ 252,138 $ 252,138 $ - $ - $ 252,138 100.0% Total Detention Fund $ 211,143,471 $ 211,143,471 $ 197,813,812 $ 54,747,929 $ 156,395,542 74.1% County Improvement Debt Fund $ 11,649 $ 11,649 $ 11,649 $ - $ 11,649 100.0% Intergovernmental Capital Projects (422) $ 232,683 $ 389,383 $ 334,443 $ 2,567,052 $ Financing Series 2007 (440) $ 12,752 $ 12,752 $ 12,752 $ - $ 12,752 100.0% General Fund County Improvements (445) $ 208,538,661 $ 209,166,231 $ 147,159,214 $ 117,592,753 $ 91,573,478 43.8% Detention Capital Projects (455) $ 69,929,821 $ 69,299,796 $ 15,755,823 $ 107,573,974 $ (38,274,178) -55.2% Technology Capital Improvements (460) $ 56,134,813 $ 56,134,813 $ 9,885,239 $ 99,002,554 $ (42,867,741) -76.4% Detention Technology Capital Improvements (461) $ 5,718,000 $ 5,718,000 $ 1,959,340 $ 12,279,466 $ (6,561,466) -114.8% Total Non-Recurring Funds $ 874,400,760 $ 866,006,555 $ 596,686,381 $ 597,835,369 $ 155 (2,177,669) 268,171,186 -559.3% 31.0% Maricopa County Annual Business Strategies FY 2012 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 2012 are listed in the following schedule: Agency Supported Greater Phoenix Economic Council Southwest Valley Chamber of Commerce Phoenix Chamber of Commerce Greater Phoenix Convention & Visitors Bureau Phoenix Regional Sports Commission East Valley Partnership Program Economic Development Action Plan Economic Development Action Plan Bid Source Program, APTAN Convention & Tourism Destination Marketing Enriching Our Community Through Sports Williams Gateway Area Urban Land Institute Advisory Services Panel Study Economic Development Support Improving the standard of living for the community by working with issues concerning children, housing, and health care Western Maricopa Enterprise Zone Collaboration for a New Century FY 2011 FY 2011 FY 2012 Budget Actual Budget $ 644,776 $ 644,776 $ 644,776 3,000 3,000 3,000 165,000 165,000 165,000 250,000 250,000 250,000 22,500 22,500 22,500 15,000 15,000 15,000 Unallocated Subtotal International Genomics Consortium* First Solar** $ To put Maricopa County in the forefront of the bio-industry $ 15,000 25,000 15,000 25,000 3,000 1,143,276 $ 3,000 1,143,276 $ 1,000,000 $ 1,000,000 20,000,000 1,000,000 $ 21,000,000 3,286,552 $ 23,286,552 Subtotal $ 1,000,000 $ 1,000,000 $ Total Economic Development Funding $ 3,286,552 $ $ $ 230,000 $ 230,000 $ 15,000 25,000 3,000 1,143,276 *$5,000,000 was appropriated over 5 years, beginning in FY 2007-08, at $1,000,000 per year. ** The grant will be paid in disbursements of $1 million, each based on achievement of performance thresholds University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding 156 230,000 $ 230,000 $ 230,000 230,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Health Care Programs Summary FY 2011 ADOPTED DESCRIPTION FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED TO ADOPTED VARIANCE % Operating General Fund State Healthcare Contributions: SMI Mental Health (Arnold v. Sarn ) $ General Mental Health Local Alcoholism Reception Center (LARC) Subtotal Arnold v. Sarn IGA $ 39,483,497 $ 3,366,706 1,489,871 44,340,074 $ 39,483,497 $ 3,366,706 1,489,871 44,340,074 $ 39,483,497 $ 3,366,706 1,489,871 44,340,074 $ 41,457,672 $ 3,366,706 1,489,871 46,314,249 $ (1,974,175) (1,974,175) -4.76% 0.00% 0.00% -4.26% AHCCCS Acute Care $ ALTCS Subtotal State Contribution $ 20,761,900 $ 164,735,500 185,497,400 $ 20,761,900 $ 164,735,500 185,497,400 $ 20,761,900 $ 164,735,500 185,497,400 $ 20,575,000 $ 154,518,900 175,093,900 $ 186,900 10,216,600 10,403,500 0.91% 6.61% 5.94% $ 2,227,151 $ 55,000 3,547,896 3,000,000 8,830,047 $ 2,227,151 $ 55,000 3,547,896 3,000,000 8,830,047 $ 2,188,253 $ 55,412 3,547,896 1,557,942 7,349,503 $ 575,000 $ 77,200 3,547,896 5,000,000 9,200,096 $ County Residual Long Term Care $ 307,200 $ 307,200 $ 100,251 $ 200,000 $ 107,200 Arnold v. Sarn Court Monitor $ 188,040 $ 188,040 $ - - $ 188,040 Tuberculosis Services $ 500,000 $ 500,000 $ 321,542 $ 500,000 $ - Litigation Support $ 2,356,235 $ 2,356,235 $ 2,318,156 $ 4,000,309 $ MMCS Run Out Operations $ 25,528 $ 25,528 $ 25,487 $ 23,155 $ 2,373 10.25% Subtotal General Fund Operating $ 242,044,524 $ 242,044,524 $ 239,952,413 $ 235,331,709 $ 6,712,815 2.85% Non-Recurring General Fund Enhanced FMAP Savings: AHCCCS Acute Care $ ALTCS Subtotal General Fund Non-Recurring $ - $ (26,396,100) (26,396,100) $ - $ (26,396,100) (26,396,100) $ (5,514,519) $ (53,314,996) (58,829,515) $ - $ - $ (26,396,100) (26,396,100) Total Operating & Non-Recurring $ 215,648,424 $ 215,648,424 $ 181,122,898 $ 235,331,709 $ (19,683,285) Other Mental Health: Mental Health Testimony Mental Health Orders Mental Health Residency Training SVP Commitment Payments $ 157 $ 1,652,151 (22,200) (2,000,000) (370,049) (1,644,074) 287.33% -28.76% 0.00% -40.00% -4.02% 53.60% 0.00% -41.10% -8.36% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Fund Transfers In Fund/Function/Transfer GENERAL FUND Operating FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED $ 10,621,605 $ 12,001,897 $ 12,001,897 $ - $ 10,621,605 $ 10,621,605 $ 10,621,605 $ - 10,621,605 10,621,605 10,621,605 Central Service Cost Allocation (CSCA) Non-Recurring FY 2011 ADOPTED $ Health Select Fund (652) Close -out GRANT SPECIAL REVENUE - - $ 1,380,292 $ 1,380,292 $ - - 1,380,292 1,380,292 - $ - $ - $ - $ 306,000 Non-Recurring $ - $ - $ - $ 306,000 217 - CDBG HOUSING TRUST $ - $ - $ - $ 306,000 Non-Recurring $ - $ - $ - $ 306,000 - - - 306,000 General Fund (100) - East Side Food Bank OTHER SPECIAL REVENUE $ 176,584,196 $ 176,857,925 $ 176,805,925 $ 193,903,122 Operating $ 176,584,196 $ 176,624,196 $ 176,584,196 $ 167,856,177 Non-Recurring $ - $ 233,729 $ 221,729 $ 26,046,945 226 - PLANNING AND DEVELOPMENT FEES $ - $ 36,495 $ 36,495 $ - Non-Recurring $ - $ 36,495 $ 36,495 $ - - 36,495 36,495 - General Fund (100) - Vehicle Transfer 241 - PARKS ENHANCEMENT FUND $ 82,860 $ 122,860 $ 82,860 $ 35,050 Operating $ 82,860 $ 122,860 $ 82,860 $ 35,050 82,860 122,860 82,860 35,050 Park s Souvenir Fund (239) 252 - INMATE SERVICES $ - $ - $ - $ 14,743,225 Non-Recurring $ - $ - $ - $ 14,743,225 - - - 14,743,225 General Fund (100) prior year payroll discrepancy 255 - DETENTION OPERATIONS $ 176,466,336 $ 176,466,336 $ 176,466,336 $ 178,759,107 Operating $ 176,466,336 $ 176,466,336 $ 176,466,336 $ 167,621,162 176,466,336 176,466,336 176,466,336 167,621,162 General Fund (100) Jail Tax Maint. Of Effort Non-Recurring $ General Fund (100) prior year payroll discrepancy - $ - $ - $ 11,137,945 - - - 11,137,945 265 - PUBLIC HEALTH FEES $ 35,000 $ 35,000 $ 35,000 $ 30,000 Operating $ 35,000 $ 35,000 $ 35,000 $ 30,000 35,000 35,000 35,000 30,000 General Fund (100) Vital Statistics 504 - AIR QUALITY FEES $ - $ 197,234 $ 185,234 $ Non-Recurring $ - $ 197,234 $ 185,234 $ 69,477 69,477 - General Fund (100) - Vehicle Transfer - - Detention Fund (255) - Vehicle Transfer - 9,694 9,694 - Park s Fund (240) - Vehicle Transfer - 29,753 29,753 - Park s Fund (241) - Vehicle Transfer - 35,435 35,435 - Enviromental Fund (506) - Vehicle Transfer - 22,677 22,677 - Solid Waste Fund (580) - Vehicle Transfer - 18,198 18,198 - 158 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) Fund/Function/Transfer FY 2011 FY 2011 FY 2011 FY 2012 ADOPTED REVISED FORECAST ADOPTED 580 - SOLID WASTE MANAGEMENT $ - $ - $ - $ 335,740 Operating $ - $ - $ - $ 169,965 - - - 169,965 - $ - $ - $ 165,775 - - - 165,775 General Fund (100) Non-Recurring $ Intergovernmental Capital Fund (422) DEBT SERVICE $ 12,866,182 $ 12,866,182 $ 12,866,182 $ Operating $ 1,139,914 $ 1,139,914 $ 1,139,914 $ 23,578,935 1,140,559 Non-Recurring $ 11,726,268 $ 11,726,268 $ 11,726,268 $ 22,438,376 320 - COUNTY IMPROVEMENT DEBT $ 5,520,000 $ 5,520,000 $ 5,520,000 $ 16,174,955 Non-Recurring $ 5,520,000 $ 5,520,000 $ 5,520,000 $ 16,174,955 5,520,000 5,520,000 5,520,000 16,174,955 General Fund County Imrpovement Fund (445) 321 - COUNTY IMPROVEMENT DEBT 2 $ 7,346,182 $ 7,346,182 $ 7,346,182 $ 7,403,980 Operating $ 1,139,914 $ 1,139,914 $ 1,139,914 $ 1,140,559 1,033,446 1,033,446 1,033,446 1,034,031 106,468 106,468 106,468 Animal Control License Shelter (572) - Debt Service Animal Control Field Operations (574) - Debt Service Non-Recurring $ General Fund County Imrpovement Fund (445) 106,528 6,206,268 $ 6,206,268 $ 6,206,268 $ 6,263,421 6,263,421 6,181,867 6,206,268 6,206,268 Financing Series 2007 (440) 12,752 12,752 12,752 - Count Improvement Debt Fund (320) 11,649 11,649 11,649 - CAPITAL PROJECTS $ 440,475,656 $ 440,008,558 $ 440,008,559 $ Operating $ 7,620,837 $ 7,620,837 $ 7,620,837 $ 135,965,794 27,949,797 Non-Recurring $ 432,854,819 $ 432,387,721 $ 432,387,722 $ 108,015,997 234 - TRANSPORTATION CAPITAL PROJECT $ 36,798,426 $ 36,798,426 $ 36,798,427 $ 28,411,419 Non-Recurring $ 36,798,426 $ 36,798,426 $ 36,798,427 $ 28,411,419 36,798,426 36,798,426 36,798,427 28,411,419 Transportation Operations (232) 422 - INTERGOVERNMENTAL CAP PROJ $ 232,683 $ 305,585 $ 305,585 $ 125,000 Non-Recurring $ 232,683 $ 305,585 $ 305,585 $ 125,000 215,000 215,000 215,000 125,000 17,683 90,585 90,585 44,420,837 $ 43,880,837 $ 43,880,837 $ Park Enhancment Fund (241) Animal Control License Shelter (572) 445 - GENERAL FUND CTY IMPROV $ Operating $ General Fund (100) Non-Recurring $ General Fund (100) 17,543,052 7,620,837 $ 7,620,837 $ 7,620,837 $ 4,949,797 7,620,837 7,620,837 7,620,837 4,949,797 36,800,000 $ 36,260,000 $ 36,260,000 $ 12,593,255 35,300,000 35,300,000 35,300,000 10,316,978 1,500,000 960,000 960,000 Intergovernmental Capital Fund (422) 2,276,277 Environmental Fee fund (506) - 455 - DETENTION CAPITAL PROJECTS $ 197,323,710 $ 197,323,710 $ 197,323,710 $ 16,000,000 Non-Recurring $ 197,323,710 $ 197,323,710 $ 197,323,710 $ 16,000,000 197,323,710 197,323,710 197,323,710 16,000,000 Detention Fund (255) 159 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) Fund/Function/Transfer FY 2011 FY 2011 FY 2011 FY 2012 ADOPTED REVISED FORECAST ADOPTED 460 - TECHNOLOGY CAP IMPROVEMENT $ 151,700,000 $ 151,700,000 $ 151,700,000 $ 64,836,373 Operating $ - $ - $ - $ 23,000,000 - 23,000,000 $ 151,700,000 $ 151,700,000 $ 151,700,000 $ 41,836,373 151,700,000 151,700,000 151,700,000 41,836,373 General Fund (100) Non-Recurring - General Fund (100) - 461 - DETENTION TECH CAP IMPROVEMENT $ 10,000,000 $ 10,000,000 $ 10,000,000 $ 9,049,950 Non-Recurring $ 10,000,000 $ 10,000,000 $ 10,000,000 $ 9,049,950 Detention Fund (255) Inmate Health Services Fund (254) 9,400,000 9,400,000 9,400,000 600,000 600,000 600,000 Detention Capital Projects Fune (455) INTERNAL SERVICE - - - 3,349,950 5,700,000 $ - $ 49,991 $ 49,991 $ 13,000,000 Non-Recurring $ - $ 49,991 $ 49,991 $ 13,000,000 652 - HEALTH SELECT SI TRUST $ - $ 49,991 $ 49,991 $ - Non-Recurring $ - $ 49,991 $ 49,991 $ - - 49,991 49,991 - General Fund (100) - Health Select Close-out 676 - COUNTY MANAGER RISK MANAGEMENT $ - $ - $ - $ 13,000,000 Non-Recurring $ - $ - $ - $ 13,000,000 - - - 13,000,000 General Fund (100) TOTAL BEFORE ELIMINATIONS $ 640,547,639 $ 641,784,553 $ 641,732,554 $ 366,753,851 Operating $ 195,966,552 $ 196,006,552 $ 195,966,552 $ 196,946,533 Non-Recurring $ 444,581,087 $ 445,728,010 $ 445,716,011 $ 156,807,318 ELIMINATIONS $ (640,547,639) $ (641,784,553) $ (641,732,554) $ (366,753,851) Operating $ (195,966,552) $ (196,006,552) $ (195,966,552) $ (196,946,533) Non-Recurring $ (444,581,087) $ (445,778,001) $ (445,766,002) $ (169,807,318) $ - $ - $ - $ ALL FUNDS 160 - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Fund Transfers Out Fund/Function/Transfer GENERAL FUND Operating FY 2011 FY 2011 FY 2011 FY 2012 ADOPTED REVISED FORECAST ADOPTED $ 371,122,173 $ 371,278,136 $ 371,278,136 $ 287,111,445 $ 184,122,173 $ 184,122,173 $ 184,122,173 $ 195,770,924 176,466,336 176,466,336 176,466,336 167,621,162 35,000 35,000 35,000 30,000 7,620,837 7,620,837 7,620,837 Detention Fund (255) - Jail Maint of Effort Public Health Fee Fund (265) - Vital Statistics General Fund Cap Improvement Fund (445) Technology Cap Improvement Fund (460) Solid Waste Fund (580) Non-Recurring 4,949,797 23,000,000 169,965 $ 187,000,000 $ 187,155,963 $ 187,155,963 $ 91,340,521 Inmate Servcies Fund (252) - prior year payroll discre - - - 14,743,225 11,137,945 Detention Fund (255) - prior year payroll discrecpancy - - - CDBG Fund (217) - East Side Food Bank - - - 306,000 County Manager Risk Fund (676) - - - 13,000,000 General Fund Cap Improvement Fund (445) Technology Cap Improvement Fund (460) Planning and Development Fee Fund (224) - Vehicle 35,300,000 35,300,000 35,300,000 10,316,978 151,700,000 - 151,700,000 36,495 151,700,000 36,495 41,836,373 - - 69,477 49,991 69,477 49,991 - Air Quality Fee Fund (504) - Vehicle Transfer Health Select Fund (652) - Close-out GRANT SPECIAL REVENUE $ 2,713,303 $ 2,713,303 $ 2,713,303 $ - Operating $ 2,713,303 $ 2,713,303 $ 2,713,303 $ - 217 - CDBG HOUSING TRUST $ 47,371 $ 47,371 $ 47,371 $ - Operating $ General Fund (100) - CSCA 47,371 $ 47,371 $ 47,371 $ - 47,371 47,371 47,371 - 222 - HUMAN SERVICES GRANTS $ 1,291,750 $ 1,291,750 $ 1,291,750 $ Operating $ 1,291,750 $ 1,291,750 $ 1,291,750 $ - 1,291,750 1,291,750 1,291,750 - General Fund (100) - CSCA 503 - AIR QUALITY GRANT $ Operating $ General Fund (100) - CSCA 63,643 $ 63,643 $ 63,643 $ - 63,643 $ 63,643 $ 63,643 $ - 63,643 63,643 63,643 - 505 - ENVIRONMENTAL SERVICES GRANT $ 24,339 $ 24,339 $ 24,339 $ Operating $ 24,339 $ 24,339 $ 24,339 $ - 24,339 24,339 24,339 - General Fund (100) - CSCA 532 - PUBLIC HEALTH GRANTS $ 1,286,200 $ 1,286,200 $ 1,286,200 $ - Operating $ 1,286,200 $ 1,286,200 $ 1,286,200 $ - 1,286,200 1,286,200 1,286,200 - General Fund (100) - CSCA 161 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer OTHER SPECIAL REVENUE $ FY 2011 FY 2011 FY 2011 FY 2012 ADOPTED REVISED FORECAST ADOPTED 253,350,173 $ 253,038,832 $ 252,998,833 $ 49,061,978 Operating $ 7,495,354 $ 7,535,354 $ 7,495,354 $ 1,175,609 Non-Recurring $ 245,854,819 $ 245,503,478 $ 245,503,479 $ 47,886,369 207 - PALO VERDE $ 21,175 $ 21,175 $ 21,175 $ - Operating $ 21,175 $ 21,175 $ 21,175 $ - 21,175 21,175 21,175 - General Fund (100) - CSCA 215 - EMERGENCY MANAGEMENT $ 61,624 $ 61,624 $ 61,624 $ - Operating $ 61,624 $ 61,624 $ 61,624 $ - 61,624 61,624 61,624 - General Fund (100) - CSCA 226 - PLANNING AND DEVELOPMENT FEES $ 396,375 $ 396,375 $ 396,375 $ Operating $ 396,375 $ 396,375 $ 396,375 $ - 396,375 396,375 396,375 - General Fund (100) - CSCA - 232 - TRANSPORTATION OPERATIONS $ 38,801,782 $ 38,801,782 $ 38,801,783 $ 28,411,419 Operating $ 2,003,356 $ 2,003,356 $ 2,003,356 $ - $ 36,798,426 $ 36,798,426 $ 36,798,427 $ 28,411,419 36,798,426 36,798,426 36,798,427 28,411,419 General Fund (100) - CSCA Non-Recurring 2,003,356 Transportation Capital Fund (234) 2,003,356 2,003,356 - 235 - DEL WEBB $ 1,627 $ 1,627 $ 1,627 $ - Operating General Fund (100) - CSCA $ 1,627 $ 1,627 1,627 $ 1,627 1,627 $ 1,627 - 239 - PARKS SOUVENIR $ 82,860 $ 122,860 $ 82,860 $ 35,050 Operating Park s Enhancement Fund (241) $ 82,860 $ 82,860 122,860 $ 122,860 82,860 $ 82,860 35,050 35,050 240 - LAKE PLEASANT RECREATION SVCS $ - $ 29,753 $ 29,753 $ - Non-Recurring Air Quality Fee Fund (504) $ - $ - 29,753 $ 29,753 29,753 $ 29,753 - 241 - PARKS ENHANCEMENT FUND $ 215,000 $ 250,435 $ 250,435 $ 125,000 Non-Recurring Intergovernmental Capital Projects Fund (422) Air Quality Fee Fund (504) - Vehicle Transfer $ 215,000 $ 215,000 - 250,435 $ 215,000 35,435 250,435 $ 215,000 35,435 125,000 125,000 - 254 - INMATE HEALTH SERVICES $ 600,000 $ 600,000 $ 600,000 $ - Non-Recurring Detention Tech Cap Improvement (461) $ 600,000 $ 600,000 600,000 $ 600,000 600,000 $ 600,000 - 162 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) FY 2011 ADOPTED Fund/Function/Transfer FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED 255 - DETENTION OPERATIONS $ 206,723,710 $ 206,733,404 $ 206,733,404 $ 19,349,950 Non-Recurring Detention Capital Projects fund (455) Detention Tech Cap Improvement (461) Air Quality Fee Fund (504) - Vehicle Transfer $ 206,723,710 $ 197,323,710 9,400,000 - 206,733,404 $ 197,323,710 9,400,000 9,694 206,733,404 $ 197,323,710 9,400,000 9,694 19,349,950 16,000,000 3,349,950 - 265 - PUBLIC HEALTH FEES $ 220,211 $ 220,211 $ 220,211 $ - Operating $ 220,211 $ 220,211 $ 220,211 $ - 220,211 220,211 220,211 - General Fund (100) - CSCA 290 - WASTE TIRE $ 64,703 $ 64,703 $ 64,703 $ - Operating $ 64,703 $ 64,703 $ 64,703 $ - 64,703 64,703 64,703 - General Fund (100) - CSCA 504 - AIR QUALITY FEES $ 545,444 $ 545,444 $ 545,444 $ - Operating $ 545,444 $ 545,444 $ 545,444 $ - 545,444 545,444 545,444 - General Fund (100) - CSCA 506 - ENVIRONMTL SVCS ENV HEALTH $ 2,147,648 $ 1,630,325 $ 1,630,325 $ Operating $ 647,648 $ 647,648 $ 647,648 $ - 647,648 647,648 647,648 - 1,500,000 $ 982,677 $ 982,677 $ - 1,500,000 - 960,000 22,677 960,000 22,677 - General Fund (100) - CSCA Non-Recurring General Fund Cap Improvement Fund (445) Scottsdale Airpark $ Air Quality Fee Fund (504) - 572 - ANIMAL CONTROL LICENSE SHELTER $ 1,639,140 $ 1,712,042 $ 1,712,042 $ 1,034,031 Operating $ 1,621,457 $ 1,621,457 $ 1,621,457 $ 1,034,031 General Fund (100) - CSCA County Improvement Debt 2 Fund (321) Non-Recurring $ Intergovernmental Capital Projects Fund (422) 588,011 588,011 588,011 - 1,033,446 1,033,446 1,033,446 1,034,031 17,683 $ 90,585 $ 90,585 $ - 17,683 90,585 90,585 - 574 - ANIMAL CONTROL FIELD OPERATION $ 328,269 $ 328,269 $ 328,269 $ 106,528 Operating $ 328,269 $ 328,269 $ 328,269 $ 106,528 General Fund (100) - CSCA 221,801 221,801 221,801 - County Improvement Debt 2 Fund (321) 106,468 106,468 106,468 106,528 580 - SOLID WASTE MANAGEMENT $ 81,319 $ 99,517 $ 99,517 $ - Operating $ 81,319 $ 81,319 $ 81,319 $ - 81,319 81,319 81,319 - 18,198 $ 18,198 18,198 $ 18,198 - General Fund (100) - CSCA Non-Recurring Air Quality Fee Fund (504) - Vehicle Transfer $ - $ - 163 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer 988 - PUBLIC WORKS FLOOD CONTROL $ Operating $ General Fund (100) - CSCA FY 2011 FY 2011 FY 2011 FY 2012 ADOPTED REVISED FORECAST ADOPTED 1,419,286 $ 1,419,286 $ 1,419,286 $ - 1,419,286 $ 1,419,286 $ 1,419,286 $ - 1,419,286 1,419,286 1,419,286 - DEBT SERVICE $ 11,649 $ 11,649 $ 11,649 $ - Non-Recurring $ 11,649 $ 11,649 $ 11,649 $ - 320 - COUNTY IMPROVEMENT DEBT $ 11,649 $ 11,649 $ 11,649 $ - Non-Recurring $ 11,649 $ 11,649 $ 11,649 $ - 11,649 11,649 11,649 - County Improvement Debt 2 Fund (321) CAPITAL PROJECTS $ 11,714,619 $ 11,714,619 $ 11,714,619 $ 30,580,428 Non-Recurring $ 11,714,619 $ 11,714,619 $ 11,714,619 $ 30,580,428 422 - INTERGOVERNMENTAL CAP PROJ $ - $ - $ - $ 2,442,052 Non-Recurring $ - $ - $ - $ 2,442,052 General Fund Cap Improvement (445) - - - 2,276,277 Solid Waste Fund (580) - - - 165,775 440 - FINANCING SERIES 2007 $ 12,752 $ 12,752 $ 12,752 $ - Non-Recurring $ 12,752 $ 12,752 $ 12,752 $ - 12,752 12,752 12,752 - County Improvement Debt 2 Fund (321) 445 - GENERAL FUND CTY IMPROV $ 11,701,867 $ 11,701,867 $ 11,701,867 $ 22,438,376 Non-Recurring $ 11,701,867 $ 11,701,867 $ 11,701,867 $ 22,438,376 County Improvement Debt Fund (320) 5,520,000 5,520,000 5,520,000 16,174,955 County Improvement Debt 2 Fund (321) 6,181,867 6,181,867 6,181,867 6,263,421 455 - DETENTION CAPITAL PROJECTS $ Non-Recurring $ Detention Tech Cap Improvement (461) INTERNAL SERVICE - $ - $ - $ 5,700,000 - $ - $ - $ 5,700,000 - - - 5,700,000 $ 1,635,722 $ 3,016,014 $ 3,016,014 $ Operating $ 1,635,722 $ 1,635,722 $ 1,635,722 $ - Non-Recurring $ - $ 1,380,292 $ 1,380,292 $ - 618 - BENEFIT ADMINISTRATION $ 367,665 $ 367,665 $ 367,665 $ - Operating $ 367,665 $ 367,665 $ 367,665 $ - 367,665 367,665 367,665 - General Fund (100) - CSCA 164 - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer 652 - HEALTH SELECT SI TRUST $ Non-Recurring $ FY 2011 FY 2011 FY 2011 FY 2012 ADOPTED REVISED FORECAST ADOPTED - $ General fund (100) - Health Select Close-out 1,380,292 $ 1,380,292 $ - - $ 1,380,292 $ 1,380,292 $ - - 1,380,292 1,380,292 - 654 - EQUIPMENT SERVICES $ 532,241 $ 532,241 $ 532,241 $ - Operating $ 532,241 $ 532,241 $ 532,241 $ - 532,241 532,241 532,241 - General Fund (100) - CSCA 673 - REPROGRAPHICS $ 67,416 $ 67,416 $ 67,416 $ - Operating $ 67,416 $ 67,416 $ 67,416 $ - 67,416 67,416 67,416 - General Fund (100) - CSCA 675 - RISK MANAGEMENT $ 207,485 $ 207,485 $ 207,485 $ - Operating $ 207,485 $ 207,485 $ 207,485 $ - 207,485 207,485 207,485 - 460,915 $ 460,915 $ 460,915 $ - General Fund (100) - CSCA 681 - TELECOMMUNICATIONS $ Operating $ 460,915 $ 460,915 $ 460,915 $ - 460,915 460,915 460,915 - $ 640,547,639 $ 641,784,553 $ 641,732,554 $ 366,753,851 Operating $ 195,966,552 $ 196,006,552 $ 195,966,552 $ 196,946,533 Non-Recurring $ 444,581,087 $ 445,766,001 $ 445,766,002 $ 169,807,318 ELIMINATIONS $ (640,547,639) $ (641,784,553) $ (641,732,554) $ (366,753,851) Operating $ (195,966,552) $ (196,006,552) $ (195,966,552) $ (196,946,533) Non-Recurring $ (444,581,087) $ (445,778,001) $ (445,766,002) $ (169,807,318) $ - $ General Fund (100) - CSCA TOTAL BEFORE ELIMINATIONS ALL FUNDS 165 - $ - $ - Maricopa County Annual Business Strategies FY 2012 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 FY 2010 FY 2011 FY 2011 FY 2011 FY 2012 ACTUAL ADOPTED REVISED FORECAST ADOPTED Fund Transfers (see Schedule) Operating $ (179,288,188) $ (195,966,552) $ (196,006,552) $ (195,966,552) $ (196,946,533) Non-Recurring (153,703,814) (444,581,087) (445,855,637) (445,766,002) (169,807,318) $ (332,992,002) $ (640,547,639) $ (641,862,189) $ (641,732,554) $ (366,753,851) Internal Service Charges Totals $ (133,025,426) $ (155,232,894) $ (158,882,894) $ (153,021,640) $ (145,892,791) $ (466,017,428) $ (795,780,533) $ (800,745,083) $ (794,754,194) $ (512,646,642) Personnel Year-over-year, the total number of positions in FY 2012 is increasing by 0.5% or 64.02 Full-time Equivalent (FTE) positions over the FY 2011 Revised budget. The tables that follow highlight the changes in FTE’s by department and fund as well as by Market Range Title. Significant variances in FTE’s are discussed below. The department section of this document also discusses specific variances at the department level Clerk of the Board (060) The increase of 1.5 FTEs is due to the inactivation of one part-time position and the funding of two contract positions. These contract positions are necessary to continue the Clerk’s operation until a staffing study is completed. Emergency Management (150) The Department is adding one Planning Supervisor position that will serve as the Emergency Operations Center Integration Manager. Justice Courts (240) The addition of 26 FTE in the General Fund are being added to address increasing service demands in the Civil Traffic, Forcible Detainer and Criminal Traffic activities. Public Fiduciary (340) The FY 2012 Budget adds seven (7) FTE in order to more efficiently handle the current caseload. The additional positions are listed below: 166 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules • 4 FTE: Guardian Administrators • 2 FTE: Estate Administrators • 1 FTE: Estate Field Agent Reorganization during FY 2011 resulted in the addition of one (1) FTE. Education Services (370) The Department will be adding positions in accordance with the implementation plan of Teacher Incentive Grant, Rewarding Excellence in Instruction and Leadership (REIL). Business Strategies and Health Care Programs (390) In FY 2012, there is a new department staffing structure. The staff increase is based on the availability of grant funds and the creation of this new Department. Enterprise Technology (410) The Office of Enterprise Technology staffing level is increasing by 21.31 positions for FY 2012. Nine of these positions were transferred from the Public Defense Service as part of a consolidation of IT responsibilities from PDS to OET. The balance of the new positions result from a re-organization designed to focus effort around enterprise level core competencies. Treasurer (430) The Department has demonstrated a need for two technology positions, as well as a Chief Auditor to ensure proper protocols are followed within the departmental functions. Planning and Development (440) The increase of 7.0 FTEs is due to a combination of the consolidation of the Regional Development Services Agency Human Resources staff; the partial year inactivation of contract staff associated with the Downtown Court Tower and the addition of a specific team that will focus on the solar energy projects developing in the County. Management and Budget (490) Four FTE’s were restated to the Business Strategies and Health Care Programs Department, a Communications Officer was reallocated from Human Resources and a Policy and Compliance Consultant was reallocated from Non Departmental. Public Advocate (570) During FY 2011, the Public Defense System shifted these 6 FTE to Public Advocate for dependency representation. Previously, outside contract attorneys had been used for dependency representation through the Office of Contract Counsel. In-house attorneys are generally less expensive and often more effective than contract attorneys. Air Quality (850) 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 2010 to FY 2011. An additional reduction of 37.65 full-time equivalents from FY 2011 to FY 2012 is budgeted. Public Health (860) Staffing is increased as a result of available grant funds. Further staffing changes may be required based on actual grant awards received in FY 2012. 167 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund FULL TIME EQUIVALENT (FTE) 010 BOARD OF SUPERVISORS DIST 1 100 GENERAL Department Total 020 BOARD OF SUPERVISORS DIST 2 100 GENERAL Department Total 030 BOARD OF SUPERVISORS DIST 3 100 GENERAL Department Total 040 BOARD OF SUPERVISORS DIST 4 100 GENERAL Department Total 050 BOARD OF SUPERVISORS DIST 5 100 GENERAL Department Total 060 CLERK OF THE BOARD 100 GENERAL Department Total 110 ADULT PROBATION 100 GENERAL 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS 255 DETENTION OPERATIONS Department Total 120 ASSESSOR 100 GENERAL Department Total 140 CALL CENTER 100 GENERAL Department Total 150 EMERGENCY MANAGEMENT 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT Department Total 160 CLERK OF THE SUPERIOR COURT 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 180 FINANCE 100 GENERAL Department Total 190 COUNTY ATTORNEY 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 3.00 3.00 - 0.0% 0.0% 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 3.00 3.00 - 0.0% 0.0% 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 3.00 3.00 - 0.0% 0.0% 9.50 9.50 10.50 10.50 10.50 10.50 12.50 12.50 12.00 12.00 1.50 1.50 14.3% 14.3% 975.00 4.00 71.00 1,050.00 973.00 3.00 88.50 1,064.50 973.00 3.00 88.50 1,064.50 980.00 3.50 90.00 1,073.50 922.00 1.50 68.00 80.00 1,071.50 (51.00) (1.50) (20.50) 80.00 7.00 (5.2%) (50.0%) (23.2%) N/A 0.7% 322.00 322.00 323.45 323.45 322.45 322.45 318.46 318.46 329.46 329.46 7.01 7.01 2.2% 2.2% 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 - 0.0% 0.0% 2.00 3.00 8.50 13.50 2.00 3.00 7.50 12.50 2.00 3.00 7.50 12.50 1.00 4.00 7.50 12.50 2.00 4.00 7.50 13.50 1.00 1.00 0.0% 33.3% 0.0% 8.0% 558.00 22.00 4.00 5.00 48.00 42.00 679.00 556.00 25.00 2.00 5.00 47.00 45.00 680.00 556.00 25.00 2.00 5.00 47.00 45.00 680.00 557.00 25.00 2.00 5.00 47.00 45.00 681.00 548.00 27.00 2.00 5.00 47.00 45.00 674.00 (8.00) 2.00 (6.00) (1.4%) 8.0% 0.0% 0.0% 0.0% 0.0% (0.9% ) 39.79 39.79 41.00 41.00 41.00 41.00 44.00 44.00 43.00 43.00 2.00 2.00 4.9% 4.9% 744.00 71.00 3.00 31.00 12.60 28.00 889.60 710.00 65.00 6.00 28.00 8.00 26.00 843.00 687.00 62.00 19.00 27.00 8.00 21.00 824.00 693.50 64.00 19.00 27.00 8.00 21.00 832.50 682.00 62.00 19.00 30.00 8.00 21.00 822.00 (5.00) 3.00 (2.00) (0.7%) 0.0% 0.0% 11.1% 0.0% 0.0% (0.2% ) 168 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) FULL TIME EQUIVALENT (FTE) 200 COUNTY MANAGER 100 GENERAL 249 NON DEPARTMENTAL GRANT 255 DETENTION OPERATIONS 676 COUNTY MANAGER RISK MANAGEMENT Department Total 210 ELECTIONS 100 GENERAL Department Total 220 HUMAN SERVICES 217 CDBG HOUSING TRUST 222 HUMAN SERVICES GRANTS 255 DETENTION OPERATIONS Department Total 230 INTERNAL AUDIT 100 GENERAL Department Total 240 JUSTICE COURTS 100 GENERAL 204 JUSTICE CT JUDICIAL ENHANCEMNT 245 JUSTICE COURTS SPECIAL REVENUE Department Total 250 CONSTABLES 100 GENERAL Department Total 260 CORRECTIONAL HEALTH 100 GENERAL 255 DETENTION OPERATIONS Department Total 270 JUVENILE PROBATION 100 GENERAL 227 JUVENILE PROBATION GRANTS 255 DETENTION OPERATIONS 275 JUVENILE PROBATION DIVERSION Department Total 280 COUNTY ATTORNEY CIVIL 100 GENERAL Department Total 290 MEDICAL EXAMINER 100 GENERAL Department Total 300 PARKS AND RECREATION 100 GENERAL 225 SPUR CROSS RANCH CONSERVATION 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND Department Total 310 HUMAN RESOURCES 100 GENERAL Department Total 340 PUBLIC FIDUCIARY 100 GENERAL Department Total 350 EMPLOYEE BENEFITS 618 BENEFIT ADMINISTRATION Department Total FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 23.40 4.00 27.40 24.80 1.00 4.00 29.80 24.80 4.00 28.80 26.00 1.00 4.00 31.00 25.00 1.00 4.00 1.00 31.00 .20 1.00 1.00 2.20 0.8% N/A 0.0% N/A 7.6% 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 - 0.0% 0.0% 7.00 335.00 342.00 7.00 390.00 397.00 7.00 390.00 397.00 8.50 374.00 382.50 8.00 370.00 7.00 385.00 1.00 (20.00) 7.00 (12.00) 14.3% (5.1%) N/A (3.0% ) 17.00 17.00 17.00 17.00 17.00 17.00 17.00 17.00 17.00 17.00 - 0.0% 0.0% 292.03 2.00 4.00 298.03 303.03 2.00 305.03 303.03 2.00 305.03 302.03 3.00 305.03 330.03 3.00 333.03 27.00 1.00 28.00 8.9% 50.0% N/A 9.2% 30.00 30.00 35.00 35.00 35.00 35.00 36.00 36.00 35.00 35.00 - 0.0% 0.0% 18.00 386.25 404.25 17.00 435.50 452.50 17.00 435.50 452.50 17.00 443.50 460.50 16.00 446.50 462.50 (1.00) 11.00 10.00 (5.9%) 2.5% 2.2% 281.50 61.00 410.10 5.00 757.60 281.00 61.00 405.10 5.00 752.10 281.00 61.00 405.10 5.00 752.10 283.00 64.00 405.10 5.00 757.10 278.00 59.00 392.10 4.00 733.10 (3.00) (2.00) (13.00) (1.00) (19.00) (1.1%) (3.3%) (3.2%) (20.0%) (2.5% ) 87.00 87.00 91.50 91.50 96.00 96.00 97.00 97.00 96.00 96.00 - 0.0% 0.0% 75.50 75.50 77.00 77.00 77.00 77.00 78.00 78.00 78.40 78.40 1.40 1.40 1.8% 1.8% 3.00 3.00 17.00 62.00 85.00 3.00 3.00 17.00 62.00 85.00 3.00 3.00 17.00 62.00 85.00 3.00 2.00 17.00 63.00 85.00 3.00 3.00 18.00 62.00 86.00 1.00 1.00 0.0% 0.0% 5.9% 0.0% 1.2% 47.00 47.00 44.00 44.00 44.00 44.00 42.00 42.00 43.00 43.00 (1.00) (1.00) (2.3%) (2.3% ) 33.30 33.30 33.30 33.30 33.30 33.30 34.30 34.30 41.30 41.30 8.00 8.00 24.0% 24.0% 24.00 24.00 - - - - - N/A N/A 169 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) FULL TIME EQUIVALENT (FTE) 360 RECORDER 100 GENERAL 236 RECORDERS SURCHARGE Department Total 370 EDUCATION SERVICES 100 GENERAL 669 SMALL SCHOOL SERVICE 715 SCHOOL GRANT 782 SCHOOL COMMUNICATION 795 EDUCATIONAL SUPPLEMENTAL PROG Department Total 390 BUS STRATEGIES HLTH CARE PROG 100 GENERAL 532 PUBLIC HEALTH GRANTS 618 BENEFIT ADMINISTRATION Department Total 410 ENTERPRISE TECHNOLOGY 100 GENERAL 681 TELECOMMUNICATIONS Department Total 430 TREASURER 100 GENERAL Department Total 440 PLANNING AND DEVELOPMENT 100 GENERAL 226 PLANNING AND DEVELOPMENT FEES Department Total 460 RESEARCH AND REPORTING 100 GENERAL Department Total 470 NON DEPARTMENTAL 100 GENERAL Department Total 490 MANAGEMENT AND BUDGET 100 GENERAL Department Total 500 SHERIFF 100 GENERAL 251 SHERIFF GRANTS 252 INMATE SERVICES 255 DETENTION OPERATIONS Department Total 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 FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED REVISED TO ADOPTED VARIANCE VAR % FY 2011 FY 2012 FORECAST ADOPTED 36.00 27.00 63.00 36.00 27.00 63.00 36.00 27.00 63.00 36.00 27.00 63.00 36.00 27.00 63.00 - 0.0% 0.0% 0.0% 27.00 6.00 2.00 35.00 25.00 1.00 5.50 15.00 46.50 23.00 1.00 5.50 15.00 44.50 23.00 1.00 15.50 18.80 58.30 22.00 1.00 17.50 1.00 18.80 60.30 (1.00) 12.00 1.00 3.80 15.80 (4.3%) 0.0% 218.2% N/A 25.3% 35.5% 4.00 9.00 13.00 4.00 9.00 20.15 33.15 4.00 9.00 20.15 33.15 14.00 11.00 19.00 44.00 8.00 12.00 19.00 39.00 4.00 3.00 (1.15) 5.85 100.0% 33.3% (5.7%) 17.6% 79.00 40.00 119.00 71.40 40.00 111.40 71.40 40.00 111.40 81.40 44.00 125.40 88.71 44.00 132.71 17.31 4.00 21.31 24.2% 10.0% 19.1% 41.00 41.00 49.00 49.00 49.00 49.00 50.00 50.00 52.00 52.00 3.00 3.00 6.1% 6.1% 102.00 102.00 104.00 104.00 104.00 104.00 103.49 103.49 1.00 110.00 111.00 1.00 6.00 7.00 N/A 5.8% 6.7% 5.75 5.75 5.75 5.75 5.75 5.75 5.75 5.75 5.75 5.75 - 0.0% 0.0% - - - 1.00 1.00 - - N/A N/A 27.77 27.77 26.80 26.80 26.80 26.80 27.80 27.80 28.80 28.80 2.00 2.00 7.5% 7.5% 908.50 29.00 164.00 2,561.00 3,662.50 919.00 18.00 95.00 2,543.00 3,575.00 919.00 18.00 95.00 2,543.00 3,575.00 973.00 29.00 95.00 2,492.00 3,589.00 971.00 29.00 95.00 2,462.00 3,557.00 52.00 11.00 (81.00) (18.00) 5.7% 61.1% 0.0% (3.2%) (0.5% ) 402.48 4.00 4.00 13.00 423.48 402.48 4.00 4.00 9.00 419.48 402.48 4.00 4.00 9.00 419.48 394.48 3.00 4.00 10.00 411.48 392.48 3.00 4.00 10.00 409.48 (10.00) (1.00) 1.00 (10.00) (2.5%) (25.0%) 0.0% 11.1% (2.4% ) 109.00 109.00 115.00 115.00 115.00 115.00 114.00 114.00 114.00 114.00 (1.00) (1.00) (0.9%) (0.9% ) 91.50 91.50 95.50 95.50 95.50 95.50 95.50 95.50 95.50 95.50 - 0.0% 0.0% 25.00 25.00 25.00 25.00 25.00 25.00 26.00 26.00 26.00 26.00 1.00 1.00 4.0% 4.0% 170 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) FULL TIME EQUIVALENT (FTE) 570 PUBLIC ADVOCATE 100 GENERAL Department Total 730 MATERIALS MANAGEMENT 100 GENERAL 673 REPROGRAPHICS Department Total 740 EQUIPMENT SERVICES 654 EQUIPMENT SERVICES Department Total 750 RISK MANAGEMENT 675 RISK MANAGEMENT Department Total 790 ANIMAL CARE AND CONTROL 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 264 SUPERIOR COURT FILL THE GAP Department Total 850 AIR QUALITY 503 AIR QUALITY GRANT 504 AIR QUALITY FEES Department Total 860 PUBLIC HEALTH 100 GENERAL 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS Department Total 880 ENVIRONMENTAL SERVICES 100 GENERAL 505 ENVIRONMENTAL SERVICES GRANT 506 ENVIRONMTL SVCS ENV HEALTH Department Total 910 PUBLIC WORKS 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 COUNTY FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 55.15 55.15 54.45 54.45 54.45 54.45 60.45 60.45 60.45 60.45 6.00 6.00 11.0% 11.0% 23.00 11.00 34.00 25.00 9.00 34.00 25.00 9.00 34.00 25.50 9.00 34.50 25.00 9.00 34.00 - 0.0% 0.0% 0.0% 52.00 52.00 53.00 53.00 53.00 53.00 42.00 42.00 52.00 52.00 (1.00) (1.00) (1.9%) (1.9% ) 23.90 23.90 23.00 23.00 23.00 23.00 22.00 22.00 23.00 23.00 - 0.0% 0.0% 110.00 6.00 52.00 168.00 110.00 6.00 52.00 168.00 110.00 6.00 52.00 168.00 111.00 6.00 52.00 169.00 111.00 6.00 52.00 169.00 1.00 1.00 0.9% 0.0% 0.0% 0.6% 1,101.00 5.00 25.50 32.00 1,163.50 1,099.60 4.00 25.80 32.00 1,161.40 1,099.60 4.00 25.80 32.00 1,161.40 1,107.50 7.00 23.00 32.00 1,169.50 1,103.50 7.00 23.00 32.00 1,165.50 3.90 3.00 (2.80) 4.10 0.4% 75.0% (10.9%) 0.0% 0.4% 25.00 180.00 205.00 22.00 158.25 180.25 22.00 158.25 180.25 23.00 129.00 152.00 24.60 118.00 142.60 2.60 (40.25) (37.65) 11.8% (25.4%) (20.9% ) 127.25 55.00 325.70 507.95 127.25 51.00 398.50 576.75 127.25 51.00 397.50 575.75 132.65 56.00 435.65 624.30 131.25 53.00 429.75 614.00 4.00 2.00 32.25 38.25 3.1% 3.9% 8.1% 6.6% 42.00 6.00 217.00 265.00 44.00 232.00 276.00 44.00 232.00 276.00 43.00 220.00 263.00 44.00 240.00 284.00 8.00 8.00 0.0% N/A 3.4% 2.9% 181.50 522.00 32.00 12.50 18.00 184.75 950.75 13,470.71 183.50 1.00 509.00 32.00 12.50 18.00 189.75 945.75 13,532.36 183.50 1.00 509.00 32.00 12.50 18.00 189.75 945.75 13,512.86 183.50 506.50 31.00 13.00 15.00 192.00 941.00 13,585.36 193.50 1.00 489.00 31.00 10.50 18.00 192.00 935.00 13,576.88 10.00 (20.00) (1.00) (2.00) 2.25 (10.75) 64.02 5.4% 0.0% (3.9%) (3.1%) (16.0%) 0.0% 1.2% (1.1% ) 0.5% 171 Maricopa County Annual Business Strategies FY 2012 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 Control Officer Animal Control Supervisor Animal Health Supervisor Animal Health Technician 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 - Civil Practice Manager Attorney - General Counsel Attorney - Policy & Compliance Attorney - Senior Attorney - Senior Associate Attorney - Senior Counsel Attorney - Senior Law Researcher Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Attorney Manager Attorney Supervisor Bailiff Benefits Specialist - County BOS Press Secretary Budget Administrator 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 Chief Appraiser - Assessor Chief Deputy - Assessor FY 2010 FY 2011 ADOPTED ADOPTED 46.00 45.00 88.90 90.00 36.00 33.00 1.00 1.00 2.00 2.00 3.00 1.00 186.25 178.29 34.00 28.00 2.00 16.00 19.00 3.50 3.00 50.00 54.00 77.00 83.00 23.00 24.00 3.00 2.00 40.00 40.00 39.00 39.00 3.00 3.00 1.00 1.00 12.00 12.00 9.00 11.00 9.00 9.00 127.00 108.00 8.00 6.00 13.96 19.00 20.00 5.00 3.00 3.00 5.00 230.50 243.50 7.00 4.00 184.49 173.79 139.00 132.00 14.00 43.00 48.00 38.50 38.50 11.00 11.00 47.14 44.14 114.00 114.00 5.00 .15 1.00 12.00 12.00 1.00 4.00 4.00 26.00 24.00 12.00 15.00 22.00 22.00 1.00 1.00 5.00 4.00 30.00 30.00 7.00 8.00 2.00 1.00 5.00 5.00 1.00 1.00 172 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 46.00 51.00 51.00 5.00 10.9% 89.00 92.50 89.50 .50 0.6% 6.00 3.00 4.00 (2.00) (33.3%) 1.00 1.00 1.00 0.0% N/A N/A 181.29 182.00 184.60 3.31 1.8% 6.00 2.00 2.00 (4.00) (66.7%) 2.00 (2.00) (100.0%) 17.00 16.00 16.00 (1.00) (5.9%) 2.00 1.00 1.00 (1.00) (50.0%) 50.00 53.00 54.00 4.00 8.0% 77.00 72.00 71.00 (6.00) (7.8%) 17.00 18.00 17.00 0.0% 2.00 2.00 2.00 0.0% 40.00 40.00 40.00 0.0% 39.00 39.00 39.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 12.00 13.00 13.00 1.00 8.3% 11.00 9.00 9.00 (2.00) (18.2%) 9.00 9.00 9.00 0.0% 112.00 109.00 108.00 (4.00) (3.6%) 6.00 6.00 6.00 0.0% 13.96 12.96 13.96 0.0% 18.00 19.00 18.00 0.0% 1.00 5.00 5.00 4.00 400.0% 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 528.29 540.79 537.29 9.00 1.7% 2.00 (2.00) (100.0%) 5.00 5.00 (5.00) (100.0%) N/A 1.00 N/A 4.00 (4.00) (100.0%) N/A 12.00 14.00 18.00 6.00 50.0% 4.00 4.00 4.00 0.0% 40.00 40.00 40.00 0.0% 45.50 43.50 43.50 (2.00) (4.4%) 10.00 9.00 10.00 0.0% 45.14 46.14 45.14 0.0% 114.00 114.00 114.00 0.0% .15 (.15) (100.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 10.00 11.00 13.00 3.00 30.0% 1.00 (1.00) (100.0%) 4.00 3.00 3.00 (1.00) (25.0%) 25.00 24.00 23.00 (2.00) (8.0%) 15.00 15.00 18.00 3.00 20.0% 22.00 22.00 22.00 0.0% 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 30.00 32.00 30.00 0.0% 8.00 8.00 8.00 0.0% 1.00 1.00 1.00 0.0% 5.00 4.00 6.00 1.00 20.0% 1.00 1.00 1.00 0.0% 1.00 1.00 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 Claims Adjuster Lead Code Enforcement Officer Collections Supervisor Collector Communications Manager-County Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Communicatns Mgr-Crim Justice Community Devlpmnt Coordinator Community Devlpmnt Supervisor Compensation Analyst Compensation Supervisor Computer Forensic Specialist Computer Operations Supv Computer Operator Computer Operator - Sr/Ld Conference Officer Construction Maintenance Supv Consultant Contract Service Monitor - Facilities Counseling Supervisor Counselor County Attorney Chief Assistant County Attorney Special Assistant County Manager Court Commissioner Court Interpreter Court Interpreter Manager Court Interpreter Supervisor Court Reporter Court Reporter Manager Courtroom Clerk Courtroom Services Supervisor 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 Deputy Director - Finance Deputy Director - Legal Defense FY 2010 FY 2011 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 4.75 4.00 5.00 5.00 3.00 3.00 19.50 19.00 1.00 22.00 24.00 7.00 5.00 5.18 2.80 1.00 1.00 3.00 3.00 1.00 14.00 13.00 5.00 5.00 10.00 13.00 13.00 12.00 6.88 2.00 8.00 8.00 69.00 77.50 1.00 1.00 58.00 58.00 31.50 32.10 3.00 4.00 56.50 56.50 217.50 218.50 16.00 16.00 19.00 19.00 4.00 8.00 3.00 3.00 2.00 2.00 3.00 2.00 15.00 15.00 6.00 5.00 4.00 3.00 1.00 1.00 1.00 1.50 5.00 5.00 1.00 1.00 42.00 41.00 4.00 4.00 - 173 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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% 4.00 3.00 4.00 0.0% N/A 5.00 4.00 4.00 (1.00) (20.0%) 3.00 3.00 3.00 0.0% 19.00 21.00 21.00 2.00 10.5% 1.00 1.00 1.00 0.0% 24.00 23.00 24.00 0.0% 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 N/A 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 N/A 2.80 2.80 2.80 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% N/A 13.00 13.00 13.00 0.0% 5.00 4.00 5.00 0.0% 13.00 13.00 13.00 0.0% 12.00 12.00 11.00 (1.00) (8.3%) 2.00 3.00 3.00 1.00 50.0% 5.00 5.00 5.00 0.0% 5.00 4.00 3.00 (2.00) (40.0%) 52.00 39.00 39.00 (13.00) (25.0%) 1.00 1.00 (1.00) (100.0%) 2.00 3.00 3.00 1.00 50.0% 1.00 1.00 1.00 0.0% 58.00 59.00 59.00 1.00 1.7% 32.10 32.00 32.00 (.10) (0.3%) 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 56.50 51.50 51.50 (5.00) (8.8%) 1.00 1.00 1.00 0.0% 218.50 218.50 214.50 (4.00) (1.8%) 16.00 17.00 17.00 1.00 6.3% 16.00 16.00 16.00 0.0% 19.00 19.00 19.00 0.0% 8.00 8.00 8.00 0.0% 6.00 6.00 6.00 0.0% 2.00 3.00 3.00 1.00 50.0% 2.00 3.00 3.00 1.00 50.0% 15.00 15.00 17.26 2.26 15.1% 5.00 5.00 5.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 1.50 1.50 1.50 0.0% 5.00 4.00 5.00 0.0% 1.00 1.00 1.00 0.0% 38.00 35.00 39.00 1.00 2.6% 3.00 2.00 2.00 (1.00) (33.3%) 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 N/A Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Deputy Director - OET/Infrastructure Deputy Director - Probation Deputy Director - Risk Mgmt Detention Ofcr Coord-Probation Detention Ofcr Supv -Probation Detention Officer Detention Officer - Probation Detention Officer Captain Detention Officer Lieutenant Detention Officer Sergeant Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Dietitian/Nutritionist Dietitian/Nutritionist Supv Director Director - Air Quality Director - Business Strategies & Healthcare Progra 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 - Geographic Information Systems Director - Govt Relations Director - Human Resources Director - Human Services 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 Education Manager - Detention Education Svc Program Coord Educator Educator - Detention Educator Assistant Educator Bachelor's Educator Coordinator Educator Supervisor - Detention Elected Electrician FY 2010 ADOPTED 12.00 13.00 1,896.00 266.10 13.00 72.00 215.00 30.00 9.00 108.00 8.70 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 5.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 32.00 42.00 23.00 41.00 31.00 32.00 37.00 11.00 FY 2011 ADOPTED 25.00 1,743.00 265.10 11.00 64.00 201.00 28.00 6.00 112.00 18.70 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 5.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29.00 48.00 25.00 58.00 42.00 35.00 37.00 11.00 174 FY 2011 REVISED 25.00 1,743.00 265.10 11.00 64.00 201.00 28.00 7.00 112.00 18.70 4.00 3.00 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 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 29.00 43.00 23.00 58.00 47.00 35.00 1.00 37.00 11.00 FY 2011 FY 2012 REVISED TO ADOPTED FORECAST ADOPTED VARIANCE VAR % N/A 1.50 1.50 1.50 N/A 1.00 N/A N/A 25.00 25.00 0.0% 1,872.00 1,848.00 105.00 6.0% 267.10 259.10 (6.00) (2.3%) 11.00 11.00 0.0% 65.00 65.00 1.00 1.6% 207.00 201.00 0.0% 26.00 29.00 1.00 3.6% 8.00 8.00 1.00 14.3% 110.00 111.00 (1.00) (0.9%) 21.20 20.20 1.50 8.0% 5.00 4.00 0.0% 3.00 3.00 0.0% 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 0.0% 1.00 1.00 0.0% N/A 1.00 1.00 0.0% N/A 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 0.0% 1.00 1.00 0.0% 5.00 5.00 0.0% N/A 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% 2.00 2.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% (1.00) (100.0%) 29.00 29.00 0.0% 1.00 N/A 1.00 2.00 2.00 N/A 42.00 42.00 (1.00) (2.3%) 23.00 25.00 2.00 8.7% 53.00 53.00 (5.00) (8.6%) 44.00 43.00 (4.00) (8.5%) 36.00 36.00 1.00 2.9% 1.00 1.00 0.0% 36.00 37.00 0.0% 11.00 12.00 1.00 9.1% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Electronic Technician Emergency Dispatch Supervisor Emergency Dispatcher Emergency Operator Employee Relations Analyst-Cty Engineer Engineer - Senior Engineering Aide Engineering Associate Engineering Manager Engineering Specialist Engineering Supervisor Engineering Technician Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Epidemiologist Epidemiology Manager Epidemiology Supervisor Equipment Operator Equipment Svcs Administrator Ergonomist - County Events Operation Manager Executive Assistant Executive Assistant - Elected Official Facilities Manager - Capital Projects Facilities Project Manager Facilities Project Manager - Capital Facilities Project Manager Supervisor Field Operations Supervisor Finan Compliance Admin - Cnty 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 Fleet Parts Specialist Food Service Worker Food Services Assistant Manager Food Services Manager Food Services Shift Supervisor Food Services Supervisor Forensic Anthropologist Forensic Odontologist Forensic Services 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 FY 2010 FY 2011 ADOPTED ADOPTED 7.00 9.00 4.00 4.00 25.00 29.00 5.00 6.00 6.00 6.00 41.00 71.75 27.75 7.00 44.00 60.00 4.00 7.00 23.00 28.00 19.00 58.00 38.00 18.00 13.00 33.00 36.00 193.00 184.00 12.00 10.00 58.00 59.00 3.00 3.00 1.00 1.00 23.80 25.00 32.00 30.00 22.50 26.00 14.00 14.00 4.00 6.00 6.00 6.00 17.00 17.00 9.00 9.00 16.00 15.00 3.00 3.00 12.00 15.00 7.00 77.00 10.00 17.00 7.00 9.00 71.00 98.00 4.00 4.00 89.00 88.00 18.00 18.00 2.00 2.00 22.00 22.00 1.00 2.00 2.00 19.00 20.00 175 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 9.00 9.00 10.00 1.00 11.1% 4.00 4.00 4.00 0.0% 29.00 29.00 29.00 0.0% 6.00 6.00 6.00 0.0% 6.00 4.00 4.00 (2.00) (33.3%) 71.75 70.00 70.00 (1.75) (2.4%) N/A N/A 59.00 58.00 56.00 (3.00) (5.1%) 7.00 7.00 7.00 0.0% 23.00 23.00 23.00 0.0% 19.00 20.00 20.00 1.00 5.3% 37.00 38.00 38.00 1.00 2.7% 13.00 6.00 10.00 (3.00) (23.1%) 36.00 35.00 36.00 0.0% 183.00 176.00 170.00 (13.00) (7.1%) 10.00 12.40 12.40 2.40 24.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 59.00 59.00 59.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 (1.00) (100.0%) 24.00 27.00 29.00 5.00 20.8% 1.00 3.00 3.00 2.00 200.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 5.00 6.00 6.00 1.00 20.0% 1.00 1.00 1.00 0.0% 27.00 25.00 23.00 (4.00) (14.8%) 1.00 1.00 1.00 N/A 26.00 26.00 29.00 3.00 11.5% 14.00 16.00 16.00 2.00 14.3% 6.00 7.00 7.00 1.00 16.7% 6.00 5.00 3.00 (3.00) (50.0%) 17.00 17.00 17.00 0.0% 10.00 9.00 9.00 (1.00) (10.0%) 15.00 15.00 15.00 0.0% 3.00 3.00 3.00 0.0% 15.00 15.00 15.00 0.0% 3.00 3.00 3.00 0.0% 77.00 10.00 10.00 (67.00) (87.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 17.00 12.00 12.00 (5.00) (29.4%) 1.00 1.00 1.00 0.0% .50 .60 .60 N/A .50 .80 .80 N/A 1.00 1.00 1.00 0.0% 9.00 9.00 9.00 0.0% 101.00 76.00 73.00 (28.00) (27.7%) 4.00 4.00 4.00 0.0% 86.00 85.00 82.00 (4.00) (4.7%) 18.00 17.00 17.00 (1.00) (5.6%) 2.00 2.00 2.00 0.0% 22.00 23.00 23.00 1.00 4.5% 1.00 1.00 1.00 N/A 1.00 (1.00) (100.0%) 2.00 3.00 3.00 1.00 50.0% 20.00 21.00 20.60 .60 3.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Guardian/Estate Admin Supv Guardian/Estate Administrator Health Educator Health Educator Supervisor Health Services Aide Heavy Equipment Operator Help Desk Coordinator Help Desk Coordinator - Sr/Ld HST Analyst Human Resources Analyst Human Resources Associate Human Resources Manager - Courts Human Resources Mngr - County Human Resources Specialist Human Resources Supervisor Human Resources Support Supv Human Services Program Administrator Infection Control Specialist Inspection Supervisor Inspector Instrumentation Technician Air Instrumentation Tech-Water Intern 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 Judicial Assistant Coordinator Justice Of The Peace Justice System Administrator Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Justice System Manager Laboratory Manager Laboratory Supervisor Laboratory Technician Laboratory Technologist Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Officer FY 2010 ADOPTED 16.80 28.50 106.60 40.00 23.00 8.00 1.00 17.00 12.00 3.00 34.00 12.00 10.00 32.00 12.00 42.00 12.00 4.00 4.10 2.00 4.00 10.00 11.00 1.00 4.00 5.00 5.00 39.00 43.00 2.00 1.00 2.00 3.00 1.00 8.00 9.00 8.00 10.00 4.00 9.00 11.00 151.00 25.00 880.53 81.00 92.00 1.00 1.00 2.50 6.25 19.00 36.00 632.00 FY 2011 ADOPTED 18.30 34.50 113.60 39.00 23.00 8.00 1.00 26.00 10.00 3.00 34.00 14.00 8.00 31.00 10.00 55.00 12.00 4.00 4.00 2.00 4.00 10.00 12.00 1.00 4.00 4.00 2.00 35.00 44.00 2.00 1.00 1.00 2.00 2.00 9.00 11.00 7.40 10.00 3.00 9.00 11.00 152.00 25.00 887.53 79.00 88.00 1.00 1.00 2.00 6.25 17.00 32.00 621.00 176 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 3.00 3.00 1.00 50.0% 18.30 18.30 24.30 6.00 32.8% 34.50 36.10 35.10 .60 1.7% 6.00 8.00 9.00 3.00 50.0% 113.60 115.10 115.10 1.50 1.3% 39.00 41.00 41.00 2.00 5.1% 23.00 23.00 22.00 (1.00) (4.3%) 8.00 8.00 8.00 0.0% 1.00 1.00 1.00 0.0% 27.00 29.00 27.00 0.0% 10.00 11.00 11.00 1.00 10.0% 1.00 1.00 (1.00) (100.0%) 3.00 3.00 3.00 0.0% 34.00 33.00 32.00 (2.00) (5.9%) 14.00 15.00 15.00 1.00 7.1% 7.00 5.00 6.00 (1.00) (14.3%) 3.00 3.00 3.00 0.0% 31.00 31.00 31.00 0.0% 8.00 9.00 9.00 1.00 12.5% 51.00 50.00 51.00 0.0% 12.00 11.00 13.00 1.00 8.3% 4.00 4.00 4.00 0.0% 2.50 2.50 2.50 0.0% 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 0.0% 10.00 10.00 11.00 1.00 10.0% 12.00 12.00 12.00 0.0% 1.00 1.00 1.00 0.0% 4.00 5.00 5.00 1.00 25.0% 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 0.0% 34.00 34.00 34.00 0.0% 44.00 43.00 43.00 (1.00) (2.3%) 3.00 3.00 3.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 1.00 0.0% 2.00 6.00 9.00 7.00 350.0% 2.00 3.00 3.00 1.00 50.0% 9.00 12.00 10.00 1.00 11.1% 11.00 10.00 10.00 (1.00) (9.1%) 7.40 9.40 9.45 2.05 27.7% 10.00 10.00 10.00 0.0% 3.00 3.00 3.00 0.0% 9.00 9.00 9.00 0.0% 11.00 11.00 11.00 0.0% 153.00 154.00 158.00 5.00 3.3% 4.00 N/A 25.00 25.00 25.00 0.0% 12.00 14.00 13.00 1.00 8.3% 887.53 883.53 904.53 17.00 1.9% 80.00 79.00 78.00 (2.00) (2.5%) 91.00 92.00 93.00 2.00 2.2% 21.00 22.00 22.00 1.00 4.8% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 6.25 6.25 6.25 0.0% 17.00 17.00 17.00 0.0% 32.00 32.00 30.00 (2.00) (6.3%) 621.00 595.00 595.00 (26.00) (4.2%) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Law Enforcement Sergeant Legal Assistant Legal Assistant Supv Legal Order Server Legal Services Manager Legal Support Specialist Legal Support Supervisor Librarian Library Clerk Library Manager Library Paraprofessional Licensed Practical Nurse Management Analyst Management Assistant Managing for Results Faciltatr Materials Handling Worker Materials Inventory Specialist Materials Testing Supervisor Materials Testing Technician Mechanic - Automotive Mechanic - Automotive Lead Mechanic - Aviation Mechanic - Heavy Equip Lead Mechanic - Heavy Equipment Mechanic Supervisor Mechanic Supervisor - Aviation Media Specialist Medical Assistant Medical Death Investigations Manager Medical Director Medical Examiner Mental Health Professional Mental Health Professional Supervisor Mitigation Specialist Mitigation Specialist - Capital Supervisor Mitigation Specialist Supervisor Mitigation Specialist-Capital Network Engineer Network Engineer - Sr/Ld Nurse - Correctional Nurse - Correctional/Psychiatric Nurse - Public Health Nurse Legal Consultant Nurse Pract/Phys Asst Nurse Pract/Phys Asst - Psych Nursing Director Nursing Informatics Analyst 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 Payroll/Time & Labor Spec FY 2010 FY 2011 ADOPTED ADOPTED 92.00 89.00 161.00 159.00 10.00 9.00 8.00 11.00 189.00 188.00 57.00 51.00 6.00 6.00 1.50 1.50 1.00 1.00 6.00 6.00 57.15 65.00 64.00 75.00 3.00 3.80 43.00 43.00 11.00 11.00 5.00 5.00 15.00 16.00 2.00 2.00 13.00 14.00 2.00 3.00 1.00 1.00 16.00 17.00 68.15 75.00 1.00 2.00 9.00 9.00 13.00 13.00 20.00 21.00 1.00 1.00 2.00 2.00 98.30 103.00 1.00 32.30 58.70 25.00 24.00 4.00 1.00 1.00 5.00 5.00 19.00 20.00 511.40 487.75 358.50 358.50 4.00 8.00 12.00 6.00 6.00 3.00 3.00 28.60 47.00 59.00 66.50 2.00 2.00 5.00 6.00 - 177 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 89.00 89.00 89.00 0.0% 162.00 172.00 165.00 3.00 1.9% 13.00 18.00 13.00 0.0% 11.00 12.00 11.00 0.0% 4.00 6.00 7.00 3.00 75.0% 183.00 185.00 185.00 2.00 1.1% 53.00 54.00 54.00 1.00 1.9% 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% 65.00 67.00 66.00 1.00 1.5% 75.00 74.00 74.00 (1.00) (1.3%) 3.80 4.00 5.00 1.20 31.6% 2.00 2.00 (2.00) (100.0%) 18.00 18.00 18.00 0.0% 30.00 32.00 32.00 2.00 6.7% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 14.00 10.00 14.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 12.00 11.00 12.00 0.0% 3.00 2.00 2.00 (1.00) (33.3%) 1.00 1.00 1.00 0.0% 17.00 19.00 19.00 2.00 11.8% 75.00 80.00 77.00 2.00 2.7% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 9.00 9.00 9.00 0.0% 25.50 36.50 35.50 10.00 39.2% 3.00 4.00 4.00 1.00 33.3% 13.00 14.00 14.00 1.00 7.7% 2.00 N/A 1.00 N/A 21.00 21.00 22.00 1.00 4.8% 1.00 1.00 2.00 1.00 100.0% 2.00 3.00 3.00 1.00 50.0% 103.00 105.00 107.00 4.00 3.9% 1.00 3.00 3.00 2.00 200.0% 58.70 65.60 64.10 5.40 9.2% 1.00 1.00 1.00 0.0% 24.00 23.00 24.00 0.0% 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 5.00 4.00 5.00 0.0% 20.00 20.00 20.00 0.0% 476.75 465.25 463.25 (13.50) (2.8%) 366.50 361.50 369.50 3.00 0.8% N/A 9.00 9.00 12.00 3.00 33.3% 6.00 6.00 6.00 0.0% 3.00 3.00 3.00 0.0% 40.00 42.00 45.00 5.00 12.5% 51.50 49.00 50.00 (1.50) (2.9%) 2.00 2.00 2.00 0.0% 6.00 5.00 5.00 (1.00) (16.7%) 2.00 3.00 3.00 N/A Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE PC/LAN Analyst PC/LAN Tech Support Pharmacist Pharmacy Technician Photographer Physician Pilot Planner Planner - Emergency Services Planner - Facilities Planner - Senior Planning Supervisor Planning Supv - Emergency Svcs Plans Examiner Plans Examiner Supervisor Policy and Compliance Consultant 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 Manager Program Manager - County Program Supervisor Programmer/Analyst Programmer/Analyst - Sr/Ld Project Administrator Project Manager Project Manager Property & Evidence Custodian Psychiatrist Psychologist Psychometrist Public Health OPR Manager Public Health Program Administrator Public Works Chief Appraiser Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Radiologic Technologist Real Estate Manager - County Real Property Manager Real Property Specialist Real Property Supervisor Records Specialist - County Recruiter Regression Modeler Reprographic Supervisor Reprographic Technician Risk Management Consultant Risk Mgmt Supervisor Road Technician FY 2010 FY 2011 ADOPTED ADOPTED 10.00 11.00 52.50 53.50 2.00 2.00 1.00 1.00 2.00 2.00 12.60 13.00 2.00 3.00 29.50 27.00 6.50 2.00 13.00 10.00 9.00 5.00 5.00 1.00 1.00 3.00 3.00 50.00 51.00 7.50 5.00 15.00 32.00 42.50 17.00 16.00 781.00 835.00 124.00 117.00 10.00 11.00 2.00 2.00 32.50 33.00 5.00 5.00 2.00 2.50 48.50 55.50 1.00 1.00 4.00 2.00 49.00 47.00 35.00 35.00 2.00 2.00 23.00 16.00 3.00 3.00 7.00 11.50 14.00 15.00 1.00 1.00 3.00 3.00 1.00 1.00 4.00 3.50 1.00 1.00 12.00 12.00 4.00 4.00 5.00 4.00 7.00 8.00 7.00 6.00 3.50 3.50 21.00 21.00 178 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 11.00 10.00 10.00 (1.00) (9.1%) 53.50 51.00 55.50 2.00 3.7% 2.00 3.40 2.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 13.00 12.75 12.75 (.25) (1.9%) 3.00 3.00 3.00 0.0% 27.00 25.00 24.00 (3.00) (11.1%) 6.50 8.50 9.50 3.00 46.2% 2.00 2.00 2.00 0.0% N/A 9.00 10.00 11.00 2.00 22.2% N/A 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 3.00 3.00 3.00 0.0% 51.00 52.00 52.00 1.00 2.0% 5.00 5.00 0.0% N/A 42.50 45.50 48.50 6.00 14.1% 16.00 16.00 16.00 0.0% 835.00 840.50 832.50 (2.50) (0.3%) 117.00 120.00 118.00 1.00 0.9% 11.00 11.00 11.50 .50 4.5% 2.00 2.00 2.00 0.0% 33.00 33.00 33.00 0.0% 5.00 5.00 5.00 0.0% 2.50 2.00 2.00 (.50) (20.0%) 52.50 56.50 54.50 2.00 3.8% N/A 1.00 2.00 2.00 1.00 100.0% 2.00 2.00 2.00 0.0% 47.00 48.00 47.00 0.0% 34.00 36.00 36.00 2.00 5.9% 2.00 2.00 2.00 0.0% 4.00 2.00 3.00 (1.00) (25.0%) 3.00 3.00 3.00 0.0% 5.00 5.00 5.00 0.0% 11.50 11.00 11.50 0.0% 15.00 15.00 15.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 3.50 3.50 3.50 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 12.00 13.00 13.00 1.00 8.3% 3.00 3.00 (3.00) (100.0%) 4.00 4.00 4.00 0.0% 4.00 4.00 3.00 (1.00) (25.0%) 7.00 7.00 0.0% 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 N/A 3.50 2.50 2.50 (1.00) (28.6%) 21.00 21.00 21.00 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Safety Representative Schools Program Administrator Schools Program Manager Security Administrator 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 Special Projects Manager Strategic Procurement Consultant - County 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 Manager Trades Specialist Trades Supervisor Traffic Signal Technician Trainer Training Supervisor Veterinarian Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer-Sr/Ld Workforce Development Spec Total FY 2010 FY 2011 ADOPTED ADOPTED 6.00 6.00 188.50 180.50 7.00 7.00 13.00 15.00 46.00 48.00 5.00 3.00 7.00 8.00 169.50 168.00 21.00 21.00 1.00 1.00 95.00 95.00 159.00 127.00 9.00 4.00 3.00 4.00 5.00 23.00 24.00 24.00 24.00 1.00 4.00 2.00 6.00 6.00 5.00 6.00 1.00 1.00 2.00 2.00 2.00 2.00 7.00 7.00 10.00 10.00 40.00 42.00 53.00 58.00 12.00 12.00 9.00 9.00 28.00 26.75 2.00 3.00 13.00 13.00 7.00 8.00 23.00 27.00 13,470.71 13,532.36 179 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 6.00 6.00 6.00 0.0% 2.00 2.00 2.00 N/A 3.00 11.00 11.00 8.00 266.7% 2.00 N/A 180.50 180.50 176.50 (4.00) (2.2%) 7.00 7.00 7.00 0.0% 15.00 15.00 15.00 0.0% 48.00 48.00 48.00 0.0% 3.00 3.00 3.00 0.0% 8.00 8.00 8.00 0.0% 162.00 162.00 166.00 4.00 2.5% 21.00 19.00 19.00 (2.00) (9.5%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 4.00 3.00 2.00 200.0% .50 .50 .50 N/A 95.00 95.00 95.00 0.0% 127.00 126.00 124.00 (3.00) (2.4%) N/A 3.00 3.00 3.00 0.0% 5.00 5.00 5.00 0.0% 24.00 23.00 22.00 (2.00) (8.3%) 24.00 23.00 23.00 (1.00) (4.2%) N/A 2.00 2.00 2.00 0.0% 6.00 7.00 7.00 1.00 16.7% 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 2.00 4.00 3.00 1.00 50.0% 7.00 7.00 7.00 0.0% 10.00 10.00 10.00 0.0% 42.00 42.00 43.00 1.00 2.4% 1.00 1.00 1.00 0.0% 58.00 58.00 62.00 4.00 6.9% 12.00 12.00 13.00 1.00 8.3% 9.00 9.00 9.00 0.0% 26.75 30.29 31.80 5.05 18.9% 1.00 N/A 3.00 3.00 3.00 0.0% 4.00 4.00 4.00 0.0% 13.00 15.00 14.00 1.00 7.7% 8.00 8.00 8.00 0.0% 27.00 25.00 24.00 (3.00) (11.1%) 13,512.86 13,585.36 13,576.88 64.02 0.5% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Budget Summary Schedules 180 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Mandates Summary Mandates Introduction Approximately 93.3% 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. Mandated State Payments are mandated expenditures which 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 $154.5 million, the Arizona Health Care Cost Containment System (AHCCCS) of $20.6 million, contributions to the State Department of Health Services for behavioral health (required by the Arnold v. Sarn judgment), which total $46.3 million, $5 million to pay for Sexually Violent Persons at the Arizona State Hospital and a mandated contribution to the State General Fund of $26.4 million. These payments total $252.8 million for FY 2012. Mandated State Payments ALTCS Contribution $ FY 2011 FY 2012 164,735,500 $ % Chg 154,518,900 -6% Arnold v Sarn 44,340,074 46,314,249 4% AHCCCS Contribution 20,761,900 20,575,000 -1% State Contribution 28,600,000 26,384,500 -8% 5,000,000 67% 252,792,649 -3% SVP Commitment Payments Total 3,000,000 $ One-time FMAP Savings Total Inc FMAP 261,437,474 $ (26,396,100) $ 235,041,374 $ -100% 252,792,649 8% Administrative mandates, as used in this document, refer to essential support functions for mandated services, without which the mandated services could not be provided. Services or functions that do not fall into one of the aforementioned categories are considered non-mandated. 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 3.0% due to one-time capital investments and increases in ongoing State mandated payments. 181 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Mandates Summary In this section expenditures are categorized into the functional areas of 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, over $1.62 billion (69.5%) of Maricopa County’s budget directly supports mandated payments and services. Of the remaining budget, $541 million (23.2%) is associated with administrative mandates. Only $170 million or 7.3% of the County’s budgeted expenditures are for truly nonmandated services. Summary of FY 2012 Mandated and Non-Mandated Expenditures Category % of Mandated State % of Budget Payments Budget Mandated Public Safety $ 993,794,239 Highways and Streets 164,987,471 Health, Welfare and Sanitation 42.6% $ 23,000,000 7.1% - Administrative Mandates % of Budget % of Not Mandated Budget 1.0% $ 190,885,060 8.2% $ 23,889,243 1.0% 0.0% 0.5% - 0.0% 11,054,750 141,661,390 6.1% 226,408,149 9.7% 26,019,332 1.1% 109,739,138 4.7% General Government 54,968,086 2.4% 3,384,500 0.1% 313,018,616 13.4% 26,643,750 1.1% Education 12,799,363 0.5% - 0.0% 421,258 0.0% - 0.0% 0.0% - 0.0% - 0.0% 9,941,777 0.4% 23.2% $ 170,213,908 7.3% Culture and Recreation Totals $ 1,368,210,549 58.7% $ 252,792,649 10.8% $ 541,399,016 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 Health, Welfare and Sanitation. The charts below illustrate the year-over-year distribution of the overall mandated and non mandated expenditures by category. Discussion of the variances between the categories follows. All Mandates $2,500 $2,000 Millions $1,500 $1,000 $500 $FY 2011 FY 2012 Public Safety Highways and Streets General Government Education 182 Health, Welfare and Sanitation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Mandates Summary Non Mandated $180 $150 Millions $120 $90 $60 $30 $FY 2011 FY 2012 Public Safety Highways and Streets Health, Welfare and Sanitation General Government Education Culture and Recreation 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, Planning and Development, Public Defense Services, Clerk of the Superior Court, and Constables. Public Safety mandates, including state payments, are over $1 billion or 43.6% of the County’s total budget. Only 1.9% of Public Safety expenditures are for non-mandated activities. The table below illustrates the distribution of Public Safety expenditures for FY 2011 and FY 2012. Public Safety Mandated $ FY 2011 FY 2012 964,273,549 $ 993,794,239 Mandated State Payments Administrative Mandates Not Mandated Total - % Chg 3% 23,000,000 172,535,717 190,885,060 11% 23,615,441 23,889,243 1% $ 1,160,424,707 $ 1,231,568,542 6% The increase in Public Safety expenditures is primarily due to new information technology and capital improvement projects. 183 Maricopa County Annual Business Strategies FY 2012 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, and lab and pharmacy services. This department is responsible for aggregating and reporting disease and health statistics, and maintaining Mandated State Mandated, birth and death records. Payments, $141,661,390 , $226,408,149 , Expenditures for the 28% 45% Medical Examiner’s Office, which provides medicolegal investigations, are also included in this category. Health, Welfare & Sanitation The Air Quality and Environmental Services departments enforce standards related to air pollution, water contamination, and food handling, and provide preventative health services such as mosquito Administrative Not Mandated, Mandates, abatement and trip $109,739,138 , $26,019,332 , reduction coordination. 22% 5% The Animal Care and Control Department provides enforcement, shelter, licensing and animal adoption services. The FY 2012 budget includes over $109 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. Funding for these services is decreasing with the end of the Federal funding through the American Recovery and Reinvestment Act. Mandated expenditures for Health, Welfare and Sanitation activities total $142 million or 6.1% of the County’s overall expenditures, with an additional $226 million for mandated state payments. The distribution of mandated versus non-mandated services within the category of Health, Welfare and Sanitation in the FY 2011 and FY 2012 budgets is shown in the table below. Health, Welfare & Sanitation Mandated $ Mandated State Payments Administrative Mandates Not Mandated Total $ FY 2011 FY 2012 % Chg 137,281,388 $ 141,661,390 3% 206,441,374 226,408,149 10% 25,224,576 26,019,332 3% 111,958,257 109,739,138 -2% 480,905,595 $ 503,828,009 5% The increase in Health, Welfare and Sanitation mandated expenditures is solely attributable to the increase in the payments to the State of Arizona. 184 Maricopa County Annual Business Strategies FY 2012 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 $165 million, or 7.1% of the County’s total expenditures. The table below reflects the FY 2011 and FY 2012 expenditures for Highways and Streets. Highways & Streets Mandated $ FY 2011 FY 2012 147,491,287 $ 164,987,471 Mandated State Payments - Administrative Mandates 11,054,750 - Total $ 12% - 13,484,812 Not Mandated % Chg -18% - 160,976,099 $ 176,042,221 9% 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. Of the $398 million budgeted for General Government expenditures, 93% is mandated, either directly or administratively. General Government Administrative Mandates, $313,018,616 , 78% The table below illustrates the mandated versus non-mandated expenditures in FY 2011 and FY 2012. Mandated State Payments, $3,384,500 , 1% Not Mandated, $26,643,750 , 7% Mandated, $54,968,086 , 14% General Government FY 2011 Mandated $ Mandated State Payments Administrative Mandates Not Mandated Total $ 51,311,429 $ FY 2012 % Chg 54,968,086 7% 28,600,000 3,384,500 -88% 358,485,442 7,509,462 313,018,616 26,643,750 -13% 255% 445,906,333 $ 398,014,952 -11% 185 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Mandates Summary General Government administrative mandated expenditures have decreased with the completion of several capital improvement projects during FY 2011. 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 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 2011 and FY 2012 expenditures for Culture and Recreation. Culture & Recreation FY 2011 Mandated $ FY 2012 - $ % Chg - Mandated State Payments - - Administrative Mandates - - Not Mandated Total $ 9,179,107 9,941,777 8% 9,179,107 $ 9,941,777 8% Expenditures for the Culture and Recreation have increased due to internal service charges and maintenance and development of park facilities. Education The Maricopa County Education Service Agency 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 Maricopa County Education Service Agency is the only department within the Education category. Expenditures for Education activities total $13.2 million, less than 0.6% of the County’s total expenditures. The distribution of mandated versus non-mandated expenditures for Education in FY 2011 and FY 2012 is shown in the table below. Education FY 2011 Mandated $ 6,600,534 $ Mandated State Payments - Administrative Mandates 288,441 Not Mandated Total FY 2012 $ 6,888,975 $ % Chg 12,799,363 94% 421,258 46% 13,220,621 92% The overall increase in expenditures in the Education is due to the new Rewarding Excellence in Instruction and Leadership grant funding received by Maricopa County Education Service Agency. 186 Maricopa County Annual Business Strategies FY 2012 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 2012 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 2012 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 are expected to continue through FY 2015 with only a 2.4% increase anticipated in FY 2016. • 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 2012, the Board of Supervisors adopted a reduction to the tax levy resulting in a rate of $1.2407, which resulted in a flat tax bill for a median-valued residential property. The forecast assumes a flat rate through during the period where assessed values continue to decline, which will result in a significantly reduced tax levy for FY 2013 to FY 2015. A slight increase is anticipated in FY 2016 when the assessed valuations increase 2.4%. • State Shared Sales Tax has show signs of recovery, but due to the negative impact of the sales tax sharing formula coupled with a volatile economy, the budget for FY 2012 is flat with moderate growth anticipated throughout the forecast period. Vehicle License Tax has not performed well the past several years. The FY 2012 budget is 2% less than the prior year and growth is anticipated to remain slow. Highway User Revenue fees have also been weak and have been subject to reduction as the State of Arizona has diverted these funds to support their Department of Public Safety and Motor Vehicle Division. County Jail Excise Tax revenues began to increase in FY 2011 and moderate growth is anticipated. 187 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Financial Forecast Annual collections for all these major revenue sources are not anticipated to reach the peak levels of FY 2004-FY 2006 until after FY 2016. • Staggering State budget deficits continue to pose a significant risk to Maricopa County’s fiscal stability. The forecast assumes continuation of the $26.4 million FY 2012 mandated contribution to the State, along with sizable increases in mandated healthcare contributions, in particular the ALTCS program and reduction of shared revenues for transportation services. The forecast incorporates the shift of inmates from the State’s Department of Corrections to the County Jail system beginning in FY 2013. 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 2013 in the General Fund (assuming the “flat rate” property tax scenario), as well as the Detention Fund (due to the inmate shift). No deficits are forecasted in the Transportation Operating Fund, but slower growth in Highway User Revenue Funds will limit the County’s ability to fund transportation projects. Forecast Drivers 4.4 3.0% Population 2.8% 2.2% 4.2 2.0% Millions 4.0 2.0% 1.9% 3.8 2.5% 2.1% 1.5% 1.5% 1.4% 1.0% 1.1% 3.6 1.0% Annual % Change 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. Annual population growth will be slow, increasing to only 2.2% by FY 2016. 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. 0.9% 0.9% 0.8% 3.4 0.5% 3.2 0.0% 2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 Inflationary pressures will also drive up the cost of service delivery for Maricopa County. The annual Fiscal Year percentage increase in the Consumer Price Index (CPI), which will be only 3.0% in FY 2012, will peak at 4.0% in FY 2015. The Medical CPI is forecasted to spike to 5.6% in FY 2014. 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 increased 3% in FY 2011 after three years of decline. FY 2012 will show improvement at 4% and will gradually increase to an average of 4.5%. The slow growth in retail sales reduces forecasted revenues from State Shared Sales Taxes and Jail Excise Taxes. Builidng Permits 50,000 27.5% 15.4% 20.0% 20.0% 8.3% 18.0% 6.1% 40,000 40.0% 0.0% -10.9% -27.8% -24.5% -33.5% 30,000 20,000 10,000 -20.0% -40.0% -28.8% Annual % Change 60,000 Due to the property tax valuation cycle, the slowdown in the housing market was not felt until FY 2010. Fullcash value, which increased 36.5% for FY 2008 and 17.7% in FY 2009, dropped 0.5% in FY 2010, 14.4% in FY 2011 and staggering 22% in FY 2012. It will continue to slide until FY 2016. By that year, -60.0% -56.4% 2016 2015 2014 2013 Fiscal Year 2012 2011 2010 2009 2008 2007 2006 -80.0% 2005 0 There is a large inventory of vacant commercial and residential property in Maricopa County. Therefore, building permits are forecasted to increase slowly over the next 5 years until the existing inventory is absorbed. The forecast assumes that permits will increase to 6,500 in FY 2012, a far cry from the 54,000 plus permits in FY 2005. Permits will increase to 13,500 by 2016. 188 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Financial Forecast secondary net assessed value will have dropped by almost $28 billion (47%) 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 38% from the peak. Forecast Assumptions The five-year forecast is based on four general assumptions: • The property tax rate will remain flat until assessed values begin to increase. • 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. • Other than the Inmate Shift in FY 2013, there will be no further revenue reductions or cost shifts from the State of Arizona. While such developments continue to be a significant possibility, they are impossible to predict. 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 through FY 2012. The forecast for FY 2013 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 had 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. The forecast assumes the tax rate will remain flat, resulting in a reduction in the levy through most of the forecast period. 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. State Shared Sales Taxes: After unprecedented record declines in FY 2008 to FY 2010, year-over-year collections improved in FY 2011. State Shared Sales Taxes are forecasted to remain flat in FY 2012 due to the negative impact to Maricopa County from the sales tax sharing formula as well as the recent economic turmoil. Collections will grow in FY 2013, but only by 4.2%. The rate of growth is forecasted to increase 4.5% to 5% each year 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. Sales have been weak and the forecasted population growth is minimal. Due to these factors, the VLT is budgeted to decrease in FY 2012 and 189 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Financial Forecast is projected to improve slowly beginning in FY 2013 with a 2.2% increase, gradually improving to an annual growth rate of 4% by FY 2016. 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 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. Interest Earnings: Interest earnings are forecasted proportionate to recent historical interest earnings relative to total revenue and fund balances. As fund balances decline, so will interest. 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: No operating transfers are anticipated in the General Fund. The Detention Fund’s forecasted .operating transfer is reflective of the Maintenance of Effort increase based on the GDP price deflator forecast. Expenditures Wages & Salaries: The forecast assume that salaries are not increased until FY 2014. No staffing growth is forecast until FY 2015. Employee Benefits: Retirement system contribution rates are assumed to increase based on projections from the retirement plan where available or the CPI. Based on the market situation, there is risk that retirement rates will increase beyond that level, but there is no basis at this time to forecast such increases. Employee health and dental insurance costs are forecasted to be relatively flat in FY 2012 and increase based on the Medical CPI. Supplies and Services: Supplies and services are forecasted to increase at the anticipated rates of inflation and staffing growth. In addition, there are operating costs for capital and technology projects completed during the forecast period. Capital Outlay: Capital outlay expenditures are also forecasted to increase at the anticipated rates of inflation and staffing growth. In addition, there are operating costs for capital and technology projects completed during the forecast period. 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. 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. This expenditure has been included in the General Fund operating budget since that time. The FY 2012 required payment of $26.4 million is forecasted to continue at that level. 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. . Capital Projects Capital Project expenditures are forecasted based on the current approved Five-Year Capital Improvement Program for the General, Detention and Transportation Funds. At this point, other than costs to accommodate the Inmate Shift in FY 2013, no other major jail or juvenile detention projects are planned for the Detention Capital Projects Fund. 190 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Financial Forecast Financial Forecast Schedules Adopted 2 3 4 5 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 GENERAL FUND 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 Interest Earnings Miscellaneous Revenue Total Recurring Sources Net Growth Rate $ 384,405,703 $ 159,000,000 $ 71,916,218 $ (83,736,804) $ (306,838,022) $ 496,131,017 $ 439,829,724 $ 401,951,614 $ 387,332,779 $ 392,285,179 2,203,000 2,267,000 2,340,000 2,422,000 2,499,000 4,773,201 4,739,000 4,162,000 4,789,000 4,814,000 11,775,550 11,775,550 11,775,550 11,775,550 11,705,229 369,740,752 385,269,864 402,607,007 422,737,358 441,760,539 111,119,076 113,563,696 116,970,607 122,234,284 127,123,655 11,717,822 12,069,357 12,479,715 12,928,985 13,446,144 28,290,215 28,756,000 29,450,000 30,724,000 31,948,000 14,036,087 14,246,000 14,531,000 14,837,000 15,163,000 5,000,000 3,400,000 2,600,000 1,300,000 3,680,426 3,707,000 3,753,000 3,801,000 3,854,000 $ 1,058,467,146 $ 1,019,623,190 $ 1,002,620,493 $ 1,014,881,955 $ 1,044,598,746 -1.6% -3.7% -1.7% 1.2% 2.9% Total Non-Recurring Sources $ Total Sources $ 1,058,467,146 - $ 1,019,623,190 $ 1,002,620,493 $ 1,014,881,955 $ 1,044,598,746 Uses of Funds Recurring: Personal Services $ $ $ $ $ 441,651,931 $ - 448,343,591 $ - 464,234,894 $ - 490,193,454 $ - 503,499,006 Supplies 13,215,624 13,664,955 14,156,894 14,986,548 15,800,183 Services 174,488,988 191,228,143 192,201,447 219,022,937 228,280,206 Capital 3,547,030 7,282,347 18,591,688 21,600,823 21,295,897 Mandated State Contributions 229,792,649 267,364,102 282,774,180 298,445,623 314,401,905 Detention Fund Maintenance of Effort 167,621,162 173,500,000 180,800,000 188,000,000 194,600,000 Other Financing Uses 28,149,762 5,323,834 5,514,412 5,733,788 5,933,421 Total Recurring Uses $ 1,058,467,146 $ 1,106,706,972 $ 1,158,273,515 $ 1,237,983,172 $ 1,283,810,617 Net Growth Rate -1.6% 4.6% 4.7% 6.9% 3.7% Non-Recurring: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recurring Uses $ $ 2,546,433 2,912,674 123,331,988 5,274,087 91,340,521 225,405,703 $ - $ Total Uses $ 1,283,872,849 $ 1,106,706,972 Structural Balance $ - $ Ending Fund Balance Committed Fund Balance: Budget Stabilization Future Capital Imp. Projects Other Commitments Unassigned Fund Balance $ 159,000,000 $ $ 159,000,000 - $ $ $ - $ 1,158,273,515 $ $ - $ 1,237,983,172 $ $ - $ 1,283,810,617 (87,083,782) $ (155,653,022) $ (223,101,218) $ (239,211,871) 71,916,218 $ (83,736,804) $ (306,838,022) $ (546,049,893) 153,000,000 150,000,000 152,000,000 157,000,000 (81,083,782) $ (233,736,804) $ (458,838,022) $ (703,049,893) 191 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) Adopted FY 2012 DETENTION FUND 2 FY 2013 3 FY 2014 4 FY 2015 5 FY 2016 PESSIMISTIC SCENARIO OPERATIONS (255) Beginning Fund Balance $ 47,948,108 $ $ 109,584,249 $ 113,748,450 $ 118,867,131 $ 124,810,487 $ 131,051,012 30,664,116 2,000,000 18,000 167,621,162 $ 309,887,527 -0.8% 31,707,000 1,100,000 173,500,000 $ 320,055,450 3.3% 32,807,000 500,000 180,800,000 $ 332,974,131 4.0% 34,107,000 300,000 188,000,000 $ 347,217,487 4.3% 35,307,000 100,000 194,600,000 $ 361,058,012 4.0% $ 11,137,945 $ 11,137,945 $ $ $ $ Total Sources $ 321,025,472 $ 320,055,450 Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Total Recurring Uses Net Growth Rate $ 223,342,065 $ 253,931,437 $ 261,646,449 $ 276,805,348 $ 291,031,545 15,969,255 18,504,310 19,170,466 20,355,967 21,531,932 69,332,086 80,338,278 83,230,456 88,377,427 93,482,991 1,244,121 1,641,620 2,093,519 1,585,878 1,677,494 $ 309,887,527 $ 354,415,646 $ 366,140,889 $ 387,124,621 $ 407,723,962 -0.76% 14.37% 3.31% 5.73% 5.32% Sources of Funds Recurring Sources: Jail Excise Tax Other Intergovernmental/Grants Jail Per Diem & Other Charges Interest Income Miscellaneous General Fund Maintenance of Effort Total Recurring Sources Net Growth Rate Non-Recurring: Grants Transfer In Total Non-Recurring Sources Non-Recurring Uses: Personal Services Services Capital Other Financing Uses Total Non-Recurring Uses $ $ - $ - $ - $ (34,360,195) $ (67,526,953) $(107,434,087) $ $ - $ 332,974,131 $ 347,217,487 $ 368,973,580 $ 354,415,646 Structural Balance $ - $ (34,360,195) $ (33,166,758) $ (39,907,134) $ (46,665,950) Ending Fund Balance $ - $ (34,360,195) $ (67,526,953) $(107,434,087) $(154,100,037) 192 $ - $ 361,058,012 Total Uses $ 366,140,889 $ $ - $ $ - $ - $ 1,466,374 37,849,073 350,000 19,349,950 $ 59,086,053 $ $ $ $ 387,124,621 $ $ - $ 407,723,962 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) Adopted 2 3 4 5 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Beginning Fund Balance $ 263,887,500 $ 172,313,526 $ 122,313,526 $ 122,313,526 $ 122,313,526 Sources: Transfer from Operations Total Sources $ 16,000,000 $ 16,000,000 $ $ - $ $ - $ $ - $ $ - Total Uses: $ 107,573,974 $ 50,000,000 $ - $ - $ - Ending Fund Balance $ 172,313,526 $ 122,313,526 $ 122,313,526 $ 122,313,526 $ 122,313,526 DETENTION FUND CAPITAL PROJECTS (455) DETENTION TECHNOLOGY IMPROVEMENTS (461) Beginning Fund Balance $ 8,040,660 $ 4,811,144 $ 604,144 $ - $ - Sources: Transfer In Total Sources $ $ 9,049,950 9,049,950 $ $ - $ $ - $ $ - $ $ - Uses: $ 12,279,466 $ 4,207,000 $ 604,144 $ - $ - Ending Fund Balance $ $ 604,144 $ - $ - $ - 4,811,144 193 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) Adopted FY 2012 TRANSPORTATION FUND 2 FY 2013 3 FY 2014 4 FY 2015 5 FY 2016 PESSIMISTIC SCENARIO OPERATIONS (232) Beginning Fund Balance $ 27,027,546 $ 650,000 $ 77,990,758 8,412,636 25,115 800,000 199,527 200,000 88,278,036 $ -10.56% 660,000 $ 81,474,942 8,597,714 25,868 841,212 205,513 200,000 92,005,249 $ 4.22% 673,000 $ 85,279,671 8,855,645 26,748 591,989 212,500 200,000 95,839,553 $ 4.17% 687,000 $ 88,056,959 9,254,149 27,711 591,989 220,150 200,000 99,037,958 $ 3.34% 702,000 90,897,507 9,624,315 28,819 591,989 228,956 200,000 102,273,587 3.27% $ 88,278,036 92,005,249 95,839,553 99,037,958 102,273,587 $ 25,543,323 $ 2,789,804 26,027,708 4,113,455 58,474,290 $ -3.74% 25,227,311 $ 2,884,657 26,912,650 4,253,312 59,277,931 $ 1.37% 25,532,350 $ 2,988,505 27,881,505 4,406,432 60,808,792 $ 2.58% 26,197,849 $ 3,173,314 28,996,766 4,678,925 63,046,854 $ 3.68% 26,879,396 3,356,637 30,011,652 4,949,227 65,196,912 3.41% $ $ 35,991,104 35,991,104 $ $ 35,030,761 35,030,761 $ $ 41,147,191 41,147,191 $ $ 28,411,419 28,411,419 $ 37,076,675 37,076,675 Total Uses $ 86,885,709 $ 100,425,122 $ 95,839,553 $ 99,037,958 $ 102,273,587 Structural Balance $ 29,803,746 $ 32,727,318 $ 35,030,761 $ 35,991,104 $ 37,076,675 Ending Fund Balance $ 28,419,873 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 53,099,852 $ 21,046,633 $ $ $ $ 40,379,487 14,705,998 28,411,419 83,496,904 $ 11,122,517 19,134,667 41,147,191 71,404,375 Total Uses $ 115,550,123 $ 92,819,167 Ending Fund Balance $ 21,046,633 $ 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 Total Sources Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Other Financing Uses Total Recurring Uses Net Growth Rate Non-Recurring Uses: Capital Outlay Transfer to Capital Projects Total Non-Recurring Uses $ $ $ $ $ 28,419,873 $ $ 20,000,000 $ $ 20,000,000 $ $ 20,000,000 CAPITAL PROJECTS (234) Beginning Fund Balance Sources: Other Intergovernmental Grants Intergovernmental Charges for Service Miscellaneous Transfer from Trans. Operations Total Sources $ $ 23,608,588 12,698,667 35,030,761 71,338,016 $ 83,820,167 (368,159) $ 194 (368,159) $ (12,850,310) $ (52,531,303) $ $ 3,724,403 16,459,667 35,991,104 56,175,174 $ 33,517,667 37,076,675 70,594,342 $ 95,856,167 $ 77,950,167 (12,850,310) $ (52,531,303) $ (59,887,128) Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Analysis by Ryan Wimmer, Budget Supervisor & Scott Rothe, Principal Management and 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 Safe Communities By the end of FY 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: In FY 2010, Adult Probation exceeded the goal for successful completions from standard probation with 76.72%. The department decreased the new felony conviction rate to 4.68% and decreased the commitment rate to the Department of Corrections to 18.77%. The goal regarding Pretrial Supervision was exceeded with an 87.3% successful completion rate. Quality Workforce By the end of FY 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. 195 Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Department Strategic Plans and Budgets Adult Probation Status: In FY 2010, 97% of staff completed the Employee Satisfaction Survey. Staff had an overall satisfaction score of 5.79. The overall score in every category of the survey was more than 5.0. The average years of service for APD badge staff is 10.15 years. Access to Justice By the end of FY 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 (OST) for probation eligible offenders from 88% to 90%; o Increase the use of the Field Reassessment Offender Screening Tool (FROST) for scheduled case assessments from 89% to 90%. Status: Year-to-date in FY 2011, presentence reports have been reported on-time 99.55% of the time. APD continues to improve in providing victim restitution payments, as well as ensuring that community restitution work hours are completed by probationers. APD is operating at the established benchmarks for both the OST and the FROST assessments. Citizen Satisfaction By the end of FY 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: APD continues to make strides in improving services provided to community partners. The department has made improvements to increase satisfaction. Currently, APD is operating at the benchmark for each category. Quality Workforce By the end of FY 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: There has been an increase in staff satisfaction with APD equipment, facilities, and support services with an overall score of 6.27. With increased security at regional offices, there has also been an increase in staff satisfaction with APD safety services with an overall score of 6.52. 196 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES EDUC - ADULT EDUCATION PRES - PRESENTENCE TTAC - TRANSITION AND TREATMENT 11BC - BEHAVIORAL CHANGE $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 224,373 $ 86,898 3,305,829 3,617,100 $ 290,800 $ 220,352 4,469,341 4,980,493 $ 290,800 $ 220,352 4,884,689 5,395,841 $ 310,131 $ 143,730 2,854,666 3,308,527 $ 247,169 $ 226,676 3,009,426 3,483,271 $ (43,631) 6,324 (1,875,263) (1,912,570) -15.0% 2.9% -38.4% -35.4% 455,866 $ 618,305 1,636,478 212,152 6,937,679 223,727 10,084,207 $ 164,032 $ 774,850 1,525,590 59,163 6,455,379 422,778 9,401,792 $ 376,715 $ 774,850 1,525,590 59,163 6,455,379 422,778 9,614,475 $ 174,974 $ 727,045 683,179 53,166 8,211,292 426,725 10,276,381 $ 211,799 $ 991,430 689,179 53,312 7,965,600 115,325 10,026,645 $ (164,916) 216,580 (836,411) (5,851) 1,510,221 (307,453) 412,170 -43.8% 28.0% -54.8% -9.9% 23.4% -72.7% 4.3% (52,302) $ 12,182 (40,120) $ - $ 24,722 24,722 $ - $ 24,722 24,722 $ - $ 28,046 28,046 $ - $ 5,291 5,291 $ (19,431) (19,431) N/A -78.6% -78.6% $ - $ 3,879,683 3,879,683 $ 156,743 $ 3,561,254 3,717,997 $ 156,743 $ 3,561,254 3,717,997 $ 72,635 $ 4,366,866 4,439,501 $ 94,792 $ 3,700,000 3,794,792 $ (61,951) 138,746 76,795 -39.5% 3.9% 2.1% TOTAL PROGRAMS $ 17,540,870 $ 18,125,004 $ 18,753,035 $ 18,052,455 $ 17,309,999 $ (1,443,036) -7.7% 697,343 $ 7,978,512 1,604,898 3,248,947 4,465,055 17,994,755 $ 1,105,182 $ 8,388,837 1,705,936 3,307,440 5,725,194 20,232,589 $ 1,105,184 $ 8,388,837 1,705,937 3,307,439 6,225,491 20,732,888 $ 833,879 $ 8,154,933 1,660,417 3,353,789 5,224,897 19,227,915 $ 1,042,650 $ 8,196,611 1,701,841 3,352,167 6,182,909 20,476,178 $ 62,534 192,226 4,096 (44,728) 42,582 256,710 5.7% 2.3% 0.2% -1.4% 0.7% 1.2% 2,941,319 $ 1,248,259 2,523,946 891,284 6,750,468 3,198,545 1,247,027 4,195,161 24,136,117 455,274 1,796,150 49,383,550 $ 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 $ 3,484,618 $ 1,399,127 2,852,066 890,053 6,773,853 3,567,700 1,290,850 4,319,514 24,395,868 555,454 2,116,726 51,645,829 $ 3,143,849 $ 1,281,630 2,767,157 890,923 6,241,256 3,896,420 1,342,604 4,478,269 23,516,487 555,699 1,999,486 50,113,780 $ 3,134,503 $ 1,377,240 2,769,378 892,185 6,225,383 4,356,557 1,378,041 4,757,495 24,198,269 566,130 2,290,182 51,945,363 $ 350,115 21,887 82,688 (2,132) 548,470 (788,857) (87,191) (437,981) 197,599 (10,676) (173,456) (299,534) 10.0% 1.6% 2.9% -0.2% 8.1% -22.1% -6.8% -10.1% 0.8% -1.9% -8.2% -0.6% 189,836 $ 461,932 307,270 895,935 168,086 32 1,573,749 3,596,840 $ 190,140 $ 500,164 300,287 935,239 168,185 810,443 2,904,458 $ 190,140 $ 500,163 300,286 947,718 168,185 810,445 2,916,937 $ 190,140 $ 479,107 305,956 886,985 168,185 974,440 3,004,813 $ 192,540 $ 472,841 340,325 1,840,963 168,180 892,223 3,907,072 $ (2,400) 27,322 (40,039) (893,245) 5 (81,778) (990,135) -1.3% 5.5% -13.3% -94.3% 0.0% N/A -10.1% -33.9% - $ 1,401,859 1,401,859 $ 156,743 $ 330,894 487,637 $ 156,743 $ 330,894 487,637 $ - $ 331,071 331,071 $ - $ 305,082 305,082 $ 156,743 25,812 182,555 100.0% 7.8% 37.4% $ 329,960 $ 1,094,277 60,954 77,594 75,657 1,638,442 $ 325,198 $ 1,093,254 56,907 81,501 72,925 1,629,785 $ 325,198 $ 1,093,254 56,907 81,500 72,925 1,629,784 $ 331,630 $ 1,083,116 59,897 78,313 67,249 1,620,205 $ 378,445 $ 1,086,685 56,949 75,728 68,547 1,666,354 $ (53,247) 6,569 (42) 5,772 4,378 (36,570) -16.4% 0.6% -0.1% 7.1% 6.0% -2.2% TOTAL PROGRAMS $ 74,015,446 $ 76,887,621 $ 77,413,075 $ 74,297,784 $ 78,300,049 $ (886,974) -1.1% $ CMRS - COMMUNITY RESTORATION ICMA - IN CUSTODY MANAGEMENT INPB - INTENSIVE PROBATION SOFF - SEX OFFENDER STDP - STANDARD PROBATION WARR - FUGITIVE APPREHENSION 11CJ - COMMUNITY JUSTICE $ 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 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 - COMPLIANCE MONITORING 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 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 $ $ $ 197 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Sources and Uses by Category FY 2010 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 4,153,705 4,153,705 FY 2011 ADOPTED $ $ FY 2011 REVISED 5,537,936 5,537,936 $ $ FY 2011 FORECAST 6,165,967 6,165,967 $ $ 4,425,757 4,425,757 FY 2012 ADOPTED $ $ REVISED VS ADOPTED VAR % 3,876,028 3,876,028 $ $ (2,289,939) (2,289,939) -37.1% -37.1% 111,270 $ 9,301,387 9,412,657 $ 261,352 $ 8,691,191 8,952,543 $ 261,352 $ 8,691,191 8,952,543 $ 166,897 $ 9,656,177 9,823,074 $ 236,676 $ 9,401,402 9,638,078 $ (24,676) 710,211 685,535 -9.4% 8.2% 7.7% $ SUBTOTAL $ 3,950,907 3,950,907 $ $ 3,634,525 3,634,525 $ $ 3,634,525 3,634,525 $ $ 3,795,893 3,795,893 $ $ 3,795,893 $ 3,795,893 $ 161,368 161,368 4.4% 4.4% $ SUBTOTAL $ 23,601 23,601 $ $ - $ $ - $ $ 7,731 7,731 $ $ - $ $ - N/A N/A ALL REVENUES $ 17,540,870 $ 18,125,004 $ 18,753,035 $ 18,052,455 $ 17,309,999 $ TOTAL SOURCES $ 17,540,870 FY 2010 ACTUAL $ 18,125,004 FY 2011 ADOPTED $ 18,753,035 FY 2011 REVISED $ 18,052,455 FY 2011 FORECAST $ 17,309,999 FY 2012 ADOPTED FINES & FOREFEITS 0637 - FINES & FORFEITS 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 $ (1,443,036) -7.7% $ (1,443,036) -7.7% REVISED VS ADOPTED VAR % 49,233,862 $ 146,485 60,559 16,166,592 391,930 (11,542,761) 13,222,889 67,679,556 $ 49,393,753 $ 281,579 144,240 18,635,475 309,250 (12,024,622) 13,704,347 70,444,022 $ 49,821,781 $ 281,580 144,240 18,635,477 309,250 (12,024,622) 13,716,817 70,884,523 $ 48,279,628 $ 164,795 100,564 17,983,563 275,441 (11,944,953) 13,597,407 68,456,445 $ 49,159,966 $ 226,689 84,600 19,443,088 281,303 (12,469,144) 14,663,252 71,389,754 $ 661,815 54,891 59,640 (807,611) 27,947 444,522 (946,435) (505,231) 1.3% 19.5% 41.3% -4.3% 9.0% 3.7% -6.9% -0.7% 738,488 $ 11,973 114,440 28,641 893,542 $ 676,500 $ 31,080 129,600 837,180 $ 676,500 $ 31,080 129,600 837,180 $ 742,638 $ 21,653 124,419 128,252 1,016,962 $ 696,600 $ 26,868 130,308 194,460 1,048,236 $ (20,100) 4,212 (708) (194,460) (211,056) -3.0% 13.6% -0.5% N/A -25.2% - $ 632 186,281 1,807,104 292,301 476,170 1,429,723 475,538 307,815 22,941 54,702 121,477 1,430 5,176,114 $ - $ 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 $ - $ 960 214,200 2,220,617 379,552 521,000 1,787,440 586,200 374,772 70,282 56,400 99,600 1,680 (1,054,952) 5,257,751 $ 1,250 $ 530 200,132 1,725,770 864,070 49,551 1,694,044 457,034 315,252 55,012 51,536 244,459 810 (1,025,568) 4,633,882 $ - $ 174,000 1,680,771 1,018,315 51,000 1,789,400 1,631,269 323,580 10,080 51,600 90,000 (1,025,566) 5,794,449 $ $ (126) $ 266,360 266,234 $ - $ 433,621 433,621 $ - $ 433,621 433,621 $ - $ 50,000 140,495 190,495 $ - $ 50,000 17,610 67,610 $ (50,000) 416,011 366,011 N/A N/A 95.9% 84.4% ALL EXPENDITURES $ 74,015,446 $ 76,887,621 $ 77,413,075 $ 74,297,784 $ 78,300,049 $ (886,974) -1.1% TOTAL USES $ 74,015,446 $ 76,887,621 $ 77,413,075 $ 74,297,784 $ 78,300,049 $ (886,974) -1.1% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0809 - DAMAGES PAID 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 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ $ $ 198 N/A 960 100.0% 40,200 18.8% 539,846 24.3% (638,763) -168.3% 470,000 90.2% (1,960) -0.1% (1,045,069) -178.3% 51,192 13.7% 60,202 85.7% 4,800 8.5% 9,600 9.6% 1,680 100.0% (29,386) -2.8% (536,698) -10.2% Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Sources and Uses by Fund and Function FY 2010 ACTUAL FUND / FUNCTION CLASS 211 ADULT PROBATION GRANTS OPERATING NON-RECURRING FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED FUND TOTAL SOURCES $ 4,257,408 $ 412,839 4,670,247 $ 6,119,639 $ 6,119,639 $ 6,747,670 $ 6,747,670 $ 5,138,005 $ 5,138,005 $ 4,439,380 $ 4,439,380 $ $ FUND TOTAL SOURCES $ 12,870,623 $ 12,870,623 $ 12,005,365 $ 12,005,365 $ 12,005,365 $ 12,005,365 $ 12,914,450 $ 12,914,450 $ 12,870,619 $ 12,870,619 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 17,128,031 $ 412,839 $ 17,540,870 $ FY 2010 ACTUAL 18,125,004 $ - $ 18,125,004 $ FY 2011 ADOPTED 18,753,035 $ - $ 18,753,035 $ FY 2011 REVISED 18,052,455 $ - $ 18,052,455 $ FY 2011 FORECAST 17,309,999 $ - $ 17,309,999 $ FY 2012 ADOPTED 201 ADULT PROBATION FEES OPERATING $ FY 2011 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING REVISED VS ADOPTED VAR % (2,308,290) (2,308,290) 865,254 865,254 -34.2% N/A -34.2% 7.2% 7.2% (1,443,036) -7.7% N/A (1,443,036) -7.7% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 56,850,885 $ 56,850,885 $ 58,479,190 $ 58,479,190 $ 58,376,613 $ 58,376,613 $ 56,965,406 $ 56,965,406 $ 54,654,939 $ 54,654,939 $ 3,721,674 3,721,674 6.4% 6.4% $ FUND TOTAL USES $ 4,197,337 $ 4,197,337 $ 6,119,639 $ 6,119,639 $ 6,747,670 $ 6,747,670 $ 5,138,005 $ 5,138,005 $ 4,439,380 $ 4,439,380 $ 2,308,290 2,308,290 34.2% 34.2% $ FUND TOTAL USES $ 12,659,234 $ 307,990 12,967,224 $ 12,005,365 $ 283,427 12,288,792 $ 12,005,365 $ 283,427 12,288,792 $ 11,937,173 $ 257,200 12,194,373 $ 12,870,619 $ 306,887 13,177,506 $ (865,254) (23,460) (888,714) -7.2% -8.3% -7.2% $ FUND TOTAL USES $ - $ - $ - $ - $ - $ - $ - $ - $ 6,028,224 $ 6,028,224 $ (6,028,224) (6,028,224) N/A N/A DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 73,707,456 $ 307,990 $ 74,015,446 $ 76,604,194 $ 283,427 $ 76,887,621 $ 77,129,648 $ 283,427 $ 77,413,075 $ 74,040,584 $ 257,200 $ 74,297,784 $ 77,993,162 $ 306,887 $ 78,300,049 $ (863,514) (23,460) (886,974) -1.1% -8.3% -1.1% 211 ADULT PROBATION GRANTS OPERATING 201 ADULT PROBATION FEES OPERATING NON-RECURRING 255 DETENTION OPERATIONS OPERATING 199 Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Department Strategic Plans and Budgets Adult Probation Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES RISK MANAGEMENT PROGRAM TOTAL BEHAVIORAL CHANGE ADULT EDUCATION PRESENTENCE PRETRIAL INIT AP RELEASE INFO PRETRIAL SUPERVISION TRANSITION AND TREATMENT PROGRAM TOTAL COMMUNITY JUSTICE COMMUNITY RESTORATION COMPLIANCE MONITORING DOMESTIC VIOLENCE FUGITIVE APPREHENSION IN CUSTODY MANAGEMENT INDIRECT SERVICES INTENSIVE PROBATION 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 NOT ALLOCATED NOT ALLOCATED PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 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 11.00 2.25 3.25 3.50 20.00 11.00 2.25 3.25 3.50 20.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 14.60 123.60 27.00 47.68 63.20 276.08 17.10 123.60 24.00 42.68 78.20 285.58 17.10 123.60 24.00 42.68 78.20 285.58 16.35 123.60 24.00 42.68 79.95 286.58 16.35 123.60 24.00 42.68 79.95 286.58 (.75) 1.75 1.00 (4.4%) 0.0% 0.0% 0.0% 2.2% 0.4% 53.62 36.05 18.60 28.60 49.92 14.05 95.12 18.25 63.38 363.58 4.50 745.67 54.26 55.05 20.35 33.00 43.32 14.05 95.15 17.25 63.38 347.86 7.50 751.17 54.26 55.05 20.35 33.00 43.32 14.05 95.15 17.25 63.38 347.86 7.50 751.17 54.06 61.05 20.35 32.00 42.32 14.05 87.29 18.25 68.38 344.92 7.50 750.17 53.02 67.05 20.35 33.50 42.32 14.05 87.33 19.25 68.38 343.42 7.50 756.17 (1.24) 12.00 .50 (1.00) (7.82) 2.00 5.00 (4.44) 5.00 (2.3%) 21.8% 0.0% 1.5% (2.3%) 0.0% (8.2%) 11.6% 7.9% (1.3%) 0.0% 0.7% 4.40 .20 .75 1.50 .90 7.75 4.40 .20 .75 1.50 .90 7.75 4.40 .20 .75 1.50 .90 7.75 5.40 .20 .75 1.50 .90 8.75 5.40 .20 .75 1.50 .90 8.75 1.00 1.00 22.7% 0.0% 0.0% 0.0% 0.0% 12.9% 1,050.00 1,064.50 .00 1,064.50 .50 .50 1,066.00 1,071.50 7.00 N/A N/A 0.7% 200 Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Department Strategic Plans and Budgets Adult Probation Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin & Operations Mgr Admin/Office Support Admin/Operations Specialist Administrative Specialist Business/Systems Analyst Business/Systems Analyst-Sr/Ld Collections Supervisor Collector Counseling Supervisor Counselor Data Security Analyst Deputy Director Deputy Director - Probation Director - Probation Dispatcher Educator - Detention Executive Assistant General Laborer Help Desk Coordinator Human Resources Analyst IS Project Manager Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Management Analyst Office Assistant Specialized Operations/Program Supervisor Presentence Screener Probation Assistant Probation Manager Probation Officer Probation Officer Supervisor Program Coordinator Surveillance Officer Trades Generalist Trainer Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 23.00 21.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 14.00 14.00 3.00 3.00 18.00 18.00 1.00 1.00 3.00 3.00 1.00 1.00 25.00 22.00 6.00 6.00 1.00 1.00 3.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 90.00 82.00 3.00 2.00 10.00 10.00 4.00 4.00 6.00 6.00 2.00 2.00 50.00 51.00 32.00 42.50 10.00 10.00 526.00 578.00 89.00 84.00 8.00 8.00 109.00 79.00 1.00 1.00 1,050.00 1,064.50 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 (1.00) (100.0%) 21.00 22.00 22.00 1.00 4.8% 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% 14.00 14.00 14.00 0.0% 3.00 3.00 2.00 (1.00) (33.3%) 18.00 16.00 16.00 (2.00) (11.1%) 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% .50 .50 .50 N/A 1.00 1.00 1.00 0.0% 22.00 22.00 22.00 0.0% 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 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% 82.00 81.00 78.00 (4.00) (4.9%) 2.00 2.00 2.00 0.0% 10.00 10.00 10.00 0.0% 4.00 5.00 5.00 1.00 25.0% 6.00 5.00 5.00 (1.00) (16.7%) 2.00 2.00 2.00 0.0% 51.00 52.00 52.00 1.00 2.0% 42.50 45.50 48.50 6.00 14.1% 10.00 10.00 10.00 0.0% 578.00 580.00 585.50 7.50 1.3% 84.00 84.00 84.00 0.0% 8.00 8.00 8.00 0.0% 79.00 77.00 77.00 (2.00) (2.5%) 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 1,064.50 1,066.00 1,071.50 7.00 0.7% FY 2010 FY 2011 ADOPTED ADOPTED 975.00 973.00 4.00 3.00 71.00 88.50 1,050.00 1,064.50 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 973.00 976.00 922.00 (51.00) (5.2%) 3.00 3.50 1.50 (1.50) (50.0%) 88.50 86.50 68.00 (20.50) (23.2%) 80.00 80.00 N/A 1,064.50 1,066.00 1,071.50 7.00 0.7% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS 255 DETENTION OPERATIONS Department Total Significant Variance Analysis o o o Six probation positions are added in the General Fund to reduce Compliance Monitoring caseload to 2:350. Recovery Act grant funding of a Southern Border initiative to allow the Fugitive Apprehension Unit to concentrate on probation absconders with drug offenses is ending in FY 2012. Five positions are shifted to the General Fund in FY 2012 to continue this program. Recovery Act grant funding of a Prison Re-Entry initiative to reduce the absconder rate of probationers released from State prison is ending in FY 2012. Fifteen positions are shifted to the Detention Fund in FY 2012 to continue this program. 201 Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget o o o Department Strategic Plans and Budgets Adult Probation Two Quality Assurance Probation Officer Supervisors are shifted from Fees Fund (201) NonRecurring to the General Fund Operating. Sixty-five Pretrial positions are shifted from the General Fund to the Detention Fund. One Trades Generalist position (1.0) FTE is shifted from the Superior Court General Fund to the Adult Probation General Fund at the request of the Presiding Judge. General Adjustments Target Adjustments: General Fund (100) • Increase budget by $8,967 for restatement of risk management charges from Non Departmental. • Increase budget by $85,469 for restatement of equipment services charges for vehicle maintenance and repair. • Increase budget by $618,835 for restatement of baseline telecommunications. • Increase budget by $305,987 for restatement of radio cost charges. Base Adjustments: General Fund (100) • Increase Regular Benefits by $280,800 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $647,222 for retirement contribution rate increase. • The expenditure budget is increased by $7,967 for banking fees that will be charged to the department for the first time in FY 2012. • The expenditure budget is reduced by $888,143 as a result of lower pay rates caused by employee turnover (new hires paid less than those they replaced) as well as savings in Debt Service resulting from less frequent replacement of technology. The County has discontinued the practice of replacing computers and other technology on a regular cycle. • The expenditure budget is reduced by $962,334 as a result of increasing the allocation of personnel costs to the Adult Probation Fees Fund (201). • The expenditure budget is increased by $51,761 due to the shift of a Trades Generalist position form the Superior Court General Fund to the Adult Probation General Fund at the request of the Presiding Judge. Adult Probation Fees Fund (201) • The expenditure budget is reduced by $97,080 as a result of savings in Debt Service resulting from less frequent replacement of technology. The County has discontinued the practice of replacing computers and other technology on a regular cycle. • The revenue budget is increased by $865,254 as a result of increasing probation surcharge fee collections. • The expenditure budget is increased by $962,334 as a result of increasing the allocation of personnel expenditures from the General Fund (100). • (Non-Recurring) Expenditures of $97,340 are budgeted for computer replacement. • (Non-Recurring) Expenditures of $50,000 are budgeted for vehicle upgrades (from compact to mid-size). Adult Probation Grants Fund (211) • Increase Regular Benefits by $52,056 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $41,136 for retirement contribution rate increase. 202 Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget • Department Strategic Plans and Budgets Adult Probation The Department expects grant revenue to decline in FY 2012. expenditures are reduced by $2,308,290. Budgeted revenue and 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 operated by MCAPD during the reporting period. Percent of presentence investigation reports submitted to the Court that did not have continuances submitted by MCAPD 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. FY 2010 ACTUAL 70.0% FY 2011 FY 2011 REVISED FORECAST 71.9% 73.8% FY 2012 ADOPTED 75.7% REV VS ADOPTED VAR % 3.7% 5.2% 97.9% 98.2% 97.4% 97.0% -1.2% -1.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 87.3% 90.0% 88.4% 91.9% 1.9% 2.1% 9.0% 9.9% 8.6% 8.4% -1.5% -15.5% 64.3% 59.3% 59.1% 63.9% 4.6% 7.7% 8.2% 8.2% 9.0% 8.2% 0.0% 0.1% Activities that comprise this program include: • Adult Education • Pretrial Supervision • Presentence • • Pretrial Initial Appearance Release Transition and Treatment 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. 203 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget 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 2010 ACTUAL 70.0% FY 2011 FY 2011 REVISED FORECAST 71.9% 73.8% REV VS ADOPTED VAR % 3.7% 5.2% FY 2012 ADOPTED 75.7% 1,561 1,782 1,445 1,759 (23) -1.3% 580 623 572 598 (25) -4.1% 654 719 627 672 (47) -6.5% $ 300.84 $ 443.49 $ 317.10 $ 436.07 $ 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 216,614 7,759 224,373 $ 286,320 4,480 290,800 $ 307,584 2,547 310,131 $ 244,769 2,400 247,169 $ 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 7.42 1.7% Revenue $ $ $ $ $ (41,551) (2,080) (43,631) -14.5% -46.4% -15.0% (15,348) 77,882 62,534 -4.4% 10.3% 5.7% Expenditure $ 271,969 425,374 697,343 $ 350,033 755,151 $ 1,105,184 $ $ 349,781 484,098 833,879 $ 365,381 677,269 $ 1,042,650 $ $ 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. Measure Type 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. 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. FY 2010 ACTUAL 97.4% FY 2011 FY 2011 REVISED FORECAST 98.2% 97.4% FY 2012 ADOPTED 97.0% REV VS ADOPTED VAR % (1.2%) -1.2% 16,883 16,052 15,147 14,316 (1,736) -10.8% 16,960 16,052 15,147 14,316 (1,736) -10.8% $ 472.58 $ 522.60 $ 538.39 $ 572.55 $ (49.95) -9.6% 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 86,898 86,898 $ $ 220,352 220,352 $ $ 143,730 143,730 $ $ 226,676 226,676 $ $ 6,324 6,324 2.9% 2.9% 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 7,807,017 171,495 $ 7,978,512 $ 8,068,500 128,111 $ 8,196,611 $ 168,171 24,055 192,226 2.0% 15.8% 2.3% Revenue Expenditure $ 8,236,671 152,166 $ 8,388,837 $ 8,022,272 132,661 $ 8,154,933 $ Activity Narrative: As the number of criminal cases in the criminal justice system continues to decline, the number of pretrial defendants also continues to decline. 204 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Investigation Reports Presentence Activity 18000 99% 17000 98% 16000 98% 15000 97% 14000 13000 97% 12000 96% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result Pretrial Initial Appearance Release 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 at his appearance before 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 Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Pretrial Initial Appearance 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% defendant packets submitted to the Court within the 24-hour statutory mandate during the reporting period. Number of Initial Appearance defendant 53,599 47,408 44,410 43,120 (4,288) -9.0% packets presented to the court during the reporting period. Number of Initial Appearance defendant 53,599 47,408 44,410 43,120 (4,288) -9.0% packets ordered by the court during the reporting period. Average cost per Initial Appearance $ 29.94 $ 35.98 $ 37.39 $ 39.47 $ (3.48) -9.7% defendant packets presented to the court. Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 1,594,244 10,654 $ 1,604,898 $ 1,673,365 32,572 $ 1,705,937 $ 1,647,337 13,080 $ 1,660,417 $ 653 1,701,188 $ 1,701,841 $ 1,673,365 31,919 (1,701,188) $ 4,096 100.0% 98.0% N/A 0.2% Activity Narrative: As the number of criminal cases in the criminal justice system continues to decline, the number of pretrial defendants also continues to decline. Base Adjustments: o The Pretrial Jail Initial Appearance Release Information Activity expenditure budget of $1,701,188 is shifted from the General Fund to the Detention Fund. This Activity reduces detention population and cost. 205 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget 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.R.S. §13-3967 establishes that at his appearance before 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 defendants 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 defendants exiting (successful and unsuccessful) from pretrial services during the reporting period. Average number of defendants ordered to appear to pretrial services during the reporting period. Average daily cost per defendant on pretrial supervision. FY 2010 ACTUAL 87.3% FY 2011 FY 2011 REVISED FORECAST 90.0% 88.4% 9.0% $ 9.9% FY 2012 ADOPTED 91.9% 8.6% REV VS ADOPTED VAR % 1.9% 2.1% 8.4% (1.5%) -15.5% 1,648 1,558 1,583 1,474 (85) -5.4% 4,921 4,634 4,264 3,716 (918) -19.8% 5,635 5,147 4,826 4,044 (1,103) -21.4% 6,592 1,558 1,583 1,474 (85) -5.4% (188.36) -26.4% $ 3,307,439 (3,352,167) $ (44,728) 100.0% N/A N/A -1.4% 660.22 $ 713.73 $ 786.54 $ $ 3,353,789 $ 3,353,789 $ 902.09 $ Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 3,239,346 9,601 $ 3,248,947 $ 3,307,439 $ 3,307,439 3,352,167 $ 3,352,167 Activity Narrative: As the number of criminal cases in the criminal justice system continues to decline, the number of pretrial defendants also continues to decline. Base Adjustments: o The Pretrial Supervision Activity expenditure budget of $3,352,167 is shifted from the General Fund to the Detention Fund. This Activity reduces detention population and cost. 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. 206 Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Measure Type Result Result Output Output Output Demand Demand Efficiency Measure Description 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. Average number of probationers who participate in MCAPD operated and/or funded treatment and residential service during the reporting period. Number of jail days saved by releasing probationers early from jail into treatment during the reporting period. Number of probationers who were terminated (successfully or unsuccessfully) from MCAPD operated and/or funded treatment and residential services during the reporting period. Average number of probationers who are 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 who are released from jail into treatment during the reporting period. Average daily cost per probationer to receive MCAPD operated and/or funded treatment and residential services during the reporting period. Department Strategic Plans and Budgets Adult Probation FY 2010 ACTUAL 64.3% FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 59.3% 59.1% 63.9% 8.2% 8.2% 9.0% 861 985 1,167 1,922 2,320 568 REV VS ADOPTED VAR % 4.6% 7.7% 8.2% 0.0% 0.1% 1,284 299 30.3% 2,203 2,402 82 3.5% 619 700 678 59 9.5% 1,296 1,288 1,528 1,303 15 1.2% 23,571 28,308 28,869 29,274 966 3.4% $ 1,296.47 $ 1,580.07 $ 1,034.16 $ 1,204.31 $ 375.77 23.8% 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 3,305,829 $ 3,305,829 $ 4,884,689 $ 4,884,689 $ 2,854,666 $ 2,854,666 $ 3,009,426 $ 3,009,426 $ (1,875,263) $ (1,875,263) -38.4% -38.4% 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 1,925,336 2,538,603 1,116 $ 4,465,055 $ 2,036,160 4,189,331 $ 6,225,491 $ 1,958,929 3,265,968 $ 5,224,897 $ 2,580,581 2,627,459 974,869 $ 6,182,909 $ -26.7% 37.3% N/A N/A 0.7% Revenue Expenditure (544,421) 1,561,872 (974,869) $ 42,582 Activity Narrative: Increased American Recovery Reinvestment Act (ARRA) grant funding received in FY 2011 allowed the department to provide more substance abuse treatment and transition assistance to individuals leaving prison returning to the community. Outputs increased as a result of the department having more resources to provide additional client services and programs within the activity. Performance continues to improve somewhat in FY 2012 as the budget is shifted from expiring ARRA grants to the Detention Fund. Base Adjustments: Detention Fund (255) o The expenditure budget is increased by $974,869 to fund 15 Prison Re-Entry positions (15.0 FTE). Recovery Act grant funding of a Prison Re-Entry initiative has reduced the absconder rate of probationers released from State prison from 23% to 2.5%, saving more than $1.1M in incarceration costs. Grant funding for this initiative is ending in FY 2012. 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. 207 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Program Results 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. 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. 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. 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. 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. Percent of Seriously Mentally Ill probationers who successfully complete probation during the reporting period. Percent of active Seriously Mentally Ill probationers sentenced for a new felony offense while supervised during the reporting period. Percent of active Sex Offender probationers sentenced for a new felony offense while supervised during the reporting period. 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. Percent of Transferred Youth probationers who successfully complete probation during the reporting period. Percent of newly ordered warrants cleared during the reporting period. Percent of warrants cleared during the fiscal year. The percentage of warrants arrested with targeted criteria, out of the total warrants arrested during the reporting period. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 87.6% 56.2% FY 2012 ADOPTED 55.9% REV VS ADOPTED VAR % -31.7% -36.2% 53.0% 70.0% 43.5% 100.0% 52.0% 90.4% 52.0% 92.3% 8.5% -7.7% 19.5% -7.7% 55.0% 70.9% 58.5% 59.2% -11.7% -16.5% 2.6% N/A 4.2% 3.4% N/A N/A 42.7% 43.7% 43.5% 44.1% 0.4% 1.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 89.6% 88.3% 90.7% 88.8% 0.5% 0.6% 0.6% 0.6% 0.5% 0.5% -0.1% -22.5% 56.4% 61.3% 57.3% 60.0% -1.3% -2.0% 8.5% N/A 6.0% 6.5% N/A N/A 1.1% 0.3% 0.7% 0.6% 0.3% 117.8% 97.3% 88.0% 96.5% 95.6% 7.6% 8.6% 82.3% 82.1% 80.1% 82.3% 0.2% 0.3% 1.8% N/A 3.6% 3.5% N/A N/A 1.0% 0.7% 1.4% 1.3% 0.6% 85.7% 66.4% 66.9% 67.0% 67.0% 0.1% 0.2% 8.0% N/A 7.7% 7.3% N/A N/A 30.1% 25.7% 37.5% 39.6% 13.9% 54.2% N/A 75.0% 65.0% 68.0% -7.0% -9.3% 39.3% 21.9% 48.4% 23.9% 47.9% 28.0% 54.9% 31.1% 6.5% 7.2% 13.5% 30.0% 208 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Activities that comprise this program include: • Community Restoration • Domestic Violence • Fugitive Apprehension • In Custody Management • Indirect Services • Intensive Probation • • • • • Report& Review Seriously Mentally Ill Sex Offender Standard Probation 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. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 87.6% 56.2% FY 2012 ADOPTED 55.9% REV VS ADOPTED VAR % (31.7%) -36.2% 53.0% 43.5% 52.0% 52.0% 8.5% 19.5% 70.0% 100.0% 90.4% 92.3% (7.7%) -7.7% N/A 1,657 1,067 1,126 (531) -32.0% 6,909 7,775 4,761 5,497 (2,278) -29.3% 6,909 N/A 3,158 2,748 N/A N/A 9,932 N/A 5,267 5,957 N/A N/A 5,617 4,916 (2,661) -35.1% 9,932 7,577 N/A $ 2,102.97 $ 2,946.44 $ 2,783.75 $ (680.78) -32.4% 337,623 39,092 376,715 $ 109,192 65,782 174,974 $ 146,017 65,782 211,799 $ (191,606) 26,690 (164,916) -56.8% 68.3% -43.8% $ 2,987,351 147,152 $ 3,134,503 $ 58,050 292,065 350,115 1.9% 66.5% 10.0% Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 2,799,589 141,730 $ 2,941,319 $ 413,118 42,748 455,866 $ $ $ $ $ Expenditure $ 3,045,401 439,217 $ 3,484,618 $ 2,958,815 185,034 $ 3,143,849 $ 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 209 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget 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. FY 2010 ACTUAL 55.0% FY 2011 FY 2011 REVISED FORECAST 70.9% 58.5% 2.6% $ N/A FY 2012 ADOPTED 59.2% REV VS ADOPTED VAR % (11.7%) -16.5% 4.2% 3.3% N/A N/A 551 663 577 605 (58) -8.8% 291 268 299 304 36 13.4% 610 663 632 661 (2) -0.3% 566.88 $ 527.77 $ 559.91 $ 569.58 $ (41.80) -7.9% $ 1,323,587 53,653 $ 1,377,240 $ 29,895 (8,008) 21,887 2.2% -17.5% 1.6% Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,200,087 48,172 $ 1,248,259 $ 1,353,482 45,645 $ 1,399,127 $ 1,234,010 47,620 $ 1,281,630 $ Fugitive Apprehension Activity The purpose of the Fugitive Apprehension Activity is to provide investigation and apprehension services to the Court so they can make informed decisions 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. 210 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of newly ordered warrants cleared N/A 75.0% 65.0% 68.0% (7.0%) -9.3% during the reporting period. Percent of warrants cleared during the fiscal 39.3% 48.4% 47.9% 54.9% 6.5% 13.5% year. 21.9% 23.9% 28.0% 31.1% 7.2% 30.0% The percentage of warrants arrested with targeted criteria, out of the total warrants arrested during the reporting period. Average number of probationers on warrant 1,044 1,136 997 998 (137) -12.1% status with targeted criteria being sought by Adult Probation during the reporting period. Average number of probationers on warrant 8,562 8,626 8,182 8,000 (626) -7.3% status being sought by Adult Probation during the reporting period. Total number of probationers on warrant status 5,465 6,155 6,669 7,263 1,108 18.0% arrested during the reporting period. Total number of probationers newly placed on 5,159 4,046 5,407 5,978 1,932 47.8% warrant status by the Court during the reporting period. Average daily cost per probationer on warrant $ 52.45 $ 61.35 $ 61.09 $ 71.57 $ (10.22) -16.7% status during the reporting period. Revenue 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 223,727 223,727 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 1,470,843 325,307 $ 1,796,150 $ $ 422,778 422,778 $ $ 426,725 426,725 $ $ 115,325 115,325 $ $ (307,453) (307,453) -72.7% -72.7% $ 2,026,836 263,346 $ 2,290,182 $ (290,492) 117,036 (173,456) -16.7% 30.8% -8.2% Expenditure $ 1,736,344 380,382 $ 2,116,726 $ 1,561,807 437,679 $ 1,999,486 $ Base Adjustments: General Fund (100) o The expenditure budget is increased by $277,976 to fund five Fugitive Apprehension Unit positions (5.0 FTE). Recovery Act grant funding of a Southern Border initiative has allowed the department to increase apprehension of probation absconders with drug offenses by 41%. Grant funding for this initiative is ending in FY 2012. 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. 211 Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Department Strategic Plans and Budgets Adult Probation REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of jail days saved through Court Liaison 42.7% 43.7% 43.5% 44.1% 0.4% 1.0% during the reporting period. Percentage of jailed probationers who received 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% services under In-Custody Management during the reporting period. Average number of jailed probationers who 1,605 1,705 1,517 1,405 (300) -17.6% 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 156,861 148,144 131,368 105,263 (42,881) -28.9% going through violation proceedings during the reporting period. Average number of jailed probationers assigned 1,605 1,705 1,517 1,405 (300) -17.6% 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$ 393.26 $ 418.19 $ 456.02 $ 492.68 $ (74.49) -17.8% Custody Management Activity services during the reporting period. Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ 2,360,702 163,244 $ 2,523,946 $ 618,305 618,305 $ $ 144,092 630,758 774,850 $ $ 36,023 691,022 727,045 $ 300,408 691,022 991,430 $ $ 2,541,293 228,085 $ 2,769,378 $ $ $ 156,316 60,264 216,580 108.5% 9.6% 28.0% 75,007 7,681 82,688 2.9% 3.3% 2.9% Expenditure $ 2,616,300 235,766 $ 2,852,066 $ 2,561,431 205,726 $ 2,767,157 $ 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. 212 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Sex Offenders who check in with 89.6% 88.3% 90.7% 88.8% 0.5% 0.6% Adult Probation within 72 hours of discharge from DOC during the reporting period. Percent of probationers on deportation status 0.6% 0.6% 0.5% 0.5% (0.1%) -22.5% 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 17,825 18,687 17,579 17,434 (1,253) -6.7% according to Indirect Services standards during the reporting period. Number of Sex Offenders who check in with 125 111 150 197 86 77.5% Adult Probation within 72 hours following discharge from DOC during the reporting period. Average number of probationers on 7,560 7,636 6,959 6,764 (872) -11.4% deportation status through USICE during the reporting period. Average number of probationers ordered by 71,298 18,687 17,579 17,434 (1,253) -6.7% the court and/or transferred from field supervision to be monitored by Indirect Services during the reporting period. Average daily cost per probationer $ 12.50 $ 11.91 $ 12.67 $ 12.79 $ (0.88) -7.4% administered by Indirect Services during the reporting period. Expenditure 100 - GENERAL 201 - ADULT PROBATION FEES TOTAL USES $ $ 881,592 9,692 891,284 $ $ 890,053 890,053 $ $ 890,923 890,923 $ $ 892,185 892,185 $ $ (2,132) (2,132) -0.2% N/A -0.2% 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. 213 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 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. FY 2010 ACTUAL 56.4% FY 2011 FY 2011 REVISED FORECAST 61.3% 57.3% 8.5% $ N/A REV VS ADOPTED VAR % (1.3%) -2.0% FY 2012 ADOPTED 60.0% 6.0% 6.5% N/A N/A 813 817 807 850 34 4.1% 1,019 831 911 820 (11) -1.3% 813 817 807 850 34 4.1% 2,075.15 $ 2,074.05 $ 1,933.47 $ 1,831.00 $ 243.06 11.7% 683,179 683,179 $ $ 689,179 689,179 $ $ (836,411) (836,411) -54.8% -54.8% $ 6,225,383 $ 6,225,383 $ 514,249 7,200 27,021 548,470 7.6% 100.0% 100.0% 8.1% Revenue 201 - ADULT PROBATION FEES TOTAL SOURCES $ 1,636,478 $ 1,636,478 $ 1,525,590 $ 1,525,590 $ $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL USES $ 6,719,491 7,817 23,160 $ 6,750,468 $ 6,739,632 7,200 27,021 $ 6,773,853 $ 6,241,256 $ 6,241,256 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 only the most serious probationers assigned to the Intensive Probation Activity. Compliance Monitoring Activity The purpose of the Compliance Monitoring 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. 214 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 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. FY 2010 ACTUAL 1.1% FY 2011 FY 2011 REVISED FORECAST 0.3% 0.7% 97.3% $ 88.0% FY 2012 ADOPTED 0.6% 96.5% REV VS ADOPTED VAR % 0.3% 117.8% 95.6% 7.6% 8.6% 11,291 11,842 11,930 12,508 666 5.6% 11,291 11,842 11,930 12,508 666 5.6% 569.64 $ 75.32 $ 81.65 $ 87.08 $ (11.76) -15.6% $ 4,356,557 $ 4,356,557 $ $ (788,857) (788,857) -22.1% -22.1% Expenditure 100 - GENERAL TOTAL USES $ 3,198,545 $ 3,198,545 $ 3,567,700 $ 3,567,700 $ 3,896,420 $ 3,896,420 Base Adjustments: General Fund (100) o The expenditure budget is increased by $340,094 to fund six probation positions to reduce the Compliance Monitoring caseload from 2:500 to 2:350 (officers to probationers), even as the caseload continues to increase. As a budget reduction in FY 2010, the Compliance Monitoring caseload ratio was increased from 2:350 to 2:500. After supervising at the 2:500 ratio for more than a year, the department has determined that it is unable to appropriately supervise the caseload at that ratio. Seriously 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 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. 215 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of Seriously Mentally Ill probationers who successfully complete probation during the reporting period. Percent of active Seriously Mentally Ill probationers sentenced for a new felony offense while supervised during the reporting period. Average number of active seriously mentally ill probationers supervised during the reporting period. Number of active Seriously Mentally Ill probationers terminated from probation during the reporting period. 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 probationer for the reporting period. FY 2010 ACTUAL 82.3% FY 2011 FY 2011 REVISED FORECAST 82.1% 80.1% 1.8% $ N/A FY 2012 ADOPTED 82.3% REV VS ADOPTED VAR % 0.2% 0.3% 3.6% 3.5% N/A N/A 603 637 641 677 41 6.4% 339 358 331 351 (7) -2.0% 603 637 641 677 41 6.4% 517.44 $ 506.81 $ 541.82 $ 508.69 $ (1.88) -0.4% $ 1,378,041 $ 1,378,041 $ $ (87,191) (87,191) -6.8% -6.8% Expenditure 100 - GENERAL TOTAL USES $ 1,247,027 $ 1,247,027 $ 1,290,850 $ 1,290,850 $ 1,342,604 $ 1,342,604 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. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of Seriously Mentally Ill probationers who successfully complete probation during the reporting period. Percent of active Seriously Mentally Ill probationers sentenced for a new felony offense while supervised during the reporting period. Average number of active seriously mentally ill probationers supervised during the reporting period. Number of active Seriously Mentally Ill probationers terminated from probation during the reporting period. 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 probationer for the reporting period. FY 2010 ACTUAL 82.3% FY 2011 FY 2011 REVISED FORECAST 82.1% 80.1% 1.8% $ N/A FY 2012 ADOPTED 82.3% REV VS ADOPTED VAR % 0.2% 0.3% 3.6% 3.5% N/A N/A 603 637 641 677 41 6.4% 339 358 331 351 (7) -2.0% 603 637 641 677 41 6.4% 517.44 $ 506.81 $ 523.64 $ 508.69 $ (1.88) -0.4% $ 1,378,041 $ 1,378,041 $ $ (87,191) (87,191) -6.8% -6.8% Expenditure 100 - GENERAL TOTAL USES $ 1,247,027 $ 1,247,027 $ 1,290,850 $ 1,290,850 216 $ 1,342,604 $ 1,342,604 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget 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: 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. §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 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. (Excludes ISC; denominator) 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. FY 2010 ACTUAL 66.4% FY 2011 FY 2011 REVISED FORECAST 66.9% 67.0% 8.0% $ N/A REV VS ADOPTED VAR % 0.1% 0.2% FY 2012 ADOPTED 67.0% 7.7% 7.3% N/A N/A 14,573 15,502 14,161 14,868 (634) -4.1% 7,268 6,387 6,067 5,420 (967) -15.1% 15,214 15,502 14,814 15,501 (2) -0.0% 414.07 $ 393.42 $ 415.16 $ 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL USES 390.28 $ $ 311,357 6,626,322 $ 6,937,679 $ 14,679,577 189,192 9,267,348 $ 24,136,117 3.14 0.8% $ 270,351 6,185,028 $ 6,455,379 $ 498,578 7,712,714 $ 8,211,292 $ 296,676 7,668,924 $ 7,965,600 $ 26,325 1,483,896 $ 1,510,221 9.7% 24.0% 23.4% $ 14,648,180 207,805 9,539,883 $ 24,395,868 $ 13,331,507 161,787 10,023,193 $ 23,516,487 $ 14,019,405 154,405 10,024,459 $ 24,198,269 $ 4.3% 25.7% -5.1% 0.8% Revenue Expenditure $ 628,775 53,400 (484,576) 197,599 Base Adjustments: General Fund (100) • The expenditure budget is increased by $188,359 for two Quality Assurance Probation Officer Supervisors (2.0 FTE) shifted from the Fees Fund (201) Non-Recurring to the General Fund Operating. These positions are critical for the department to implement evidence-based tools to help probationers be successful during probation and achieve behavioral change to reduce recidivism. Adult Probation Fees Fund (201) • (Non-Recurring) Expenditures of $159,547 are budgeted for a Quality Assurance Probation Officer Supervisor to assist in implementing best-practices and a part-time Deputy Director to mentor two new Deputy Directors. 217 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget 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. Measure Type Result Output Output Demand Efficiency Measure Description Percent of Transferred Youth probationers who successfully complete probation during the reporting period. Number of Transferred Youth probationers terminated from probation during the reporting period. Average number of active Transferred Youth probationers being 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. FY 2010 ACTUAL 30.1% FY 2011 FY 2011 REVISED FORECAST 25.7% 37.5% REV VS ADOPTED VAR % 13.9% 54.2% FY 2012 ADOPTED 39.6% 73 113 88 96 (17) -15.0% 213 198 267 295 97 49.1% 213 198 267 295 97 49.1% $ 534.36 $ 701.33 $ 520.32 $ 479.36 $ 221.97 31.6% $ $ 455,274 455,274 $ $ 555,454 555,454 $ $ 555,699 555,699 $ $ 566,130 566,130 $ $ (10,676) (10,676) -1.9% -1.9% Expenditure 100 - GENERAL 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. 218 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer Supplemental Funding Mid Year Adjustments Adult Probation Luhrs Lease 58,479,190 $ - $ (187,530) $ (187,530) - $ 84,953 $ 84,953 - $ 58,376,613 $ - $ 187,530 $ 187,530 1,019,258 $ 8,967 85,469 618,835 305,987 - $ 181,191 $ 181,191 - $ 59,764,592 $ - $ 928,022 $ 280,800 647,222 (73,747) $ 7,967 (81,714) - (5,963,928) $ (6,015,689) - 51,761 - 54,654,939 $ -8.5% - Agenda Item: MEMO C-11-11-001-1-00 FY 2011 Revised Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Radio Chgs from Non Dept Supplemental Funding Mid Year Adjustments Adult Probation Luhrs Lease $ Agenda Item: MEMO $ C-11-11-001-1-00 FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Bank ing Fees Other Base Adjustments Shift Two Quality Assurance Positions from Fees Fund (201) Non-Recurring (2 FTE) Reduce Compliance Monitoring Caseload Ratio to 2:350 (6 FTE) Shift Southern Border Warrant Positions from Grants Fund (211) (5 FTE) Savings from Lower Pay Rates due to Turnover; Less Technology Replacements Reallocations Reallocation Between Funds Shift Pretrial Activities to Detention Fund (255) (65 FTE) Allocate Out Additional Personal Services to Fees Fund (201) Reallocation Between Depts Transfer of Trades Generalist Position from Superior Court FY 2012 Adopted Budget Percent Change from Target Amount $ $ 188,359 340,094 277,976 (888,143) $ $ $ (5,053,355) (962,334) 51,761 $ 219 Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 12,005,365 $ 12,005,365 FY 2011 Revised Budget $ 12,005,365 $ 12,005,365 FY 2012 Budget Target $ 12,005,365 $ 12,005,365 $ (97,080) $ (97,080) - $ - $ 962,334 $ 962,334 865,254 865,254 - 12,870,619 $ 7.2% 12,870,619 7.2% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Reduce Debt Service Budget due to Elimination of Technology Financing Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Increase Personal Services Allocation from General Fund (100) $ (97,080) $ $ 962,334 FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 283,427 $ - FY 2011 Revised Budget $ 283,427 $ - $ (283,427) $ (283,427) - $ - $ - $ 306,887 $ 306,887 - $ 306,887 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Agenda Item: Base Adjustments Other Base Adjustments One Quality Assurance PO Supervisor (1.0 FTE) and One Administrator (0.5 FTE) Computer Replacement Vehicle Upgrades FY 2012 Adopted Budget Percent Change from Target Amount 220 $ 159,547 97,340 50,000 Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 1,601,573 $ 339,339 $ 339,339 $ 1,504,963 $ 2,225,040 $ 12,870,623 12,870,623 $ 12,005,365 12,005,365 $ 12,005,365 12,005,365 $ 12,914,450 12,914,450 $ 12,870,619 12,870,619 $ $ $ $ $ 12,659,234 307,990 12,967,224 Structural Balance $ 211,389 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ 12,005,365 283,427 12,288,792 $ (9) $ 1,504,963 1,504,963 $ $ $ $ $ 12,005,365 283,427 12,288,792 - $ - 55,912 55,912 $ $ $ 11,937,173 257,200 12,194,373 $ 12,870,619 306,887 13,177,506 - $ 977,277 $ - $ - $ - $ - $ $ 55,912 55,912 $ $ 2,225,040 2,225,040 $ $ 1,918,153 1,918,153 Expenditures Revenue Adult Probation Grants Fund (211) OPERATING FY 2011 Adopted Budget $ 6,119,639 $ 6,119,639 $ 628,031 $ 628,031 628,031 628,031 FY 2011 Revised Budget $ 6,747,670 $ 6,747,670 FY 2012 Budget Target $ 6,747,670 $ 6,747,670 $ 93,192 $ 52,056 41,136 (93,192) $ (93,192) - Adjustments: Grants, Donations and Intergovernmental Agreements Grants Adult Probation FY 11 Grants Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: C-11-11-004-G-00 Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 221 $ (2,308,290) $ (2,308,290) (2,308,290) (2,308,290) $ 4,439,380 $ -34.2% 4,439,380 -34.2% Maricopa County Annual Business Strategies FY 2011-12 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ $ FY 2011 ADOPTED (46,048) $ $ $ 4,257,408 412,839 4,670,247 Uses: Operating Total Uses: $ $ Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance FY 2011 REVISED (46,048) $ $ 6,119,639 6,119,639 4,197,337 4,197,337 $ $ 60,071 $ FY 2011 FORECAST (46,048) $ $ 6,747,670 6,747,670 6,119,639 6,119,639 $ $ $ - $ (608,494) $ - $ (181,632) (181,632) $ (181,632) $ (181,632) $ 5,138,005 5,138,005 $ 4,439,380 4,439,380 6,747,670 6,747,670 $ $ 5,138,005 5,138,005 $ $ 4,439,380 4,439,380 $ - $ - $ - $ - $ - $ - (46,048) (46,048) $ $ FY 2012 ADOPTED (46,048) (46,048) $ (181,632) (181,632) $ (181,632) (181,632) $ Detention Fund (255) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 974,869 $ 974,869 - $ 5,053,355 $ 5,053,355 - $ 6,028,224 $ - Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Shift Prison Re-Entry Program From Grants Fund (211) (15 FTE) Reallocations Reallocation Between Funds Shift Pretrial Activities from General Fund (100) (65 FTE) FY 2012 Adopted Budget Percent Change from Target Amount 222 $ $ 974,869 5,053,355 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Analysis by Carmine L. Davis, Management and Budget Analyst Summary Mission The mission of the Air Quality Department is to provide clean air to Maricopa County residents and visitors so they can live, work, and play in a healthy environment. Vision To achieve the highest air quality standards in Maricopa County as we evolve with the County’s escalating growth. Strategic Goals The Air Quality department recently updated its strategic plan for FY 2012. Public Health By June 30, 2014, air quality at all air monitoring stations will be in compliance with federal health standards more than 95% of the time over 365 days. (Addresses all pollutants). Status: For the period February 2010 to February 2011 (356 days), there were a total of 16 days where there were exceedances at monitoring stations. Consequently, 95.6% of the time, pollution levels at the air monitoring stations were in compliance with federal health standards. Even though the Air Quality Department has met the goal of, “all air monitoring stations will be in compliance with federal health standards more than 95% of the time over 365 days”, the Air Quality Department will continue to work diligently to maintain and further increase the number of days the air monitoring stations measure compliance. Citizen Satisfaction By June 30, 2014, in order to improve the delivery of air quality services to the public, the Air Quality Department will realize 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 Survey rating. Status: The Air Quality Department 2011 Employee Satisfaction Survey overall rating of 5.29 represents a slight drop from the 5.40 rating in 2010. The results are currently being analyzed by management and an Employee Task Force for implementation strategies to address low ratings. A consideration in the ratings is that employees are cognizant the potential exists for a reduction-in-force in July 2011 which would negatively influence certain rating levels. 223 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2012 Adopted Budget Public Health By June 30, 2014, reduce the number of days exceeding the current federal health standard for Particulate Matter (PM 10 ) to no more than three days over a rolling three-year period. Status: Based on the three years 2008, 2009 and 2010, there were 15.6 (unofficial) exceedances of the current federal health standard for Particulate Matter (PM 10 ). This period serves as Air Quality’s benchmark data. Citizen Satisfaction By June 30, 2015, the percentage of citizens being adequately informed of air pollution issues will increase to 75% as reported in the Maricopa County Citizens Satisfaction Survey. Status: The last survey (for 2010) resulted in 70% of the respondents stating the public was adequately informed of air pollution issues. The next survey will be completed in August 2011. In the interim, efforts are being implemented to expand the outreach to citizens on air quality issues. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES CAQM - AIR QUALITY MONITORING DCPR - DUST CNTRL PERMIT REGULATION LREC - LARGE SOURCE PERMIT REGULATION SREC - SMALL SOURCE PERMIT REGULATION TRDA - TRIP REDUCTION VVRR - VOL VEH REPAIR AND RETROFIT 85AQ - AIR QUALITY $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 660,164 $ 4,029,893 1,558,698 5,843,524 1,453,751 474,526 14,020,556 $ 493,425 $ 5,690,860 2,335,075 5,886,442 1,858,575 725,000 16,989,377 $ 583,425 $ 5,797,936 2,357,752 5,886,442 1,858,575 725,000 17,209,130 $ 411,264 $ 4,477,855 1,381,081 5,936,403 1,522,656 678,181 14,407,440 $ 530,000 $ 4,580,188 1,576,944 5,676,588 1,588,800 13,952,520 $ (53,425) (1,217,748) (780,808) (209,854) (269,775) (725,000) (3,256,610) -9.2% -21.0% -33.1% -3.6% -14.5% -100.0% -18.9% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 63,006 $ 63,006 $ 7,500 $ 7,500 $ 149,663 $ 149,663 $ 185,345 $ 185,345 $ 6,000 $ 6,000 $ (143,663) (143,663) -96.0% -96.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 45,542 $ 45,542 $ 45,000 $ 45,000 $ 45,000 $ 45,000 $ 16,544 $ 16,544 $ 8,000 $ 8,000 $ (37,000) (37,000) -82.2% -82.2% TOTAL PROGRAMS $ 14,129,104 $ 17,041,877 $ 17,403,793 $ 14,609,329 $ 13,966,520 $ (3,437,273) -19.8% - $ 2,043,100 3,687,503 1,249,315 3,457,919 1,450,039 386,581 12,274,457 $ - $ 1,329,719 3,738,242 1,102,466 2,900,850 1,729,049 723,258 11,523,584 $ - $ 1,419,718 3,738,243 1,102,463 2,900,851 1,729,048 723,258 11,613,581 $ - $ 1,249,360 2,815,737 1,295,886 3,149,376 1,420,268 379,263 10,309,890 $ 412,272 $ 2,206,666 2,352,819 1,468,554 2,818,356 1,534,031 10,792,698 $ (412,272) (786,948) 1,385,424 (366,091) 82,495 195,017 723,258 820,883 N/A -55.4% 37.1% -33.2% 2.8% 11.3% 100.0% 7.1% 39,194 $ 353,716 136,326 4,406,321 24,806 4,960,363 $ 38,193 $ 330,556 143,337 4,955,249 26,126 5,493,461 $ 38,192 $ 330,558 143,339 5,029,932 26,125 5,568,146 $ 38,301 $ 307,035 57,323 3,451,136 24,017 3,877,812 $ 39,497 $ 195,327 99,734 4,087,890 27,161 4,449,609 $ (1,305) 135,231 43,605 942,042 (1,036) 1,118,537 -3.4% 40.9% 30.4% 18.7% -4.0% 20.1% $ 594,267 $ 125,544 719,811 $ 609,087 $ 31,759 640,846 $ 609,087 $ 15,462 31,759 656,308 $ 609,087 $ 15,462 124,617 749,166 $ 850,511 $ 64,999 915,510 $ (241,424) 15,462 (33,240) (259,202) -39.6% 100.0% -104.7% -39.5% TOTAL PROGRAMS $ 17,954,631 $ 17,657,891 $ 17,838,035 $ 14,936,868 $ 16,157,817 $ USES AQPI - AQ PUBLIC INFORMATION CAQM - AIR QUALITY MONITORING DCPR - DUST CNTRL PERMIT REGULATION LREC - LARGE SOURCE PERMIT REGULATION SREC - SMALL SOURCE PERMIT REGULATION TRDA - TRIP REDUCTION VVRR - VOL VEH REPAIR AND RETROFIT 85AQ - AIR QUALITY $ $ 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 99GV - GENERAL GOVERNMENT $ $ 224 1,680,218 9.4% Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 8,265,918 8,265,918 $ $ 10,226,243 10,226,243 $ $ 10,226,243 10,226,243 $ $ 8,696,409 8,696,409 $ $ 9,548,988 $ 9,548,988 $ (677,255) (677,255) -6.6% -6.6% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 1,609,892 1,928,277 3,538,169 $ 2,248,472 1,858,575 4,107,047 $ 2,323,154 1,948,575 4,271,729 $ 1,843,184 1,522,656 3,365,840 $ 1,530,000 $ 1,588,800 3,118,800 $ (793,154) (359,775) (1,152,929) -34.1% -18.5% -27.0% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ 265,593 $ 265,593 $ $ 386,087 $ 386,087 $ $ 386,087 $ 386,087 $ $ 256,243 $ 256,243 $ 361,272 361,272 $ $ (24,815) (24,815) -6.4% -6.4% $ SUBTOTAL $ 1,833,997 1,833,997 $ $ 2,270,000 2,270,000 $ $ 2,270,000 2,270,000 $ $ 2,045,877 $ 2,045,877 $ 923,460 923,460 $ $ (1,346,540) (1,346,540) -59.3% -59.3% $ $ $ 8,000 6,000 14,000 $ $ 16,544 43,182 59,726 $ $ 45,000 7,500 52,500 $ $ 45,000 7,500 52,500 $ SUBTOTAL $ 45,542 63,006 108,548 $ (37,000) (1,500) (38,500) -82.2% -20.0% -73.3% ALL REVENUES $ 14,012,225 $ 17,041,877 $ 17,206,559 $ 14,424,095 $ 13,966,520 $ (3,240,039) -18.8% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 116,879 116,879 $ $ 197,234 $ 197,234 $ 185,234 185,234 $ $ TOTAL SOURCES $ 14,129,104 $ 14,609,329 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE - $ - $ 17,041,877 $ 225 17,403,793 $ - $ - $ 13,966,520 $ (197,234) -100.0% (197,234) -100.0% (3,437,273) -19.8% Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 8,802,479 $ 44,288 2,797,861 42,511 (712,318) 1,516,010 12,490,831 $ 8,027,403 $ 50,584 2,774,959 43,304 (1,201,067) 1,529,469 11,224,652 $ 8,027,403 $ 50,584 2,774,959 58,766 (1,201,067) 1,529,469 11,240,114 $ 7,536,869 $ 10,693 44,908 2,549,358 25,095 (1,066,536) 1,352,472 10,452,859 $ 6,674,770 $ 23,300 2,932,383 7,188 (1,239,957) 1,896,307 10,293,991 $ 1,352,633 27,284 (157,424) 51,578 38,890 (366,838) 946,123 16.9% N/A 53.9% -5.7% 87.8% 3.2% -24.0% 8.4% SUBTOTAL $ 336,863 $ 127,453 26,452 (9,187) 11,829 493,410 $ 392,818 $ 177,052 67,645 (10,286) 15,135 642,364 $ 482,818 $ 177,052 67,645 (10,286) 15,135 732,364 $ 279,977 $ 101,913 63,993 (7,573) 10,160 448,470 $ 365,082 $ 116,552 20,185 (4,482) 14,475 511,812 $ 117,736 60,500 47,460 (5,804) 660 220,552 24.4% 34.2% 70.2% -56.4% 4.4% 30.1% 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 $ 68,404 $ 5,350 2,140,318 962,451 24,626 482,478 8,946 35,756 60,708 74,761 (61,246) 102,100 3,904,652 $ 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 $ 52,000 $ 9,432 2,695,250 1,091,972 29,444 847,148 9,144 53,110 65,995 81,816 (68,570) 166,039 5,032,780 $ 308,793 $ 4,872 1,221,488 972,383 24,853 389,824 7,451 45,744 43,979 98,778 (50,470) 90,262 3,157,957 $ 306,120 $ 9,500 1,513,843 804,971 35,144 1,277,612 3,820 76,714 50,771 86,100 (29,876) 168,397 4,303,116 $ (254,120) (68) 1,181,407 287,001 (5,700) (430,464) 5,324 (23,604) 15,224 (4,284) (38,694) (2,358) 729,664 -488.7% -0.7% 43.8% 26.3% -19.4% -50.8% 58.2% -44.4% 23.1% -5.2% -56.4% -1.4% 14.5% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 219,805 $ 247,994 3,672 471,471 $ - $ 220,288 3,402 223,690 $ - $ 220,288 3,402 223,690 $ 892 $ 210,538 57,065 268,495 $ 609,945 $ 56,729 23,172 359,052 1,048,898 $ ALL EXPENDITURES $ 17,360,364 $ 17,048,804 $ 17,228,948 $ 14,327,781 $ 16,157,817 $ 1,071,131 6.2% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 594,267 $ 594,267 $ 609,087 $ 609,087 $ 609,087 $ 609,087 $ 609,087 $ 609,087 $ - $ - $ 609,087 609,087 100.0% 100.0% TOTAL USES $ 17,954,631 $ 17,657,891 $ 17,838,035 $ 14,936,868 $ 16,157,817 $ 1,680,218 9.4% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ (609,945) N/A (56,729) N/A 197,116 89.5% (355,650) -10454.1% (825,208) -368.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 503 AIR QUALITY GRANT OPERATING NON-RECURRING FY 2010 ACTUAL $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 3,538,169 $ 3,538,169 $ 4,107,047 $ 4,107,047 $ 4,107,047 $ 164,682 4,271,729 $ 3,288,504 $ 74,682 3,363,186 $ 3,118,800 $ 3,118,800 $ (988,247) -24.1% (164,682) -100.0% (1,152,929) -27.0% FUND TOTAL SOURCES $ 10,427,901 $ 163,034 10,590,935 $ 12,934,830 $ 12,934,830 $ 12,934,830 $ 197,234 13,132,064 $ 11,060,909 $ 185,234 11,246,143 $ 10,847,720 $ 10,847,720 $ (2,087,110) -16.1% (197,234) -100.0% (2,284,344) -17.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 13,966,070 $ 163,034 $ 14,129,104 $ 17,041,877 $ - $ 17,041,877 $ 17,041,877 $ 361,916 $ 17,403,793 $ 14,349,413 $ 259,916 $ 14,609,329 $ 13,966,520 $ - $ 13,966,520 $ (3,075,357) -18.0% (361,916) -100.0% (3,437,273) -19.8% FUND TOTAL SOURCES $ 504 AIR QUALITY FEES OPERATING NON-RECURRING $ 226 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Air Quality Sources and Uses by Fund and Function (continued) FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % - $ - $ - $ - $ - $ - $ - $ - $ 763,350 $ 609,945 1,373,295 $ (763,350) (609,945) (1,373,295) 3,549,865 $ 10,825 3,560,690 $ 4,107,047 $ 4,107,047 $ 4,107,047 $ 164,682 4,271,729 $ 3,288,504 $ 74,682 3,363,186 $ 3,118,800 $ 74,682 3,193,482 $ 988,247 90,000 1,078,247 24.1% 54.7% 25.2% FUND TOTAL USES $ 13,249,584 $ 1,144,357 14,393,941 $ 12,812,844 $ 738,000 13,550,844 $ 12,812,844 $ 753,462 13,566,306 $ 11,503,151 $ 70,531 11,573,682 $ 10,847,720 $ 743,320 11,591,040 $ 1,965,124 10,142 1,975,266 15.3% 1.3% 14.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 16,799,449 $ 1,155,182 $ 17,954,631 $ 16,919,891 $ 738,000 $ 17,657,891 $ 16,919,891 $ 918,144 $ 17,838,035 $ 14,791,655 $ 145,213 $ 14,936,868 $ 14,729,870 $ 1,427,947 $ 16,157,817 $ 2,190,021 (509,803) 1,680,218 12.9% -55.5% 9.4% FUND TOTAL USES $ 503 AIR QUALITY GRANT OPERATING NON-RECURRING $ FUND TOTAL USES $ 504 AIR QUALITY FEES OPERATING NON-RECURRING $ N/A N/A N/A Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL AIR QUALITY AIR QUALITY MONITORING AQ PUBLIC INFORMATION DUST CNTRL PERMIT REGULATION LARGE SOURCE PERMIT REGULATION SMALL SOURCE PERMIT REGULATION TRIP REDUCTION VOL VEH REPAIR AND RETROFIT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .50 22.50 7.50 3.00 .50 34.00 .50 22.50 6.50 2.25 .50 32.25 .50 22.50 6.50 2.25 .50 32.25 19.20 19.20 .50 19.50 3.10 .50 23.60 (3.00) (3.40) (2.25) (8.65) 0.0% (13.3%) (52.3%) (100.0%) 0.0% (26.8%) 17.00 70.85 23.10 45.05 13.50 1.50 171.00 205.00 17.00 59.55 16.45 43.00 10.50 1.50 148.00 180.25 17.00 .00 59.55 16.45 43.00 10.50 1.50 148.00 180.25 16.00 50.30 14.90 39.60 12.00 132.80 152.00 18.00 2.00 30.45 16.20 40.35 12.00 119.00 142.60 1.00 2.00 (29.10) (.25) (2.65) 1.50 (1.50) (29.00) (37.65) 5.9% N/A (48.9%) (1.5%) (6.2%) 14.3% (100.0%) (19.6%) (20.9%) 227 Maricopa County Annual Business Strategies FY 2012 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 Supervisor Atmospheric Science Pro Communicatn Ofcr/Govt Liaison Community Justice Coordinator Deputy Director Development Svcs Supervisor Director - Air Quality Engineering Associate Engineering Manager Engineering Supervisor Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Executive Assistant Financial Supervisor - Dept Grant-Contract Administrator Human Resources Specialist Human Resources Support Supv Instrumentation Technician Air Management Analyst Management Assistant 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 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 1.00 6.00 6.00 2.00 2.00 1.00 1.00 8.00 8.00 1.00 1.00 1.00 1.00 1.00 23.00 21.00 1.00 4.00 3.00 12.00 6.00 10.00 10.00 70.00 60.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00 12.00 2.00 2.00 1.00 1.00 12.00 8.00 12.00 13.00 4.00 4.00 2.00 2.00 7.00 8.00 3.00 1.00 1.00 2.00 2.00 1.00 1.00 .25 205.00 180.25 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 0.0% N/A 6.00 3.00 7.00 1.00 16.7% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 2.00 1.00 100.0% 8.00 6.00 6.00 (2.00) (25.0%) 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 21.00 19.00 17.00 (4.00) (19.0%) 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 6.00 6.00 3.00 (3.00) (50.0%) 10.00 10.00 7.00 (3.00) (30.0%) 60.00 53.00 41.00 (19.00) (31.7%) 1.00 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 .60 (.40) (40.0%) 1.00 (1.00) (100.0%) 1.00 (1.00) (100.0%) 12.00 11.00 13.00 1.00 8.3% 2.00 1.00 2.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 8.00 4.00 2.00 (6.00) (75.0%) 13.00 10.00 11.00 (2.00) (15.4%) 4.00 4.00 3.00 (1.00) (25.0%) 2.00 2.00 2.00 0.0% 8.00 8.00 8.00 0.0% N/A 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 1.00 (1.00) (100.0%) .25 (.25) (100.0%) 180.25 152.00 142.60 (37.65) (20.9% ) FY 2010 FY 2011 ADOPTED ADOPTED 25.00 22.00 180.00 158.25 205.00 180.25 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 22.00 23.00 24.60 2.60 11.8% 158.25 129.00 118.00 (40.25) (25.4%) 180.25 152.00 142.60 (37.65) (20.9% ) Staffing by Fund DEPARTMENT/FUND 503 AIR QUALITY GRANT 504 AIR QUALITY FEES Department Total 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 and a reduction in force from FY 2010 to FY 2011. An additional reduction of 37.65 full-time equivalents from FY 2011 to FY 2012 is budgeted. General Adjustments General Fund (100) Other Base Adjustments: The FY 2012 Operating budget includes a $763,350 adjustment for staff reallocations between the Non Departmental General Fund and the Air Quality General Fund. The FY 228 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Air Quality 2012 Non Recurring Non Project budget includes a $609,945 adjustment for Air Quality monitoring equipment. Air Quality Grant Fund (503) Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $31,612 increase to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $9,593. Other Base Adjustments: The FY 2012 Operating budget includes a $43,060 expenditure decrease for salary and benefits savings for the department, $988,247 decrease in revenue for grant reconciliation and a $986,392 decrease in expenditures for grant reconciliation. Air Quality Fees Fund (504) Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $455,960 increase to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $54,995. Other Base Adjustments: The FY 2012 Operating budget includes a $2,087,110 decrease in revenue and $2,315,341 decrease in expenditures for decreases in demand for services. An expenditure decrease of $160,738 for salary and benefits savings for the department is also included in the Operating budget. The FY 2012 Non Recurring Non Project budget includes an increase of $743,320, which is for a $192,000 carry-over for completion of the Accela Information System project and $551,320 for the department’s public relations contract and technology purchases. 229 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Air Quality 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 they can effectively contribute to the attainment of the national ambient air quality standards. The Air Quality department recently updated its strategic plan for FY 2012. Program Results Measure Description Percentage of current, updated air monitoring information available on the internet every 60 minutes. For all major employer sites combined, the average percent, “Trip Rate for employees/students that use an alternative mode of commuting”. Percentage of major employer sites with a “Trip Rate for employees/students that use an alternative mode of commuting”, of 40% or higher. Percentage of permit actions completed within the Department’s timeliness standards. Percentage of large source inspections in compliance. Percentage of non-title V permit action requests completed within the Department's timeliness standards. Percentage of general permit action requests completed within the Department's timeliness standards. Percentage of small source inspections in compliance. Percentage of small source enforcement cases resolved in 60 days. Percentage of dust control inspections in compliance. Percentage of dust control enforcement cases resolved in 60 days. Percent of contacts from media sources responded to within four hours. Percent of requests for information from media sources responded to within 20 business hours. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 90.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 25.0% N/A N/A N/A N/A N/A 8.2% N/A N/A N/A N/A N/A 87.5% N/A N/A N/A N/A N/A 43.3% N/A N/A N/A N/A N/A 89.9% N/A N/A N/A N/A N/A 90.7% N/A N/A N/A N/A N/A 71.8% N/A N/A N/A N/A N/A 39.9% N/A N/A N/A N/A N/A 83.0% N/A N/A N/A N/A N/A 53.3% N/A N/A N/A N/A N/A 64.4% N/A N/A N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Air Quality Public Information • Air Quality Monitoring • Dust Control Permit Regulation • Large Source Permit Regulation • • • 230 Small Source Permit Regulation Trip Reduction Voluntary Vehicle Repair and Retrofit Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2012 Adopted Budget Air Quality Public Information Activity The purpose of the Air Quality Public Information Activity is to provide education and information, to the stakeholders, residents and sources of air pollution in Maricopa County so they can be aware of important air quality developments, reduce air pollution and operate in compliance with air quality rules and regulations. Mandates: This activity is not mandated. Measure Type Result Result Output Demand Efficiency Measure Description Percent of contacts from media sources responded to within four hours. Percent of requests for information from media sources responded to within 20 business hours. Total Number of responses to requests for information from media sources. Total Number of requests for information from media sources. Total Public Information Office Expenditure per response to requests for information from media sources. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 64.4% 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 45 N/A N/A 45 N/A N/A 9,161.60 N/A N/A (412,272) (412,272) N/A N/A Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ - $ $ - $ $ - $ $ 412,272 412,272 $ $ Activity Narrative: The Air Quality Public Information Activity is new for FY 2012 and the budget supports the Department in meeting 100% of the demand. Air Quality Monitoring Activity The purpose of the Air Quality Monitoring Activity is to provide timely air quality monitoring information to residents of Maricopa County so they can have accurate and complete information to plan daily activities. 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 Result Output Demand Efficiency Measure Description Percentage of current, updated air monitoring information available on the internet every 60 minutes. Number of reports provided on the internet every 60 minutes. Number of reports required on the internet every 60 minutes. Total Air Monitoring Activity Expenditure per number of reports provided on the internet every 60 minutes. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 90.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 7,884 N/A N/A N/A N/A N/A 8,760 N/A N/A N/A N/A N/A $ 279.89 N/A N/A Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ 100 - GENERAL 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ 660,164 660,164 $ $ 583,425 583,425 $ $ 411,264 411,264 $ $ 530,000 530,000 $ $ (53,425) (53,425) -9.2% -9.2% $ 1,373,295 518,060 315,311 $ 2,206,666 $ 23,780 52,818 533,529 610,127 1.7% 9.3% 62.9% 21.7% Expenditure 700,648 1,342,452 $ 2,043,100 $ 1,397,075 570,878 848,840 $ 2,816,793 231 $ 1,397,075 554,017 695,343 $ 2,646,435 $ Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: The Air Quality Monitoring Activity existed in previous years, however, the measures have changed in FY 2012. The FY 2012 budget supports the Department in meeting 90% of the demand. Financial variances are due to restructuring of the strategic plan and reorganization of the department, which will reallocate resources and incorporate process improvements. The fees collected by the Department are restricted from covering the full cost of monitoring. Additionally, the Air Quality Grant Fund has not received enough resources to cover the remaining activities, therefore, in FY 2011 the General Fund began providing the assistance required from Non Departmental for these necessary services. Dust Control Permit Regulation Activity The purpose of the Dust Control Permit Regulation Activity is to provide regulatory services to Dust Control Permitted sources so they can have timely information needed to stay in compliance with air quality 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 Result Output Output Demand Demand Efficiency Measure Description Percentage of dust control inspections in compliance. Percentage of dust control enforcement cases resolved in 60 days. Number of dust control compliance inspections completed. Number of dust control enforcement cases resolved. Number of dust control compliance inspections required. Number of dust control enforcement cases received that require resolution. Total Dust Control Permit Regulation Expenditure per inspections completed. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 83.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 53.3% N/A N/A N/A N/A N/A 8,000 N/A N/A N/A N/A N/A 180 N/A N/A N/A N/A N/A 7,656 N/A N/A N/A N/A N/A 198 N/A N/A N/A N/A N/A $ 294.10 N/A N/A Revenue 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL SOURCES $ 949,728 3,080,165 $ 4,029,893 $ 1,030,047 4,767,889 $ 5,797,936 $ 679,057 3,798,798 $ 4,477,855 $ 1,000,000 3,580,188 $ 4,580,188 $ (30,047) (1,187,701) $ (1,217,748) -2.9% -24.9% -21.0% 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ $ 1,010,955 2,727,288 $ 3,738,243 $ $ $ 8.4% 47.7% 37.1% Expenditure 967,285 2,720,218 $ 3,687,503 852,888 1,962,849 $ 2,815,737 925,947 1,426,872 $ 2,352,819 85,008 1,300,416 $ 1,385,424 Activity Narrative: The Dust Control Permit Regulation Activity and measurements are new in FY 2012. Previous years of revenues and expenditures shown were mapped to this activity from the Dust Control Permit Compliance and Dust Control Enforcement Activities. Financial variances are due to the significant drop in construction creating a large decrease for demand in this area. Large Source Permit Regulation Activity The purpose of the Large Source Permit Regulation Activity is to provide regulatory services to Large Source Permitted sources so they can have timely information needed to stay in compliance with air quality 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. 232 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percentage of permit actions completed within the Department’s timeliness standards. Percentage of large source inspections in compliance. Number of completed large source (Title V) permit actions provided. Number of large source compliance inspections completed. Number of requests for Title V permit actions. Number of large sources compliance inspections required. Total Large Source Permit Regulation Activity Expenditure per number of Title V permit actions provided. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 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 FY 2012 ADOPTED 87.5% REV VS ADOPTED VAR % N/A N/A 43.3% N/A N/A 8 N/A N/A N/A 30 N/A N/A N/A N/A N/A N/A 8 35 N/A N/A N/A N/A N/A N/A $ 183,569.25 N/A N/A Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 1,558,698 $ 1,558,698 $ 2,357,752 $ 2,357,752 $ 1,381,081 $ 1,381,081 $ 1,576,944 $ 1,576,944 $ $ (780,808) (780,808) -33.1% -33.1% 504 - AIR QUALITY FEES TOTAL USES $ 1,249,315 $ 1,249,315 $ 1,102,463 $ 1,102,463 $ 1,295,886 $ 1,295,886 $ 1,468,554 $ 1,468,554 $ $ (366,091) (366,091) -33.2% -33.2% Expenditure Activity Narrative: The Large Source Permit Regulation Activity and measurements are new in FY 2012. Previous years of revenues and expenditures shown were mapped to this activity from the Large Source Permit Review, Large Source Permit Compliance and Large Source Permit Enforcement Activities. Financial variances are due to restructuring of the strategic plan and reorganization of the department, which will reallocate resources and incorporate process improvements. Small Source Permit Regulation Activity The purpose of the Small Source Permit Regulation Activity is to provide regulatory services to Small Source Permitted sources so they can have timely information needed to stay in compliance with air quality 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. 233 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Demand Demand Demand Efficiency Measure Description Percentage of non-title V permit action requests completed within the Department's timeliness standards. Percentage of general permit action requests completed within the Department's timeliness standards. Percentage of small source inspections in compliance. Percentage of small source enforcement cases resolved in 60 days. Number of small source non-Title V permit actions provided. Number of small source general permit actions provided. Number of small source compliance inspections completed. Number of small source enforcement cases resolved. Number of new requests for small source nonTitle V permit actions. Number of small source compliance inspections required. Number of new small source enforcement cases requiring resolution. Number of new requests for small source general permit actions. Total Small Source Permit Regulation Activity Expenditure per small source non-title V permit action provided. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 89.9% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 90.7% N/A N/A N/A N/A N/A 71.8% N/A N/A N/A N/A N/A 39.9% N/A N/A N/A N/A N/A 632 N/A N/A N/A N/A N/A 172 N/A N/A N/A N/A N/A 2,072 N/A N/A N/A N/A N/A 632 N/A N/A N/A N/A N/A 632 N/A N/A N/A N/A N/A 2,766 N/A N/A N/A N/A N/A 718 N/A N/A N/A N/A N/A 172 N/A N/A N/A N/A N/A $ 4,459.42 N/A N/A Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 5,843,524 $ 5,843,524 $ 5,886,442 $ 5,886,442 $ 5,936,403 $ 5,936,403 $ 5,676,588 $ 5,676,588 $ $ (209,854) (209,854) -3.6% -3.6% 504 - AIR QUALITY FEES TOTAL USES $ 3,457,919 $ 3,457,919 $ 2,900,851 $ 2,900,851 $ 3,149,376 $ 3,149,376 $ 2,818,356 $ 2,818,356 $ $ 82,495 82,495 2.8% 2.8% Expenditure Activity Narrative: The Small Source Permit Regulation Activity and measurements are new in FY 2012. Previous years of revenues and expenditures shown were mapped to this activity from the Small Source Permit Review, Small Source Permit Compliance and Small Source Permit Enforcement Activities. Financial variances are due to restructuring of the strategic plan and reorganization of the department, which will reallocate resources and incorporate process improvements. Trip Reduction Activity The purpose of the Trip Reduction Activity is to provide educational services and compliance assistance on strategically incentivized annual Trip Reduction Plans to major employers so they can promote alternative modes of commuting and reduce air pollution. Mandates: A.R.S. § 49-581 which defines the travel reduction program. 234 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description For all major employer sites combined, the average percent, “Trip Rate for employees/students that use an alternative mode of commuting”. Percentage of major employer sites with a “Trip Rate for employees/students that use an alternative mode of commuting”, of 40% or higher. Number of major employer sites that received Trip Reduction Program services Number of major employer sites requesting Trip Reduction Program services Total Trip Reduction Program Expenditure per major employer site that received Trip Reduction Program services FY 2010 ACTUAL N/A $ FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A 3,045 3,135 3,135 3,045 3,135 3,135 476.20 $ 551.53 $ 453.04 REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 25.0% 8.2% $ N/A N/A 3,100 (35) -1.1% 3,100 (35) -1.1% 494.85 $ 56.68 10.3% Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ 1,453,751 $ 1,453,751 $ 1,858,575 $ 1,858,575 $ 1,522,656 $ 1,522,656 $ 1,588,800 $ 1,588,800 $ $ (269,775) (269,775) -14.5% -14.5% 503 - AIR QUALITY GRANT TOTAL USES $ 1,450,039 $ 1,450,039 $ 1,729,048 $ 1,729,048 $ 1,420,268 $ 1,420,268 $ 1,534,031 $ 1,534,031 $ $ 195,017 195,017 11.3% 11.3% Expenditure Activity Narrative: The Trip Reduction Activity existed in previous years, however, the measures have changed in FY 2012 and the budget supports the Department in meeting 100% of the demand. Financial variances are due to reallocating resources and incorporating process improvements. 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 Result Output Demand Efficiency Measure Description Percentage of Maricopa County Voluntary Vehicle Repair & Retrofit Program applicants receiving monetary assistance for vehicle emission repair services. Number Maricopa County citizens receiving monetary assistance for Voluntary Vehicle Repair & Retrofit Program vehicle emission repair services. Number Maricopa County citizens requesting monetary assistance for Voluntary Vehicle Repair & Retrofit Program vehicle emission repair services. Total Voluntary Vehicle Repair & Retrofit Activity Expenditure per number of Maricopa County citizens receiving monetary assistance for Voluntary Vehicle Repair & Retrofit Program vehicle emission repair services. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 625 1,150 1,172 N/A N/A N/A 840 1,150 1,172 - (1,150) -100.0% N/A N/A N/A N/A N/A N/A Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ 474,526 474,526 $ $ 725,000 725,000 $ $ 678,181 678,181 $ $ - $ $ (725,000) (725,000) -100.0% -100.0% 503 - AIR QUALITY GRANT TOTAL USES $ $ 386,581 386,581 $ $ 723,258 723,258 $ $ 379,263 379,263 $ $ - $ $ 723,258 723,258 100.0% 100.0% Expenditure 235 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: The FY 2012 budget does not include revenues or expenditures as there is no continuing funding source and as a result this Activity will be suspended. The department is leaving this Activity in place for FY 2012 in hopes that funding will be identified from grantors. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - $ 763,350 $ 763,350 - FY 2012 Budget Target $ 763,350 $ - FY 2012 Adopted Budget Percent Change from Target Amount $ 763,350 $ 0.0% - Adjustments: Reallocations Reallocation Between Depts Agenda Item: Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - $ (952,675) $ (952,675) 952,675 $ 952,675 - $ - $ - $ 609,945 $ 609,945 - $ 609,945 $ - Adjustments: Base Adjustments Other Base Adjustments Non Recurring Other Non-Recurring Equipment funded in Non Departmental in FY 2011 Agenda Item: $ $ 952,675 FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Air Quality Monitoring Equipment Agenda Item: $ FY 2012 Adopted Budget 236 609,945 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 4,107,047 $ 4,107,047 FY 2011 Revised Budget $ 4,107,047 $ 4,107,047 FY 2012 Budget Target $ 4,107,047 $ 4,107,047 $ 41,205 $ 31,612 9,593 (43,060) $ (43,060) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Personnel Savings Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ (986,392) $ (986,392) (988,247) (988,247) $ 3,118,800 $ -24.1% 3,118,800 -24.1% Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Honeywell Aerospace Grant Intergovernmental Agreements MAG Air Quality Data Acq System - $ 74,682 $ 74,682 90,000 $ 90,000 74,682 74,682 90,000 90,000 $ 164,682 $ 164,682 $ (74,682) $ (74,682) (90,000) $ (90,000) (74,682) (74,682) (90,000) (90,000) C-85-11-016-G-00 $ C-20-11-048-G-00 Agenda Item: C-85-11-016-G-00 $ C-20-11-048-G-00 FY 2012 Tentative Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Honeywell Aerospace Grant - $ Agenda Item: FY 2011 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Honeywell Aerospace Grant Intergovernmental Agreements MAG Air Quality Data Acq System $ $ - $ - $ 74,682 $ 74,682 - $ 74,682 $ - Agenda Item: $ FY 2012 Adopted Budget 237 74,682 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Fund Balance Summary FY 2010 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 2011 ADOPTED (162,154) $ 3,538,169 3,538,169 (283,984) $ 4,107,047 4,107,047 $ $ $ 4,107,047 4,107,047 (11,696) $ 3,549,865 10,825 3,560,690 78,183 $ FY 2011 REVISED $ $ $ (106,492) $ (106,492) $ FY 2011 FORECAST (283,984) $ 4,107,047 164,682 4,271,729 $ $ $ 4,107,047 164,682 4,271,729 - $ - $ $ (283,984) $ (283,984) $ FY 2012 ADOPTED (106,492) $ (106,492) 3,288,504 74,682 3,363,186 $ $ $ 3,288,504 74,682 3,363,186 $ 3,118,800 74,682 3,193,482 - $ - $ - - $ - $ - $ (283,984) $ (283,984) $ (106,492) (106,492) $ $ $ 3,118,800 3,118,800 (181,174) (181,174) 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. 238 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 12,812,844 $ 12,934,830 FY 2011 Revised Budget $ 12,812,844 $ 12,934,830 FY 2012 Budget Target $ 12,812,844 $ 12,934,830 $ 510,955 $ 455,960 54,995 (160,738) $ (160,738) (2,315,341) $ (2,315,341) (2,087,110) (2,087,110) 10,847,720 $ -15.3% 10,847,720 -16.1% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring Vehicle Air Quality to Park s ASRS PEHPEP Liability Vehicles from PD and Air Qual Vehicles AQ to Sheriff Vehicle Air Qual to Env Svcs 3 Vehicle Air Qual to Pub Wk s SW - $ 15,462 $ 15,462 - 197,234 65,188 96,413 12,000 5,435 18,198 $ 753,462 $ 197,234 $ (753,462) $ (15,462) (738,000) (197,234) (65,188) (96,413) (12,000) (5,435) (18,198) - $ - $ - $ 743,320 $ 743,320 - $ 743,320 $ - C-30-11-035-V-00 C-49-11-013-M-00 C-49-11-042-2-00 C-74-11-005-V-00 C-88-11-006-V-00 C-91-11-175-V-00 Agenda Item: C-30-11-035-V-00 C-49-11-013-M-00 C-49-11-042-2-00 C-74-11-005-V-00 C-88-11-006-V-00 C-91-11-175-V-00 FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Accela Information System Project Public Relations Contract & Technology Purchases 738,000 $ Agenda Item: FY 2011 Revised Budget Adjustments: Non Recurring Vehicle Air Quality to Park s ASRS PEHPEP Liability Vehicles from PD and Air Qual Vehicles AQ to Sheriff Vehicle Air Qual to Env Svcs 3 Vehicle Air Qual to Pub Wk s SW Other Non-Recurring $ Agenda Item: $ FY 2012 Adopted Budget 239 192,000 551,320 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 5,947,406 $ 1,320,941 $ 1,320,941 $ 2,144,395 $ 1,816,856 $ 10,427,901 163,034 10,590,935 $ 12,934,830 12,934,830 $ 12,934,830 197,234 13,132,064 $ 11,060,909 185,234 11,246,143 $ 10,847,720 10,847,720 $ 11,503,151 70,531 11,573,682 $ $ 12,812,844 753,462 13,566,306 $ $ 12,812,844 738,000 13,550,844 $ $ 13,249,584 1,144,357 14,393,941 Structural Balance $ (2,821,683) $ 121,986 $ 121,986 $ Accounting Adjustments $ (5) $ - $ - $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 704,927 704,927 $ $ 886,699 886,699 $ $ Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ 2,144,395 2,144,395 $ $ $ 240 $ $ $ $ $ 10,847,720 743,320 11,591,040 $ - - $ - 1,816,856 1,816,856 $ $ 1,073,536 1,073,536 (442,242) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Care and Control Analysis by Mark Mason, Senior Management and Budget Analyst 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 Safe Communities By June 2012, increase dog licensing compliance to 45% from 39% in FY 2009. Status: The number of licenses sold through the first six months of FY 2011 is 2.3% more than the number sold in the first six months of fiscal year FY 2010. Compliance calculations will be made when the 2010 census information is released. The Department continues to actively seek ways to reduce barriers to licensing through internet licensing options and licensing through veterinarian’s offices. Safe Communities By June, 2012, provide a minimum of 10,000 pet sterilization surgeries per year in "at-risk" areas. Status: In FY 2010 the Department was able to sterilize 13,333 pets in “vulnerable” neighborhoods through the Uno por Uno Program and the Maricopa County Spay/Neuter Assistance Program (MCSNAP). The Department provided 5,992 surgeries though January 2011 and is on track to perform well over 10,000 surgeries in FY 2011. Department Specific 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 “healthy adoptable” pets. In FY 2010 the Department saved 60% of “treatable and manageable” pets. For FY 2011 through January, the save rate for “treatable and manageable” pets is 67%. 241 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 3,249,845 $ 3,249,845 $ 3,279,717 $ 3,279,717 $ 3,279,717 $ 3,279,717 $ 3,339,363 $ 3,339,363 $ 3,482,188 $ 3,482,188 $ 202,471 202,471 6.2% 6.2% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 2,091,252 $ 2,091,252 $ 2,094,828 $ 2,094,828 $ 2,094,828 $ 2,094,828 $ 2,160,429 $ 2,160,429 $ 2,463,281 $ 2,463,281 $ 368,453 368,453 17.6% 17.6% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 6,586,284 $ 6,586,284 $ 8,670,544 $ 8,670,544 $ 8,670,544 $ 8,670,544 $ 6,232,748 $ 6,232,748 $ 7,084,587 $ 7,084,587 $ (1,585,957) (1,585,957) -18.3% -18.3% LCSN - LOW COST SPAY NEUTER 79SN - ANIMAL WELFARE SAFETY NET $ $ 1,333,992 $ 1,333,992 $ 1,472,785 $ 1,472,785 $ 1,472,785 $ 1,472,785 $ 1,393,377 $ 1,393,377 $ 1,151,137 $ 1,151,137 $ (321,648) (321,648) -21.8% -21.8% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 162,032 $ 162,032 $ - $ - $ - $ - $ 39,661 $ 39,661 $ 82,188 $ 82,188 $ TOTAL PROGRAMS $ 13,423,405 $ 15,517,874 $ 15,517,874 $ 13,165,578 $ 14,263,381 $ (1,254,493) -8.1% (8,247) (8,247) -0.3% -0.3% 82,188 82,188 N/A N/A USES ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 2,673,917 $ 2,673,917 $ 3,120,825 $ 3,120,825 $ 3,120,825 $ 3,120,825 $ 2,823,726 $ 2,823,726 $ 3,129,072 $ 3,129,072 $ PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 4,702,578 $ 4,702,578 $ 5,199,271 $ 5,199,271 $ 5,199,277 $ 5,199,277 $ 4,079,867 $ 4,079,867 $ 4,838,815 $ 4,838,815 $ 360,462 360,462 6.9% 6.9% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 1,737,640 $ 1,737,640 $ 2,475,541 $ 2,475,541 $ 2,475,541 $ 2,475,541 $ 1,810,139 $ 1,810,139 $ 2,092,002 $ 2,092,002 $ 383,539 383,539 15.5% 15.5% LCSN - LOW COST SPAY NEUTER 79SN - ANIMAL WELFARE SAFETY NET $ $ 1,281,777 $ 1,281,777 $ 1,465,527 $ 1,465,527 $ 1,465,527 $ 1,465,527 $ 988,106 $ 988,106 $ 1,577,282 $ 1,577,282 $ (111,755) (111,755) -7.6% -7.6% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 75,999 $ 85,189 61,852 614,447 60,585 898,072 $ 62,404 $ 91,680 61,329 776,917 58,481 1,050,811 $ 62,405 $ 91,680 61,329 849,814 58,481 1,123,709 $ 95,390 $ 62,089 60,360 763,425 61,040 1,042,304 $ 64,054 $ 1,234,159 62,972 665,482 60,094 2,086,761 $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 769,740 $ 1,153,717 172,168 2,095,625 $ 809,812 $ 1,139,914 182,283 2,132,009 $ 809,812 $ 1,139,914 182,283 2,132,009 $ 809,812 $ 1,139,914 180,941 2,130,667 $ 864,722 $ 182,283 1,047,005 $ (54,910) 1,139,914 1,085,004 -6.8% 100.0% 0.0% 50.9% DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 77,177 $ 77,177 $ 78,129 $ 78,129 $ 78,127 $ 78,127 $ 80,334 $ 80,334 $ 79,814 $ 79,814 $ (1,687) (1,687) -2.2% -2.2% TOTAL PROGRAMS $ 13,466,786 $ 15,522,113 $ 15,595,015 $ 12,955,143 $ 14,850,751 $ $ (1,649) -2.6% (1,142,479) -1246.2% (1,643) -2.7% 184,332 21.7% (1,613) -2.8% (963,052) -85.7% 744,264 4.8% Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 6,586,284 6,586,284 $ $ 8,520,544 8,520,544 $ $ 8,520,544 8,520,544 $ $ 6,182,748 6,182,748 $ $ 7,084,587 7,084,587 CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 3,288,896 2,033,195 5,322,091 $ $ $ 3,397,335 2,082,799 5,480,134 $ $ 3,345,189 1,998,198 5,343,387 $ $ 3,345,189 1,998,198 5,343,387 $ 3,478,154 $ 2,459,397 5,937,551 $ 4,575 4,575 $ $ 4,172 4,172 $ $ 4,172 4,172 $ $ 3,740 3,740 $ $ 4,034 4,034 $ $ (138) (138) -3.3% -3.3% 158,000 $ 1,491,771 1,649,771 $ 158,000 1,491,771 1,649,771 $ $ $ 92,325 1,406,631 1,498,956 $ 92,888 $ 1,144,321 1,237,209 $ (65,112) (347,450) (412,562) -41.2% -23.3% -25.0% (1,254,493) -8.1% FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 89,899 $ 1,348,423 1,438,322 $ $ $ (1,435,957) (1,435,957) 132,965 461,199 594,164 -16.9% -16.9% 4.0% 23.1% 11.1% ALL REVENUES $ 13,351,272 $ 15,517,874 $ 15,517,874 $ 13,165,578 $ 14,263,381 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 72,133 72,133 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A TOTAL SOURCES $ 13,423,405 $ 15,517,874 $ 15,517,874 $ 13,165,578 $ 14,263,381 $ (1,254,493) -8.1% 242 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 5,559,037 $ 3,769 58,042 2,102,116 55,522 (465,967) 465,974 7,778,493 $ 5,784,167 $ 185,383 2,381,541 88,512 (471,761) 471,761 8,439,603 $ 5,784,167 $ 185,383 2,381,541 88,512 (471,761) 471,761 8,439,603 $ 5,516,390 $ 119,949 2,274,081 86,845 (473,312) 471,793 7,995,746 $ 5,863,234 $ 71,565 2,646,473 58,022 (473,201) 471,761 8,637,854 $ (79,067) 113,818 (264,932) 30,490 1,440 (198,251) -1.4% N/A 61.4% -11.1% 34.4% 0.3% 0.0% -2.3% SUBTOTAL $ 278,897 $ 442,890 152,457 1,504 (8,604) 8,604 875,748 $ 278,984 $ 646,879 159,204 1,500 (7,344) 7,344 1,086,567 $ 278,984 $ 646,879 159,204 1,500 (7,344) 7,344 1,086,567 $ 286,154 $ 311,833 164,056 37,437 (7,344) 7,344 799,480 $ 179,276 $ 411,516 139,382 51,338 (7,344) 12,504 786,672 $ 99,708 235,363 19,822 (49,838) (5,160) 299,895 35.7% 36.4% 12.5% -3322.5% 0.0% -70.3% 27.6% 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 $ 863,992 $ 814,988 18,920 77,587 455,753 9,617 1,960 173,200 311,204 (33,720) 33,720 2,727,221 $ 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 $ 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 $ 701,912 $ 335,117 22,325 69,271 488,492 10,076 7,126 87,933 270,050 (36,977) 36,936 1,992,261 $ 1,160,972 $ 1,034,501 19,798 74,735 1,408,717 14,532 11,534 167,005 275,712 (37,860) 37,860 4,167,506 $ (15,483) 255,636 (1,587) 1,742 (912,184) (8,532) 2,960 176,382 (63,371) 924 (924) (564,437) -1.4% 19.8% -8.7% 2.3% -183.7% -142.2% 20.4% 51.4% -29.8% 2.5% -2.5% -15.7% CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP $ 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 131,321 $ 30,546 (3,756) 3,756 161,867 $ 412,750 $ 12,715 (9,504) 9,504 425,465 $ 412,750 $ 12,715 (9,504) 9,504 425,465 $ 115,269 $ 12,076 (9,504) 9,504 127,345 $ 116,000 $ 2,160 118,160 $ 296,750 10,555 (9,504) 9,504 307,305 71.9% 83.0% -100.0% 100.0% 72.2% ALL EXPENDITURES $ 11,543,329 $ 13,554,704 $ 13,554,704 $ 10,914,832 $ 13,710,192 $ (155,488) -1.1% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,923,457 $ 1,923,457 $ 1,967,409 $ 1,967,409 $ 2,040,311 $ 2,040,311 $ 2,040,311 $ 2,040,311 $ 1,140,559 $ 1,140,559 $ 899,752 899,752 44.1% 44.1% TOTAL USES $ 13,466,786 $ 15,522,113 $ 15,595,015 $ 12,955,143 $ 14,850,751 $ 744,264 4.8% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 573 ANIMAL CONTROL GRANTS OPERATING NON-RECURRING FY 2010 ACTUAL $ FUND TOTAL SOURCES $ 572 ANIMAL CONTROL LICENSE SHELTER OPERATING $ FUND TOTAL SOURCES $ 574 ANIMAL CONTROL FIELD OPERATION OPERATING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 1,385,410 $ 72,133 1,457,543 $ 1,572,785 $ 1,572,785 $ 1,572,785 $ 1,572,785 $ 1,435,314 $ 1,435,314 $ 1,387,617 $ 1,387,617 $ (185,168) (185,168) -11.8% N/A -11.8% 8,698,394 $ 8,698,394 $ 10,649,387 $ 10,649,387 $ 10,649,387 $ 10,649,387 $ 8,367,809 $ 8,367,809 $ 9,361,383 $ 9,361,383 $ (1,288,004) (1,288,004) -12.1% -12.1% 3,267,468 $ 3,267,468 $ 3,295,702 $ 3,295,702 $ 3,295,702 $ 3,295,702 $ 3,362,455 $ 3,362,455 $ 3,514,381 $ 3,514,381 $ 13,351,272 $ 72,133 $ 13,423,405 $ 15,517,874 $ - $ 15,517,874 $ 15,517,874 $ - $ 15,517,874 $ 13,165,578 $ - $ 13,165,578 $ 14,263,381 $ - $ 14,263,381 $ 243 218,679 218,679 (1,254,493) (1,254,493) 6.6% 6.6% -8.1% N/A -8.1% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 257,902 $ 257,902 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ $ 1,398,259 $ 1,398,259 $ 1,572,785 $ 1,572,785 $ 1,572,785 $ 1,572,785 $ 1,100,472 $ 1,100,472 $ 1,387,617 $ 300,000 1,687,617 $ 185,168 (300,000) (114,832) 11.8% N/A -7.3% 8,687,243 $ 50,755 8,737,998 $ 9,965,290 $ 205,433 10,170,723 $ 9,965,290 $ 278,335 10,243,625 $ 8,293,075 $ 90,585 8,383,660 $ 9,358,200 $ 9,358,200 $ 607,090 278,335 885,425 6.1% 100.0% 8.6% 3,051,249 $ 21,378 3,072,627 $ 3,295,702 $ 225,000 3,520,702 $ 3,295,702 $ 225,000 3,520,702 $ 3,097,839 $ 115,269 3,213,108 $ 3,431,031 $ 116,000 3,547,031 $ (135,329) 109,000 (26,329) -4.1% 48.4% -0.7% 13,394,653 $ 72,133 $ 13,466,786 $ 15,091,680 $ 430,433 $ 15,522,113 $ 15,091,680 $ 503,335 $ 15,595,015 $ 12,749,289 $ 205,854 $ 12,955,143 $ 14,434,751 $ 416,000 $ 14,850,751 $ 656,929 87,335 744,264 4.4% 17.4% 4.8% 573 ANIMAL CONTROL GRANTS OPERATING NON-RECURRING FUND TOTAL USES $ 572 ANIMAL CONTROL LICENSE SHELTER OPERATING $ NON-RECURRING FUND TOTAL USES $ 574 ANIMAL CONTROL FIELD OPERATION OPERATING $ NON-RECURRING FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 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 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% 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 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% 78.00 78.00 78.00 78.00 78.00 78.00 79.00 79.00 79.00 79.00 1.00 1.00 1.3% 1.3% 21.00 21.00 168.00 21.00 21.00 168.00 21.00 21.00 168.00 21.00 21.00 169.00 21.00 21.00 169.00 1.00 0.0% 0.0% 0.6% 244 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Animal Care Supervisor Animal Care Technician Animal Control Officer Animal Control Supervisor Animal Health Supervisor Animal Health Technician Assistant County Manager Chief Veterinarian Communicatn Ofcr/Govt Liaison Deputy Director Dispatcher Executive Assistant Finan/Business Analyst - Dept Human Resources Associate Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Analyst Procurement Specialist Program Coordinator Trades Generalist Veterinarian Department Total FY 2010 FY 2011 ADOPTED ADOPTED 2.00 2.00 2.00 2.00 1.00 1.00 4.00 4.00 1.00 3.00 2.00 39.00 39.00 39.00 39.00 3.00 3.00 1.00 1.00 12.00 12.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 41.00 39.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 3.00 168.00 168.00 REVISED TO ADOPTED FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 39.00 39.00 39.00 0.0% 39.00 39.00 39.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 12.00 13.00 13.00 1.00 8.3% 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% 4.00 4.00 4.00 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% 39.00 39.00 39.00 0.0% 2.00 2.00 2.00 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% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 168.00 169.00 169.00 1.00 0.6% FY 2010 FY 2011 ADOPTED ADOPTED 110.00 110.00 6.00 6.00 52.00 52.00 168.00 168.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 110.00 111.00 111.00 1.00 0.9% 6.00 6.00 6.00 0.0% 52.00 52.00 52.00 0.0% 168.00 169.00 169.00 1.00 0.6% Staffing by Fund DEPARTMENT/FUND 572 ANIMAL CONTROL LICENSE SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION Department Total General Adjustments Base Adjustments: Animal Control License/Shelter Fund (572) • Increase Regular Benefits by $114,552 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $35,803 for retirement contribution rate increase. • Decrease revenue budget by $1,288,004 for lower licensing revenues. • Decrease expense budget by $757,445 for lower licensing and animal care costs. Animal Control Grants Fund (573) • Increase Regular Benefits by $6,192 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $2,430 for retirement contribution rate increase. • Decrease revenue budget by $185,168 for a decrease in expected donations. • Decrease expense budget by $193,790 for fewer spay/neuter surgery vouchers. • Increase the non-recurring budget by $300,000 for spay/neuter support. 245 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) • Increase Regular Benefits by $53,664 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $16,107 for retirement contribution rate increase. • Increase revenue budget by $218,679 to better reflect actual revenues receives through the various contracts with cities and town throughout the County. • Increase expense budget by $65,558 for Non Capital equipment and various other expenditures. Vehicles: Fund balance usage is budgeted for the replacement of two vehicles during FY 2012 in the Field Operations Fund. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% N/A 99.1% 99.1% FY 2012 ADOPTED 100.0% 99.1% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 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. 246 Maricopa County Annual Business Strategies FY 2012 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% N/A 99.1% FY 2012 ADOPTED 100.0% 99.4% REV VS ADOPTED VAR % 0.0% 0.0% 99.1% 0.0% 0.0% N/A N/A N/A 37,800 5,350 39,000 37,800 5,350 39,000 37,800 5,350 39,000 - 0.0% 0.0% 0.0% N/A 5,400 5,400 5,400 - 0.0% N/A $ 82.56 $ 74.70 $ 82.78 $ (0.22) -0.3% 574 - ANIMAL CONTROL FIELD OPERATION $ 3,249,845 $ 3,279,717 $ 3,339,363 $ 3,482,188 $ 202,471 6.2% TOTAL SOURCES $ 3,249,845 $ 3,279,717 $ 3,339,363 $ 3,482,188 $ 202,471 6.2% 100 - GENERAL 574 - ANIMAL CONTROL FIELD OPERATION $ $ $ $ 220,269 2,908,803 $ (8,247) 0.0% -0.3% TOTAL USES $ 2,673,917 $ 3,129,072 $ (8,247) -0.3% Expenditure 194,218 2,479,699 220,269 2,900,556 $ 3,120,825 220,269 2,603,457 $ 2,823,726 Activity Narrative: The FY 2012 budget supports the Department in meeting the level of service agreed to by the cities and towns in their intergovernmental agreements. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 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. 247 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2012 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 FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 27,669 27,669 27,669 0.0% N/A 8,571 8,571 8,571 0.0% N/A 19,098 19,098 19,098 0.0% N/A N/A 26,256 26,256 N/A N/A N/A 9,892 9,892 9,892 0.0% N/A 22,058 22,058 22,058 0.0% N/A $ 187.91 $ 147.45 $ 174.88 $ 13.03 6.9% 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER $ 40,607 2,050,645 TOTAL SOURCES $ 2,091,252 $ 100,000 1,994,828 $ 36,007 2,124,422 $ 236,480 2,226,801 $ 136,480 231,973 136.5% 11.6% $ 2,094,828 $ 2,160,429 $ 2,463,281 $ 368,453 17.6% $ $ $ 103,253 4,735,562 $ (3,077) 363,539 -3.1% 7.1% $ 4,838,815 $ 360,462 6.9% Expenditure 573 - ANIMAL CONTROL GRANTS $ 109,786 4,592,792 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ 4,702,578 100,176 5,099,101 $ 5,199,277 105,319 3,974,548 $ 4,079,867 Activity Narrative: The FY 2012 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 2012 budget supports the Department in providing adequate counseling and customer service to achieve 100% successful adoptions. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 34.6% 34.6% FY 2012 ADOPTED 34.6% REV VS ADOPTED VAR % 0.0% 0.0% 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. 248 Maricopa County Annual Business Strategies FY 2012 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 34.6% 34.6% 34.6% 0.0% 0.0% 336,892 341,366 323,516 341,366 0.0% N/A 399,049 380,076 399,049 0.0% $ 5.16 $ 7.25 $ 5.60 $ 6.13 $ 1.12 15.5% 572 - ANIMAL CONTROL LICENSE SHELTER $ 6,582,250 $ 8,654,559 $ 6,215,940 $ 7,068,602 4,034 15,985 16,808 15,985 TOTAL SOURCES $ 6,586,284 $ 8,670,544 $ 6,232,748 $ 7,084,587 572 - ANIMAL CONTROL LICENSE SHELTER $ 1,737,640 $ 2,475,541 $ 1,810,139 $ 2,092,002 $ 383,539 15.5% TOTAL USES $ 1,737,640 $ 2,475,541 $ 1,810,139 $ 2,092,002 $ 383,539 15.5% 574 - ANIMAL CONTROL FIELD OPERATION $ (1,585,957) $ (1,585,957) -18.3% 0.0% -18.3% Expenditure Number of Dog Licenses Issued 345000 340000 Licenses 335000 330000 325000 320000 315000 310000 FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Output Activity Narrative: The FY 2012 budget supports the Department in maintaining 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 FY 2012 revenue is budgeted at a lower level to more accurately reflect actual experience. The economic downtown has created a challenge as some residents choose not to license their pets as a cost savings measure. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 2.3% 2.3% FY 2012 ADOPTED 2.3% REV VS ADOPTED VAR % 0.0% 0.0% 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. 249 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2012 Adopted Budget Mandates: Not a mandated activity. Measure Type Result Measure Description Percent change in pet intake in Maricopa County Output Number of pet sterilization surgeries provided FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 2.3% 2.3% N/A 16,017 22,256 Demand Number of pet sterilization surgeries requested N/A Efficiency Expenditure per pet sterilization surgery provided N/A $ 91.50 FY 2012 ADOPTED 2.3% 16,017 16,017 22,256 $ 61.69 REV VS ADOPTED VAR % 0.0% 0.0% - 22,256 $ - 0.0% 0.0% 98.48 $ (6.98) -7.6% Revenue 573 - ANIMAL CONTROL GRANTS TOTAL SOURCES $ 1,333,992 $ 1,333,992 $ 1,472,785 $ 1,472,785 $ 1,393,377 $ 1,393,377 $ 1,151,137 $ 1,151,137 $ $ (321,648) (321,648) -21.8% -21.8% 573 - ANIMAL CONTROL GRANTS TOTAL USES $ 1,281,777 $ 1,281,777 $ 1,465,527 $ 1,465,527 $ $ $ 1,577,282 $ 1,577,282 $ $ (111,755) (111,755) -7.6% -7.6% Expenditure 988,106 988,106 Activity Narrative: The FY 2012 budget reflects declining grant revenue used to support the Department in providing low cost spay/neuter services. These services 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 is determined by the amount of funding collected through donations. The Department expects to continue to see increased pet intake driven by the ongoing 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% - 250 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 9,965,290 $ 10,649,387 FY 2011 Revised Budget $ 9,965,290 $ 10,649,387 FY 2012 Budget Target $ 9,965,290 $ 10,649,387 $ 150,355 $ 114,552 35,803 (757,445) $ (757,445) (1,288,004) (1,288,004) 9,358,200 $ -6.1% 9,361,383 -12.1% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Capital Improvement Program Energy Conservation Project $ 205,433 $ - $ 72,902 $ 72,902 - $ 278,335 $ - $ (205,433) $ (205,433) - $ 72,902 $ - $ (72,902) $ (72,902) - $ - $ - Agenda Item: C-91-11-139-2-00 FY 2011 Revised Budget Adjustments: Non Recurring Other Non-Recurring FY 2012 Budget Target Adjustments: Capital Improvement Program Capital Improvement Prog Adj FY 2012 Adopted Budget 251 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 4,772,368 $ 4,710,644 $ 4,710,644 $ 4,732,775 $ 4,716,924 Sources: Operating Total Sources: $ $ 8,698,394 8,698,394 $ $ 10,649,387 10,649,387 $ $ 10,649,387 10,649,387 $ $ 8,367,809 8,367,809 $ $ 9,361,383 9,361,383 $ $ $ $ 8,293,075 90,585 8,383,660 $ $ 9,965,290 278,335 10,243,625 $ $ 9,965,290 205,433 10,170,723 $ 9,358,200 9,358,200 Uses: Operating Non-Recurring Total Uses: $ 8,687,243 50,755 8,737,998 Structural Balance $ 11,151 $ 684,097 $ 684,097 $ 74,734 $ 3,183 Accounting Adjustments $ 11 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 4,732,775 4,732,775 $ $ 5,189,308 5,189,308 $ $ 5,116,406 5,116,406 $ $ 4,716,924 4,716,924 $ $ 4,720,107 4,720,107 Expenditures Revenue Animal Control Donations Fund (573) OPERATING FY 2011 Adopted Budget $ 1,572,785 $ 1,572,785 FY 2011 Revised Budget $ 1,572,785 $ 1,572,785 FY 2012 Budget Target $ 1,572,785 $ 1,572,785 $ 8,622 $ 6,192 2,430 (193,790) $ (193,790) (185,168) (185,168) 1,387,617 $ -11.8% 1,387,617 -11.8% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 300,000 $ 300,000 - $ 300,000 $ - Adjustments: Non Recurring Other Non-Recurring Support spay/neuter surgeries with prior donations $ FY 2012 Adopted Budget 252 300,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Donations Fund (573) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 850,485 $ 1,106,735 $ 1,106,735 $ 909,772 $ 1,244,614 $ 1,385,410 72,133 1,457,543 $ 1,572,785 1,572,785 $ 1,572,785 1,572,785 $ 1,435,314 1,435,314 $ 1,387,617 1,387,617 $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 3 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 909,772 909,772 $ 1,398,259 1,398,259 $ $ $ 1,572,785 1,572,785 (12,849) $ $ $ $ 1,572,785 1,572,785 - $ $ - $ $ 1,106,735 1,106,735 $ $ $ $ 1,100,472 1,100,472 $ $ 1,387,617 300,000 1,687,617 - $ 334,842 $ - $ - $ - $ - $ $ 1,106,735 1,106,735 $ $ 1,244,614 1,244,614 $ $ 944,614 944,614 Expenditures Revenue Animal Control Field Operations Fund (574) OPERATING FY 2011 Adopted Budget $ 3,295,702 $ 3,295,702 FY 2011 Revised Budget $ 3,295,702 $ 3,295,702 FY 2012 Budget Target $ 3,295,702 $ 3,295,702 $ 69,771 $ 53,664 16,107 65,558 $ 65,558 218,679 218,679 3,431,031 $ 4.1% 3,514,381 6.6% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 225,000 $ - FY 2011 Revised Budget $ 225,000 $ - $ (225,000) $ (225,000) - $ - $ - $ 116,000 $ 116,000 - $ 116,000 $ - Adjustments: Non Recurring Other Non-Recurring FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Replace Two Vehicles $ FY 2012 Adopted Budget 253 116,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 988,702 $ 1,094,560 $ 1,094,560 $ 1,183,549 $ 1,332,896 $ 3,267,468 3,267,468 $ 3,295,702 3,295,702 $ 3,295,702 3,295,702 $ 3,362,455 3,362,455 $ 3,514,381 3,514,381 $ $ $ 3,051,249 21,378 3,072,627 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 3,295,702 225,000 3,520,702 216,219 $ $ 6 $ $ 1,183,549 1,183,549 $ $ 3,295,702 225,000 3,520,702 - $ $ - $ $ 869,560 869,560 254 $ $ $ $ $ 3,097,839 115,269 3,213,108 $ $ 3,431,031 116,000 3,547,031 - $ 264,616 $ 83,350 $ - $ - $ - $ $ 869,560 869,560 $ $ 1,332,896 1,332,896 $ $ 1,300,246 1,300,246 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Assessor Assessor Analysis by Carmine L. Davis, Management and Budget Analyst Summary Mission The Mission of the Maricopa County Assessor’s Office is to provide property assessment services to Maricopa County property owners, and to efficiently and effectively administer all laws and regulations for Maricopa County property owners so they can be assured that all ad valorem properties is fairly and equitably valued. Vision To be a recognized national leader in the property tax assessment and administration field. Strategic Goals Effective Economy By March 1st of each year (2011-2015) for Real Property and by August 31st of each year (2011-2015) for Business Personal Property, 100 percent of properties within Maricopa County will be fairly and equitably valued Status: The Assessor’s office recently updated its strategic plan for FY 2012. On March 1, 2010, 100 percent of properties within Maricopa County were fairly and equitably valued. On August 31, 2010, 100 percent of Business Personal Property within Maricopa County was fairly and equitably valued. 255 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 347,196 $ 347,196 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 264,343 $ 264,343 $ 240,000 $ 240,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 347,196 $ 240,000 $ 240,000 $ 264,343 $ 240,000 $ - 0.0% 4.0% 4.0% USES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT $ $ 18,142,851 $ 18,142,851 $ 19,131,248 $ 19,131,248 $ 19,367,387 $ 19,367,387 $ 18,849,342 $ 18,849,342 $ 18,596,648 $ 18,596,648 $ 770,739 770,739 BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 41,000 $ 42,505 358,239 685,842 69,269 1,196,855 $ 39,392 $ 39,392 371,187 687,336 70,559 1,207,866 $ 39,391 $ 39,391 371,186 687,343 70,559 1,207,870 $ 41,591 $ 42,246 375,780 879,739 71,820 1,411,176 $ 39,919 $ 39,919 381,021 1,113,837 72,218 1,646,914 $ (528) (528) (9,835) (426,494) (1,659) (439,044) -1.3% -1.3% -2.6% -62.0% -2.4% -36.3% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 51,084 $ 51,084 $ 58,528 $ 58,528 $ 58,528 $ 58,528 $ 41,932 $ 41,932 $ 73,907 $ 73,907 $ (15,379) (15,379) -26.3% -26.3% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,333,195 $ 423,759 403,167 850,577 3,010,698 $ 1,718,439 $ 305,197 210,204 486,161 2,720,001 $ 1,718,439 $ 305,195 210,203 486,160 2,719,997 $ 1,784,301 $ 154,635 237,122 541,433 2,717,491 $ 1,546,777 $ 339,581 241,714 882,438 3,010,510 $ 171,662 (34,386) (31,511) (396,278) (290,513) 10.0% -11.3% -15.0% -81.5% -10.7% TOTAL PROGRAMS $ 22,401,488 $ 23,117,643 $ 23,353,782 $ 23,019,941 $ 23,327,979 $ 25,803 0.1% Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 347,196 $ 347,196 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 264,343 $ 264,343 $ 240,000 240,000 $ $ - 0.0% 0.0% ALL REVENUES $ 347,196 $ 240,000 $ 240,000 $ 264,343 $ 240,000 $ - 0.0% TOTAL SOURCES $ 347,196 $ 240,000 $ 240,000 $ 264,343 $ 240,000 $ - 0.0% 256 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 14,651,962 $ 15,525 4,770 4,820,810 19,818 19,512,885 $ 15,011,179 $ 18,792 34,197 5,259,109 18,951 (95,484) 20,246,744 $ 15,173,307 $ 18,792 34,197 5,321,419 18,951 (95,484) 20,471,182 $ 14,758,538 $ 8,980 960 5,264,793 18,099 (32,927) 20,018,443 $ 15,227,095 $ 10,944 5,693,127 18,951 20,950,117 $ 860,155 $ 3,148 863,303 $ 550,800 $ 5,000 555,800 $ 555,301 $ 5,000 7,200 567,501 $ 499,523 $ 5,286 26,604 531,413 $ 322,394 $ 2,400 72,000 396,794 $ 5,620 $ 536,635 584,145 50,278 70,903 136,453 68,817 508,429 33,486 1,994,766 $ 4,500 $ 788,202 583,795 57,800 60,000 207,293 45,400 506,245 34,000 2,287,235 $ 4,500 $ 788,202 583,795 57,800 60,000 207,293 45,400 506,245 34,000 2,287,235 $ 6,855 $ 1,063,404 520,252 44,705 78,975 155,133 45,045 509,811 28,945 2,453,125 $ 6,500 $ 625,067 66,000 182,800 329,235 189,600 54,600 524,266 3,000 1,981,068 $ $ 7,807 $ 22,727 30,534 $ - $ 27,864 27,864 $ - $ 27,864 27,864 $ - $ 16,960 16,960 $ - $ - $ 27,864 27,864 N/A 100.0% 100.0% ALL EXPENDITURES $ 22,401,488 $ 23,117,643 $ 23,353,782 $ 23,019,941 $ 23,327,979 $ 25,803 0.1% TOTAL USES $ 22,401,488 $ 23,117,643 $ 23,353,782 $ 23,019,941 $ 23,327,979 $ 25,803 0.1% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ 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 $ $ $ (53,788) -0.4% 7,848 41.8% 34,197 100.0% (371,708) -7.0% 0.0% (95,484) -100.0% (478,935) -2.3% 232,907 2,600 7,200 (72,000) 170,707 41.9% 52.0% 100.0% N/A 30.1% (2,000) -44.4% 163,135 20.7% 517,795 88.7% (125,000) -216.3% (269,235) -448.7% 17,693 8.5% (9,200) -20.3% (18,021) -3.6% 31,000 91.2% 306,167 13.4% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ FUND TOTAL SOURCES $ 347,196 $ 347,196 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 264,343 $ 264,343 $ 240,000 $ 240,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 347,196 $ 347,196 $ FY 2010 ACTUAL 240,000 $ 240,000 $ FY 2011 ADOPTED 240,000 $ 240,000 $ FY 2011 REVISED 264,343 $ 264,343 $ FY 2011 FORECAST 240,000 $ 240,000 $ FY 2012 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ REVISED VS ADOPTED VAR % - 0.0% 0.0% 0.0% 0.0% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 22,401,488 $ 22,401,488 $ 22,792,643 $ 325,000 23,117,643 $ 22,792,643 $ 561,139 23,353,782 $ 22,514,420 $ 505,521 23,019,941 $ 22,658,796 $ 669,183 23,327,979 $ 133,847 (108,044) 25,803 0.6% -19.3% 0.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,401,488 $ - $ 22,401,488 $ 22,792,643 $ 325,000 $ 23,117,643 $ 22,792,643 $ 561,139 $ 23,353,782 $ 22,514,420 $ 505,521 $ 23,019,941 $ 22,658,796 $ 669,183 $ 23,327,979 $ 133,847 (108,044) 25,803 0.6% -19.3% 0.1% 257 Maricopa County Annual Business Strategies FY 2012 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 PROPERTY ASSESSMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .50 5.00 .50 4.00 1.00 11.00 .50 5.48 .50 4.49 1.00 11.97 .50 5.48 .50 4.49 1.00 11.97 .50 3.48 .50 4.50 1.00 9.98 .50 7.48 .50 4.50 1.00 13.98 2.00 .01 2.01 0.0% 36.5% 0.0% 0.2% 0.0% 16.8% 13.50 6.50 4.50 4.00 28.50 18.50 4.00 2.00 4.00 28.50 18.50 4.00 2.00 4.00 28.50 19.50 3.00 3.00 4.00 29.50 15.00 5.00 3.00 6.00 29.00 (3.50) 1.00 1.00 2.00 .50 (18.9%) 25.0% 50.0% 50.0% 1.8% 282.50 282.50 322.00 282.98 282.98 323.45 282.98 282.98 323.45 278.98 278.98 318.46 286.48 286.48 329.46 3.50 3.50 6.01 1.2% 1.2% 1.9% 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 Community Justice Coordinator Computer Operator Computer Operator - Sr/Ld Database Administrator Development Svcs Specialist Development Svcs Supervisor Director Elected Executive Assistant Financial Support Supv - Dept GIS Programmer/Analyst GIS Technician Human Resources Analyst Human Resources Supervisor IT Senior Manager Legal Assistant Legal Assistant Supv Management Analyst Office Assistant Office Assistant Specialized Operations Support Analyst Operations/Program Manager Operations/Program Supervisor FY 2010 FY 2011 ADOPTED ADOPTED 5.00 5.00 .49 1.00 1.00 127.00 108.00 8.00 6.00 13.96 18.00 19.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 76.00 79.00 3.00 2.00 1.00 1.00 2.00 2.00 8.00 8.00 6.00 4.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 2.00 2.00 2.00 18.00 18.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 2.00 2.00 258 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 5.00 5.00 0.0% .49 .50 .50 .01 2.0% 1.00 1.00 1.00 0.0% 108.00 109.00 108.00 0.0% 6.00 6.00 6.00 0.0% 13.96 12.96 13.96 0.0% 19.00 19.00 18.00 (1.00) (5.3%) 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 79.00 78.00 81.00 2.00 2.5% 2.00 2.00 2.00 0.0% 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 8.00 8.00 8.00 0.0% 4.00 4.00 4.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 18.00 18.00 18.00 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% 3.00 4.00 4.00 N/A 1.00 N/A 2.00 1.00 2.00 0.0% 1.00 1.00 1.00 0.0% 2.00 4.00 4.00 2.00 100.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Assessor Staffing by Market Range Title (continued) MARKET RANGE TITLE PC/LAN Tech Support Procurement Specialist Programmer/Analyst Programmer/Analyst - Sr/Ld Project Manager Regression Modeler Risk Mgmt Supervisor Systems Admin & Analysis Supv Systems/Network Administrator Technical Support Mgr Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2010 FY 2011 ADOPTED ADOPTED 3.00 3.00 1.00 1.00 5.00 5.00 4.00 4.00 1.00 1.00 7.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 322.00 323.45 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 5.00 4.00 4.00 (1.00) (20.0%) 4.00 5.00 4.00 0.0% 1.00 1.00 1.00 0.0% 7.00 7.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 2.00 2.00 0.0% 323.45 318.46 329.46 6.01 1.9% FY 2010 FY 2011 ADOPTED ADOPTED 322.00 323.45 322.00 323.45 REVISED TO ADOPTED FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED VARIANCE VAR % 323.45 318.46 329.46 6.01 1.9% 323.45 318.46 329.46 6.01 1.9% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $112,404 increase to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $115,265. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $33,286 is restated for FY 2012 consolidated risk management charges. • $1,754 is a restatement of the estimated FY 2011 vehicle maintenance and repair costs. • $218,552 is a restatement of FY 2011 baseline telecommunications. Other Base Adjustments: The FY 2012 budget includes base adjustments as follows: • • • Terminated leases in the Assessor’s office reducing $511,795 in the Operating budget. Staffing base adjustment for $103,313 reducing in the Operating budget. The addition of eight staff for Small Claims Tax Court cases for $464,181 and oblique orthophotography (aerial side and overhead photography) for $205,002 in the Non Recurring, Non Project budget. Programs and Activities Property Assessment The purpose of the Property Assessment Program is to provide property assessments to Maricopa County property owners so they can be fairly and equitably taxed. 259 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Assessor Program Results Measure Description Percent of property assessments provided FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A Measures in the Property Assessment Program are newly established in FY 2012. Activities that comprise this program include: • Property Assessment Activity Property Assessment Activity The purpose of the Property Assessment Activity is to provide property assessments to Maricopa County property owners so they can be fairly and equitably taxed. Mandates: A.R.S. §42-11009 requires public access to valuation and assessment information; 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. §4213303 establishes property value limits of mobile homes; 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. §42-15053 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; 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. 260 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of property assessments provided Total number of property assessments provided Total number of property assessments required Expenditures per property assessment provided FY 2010 ACTUAL N/A N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A FY 2012 ADOPTED 100.0% 1,636,029 N/A N/A N/A N/A N/A N/A $ REV VS ADOPTED VAR % N/A N/A N/A N/A 1,636,029 N/A N/A 11.37 N/A N/A Revenue 100 - GENERAL TOTAL SOURCES $ $ 347,196 347,196 100 - GENERAL TOTAL USES $ 18,142,851 $ 18,142,851 $ $ 240,000 240,000 $ $ 264,343 264,343 $ $ 240,000 240,000 $ $ - 0.0% 0.0% $ 18,596,648 $ 18,596,648 $ $ 770,739 770,739 4.0% 4.0% Expenditure $ 19,367,387 $ 19,367,387 $ 18,849,342 $ 18,849,342 Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand. Expenditures in FY 2012 decreased $511,795 due to the consolidation of the Assessor’s Office, resulting in lease terminations. Increased departmental efficiencies resulted in a $103,313 decrease in FY 2012. Additionally, there were decreases in this activity for utilities, general supplies, fuel, maintenance costs and miscellaneous repairs. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 22,792,643 $ 240,000 FY 2011 Revised Budget $ 22,792,643 $ 240,000 $ 253,592 $ 33,286 1,754 218,552 - $ 23,046,235 $ 240,000 $ 227,669 $ 112,404 115,265 (615,108) $ (103,313) (511,795) - 22,658,796 $ -1.7% 240,000 0.0% Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Lease Adjustments Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ 261 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Assessor General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring Small Claims Tax Court Cases - $ 236,139 $ 236,139 - $ 561,139 $ - $ (325,000) $ (325,000) 221,738 $ 221,738 - $ 457,877 $ - $ 5,736 $ 2,784 2,952 568 $ 568 - $ 205,002 $ 205,002 - $ 669,183 $ 46.1% - C-12-11-001-M-00 Agenda Item: $ C-12-11-001-M-00 FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Life Insurance Contributions Non Recurring Other Non-Recurring Oblique Orthophotography 325,000 $ Agenda Item: FY 2011 Revised Budget Adjustments: Base Adjustments Other Base Adjustments Non Recurring Small Claims Tax Court Cases $ Agenda Item: $ $ $ FY 2012 Adopted Budget Percent Change from Target Amount 262 568 205,002 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Board of Supervisors, District 1 Analysis by Angie Flick, Management and 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 2010 ACTUAL PROGRAM / ACTIVITY USES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 345,963 $ 345,963 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,392 $ 346,392 $ 355,010 $ 355,010 $ (8,582) (8,582) -2.5% -2.5% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 168 $ 168 $ - $ - $ - $ - $ 36 $ 36 $ 662 $ 662 $ (662) (662) N/A N/A TOTAL PROGRAMS $ 346,131 $ 346,428 $ 346,428 $ 346,428 $ 355,672 $ (9,244) -2.7% 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 641,002 $ 203,882 11,689 (42,822) 122,690 937,423 $ 635,324 $ 228,236 11,600 (29,887) 211,202 1,065,025 $ 635,324 $ 228,236 11,600 (29,887) 211,202 1,065,025 $ 671,613 $ 225,951 9,967 (44,149) 181,900 1,055,834 $ 723,444 $ 258,501 12,400 (81,781) 269,824 1,190,888 $ $ SUBTOTAL $ 15,817 $ 39,330 $ 12,800 $ 15,210 $ 12,800 $ 15,210 $ 11,380 $ 35,930 $ 22,950 $ 33,727 $ (10,150) -79.3% (18,517) -121.7% SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 241,638 $ 18,544 10,591 3,395 207 296,481 $ 341,812 $ 20,800 25,500 8,609 800 447,051 $ 537,509 $ 20,800 25,500 8,609 800 642,748 $ 142,358 $ 26,056 12,767 6,487 627 220,995 $ 182,167 $ 185,811 15,850 5,350 400 518,395 $ 355,342 66.1% (165,011) -793.3% 9,650 37.8% 3,259 37.9% 400 50.0% 124,353 19.3% ALL EXPENDITURES $ 1,297,808 $ 1,539,992 $ 1,735,689 $ 1,409,724 $ 1,829,185 $ (93,496) -5.4% TOTAL USES $ 1,374,440 $ 1,622,791 $ 1,818,488 $ 1,492,523 $ 1,829,185 $ (10,697) -0.6% SUPPLIES 0801 - GENERAL SUPPLIES 263 (88,120) (30,265) (800) 51,894 (58,622) (125,863) -13.9% -13.3% -6.9% 173.6% -27.8% -11.8% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 346,131 $ 346,131 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 355,672 $ 355,672 $ (9,244) (9,244) -2.7% -2.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 346,131 $ 346,131 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 355,672 $ 355,672 $ (9,244) (9,244) -2.7% -2.7% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED 3.00 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 3.00 FY 2011 REVISED 3.00 3.00 3.00 FY 2011 FY 2012 FORECAST ADOPTED 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 3.00 3.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Chief Administrator - BOS Deputy Administrator - BOS Elected Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% FY 2010 FY 2011 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $9,540 decrease to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $2,078. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $609 is restated for FY 2012 consolidated risk management charges. • $1,961 is a restatement of FY 2011 baseline telecommunications. 264 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 346,428 $ - FY 2011 Revised Budget $ 346,428 $ - $ 2,570 $ 609 1,961 - $ 348,998 $ - $ (7,462) $ (9,540) 2,078 14,136 $ 12,795 - Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Life Insurance Premium Consistent District Budget Level Adjustment Internal Service Charges Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount 470 12,325 $ 265 1,341 - 355,672 $ 1.9% - Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Board of Supervisors, District 2 Analysis by Angie Flick, Management and 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 2010 ACTUAL PROGRAM / ACTIVITY USES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 346,146 $ 346,146 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,392 $ 346,392 $ 355,007 $ 355,007 $ (8,579) (8,579) -2.5% -2.5% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 84 $ 84 $ - $ - $ - $ - $ 36 $ 36 $ 665 $ 665 $ (665) (665) N/A N/A TOTAL PROGRAMS $ 346,230 $ 346,428 $ 346,428 $ 346,428 $ 355,672 $ (9,244) -2.7% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 268,909 $ 84,136 (12,368) 340,677 $ 266,766 $ 90,747 (13,342) 344,171 $ 266,766 $ 90,747 (13,342) 344,171 $ 269,618 $ 92,345 (5,933) 356,030 $ 269,625 $ 82,888 352,513 $ 2,244 $ 2,244 $ 350 $ 350 $ 350 $ 350 $ 254 $ 254 $ 350 $ 350 $ $ (83) $ 269 849 1,209 78 2,322 $ 376 $ 300 120 796 $ 376 $ 300 120 796 $ - $ 26 118 (10,000) (9,856) $ 200 $ 2,489 120 2,809 $ $ $ 987 $ 987 $ 1,111 $ 1,111 $ 1,111 $ 1,111 $ - $ - $ - $ - $ ALL EXPENDITURES $ 346,230 $ 346,428 $ 346,428 $ 346,428 $ 355,672 $ (9,244) -2.7% TOTAL USES $ 346,230 $ 346,428 $ 346,428 $ 346,428 $ 355,672 $ (9,244) -2.7% SUPPLIES 0801 - GENERAL SUPPLIES $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 266 (2,859) -1.1% 7,859 8.7% (13,342) -100.0% (8,342) -2.4% - 0.0% 0.0% 176 46.8% (2,189) -729.7% N/A N/A 0.0% N/A (2,013) -252.9% 1,111 1,111 100.0% 100.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 346,230 $ 346,230 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 355,672 $ 355,672 $ (9,244) (9,244) -2.7% -2.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 346,230 $ 346,230 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 355,672 $ 355,672 $ (9,244) (9,244) -2.7% -2.7% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED 3.00 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 3.00 FY 2011 REVISED 3.00 3.00 3.00 FY 2011 FY 2012 FORECAST ADOPTED 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 3.00 3.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Chief Administrator - BOS Deputy Administrator - BOS Elected Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% FY 2010 FY 2011 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in an $11,952 decrease to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $2,150. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $609 is restated for FY 2012 consolidated risk management charges. • $1,961 is a restatement of FY 2011 baseline telecommunications. 267 Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 346,428 $ - FY 2011 Revised Budget $ 346,428 $ - $ 2,570 $ 609 1,961 - $ 348,998 $ - $ (9,802) $ (11,952) 2,150 16,476 $ 15,135 - Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Life Insurance Premium Consistent District Budget Level Adjustment Internal Service Charges Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount 470 14,665 $ 268 1,341 - 355,672 $ 1.9% - Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Board of Supervisors, District 3 Analysis by Angie Flick, Management and 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 2010 ACTUAL PROGRAM / ACTIVITY USES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 338,373 $ 338,373 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 341,860 $ 341,860 $ 355,031 $ 355,031 $ (8,603) (8,603) -2.5% -2.5% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 84 $ 84 $ - $ - $ - $ - $ 36 $ 36 $ 641 $ 641 $ (641) (641) N/A N/A TOTAL PROGRAMS $ 338,457 $ 346,428 $ 346,428 $ 341,896 $ 355,672 $ (9,244) -2.7% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 257,939 $ 68,964 2,500 329,403 $ 256,175 $ 74,416 330,591 $ 256,175 $ 74,416 330,591 $ 259,033 $ 74,851 333,884 $ 259,039 $ 80,202 339,241 $ 801 $ 801 $ 4,858 $ 4,858 $ 4,858 $ 4,858 $ 2,197 $ 2,197 $ 3,621 $ 3,621 $ $ 19 $ 1,741 4,808 260 573 7,401 $ - $ 2,400 1,200 3,600 2,675 240 10,115 $ - $ 2,400 1,200 3,600 2,675 240 10,115 $ - $ 719 1,444 2,066 1,030 556 5,815 $ - $ 2,400 3,895 3,600 2,675 240 12,810 $ $ $ 852 $ 852 $ 864 $ 864 $ 864 $ 864 $ - $ - $ - $ - $ ALL EXPENDITURES $ 338,457 $ 346,428 $ 346,428 $ 341,896 $ 355,672 $ (9,244) -2.7% TOTAL USES $ 338,457 $ 346,428 $ 346,428 $ 341,896 $ 355,672 $ (9,244) -2.7% 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 $ 269 (2,864) (5,786) (8,650) -1.1% -7.8% N/A -2.6% 1,237 1,237 25.5% 25.5% N/A 0.0% (2,695) -224.6% 0.0% 0.0% 0.0% (2,695) -26.6% 864 864 100.0% 100.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 338,457 $ 338,457 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 341,896 $ 341,896 $ 355,672 $ 355,672 $ (9,244) (9,244) -2.7% -2.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 338,457 $ 338,457 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 341,896 $ 341,896 $ 355,672 $ 355,672 $ (9,244) (9,244) -2.7% -2.7% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED 3.00 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 3.00 FY 2011 REVISED 3.00 3.00 3.00 FY 2011 FY 2012 FORECAST ADOPTED 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 3.00 3.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Chief Administrator - BOS Deputy Administrator - BOS Elected Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% FY 2010 FY 2011 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $2,808 increase to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $2,055. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $609 is restated for FY 2012 consolidated risk management charges. • $1,961 is a restatement of FY 2011 baseline telecommunications. 270 Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 346,428 $ - FY 2011 Revised Budget $ 346,428 $ - $ 2,570 $ 609 1,961 - $ 348,998 $ - $ 4,863 $ 2,808 2,055 1,811 $ 470 - 1,341 - 355,672 $ 1.9% - Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Life Insurance Premium Internal Service Charges Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount 470 $ 271 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Board of Supervisors, District 4 Analysis by Angie Flick, Management and 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 2010 ACTUAL PROGRAM / ACTIVITY USES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 330,740 $ 330,740 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 343,066 $ 343,066 $ 355,024 $ 355,024 $ (8,596) (8,596) -2.5% -2.5% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES $ - $ 84 - $ - - $ - 36 $ - - $ 648 (648) N/A N/A $ 84 $ - $ - $ 36 $ 648 $ (648) N/A TOTAL PROGRAMS $ 330,824 $ 346,428 $ 346,428 $ 343,102 $ 355,672 $ (9,244) -2.7% 99GV - GENERAL GOVERNMENT Uses by Category FY 2010 ACTUAL CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % SUBTOTAL $ 254,682 $ 74,616 329,298 $ 252,921 $ 81,321 334,242 $ 252,921 $ 81,321 334,242 $ 255,774 $ 82,930 338,704 $ 255,780 $ 80,619 336,399 $ $ SUBTOTAL $ 743 $ 743 $ 6,420 $ 6,420 $ 6,420 $ 6,420 $ 2,353 $ 2,353 $ 6,420 $ 6,420 $ SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 19 $ 220 12 383 130 19 783 $ - $ 1,200 876 2,590 1,100 5,766 $ - $ 1,200 876 2,590 1,100 5,766 $ - $ 771 304 329 260 381 2,045 $ - $ 1,200 2,507 2,590 5,456 1,100 12,853 $ ALL EXPENDITURES $ 330,824 $ 346,428 $ 346,428 $ 343,102 $ 355,672 $ (9,244) -2.7% TOTAL USES $ 330,824 $ 346,428 $ 346,428 $ 343,102 $ 355,672 $ (9,244) -2.7% SUPPLIES 0801 - GENERAL SUPPLIES 272 (2,859) 702 (2,157) - -1.1% 0.9% -0.6% 0.0% 0.0% N/A 0.0% (1,631) -186.2% 0.0% (5,456) N/A 0.0% (7,087) -122.9% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 330,824 $ 330,824 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 343,102 $ 343,102 $ 355,672 $ 355,672 $ (9,244) (9,244) -2.7% -2.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 330,824 $ 330,824 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 343,102 $ 343,102 $ 355,672 $ 355,672 $ (9,244) (9,244) -2.7% -2.7% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED 3.00 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 3.00 FY 2011 REVISED 3.00 3.00 3.00 FY 2011 FY 2012 FORECAST ADOPTED 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 3.00 3.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Chief Administrator - BOS Deputy Administrator - BOS Elected Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% FY 2010 FY 2011 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $4,860 decrease to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $2,026. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $609 is restated for FY 2012 consolidated risk management charges. • $1,961 is a restatement of FY 2011 baseline telecommunications. 273 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 346,428 $ - FY 2011 Revised Budget $ 346,428 $ - $ 2,570 $ 609 1,961 - $ 348,998 $ - $ (2,834) $ (4,860) 2,026 9,508 $ 8,167 - Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Life Insurance Premium Consistent District Budget Level Adjustment Internal Service Charges Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount 470 7,697 $ 274 1,341 - 355,672 $ 1.9% - Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Board of Supervisors, District 5 Analysis by Angie Flick, Management and 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 2010 ACTUAL PROGRAM / ACTIVITY USES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 329,272 $ 329,272 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 344,689 $ 344,689 $ 355,062 $ 355,062 $ (8,634) (8,634) -2.5% -2.5% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 84 $ 84 $ - $ - $ - $ - $ 36 $ 36 $ 610 $ 610 $ (610) (610) N/A N/A TOTAL PROGRAMS $ 329,356 $ 346,428 $ 346,428 $ 344,725 $ 355,672 $ (9,244) -2.7% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0750 - FRINGE BENEFITS 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 214,286 $ 63,085 6,916 284,287 $ 232,729 $ 80,308 313,037 $ 232,729 $ 80,308 313,037 $ 182,733 $ 18,450 62,979 264,162 $ 235,587 $ 7,920 76,849 320,356 $ 17,703 $ 4,578 22,281 $ 10,156 $ 10,156 $ 10,156 $ 10,156 $ 5,542 $ 5,542 $ 7,617 $ 7,617 $ $ 3,428 $ 944 12,195 5,698 23 22,288 $ 5,808 $ 1,412 10,872 4,294 240 22,626 $ 5,808 $ 1,412 10,872 4,294 240 22,626 $ 64,093 $ 702 7,249 2,320 457 74,821 $ 5,808 $ 2,980 14,377 4,294 240 27,699 $ $ $ 500 $ 500 $ 609 $ 609 $ 609 $ 609 $ 200 $ 200 $ - $ - $ ALL EXPENDITURES $ 329,356 $ 346,428 $ 346,428 $ 344,725 $ 355,672 $ (9,244) -2.7% TOTAL USES $ 329,356 $ 346,428 $ 346,428 $ 344,725 $ 355,672 $ (9,244) -2.7% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 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 $ 275 (2,858) (7,920) 3,459 (7,319) -1.2% N/A 4.3% N/A -2.3% 2,539 2,539 25.0% N/A 25.0% 0.0% (1,568) -111.0% (3,505) -32.2% 0.0% 0.0% (5,073) -22.4% 609 609 100.0% 100.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 5 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 329,356 $ 329,356 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 344,725 $ 344,725 $ 355,672 $ 355,672 $ (9,244) (9,244) -2.7% -2.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 329,356 $ 329,356 $ 346,428 $ 346,428 $ 346,428 $ 346,428 $ 344,725 $ 344,725 $ 355,672 $ 355,672 $ (9,244) (9,244) -2.7% -2.7% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED 3.00 3.00 3.00 FY 2011 ADOPTED 3.00 3.00 3.00 FY 2011 REVISED 3.00 3.00 3.00 FY 2011 FY 2012 FORECAST ADOPTED 2.00 2.00 2.00 REVISED TO ADOPTED VARIANCE VAR % 3.00 3.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Chief Administrator - BOS Deputy Administrator - BOS Elected Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 2.00 3.00 0.0% FY 2010 FY 2011 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 2.00 3.00 0.0% 3.00 2.00 3.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $7,308 decrease to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $1,843. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $609 is restated for FY 2012 consolidated risk management charges. • $1,961 is a restatement of FY 2011 baseline telecommunications. 276 Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 346,428 $ - FY 2011 Revised Budget $ 346,428 $ - $ 2,570 $ 609 1,961 - $ 348,998 $ - $ (5,465) $ (7,308) 1,843 12,139 $ 10,798 - Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Life Insurance Premium Consistent District Budget Level Adjustment Internal Service Charges Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount 470 10,328 $ 277 1,341 - 355,672 $ 1.9% - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Business Strategies and Health Care Programs Analysis by Jacqueline M. Edwards, Management and Budget Analyst Summary Mission The mission of Business Strategies and Health Care Programs is to provide business management and health management services to employees and taxpayers so they can live and work well. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Public Health By 2015 there will be a 10% increase in the number of eligible people with HIV/AIDS entering and remaining in medical care. Status: New goal for FY 2012. Quality Workforce By 2017, in the average week, 60% of employees will report that they engage in at least 30 minutes of moderate physical activity at least three times a week, an increase from 49% in 2010. Status: New goal for FY 2012. Quality Workforce By 2017, increase the completion rate of Well Adult visits to 44%, an increase from 22% in 2010. Status: New goal for FY 2012. Quality Workforce By 2017, increase the completion rate of Well Child visits to 44%, an increase from 28% in 2010. Status: New goal for FY 2012. Quality Workforce By 2017, the number of members enrolled in a County-sponsored medical plan who were immunized against influenza will be 35%, an increase of more than 50% from FY 2011. Status: New goal for FY 2012. 278 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Fiscal Strength Department Strategic Plans and Budgets Business Strategies & Health Care Programs 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: New goal for FY 2012. Quality Workforce Decrease the percent of employees considered to be overweight/obese (as determined by Biometric Screening results) based on Body Mass Index (BMI) >25 from 74% in 2009 to 70% in 2016. Status: New goal for FY 2012. Quality Workforce Decrease the percent of employees identified with three or more risk factors associated with metabolic syndrome (as determined by Biometric Screening results) from 74% in 2009 to 70% in 2016. Status: New goal for FY 2012. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES 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 $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % - $ 3,468,527 1,062,630 4,531,157 $ 196,253 $ 260,615 1,092,998 1,549,866 $ 196,253 $ 260,615 1,092,998 1,549,866 $ 188,916 $ 264,130 1,006,702 1,459,748 $ 206,332 $ 257,211 1,753,804 2,217,347 $ 10,079 (3,404) 660,806 667,481 5.1% -1.3% N/A 60.5% 43.1% 2,826,431 $ 85,362,239 15,964,976 9,484,442 1,342,006 114,980,094 $ 4,536,120 $ 98,666,655 15,335,858 9,573,169 3,414,582 1,478,751 133,005,135 $ 4,536,120 $ 98,666,655 15,335,858 9,573,169 3,414,582 1,478,751 133,005,135 $ 4,455,368 $ 92,295,222 15,130,827 9,347,017 3,352,165 1,472,880 126,053,479 $ 2,108,383 $ 96,204,888 13,070,004 8,990,194 1,825,513 1,327,632 123,526,614 $ (2,427,737) (2,461,767) (2,265,854) (582,975) (1,589,069) (151,119) (9,478,521) -53.5% -2.5% -14.8% -6.1% -46.5% -10.2% -7.1% $ 5,066,750 $ 3,030,281 287,709 8,384,740 $ 5,544,255 $ 2,990,195 306,930 8,841,380 $ 5,544,255 $ 2,990,195 306,930 8,841,380 $ 5,175,295 $ 3,540,054 307,032 9,022,381 $ 5,517,819 $ 3,794,016 285,492 9,597,327 $ (26,436) 803,821 (21,438) 755,947 -0.5% 26.9% -7.0% 8.6% CRLT - COUNTY RESIDUAL LONG TERM CARE 39LT - INDIGENT LONG TERM CARE $ $ 6,876 $ 6,876 $ 7,200 $ 7,200 $ 7,200 $ 7,200 $ 6,984 $ 6,984 $ 6,876 $ 6,876 $ (324) (324) -4.5% -4.5% CORE - CORE MEDICAL SERVICES NMSS - NON MEDICAL SUPPORT SERVICES $ - $ - - $ - - $ - - $ - 5,848,093 $ 1,073,669 5,848,093 1,073,669 N/A N/A $ - $ - $ - $ - $ 6,921,762 $ 6,921,762 N/A $ $ 39RW - RYAN WHITE HIV/AIDS- PART A SHAC - SERVICES FOR PEOPLE WITH HIV A 86CM - HIV HCV SERVICES BDGT - BUDGETING $ 5,609,933 $ 6,651,736 $ 6,651,736 $ 6,280,672 $ - $ (6,651,736) -100.0% $ 5,609,933 $ 6,651,736 $ 6,651,736 $ 6,280,672 $ - $ (6,651,736) -100.0% 23,312 $ $ FSAC - FINANCIAL SERVICES 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 (34,592) -59.7% 16,201 - - $ 396,142 33,205 396,142 33,205 536,286 33,653 399,624 13,361 3,482 (19,844) 0.9% -59.8% 16,201 $ 22,927 510,178 $ 22,927 510,178 $ 23,236 651,860 $ 436,297 $ (22,927) (73,881) -100.0% -14.5% - $ 822,196 - $ - - $ 49,991 - $ 850,071 223,763 $ 743 223,763 (49,248) N/A -98.5% 1,803,369 (4,867) 1,803,369 -100.0% N/A 1,973,017 3596.6% 72,474 57,904 $ 4,867 - 57,904 $ 4,867 - 58,685 $ 4,933 39,257 $ 894,670 $ 4,867 $ 54,858 $ 894,261 $ 2,027,875 $ TOTAL PROGRAMS $ 134,423,671 $ 150,570,362 $ 150,620,353 $ 144,369,385 $ 144,734,098 $ 279 (5,886,255) -3.9% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Program and Activity (continued) FY 2010 ACTUAL PROGRAM / ACTIVITY USES 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 $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 RECOMM REVISED VS RECOMM VAR - $ 254,574 1,994,276 859,597 3,108,447 $ 196,253 $ 260,615 1,092,998 1,549,866 $ 196,253 $ 260,615 1,377,999 1,834,867 $ 188,938 $ 264,594 889,748 1,343,280 $ 206,332 $ 257,211 3,834,454 4,297,997 $ 2,250,944 $ 89,850,529 13,939,826 9,092,597 1,341,157 116,475,053 $ 4,536,120 $ 100,191,655 15,335,858 9,573,169 3,414,582 1,478,751 134,530,135 $ 4,536,120 $ 100,191,655 15,335,858 9,573,169 3,414,582 1,478,751 134,530,135 $ 1,871,790 $ 92,339,206 14,380,003 9,405,985 2,277,856 1,467,084 121,741,924 $ 2,104,872 $ 95,929,475 13,070,004 8,990,194 2,885,499 1,327,632 124,307,676 $ $ 4,968,787 $ 3,010,970 286,030 8,265,787 $ 5,544,255 $ 2,990,195 306,930 8,841,380 $ 5,544,255 $ 2,990,195 306,930 8,841,380 $ 5,167,441 $ 3,149,906 307,618 8,624,965 $ 5,517,819 $ 3,794,016 285,492 9,597,327 $ 26,436 (803,821) 21,438 (755,947) 0.5% -26.9% 7.0% -8.6% LITG - LITIGATION SUPPORT 39HC - INDIGENT HEALTH CARE $ $ 147,437 $ 147,437 $ 2,308,047 $ 2,308,047 $ 2,308,047 $ 2,308,047 $ 719,948 $ 719,948 $ 4,000,309 $ 4,000,309 $ (1,692,262) (1,692,262) -73.3% -73.3% CRLT - COUNTY RESIDUAL LONG TERM CARE 39LT - INDIGENT LONG TERM CARE $ $ 129,861 $ 129,861 $ 307,200 $ 307,200 $ 307,200 $ 307,200 $ 117,722 $ 117,722 $ 200,000 $ 200,000 $ AHCS - AHCCCS CONTRIBUTION ALTC - ALTCS CONTRIBUTION GEMH - GEN MENTAL HEALTH SARN - ARNOLD V SARN SVPC - SVP COMMITMENT PAYMENTS 39MP - STATE MANDATED PAYMENTS $ $ 16,764,281 $ 87,407,806 4,856,580 37,603,332 1,644,937 148,276,936 $ 20,761,900 $ 138,339,400 4,856,577 39,483,497 3,000,000 206,441,374 $ 20,761,900 $ 138,339,400 4,856,577 39,483,497 3,000,000 206,441,374 $ 15,247,381 $ 111,420,504 4,856,577 39,483,497 1,657,478 172,665,437 $ 20,575,000 $ 154,518,900 4,856,577 41,457,672 5,000,000 226,408,149 $ PFMG - PERFORMANCE MANAGEMENT 39PM - PERFORMANCE MANAGEMENT $ $ 297,703 $ 297,703 $ 345,387 $ 345,387 $ 345,386 $ 345,386 $ 197,627 $ 197,627 $ 188,453 $ 188,453 $ CORE - CORE MEDICAL SERVICES NMSS - NON MEDICAL SUPPORT SERVICES 39RW - RYAN WHITE HIV/AIDS- PART A $ $ - $ - $ - $ - $ - $ - $ - $ - $ 5,848,093 $ 1,073,669 6,921,762 $ 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 $ MEHO - MENTAL HEALTH ORDERS MEHT - MENTAL HEALTH TESTIMONY 80TD - TRIAL DELIVERY $ $ 53,455 $ 510,150 563,605 $ 53,000 $ 2,227,151 2,280,151 $ 53,000 $ 2,227,151 2,280,151 $ 55,302 $ 2,197,495 2,252,797 $ 77,200 $ 575,000 652,200 $ SHAC - SERVICES FOR PEOPLE WITH HIV A 86CM - HIV HCV SERVICES $ $ 6,441,620 $ 6,441,620 $ 6,651,736 $ 6,651,736 $ 6,651,736 $ 6,651,736 $ 6,280,672 $ 6,280,672 $ TBTE - TB TESTING AMD TREATMENT 86ID - INFECTIOUS DISEASE CONTROL $ $ 95,551 $ 95,551 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 17,352 $ 1,612,014 7,058 1,096,614 1,041 2,734,079 $ 57,904 $ 1,803,174 153,205 22,927 2,037,210 $ $ 295,856 $ 22,659 6,084 (17,038) 307,561 $ TOTAL PROGRAMS $ 290,391,536 $ $ $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ (10,079) 3,404 (2,456,455) (2,463,130) % 2,431,248 4,262,180 2,265,854 582,975 529,083 151,119 10,222,459 107,200 107,200 186,900 (16,179,500) (1,974,175) (2,000,000) (19,966,775) 156,933 156,933 (5,848,093) (1,073,669) (6,921,762) - -5.1% 1.3% N/A -178.3% -134.2% 53.6% 4.3% 14.8% 6.1% 15.5% 10.2% 7.6% 34.9% 34.9% 0.9% -11.7% 0.0% -5.0% -66.7% -9.7% 45.4% 45.4% N/A N/A N/A 0.0% 0.0% (24,200) 1,652,151 1,627,951 -45.7% 74.2% 71.4% - $ - $ 6,651,736 6,651,736 100.0% 100.0% 276,801 $ 276,801 $ 500,000 $ 500,000 $ - 0.0% 0.0% 57,903 $ 1,803,175 153,205 22,927 2,037,210 $ 67,382 $ 1,538,977 260,437 15,280 1,882,076 $ 48,168 $ 1,587,755 11,560 292,307 1,939,790 $ - $ 4,867 4,867 $ - $ 1,380,292 4,867 (1) 1,385,158 $ - $ 1,380,292 (875,458) 504,834 $ 223,763 $ 743 2,948 2,693,564 2,921,018 $ 369,345,249 $ 371,010,540 $ 320,155,979 $ 385,482,577 $ 280 9,735 215,420 (11,560) (139,102) 22,927 97,420 16.8% 11.9% N/A -90.8% 100.0% 4.8% (223,763) N/A 1,379,549 99.9% 1,919 39.4% (2,693,565) 269356500.0% (1,535,860) -110.9% (14,472,037) -3.9% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Category FY 2010 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED $ SUBTOTAL $ 5,609,933 5,609,933 $ $ 6,651,736 6,651,736 $ $ 6,651,736 6,651,736 $ $ 6,280,672 6,280,672 $ $ 6,921,762 $ 6,921,762 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 1,563,028 30,927,324 95,396,421 28,834 127,915,607 $ 1,728,066 33,001,239 109,182,121 7,200 143,918,626 $ 1,728,066 33,001,239 109,182,121 7,200 143,918,626 $ 1,595,981 30,599,804 104,485,576 14,237 136,695,598 $ $ 1,842,320 $ 29,408,339 106,175,420 6,876 137,432,955 $ $ $ - $ SUBTOTAL $ 800,238 97,893 898,131 $ 792,827 $ 550,297 1,343,124 $ 379,381 $ 379,381 $ ALL REVENUES $ 134,423,671 $ 150,570,362 $ 150,570,362 $ 144,319,394 $ 144,734,098 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ 49,991 49,991 $ $ 49,991 49,991 $ $ - $ $ TOTAL SOURCES $ 134,423,671 $ 150,570,362 $ 150,620,353 $ 144,369,385 $ 144,734,098 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ $ $ 281 $ - $ - $ 270,026 270,026 114,254 (3,592,900) (3,006,701) (324) (6,485,671) 4.1% 4.1% 6.6% -10.9% -2.8% -4.5% -4.5% 379,381 379,381 N/A N/A N/A (5,836,264) -3.9% (49,991) -100.0% (49,991) -100.0% (5,886,255) -3.9% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 1,598,235 $ 23,379 994 500,731 124,086 (742,087) 876,671 2,382,009 $ 1,808,352 $ 52,200 631,547 (880,812) 1,293,980 2,905,267 $ 1,808,353 $ 52,200 631,545 (880,812) 1,293,980 2,905,266 $ 1,970,709 $ 43,138 53 640,156 2,029 (1,407,944) 1,738,408 2,986,549 $ 2,204,822 $ 30,437 760,898 (143,279) 309,073 3,161,951 $ SUBTOTAL $ 75,866 $ 1,542 22,659 (65,730) 65,730 100,067 $ 30,904 $ 2,400 5,000 (12,000) 12,000 38,304 $ 30,904 $ 2,400 5,000 (12,000) 12,000 38,304 $ 16,049 $ 7,468 4,149 (8,188) 8,368 27,846 $ 28,800 $ 744 29,544 $ 2,104 6.8% 1,656 69.0% 5,000 100.0% (12,000) -100.0% 12,000 100.0% 8,760 22.9% 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 $ 526,805 $ 115,895,415 17,795,029 5,187 10,838 153,206,603 25,799 6,689 4,511 2,990 129,861 (1) (1,127,102) 1,127,139 287,609,763 $ 2,840,051 $ 131,636,018 18,101,247 6,566 49,774 211,373,586 1,666,336 20,604 13,995 5,000 307,200 (1,064,846) 1,064,846 366,020,377 $ 2,840,051 $ 131,636,018 18,101,247 6,566 334,774 211,373,586 1,666,336 20,604 13,995 5,000 307,200 (1,064,846) 1,064,846 366,305,377 $ 1,125,875 $ 122,408,392 12,612,556 6,125 21,427 177,408,911 1,663,366 9,147 7,930 2,935 117,722 (1,107,411) 1,107,411 315,384,386 $ 4,409,266 $ 131,855,132 14,170,883 1,550 51,035 231,196,521 254,075 11,500 9,000 12,120 200,000 382,171,082 $ (1,569,215) -55.3% (219,114) -0.2% 3,930,364 21.7% 5,016 76.4% 283,739 84.8% (19,822,935) -9.4% 1,412,261 84.8% 9,104 44.2% 4,995 35.7% (7,120) -142.4% 107,200 34.9% N/A (1,064,846) -100.0% 1,064,846 100.0% (15,865,705) -4.3% SUBTOTAL $ - $ 3,841 (3,620) 3,620 3,841 $ 10,000 $ 3,636 (3,276) 3,276 13,636 $ 10,000 $ 3,636 (3,276) 3,276 13,636 $ 9,241 $ 9,241 $ 120,000 $ 120,000 $ (110,000) ####### 3,636 100.0% (3,276) -100.0% 3,276 100.0% (106,364) -780.0% ALL EXPENDITURES $ 290,095,680 $ 368,977,584 $ 369,262,583 $ 318,408,022 $ 385,482,577 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 295,856 $ 295,856 $ 367,665 $ 367,665 $ 1,747,957 $ 1,747,957 $ 1,747,957 $ 1,747,957 $ - $ - $ TOTAL USES $ 290,391,536 $ 369,345,249 $ 371,010,540 $ 320,155,979 $ 385,482,577 $ 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 $ $ 282 (396,469) 21,763 (129,353) (737,533) 984,907 (256,685) (16,219,994) 1,747,957 1,747,957 (14,472,037) -21.9% 41.7% N/A -20.5% N/A -83.7% 76.1% -8.8% -4.4% 100.0% 100.0% -3.9% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Fund and Function FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 532 PUBLIC HEALTH GRANTS 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 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL SOURCES $ 28,834 $ 28,834 $ 7,200 $ 7,200 $ 7,200 $ 7,200 $ 14,740 $ 134,299 149,039 $ 6,876 $ 6,876 $ $ FUND TOTAL SOURCES $ 5,609,933 $ 5,609,933 $ 6,651,736 $ 6,651,736 $ 6,651,736 $ 6,651,736 $ 6,280,672 $ 6,280,672 $ 6,921,762 $ 6,921,762 $ 270,026 270,026 4.1% 4.1% $ FUND TOTAL SOURCES $ 34,587,717 $ 34,587,717 $ 38,769,529 $ 38,769,529 $ 38,769,529 $ 38,769,529 $ 35,768,576 $ 35,768,576 $ 38,798,632 $ 38,798,632 $ 29,103 29,103 0.1% 0.1% $ FUND TOTAL SOURCES $ 1,159,965 $ 1,159,965 $ 1,204,451 $ 1,204,451 $ 1,204,451 $ 1,204,451 $ 1,214,919 $ 1,214,919 $ 1,201,113 $ 1,201,113 $ (3,338) (3,338) -0.3% -0.3% $ FUND TOTAL SOURCES $ 15,989,153 $ 15,989,153 $ 18,246,010 $ 18,246,010 $ 18,246,010 $ 18,246,010 $ 17,685,755 $ 17,685,755 $ 17,985,367 $ 17,985,367 $ (260,643) (260,643) -1.4% -1.4% $ FUND TOTAL SOURCES $ 28,534,356 $ 28,534,356 $ 29,035,684 $ 29,035,684 $ 29,035,684 $ 29,035,684 $ 28,766,100 $ 28,766,100 $ 29,754,654 $ 29,754,654 $ 718,970 718,970 2.5% 2.5% $ FUND TOTAL SOURCES $ 2,081,455 $ 2,081,455 $ 2,119,315 $ 2,119,315 $ 2,119,315 $ 2,119,315 $ 2,189,983 $ 2,189,983 $ 2,187,205 $ 2,187,205 $ 67,890 67,890 3.2% 3.2% $ FUND TOTAL SOURCES $ 1,493,995 $ 1,493,995 $ 5,480,061 $ 5,480,061 $ 5,480,061 $ 5,480,061 $ 5,943,293 $ 5,943,293 $ 5,514,104 $ 5,514,104 $ 34,043 34,043 0.6% 0.6% $ FUND TOTAL SOURCES $ 5,501,109 $ 5,501,109 $ 5,502,303 $ 5,502,303 $ 5,502,303 $ 5,502,303 $ 5,264,367 $ 5,264,367 $ 4,997,323 $ 4,997,323 $ (504,980) (504,980) -9.2% -9.2% $ FUND TOTAL SOURCES $ 13,282,187 $ 13,282,187 $ 13,041,846 $ 13,041,846 $ 13,041,846 $ 13,041,846 $ 12,816,860 $ 12,816,860 $ 11,358,884 $ 11,358,884 $ (1,682,962) (1,682,962) -12.9% -12.9% $ FUND TOTAL SOURCES $ 2,350,530 $ 2,350,530 $ 1,994,911 $ 1,994,911 $ 1,994,911 $ 1,994,911 $ 1,990,832 $ 1,990,832 $ 1,711,120 $ 1,711,120 $ (283,791) (283,791) -14.2% -14.2% $ FUND TOTAL SOURCES $ 2,342,990 $ 2,342,990 $ 2,246,085 $ 2,246,085 $ 2,246,085 $ 2,246,085 $ 2,192,757 $ 2,192,757 $ - $ - $ $ FUND TOTAL SOURCES $ 529,927 $ 529,927 $ 510,935 $ 510,935 $ 510,935 $ 510,935 $ 507,923 $ 507,923 $ 1,384,936 $ 1,384,936 $ 874,001 874,001 171.1% 171.1% $ FUND TOTAL SOURCES $ 438,594 $ 438,594 $ 439,219 $ 439,219 $ 439,219 $ 439,219 $ 431,187 $ 431,187 $ 297,718 $ 297,718 $ (141,501) (141,501) -32.2% -32.2% $ FUND TOTAL SOURCES $ 216,975 $ 216,975 $ 202,539 $ 202,539 $ 202,539 $ 202,539 $ 204,281 $ 204,281 $ 142,859 $ 142,859 $ (59,680) (59,680) -29.5% -29.5% $ FUND TOTAL SOURCES $ 2,592,590 $ 2,592,590 $ 4,491,552 $ 4,491,552 $ 4,491,552 $ 4,491,552 $ 4,411,470 $ 4,411,470 $ 2,104,872 $ 2,104,872 $ (2,386,680) (2,386,680) -53.1% -53.1% $ SOURCES $ 816,507 $ 816,507 $ 810,960 $ 810,960 $ 810,960 $ 810,960 $ 720,861 $ 720,861 $ 1,613,048 $ 1,613,048 $ $ SOURCES $ 436,470 $ 436,470 $ 287,611 $ 287,611 $ 287,611 $ 287,611 $ 327,394 $ 327,394 $ 278,924 $ 278,924 $ $ SOURCES $ 33,415 $ 33,415 $ 2,357,648 $ 2,357,648 $ 2,357,648 $ 2,357,648 $ - $ - $ - $ - $ $ SOURCES $ 2,268,171 $ 2,268,171 $ 2,267,007 $ 2,267,007 $ 2,267,007 $ 2,267,007 $ 2,398,836 $ 2,398,836 $ 2,862,139 $ 2,862,139 $ 595,132 595,132 26.3% 26.3% $ SOURCES $ 2,254,856 $ 2,254,856 $ 2,261,183 $ 2,261,183 $ 2,261,183 $ 2,261,183 $ 2,633,341 $ 2,633,341 $ 2,804,131 $ 2,804,131 $ 542,948 542,948 24.0% 24.0% $ SOURCES $ 753,776 $ 753,776 $ 715,536 $ 715,536 $ 715,536 $ 715,536 $ 893,056 $ 893,056 $ 989,885 $ 989,885 $ 274,349 274,349 38.3% 38.3% 615 WELLNESS OPERATING FUND TOTAL 616 CONTRACT ADMINISTRATION OPERATING FUND TOTAL 617 MED INCENTIVE AND PENALTIES OPERATING FUND TOTAL 618 BENEFIT ADMINISTRATION OPERATING FUND TOTAL 621 FLEX SPENDING HEALTH OPERATING FUND TOTAL 622 FLEX SPENDING DEP CARE OPERATING FUND TOTAL 283 (324) (324) -4.5% N/A -4.5% (2,246,085) -100.0% (2,246,085) -100.0% 802,088 802,088 (8,687) (8,687) 98.9% 98.9% -3.0% -3.0% (2,357,648) -100.0% (2,357,648) -100.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 623 VISION OPERATING 624 STAND ALONE VISION OPERATING 625 FI PREPAID DENTAL OPERATING 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 652 HEALTH SELECT SI TRUST OPERATING NON-RECURRING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 1,309,674 $ 1,309,674 $ 1,351,050 $ 1,351,050 $ 1,351,050 $ 1,351,050 $ 1,418,867 $ 1,418,867 $ 1,327,632 $ 1,327,632 $ $ FUND TOTAL SOURCES $ - $ - $ 75,644 $ 75,644 $ 75,644 $ 75,644 $ - $ - $ - $ - $ $ FUND TOTAL SOURCES $ 453,007 $ 453,007 $ 409,832 $ 409,832 $ 409,832 $ 409,832 $ 402,395 $ 402,395 $ 418,926 $ 418,926 $ 9,094 9,094 2.2% 2.2% $ FUND TOTAL SOURCES $ 902,666 $ 902,666 $ 1,130,769 $ 1,130,769 $ 1,130,769 $ 1,130,769 $ 1,082,976 $ 1,082,976 $ 1,130,769 $ 1,130,769 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 3,634,658 $ 3,634,658 $ 3,880,123 $ 3,880,123 $ 3,880,123 $ 3,880,123 $ 3,556,959 $ 3,556,959 $ 3,880,123 $ 3,880,123 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 186,997 $ 186,997 $ 196,253 $ 196,253 $ 196,253 $ 196,253 $ 188,916 $ 188,916 $ 206,332 $ 206,332 $ 10,079 10,079 5.1% 5.1% $ FUND TOTAL SOURCES $ 3,327,892 $ 3,327,892 $ 3,510,313 $ 3,510,313 $ 3,510,313 $ 3,510,313 $ 3,521,176 $ 3,521,176 $ 3,573,945 $ 3,573,945 $ 63,632 63,632 1.8% 1.8% $ FUND TOTAL SOURCES $ 482,658 $ 482,658 $ 506,927 $ 506,927 $ 506,927 $ 506,927 $ 508,567 $ 508,567 $ 506,927 $ 506,927 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 288,296 $ 288,296 $ 306,930 $ 306,930 $ 306,930 $ 306,930 $ 307,032 $ 307,032 $ 285,492 $ 285,492 $ (21,438) (21,438) -7.0% -7.0% $ FUND TOTAL SOURCES $ 521,616 $ 521,616 $ 559,200 $ 559,200 $ 559,200 $ 559,200 $ 541,004 $ 541,004 $ 488,400 $ 488,400 $ (70,800) (70,800) -12.7% -12.7% $ 12,702 $ 12,702 $ - $ - $ - $ 49,991 49,991 $ - $ 49,991 49,991 $ - $ - $ N/A (49,991) -100.0% (49,991) -100.0% 150,570,362 $ 144,185,095 $ 144,734,098 $ 49,991 $ 184,290 $ - $ 150,620,353 $ 144,369,385 $ 144,734,098 $ FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED (5,836,264) -3.9% (49,991) -100.0% (5,886,255) -3.9% REVISED VS ADOPTED VAR % FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ 134,423,671 $ 150,570,362 $ - $ - $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 134,423,671 $ 150,570,362 $ FY 2010 FY 2011 FUND / FUNCTION CLASS ACTUAL ADOPTED 100 GENERAL OPERATING $ 235,890,151 $ 243,533,187 NON-RECURRING (81,451,016) (26,396,100) FUND TOTAL USES $ 154,439,135 $ 217,137,087 532 PUBLIC HEALTH GRANTS OPERATING $ 6,441,620 $ 6,651,736 6,441,620 $ 6,651,736 FUND TOTAL USES $ 601 CMG HIGH OPTION OPERATING $ 36,429,920 $ 38,769,529 NON-RECURRING 525,000 36,429,920 $ 39,294,529 FUND TOTAL USES $ 602 CMG LOW OPTION OPERATING $ 868,161 $ 1,204,451 868,161 $ 1,204,451 FUND TOTAL USES $ 603 OAP IN OPERATING $ 18,492,028 $ 18,246,010 18,492,028 $ 18,246,010 FUND TOTAL USES $ 604 OAP HIGH OPTION OPERATING $ 29,727,049 $ 29,035,684 29,727,049 $ 29,035,684 FUND TOTAL USES $ 605 OAP LOW OPTION OPERATING $ 1,588,726 $ 2,119,315 1,588,726 $ 2,119,315 FUND TOTAL USES $ 606 CHOICE FUND H.S.A. OPERATING $ 1,177,936 $ 5,480,061 1,177,936 $ 5,480,061 FUND TOTAL USES $ 607 FI DENTAL PPO OPERATING $ 5,478,081 $ 5,502,303 5,478,081 $ 5,502,303 FUND TOTAL USES $ 284 (23,418) (23,418) -1.7% -1.7% (75,644) -100.0% (75,644) -100.0% $ 243,533,186 $ 240,009,209 $ 237,003,448 $ (26,396,100) (58,829,515) $ 217,137,086 $ 181,179,694 $ 237,003,448 $ 6,529,738 (26,396,100) (19,866,362) 2.7% 100.0% -9.1% $ $ 6,651,736 $ 6,651,736 $ 6,280,672 $ 6,280,672 $ 6,921,762 $ 6,921,762 $ (270,026) (270,026) -4.1% -4.1% $ $ 38,769,529 $ 525,000 39,294,529 $ 35,214,516 $ 175,000 35,389,516 $ 38,798,632 $ 38,798,632 $ (29,103) 525,000 495,897 -0.1% 100.0% 1.3% $ $ 1,204,451 $ 1,204,451 $ 1,137,886 $ 1,137,886 $ 1,201,113 $ 1,201,113 $ 3,338 3,338 0.3% 0.3% $ $ 18,246,010 $ 18,246,010 $ 16,779,477 $ 16,779,477 $ 17,985,367 $ 17,985,367 $ 260,643 260,643 1.4% 1.4% $ $ 29,035,684 $ 29,035,684 $ 28,622,928 $ 28,622,928 $ 29,754,654 $ 29,754,654 $ (718,970) (718,970) -2.5% -2.5% $ $ 2,119,315 $ 2,119,315 $ 2,220,649 $ 2,220,649 $ 2,187,205 $ 2,187,205 $ (67,890) (67,890) -3.2% -3.2% $ $ 5,480,061 $ 5,480,061 $ 5,032,553 $ 5,032,553 $ 5,514,104 $ 5,514,104 $ (34,043) (34,043) -0.6% -0.6% $ $ 5,502,303 $ 5,502,303 $ 5,267,875 $ 5,267,875 $ 4,997,323 $ 4,997,323 $ 504,980 504,980 9.2% 9.2% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 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 NON-RECURRING FY 2010 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 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 FY 2012 ADOPTED REVISED VS ADOPTED VAR % 13,041,846 $ 13,041,846 $ 13,041,846 $ 13,041,846 $ 12,060,984 $ 12,060,984 $ 11,358,884 $ 11,358,884 $ 1,682,962 1,682,962 12.9% 12.9% $ FUND TOTAL USES $ 2,079,569 $ 2,079,569 $ 1,994,911 $ 1,994,911 $ 1,994,911 $ 1,994,911 $ 1,830,861 $ 1,830,861 $ 1,711,120 $ 1,711,120 $ 283,791 283,791 14.2% 14.2% $ FUND TOTAL USES $ 1,418,243 $ 1,418,243 $ 2,246,085 $ 2,246,085 $ 2,246,085 $ 2,246,085 $ 1,530,588 $ 1,530,588 $ - $ - $ 2,246,085 2,246,085 100.0% 100.0% $ FUND TOTAL USES $ 253,030 $ 253,030 $ 510,935 $ 510,935 $ 510,935 $ 510,935 $ 322,394 $ 322,394 $ 2,173,104 $ 2,173,104 $ $ FUND TOTAL USES $ 200,894 $ 200,894 $ 439,219 $ 439,219 $ 439,219 $ 439,219 $ 334,473 $ 334,473 $ 477,494 $ 477,494 $ (38,275) (38,275) -8.7% -8.7% $ FUND TOTAL USES $ 107,178 $ 107,178 $ 202,539 $ 202,539 $ 202,539 $ 202,539 $ 79,865 $ 79,865 $ 234,901 $ 234,901 $ (32,362) (32,362) -16.0% -16.0% $ FUND TOTAL USES $ 2,012,300 $ 2,012,300 $ 4,491,552 $ 4,491,552 $ 4,491,552 $ 4,491,552 $ 1,744,874 $ 1,744,874 $ 2,104,872 $ 2,104,872 $ 2,386,680 2,386,680 53.1% 53.1% $ 617,597 $ 617,597 $ 810,960 $ 810,960 $ 810,960 $ 285,000 1,095,960 $ 650,284 $ 258 650,542 $ 1,613,048 $ 2,080,650 3,693,698 $ (802,088) -98.9% (1,795,650) -630.1% (2,597,738) -237.0% 505,850 $ 505,850 $ 287,611 $ 287,611 $ 287,611 $ 287,611 $ 253,470 $ 253,470 $ 309,852 $ 72,000 381,852 $ - $ - $ 2,357,648 $ 1,000,000 3,357,648 $ 2,357,648 $ 1,000,000 3,357,648 $ - $ 1,000,000 1,000,000 $ - $ - $ FUND TOTAL USES $ 2,438,480 $ 994,210 3,432,690 $ 2,267,007 $ 120,000 2,387,007 $ 2,267,007 $ 120,000 2,387,007 $ 2,229,545 $ 143,468 2,373,013 $ 2,862,139 $ 508,343 3,370,482 $ (595,132) -26.3% (388,343) -323.6% (983,475) -41.2% $ FUND TOTAL USES $ 2,240,097 $ 2,240,097 $ 2,261,183 $ 2,261,183 $ 2,261,183 $ 2,261,183 $ 2,396,360 $ 2,396,360 $ 2,804,131 $ 2,804,131 $ (542,948) (542,948) -24.0% -24.0% $ FUND TOTAL USES $ 750,448 $ 750,448 $ 715,536 $ 715,536 $ 715,536 $ 715,536 $ 741,756 $ 741,756 $ 989,885 $ 989,885 $ (274,349) (274,349) -38.3% -38.3% $ FUND TOTAL USES $ 1,312,113 $ 1,312,113 $ 1,351,050 $ 1,351,050 $ 1,351,050 $ 1,351,050 $ 1,447,353 $ 1,447,353 $ 1,327,632 $ 1,327,632 $ 23,418 23,418 1.7% 1.7% $ FUND TOTAL USES $ - $ - $ 75,644 $ 75,644 $ 75,644 $ 75,644 $ - $ - $ - $ - $ 75,644 75,644 100.0% 100.0% $ FUND TOTAL USES $ 436,117 $ 436,117 $ 409,832 $ 409,832 $ 409,832 $ 409,832 $ 402,461 $ 402,461 $ 418,926 $ 418,926 $ $ FUND TOTAL USES $ 916,523 $ 916,523 $ 1,130,769 $ 1,130,769 $ 1,130,769 $ 1,130,769 $ 1,082,153 $ 1,082,153 $ 1,130,769 $ 1,130,769 $ - 0.0% 0.0% $ FUND TOTAL USES $ 3,545,407 $ 3,545,407 $ 3,880,123 $ 3,880,123 $ 3,880,123 $ 3,880,123 $ 3,553,392 $ 3,553,392 $ 3,880,123 $ 3,880,123 $ - 0.0% 0.0% $ FUND TOTAL USES $ 188,543 $ 188,543 $ 196,253 $ 196,253 $ 196,253 $ 196,253 $ 188,938 $ 188,938 $ 206,332 $ 206,332 $ (10,079) (10,079) -5.1% -5.1% $ FUND TOTAL USES $ 2,984,868 $ 2,984,868 $ 3,510,313 $ 3,510,313 $ 3,510,313 $ 3,510,313 $ 3,504,378 $ 3,504,378 $ 3,573,945 $ 3,573,945 $ (63,632) (63,632) -1.8% -1.8% $ FUND TOTAL USES $ 466,738 $ 466,738 $ 506,927 $ 506,927 $ 506,927 $ 506,927 $ 508,706 $ 508,706 $ 506,927 $ 506,927 $ - 0.0% 0.0% $ FUND TOTAL USES $ 286,030 $ 286,030 $ 306,930 $ 306,930 $ 306,930 $ 306,930 $ 307,618 $ 307,618 $ 285,492 $ 285,492 $ 21,438 21,438 7.0% 7.0% $ $ FUND TOTAL USES $ 618 BENEFIT ADMINISTRATION OPERATING NON-RECURRING FY 2011 FORECAST 11,459,190 $ 11,459,190 $ FUND TOTAL USES $ 617 MED INCENTIVE AND PENALTIES OPERATING NON-RECURRING FY 2011 REVISED $ FUND TOTAL USES $ FUND TOTAL USES $ 616 CONTRACT ADMINISTRATION OPERATING NON-RECURRING FY 2011 ADOPTED $ 285 (1,662,169) -325.3% (1,662,169) -325.3% (22,241) (72,000) (94,241) 2,357,648 1,000,000 3,357,648 (9,094) (9,094) -7.7% N/A -32.8% 100.0% 100.0% 100.0% -2.2% -2.2% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 632 CIGNA FOR SENIORS OPERATING 652 HEALTH SELECT SI TRUST NON-RECURRING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 535,455 $ 535,455 $ 559,200 $ 559,200 $ 559,200 $ 559,200 $ 550,258 $ 550,258 $ 488,400 $ 488,400 $ 70,800 70,800 12.7% 12.7% $ FUND TOTAL USES $ - $ - $ - $ - $ 1,380,292 $ 1,380,292 $ 1,380,292 $ 1,380,292 $ - $ - $ 1,380,292 1,380,292 100.0% 100.0% 11,274,764 (25,746,801) (14,472,037) 2.9% 111.5% -3.9% DEPARTMENT OPERATING TOTAL USES $ 370,848,342 $ 394,096,349 $ 394,096,348 $ 376,286,476 $ 382,821,584 $ 2,660,993 $ DEPARTMENT NON-RECURRING TOTAL USES $ (80,456,806) $ (24,751,100) $ (23,085,808) $ (56,130,497) $ DEPARTMENT TOTAL USES $ 290,391,536 $ 369,345,249 $ 371,010,540 $ 320,155,979 $ 385,482,577 $ 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 GENERAL GOVERNMENT POOLED COSTS PROGRAM TOTAL HIV HCV SERVICES SERVICES FOR PEOPLE WITH HIV A PROGRAM TOTAL INDIGENT HEALTH CARE LITIGATION SUPPORT PROGRAM TOTAL PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT PROGRAM TOTAL PLANNING AND BUDGETING BUDGET DEV MON FORECASTING PROGRAM TOTAL RYAN WHITE HIV/AIDS- PART A CORE MEDICAL SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 FY 2011 REVISED FORECAST FY 2012 REVISED TO ADOPTED ADOPTED VARIANCE VAR % .35 2.55 4.80 .35 .10 8.15 .50 .05 5.30 5.85 .50 .05 5.30 .00 .00 5.85 .20 2.00 .80 3.00 .70 4.05 6.10 10.85 .20 4.00 .80 5.00 40.0% 8000.0% 15.1% N/A N/A 85.5% .60 1.00 3.00 4.60 2.00 3.00 5.00 .00 2.00 3.00 5.00 - 2.00 3.00 5.00 - N/A 0.0% 0.0% 0.0% 11.25 11.25 9.30 9.30 9.30 9.30 - 8.15 8.15 (1.15) (1.15) (12.4%) (12.4%) 9.00 9.00 9.00 9.00 9.00 9.00 12.00 12.00 - (9.00) (9.00) (100.0%) (100.0%) - - .00 - 1.00 1.00 1.00 1.00 1.00 1.00 N/A N/A 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - 0.0% 0.0% 2.00 2.00 2.00 2.00 2.00 2.00 - - (2.00) (2.00) (100.0%) (100.0%) 37.00 33.15 .00 33.15 18.00 12.00 12.00 39.00 12.00 12.00 5.85 N/A N/A 17.6% 286 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrator Benefits Specialist - County Budget Analyst Budget Supervisor Consultant Director - Business Strategies & Healthcare Progra Director - EHI Ergonomist - County Executive Assistant Finan/Business Analyst - Dept Finan/Business Analyst -County Financial Manager - County Financial Supervisor - Dept Grant-Contract Administrator Health Educator Human Resources Analyst Human Resources Mngr - County Human Resources Supervisor Human Resources Support Supv Legal Assistant Supv Management Analyst Management Assistant Managing for Results Faciltatr Media Specialist Nurse - Correctional Office Assistant Office Assistant Specialized Operations/Program Manager Special Projects Manager Trainer Department Total FY 2010 FY 2011 ADOPTED ADOPTED 2.00 1.00 2.00 2.00 5.00 3.00 4.00 .15 2.00 2.00 1.00 1.00 1.00 (1.00) 1.00 3.00 3.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 1.00 1.00 1.00 1.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 37.00 33.15 REVISED TO ADOPTED FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 0.0% 2.00 2.00 0.0% 3.00 3.00 3.00 0.0% N/A N/A .15 (.15) (100.0%) 2.00 2.00 0.0% 1.00 (1.00) (100.0%) (1.00) 1.00 (100.0%) 1.00 1.00 1.00 N/A N/A 3.00 3.00 0.0% 1.00 1.00 1.00 N/A 2.00 2.00 2.00 0.0% 1.00 2.00 1.00 100.0% 1.00 1.00 0.0% N/A 1.00 (1.00) (100.0%) 2.00 2.00 0.0% 4.00 4.00 0.0% 1.00 1.00 0.0% 1.00 1.00 0.0% N/A N/A 5.00 3.00 4.00 (1.00) (20.0%) 1.00 1.00 1.00 N/A 2.00 N/A 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 N/A 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 33.15 18.00 39.00 5.85 17.6% FY 2010 FY 2011 ADOPTED ADOPTED 4.00 4.00 9.00 9.00 24.00 20.15 37.00 33.15 FY 2011 FY 2011 REVISED FORECAST 4.00 6.00 9.00 12.00 20.15 33.15 18.00 Staffing by Fund DEPARTMENT/FUND 100 GENERAL 532 PUBLIC HEALTH GRANTS 618 BENEFIT ADMINISTRATION Department Total REVISED TO ADOPTED FY 2012 ADOPTED VARIANCE VAR % 8.00 4.00 100.0% 12.00 3.00 33.3% 19.00 (1.15) (5.7%) 39.00 5.85 17.6% Significant Variance Analysis In FY 2012, there is a new department staffing structure. The staff increase is based on the availability of grant funds and the creation of this new Department. General Adjustments Base Adjustments: General Fund (100)  Decrease Regular Benefits by $252 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate.  Increase Regular Benefits by $4,411 for retirement contribution rate increase.  Increase Personal Services by $190,042 based on a net increase of Salaries, Benefits, and Personal Services Allocation Out. 287 Maricopa County Annual Business Strategies FY 2012 Adopted Budget     Department Strategic Plans and Budgets Business Strategies & Health Care Programs Increase General Supplies by $4,500. Increase Education and Training by $1,500. Decrease Support and Care of Persons by $107,200 to right size budget based on the FY 2011 Forecast and FY 2010 Actual. Increase Services by $1,914,985 due to a net increase in Legal Services, Other Services, Intergovernmental Payments, and Internal Service Charges. Public Health Grant Fund (532)  Decrease Regular Benefits by $432 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate.  Increase Regular Benefits by $5,307 for retirement contribution rate increase.  Increase revenues by $270,026 and expenditures by $265,151 to reconcile expected grant awards in FY 2012. Benefits Trust Fund (685)  Decrease Regular Benefits by $684 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate.  Increase Regular Benefits by $9,765 for retirement contribution rate increase.  Increase Other Services by $743 for banking fees.  Reduce revenues by $6,105,966 and expenditures by $5,024,876 to reflect adjustments to base internal service charges in FY 2012. Benefits Trust Fund (685) Non Recurring/Non Project (0001)  Increase budget for one-time expenditures of $2,080,650 to enhance the Wellness Program in the County.  Increase budget for one-time expenditures of $388,343 for the contingency funding for the implementation of ADP.  Increase budget for one-time expenditures of $120,000 for the SQL Server Warehouse.  Increase budget for one-time expenditures of $72,000 for consultant support services for the implementation of ADP. Strategic Business Plan Update The Department participated in a facilitated partial Strategic Business Plan update process, resulting in changes to their plan effective for FY 2012. The Department will review all activities and measurements during the FY 2013 Strategic Business Plan update process. Programs and Activities Employee Health and Wellness Program The purpose of the Employee Health and Wellness Program 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 stay healthy and productive. 288 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Program Results Measure Description Percent of departments who received the services who feel that as a result of services, their employees have the tools and workspace to do their jobs safely Percent of active employees who received a biometric screening and health risk assessment who took steps to improve their health based on the results Percentage of employees with less than three risk factors as measured through the biometric screeenings Percentage of employees receiving counseling services who felt the services helped them to resolve or cope with their issues FY 2010 ACTUAL 27.1% FY 2011 FY 2011 REVISED FORECAST 95.7% 95.7% FY 2012 ADOPTED 71.7% REV VS ADOPTED VAR % -24.0% -25.0% N/A N/A N/A 86.1% N/A N/A N/A N/A N/A 26.0% N/A N/A N/A 95.0% 95.0% 61.9% -33.1% -34.8% 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. Measure Type Result Output Output Output Demand Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of departments who received the 27.1% 95.7% 95.7% 71.7% (24.0%) -25.0% services who feel that as a result of services, their employees have the tools and workspace to do their jobs safely Total number of evaluations and consultations 3,651 3,774 1,199 5,983 2,209 58.5% completed Number of evaluations completed 838 2,794 888 4,303 1,509 54.0% Number of consultations completed N/A 980 311 1,691 711 72.6% Number of evaluations requested 3,919 2,910 947 4,361 1,451 49.9% Number of consultations requested N/A 1,023 332 1,748 725 70.9% Expenditure per evaluation/consultation $ 69.73 $ - $ 220.68 $ 42.99 $ (42.99) N/A completed Revenue 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ $ - $ $ 260,615 260,615 $ $ 264,130 264,130 $ $ 257,211 257,211 $ $ (3,404) (3,404) -1.3% -1.3% 618 - BENEFIT ADMINISTRATION TOTAL USES $ $ 254,574 254,574 $ $ 260,615 260,615 $ $ 264,594 264,594 $ $ 257,211 257,211 $ $ 3,404 3,404 1.3% 1.3% Expenditure Activity Narrative: The Activity measures are new in FY 2011; however these measures will be reviewed during the FY 2013 Strategic Business Plan update. 289 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs 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 receiving counseling services who felt the services helped them to resolve or cope with their issues Number of active employees who received EAP Benefit coverage Number of active employees eligible for EAP Benefit coverage Expenditure per employee who received EAP Benefit coverage FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 95.0% 95.0% FY 2012 ADOPTED 61.9% REV VS ADOPTED VAR % (33.1%) -34.8% N/A 13,127 13,127 12,749 (378) -2.9% N/A 13,127 13,127 12,749 (378) -2.9% (1.35) N/A N/A $ - $ 14.39 $ 1.35 $ Revenue 628 - EMPLOYEE ASSISTANCE TOTAL SOURCES $ $ - $ $ 196,253 196,253 $ $ 188,916 188,916 $ $ 206,332 206,332 $ $ 10,079 10,079 5.1% 5.1% 628 - EMPLOYEE ASSISTANCE TOTAL USES $ $ - $ $ 196,253 196,253 $ $ 188,938 188,938 $ $ 206,332 206,332 $ $ (10,079) (10,079) -5.1% -5.1% Expenditure Activity Narrative: The Activity measures were new in FY 2011; however these measures will be reviewed during the FY 2013 Strategic Business Plan update. The percentage of employees receiving counseling services who felt the services helped them resolve or cope with their issues is decreasing in FY 2012 as a result of the description for this measure changing and how it is counted in FY 2012. 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. 290 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of active employees who received a biometric screening and health risk assessment who took steps to improve their health based on the results Percentage of employees with less than three risk factors as measured through the biometric screeenings Number of employees who received biometric screenings Number of active employees who are eligible to receive the biometric screening Expenditure per active employee who received a biometric screening Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 86.1% N/A N/A N/A 26.0% N/A N/A N/A N/A N/A 8,146 N/A N/A N/A N/A N/A 10,972 N/A N/A N/A N/A N/A $ 470.72 N/A N/A Revenue 615 - WELLNESS 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 795,141 44,110 223,379 $ 1,062,630 $ 810,960 282,038 $ 1,092,998 $ 720,861 285,841 $ 1,006,702 $ 1,613,048 140,756 $ 1,753,804 $ $ 802,088 (141,282) 660,806 98.9% N/A -50.1% 60.5% 615 - WELLNESS 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ $ 1,095,960 282,039 $ 1,377,999 $ $ 3,693,698 140,756 $ 3,834,454 $ (2,597,738) 141,283 $ (2,456,455) -237.0% N/A 50.1% -178.3% Expenditure $ 617,597 51,849 190,151 859,597 $ 650,542 239,206 889,748 Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. These measures will be reviewed during the FY 2013 Strategic Business Plan update. 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. The Department is developing options for new Wellness program initiatives. The options will be presented to the Board of Supervisors for approval. Base Adjustment: Wellness Fund (615) Non Recurring Non Project  Increase budget for one-time expenditures of $2,080,650 to enhance the Wellness Programs in the County. Employee Health Benefits Program The purpose of the Employee Health Benefits Program is to provide health insurance coverage and wellness services to Maricopa County benefit-eligible covered members so they can have access to effective and affordable health care. 291 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Program Results Measure Description Percentage of benefit-eligible employees who received the Mental Health benefit plan who Loss ratio (percentage of mental health claims expenses to premium revenue). Percentage of eligible employees who rated Medical benefits plan as affordable. Loss ratio (percentage of medical claims expenses to premium revenues) Percent of benefit-eligible employees who received the benefit coverage who rated the benefit as affordable to the annual benefit satisfaction survey results Loss ratio (percentage of pharmacy claims expenses to premium revenues) Percentage of eligible employees who rated the Dental benefit as affordable Loss ratio (percentage of dental claims expenses to premium revenue) Percentage of benefit-eligible employees who rated the vision benefit plan as affordable Loss ratio (percentage of vision claims expenses to premium revenue) Loss ratio (percentage short-term disability claims expenses to premium revenue) Percentage of benefit-eligible employees who rated their Short-Term Benefit plan as affordable according to the annual benefit satisfaction survey results FY 2010 ACTUAL 63.0% FY 2011 FY 2011 REVISED FORECAST 95.0% 95.0% FY 2012 ADOPTED 61.9% REV VS ADOPTED VAR % -33.1% -34.8% N/A 92.5% 92.5% 100.0% 7.5% 8.1% N/A 95.0% 95.0% 91.1% -3.9% -4.2% N/A 89.7% 89.7% 100.0% 10.3% 11.5% N/A 95.0% 95.0% 87.0% -8.0% -8.4% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A N/A 92.5% N/A N/A N/A 98.5% 98.5% 100.0% 1.5% 1.5% N/A 95.0% 95.0% 89.1% -5.9% -6.2% N/A 95.8% 95.8% 100.0% 4.2% 4.3% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 95.0% 95.0% 71.0% -24.0% -25.3% Activities that comprise this program include:  Employee Medical Benefit  Employee Pharmacy Benefits  Employee Vision    Employee Short-term Disability Employee Dental Employee Mental Health Employee Medical Activity The purpose of the Employee Medical Benefit Activity is to provide Medical insurance coverage and information to Maricopa County benefits-eligible covered members so they can have access to effective and affordable medical care. Mandates: Administrative mandate as required by County governance. 292 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Output Output Output Output Output Demand Efficiency Department Strategic Plans and Budgets Business Strategies & Health Care Programs Measure Description Percentage of eligible employees who rated Medical benefits plan as affordable Loss ratio (percentage of medical claims expenses to premium revenues) Number of benefit-eligible covered members who received coverage in the Choice Fund Health Savings Account Medical Benefit plan FY 2010 ACTUAL N/A Number of benefit-eligible covered members who received coverage in the CMG High Option Medical Benefit plan Number of benefit-eligible covered members who received coverage in the CMG Low Option Medical Benefit plan Number of benefit-eligible covered members who received coverage in the OAP High Option Medical Benefit plan Number of benefit-eligible covered members who received coverage in the OAP Low Option Medical Benefit plan Number of benefit-eligible covered members who received coverage in the OAPIN Open Access Plus In-Network Medical Benefit plan Number of benefit-eligible covered members who received Medical Benefit coverage Number of benefit-eligible covered members enrolled in Medical Benefit coverage Expenditure per benefit-eligible covered member who received Medical Benefit coverage FY 2011 FY 2011 REVISED FORECAST 95.0% 95.0% N/A 89.7% 89.7% N/A N/A N/A N/A N/A N/A FY 2012 ADOPTED 91.1% REV VS ADOPTED VAR % (3.9%) -4.2% 100.0% 10.3% 11.5% 1,230 N/A N/A N/A 10,487 N/A N/A N/A N/A 445 N/A N/A N/A N/A N/A 6,195 N/A N/A N/A N/A N/A 925 N/A N/A N/A N/A N/A 4,199 N/A N/A N/A N/A N/A 23,481 N/A N/A N/A N/A N/A 23,481 N/A N/A N/A N/A N/A $ 340.45 N/A N/A 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 616 - CONTRACT ADMINISTRATION 617 - MED INCENTIVE AND PENALTIES 618 - BENEFIT ADMINISTRATION 632 - CIGNA FOR SENIORS 652 - HEALTH SELECT SI TRUST TOTAL SOURCES $ 34,292,344 1,150,727 15,986,982 28,462,958 2,070,879 1,493,995 540 225,410 13,450 1,141,535 520,408 3,011 $ 85,362,239 $ 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 $ 34,975,749 1,214,919 17,685,755 28,766,100 2,189,983 5,943,293 228,212 750,207 541,004 $ 92,295,222 $ 38,798,632 1,201,113 17,985,367 29,754,654 2,187,205 5,514,104 275,413 488,400 $ 96,204,888 $ 29,103 (3,338) (260,643) 718,970 67,890 34,043 59,705 (2,357,648) (679,049) (70,800) $ (2,461,767) 0.1% -0.3% -1.4% 2.5% 3.2% 0.6% N/A 27.7% -100.0% -100.0% -12.7% N/A -2.5% 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 $ 36,429,920 868,161 18,492,028 29,727,049 1,588,726 1,177,936 264,964 766,290 535,455 $ 89,850,529 $ 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 $ 35,389,516 1,137,886 16,779,477 28,622,928 2,220,649 5,032,553 199,826 1,000,000 1,406,113 550,258 $ 92,339,206 $ 38,798,632 1,201,113 17,985,367 29,754,654 2,187,205 5,514,104 488,400 $ 95,929,475 $ 1.3% 0.3% 1.4% -2.5% -3.2% -0.6% 100.0% 100.0% 100.0% 12.7% 4.3% Revenue Expenditure 495,897 3,338 260,643 (718,970) (67,890) (34,043) 215,708 3,357,648 679,049 70,800 $ 4,262,180 Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2013 Strategic Business Plan update. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment. Budgeted revenue is based on the Board of Supervisors approved premiums. 293 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Employee Dental Activity The purpose of the Employee Dental Activity is to provide dental insurance coverage and information to Maricopa County benefit-eligible employees and their families and retirees so they can have access to effective and affordable dental care. Mandates: Administrative mandate as required by County governance. Measure Type Result Result Output Output Demand Efficiency Measure Description Percentage of eligible employees who rated the Dental benefit as affordable Loss ratio (percentage of dental claims expenses to premium revenue) Number of benefit-eligible covered members who received Dental benefit coverage Number of benefit-eligible covered members who received self-funded Dental benefit coverage Number of benefit-eligible covered members who enrolled in Dental benefit coverage Expenditure per covered member who received dental benefit coverage FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A 98.5% 98.5% N/A N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 92.5% 100.0% 1.5% 1.5% N/A 19,606 N/A N/A N/A N/A 10,279 N/A N/A N/A N/A N/A 19,606 N/A N/A N/A N/A N/A $ 458.54 N/A N/A 607 - FI DENTAL PPO 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL SOURCES $ 5,495,850 42,387 214,663 451,646 3,279,896 $ 9,484,442 $ 5,502,303 23,009 127,712 409,832 3,510,313 $ 9,573,169 $ 5,264,367 29,645 129,434 402,395 3,521,176 $ 9,347,017 $ 4,997,323 418,926 3,573,945 $ 8,990,194 $ (504,980) (23,009) (127,712) 9,094 63,632 (582,975) -9.2% -100.0% -100.0% 2.2% 1.8% -6.1% 607 - FI DENTAL PPO 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL USES $ 5,478,081 49,826 143,705 436,117 2,984,868 $ 9,092,597 $ 5,502,303 23,009 127,712 409,832 3,510,313 $ 9,573,169 $ 5,267,875 23,311 207,960 402,461 3,504,378 $ 9,405,985 $ 4,997,323 418,926 3,573,945 $ 8,990,194 $ 504,980 23,009 127,712 (9,094) (63,632) 582,975 9.2% 100.0% 100.0% -2.2% -1.8% 6.1% Revenue $ Expenditure $ Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2013 Strategic Business Plan update. The budgeted expenditures are based on the rates developed by the actuary or contractual rates for dental insurance for the current enrollment. Budgeted revenue is based on the Board of Supervisors approved premiums. Employee Pharmacy Benefits Activity The purpose of the Employee Pharmacy Benefits Activity is to provide pharmacy benefit plans and information to benefit-eligible Maricopa County employees, their families and retirees so they can obtain affordable pharmacy care. Mandates: Administrative mandate as required by County governance. 294 Maricopa County Annual Business Strategies FY 2012 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 Loss ratio (percentage of pharmacy claims expenses to premium revenues) Number of benefit-eligible covered members who received Pharmacy Benefit coverage Number of benefit-eligible covered members enrolled for Pharmacy Benefit coverage Expenditure per benefit-eligible covered members who received Pharmacy Benefit plan coverage Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 95.0% 95.0% N/A 100.0% 100.0% N/A N/A N/A FY 2012 ADOPTED 87.0% REV VS ADOPTED VAR % (8.0%) -8.4% 100.0% 0.0% 0.0% N/A 22,294 N/A N/A N/A N/A 22,294 N/A N/A N/A N/A N/A $ 48.85 N/A N/A 608 - COINSURANCE 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 13,110,781 2,321,568 87,829 444,798 $ 15,964,976 $ 13,041,846 1,994,911 34,513 264,588 $ 15,335,858 $ 12,816,860 1,990,832 54,979 268,156 $ 15,130,827 $ 11,358,884 1,711,120 $ 13,070,004 $ (1,682,962) (283,791) (34,513) (264,588) $ (2,265,854) -12.9% -14.2% -100.0% -100.0% -14.8% 608 - COINSURANCE 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ 11,459,190 2,079,569 103,244 297,823 $ 13,939,826 $ 13,041,846 1,994,911 34,513 264,588 $ 15,335,858 $ 12,060,984 1,830,861 35,138 453,020 $ 14,380,003 $ 11,358,884 1,711,120 $ 13,070,004 $ 1,682,962 283,791 34,513 264,588 $ 2,265,854 12.9% 14.2% 100.0% 100.0% 14.8% Revenue Expenditure Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2013 Strategic Business Plan update. The budgeted expenditures are based on the rates developed by the actuary for the current enrollment. Budgeted revenue is based on the Board of Supervisors approved premiums. Employee Vision Activity The purpose of the Employee Vision Activity is to provide vision insurance coverage and information to benefit-eligible Maricopa County employees, their families and retirees so they can have access to effective and affordable vision care. Mandates: Administrative mandate as required by County governance. 295 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percentage of benefit-eligible employees who rated the vision benefit plan as affordable Loss ratio (percentage of vision claims expenses to premium revenue) Number of benefit-eligible covered members who received Vision Benefit coverage Number of benefit-eligible covered members enrolled for Vision Benefit coverage Expenditure per covered member who received Vision Benefit plan coverage Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 95.0% 95.0% N/A 95.8% 95.8% N/A N/A N/A N/A REV VS ADOPTED VAR % (5.9%) -6.2% FY 2012 ADOPTED 89.1% 100.0% 4.2% 4.3% N/A 23,116 N/A N/A N/A N/A 23,116 N/A N/A N/A N/A $ 4.79 N/A N/A (2,876) (49,181) (23,418) (75,644) (151,119) -100.0% -100.0% -1.7% -100.0% -10.2% 2,876 49,181 23,418 75,644 151,119 100.0% 100.0% 1.7% 100.0% 10.2% Revenue 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 623 - VISION 624 - STAND ALONE VISION TOTAL SOURCES $ 6,369 32,254 1,303,383 $ 1,342,006 $ 2,876 49,181 1,351,050 75,644 $ 1,478,751 $ 4,169 49,844 1,418,867 $ 1,472,880 $ 1,327,632 $ 1,327,632 $ $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 623 - VISION 624 - STAND ALONE VISION TOTAL USES $ $ $ $ $ Expenditure 7,487 21,557 1,312,113 $ 1,341,157 2,876 49,181 1,351,050 75,644 $ 1,478,751 2,921 16,810 1,447,353 $ 1,467,084 1,327,632 $ 1,327,632 $ Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2013 Strategic Business Plan update. Budgeted revenue is based on the Board of Supervisors approved premiums. Employee Mental Health Activity The purpose of the Mental Health Activity is to provide Behavioral Health insurance 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. 296 Maricopa County Annual Business Strategies FY 2012 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 Loss ratio (percentage of mental health claims expenses to premium revenue) Number of benefit-eligible covered members who received the Mental Health Benefit coverage Number of benefit-eligible covered members enrolled in Mental Health Benefit coverage Expenditure per benefit-eligible covered member who received Mental Health Benefit plan coverage Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2010 ACTUAL 63.0% FY 2011 FY 2011 REVISED FORECAST 95.0% 95.0% N/A 92.5% 92.5% N/A N/A N/A N/A FY 2012 ADOPTED 61.9% REV VS ADOPTED VAR % (33.1%) -34.8% 100.0% 7.5% 8.1% N/A 22,782 N/A N/A N/A N/A 22,782 N/A N/A N/A N/A $ 7.70 N/A N/A Revenue 614 - BEHAVIORAL HEALTH 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 628 - EMPLOYEE ASSISTANCE TOTAL SOURCES $ 2,573,124 10,974 55,575 186,758 $ 2,826,431 $ 4,491,552 11,505 33,063 $ 4,536,120 $ 4,411,470 10,389 33,509 $ 4,455,368 $ 2,104,872 3,511 $ 2,108,383 $ (2,386,680) (7,994) (33,063) $ (2,427,737) -53.1% -69.5% -100.0% N/A -53.5% 614 - BEHAVIORAL HEALTH 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 628 - EMPLOYEE ASSISTANCE TOTAL USES $ 2,012,300 12,899 37,202 188,543 $ 2,250,944 $ 4,491,552 11,505 33,063 $ 4,536,120 $ 1,744,874 11,583 115,333 $ 1,871,790 $ 2,104,872 $ 2,104,872 $ 2,386,680 11,505 33,063 $ 2,431,248 53.1% 100.0% 100.0% N/A 53.6% Expenditure Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2013 Strategic Business Plan update. The FY 2011 Mental Health rates were raised significantly from FY 2010 due to the estimation that changes in the requirements for autism would greatly increase claims, which did not actually occur. Therefore the FY 2012 rates are decreased to reflect the actual claims. Employee Short-term Disability Activity The purpose of the Employee Short-term Disability Activity is to provide short-term disability insurance plans to Maricopa County benefit-eligible employees so they can obtain affordable income replacement. Mandates: Administrative mandate as required by County governance. 297 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Loss ratio (percentage short-term disability claims expenses to premium revenue) 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 coverage The number of benefit-eligible employees who enrolled in Short-Term Disability Benefit plan coverage Expenditure per benefit-eligible employee who received Short-term Disability Benefit plan coverage Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% N/A 95.0% 95.0% 71.0% N/A 7,962 7,962 N/A 7,962 7,962 N/A $ - $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% 286.09 $ (24.0%) -25.3% 7,798 (164) -2.1% 7,798 (164) -2.1% (30.84) N/A 30.84 $ Revenue 610 - 70 PERCENT STD 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ 610 - 70 PERCENT STD 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD 618 - BENEFIT ADMINISTRATION TOTAL USES $ $ - $ 2,246,085 510,935 439,219 202,539 15,804 $ 3,414,582 $ 2,192,757 507,923 431,187 204,281 16,017 $ 3,352,165 $ 1,384,936 297,718 142,859 $ 1,825,513 $ (2,246,085) 874,001 (141,501) (59,680) (15,804) $ (1,589,069) -100.0% 171.1% -32.2% -29.5% -100.0% -46.5% - $ 2,246,085 510,935 439,219 202,539 15,804 $ 3,414,582 $ 1,530,588 322,394 334,473 79,865 10,536 $ 2,277,856 $ $ 2,246,085 (1,662,169) (38,275) (32,362) 15,804 $ 529,083 100.0% -325.3% -8.7% -16.0% 100.0% 15.5% Expenditure $ 2,173,104 477,494 234,901 $ 2,885,499 Activity Narrative: The Activity measures were new in FY 2011; however these measures will be reviewed again during the FY 2013 Strategic Business Plan update. The expenditures for this Activity are based on the current enrollment. In FY 2012, the 70 percent Short-Term Disability option (610) is discontinued. It is assumed that those employees currently enrolled in the 70 percent option will move to the 60 percent option. As a result there is a considerable increase in the budgeted expenditures and revenue for the 60 percent Short Term Disability option (611). FY 2012 includes a planned spend down of this fund’s balance, which is higher than required. To reduce the fund balance to the desired level, the FY 2012 budget includes: Premium reduction of thirty-two percent, a reduction in the number of sick days employees are required to take prior to receiving Short-Term Disability benefits, and an increase in the maximum payout of Short-Term Disability benefits has been increased from $1,000 to $2,000 per pay period. Voluntary Benefits Program The purpose of the Voluntary Benefits Program is to provide optional benefits and services to Maricopa County covered members so they can take maximum advantage of tax savings and obtain affordable optional benefits. 298 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Program Results Measure Description Percentage of benefit-eligible employees who enrolled in Child Life Insurance Benefit plan 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 enrolled in Accidental Death and Dismemberment Benefit plan who rated the benefits as affordable on the annual benefits satisfaction survey Percentage of benefit-eligible employees who enrolled in Spousal Life Insurance Benefit plan who are satisfied with the benefits according 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 95.0% 95.0% FY 2012 ADOPTED 70.0% REV VS ADOPTED VAR % -25.0% -26.3% N/A N/A N/A 87.0% N/A N/A N/A N/A N/A 87.0% N/A N/A N/A N/A N/A 67.9% N/A N/A 13.2% 95.0% 95.0% 95.1% 0.1% 0.1% 36.7% 90.0% 90.0% 90.0% 0.0% 0.0% 7.3% 95.0% 95.0% 84.3% -10.7% -11.2% Activities that comprise this program include:  Flexible Spending Account  Life Insurance  Other Benefits 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. 299 Maricopa County Annual Business Strategies FY 2012 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 covered members who received the dependent care reimbursement benefit coverage The number of benefit-eligible covered members who received flexible spending benefit coverage The number of benefit-eligible covered members who received the health care reimbursement benefit coverage The number of benefit-eligible covered members enrolled in the dependent care reimbursement benefit coverage The number of benefit-eligible covered members enrolled in the health care reimbursement benefit coverage. Expenditure per covered member who received flexible spending benefit reimbursement plan coverage Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2010 ACTUAL 13.2% FY 2011 FY 2011 REVISED FORECAST 95.0% 95.0% 36.7% 90.0% 90.0% N/A N/A N/A REV VS ADOPTED VAR % 0.1% 0.1% FY 2012 ADOPTED 95.1% 90.0% 0.0% 0.0% N/A 230 N/A N/A N/A N/A 1,922 N/A N/A N/A N/A N/A 1,692 N/A N/A N/A N/A N/A 237 N/A N/A N/A N/A N/A 1,692 N/A N/A N/A N/A N/A $ 1,973.99 N/A N/A (13,476) 542,948 274,349 803,821 N/A -100.0% 24.0% 38.3% 26.9% 13,476 (542,948) (274,349) (803,821) N/A 100.0% -24.0% -38.3% -26.9% Revenue 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL SOURCES $ 4,476 22,666 2,250,347 752,792 $ 3,030,281 $ 13,476 2,261,183 715,536 $ 2,990,195 $ 13,657 2,633,341 893,056 $ 3,540,054 $ 2,804,131 989,885 $ 3,794,016 $ $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL USES $ $ $ $ $ Expenditure 5,261 15,164 2,240,097 750,448 $ 3,010,970 13,476 2,261,183 715,536 $ 2,990,195 11,790 2,396,360 741,756 $ 3,149,906 2,804,131 989,885 $ 3,794,016 $ Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. The budget is based on current enrollment and employee contribution levels. Life Insurance Activity The purpose of the Life Insurance Activity is to provide life insurance plans to Maricopa County benefiteligible covered members so they can obtain affordable life and accidental death coverage. Mandates: Administrative mandate as required by County governance. 300 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Demand Demand Demand Demand Efficiency Department Strategic Plans and Budgets Business Strategies & Health Care Programs Measure Description Percentage of benefit-eligible employees who enrolled in Child 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 Additional Life Insurance Benefit plan who rated the benefits as affordable to the annual benefits satisfaction survey Percentage of benefit-eligible employees who enrolled in Accidental Death and Dismemberment Benefit plan who rated the benefits as affordable on the annual benefits satisfaction survey Percentage of benefit-eligible employees who enrolled in Spousal Life Insurance Benefit plan who are satisfied with the benefits according to the annual benefits satisfaction survey FY 2010 ACTUAL N/A Number of benefit-eligible covered members who received Accidental Death and Dismemberment benefit plans Number of benefit-eligible covered members who received Additional Life Benefit plans Number of benefit-eligible covered members who received additional life, Accidental Death & Dismemberment, Child Life, and/or Spousal Life benefit plans Number of benefit-eligible covered members who received Child Life Insurance Number of benefit-eligible covered members who received Spousal Life Insurance Benefit policies Number of benefit-eligible covered members enrolled in Accidental Death and Dismemberment benefit plans Number of benefit-eligible covered members enrolled in Additional Life and AD&D Benefit plans. Number of benefit-eligible covered members enrolled in Child Life Insurance benefit plans Number of benefit-eligible covered members enrolled in Spousal Life Insurance benefit plans Expenditure per benefit-eligible covered member who received additional life, Accidental Death & Dismemberment, child life and/or spousal life insurance FY 2011 FY 2011 REVISED FORECAST 95.0% 95.0% REV VS ADOPTED VAR % (25.0%) -26.3% FY 2012 ADOPTED 70.0% N/A N/A N/A 87.0% N/A N/A N/A N/A N/A 87.0% N/A N/A N/A N/A N/A 67.9% N/A N/A N/A N/A N/A 7,360 N/A N/A N/A N/A N/A 8,155 N/A N/A N/A N/A N/A 9,050 N/A N/A N/A N/A N/A 3,590 N/A N/A N/A N/A N/A 4,065 N/A N/A N/A N/A N/A 12,483 N/A N/A N/A N/A N/A 15,250 N/A N/A N/A N/A N/A 3,611 N/A N/A N/A N/A N/A 4,025 N/A N/A N/A N/A N/A $ 50.81 N/A N/A (26,436) (26,436) N/A -100.0% 0.0% 0.0% 0.0% -0.5% Revenue 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL SOURCES $ 8,780 44,459 901,737 3,629,564 482,210 $ 5,066,750 26,436 1,130,769 3,880,123 506,927 $ 5,544,255 301 $ $ 26,793 1,082,976 3,556,959 508,567 $ 5,175,295 $ 1,130,769 3,880,123 506,927 $ 5,517,819 $ $ Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Expenditure 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL USES $ 10,320 29,799 916,523 3,545,407 466,738 $ 4,968,787 $ 26,436 1,130,769 3,880,123 506,927 $ 5,544,255 $ 23,190 1,082,153 3,553,392 508,706 $ 5,167,441 $ 1,130,769 3,880,123 506,927 $ 5,517,819 $ $ 26,436 26,436 N/A 100.0% 0.0% 0.0% 0.0% 0.5% Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. The budget is based on current enrollment levels and the contractual rates for life insurance premiums. Other Benefits Activity The purpose of the Other Benefits Activity is to provide optional benefits at group rates to covered members 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 covered members under the Prepaid Legal Benefit plan Number of covered members enrolled in the Prepaid Legal Benefit plan Cost per covered member receiving legal services coverage FY 2010 ACTUAL 7.3% FY 2011 FY 2011 REVISED FORECAST 95.0% 95.0% FY 2012 ADOPTED 84.3% REV VS ADOPTED VAR % (10.7%) -11.2% N/A N/A N/A 1,618 N/A N/A N/A N/A N/A 1,618 N/A N/A N/A N/A N/A $ 14.70 N/A N/A Revenue 631 - VOLUNTARY BENEFITS TOTAL SOURCES $ $ 287,709 287,709 $ $ 306,930 306,930 $ $ 307,032 307,032 $ $ 285,492 285,492 $ $ (21,438) (21,438) -7.0% -7.0% 631 - VOLUNTARY BENEFITS TOTAL USES $ $ 286,030 286,030 $ $ 306,930 306,930 $ $ 307,618 307,618 $ $ 285,492 285,492 $ $ 21,438 21,438 7.0% 7.0% Expenditure Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. Revenue and expenditures are based on current enrollment. Trial Delivery Program The purpose of the Trial Delivery Program is to provide for services related to Court ordered involuntary commitment proceedings. Program Results Measure Description NA NA FY 2010 ACTUAL N/A N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A Activities that comprise this program include:  Mental Health Testimony  Mental Health Orders 302 FY 2012 ADOPTED N/A N/A REV VS ADOPTED VAR % N/A N/A N/A N/A Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Mental Health Testimony Activity The purpose of the Mental Health Testimony Activity is to provide payment services to contracted psychiatrists at Maricopa Medical Center so they can perform evaluations on persons accused of committing a crime to determine if they are mentally competent to stand trial. Mandates: Measure Type Result Output Demand Efficiency A.R.S. § 36-545.04 Measure Description FY 2010 ACTUAL N/A N/A N/A NA Number of second affidavits prepared/paid for Number of second affidavits needed for individuals Expenditure per second affidavits prepared/paid for FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A FY 2012 ADOPTED N/A 2,656 2,684 N/A $ REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A 216.49 N/A N/A 575,000 575,000 $ 1,652,151 $ 1,652,151 74.2% 74.2% Expenditure 100 - GENERAL TOTAL USES $ $ 510,150 510,150 $ 2,227,151 $ 2,227,151 $ 2,197,495 $ 2,197,495 $ $ Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2013 Strategic Business Plan update. Mental Health Orders Activity The purpose of the Mental Health Orders Activity is to provide payment services to psychiatrists so they can determine that a defendant is mentally able to stand trial. Mandates: Measure Type Result Output Demand Efficiency Expenditure A.R.S. § 36-545.04 Measure Description FY 2010 ACTUAL N/A N/A N/A NA Number of claims paid Number of individual claims for transport to mental health facilities requested Expenditure per claim paid 100 - GENERAL TOTAL USES FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A $ $ 53,455 53,455 N/A $ $ 53,000 53,000 N/A $ $ $ 55,302 55,302 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A FY 2012 ADOPTED N/A 1,884 1,884 $ $ 40.98 77,200 77,200 $ $ N/A N/A (24,200) (24,200) -45.7% -45.7% Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2013 Strategic Business Plan update. 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. 303 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Program Results Measure Description Percent of clients who complete tuberculosis treatment within three months of the treatment FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 0.0% REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include:  Tuberculosis Treatment Tuberculosis Treatment Activity The purpose of the Tuberculosis 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 to such individuals so they can be free of TB and reduce the spread of the disease in the community. Mandates: Measure Type Result Output Output Demand Efficiency Expenditure A.R.S. § 11-302, A.R.S. § 36-717 Measure Description Percent of clients who complete tuberculosis treatment within three months of the treatment goal Number of clients who complete tuberculosis treatment Number of tuberculosis clinic visits Anticipated number of tuberculosis clinic visits Expenditure per tuberculosis clinic visit 100 - GENERAL TOTAL USES FY 2010 ACTUAL N/A $ $ FY 2011 FY 2011 REVISED FORECAST 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 $ 95,551 95,551 $ $ 500,000 500,000 $ $ 276,801 276,801 REV VS ADOPTED VAR % N/A N/A FY 2012 RECOMM 0.0% $ $ 3 N/A N/A 59 59 - N/A N/A N/A N/A N/A N/A - 0.0% 0.0% 500,000 500,000 $ $ Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2013 Strategic Business Plan update. Indigent Long Term Care Program The purpose of the Long Term Care Program is to provide long-term care services to clients who did not meet ALTCS standards at the time of its adoption so they can maintain or improve their health. Program Results Measure Description NA FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include:  County Residual Long Term Care County Residual Long Term Care Activity The purpose of the County Residual Long Term Care Activity is to provide long-term care services to clients who did not meet ALTCS standards at the time of its adoption so they can maintain or improve their health. 304 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Mandates: Measure Type Result Output Demand Efficiency Department Strategic Plans and Budgets Business Strategies & Health Care Programs A.R.S. § 11-293, A.R.S. § 11-293.01 Measure Description FY 2010 ACTUAL N/A N/A NA Average number of members currently in County Residual Long Term Care Program Average number of members in Residual Long Term Care Program Expenditure per member currently in County Residual Long Term Care Program FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A FY 2012 ADOPTED N/A 2 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A 2 N/A N/A N/A N/A N/A $ 25,000.00 N/A N/A (324) (324) -4.5% -4.5% Revenue 100 - GENERAL TOTAL SOURCES $ $ 6,876 6,876 $ $ 7,200 7,200 $ $ 6,984 6,984 $ $ 6,876 6,876 $ $ 100 - GENERAL TOTAL USES $ $ 129,861 129,861 $ $ 307,200 307,200 $ $ 117,722 117,722 $ $ 200,000 200,000 $ $ Expenditure 107,200 107,200 34.9% 34.9% Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2013 Strategic Business Plan update. Performance Management Program The purpose of the Performance Management Program is to provide Strategic planning and performance measurement services to the Board of Supervisors and Maricopa County Departments and Districts so they can strategically plan the provision of services to the residents of Maricopa County, make data-driven business decisions, and be accountable for transparently measuring and reporting progress in meeting measurable performance goals. Program Results Measure Description Percent of respondents who believe MFR will increase organizational effectiveness (ESS Percent of departments rating MFR consultation services as very helpful (Internal Services Survey) FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A FY 2012 ADOPTED 75.0% 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A Activities that comprise this program include:  Performance Management Performance Management Activity The purpose of the Performance Management Activity is to provide Strategic planning and performance measurement services to the Board of Supervisors and Maricopa County Departments and Districts so they can strategically plan the provision of services to the residents of Maricopa County, make datadriven business decisions, and be accountable for transparently measuring and reporting progress in meeting measurable goals. Mandates: None. 305 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Expenditure Measure Description Percent of respondents who believe MFR will increase organizational effectiveness (ESS survey question) Percent of departments rating MFR consultation services as very helpful (Internal Services Survey) Number of facilitated department activity updates Number of plan reviews received Number of department activities to be updated Number of plan reviews requested Total activity expenditure/updated activity 100 - GENERAL TOTAL USES Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2010 ACTUAL N/A $ $ FY 2011 FY 2011 REVISED FORECAST 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 N/A $ 297,703 297,703 $ $ 345,386 345,386 $ $ 197,627 197,627 REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 75.0% 100.0% $ $ N/A N/A 80 N/A N/A 8 80 8 2,355.66 N/A N/A N/A N/A N/A N/A N/A N/A 156,933 156,933 45.4% 45.4% 188,453 188,453 $ $ Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. Ryan White HIV/AIDS – Part A Program The purpose of the Maricopa County Ryan White HIV/AIDS Program- Part A Program is to provide a continuum of care containing a mix of core medical services and essential support services to eligible people with HIV/AIDS so they can achieve optimal health, well being, and self determination. Program Results Measure Description Percent of clients tested with a Viral load below level of detection Percent of eligible clients with referral to nonmedical support services who receive medical services or non-medical support services FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A FY 2012 ADOPTED 33.5% N/A REV VS ADOPTED VAR % N/A N/A N/A N/A Activities that comprise this program include:  Ryan White Core Medical Services  Ryan White Non-Medical Support Services Core Medical Services Activity The purpose of the Core Medical Services Activity is to provide direct medical assistance to eligible people living with HIV/AIDS so they can improve their health and manage their disease. Mandates: None. 306 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Output Demand Demand Efficiency Measure Description Percent of clients tested with a Viral load below level of detection Number of core medical service units received Number of eligible clients receiving Outpatient/Ambulatory Medical Care Services Number of core medical service units requested Number of eligible clients requesting core medical services Expenditure per unit of core medical services received Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 33.5% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A 235,912 3,920 N/A N/A N/A N/A N/A N/A N/A 235,912 N/A N/A N/A N/A N/A 2,798 N/A N/A N/A N/A N/A $ 24.79 N/A N/A Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ $ - $ $ - $ 5,848,093 $ 5,848,093 $ 5,848,093 $ 5,848,093 N/A N/A 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ $ - $ $ - $ 5,848,093 $ 5,848,093 $ (5,848,093) $ (5,848,093) N/A N/A Expenditure Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. Non-Medical Support Services Activity The purpose of the Non-Medical Services Activity is to provide non-medical support services to eligible people living with HIV/AIDS so they can sustain access and reduce barriers to medical care. Mandates: None. Measure Type Result Output Output Output Demand Demand Efficiency Measure Description Percent of eligible clients with referral to nonmedical support services who receive medical services or non-medical support services Number of non-medical support service units received Total number of eligible clients with referral to non-medical support services Total number of eligible clients receiving nonmedical support services Number of non-medical support units requested Number of eligible clients requesting nonmedical support services Expenditure per non-medical support service unit received FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 55,164 N/A N/A N/A N/A N/A - N/A N/A N/A N/A N/A 3,396 N/A N/A N/A N/A N/A 55,164 N/A N/A N/A N/A N/A 849 N/A N/A N/A N/A N/A $ 19.46 N/A N/A Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ $ - $ $ - $ 1,073,669 $ 1,073,669 $ 1,073,669 $ 1,073,669 N/A N/A 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ $ - $ $ - $ 1,073,669 $ 1,073,669 $ (1,073,669) $ (1,073,669) N/A N/A Expenditure Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. 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. 307 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs 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.  Arizona Long Term Care System Contribution - Maricopa County is required to contribute to the State Long Term Care Program, as set forth by the State Legislature and based on the Federal match required for the program. FY 2010 ACTUAL FY 2011 REVISED FY 2011 FORECAST FY 2012 RECOMM $ 87,407,806 $ 87,407,806 $138,339,400 $138,339,400 $111,420,504 $111,420,504 $154,518,900 $154,518,900 REV VS ADOPTED VAR % Expenditure 100 - GENERAL TOTAL USES  $(16,179,500) $(16,179,500) -11.7% -11.7% AHCCCS Acute Care Contribution - Maricopa County is required to contribute to the Arizona Health Care Cost Containment System (AHCCCS) program to satisfy the Federal Medicaid matching requirement. FY 2010 ACTUAL FY 2011 REVISED FY 2011 FORECAST FY 2012 RECOMM $ 15,247,381 $ 15,247,381 $ 20,575,000 $ 20,575,000 REV VS ADOPTED VAR % Expenditure 100 - GENERAL TOTAL USES  $ 16,764,281 $ 20,761,900 $ 16,764,281 $ 20,761,900 $ $ 186,900 186,900 0.9% 0.9% 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 established in A.R.S. § 11-297 to Arizona Department of Health Services. FY 2010 ACTUAL FY 2011 REVISED FY 2011 FORECAST FY 2012 RECOMM REV VS ADOPTED VAR % Expenditure 100 - GENERAL TOTAL USES  $ 37,603,332 $ 37,603,332 $ 39,483,497 $ 39,483,497 $ 41,457,672 $ (1,974,175) $ 39,483,497 $ 39,483,497 $ 41,457,672 $ (1,974,175) -5.0% -5.0% 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 Arizona Health Care Cost Containment System (AHCCCS) program. FY 2010 ACTUAL FY 2011 REVISED FY 2011 FORECAST FY 2012 RECOMM $ 4,856,580 $ 4,856,580 $ 4,856,577 $ 4,856,577 $ 4,856,577 $ 4,856,577 $ 4,856,577 $ 4,856,577 REV VS ADOPTED VAR % Expenditure 100 - GENERAL TOTAL USES  $ $ - 0.0% 0.0% Sexually Violent Persons Commitment Payments – This is a State-mandated payment to the Arizona State Hospital for housing sexually violent persons as a result of court orders. Measure Type Expenditure Measure Description 100 - GENERAL TOTAL USES FY 2010 ACTUAL FY 2011 REVISED FY 2011 FORECAST $ 1,644,937 $ 1,644,937 $ 3,000,000 $ 3,000,000 $ 1,657,478 $ 1,657,478 308 FY 2012 ADOPTED REV VS ADOPTED VAR % $ 5,000,000 $ (2,000,000) $ 5,000,000 $ (2,000,000) -66.7% -66.7% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs 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. Mandates:  A.R.S. § 11-297, uncodified sections of SB 1577. Litigation Support – To provide documents and technical expertise to litigation counsel so they can effectively defend the financial interest of Maricopa County. Measure Type Expenditure Measure Description 100 - GENERAL TOTAL USES FY 2010 ACTUAL $ $ 147,437 147,437 FY 2011 REVISED $ 2,308,047 $ 2,308,047 FY 2011 FORECAST $ $ 719,948 719,948 FY 2012 ADOPTED REV VS ADOPTED VAR % $ 4,000,309 $ (1,692,262) $ 4,000,309 $ (1,692,262) -73.3% -73.3% 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. Mandates: 1989 Arizona Supreme Court Ruling, Arnold v Sarn; Court Order; Monitor’s decision re: mediation, August 31, 1993.  Residential Training – To provide payment services to the Special Health Care District for residency psychiatric education. Measure Type Expenditure Measure Description 100 - GENERAL TOTAL USES FY 2010 ACTUAL FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 309 REV VS ADOPTED VAR % $ $ - 0.0% 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 242,044,524 $ 7,200 FY 2011 Revised Budget $ 242,044,524 $ 7,200 $ (8,429,325) $ (186,900) (10,216,600) 1,974,175 (72,393) $ (72,393) - Adjustments: Agenda Item: Mandated Health Care AHCCCS Contribution ALTCS Contribution Arnold v. Sarn Contribution Reallocations Reallocation Between Depts Reallocate 50% of HR Director and 10% of Finan/Bus. Analyst - Dept to HR Reallocate 25% Finan/Business Analyst - Dept from Non Departmental Restatements Risk Mgt Chgs from Non Dept W MD and OMB to BSHCP Non Profits from Non Dept to Bus Strat $ $ (87,668) 15,275 FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services Increase General Supplies Increase Education and Training Right size Support and Care of Persons Net Increase of Legal Services, Other Services, Intergovernmental Payments, and Internal Service Charges FY 2012 Recommended Budget Percent Change from Target Amount $ 1,452,656 1,328 308,052 1,143,276 $ - $ 234,995,462 $ 7,200 $ $ $ 4,159 $ (252) 4,411 2,003,827 $ 2,003,827 (324) (324) 237,003,448 $ 0.9% 6,876 -4.5% 190,042 4,500 1,500 (107,200) 1,914,985 $ Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 6,651,736 $ 6,651,736 FY 2011 Revised Budget $ 6,651,736 $ 6,651,736 FY 2012 Budget Target $ 6,651,736 $ 6,651,736 $ 4,875 $ (432) 5,307 - $ 265,151 $ 265,151 270,026 270,026 $ 6,921,762 $ 4.1% 6,921,762 4.1% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2012 Recommended Budget Percent Change from Target Amount 310 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Benefits Trust Fund (685) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - Adjustments: Restatements WMD and OMB to BSHCP Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Bank ing Fees Fees and Other Revenues ProgRevenue Volume Inc/Dec Adjustments to Base Internal Service Charges $ 143,911,426 $ 143,911,426 143,911,426 143,911,426 $ 143,911,426 $ 143,911,426 Agenda Item: $ $ $ $ 9,081 $ (684) 9,765 743 $ 743 (5,024,876) $ (5,024,876) (6,105,966) (6,105,966) 6,105,966 FY 2012 Adopted Budget Percent Change from Target Amount $ 138,896,374 $ 137,805,460 -3.5% -4.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 2,660,993 $ 2,660,993 - $ 2,660,993 $ - Adjustments: Non Recurring Other Non-Recurring Wellness Program Promotion Benefits Holiday and ADP Implementation Issues SQL Server Warehouse Consultant Support for ADP Implementation Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 311 2,080,650 388,343 120,000 72,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Benefits Trust Fund (685) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 RECOMM Beginning Spendable Fund Balance $ 43,618,049 $ 39,801,659 $ 39,801,659 $ 42,741,713 $ 48,676,364 Sources: Operating Total Sources: $ $ 128,772,202 128,772,202 $ $ 143,911,426 143,911,426 $ $ 143,911,426 143,911,426 $ $ 137,850,449 137,850,449 $ $ 137,805,460 137,805,460 $ $ $ 130,553,580 1,362,218 131,915,798 $ $ 143,911,426 1,645,000 145,556,426 $ $ 143,911,426 1,645,000 145,556,426 $ $ 128,516,571 994,210 129,510,781 138,896,374 2,660,993 141,557,367 Structural Balance $ 255,631 $ - $ - $ 7,296,869 $ Accounting Adjustments $ (137,757) $ - $ - $ - $ $ 47,904,590 $ (5,162,877) 42,741,713 $ Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ 47,249,577 $ (9,092,918) 38,156,659 $ 312 47,249,577 $ (9,092,918) 38,156,659 $ $ 52,740,808 $ (4,064,444) 48,676,364 $ (1,090,914) - 48,988,901 (4,064,444) 44,924,457 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Call Center Call Center Analysis by Mark Mason, Senior Management and 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 Citizen Satisfaction 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: Frequently Asked Questions (FAQ’s) for the Assessor 2012 Valuations mailing were revised and posted on the internet before the mailing in February 2011. A new contact center telephone system has been installed and is ready for use in FY 2012. Individual Empowerment 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 customerfriendly. Status: As a part of this process, the Call Center has invited guest trainers from departments it serves to assist in training Call Center staff on their systems. On January 25, 2011, representatives from the Assessor’s Office trained all STAR / Assessor call agents on the latest GIS functionality used in the Assessor’s Office. 313 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % USES TELE - CUSTOMER SERVICE TELEPHONE 14SC - STAR CENTER $ $ 1,348,891 $ 1,348,891 $ 1,357,359 $ 1,357,359 $ 1,357,359 $ 1,357,359 $ 1,340,386 $ 1,340,386 $ 1,571,174 $ 1,571,174 $ (213,815) (213,815) HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ 2,272 2,272 $ 500 $ 2,823 3,323 $ 500 $ 2,823 3,323 $ 164 $ 20,136 20,300 $ - $ - $ 500 2,823 3,323 100.0% 100.0% 100.0% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 3,684 $ 3,684 $ 2,908 $ 2,908 $ 2,908 $ 2,908 $ 2,904 $ 2,904 $ 2,391 $ 2,391 $ 517 517 17.8% 17.8% TOTAL PROGRAMS $ 1,354,847 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,573,565 $ (209,975) -15.8% -15.8% -15.4% 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 955,652 $ 26,683 185 357,992 6,055 1,346,567 $ 946,839 $ 19,217 7,000 356,936 3,600 1,333,592 $ 946,839 $ 19,217 7,000 356,936 3,600 1,333,592 $ 928,928 $ 27,792 2,682 367,094 4,137 1,330,633 $ 928,340 $ 29,058 7,000 410,989 3,600 1,378,987 $ 18,499 (9,841) (54,053) (45,395) 2.0% -51.2% 0.0% -15.1% 0.0% -3.4% 6,860 $ 6,860 $ 4,932 $ 4,932 $ 4,932 $ 4,932 $ 4,742 $ 4,742 $ 7,070 $ 7,070 $ (2,138) (2,138) -43.3% -43.3% $ - $ (1,967) 1,489 135 75 43 (225) $ 15,191 $ 1,944 1,295 3,213 500 100 22,243 $ 15,191 $ 1,944 1,295 3,213 500 100 22,243 $ 23,334 $ 1,304 1,295 1,641 31 508 102 28,215 $ 4,040 $ 1,980 2,556 178,332 500 100 187,508 $ 11,151 (36) (1,261) (175,119) (165,265) 73.4% -1.9% -97.4% -5450.3% N/A 0.0% 0.0% -743.0% $ $ 1,645 $ 1,645 $ 2,823 $ 2,823 $ 2,823 $ 2,823 $ - $ - $ - $ - $ ALL EXPENDITURES $ 1,354,847 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,573,565 $ (209,975) -15.4% TOTAL USES $ 1,354,847 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,573,565 $ (209,975) -15.4% FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED 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 $ 2,823 2,823 100.0% 100.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,354,847 $ 1,354,847 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,573,565 $ 1,573,565 $ (209,975) (209,975) -15.4% -15.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,354,847 $ 1,354,847 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,363,590 $ 1,573,565 $ 1,573,565 $ (209,975) (209,975) -15.4% -15.4% Staffing by Program and Activity PROGRAM/ACTIVITY STAR CENTER CUSTOMER SERVICE TELEPHONE PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED 27.00 27.00 27.00 FY 2011 ADOPTED 27.00 27.00 27.00 314 FY 2011 REVISED 27.00 27.00 27.00 FY 2011 FY 2012 FORECAST ADOPTED 27.00 27.00 27.00 27.00 27.00 27.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Call Center Staffing by Market Range Title MARKET RANGE TITLE Administrative Supervisor Call Ctr Representative Director - STAR Call Center Management Analyst Systems/Network Administrator Department Total FY 2010 FY 2011 ADOPTED ADOPTED 2.00 2.00 22.00 22.00 1.00 1.00 1.00 1.00 1.00 1.00 27.00 27.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 0.0% 22.00 22.00 22.00 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% 27.00 27.00 27.00 0.0% FY 2010 FY 2011 ADOPTED ADOPTED 27.00 27.00 27.00 27.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 27.00 27.00 27.00 0.0% 27.00 27.00 27.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total General Adjustments Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $36,288 increase to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $8,574. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $2,125 is restated for FY 2012 consolidated risk management charges. • $162,988 is a restatement of FY 2011 baseline telecommunications. 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 2010 ACTUAL 59.7% FY 2011 FY 2011 REVISED FORECAST 63.1% 57.3% Activities that comprise this program include: • Customer Service Telephone 315 FY 2012 ADOPTED 57.3% REV VS ADOPTED VAR % (5.8%) -9.2% Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 59.7% 63.1% 57.3% 57.3% (5.8%) -9.2% 517,850 581,537 505,098 505,098 (76,439) -13.1% 867,177 922,100 880,929 881,721 (40,379) -4.4% 867,177 922,100 880,929 881,721 (40,379) -4.4% 867,167 922,100 880,929 881,721 (40,379) -4.4% $ 1.56 $ 1.47 $ 1.52 $ 1.78 $ (0.31) -21.1% 100 - GENERAL TOTAL USES $ 1,348,891 $ 1,348,891 1,000,000 $ 1,357,359 $ 1,357,359 $ 1,340,386 $ 1,340,386 $ 1,571,174 $ 1,571,174 $ $ (213,815) (213,815) -15.8% -15.8% Number of Call Answered Within 30 Seconds Calls 800,000 600,000 400,000 200,000 0 FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Activity Narrative: Declining property values have led to an increase in the volume of Assessor and Treasurer property tax calls. Taxpayers have become emotional over their falling home values and stagnant or increasing property taxes. These calls are taking longer to resolve and many taxpayers demand explanations before they pay their property taxes. These demands result in both longer waits and longer talk times. Treasurer and Assessor related call volume will likely remain high in FY 2012. Based on past election experience along with the explosive popularity of the Permanent Early Voting List (PEVL), total election call demand is expected to be moderate in FY 2012. FY 2012 will incorporate a new contact center phone system with features that will provide better, friendlier service to callers and additional quality control which should positively affect the percent of calls answered within 30 seconds in future years. The average cost per call answered is increasing in FY 2012 due to the restatement of baseline internal service charges to the department budget from a centralized county budget. 316 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 1,363,590 $ - FY 2011 Revised Budget $ 1,363,590 $ - $ 165,113 $ 2,125 162,988 - $ 1,528,703 $ - $ 44,862 $ 36,288 8,574 - $ 1,573,565 $ 2.9% - Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions FY 2012 Adopted Budget Percent Change from Target Amount 317 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Clerk of the Board Analysis by Jacqueline M. Edwards, Management and 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 Citizen Satisfaction 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: The Office of the Clerk of the Board has translated the latest changes to the Agenda Hearings into Spanish; however, the changing County department structure in FY 2011 has delayed the implementation of Spanish translation of the agenda. SOLAR workflows needs to be re-programmed each time a department is added or a department name changes. The Office of the Clerk of the Board anticipates moving forward with this project in FY 2012. Department Specific 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: Due to changing outside counsel appointments, the Office of the Clerk of the Board has not been able to move forward in providing access to SOLAR. However, the Office of the Clerk of the Board has moved to a web-based system in anticipation of providing access when appropriate to outside counsel. Department Specific By June, 2014, 50% of requests for information and services will be delivered electronically. Status: At this time, they provide 50% of requests for information and records electronically. This goal will be updated during the FY 2013 Strategic Business Plan update process 318 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES SDIS - SPECIAL DISTRICTS 06SD - SPECIAL DISTRICTS FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 1,031 $ 1,031 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 1,031 $ - $ - $ - $ - $ - N/A USES RCRD - RECORDS MANAGEMENT 06IS - INFORMATION SERVICES $ $ 122,510 $ 122,510 $ 346,310 $ 346,310 $ 346,310 $ 346,310 $ 130,527 $ 130,527 $ 362,179 $ 362,179 $ (15,869) (15,869) -4.6% -4.6% MTNG - MEETING MANAGEMENT 06MM - MEETING MANAGEMENT $ $ 275,875 $ 275,875 $ 579,963 $ 579,963 $ 839,365 $ 839,365 $ 622,334 $ 622,334 $ 748,457 $ 748,457 $ 90,908 90,908 10.8% 10.8% SDIS - SPECIAL DISTRICTS 06SD - SPECIAL DISTRICTS $ $ 44,257 $ 44,257 $ 40,926 $ 40,926 $ 40,925 $ 40,925 $ 45,742 $ 45,742 $ 65,637 $ 65,637 $ (24,712) (24,712) -60.4% -60.4% BORD - BOARDS AND COMMISSIONS LICP - LICENSES AND PERMITS 06SS - STATUTORY SERVICES $ 23,388 $ 16,853 40,241 $ 34,443 $ 23,421 57,864 $ 34,442 $ 23,421 57,863 $ 23,621 $ 25,103 48,724 $ 17,390 $ 23,639 41,029 $ 17,052 (218) 16,834 49.5% -0.9% 29.1% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 28,110 $ 164,644 192,754 $ 42,056 $ 175,709 217,765 $ 42,056 $ 175,710 217,766 $ 36,741 $ 149,554 186,295 $ 31,012 $ 159,900 190,912 $ 11,044 15,810 26,854 26.3% 9.0% 12.3% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 360 $ 360 $ 1,116 $ 1,116 $ 1,116 $ 1,116 $ 420 $ 420 $ 200,541 $ 200,541 $ TOTAL PROGRAMS $ 675,997 $ 1,243,944 $ 1,503,345 $ 1,034,042 $ 1,608,755 $ $ (199,425) -17869.6% (199,425) -17869.6% (105,410) -7.0% Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 1,031 1,031 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A ALL REVENUES $ 1,031 $ - $ - $ - $ - $ - N/A TOTAL SOURCES $ 1,031 FY 2010 ACTUAL $ - $ - $ - $ - $ N/A REVISED VS ADOPTED 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 $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED 490,980 $ 4,125 156,333 2,677 (31,955) 622,160 $ 538,037 $ 618 186,809 (61,385) 664,079 $ 582,281 $ 618 200,948 (61,385) 722,462 $ 570,194 $ 3,774 422 193,836 967 (56,455) 4,366 717,104 $ 619,596 $ 221,640 (155,330) 25,703 711,609 $ (37,315) 618 (20,692) 93,945 (25,703) 10,853 -6.4% N/A 100.0% -10.3% N/A 153.0% N/A 1.5% 16,704 $ 16,704 $ 8,296 $ 8,296 $ 8,296 $ 8,296 $ 6,560 $ 6,560 $ 18,360 $ 22,401 40,761 $ (10,064) (22,401) (32,465) -121.3% N/A -391.3% 205 $ 23,209 782 1,016 1,714 (289) 450 27,087 $ 2,607 $ 549,019 5,958 3,215 654 561,453 $ 2,607 $ 750,037 5,958 3,215 654 762,471 $ 370 $ 291,484 6,678 959 1,112 79 300,682 $ 1,736 $ 404,013 6,024 26,000 203,372 1,200 24,538 792 667,675 $ 871 33.4% 346,024 46.1% (66) -1.1% (26,000) N/A (200,157) -6225.7% (1,200) N/A (24,538) N/A (138) -21.1% 94,796 12.4% $ - $ 10,046 10,046 $ - $ 10,116 10,116 $ - $ 10,116 10,116 $ - $ 9,696 9,696 $ 158,610 $ 30,100 188,710 $ (158,610) N/A (30,100) N/A 10,116 100.0% (178,594) -1765.5% ALL EXPENDITURES $ 675,997 $ 1,243,944 $ 1,503,345 $ 1,034,042 $ 1,608,755 $ (105,410) -7.0% TOTAL USES $ 675,997 $ 1,243,944 $ 1,503,345 $ 1,034,042 $ 1,608,755 $ (105,410) -7.0% 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 0920 - CAPITAL EQUIPMENT 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE SUBTOTAL $ $ $ 319 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED $ FUND TOTAL SOURCES $ 1,031 $ 1,031 $ - $ - $ - $ - $ - $ - $ - $ - $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,031 $ 1,031 $ FY 2010 ACTUAL - $ - $ - $ - $ - $ - $ - $ - $ FY 2012 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST - N/A N/A N/A N/A REVISED VS ADOPTED VAR % FUND TOTAL USES $ 613,259 $ 62,738 675,997 $ 660,693 $ 583,251 1,243,944 $ 920,094 $ 583,251 1,503,345 $ 833,341 $ 200,701 1,034,042 $ 1,209,399 $ 399,356 1,608,755 $ (289,305) 183,895 (105,410) -31.4% 31.5% -7.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 613,259 $ 62,738 $ 675,997 $ 660,693 $ 583,251 $ 1,243,944 $ 920,094 $ 583,251 $ 1,503,345 $ 833,341 $ 200,701 $ 1,034,042 $ 1,209,399 $ 399,356 $ 1,608,755 $ (289,305) 183,895 (105,410) -31.4% 31.5% -7.0% Staffing by Program and Activity PROGRAM/ACTIVITY 060 CLERK OF THE BOARD 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.25 .75 2.00 1.35 .75 2.10 1.35 .75 2.10 1.35 .75 2.10 1.25 .50 1.75 (.10) (.25) (.35) (7.4%) (33.3%) (16.7%) 2.45 2.45 3.15 3.15 3.15 3.15 3.15 3.15 4.40 4.40 1.25 1.25 39.7% 39.7% 3.60 3.60 3.70 3.70 3.70 3.70 5.70 5.70 4.25 4.25 .55 .55 14.9% 14.9% .75 .75 .55 .55 .55 .55 .55 .55 .85 .85 .30 .30 54.5% 54.5% .50 .20 .70 9.50 .50 .50 1.00 10.50 .50 .50 1.00 10.50 .50 .50 1.00 12.50 .25 .50 .75 12.00 (.25) (.25) 1.50 (50.0%) 0.0% (25.0%) 14.3% Staffing by Market Range Title MARKET RANGE TITLE CLERK OF THE BOARD Admin/Operations Specialist Administrator Director - Clerk of the Board Finan/Business Analyst - Dept Management Analyst Management Assistant Office Assistant Office Assistant Specialized Department Total FY 2010 ADOPTED 1.00 1.00 1.00 2.00 1.00 .50 3.00 9.50 FY 2011 ADOPTED 1.00 1.00 1.00 1.00 2.00 1.00 .50 3.00 10.50 FY 2011 REVISED 1.00 1.00 1.00 1.00 2.00 1.00 .50 3.00 10.50 FY 2011 FY 2012 FORECAST ADOPTED 1.00 1.00 1.00 1.00 5.00 .50 3.00 12.50 1.00 1.00 1.00 1.00 4.00 4.00 12.00 REVISED TO ADOPTED VARIANCE VAR % 2.00 (1.00) (.50) 1.00 1.50 0.0% 0.0% 0.0% 0.0% 100.0% (100.0%) (100.0%) 33.3% 14.3% Staffing by Fund FULL TIME EQUIVALENT (FTE) 060 CLERK OF THE BOARD 100 GENERAL Department Total FY 2010 ADOPTED 9.50 9.50 FY 2011 ADOPTED 10.50 10.50 320 FY 2011 REVISED 10.50 10.50 FY 2011 FY 2012 FORECAST ADOPTED 12.50 12.50 12.00 12.00 REVISED TO ADOPTED VARIANCE VAR % 1.50 1.50 14.3% 14.3% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Significant Variance Analysis The increase in FTEs is due to two contract positions being extended into FY 2012. A staffing workload and process study has been budgeted for FY 2012 which is intended to determine the appropriate number and level of staff required to perform the functions of the Department. General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $4,464 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $5,633 for retirement contribution rate increase. General Fund (100) Non Recurring/Non Project (0001) • Non recurring carry forward of $399,356 for the SOLAR and Electronic Document Management System projects. Target Adjustments: General Fund (100) • Increase budget by $192,026 for restatement of risk management charges from Non Departmental. • Increase budget by $6,742 for restatement of baseline telecommunications. • Mid Year Adjustments of $259,401 and $80,440 for the transfer of the SOLAR budget from the Office of Enterprise Technology (OET). 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 Percent of record and information requests processed within five business days. FY 2010 ACTUAL 99.5% FY 2011 FY 2011 REVISED FORECAST 98.1% 97.2% N/A 71.1% 83.6% FY 2012 ADOPTED 92.7% 94.2% REV VS ADOPTED VAR % -5.4% -5.5% 23.1% 32.5% 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 321 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Result Output Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of responses received from the public 99.5% 98.1% 97.2% 92.7% (5.4%) -5.5% and/or departments who expressed an opinion that were satisfied with research. Percent of record and information requests N/A 71.1% 83.6% 94.2% 23.1% 32.5% processed within five business days. N/A 900 977 900 0.0% Number of record and information requests processed. 904 900 977 900 0.0% Number of record and information requests received. Average cost per record and information $ 137.34 $ 384.79 $ 133.60 $ 402.42 $ (17.63) -4.6% research request processed. Expenditure 100 - GENERAL TOTAL USES $ $ 122,510 122,510 $ $ 346,310 346,310 $ $ 130,527 130,527 $ $ 362,179 362,179 $ $ (15,869) (15,869) -4.6% -4.6% Base Adjustments: General Fund (100) Non Recurring Non Project • Supplies, Services, and Capital are budgeted at a total of $223,618 in FY 2012 as a result of the carryover from the FY 2011 budget for the Electronic Document Management System project. Non Departmental (470) Non Recurring Non Project • $50,000 is budgeted in Consultants for the department workload and process study. Activity Narrative: Expenditures are increasing due to the additional staff resources that are allocated to this activity. Based on the FY 2011 Actual, the percent of record and information requests processed within five business days is expected to increase in FY 2012. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. 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 Percent of Formal Agenda items that require special handling FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% N/A 15.0% Activities that comprise this program include: • Meeting Management Activity 322 17.1% FY 2012 ADOPTED 100.0% 10.8% REV VS ADOPTED VAR % 0.0% 0.0% -4.2% -27.9% Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 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' Formal Agenda items requiring special handling. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% N/A 15.0% 16.1% 10.8% (4.2%) -27.9% N/A 2,400 1,734 2,100 (300) -12.5% N/A 360 279 227 (133) -36.9% N/A 256 189 289 33 12.9% N/A 2,400 1,734 2,100 (300) -12.5% N/A 296 213 320 24 $ 951.29 $ 349.74 $ 358.90 $ 356.41 $ $ $ 275,875 275,875 $ $ 839,365 839,365 $ $ 622,334 622,334 $ $ 748,457 748,457 $ $ (6.67) 8.1% -1.9% Expenditure 100 - GENERAL TOTAL USES 90,908 90,908 10.8% 10.8% Base Adjustments: General Fund (100) Non Recurring Non Project • Supplies, Services, and Capital are budgeted at a total of $175,738 in FY2012 as a result of the carryover from the FY 2011 budget for the SOLAR project. Non Departmental (470) Non Recurring Non Project • $50,000 is budgeted in Consultants for the department workload and process study. Activity Narrative: Department expenditures are decreasing due to the decline in non-recurring, carry over funding from FY 2011 for the SOLAR project. 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. In comparison to FY 2011 Revised, it is expected that the number of agenda items requested and processed will decrease in FY 2012 as a result of the stabilization of agenda items needed. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. 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. 323 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percent of requests for information related to Special Districts completed within five FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 88.3% FY 2012 ADOPTED 93.3% REV VS ADOPTED VAR % -6.7% -6.7% 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 95.8% FY 2012 ADOPTED 93.3% REV VS ADOPTED VAR % (6.7%) -6.7% N/A 160 167 360 200 125.0% 253 200 187 360 160 80.0% $ 185.95 $ 255.78 $ 273.90 $ 182.33 $ 73.46 28.7% 100 - GENERAL TOTAL SOURCES $ $ 1,031 1,031 $ $ - $ $ - $ $ - $ $ - N/A N/A 100 - GENERAL TOTAL USES $ $ 44,257 44,257 $ $ 40,925 40,925 $ $ 45,742 45,742 $ $ 65,637 65,637 $ $ Revenue Expenditure (24,712) (24,712) -60.4% -60.4% Activity Narrative: In comparison to FY 2011 Revised, efficiencies are expected to greatly increase in FY 2012, as a result of all individual requests for information are counted now. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. The increase in expenditures is due to additional staff time being budgeted to this activity. 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 2010 ACTUAL N/A N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 68.3% 100.0% 324 89.5% FY 2012 ADOPTED 86.7% 88.0% REV VS ADOPTED VAR % -13.3% -13.3% -12.0% -12.0% Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 89.5% $ N/A N/A N/A 105 179.29 $ 104 4,420 4,420 104 225.20 $ $ 16,853 16,853 23,421 23,421 $ $ $ 105 5,658 5,658 110 239.08 $ $ 25,103 25,103 FY 2012 ADOPTED 88.0% $ 100 5,100 5,100 100 236.39 $ $ 23,639 23,639 REV VS ADOPTED VAR % (12.0%) -12.0% $ (4) 680 680 (4) (11.19) -3.8% 15.4% 15.4% -3.8% -5.0% $ $ (218) (218) -0.9% -0.9% Activity Narrative: Overall expenditures are slightly increasing from FY 2011 Revised. However based on the FY 2011 Actual, the number of claims processed and claims received is expected to increase considerably. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. The large year over year increase in output and demand is due to inaccurate estimation by the department when the new measures were created in FY 2011. 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 325 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Notice of Vacancy Reports sent to Board of Supervisor District Offices Number of monthly Notice of Vacancy reports sent to Board of Supervisor District Offices. Number of monthly Notice of Vacancy Reports needed by Board of Supervisor District Offices Average cost per Notice of Vacancy Report Sent FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 75.6% FY 2012 ADOPTED 86.7% REV VS ADOPTED VAR % (13.3%) -13.3% N/A 60 34 52 (8) -13.3% 118 60 45 60 - 0.0% $ 151.87 $ 574.03 $ 694.74 $ 334.42 $ 239.61 41.7% $ $ 23,388 23,388 $ $ 34,442 34,442 $ $ 23,621 23,621 $ $ 17,390 17,390 $ $ 17,052 17,052 49.5% 49.5% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: Based on the FY 2011 Actual, efficiencies are expected to greatly decrease in FY 2012. This is due to three significant new committees that were formed in FY 2011, which caused a sharp decrease in efficiency as a result of senior staff’s time being devoted to maintain logs for the new committees. It is expected that the result measure will increase in FY 2012 in comparison to the Actual from FY 2011. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. 326 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Transfer SOLAR Budget - $ 259,401 $ 259,401 - $ 920,094 $ - $ 198,768 $ 192,026 6,742 - $ 80,440 $ 80,440 - $ 1,199,302 $ - $ 10,097 $ 4,464 5,633 - $ 1,209,399 $ 0.8% - C-06-11-093-3-00 Agenda Item: C-06-11-093-3-00 FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions 660,693 $ Agenda Item: FY 2011 Revised Budget Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Supplemental Funding Mid Year Adjustments Transfer SOLAR Budget $ Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 583,251 $ - FY 2011 Revised Budget $ 583,251 $ - $ (583,251) $ (583,251) - $ - $ - $ 399,356 $ 399,356 - $ 399,356 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2012 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward SOLAR and EDMS Project Carry Forward Agenda Item: $ FY 2012 Adopted Budget 327 399,356 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Analysis by Jannah Oglesbee, Management and Budget Analyst Summary Mission The mission of the Clerk of the Superior Court is to provide progressive and efficient court-related records management and financial services for the justice system, the legal community, and public so they have fair and timely access to accurate court records and services. Vision The vision of the Clerk of the Superior Court is to anticipate, meet, and exceed the expectations of our customers. Strategic Goals Quality Workforce By October 31, 2011, 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. Access to Justice By January 1, 2013, 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, working at the direction of the Deputy Director and senior management for Juvenile services. The team is working to outline the many complex requirements associated with the Juvenile case type which will lead to the development of the appropriate document management solutions to ensure the integrity and security of the Juvenile ECR. The solutions are likely to include both imaging and electronic filing services required for the capture of electronic documents. 328 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Ultimately, obtaining the appropriate authority from the Supreme Court to enable reliance on the ECR as the official court record is the key objective needed to achieve this goal. Access to Justice By June 30, 2011, all qualifying parties who file documents in an adult Superior Court case will, at the time of filing, receive information regarding any fees assessed against their filing(s) and be provided with an electronic payment method so they can eFile all 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 successfully completed the implementation of the initial integration to AZTurboCourt.gov in May of 2010, to accept electronic filings, some of which require fees. Future integration efforts will focus on the initiation of a Civil case, which will require the assessment and collection of the appropriate fees, including posting of fees to the Clerk’s financial system. 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. Access to Justice By December 31, 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 – with the exception of Criminal cases – will be provided through the Supreme Court’s newly established statewide eFiling system, AZTurboCourt.gov. To that end, the Clerk’s Office completed the successful technical integration of AZTurboCourt.gov with the Clerk’s Office existing eFiling system and began an eFiling pilot with several large law firms filing through AZTurboCourt. The Supreme Court, based on the success of the eFiling pilot, issued an Administrative Order on November 17, 2010, mandating eFiling for all attorneys filing Civil subsequent documents in Maricopa County Superior Court. This mandate is anticipated to increase volume from 12,000 eFilings per month to approximately 46,000 per month by May of 2011. 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. 329 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES CASE - CASE ESTABLISHMENT COUR - MEMORIALIZE COURT PROCEEDINGS EDOC - ELECTRONIC DOCUMENT 16CR - COURT RECORDS $ $ $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 465,177 $ 4,695,115 5,154,507 10,314,799 $ 396,000 $ 4,489,611 5,040,100 9,925,711 $ 396,000 $ 5,199,554 5,040,100 10,635,654 $ 453,725 $ 4,228,095 5,229,201 9,911,021 $ 456,000 $ 3,898,672 5,182,000 9,536,672 $ 60,000 (1,300,882) 141,900 (1,098,982) 15.2% -25.0% 2.8% -10.3% 9,859,900 $ 9,859,900 $ 9,859,900 $ 9,859,900 $ 9,401,520 $ 9,401,520 $ 9,813,600 $ 8,000 9,821,600 $ (46,300) 8,000 (38,300) -0.5% N/A -0.4% COCL - COURT ORDERED RECEIVABLES COFR - COURT ORDERED FIN RECORDS 16FS - COURT CLERK FIDUCIARY SERVICES $ 10,459,530 $ 10,459,530 $ PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ $ 1,470,032 $ 1,470,032 $ 1,164,000 $ 1,164,000 $ 1,164,000 $ 1,164,000 $ 1,141,394 $ 1,141,394 $ 1,288,000 $ 1,288,000 $ 124,000 124,000 10.7% 10.7% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ - $ - $ - $ - $ - $ - $ 1,545,048 $ 1,545,048 $ 1,545,048 1,545,048 N/A N/A CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ - $ 56,245 56,245 $ 252,164 $ 35,000 287,164 $ 252,164 $ 35,000 287,164 $ 105,066 $ (27,870) 77,196 $ - $ - $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 229,811 $ 229,811 $ 204,000 $ 204,000 $ 204,000 $ 204,000 $ 222,739 $ 222,739 $ 216,000 $ 216,000 $ 12,000 12,000 5.9% 5.9% TOTAL PROGRAMS $ 22,530,417 $ 21,440,775 $ 22,150,718 $ 20,753,870 $ 22,407,320 $ 256,602 1.2% 350,162 $ 3,162,847 12,422,217 852,799 275,577 4,871,931 658,464 401,549 22,995,546 $ 483,770 $ 3,070,364 13,240,097 866,983 240,190 6,263,433 670,267 384,483 25,219,587 $ 483,770 $ 3,070,364 13,689,813 866,983 240,190 6,263,433 670,267 384,483 25,669,303 $ 463,704 $ 3,176,210 12,459,736 858,143 239,635 5,484,828 674,674 368,129 23,725,059 $ 527,800 $ 3,196,694 12,176,710 851,351 284,814 5,690,995 824,953 363,224 23,916,541 $ (44,030) (126,330) 1,513,103 15,632 (44,624) 572,438 (154,686) 21,259 1,752,762 -9.1% -4.1% 11.1% 1.8% -18.6% 9.1% -23.1% 5.5% 6.8% 190,459 $ 450,636 1,026,783 793,251 2,461,129 $ 174,184 $ 423,326 476,197 1,526,293 2,600,000 $ 174,184 $ 423,326 476,197 1,526,293 2,600,000 $ 192,241 $ 383,151 344,137 1,516,640 2,436,169 $ 193,385 $ 237,891 286,109 1,997,280 2,714,665 $ (19,201) 185,435 190,088 (470,987) (114,665) -11.0% 43.8% 39.9% -30.9% -4.4% 1,227,318 $ 596,300 856,897 2,680,515 $ 1,205,287 $ 726,844 936,530 2,868,661 $ 1,205,287 $ 726,844 936,530 2,868,661 $ 1,131,242 $ 721,736 949,260 2,802,238 $ 1,237,173 $ 803,349 1,870,220 3,910,742 $ (31,886) (76,505) (933,690) (1,042,081) -2.6% -10.5% -99.7% -36.3% 110,441 $ 133,208 583,616 3,242,722 57,889 252,477 4,380,353 $ 110,441 $ 133,208 583,616 3,242,722 57,889 252,477 4,380,353 $ 88,172 $ 128,163 571,211 2,999,289 76,515 235,625 4,098,975 $ 72,884 $ 234,584 570,134 3,453,828 120,824 4,452,254 $ 37,557 (101,376) 13,482 (211,106) (62,935) 252,477 (71,901) 34.0% -76.1% 2.3% -6.5% -108.7% 100.0% -1.6% (252,164) (35,000) (287,164) -100.0% -100.0% -100.0% 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 $ $ 115,369 $ 164,205 488,591 3,101,685 62,014 3,931,864 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 61,092 $ 61,092 $ 63,587 $ 63,587 $ 63,587 $ 63,587 $ 63,596 $ 63,596 $ 880,981 $ 880,981 $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 2,759,100 $ 555,678 663,685 98,526 4,076,989 $ 5,151,960 $ 1,276,633 432,299 122,094 6,982,986 $ 5,412,187 $ 1,276,633 432,299 122,094 7,243,213 $ 3,511,695 $ 518,124 867,071 107,394 5,004,284 $ 4,955,169 $ 783,226 583,084 121,309 6,442,788 $ 457,018 493,407 (150,785) 785 800,425 TOTAL PROGRAMS $ 36,207,135 $ 42,115,174 $ 42,825,117 $ 38,130,321 $ 42,317,971 $ 507,146 330 (817,394) -1285.5% (817,394) -1285.5% 8.4% 38.6% -34.9% 0.6% 11.1% 1.2% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 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 FY 2011 ADOPTED 497,625 $ 497,625 $ 1,265,714 1,265,714 $ $ 931,045 $ 15,280,342 16,211,387 $ FY 2011 REVISED 444,000 $ 444,000 $ 1,350,280 1,350,280 444,000 $ 444,000 $ 473,129 $ 473,129 $ 1,834,946 $ 1,834,946 $ 932,549 932,549 931,045 $ 14,640,950 15,571,995 $ 931,045 $ 14,866,227 15,797,272 $ 703,738 $ 15,179,645 15,883,383 $ 4,340,515 4,340,515 $ $ 3,983,500 3,983,500 $ $ $ $ $ 45,000 46,000 91,000 $ SUBTOTAL $ 56,245 158,931 215,176 $ ALL REVENUES $ 22,530,417 $ 21,440,775 $ 22,150,718 TOTAL SOURCES $ 22,530,417 FY 2010 ACTUAL $ 21,440,775 FY 2011 ADOPTED $ 22,150,718 FY 2011 REVISED 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 2012 ADOPTED $ $ $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE FY 2011 FORECAST 3,983,500 3,983,500 $ $ REVISED VS ADOPTED VAR % 468,000 468,000 $ $ 24,000 24,000 5.4% 5.4% 1,834,948 1,834,948 $ $ 2 2 0.0% 0.0% 844,534 $ 15,546,238 16,390,772 $ (86,511) 680,011 593,500 -9.3% 4.6% 3.8% $ $ 3,350,691 3,350,691 $ $ 3,660,000 $ 3,660,000 $ (323,500) (323,500) -8.1% -8.1% 45,000 $ 46,000 91,000 $ 52,163 61,955 114,118 $ $ 14,000 39,600 53,600 (31,000) (6,400) (37,400) -68.9% -13.9% -41.1% $ 20,753,870 $ 22,407,320 $ $ 20,753,870 FY 2011 FORECAST $ $ $ 256,602 1.2% 22,407,320 $ 256,602 1.2% FY 2012 REVISED VS ADOPTED ADOPTED VAR % 23,729,009 $ 192,179 71,607 8,833,827 170,372 (1,179,022) 1,139,978 32,957,950 $ 25,322,891 $ 239,076 71,198 10,121,199 143,450 (1,237,132) 1,192,132 35,852,814 $ 25,287,941 $ 239,076 71,198 10,121,199 143,450 (1,237,132) 1,676,798 36,302,530 $ 23,538,474 $ 193,890 58,576 9,594,879 137,071 (1,222,143) 1,241,661 33,542,408 $ 24,742,554 $ 189,632 50,000 10,377,349 108,000 (1,485,114) 1,514,514 35,496,935 $ 545,387 49,444 21,198 (256,150) 35,450 247,982 162,284 805,595 2.2% 20.7% 29.8% -2.5% 24.7% 20.0% 9.7% 2.2% 606,851 $ 17,057 140,811 765,198 $ 845,750 $ 22,000 233,645 1,101,395 $ 845,750 $ 22,000 233,645 1,101,395 $ 800,264 $ 19,128 617,992 1,437,384 $ 940,218 $ 22,800 393,292 1,356,310 $ (94,468) (800) (159,647) (254,915) -11.2% -3.6% -68.3% -23.1% $ 9,249 $ - $ 968,664 128,939 366,481 107,359 35,430 41,113 536,805 2,194,040 $ 9,030 $ - $ 2,806,517 144,198 560,007 118,825 64,450 54,650 500,150 4,510,304 $ 9,030 $ - $ 3,066,744 144,198 560,007 118,825 64,450 54,650 500,150 4,770,531 $ 19,249 $ - $ 1,002,349 117,724 355,127 80,674 38,062 60,613 475,636 2,385,059 $ 12,000 $ - $ 2,721,331 165,600 585,436 585,612 50,798 151,473 500,000 5,024,726 $ (2,970) -32.9% N/A 345,413 11.3% (21,402) -14.8% (25,429) -4.5% N/A (466,787) -392.8% 13,652 21.2% (96,823) -177.2% 150 0.0% (254,195) -5.3% $ 109,274 289,947 $ 205,661 650,661 $ 205,661 650,661 $ 40,432 765,470 $ 440,000 $ 205,661 210,661 100.0% 32.4% ALL EXPENDITURES $ 36,207,135 $ 42,115,174 $ 42,825,117 $ 38,130,321 $ 42,317,971 $ 507,146 1.2% TOTAL USES $ 36,207,135 $ 42,115,174 $ 42,825,117 $ 38,130,321 $ 42,317,971 $ 507,146 1.2% 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 SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ $ 331 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 12,394,739 $ 12,394,739 $ 11,409,900 $ 11,409,900 $ 11,409,900 $ 11,409,900 $ 10,991,639 $ 10,991,639 $ 11,557,600 $ 11,557,600 $ 147,700 147,700 1.3% 1.3% $ $ 1,265,714 $ 1,265,714 $ 1,350,280 $ 1,350,280 $ 1,834,946 $ 1,834,946 $ 932,028 $ 932,028 $ 1,834,948 $ 1,834,948 $ 2 2 0.0% 0.0% $ $ 1,485,064 $ 1,485,064 $ 1,469,100 $ 1,469,100 $ 1,469,100 $ 1,469,100 $ 1,631,534 $ 1,631,534 $ 1,584,000 $ 1,584,000 $ 114,900 114,900 7.8% 7.8% $ $ 1,185,113 $ 1,185,113 $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 1,169,953 $ 1,169,953 $ 1,100,000 $ 1,100,000 $ - 0.0% 0.0% $ $ 2,374,216 $ 2,374,216 $ 2,408,495 $ 2,408,495 $ 2,633,772 $ 2,633,772 $ 2,265,779 $ 2,265,779 $ 2,633,772 $ 2,633,772 $ - 0.0% 0.0% $ $ 104,814 $ 104,814 $ 95,000 $ 95,000 $ 95,000 $ 95,000 $ 117,946 $ 117,946 $ 91,000 $ 91,000 $ (4,000) (4,000) -4.2% -4.2% $ $ 10,999 $ 10,999 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 10,217 $ 10,217 $ 8,000 $ 8,000 $ (2,000) (2,000) -20.0% -20.0% $ $ 3,709,758 $ 3,709,758 $ 3,598,000 $ 3,598,000 $ 3,598,000 $ 3,598,000 $ 3,634,774 $ 3,634,774 $ 3,598,000 $ 3,598,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 22,530,417 $ 22,530,417 $ FY 2010 ACTUAL 21,440,775 $ 21,440,775 $ FY 2011 ADOPTED 22,150,718 $ 22,150,718 $ FY 2011 REVISED 20,753,870 $ 20,753,870 $ FY 2011 FORECAST 22,407,320 $ 22,407,320 $ FY 2012 ADOPTED FUND TOTAL SOURCES 216 CLERK OF THE COURT GRANTS OPERATING FUND TOTAL SOURCES 205 COURT DOCUMENT RETRIEVAL OPERATING FUND TOTAL SOURCES 208 JUDICIAL ENHANCEMENT OPERATING FUND TOTAL SOURCES 218 CLERK OF COURT FILL THE GAP OPERATING FUND TOTAL SOURCES 270 CHILD SUPPORT ENHANCEMENT OPERATING FUND TOTAL SOURCES 273 VICTIM LOCATION OPERATING FUND TOTAL SOURCES 274 CLERK OF THE COURT EDMS OPERATING FUND TOTAL SOURCES FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 0.0% 0.0% 256,602 1.2% 256,602 1.2% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 28,481,731 $ 28,481,731 $ 30,185,299 $ 30,185,299 $ 30,185,299 $ 30,185,299 $ 29,058,523 $ 29,058,523 $ 30,516,351 $ 45,000 30,561,351 $ (331,052) (45,000) (376,052) -1.1% N/A -1.2% $ FUND TOTAL USES $ 1,251,734 $ 1,251,734 $ 1,350,280 $ 1,350,280 $ 1,834,946 $ 1,834,946 $ 1,270,526 $ 1,270,526 $ 1,834,948 $ 1,834,948 $ (2) (2) 0.0% 0.0% $ 935,284 $ 935,284 $ 1,469,100 $ 220,000 1,689,100 $ 1,469,100 $ 220,000 1,689,100 $ 1,159,425 $ 31,129 1,190,554 $ 1,584,000 $ 725,000 2,309,000 $ 521,441 $ 205,056 726,497 $ 1,100,000 $ 279,000 1,379,000 $ 1,100,000 $ 279,000 1,379,000 $ 633,351 $ 80,500 713,851 $ 1,100,000 $ 1,100,000 $ 279,000 279,000 0.0% 100.0% 20.2% FUND TOTAL USES $ 2,226,120 $ 38,448 2,264,568 $ 2,408,495 $ 25,000 2,433,495 $ 2,633,772 $ 25,000 2,658,772 $ 2,341,696 $ 2,341,696 $ 2,633,772 $ 2,633,772 $ 25,000 25,000 0.0% 100.0% 0.9% $ FUND TOTAL USES $ 12,468 $ 12,468 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ - $ - $ 45,900 $ 45,900 $ 29,100 29,100 38.8% 38.8% $ 5,967 $ 5,967 $ - $ 75,000 75,000 $ - $ 75,000 75,000 $ - $ 40,747 40,747 $ - $ 75,000 75,000 $ - N/A 0.0% 0.0% FUND TOTAL USES $ 2,150,128 $ 378,758 2,528,886 $ 3,598,000 $ 1,330,000 4,928,000 $ 3,598,000 $ 1,330,000 4,928,000 $ 2,721,978 $ 792,446 3,514,424 $ 3,598,000 $ 160,000 3,758,000 $ 1,170,000 1,170,000 0.0% 88.0% 23.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 35,572,405 $ 634,730 $ 36,207,135 $ 40,111,174 $ 2,004,000 $ 42,115,174 $ 40,821,117 $ 2,004,000 $ 42,825,117 $ 37,185,499 $ 944,822 $ 38,130,321 $ 41,267,071 $ 1,050,900 $ 42,317,971 $ 216 CLERK OF THE COURT GRANTS OPERATING 205 COURT DOCUMENT RETRIEVAL OPERATING NON-RECURRING $ - FUND TOTAL USES $ 208 JUDICIAL ENHANCEMENT OPERATING NON-RECURRING $ FUND TOTAL USES $ 218 CLERK OF COURT FILL THE GAP OPERATING NON-RECURRING 270 CHILD SUPPORT ENHANCEMENT NON-RECURRING 273 VICTIM LOCATION OPERATING NON-RECURRING $ FUND TOTAL USES $ 274 CLERK OF THE COURT EDMS OPERATING NON-RECURRING $ 332 (114,900) -7.8% (505,000) -229.5% (619,900) -36.7% (445,954) 953,100 507,146 -1.1% 47.6% 1.2% Maricopa County Annual Business Strategies FY 2012 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 COURT SUPPORT ORDERS 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .15 34.50 2.25 9.00 4.60 50.50 1.00 36.80 2.00 8.00 1.00 48.80 1.00 36.80 2.00 8.00 1.00 48.80 .90 38.80 1.55 10.00 1.55 52.80 .90 38.80 1.55 8.00 1.55 50.80 (.10) 2.00 (.45) .55 2.00 (10.0%) 5.4% (22.5%) 0.0% 55.0% 4.1% 3.00 30.15 19.00 8.95 61.10 3.00 7.60 39.15 8.40 58.15 3.00 7.60 39.15 8.40 .00 58.15 3.25 4.60 43.75 6.05 57.65 3.25 3.95 41.90 4.55 53.65 .25 (3.65) 2.75 (3.85) (4.50) 8.3% (48.0%) 7.0% (45.8%) N/A (7.7%) 6.90 68.35 7.10 3.95 120.65 15.35 8.45 238.90 469.65 10.55 65.85 5.05 9.45 121.80 14.00 7.80 240.50 475.00 10.55 65.85 5.05 9.45 121.80 14.00 7.80 240.50 475.00 10.70 68.70 6.20 8.00 117.45 14.70 7.50 236.55 469.80 10.70 67.70 6.20 9.00 118.25 15.70 7.50 234.55 469.60 .15 1.85 1.15 (.45) (3.55) 1.70 (.30) (5.95) (5.40) 1.4% 2.8% 22.8% (4.8%) (2.9%) 12.1% (3.8%) (2.5%) (1.1%) 23.00 6.50 6.00 2.00 37.50 22.00 7.50 6.00 2.00 37.50 22.00 7.50 6.00 2.00 37.50 22.50 6.25 6.50 2.25 37.50 22.50 6.25 6.50 2.25 37.50 .50 (1.25) .50 .25 - 2.3% (16.7%) 8.3% 12.5% 0.0% 28.59 13.40 18.26 60.25 679.00 24.95 16.50 19.10 60.55 680.00 24.95 16.50 19.10 60.55 680.00 25.90 17.45 19.90 63.25 681.00 25.20 17.45 19.80 62.45 674.00 .25 .95 .70 1.90 (6.00) 1.0% 5.8% 3.7% 3.1% (0.9%) 333 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Market Title MARKET RANGE TITLE CLERK OF THE SUPERIOR COURT Accountant Accounting Specialist Admin & Operations Mgr Admin/Operations Specialist Admin/Operations Supv Administrative Staff Supv Administrator Applications Development Mgr Attorney Business/Systems Analyst Business/Systems Analyst-Sr/Ld Chief Deputy - Clk of Crt Courtroom Clerk Courtroom Services Supervisor Database Administrator Database Report Writer Analyst Deputy Director Elected Executive Assistant - Elected Official 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 Administrator Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Justice System Manager Management Analyst Media Specialist Office Assistant Office Assistant Specialized Operations/Program Manager PC/LAN Tech Support Procurement Specialist Programmer/Analyst Programmer/Analyst - Sr/Ld Project Manager Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Special Projects Manager 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 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 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 2.00 680.00 334 FY 2011 REVISED 3.00 4.00 1.00 3.00 1.00 2.00 1.00 4.00 2.00 1.00 218.50 16.00 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 6.00 290.00 23.00 21.00 11.00 3.00 1.00 1.00 1.00 6.50 1.00 5.00 2.00 3.00 1.00 1.00 3.00 1.00 1.00 2.00 3.00 1.00 2.00 680.00 FY 2011 FY 2012 FORECAST ADOPTED 3.00 4.00 3.00 1.00 1.00 1.00 1.00 4.00 2.00 1.00 218.50 17.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 9.00 2.00 4.00 2.00 1.00 1.00 3.00 3.00 1.00 1.00 6.00 289.00 23.00 20.00 11.00 2.00 1.00 1.00 1.00 6.50 1.00 5.00 2.00 3.00 1.00 2.00 3.00 1.00 1.00 2.00 3.00 1.00 2.00 681.00 3.00 4.00 3.00 1.00 1.00 1.00 1.00 4.00 2.00 1.00 214.50 17.00 1.00 1.00 4.00 1.00 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 6.00 287.00 23.00 21.00 11.00 2.00 1.00 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 2.00 674.00 REVISED TO ADOPTED VARIANCE VAR % (1.00) (1.00) (1.00) 1.00 1.00 (4.00) 1.00 1.00 (3.00) (1.00) 1.00 1.00 (1.00) (6.00) 0.0% 0.0% (100.0%) 0.0% (100.0%) (50.0%) N/A 0.0% N/A 0.0% 0.0% 0.0% (1.8%) 6.3% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.0%) 0.0% 0.0% 0.0% (33.3%) 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (0.9% ) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Fund FULL TIME EQUIVALENT (FTE) 160 CLERK OF THE SUPERIOR COURT 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 2010 ADOPTED 558.00 22.00 4.00 5.00 48.00 42.00 679.00 FY 2011 ADOPTED 556.00 25.00 2.00 5.00 47.00 45.00 680.00 FY 2011 REVISED 556.00 25.00 2.00 5.00 47.00 45.00 680.00 FY 2011 FY 2012 FORECAST ADOPTED 557.00 25.00 2.00 5.00 47.00 45.00 681.00 548.00 27.00 2.00 5.00 47.00 45.00 674.00 REVISED TO ADOPTED VARIANCE VAR % (8.00) 2.00 (6.00) (1.4%) 8.0% 0.0% 0.0% 0.0% 0.0% (0.9% ) Significant Variance Analysis o o o Shift two Court Operations positions (2 FTE) from the General Fund (100) to the Court Document Retrieval Fund (205). Eliminate four vacant Courtroom Clerk positions (4.0 FTE) due to multiple long-term vacancies in the same market range title and organizational unit. Eliminate one regular and one temporary vacant Justice System Clerk position (1.4 FTE) due to multiple long-term vacancies in the same market range title and organizational unit. General Adjustments Target Adjustments: General Fund (100) • Increase budget by $3,075 for restatement of risk management charges from Non Departmental. • Increase budget by $13,313 for restatement of equipment services charges for vehicle maintenance and repair. • Increase budget by $429,172 for restatement of baseline telecommunications. Base Adjustments: General Fund (100) • Increase filing fee revenue by $147,700 based on FY 2011 forecasted revenue. • Increase Regular Benefits by $137,688 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $195,284 for retirement contribution rate increase. • Increase the expenditure budget by $123,606 for banking fees that will be charged to the department for the first time in FY 2012. • Reduce the expenditure budget by $203,361 as a result of lower pay rates caused by employee turnover (new hires paid less than those they replaced). • Reduce the expenditure budget by $217,132 as a result of eliminating five regular vacant positions and one temporary vacant position (5.4 FTE). As of March 2011, there were 80 vacant positions (76.4 FTE) in the department with 69 of those positions (65.4 FTE) in the General Fund. FY 2011 General Fund personnel savings from turnover and vacancies is budgeted at 6%, while actual savings is 12.4% year-to-date through February. • Shift expenditures of $105,593 to the Court Document Retrieval Fund (205) for two Court Operations positions (2.0 FTE). • Shift expenditures of $45,000 to Non Recurring for the purchase of a replacement Interactive Voice Response System. • (Non Recurring): Increase expenditure budget by $45,000 for the purchase of a replacement Interactive Voice Response System. 335 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) • Increase filing fee revenue by $114,900 based on FY 2011 forecast revenue. • Increase Regular Benefits by $5,400 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $7,586 for retirement contribution rate increase. • Shift expenditures of $105,593 from the General Fund (100) for two Court Operations positions (2.0 FTE). • Reduce expenditure budget by $3,679 for Personnel Savings. Judicial Enhancement Fund (208) • Increase Regular Benefits by $432 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $1,620 for retirement contribution rate increase. • Reduce expenditures in Other Services by $2,052 for structural balance. Clerk of the Court Grants Fund (216) • Increase grant revenue and expenditure budgets by $2 for grant reconciliation. • Increase Regular Benefits by $1,080 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $1,721 for retirement contribution rate increase. • Reduce General Supplies by $2,081 for structural balance. Clerk of the Court Fill the Gap Fund (218) • Increase Regular Benefits by $10,152 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $14,604 for retirement contribution rate increase. • Reduce Other Services by $24,756 for structural balance. Electronic Document Management Fund (274) • Increase Regular Benefits by $9,720 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $14,939 for retirement contribution rate increase. • Reduce Debt Services by $24,659 due to the discontinuation of technology financing. • (Non Recurring): Increase expenditure budget by $160,000 for a Juvenile Electronic Court Records project. 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. 336 Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 99.7% FY 2011 FY 2011 REVISED FORECAST 99.6% 100.0% 99.9% 100.0% 100.0% 100.0% 0.0% 0.0% % of Juvenile records on appeal transmitted to an Appellate Court per mandated timeframe, 20 days from the filing date of the Notice of Appeal % 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 98.3% 96.4% 100.0% 100.0% 3.6% 3.8% 98.9% 97.9% 99.3% 99.0% 1.1% 1.1% 98.7% 97.7% 99.2% 98.9% 1.2% 1.2% 100.0% 100.0% 99.8% 100.0% -0.0% -0.0% 96.1% 95.6% 96.5% 96.8% 1.1% 1.2% 97.0% 96.5% 98.6% 98.3% 1.7% 1.8% % 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 89.6% 89.2% 81.5% 86.5% -2.7% -3.1% 99.8% 99.5% 99.8% 99.8% 0.2% 0.2% % of accurate Juvenile minute entries in a statistical sample of completed minute entries 99.4% 99.5% 99.6% 99.5% 0.1% 0.1% % of received court created documents that were distributed by the next business day after receiving the documents for distribution % of received Adult court created documents distributed by the next business day after receipt of the documents for distribution 99.4% 98.9% 100.0% 100.0% 1.1% 1.2% N/A N/A N/A 100.0% N/A N/A % of received Juvenile court created documents distributed by the next business day after receipt of 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 N/A N/A N/A 100.0% N/A N/A 99.7% 99.1% 100.0% 100.0% 0.9% 0.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 94.5% 90.5% 99.9% 100.0% 9.5% 10.5% 337 FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.4% 0.4% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Program Results (Continued) % of eFiled court documents available within the next business day after the day of receipt 99.8% 100.0% 96.7% 98.5% -1.5% -1.5% % 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 70.8% 67.7% 73.7% 72.6% 4.9% 7.2% 0.2% 0.2% 0.1% 0.1% -0.1% -39.2% 73.1% 70.2% 76.1% 78.6% 8.4% 12.0% 99.9% 99.8% 99.6% 99.8% 0.1% 0.1% 100.0% 99.9% 99.6% 99.9% -0.1% -0.1% 99.3% 98.5% 99.4% 99.6% 1.1% 1.1% 99.8% 99.8% 99.9% 99.9% 0.2% 0.2% Activities that comprise this program include: Appellate • Case Establishment • Disposition Report • Distribution • • • • • Electronic Document Exhibits 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. 338 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 FY 2010 ACTUAL 99.7% FY 2011 FY 2011 REVISED FORECAST 99.6% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.4% 0.4% 99.9% 100.0% 100.0% 100.0% 0.0% 0.0% % of Juvenile records on appeal transmitted to an Appellate Court per mandated timeframe, 20 days from the filing date of the Notice of Appeal # of records transmitted to an Appellate Court 98.3% 96.4% 100.0% 100.0% 3.6% 3.8% 1,638 1,729 1,659 1,687 (42) -2.4% # 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 1,402 1,508 1,417 1,452 (56) -3.7% 236 221 241 234 13 5.9% 1,693 1,730 1,705 1,693 (37) -2.1% $ 213.77 $ 279.80 $ 279.51 $ 312.86 $ (33.07) -11.8% $ 322,086 28,076 350,162 $ 436,870 46,900 483,770 $ 414,127 49,577 463,704 $ 480,421 47,379 527,800 $ (43,551) (479) (44,030) -10.0% -1.0% -9.1% Expenditure 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ $ $ $ $ Activity Narrative: The cost per record is increased due to an increase in Regular Benefits charges. 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 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). 339 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 98.9% FY 2011 FY 2011 REVISED FORECAST 97.9% 99.3% FY 2012 ADOPTED 99.0% REV VS ADOPTED VAR % 1.1% 1.1% 98.7% 97.7% 99.2% 98.9% 1.2% 1.2% 100.0% 100.0% 99.8% 100.0% (0.0%) -0.0% 14.6% 16.9% -4.5% 14.5% 9.2% $ 167,058 148,920 18,138 168,724 18.93 100 - GENERAL TOTAL SOURCES $ $ 465,177 465,177 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,596,692 490,417 75,738 $ 3,162,847 $ 172,379 154,026 18,352 174,293 17.81 $ $ 396,000 396,000 $ 180,417 163,180 17,238 182,292 17.60 $ $ 453,725 453,725 $ 197,606 180,078 17,530 199,590 16.18 $ 25,227 26,052 (822) 25,297 1.63 $ $ 456,000 456,000 $ $ 60,000 60,000 15.2% 15.2% $ 2,494,948 225,588 408,766 67,392 $ 3,196,694 $ 27,985 (225,588) 44,351 26,922 (126,330) 1.1% N/A 9.8% 28.5% -4.1% Expenditure $ 2,522,933 453,117 94,314 $ 3,070,364 $ 2,636,404 453,858 85,948 $ 3,176,210 $ Activity Narrative: The number of adult cases is expected to increase based on current trends of increased litigation stemming from mortgage and credit card judgments. 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. 340 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Efficiency REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % % of needed Disposition Reports / Abstracts 99.7% 99.1% 100.0% 100.0% 0.9% 0.9% prepared that are transmitted within established timeframes % of Adult sentencings resulting in a 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Disposition Report that have the Disposition Report transmitted within 40 days of sentencing % of Adult sentencings resulting in an Abstract 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% that have the Abstract transmitted within ten days of sentencing % of Juvenile disposition minute entries 94.5% 90.5% 99.9% 100.0% 9.5% 10.5% resulting in an Abstract that have the Abstract transmitted within ten days from the date of the disposition minute entry # of Disposition Reports / Abstracts 53,719 58,273 53,176 53,265 (5,008) -8.6% transmitted # of Disposition Reports transmitted 46,581 50,421 46,928 46,992 (3,429) -6.8% # of Adult Abstracts transmitted 4,376 4,825 4,082 4,018 (807) -16.7% # of Juvenile Abstracts transmitted 2,762 3,030 2,165 2,254 (776) -25.6% # of Disposition Reports / Abstracts to be 67,214 72,615 62,807 62,290 (10,325) -14.2% transmitted $ Cost per Disposition Report / Abstract $ 5.13 $ 4.12 $ 4.51 $ 5.35 $ (1.23) -29.7% transmitted Expenditure 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 256,143 19,434 275,577 $ $ 210,601 29,589 240,190 $ $ 216,271 8,265 15,099 239,635 $ $ 245,409 39,405 284,814 $ $ (34,808) (9,816) (44,624) -16.5% N/A -33.2% -18.6% Activity Narrative: The cost per Disposition Report/Abstract is increased due to an increase in Regular Benefits charges. 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. 341 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Measure Description % of received court created documents that were distributed by the next business day after receiving the documents for distribution % of received Adult court created documents distributed by the next business day after receipt of the documents for distribution % of received Juvenile court created documents distributed by the next business day after receipt of the documents for distribution # of court created documents distributed # of Adult court created documents distributed FY 2010 ACTUAL 99.4% # of Juvenile court created documents distributed # of court created documents received for distribution $ Cost per court created document distributed FY 2011 FY 2011 REVISED FORECAST 98.9% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 1.1% 1.2% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A 656,545 N/A 652,893 N/A 680,002 N/A 681,338 564,805 28,445 N/A 4.4% N/A N/A N/A N/A 116,534 N/A N/A 657,433 652,975 680,063 681,338 $ 1.30 $ 1.33 $ 1.26 $ 1.25 $ $ 852,799 852,799 $ 866,983 866,983 $ 858,143 858,143 $ 820,583 30,768 851,351 $ 28,363 4.3% 0.08 5.9% Expenditure 100 - GENERAL 216 - CLERK OF THE COURT GRANTS TOTAL USES $ $ $ $ $ 46,400 (30,768) 15,632 5.4% N/A 1.8% 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. 342 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Output Output Output Demand Demand Efficiency REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % % of eFiled court documents available within 99.8% 100.0% 96.7% 98.5% (1.5%) -1.5% the next business day after the day of receipt 70.8% 67.7% 73.7% 72.6% 4.9% 7.2% % of scanned court documents available within three business days after the day of receipt % of incomplete or inaccurate electronic 0.2% 0.2% 0.1% 0.1% (0.1%) -39.2% documents in a statistical sample of eFiled and scanned electronic court documents after the initial audit % of electronic documents available within 73.1% 70.2% 76.1% 78.6% 8.4% 12.0% established timeframes # of eFiled documents added to the Electronic 228,889 239,301 288,679 652,141 412,840 172.5% Court Record (ECR) repository # of scanned documents added to the ECR 2,579,395 2,574,244 2,533,021 2,162,435 (411,809) -16.0% repository # of electronic documents added to the ECR 2,808,284 2,823,545 2,821,700 2,814,576 (8,969) -0.3% Repository # of eFiled documents submitted 231,989 242,910 294,774 658,386 415,476 171.0% # of documents available for scanning 2,805,524 2,850,190 2,692,435 2,351,385 (498,805) -17.5% $ Cost per electronic document added to the $ 1.73 $ 2.22 $ 1.94 $ 2.02 $ 0.20 8.8% ECR Repository Revenue 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ 1,474,438 3,680,069 $ 5,154,507 $ 1,469,100 3,571,000 $ 5,040,100 $ 1,625,023 3,604,178 $ 5,229,201 $ 1,584,000 3,598,000 $ 5,182,000 $ 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,576,162 577,165 3,183 459,108 1,256,313 $ 4,871,931 $ 2,810,209 1,200,258 4,497 522,883 1,725,586 $ 6,263,433 $ 2,716,967 680,323 489,344 1,598,194 $ 5,484,828 $ 2,548,961 416,036 578,820 542,874 1,604,304 $ 5,690,995 $ $ 114,900 27,000 141,900 7.8% 0.8% 2.8% Expenditure $ 261,248 (416,036) 621,438 4,497 (19,991) 121,282 572,438 9.3% N/A 51.8% 100.0% -3.8% 7.0% 9.1% Activity Narrative: Electronic filing activity is expected to increase as more court customers use the electronic filing system due to the implementation of mandatory electronic case filing for some areas. 343 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 205 - COURT DOCUMENT RETRIEVAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES FY 2010 ACTUAL 99.9% $ $ $ FY 2011 FY 2011 REVISED FORECAST 99.8% 99.6% FY 2012 ADOPTED 99.8% REV VS ADOPTED VAR % 0.1% 0.1% 100.0% 99.9% 99.6% 99.9% (0.1%) -0.1% 99.3% 98.5% 99.4% 99.6% 1.1% 1.1% (5,630) (4,834) (793) (5,934) (1.45) -4.3% -4.1% -5.5% -4.5% -28.6% (51,847) (80,000) (22,839) (154,686) -8.5% N/A -37.3% -23.1% 128,294 113,296 14,998 128,483 5.13 600,918 57,546 658,464 $ $ $ 131,891 117,540 14,350 132,280 5.08 608,968 61,299 670,267 $ $ $ 119,341 105,720 13,621 119,444 5.65 605,063 69,611 674,674 $ $ $ 126,261 112,706 13,557 126,346 6.53 660,815 80,000 84,138 824,953 $ $ $ Activity Narrative: The cost per exhibit processed is increased due to an increase in Regular Benefits charges. 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. 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 FY 2010 ACTUAL 99.8% FY 2011 FY 2011 REVISED FORECAST 99.8% 99.9% FY 2012 ADOPTED 99.9% REV VS ADOPTED VAR % 0.2% 0.2% 236,486 244,642 238,180 235,574 (9,068) -3.7% 239,693 248,138 240,895 238,651 (9,487) -3.8% $ 1.70 $ 1.57 $ 1.55 $ 1.54 $ 0.03 1.9% $ $ 401,549 401,549 $ $ 384,483 384,483 $ $ 368,129 368,129 $ $ 363,224 363,224 $ $ 21,259 21,259 5.5% 5.5% Expenditure 100 - GENERAL TOTAL USES 344 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Result 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 FY 2010 ACTUAL 96.1% FY 2011 FY 2011 REVISED FORECAST 95.6% 96.5% FY 2012 ADOPTED 96.8% REV VS ADOPTED VAR % 1.1% 1.2% 97.0% 96.5% 98.6% 98.3% 1.7% 1.8% % 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 89.6% 89.2% 81.5% 86.5% (2.7%) -3.1% 99.8% 99.5% 99.8% 99.8% 0.2% 0.2% Result % of accurate Juvenile minute entries in a statistical sample of completed minute entries 99.4% 99.5% 99.6% 99.5% 0.1% 0.1% Output Output Output Output # 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 $ Result Result Output Demand Efficiency Revenue 608,718 533,522 75,196 533,522 590,391 517,587 72,803 517,587 594,598 520,415 74,182 520,415 570,732 498,528 72,205 498,528 (19,659) (19,059) (598) (19,059) -3.3% -3.7% -0.8% -3.7% 75,196 72,803 74,182 72,205 (598) -0.8% (19,659) 1.85 -3.3% 8.0% -81.7% -1.3% 0.0% 4.6% -25.0% 608,718 20.41 $ 590,391 23.19 $ 594,598 20.95 $ 570,732 21.34 $ 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT TOTAL SOURCES $ 1,265,714 955,302 2,374,215 99,884 $ 4,695,115 $ 1,582,782 896,000 2,633,772 87,000 $ 5,199,554 $ 902,516 947,214 2,267,279 111,086 $ 4,228,095 $ 289,900 884,000 2,633,772 91,000 $ 3,898,672 $ (1,292,882) (12,000) 4,000 $ (1,300,882) 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ 10,047,625 1,238,929 1,135,663 $ 12,422,217 $ 10,620,257 1,834,478 1,235,078 $ 13,689,813 $ 9,932,605 1,270,097 1,257,034 $ 12,459,736 $ 10,388,793 502,649 1,285,268 $ 12,176,710 $ Expenditure 231,464 1,331,829 (50,190) $ 1,513,103 2.2% 72.6% -4.1% 11.1% Activity Narrative: Four vacant positions (4.0 FTE) are eliminated from the Memorialization of Court Proceedings Activity. Result and output levels in this activity have been maintained despite a significant number of vacant positions. The elimination of several of the vacant positions should allow for increased efficiency while maintaining results. 345 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Base Adjustments: Child Support Enhancement Fund (270) • Decrease revenue budget by $4,000 due to expected declines in incentive payments. No operating expenditures were requested for FY 2012. • (Non Recurring): Increase expenditure budget by $45,900 for the purchase of a replacement Interactive Voice Response System. 346 Maricopa County Annual Business Strategies FY 2012 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 receiving the financial order % 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 2010 ACTUAL 98.4% FY 2011 FY 2011 REVISED FORECAST 97.4% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 2.6% 2.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.7% 100.0% 100.0% 100.0% 0.0% 0.0% 99.1% 99.5% 95.6% 96.7% -2.9% -2.9% 98.7% 98.5% 99.2% 99.0% 0.4% 0.4% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.6% 98.6% 98.9% 98.9% 0.3% 0.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 95.9% 100.0% 100.0% 4.1% 4.3% 98.6% 97.9% 100.0% 100.0% 2.1% 2.1% 99.1% 100.0% 93.6% 95.2% -4.8% -4.8% 97.0% 96.6% 98.7% 99.2% 2.6% 2.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.9% 99.9% 100.0% 99.9% 0.1% 0.1% 97.8% 100.0% 96.3% 97.4% -2.6% -2.6% Activities that comprise this program include: Court Ordered Disbursement • Court Ordered Financial Records • • • 347 Court Ordered Receivables Fiduciary Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. 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 2010 ACTUAL 100.0% $ 100 - GENERAL 273 - VICTIM LOCATION TOTAL USES $ 1,020,816 5,967 $ 1,026,783 FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 82,196 76,937 5,259 88,646 12.49 67,677 62,165 5,511 68,541 7.04 78,223 74,387 3,836 86,230 4.40 79,111 75,198 3,912 86,310 3.62 11,434 13,033 (1,599) 17,769 3.42 16.9% 21.0% -29.0% 25.9% 48.6% $ $ $ 401,197 75,000 476,197 $ $ $ 303,390 40,747 344,137 $ $ $ 211,109 75,000 286,109 $ $ $ 190,088 190,088 47.4% 0.0% 39.9% Activity Narrative: Two vacant positions (1.4 FTE) are eliminated from the Court Ordered Disbursement Activity. Result and output levels in this Activity have been maintained despite a significant number of vacant positions. The elimination of several of the vacant positions should allow for increased efficiency while maintaining results. Additionally, the number of bond checks issued has decreased due to staff in this area no longer performing special projects such as clearing out bonds. 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. 348 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court 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. 349 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Result Result Result Result Result Result Result Result Output Output Output Output Output Output Output Output Output Demand Efficiency Revenue 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 receiving the financial order % 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 FY 2010 ACTUAL 99.1% FY 2011 FY 2011 REVISED FORECAST 99.5% 95.6% FY 2012 ADOPTED 96.7% REV VS ADOPTED VAR % (2.9%) -2.9% 98.7% 98.5% 99.2% 99.0% 0.4% 0.4% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.6% 98.6% 98.9% 98.9% 0.3% 0.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 95.9% 100.0% 100.0% 4.1% 4.3% 98.6% 97.9% 100.0% 100.0% 2.1% 2.1% 99.1% 100.0% 93.6% 95.2% (4.8%) -4.8% 97.0% 96.6% 98.7% 99.2% 2.6% 2.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.9% 99.9% 100.0% 99.9% 0.1% 0.1% 97.8% 100.0% 96.3% 97.4% (2.6%) -2.6% 220,249 24,258 230,690 24,829 221,471 25,170 231,891 25,778 1,201 949 0.5% 3.8% 5,489 156,855 6,753 161,305 5,723 151,777 6,890 159,950 137 (1,355) 2.0% -0.8% 29,280 33,034 26,874 27,620 (5,414) -16.4% 4,367 4,770 11,928 11,654 6,884 144.3% 15,939 15,564 17,682 17,622 2,058 13.2% 35,676 29,941 37,873 36,322 6,381 21.3% 4,659 4,501 4,885 4,451 (50) -1.1% 1.7% -30.2% # of financial record orders to be processed $ Cost per financial record processed $ 229,234 3.60 $ 234,804 6.62 $ 232,130 6.85 $ 238,868 8.61 $ 4,064 (2.00) 273 - VICTIM LOCATION TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 8,000 8,000 $ $ 8,000 8,000 100 - GENERAL 216 - CLERK OF THE COURT GRANTS TOTAL USES $ 793,251 793,251 $ 1,525,572 471,708 $ 1,997,280 $ N/A N/A Expenditure $ $ 1,526,293 $ 1,526,293 $ 1,516,640 $ 1,516,640 $ 721 (471,708) (470,987) 0.0% N/A -30.9% Activity Narrative: The number of Juvenile financial record orders processed is increasing significantly due to the implementation of an attorney fee/administration assessment program. 350 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Base Adjustments: Victim Location Fund (273) • Reduce revenue by $2,000 FY 2012 due to decreased interest revenue. No operating expenditures were requested for FY 2012. • (Non Recurring): Increase expenditure budget by $75,000 for participation in an interdepartmental agreement between the Clerk of the Superior Court and the County Attorney’s Office whereby MCAO employs its investigative services staff to assist the Clerk in locating victims of crimes who have unpaid restitution payments. 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. 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 2010 ACTUAL 98.4% $ 100 - GENERAL 273 - VICTIM LOCATION TOTAL SOURCES $ 10,459,530 $ 10,459,530 $ 9,849,900 10,000 $ 9,859,900 $ 9,396,520 5,000 $ 9,401,520 $ 9,813,600 $ 9,813,600 $ $ (36,300) (10,000) (46,300) 100 - GENERAL TOTAL USES $ $ $ $ $ $ $ $ $ $ 185,435 185,435 29,268 29,661 15.40 FY 2011 FY 2011 REVISED FORECAST 97.4% 100.0% $ 24,369 24,626 17.37 $ 36,337 36,128 10.54 FY 2012 ADOPTED 100.0% $ 30,121 30,317 7.90 REV VS ADOPTED VAR % 2.6% 2.7% $ 5,752 5,691 9.47 23.6% 23.1% 54.5% -0.4% -100.0% -0.5% Expenditure 450,636 450,636 351 423,326 423,326 383,151 383,151 237,891 237,891 43.8% 43.8% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: Cost per payment posted is decreased due to a shift in staff expenditures between the Court Ordered Receivables Activity and the Court Ordered Financial Records Activity. 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 2010 ACTUAL 99.7% $ 107,422 107,422 1.77 $ $ 190,459 190,459 FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 96,401 96,401 1.81 $ $ 174,184 174,184 $ 112,272 112,272 1.71 $ $ 192,241 192,241 FY 2012 ADOPTED 100.0% $ 115,667 115,667 1.67 $ $ 193,385 193,385 REV VS ADOPTED VAR % 0.0% 0.0% $ 19,266 19,266 0.13 20.0% 20.0% 7.5% $ $ (19,201) (19,201) -11.0% -11.0% 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. 352 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 99.9% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.4% 99.1% 99.8% 99.7% 0.6% 0.6% 99.8% 99.6% 100.0% 100.0% 0.4% 0.4% 99.5% 99.3% 100.0% 100.0% 0.7% 0.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Court Document Copy • Court File Delivery • Public Registrations 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 FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 99.9% 100.0% FY 2012 ADOPTED 100.0% 1,326,777 1,219,650 107,127 1,328,702 $ 0.93 1,336,659 1,229,725 106,933 1,339,317 $ 0.90 1,370,357 1,255,368 114,989 1,372,083 $ 0.83 1,416,508 1,302,955 113,554 1,418,131 $ 0.87 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ 1,115,725 111,593 $ 1,227,318 $ 1,145,405 59,882 $ 1,205,287 $ 1,054,652 76,590 $ 1,131,242 $ 1,046,214 190,959 $ 1,237,173 REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.4% 99.1% 99.8% 99.7% 0.6% 0.6% 353 $ $ $ 79,849 73,230 6,621 78,814 0.03 99,191 (131,077) (31,886) 6.0% 6.0% 6.2% 5.9% 3.1% 8.7% -218.9% -2.6% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. 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 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL TOTAL USES FY 2010 ACTUAL 99.8% $ $ $ FY 2011 FY 2011 REVISED FORECAST 99.6% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.4% 0.4% 99.5% 99.3% 100.0% 100.0% 0.7% 0.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 84,849 31,354 53,495 85,960 8.51 84,744 30,432 54,312 85,688 9.48 (22,264) (20,664) (1,599) (22,453) (2.69) -20.8% -40.4% -2.9% -20.8% -39.6% (22,520) (10,260) (43,725) (76,505) -6.5% N/A -11.5% -10.5% 96,360 41,530 54,830 97,569 6.19 375,803 220,497 596,300 $ $ $ 107,008 51,096 55,911 108,141 6.79 345,083 381,761 726,844 $ $ $ 340,116 381,620 721,736 $ $ $ 367,603 10,260 425,486 803,349 $ $ $ 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 354 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget electronically. The Adult portion of this activity continues to decrease as the Electronic Document activity increases. Juvenile cases are not yet included in Electronic Court Records. As such, the Juvenile portion of this activity will not decrease as quickly as the Adult portion. 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 2010 ACTUAL 100.0% $ 100 - GENERAL TOTAL SOURCES $ 1,470,032 $ 1,470,032 $ 1,164,000 $ 1,164,000 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ $ 59,849 59,849 14.32 FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 46,888 46,888 19.97 REV VS ADOPTED VAR % 0.0% 0.0% 44,264 44,264 42.25 $ $ 1,141,394 $ 1,141,394 $ 1,288,000 $ 1,288,000 $ $ $ $ $ $ 46,851 46,851 20.26 FY 2012 ADOPTED 100.0% $ (2,624) (2,624) (22.28) 124,000 124,000 -5.6% -5.6% -111.5% 10.7% 10.7% Expenditure $ 834,185 22,712 856,897 $ 893,887 42,643 936,530 $ 909,768 39,492 949,260 837,383 3,658 1,029,179 $ 1,870,220 $ 56,504 6.3% (3,658) N/A (986,536) -2313.5% (933,690) -99.7% Activity Narrative: The cost per application is increased due to an increase of $725,000 in the Non Recurring expenditure budget. Base Adjustments: Court Document Fund (205) • (Non Recurring): Increase expenditure budget by $725,000 for the imaging and conversion of inactive files and the destruction of 2002-06 case files. 355 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 30,185,299 $ 11,409,900 FY 2011 Revised Budget $ 30,185,299 $ 11,409,900 $ 445,560 $ 3,075 13,313 429,172 - $ 30,630,859 $ 11,409,900 $ 332,972 $ 137,688 195,284 (296,887) $ 123,606 (203,361) - (217,132) - Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Bank ing Fees Other Base Adjustments Savings from Lower Pay Rates due to Turnover Vacant Position Elimination Eliminated 5 Vacant FTE Positions and 1 Temporary Part Time Position Fees and Other Revenues ProgRevenue Volume Inc/Dec Information and Communications Technology Other IT Non-Recurring Shift IVR Replacement Costs to Non Recurring (0001) Reallocations Reallocation Between Funds Shift 2 FTE Court Operations Positions to Court Document Retrieval Fund (205) $ $ (203,361) $ (217,132) $ - $ - 147,700 147,700 (45,000) $ $ - (45,000) $ (105,593) $ (105,593) - $ 30,516,351 $ -0.4% 11,557,600 1.3% (105,593) FY 2012 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - Adjustments: Information and Communications Technology Other IT Non-Recurring Shift IVR Replacement from General Fund (100) Operating Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount - 45,000 $ - 45,000 $ 356 45,000 45,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 1,469,100 $ 1,469,100 FY 2011 Revised Budget $ 1,469,100 $ 1,469,100 FY 2012 Budget Target $ 1,469,100 $ 1,469,100 $ 12,986 5,400 7,586 (3,679) (3,679) 105,593 105,593 Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Shift 2 Court Operations Postions (2.0 FTE) from the General Fund (100) $ $ $ $ $ $ $ $ 114,900 114,900 - 105,593 FY 2012 Adopted Budget Percent Change from Target Amount $ 1,584,000 $ 7.8% Expenditures 1,584,000 7.8% Revenue NON-RECURRING FY 2011 Adopted Budget $ 220,000 $ - FY 2011 Revised Budget $ 220,000 $ - $ (220,000) $ (220,000) - $ - $ - $ 725,000 $ 725,000 - $ 725,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Imaging and Conversion of Inactive Records Project Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 357 725,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 553,704 $ 716,613 $ 716,613 $ 1,103,484 $ 1,544,464 Sources: Operating Total Sources: $ $ 1,485,064 1,485,064 $ $ 1,469,100 1,469,100 $ $ 1,469,100 1,469,100 $ $ 1,631,534 1,631,534 $ $ 1,584,000 1,584,000 $ $ $ $ 1,159,425 31,129 1,190,554 $ $ 1,469,100 220,000 1,689,100 $ $ 1,469,100 220,000 1,689,100 $ 1,584,000 725,000 2,309,000 Uses: Operating Non-Recurring Total Uses: $ 935,284 935,284 Structural Balance $ 549,780 $ - $ - $ 472,109 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,103,484 1,103,484 $ $ 496,613 496,613 $ $ 496,613 496,613 $ $ 1,544,464 1,544,464 $ $ 819,464 819,464 Expenditures Revenue Judicial Enhancement Fund (208) OPERATING FY 2011 Adopted Budget $ 1,100,000 $ 1,100,000 FY 2011 Revised Budget $ 1,100,000 $ 1,100,000 FY 2012 Budget Target $ 1,100,000 $ 1,100,000 $ 2,052 $ 432 1,620 (2,052) $ (2,052) - 1,100,000 $ 0.0% 1,100,000 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Reduce Other Services to Maintain Fund Structural Balance Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount (2,052) $ 358 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 571,893 $ 1,029,293 $ 1,029,293 $ 1,318,846 $ 1,582,748 Sources: Operating Total Sources: $ $ 1,792,871 1,792,871 $ $ 1,670,600 1,670,600 $ $ 1,670,600 1,670,600 $ $ 1,768,039 1,768,039 $ $ 1,670,600 1,670,600 $ $ $ $ 1,023,637 480,500 1,504,137 $ $ 1,670,600 679,000 2,349,600 $ $ 1,670,600 279,000 1,949,600 $ 1,670,600 300,000 1,970,600 $ - $ - $ 744,402 $ - (2) $ - $ - $ - $ - 750,293 750,293 $ $ 350,293 350,293 $ $ 1,582,748 1,582,748 $ $ 1,282,748 1,282,748 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 840,860 205,056 1,045,916 Structural Balance $ 952,011 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,318,846 1,318,846 $ $ Clerk of the Superior Court Grants Fund (216) OPERATING FY 2011 Adopted Budget $ 1,350,280 $ 1,350,280 $ 484,666 $ 484,666 484,666 484,666 FY 2011 Revised Budget $ 1,834,946 $ 1,834,946 FY 2012 Budget Target $ 1,834,946 $ 1,834,946 $ 2,801 $ 1,080 1,721 (2,801) $ (2,801) - $ 2 $ 2 2 2 $ 1,834,948 $ 0.0% 1,834,948 0.0% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Clk of Court Grant Recon Agenda Item: C-16-11-003-G-00 Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Decrease General Supplies to Maintain Fund Structural Balance Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation FY 2012 Adopted Budget Percent Change from Target Amount 359 $ $ (2,801) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Grants Fund (216) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ - $ - $ - $ - $ Sources: Operating Total Sources: $ $ 1,265,714 1,265,714 $ $ 1,350,280 1,350,280 $ $ 1,834,946 1,834,946 $ $ 932,028 932,028 $ $ 1,834,948 1,834,948 Uses: Operating Total Uses: $ $ 1,251,734 1,251,734 $ $ 1,350,280 1,350,280 $ $ 1,834,946 1,834,946 $ $ 1,270,526 1,270,526 $ $ 1,834,948 1,834,948 Structural Balance $ 13,980 $ - $ - $ $ - Accounting Adjustments $ (13,980) $ - $ - $ $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ - $ - $ - $ (338,498) - (338,498) (338,498) $ (338,498) (338,498) (338,498) Clerk of the Superior Court Fill the Gap Fund (218) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,408,495 $ 2,408,495 $ 225,277 $ 225,277 225,277 225,277 FY 2011 Revised Budget $ 2,633,772 $ 2,633,772 FY 2012 Budget Target $ 2,633,772 $ 2,633,772 $ 24,756 $ 10,152 14,604 (24,756) $ (24,756) - 2,633,772 $ 0.0% 2,633,772 0.0% Adjustments: Supplemental Funding Mid Year Adjustments State Aid to Courts FY 2011 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Reduce Other Services to Maintain Fund Structural Balance Agenda Item: C-80-11-005-2-00 Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount (24,756) $ 360 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Fill the Gap Fund (218) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 105,521 $ 82,350 $ 82,350 $ 215,174 $ 139,257 Sources: Operating Total Sources: $ $ 2,374,216 2,374,216 $ $ 2,408,495 2,408,495 $ $ 2,633,772 2,633,772 $ $ 2,265,779 2,265,779 $ $ 2,633,772 2,633,772 $ $ $ $ 2,341,696 2,341,696 $ $ 2,633,772 25,000 2,658,772 $ $ 2,408,495 25,000 2,433,495 $ 2,633,772 2,633,772 $ - Uses: Operating Non-Recurring Total Uses: $ 2,226,120 38,448 2,264,568 Structural Balance $ 148,096 $ - $ - $ Accounting Adjustments $ 5 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 215,174 215,174 $ $ 57,350 57,350 $ $ 57,350 57,350 $ $ 139,257 139,257 $ $ 139,257 139,257 361 (75,917) Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Child Support Enhancement Fund (270) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ - $ 95,000 FY 2011 Revised Budget $ - $ 95,000 $ 95,000 $ 95,000 - $ 95,000 $ 95,000 $ (95,000) $ (95,000) - $ - $ - (4,000) (4,000) $ - $ -100.0% 91,000 -4.2% Adjustments: Structural Balance Structural Balance Agenda Item: FY 2012 Budget Target Adjustments: Base Adjustments Other Base Adjustments No Expenditures Requested Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ (95,000) FY 2012 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget $ 75,000 $ - FY 2011 Revised Budget $ 75,000 $ - $ (75,000) $ (75,000) - $ - $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Information and Communications Technology Other IT Non-Recurring IVR Replacement Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount - 45,900 $ - 45,900 $ 362 45,900 45,900 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Child Support Enhancement Fund (270) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 381,623 $ 457,319 $ 457,319 $ 473,968 $ 591,914 Sources: Operating Total Sources: $ $ 104,814 104,814 $ $ 95,000 95,000 $ $ 95,000 95,000 $ $ 117,946 117,946 $ $ 91,000 91,000 Uses: Non-Recurring Total Uses: $ 12,468 12,468 $ 75,000 75,000 $ 75,000 75,000 $ - $ 45,900 45,900 Structural Balance $ 104,814 $ 95,000 $ 95,000 $ 117,946 $ 91,000 Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 477,319 477,319 $ $ 477,319 477,319 $ $ 591,914 591,914 $ $ 637,014 637,014 Expenditures Revenue 473,968 473,968 $ $ Victim Location Fund (273) OPERATING FY 2011 Adopted Budget $ - $ 10,000 FY 2011 Revised Budget $ - $ 10,000 $ 10,000 $ 10,000 - $ 10,000 $ 10,000 $ (10,000) $ (10,000) - $ - $ - (2,000) (2,000) $ - $ -100.0% 8,000 -20.0% Adjustments: Structural Balance Structural Balance Agenda Item: FY 2012 Budget Target Adjustments: Base Adjustments Other Base Adjustments No Revenues Requested Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Revenues due to Historical Trends Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount 363 (10,000) (2,000) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location Fund (273) (continued) Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget $ 75,000 $ - FY 2011 Revised Budget $ 75,000 $ - $ (75,000) $ (75,000) - $ - $ - $ 75,000 $ 75,000 - $ 75,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring IGA with MCAO - Victim Location Agenda Item: $ 75,000 FY 2012 Adopted Budget Percent Change from Target Amount Victim Location Fund (273) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 175,788 $ 176,788 $ 176,788 $ 180,821 $ 150,291 Sources: Operating Total Sources: $ $ 10,999 10,999 $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 10,217 10,217 $ $ 8,000 8,000 $ $ $ $ 40,747 40,747 $ $ 75,000 75,000 $ $ 75,000 75,000 $ 75,000 75,000 Uses: Operating Non-Recurring Total Uses: $ 5,967 5,967 Structural Balance $ 5,032 $ 10,000 $ 10,000 $ 10,217 $ 8,000 Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 180,821 180,821 $ $ 111,788 111,788 $ $ 111,788 111,788 $ $ 150,291 150,291 $ $ 83,291 83,291 364 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 3,598,000 $ 3,598,000 FY 2011 Revised Budget $ 3,598,000 $ 3,598,000 FY 2012 Budget Target $ 3,598,000 $ 3,598,000 $ 24,659 $ 9,720 14,939 (24,659) $ (24,659) - 3,598,000 $ 0.0% 3,598,000 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Decrease Debt Service to Maintain Fund Structural Balance Agenda Item: $ $ (24,659) FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue Juvenile Elec Court Record FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - FY 2012 Recommended Budget Percent Change from Target Amount $ - $ - FY 2012 Tentative Budget $ - $ - Percent Change from Target Amount Adjustments: Information and Communications Technology Other IT Non-Recurring Juvenile Electronic Court Records Project Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount - 160,000 $ - 160,000 $ 365 160,000 160,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 1,730,074 $ 1,887,659 $ 1,887,659 $ 2,910,943 $ 3,031,293 Sources: Operating Total Sources: $ $ 3,709,758 3,709,758 $ $ 3,598,000 3,598,000 $ $ 3,598,000 3,598,000 $ $ 3,634,774 3,634,774 $ $ 3,598,000 3,598,000 $ $ $ $ 2,721,978 792,446 3,514,424 $ $ 3,598,000 1,330,000 4,928,000 $ $ 3,598,000 1,330,000 4,928,000 $ 3,598,000 160,000 3,758,000 $ - $ - $ 912,796 $ - (3) $ - $ - $ - $ - 557,659 557,659 $ $ 557,659 557,659 $ $ 3,031,293 3,031,293 $ $ 2,871,293 2,871,293 Uses: Operating Non-Recurring Total Uses: $ 2,150,128 378,758 2,528,886 Structural Balance $ 1,559,630 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,910,943 2,910,943 $ $ 366 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2012 Adopted Budget Constables Analysis by Scott Rothe, Principal Management and 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 2010 ACTUAL PROGRAM / ACTIVITY SOURCES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 1,342,820 $ 1,342,820 $ 1,504,722 $ 1,504,722 $ 1,527,260 $ 1,527,260 $ 1,514,870 $ 1,514,870 $ 1,504,722 $ 1,504,722 $ (22,538) (22,538) -1.5% -1.5% TOTAL PROGRAMS $ 1,342,820 $ 1,504,722 $ 1,527,260 $ 1,514,870 $ 1,504,722 $ (22,538) -1.5% USES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS $ $ 2,299,731 $ 2,299,731 $ 2,691,648 $ 2,691,648 $ 2,714,186 $ 2,714,186 $ 2,607,807 $ 2,607,807 $ 2,661,308 $ 2,661,308 $ 52,878 52,878 1.9% 1.9% BDGT - BUDGETING FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 1,425 $ 735 2,160 $ 1,425 $ 735 2,160 $ 469 $ 239 708 $ 1,425 $ 735 2,160 $ - 0.0% 0.0% 0.0% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 3,936 $ 3,936 $ 8,529 $ 8,529 $ 8,529 $ 8,529 $ 8,532 $ 8,532 $ 5,017 $ 5,017 $ 3,512 3,512 41.2% 41.2% TOTAL PROGRAMS $ 2,303,667 $ 2,702,337 $ 2,724,875 $ 2,617,047 $ 2,668,485 $ 56,390 2.1% 367 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 34,283 34,283 $ $ - $ $ 22,538 22,538 $ $ 20,530 20,530 $ $ - $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 1,308,537 1,308,537 $ $ 1,504,722 1,504,722 $ $ 1,504,722 1,504,722 $ $ 1,494,340 1,494,340 $ $ 1,504,722 1,504,722 $ $ ALL REVENUES $ 1,342,820 $ 1,504,722 $ 1,527,260 $ 1,514,870 $ 1,504,722 $ TOTAL SOURCES $ 1,342,820 FY 2010 ACTUAL $ 1,504,722 FY 2011 ADOPTED $ 1,527,260 FY 2011 REVISED $ 1,514,870 FY 2011 FORECAST $ 1,504,722 FY 2012 ADOPTED CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT -1.5% $ (22,538) -1.5% REVISED VS ADOPTED VAR % 1,747,891 $ 773,813 (236,579) 236,579 2,521,704 $ 1,716,736 $ 736,263 (197,150) 197,149 2,452,998 $ 1,695,288 $ 730,070 (177,876) 177,876 2,425,358 $ 52,603 43,743 (58,703) 58,703 96,346 3.0% 5.7% -24.8% 24.8% 3.8% 32,169 $ 48,891 81,060 $ 17,166 $ 54,000 71,166 $ 39,704 $ 54,000 93,704 $ 24,709 $ 54,451 79,160 $ 8,955 $ 72,000 28,174 109,129 $ 30,749 (18,000) (28,174) (15,425) 77.4% -33.3% N/A -16.5% 1,578 $ 25,674 2,418 8,569 23 38,262 $ 4,103 $ 350 22,000 1,080 25,640 120 53,293 $ 4,103 $ 350 22,000 1,080 25,640 120 53,293 $ 3,385 $ 112 26,304 2,610 12,312 157 44,880 $ 7,103 $ 350 109,983 4,392 12,050 120 133,998 $ (3,000) -73.1% 0.0% (87,983) -399.9% (3,312) -306.7% 13,590 53.0% 0.0% (80,705) -151.4% - $ 20,878 20,878 $ 28,000 $ 28,174 56,174 $ 28,000 $ 28,174 56,174 $ 30,617 $ 9,392 40,009 $ - $ - $ 28,000 28,174 56,174 100.0% 100.0% 100.0% $ 2,702,337 $ 2,724,875 $ 2,617,047 $ 2,668,485 $ 56,390 2.1% 2,303,667 $ 2,702,337 $ 2,724,875 $ 2,617,047 $ 2,668,485 $ 56,390 2.1% $ $ $ $ TOTAL USES $ (22,538) 0.0% 0.0% 1,747,891 $ 773,813 (236,579) 236,579 2,521,704 $ SUBTOTAL $ ALL EXPENDITURES $ - 1,572,067 $ 603,472 (12,072) 2,163,467 $ $ 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 (22,538) -100.0% (22,538) -100.0% 2,303,667 Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2010 ACTUAL $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 1,308,221 $ 34,599 1,342,820 $ 1,504,722 $ 1,504,722 $ 1,504,722 $ 22,538 1,527,260 $ 1,492,818 $ 22,052 1,514,870 $ 1,504,722 $ 1,504,722 $ 0.0% (22,538) -100.0% (22,538) -1.5% 1,308,221 $ 34,599 $ 1,342,820 $ FY 2010 ACTUAL 1,504,722 $ - $ 1,504,722 $ FY 2011 ADOPTED 1,504,722 $ 22,538 $ 1,527,260 $ FY 2011 REVISED 1,492,818 $ 22,052 $ 1,514,870 $ FY 2011 FORECAST 1,504,722 $ - $ 1,504,722 $ FY 2012 ADOPTED 0.0% (22,538) -100.0% (22,538) -1.5% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,269,385 $ 34,282 2,303,667 $ 2,429,547 $ 272,790 2,702,337 $ 2,429,547 $ 295,328 2,724,875 $ 2,397,571 $ 219,476 2,617,047 $ 2,490,609 $ 177,876 2,668,485 $ (61,062) 117,452 56,390 -2.5% 39.8% 2.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,269,385 $ 34,282 $ 2,303,667 $ 2,429,547 $ 272,790 $ 2,702,337 $ 2,429,547 $ 295,328 $ 2,724,875 $ 2,397,571 $ 219,476 $ 2,617,047 $ 2,490,609 $ 177,876 $ 2,668,485 $ (61,062) 117,452 56,390 -2.5% 39.8% 2.1% 368 Maricopa County Annual Business Strategies FY 2012 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 2010 ADOPTED 30.00 30.00 30.00 FY 2011 ADOPTED 35.00 35.00 35.00 FY 2011 REVISED 35.00 35.00 35.00 FY 2011 FY 2012 FORECAST ADOPTED 36.00 36.00 36.00 35.00 35.00 35.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Elected Legal Order Server Office Assistant Specialized Department Total FY 2010 FY 2011 ADOPTED ADOPTED 25.00 25.00 5.00 8.00 2.00 30.00 35.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 25.00 25.00 25.00 0.0% 8.00 9.00 8.00 0.0% 2.00 2.00 2.00 0.0% 35.00 36.00 35.00 0.0% FY 2010 FY 2011 ADOPTED ADOPTED 30.00 35.00 30.00 35.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 35.00 36.00 35.00 0.0% 35.00 36.00 35.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total Significant Variance Analysis • 1.0 FTE temporary Deputy Constable was created in September, 2010 due to the uncertainty following a primary election vote for a Constable. The temporary position was created on the condition that when a full time position became vacant in January 2011, the incumbent in the temporary position would be transferred to the vacated position and the temporary position would be deleted. The temporary position was never filled and will be deleted for FY 2012. General Adjustments Target Adjustments: • • • • Increase budget by $10,110 for restatement of risk management charges from NonDepartmental. Increase budget by $37,799 for restatement of equipment services charges for vehicle maintenance and repair. Increase budget by $6,890 for restatement of baseline telecommunications. Increase budget by $9,358 for restatement of radio charges. Operating Adjustments: • • • In addition to the above adjustments, increase Internal Service Charges by $23,826 for anticipated costs for Equipment Services, Telecommunications and Reprographics. Reduce regular benefits by $19,740 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. Increase regular benefits by $10,334 for retirement contribution rate increase. 369 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Constables 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. Program Results Measure Description Percent of writs served within five working days FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED 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. Cost per Writ served. FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 16,262 16,900 13,723 16,900 0.0% 16,262 16,900 13,723 16,900 0.0% $ 141.42 $ 160.60 $ 190.03 $ 157.47 $ 3.13 1.9% 100 - GENERAL TOTAL SOURCES $ 1,342,820 $ 1,342,820 $ 1,527,260 $ 1,527,260 $ 1,514,870 $ 1,514,870 $ 1,504,722 $ 1,504,722 $ $ (22,538) (22,538) -1.5% -1.5% 100 - GENERAL TOTAL USES $ 2,299,731 $ 2,299,731 $ 2,714,186 $ 2,714,186 $ 2,607,807 $ 2,607,807 $ 2,661,308 $ 2,661,308 $ $ 52,878 52,878 1.9% 1.9% Expenditure Operating Adjustments: • • • • Increase operating expenditures of $48,988 for one Deputy Constable (Legal Order Server) position that had been funded from General Fund (100) Non-Recurring/Non-Project (0001) in FY 2011. This position, one of six assigned to the six Justice of the Peace Precinct Court colocations, was originally believed to be temporary in nature. However, workload has not diminished and the need for this position appears now to be ongoing. Increase Fuel by $18,000 (from $4,500/month to $6,000/month) due to increasing fuel prices. Reduce salary/benefit savings during FY 2011 of $84,503 (due to reduced pay of newly elected Constables). Since the Technology Funding Program (TFP) has been discontinued, FY 2011 debt service funding of $28,174 has been moved to non-capital equipment for computer and radio replacement. 370 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Constables Non-Recurring Adjustments: • Funding of $177,876 is included for two Deputy Constables and two Office Assistants in NonRecurring/Non-Project (0001) to staff a pilot project for a second year to collect unpaid fines for which there are outstanding arrest warrants issued by the Justice Courts. A 10% surcharge on each warrant served by the Constables had been anticipated in order to fund the program in FY 2012 on an ongoing basis. However, the surcharge is only assessed by the Justice Courts in cases where a Constable makes an arrest. Since arrests are rare, surcharge revenue is negligible and insufficient to support the program. However, the Constables report that additional revenue of $93,212 was collected by the Justice Courts over the first 22 weeks as a result of the pilot program. Additional annual revenue in the Justice Courts General Fund is forecasted to be $220,317, which exceeds the annual personnel cost of $177,876 in the Constables Non-Recurring General Fund budget. The additional revenue generated by the pilot program is contributing to the positive revenue variance in the FY 2011 Justice Courts General Fund operating budget. Legislation to assess an additional fee for warrant service is pending in the current legislative session. The impact of this potential fee and the ability of the program to be self-sustaining will be assessed in the FY 2013 budget. Activity Narrative: Constable’s demand and revenue are closely tied to the economy. 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. In FY 2010 landlords experienced a glut of vacancies and were less likely to evict tenants, resulting in declining Writs of Restitution every quarter of the year (averaging 4,065 per quarter). During the first half of FY 2011, Writs of Restitution spiked to 4,964 in the first quarter and 4,636 in the second quarter (this could be due to foreclosed homeowners moving into rental housing). However, there is evidence that evictions and revenue are now declining to about 4,300 per quarter. Revenue and demand are budgeted slightly below the FY 2011 forecasted levels. 371 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,429,547 $ 1,504,722 FY 2011 Revised Budget $ 2,429,547 $ 1,504,722 $ 64,157 $ 10,110 37,799 6,890 9,358 - $ 2,493,704 $ 1,504,722 $ (9,406) $ (19,740) 10,334 6,311 $ 6,311 - 2,490,609 $ -0.1% 1,504,722 0.0% Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Radio Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Transfer Deputy Constable from Non-Recurring/Non-Project to Operating Budget Savings Resulting from Constable Turnover (Lower Pay Rates) Increase Fuel to $6,000 per Month to Reflect Rising Fuel Rates Increase Internal Service Charges to Reflect Anticipated Costs $ $ 48,988 (84,503) 18,000 23,826 FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Constables Equip Grants FY 11 - $ 22,538 $ 22,538 22,538 22,538 $ 295,328 $ 22,538 $ (22,538) $ (22,538) (272,790) $ (272,790) (22,538) (22,538) - C-25-11-00(2-6)-G-00 Agenda Item: C-25-11-00(2-6)-G-00 $ FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Pilot Warrants Program 272,790 $ Agenda Item: FY 2011 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Constables Equip Grants FY 11 Non Recurring Other Non-Recurring $ $ - $ - $ 177,876 $ 177,876 - $ 177,876 $ - Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 372 177,876 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Correctional Health Services Analysis by Mary Driessen, Senior Management and Budget Analyst Summary Mission The mission of the Correctional Health Services Department is to provide cost effective, medically necessary, integrated health care services to patients in the County jails so they can process through the judicial process. Vision Correctional Health Services will be a nationally recognized leader in providing correctional health services in a work environment that fosters employee pride and dedication. Strategic Goals Public Health By January 1, 2013, the vacancy rate for direct patient care will be no greater than 10% which will benefit client care. Status: As of March, 2011, the Department has a 7% vacancy rate. Public Health By June 30, 2012, Correctional Health Services (CHS) will have a tracking mechanism for chronic care patients to ensure appropriate continuity and level of health care. Status: The Department is currently in the early stages of implementing an electronic medical records system which will include a tracking mechanism for chronic care patients. Department Specific By June 30, 2014, 100% of CHS patient health records will be in electronic format. Status: The Department is currently in the early stages of implementing an electronic medical records system. Complete implementation is expected to occur by June 30, 2014. Public Health By June 30, 2015, CHS will build a stronger partnership with Maricopa Integrated Health Systems (MIHS) and District Medical Group (DMG) by providing over 50% of initial referrals to specialists on site or through telemedicine, and increasing the number of ancillary services provided by MIHS and DMG. Status: The Department is currently running approximately 40% of its specialty visits on site. The Department has yet to increase the number of ancillary services provided by MIHS and is working with MIHS to resolve questions regarding MIHS’ 373 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget accounts receivable. The Department has expanded DMG’s role in servicing on site visits by cardiologists. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES CLSP - CLINICAL SUPPORT 26SS - CORRECTIONAL HEALTH SUPP SVCS FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 79,886 $ 79,886 $ 56,500 $ 56,500 $ 56,500 $ 56,500 $ 60,988 $ 60,988 $ 56,500 $ 56,500 $ - 0.0% 0.0% TOTAL PROGRAMS $ 79,886 $ 56,500 $ 56,500 $ 60,988 $ 56,500 $ - 0.0% $ 4,064,517 $ 4,918,798 8,983,315 $ 2,875,435 $ 6,488,024 9,363,459 $ 2,875,436 $ 6,488,022 9,363,458 $ 5,033,552 $ 5,871,772 10,905,324 $ 3,726,021 $ 6,383,054 10,109,075 $ (850,585) 104,968 (745,617) -29.6% 1.6% -8.0% 2,370,823 $ 31,163,303 944,211 34,478,337 $ 2,370,825 $ 31,163,304 944,211 34,478,340 $ 2,525,021 $ 28,360,720 780,689 31,666,430 $ 2,550,465 $ 31,292,066 925,269 34,767,800 $ (179,640) (128,762) 18,942 (289,460) -7.6% -0.4% 2.0% -0.8% USES 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 $ $ 2,297,000 $ 27,943,819 782,158 31,022,977 $ CLSP - CLINICAL SUPPORT 26SS - CORRECTIONAL HEALTH SUPP SVCS $ $ 2,670,423 $ 2,670,423 $ 2,948,425 $ 2,948,425 $ 2,948,423 $ 2,948,423 $ 3,039,519 $ 3,039,519 $ 3,468,928 $ 3,468,928 $ (520,505) (520,505) -17.7% -17.7% CURE - CUSTODY RESTORATION AND EVAL EVAL - ADULT COMPETENCY EVALUATIONS JVAL - JUVENILE COMPETENCY EVALUATION 80RE - RESTORATION TO COMPETENCY $ 1,658,781 $ 1,095,942 284,400 3,039,123 $ 1,623,610 $ 1,196,309 241,200 3,061,119 $ 1,623,610 $ 1,196,309 241,200 3,061,119 $ 1,611,920 $ 1,211,948 238,650 3,062,518 $ 1,627,174 $ 1,199,761 241,200 3,068,135 $ (3,564) (3,452) (7,016) -0.2% -0.3% 0.0% -0.2% 107,813 $ 417,400 377,606 1,149,356 43,279 2,095,454 $ 107,814 $ 417,400 377,606 1,149,356 43,278 2,095,454 $ 106,610 $ 419,494 382,396 1,260,064 40,926 2,209,490 $ 109,210 $ 414,361 380,153 897,393 43,913 1,845,030 $ (1,396) 3,039 (2,547) 251,963 (635) 250,424 -1.3% 0.7% -0.7% 21.9% -1.5% 12.0% $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 105,315 $ 410,834 345,159 625,605 239,526 1,726,439 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 3,964,679 $ 3,964,679 $ 3,057,257 $ 3,057,257 $ 3,057,257 $ 3,057,257 $ 3,031,685 $ 3,031,685 $ 1,515,848 $ 1,515,848 $ 1,541,409 1,541,409 50.4% 50.4% BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ 392,659 392,659 $ 9,400,000 $ 341,936 9,741,936 $ 9,400,000 $ 341,936 9,741,936 $ 9,400,000 $ 352,310 9,752,310 $ - $ 266,840 266,840 $ 9,400,000 75,096 9,475,096 100.0% 22.0% 97.3% TOTAL PROGRAMS $ 51,799,615 $ 64,745,987 $ 64,745,987 $ 63,667,276 $ 55,041,656 $ 9,704,331 15.0% 374 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 71,156 71,156 $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 53,525 53,525 $ $ 50,000 50,000 $ $ - 0.0% 0.0% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 8,730 8,730 $ $ 6,500 6,500 $ $ 6,500 6,500 $ $ 7,463 7,463 $ $ 6,500 6,500 $ $ - 0.0% 0.0% ALL REVENUES $ 79,886 $ 56,500 $ 56,500 $ 60,988 $ 56,500 $ - 0.0% TOTAL SOURCES $ 79,886 FY 2010 ACTUAL $ 56,500 FY 2011 ADOPTED $ 56,500 FY 2011 REVISED $ 60,988 FY 2011 FORECAST $ 56,500 FY 2012 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 $ $ 0.0% REVISED VS ADOPTED VAR % 22,437,174 $ 23,133 774,073 6,793,754 425,963 (128,135) 566,309 30,892,271 $ 25,488,662 $ 22,968 843,461 8,066,931 413,993 (1,535,598) 2,389,744 35,690,161 $ 25,488,662 $ 22,968 843,461 8,066,931 413,993 (1,535,598) 2,389,744 35,690,161 $ 24,718,511 $ 27,862 801,143 7,798,959 398,395 (856,527) 1,218,609 34,106,952 $ 25,994,229 $ 22,968 813,461 8,838,282 413,994 (1,455,380) 1,850,262 36,477,816 $ (505,567) 30,000 (771,351) (1) (80,218) 539,482 (787,655) -2.0% 0.0% 3.6% -9.6% 0.0% -5.2% 22.6% -2.2% SUBTOTAL $ 117,129 $ 3,866,830 6,810 502 3,991,271 $ 95,998 $ 3,845,495 6,500 3,947,993 $ 95,998 $ 3,845,495 6,500 3,947,993 $ 93,878 $ 4,054,380 7,389 14,255 4,169,902 $ 98,340 $ 4,099,066 7,700 20,000 4,225,106 $ (2,342) (253,571) (1,200) (20,000) (277,113) -2.4% -6.6% -18.5% N/A -7.0% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,554,206 $ 10,677,367 467,375 82,399 38,875 3,951,052 24,238 20,216 6,418 15,702 24,934 16,862,782 $ 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 $ 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 $ 1,562,805 $ 10,614,643 208,255 93,219 64,682 2,968,089 15,587 24,361 6,541 17,192 15,575,374 $ 1,505,268 $ 10,768,924 172,698 100,872 77,662 1,645,738 12,060 31,900 6,126 17,078 14,338,326 $ 2,364 (95,145) 130,502 (12,714) (37,565) 1,327,417 14,140 (10,000) (126) (4,078) 24,884 1,339,679 0.2% -0.9% 43.0% -14.4% -93.7% 44.6% 54.0% -45.7% -2.1% -31.4% 100.0% 8.5% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ - $ 39,086 14,205 53,291 $ - $ 29,828 29,828 $ - $ 29,828 29,828 $ 400,000 $ 15,048 415,048 $ - $ 408 408 $ 29,420 29,420 N/A N/A 98.6% 98.6% ALL EXPENDITURES $ 51,799,615 $ 55,345,987 $ 55,345,987 $ 54,267,276 $ 55,041,656 $ 304,331 0.5% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ 9,400,000 $ 9,400,000 $ 9,400,000 $ 9,400,000 $ 9,400,000 $ 9,400,000 $ - $ - $ 9,400,000 9,400,000 100.0% 100.0% TOTAL USES $ 51,799,615 $ 64,745,987 $ 64,745,987 $ 63,667,276 $ 55,041,656 $ 9,704,331 15.0% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ Sources and Uses by Fund and Function FY 2010 FUND / FUNCTION CLASS ACTUAL 292 CORRECTIONAL HEALTH GRANT OPERATING $ 71,156 FUND TOTAL SOURCES $ 71,156 255 DETENTION OPERATIONS OPERATING $ 8,730 FUND TOTAL SOURCES $ 8,730 DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 53,525 $ 53,525 $ 50,000 $ 50,000 $ - 0.0% 0.0% $ $ 6,500 $ 6,500 $ 6,500 $ 6,500 $ 7,463 $ 7,463 $ 6,500 $ 6,500 $ - 0.0% 0.0% 79,886 $ 79,886 $ 56,500 $ 56,500 $ 56,500 $ 56,500 $ 60,988 $ 60,988 $ 56,500 $ 56,500 $ - 0.0% 0.0% 375 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 3,042,963 $ 3,042,963 $ 3,071,763 $ 3,071,763 $ 3,071,763 $ 3,071,763 $ 3,069,826 $ 3,069,826 $ 3,071,763 $ 3,071,763 $ - 0.0% 0.0% $ FUND TOTAL USES $ 53,591 $ 53,591 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 49,360 $ 49,360 $ 50,000 $ 50,000 $ - 0.0% 0.0% $ FUND TOTAL USES $ 48,703,061 $ 48,703,061 $ 51,042,379 $ 10,581,845 61,624,224 $ 51,042,379 $ 10,581,845 61,624,224 $ 50,843,759 $ 9,704,331 60,548,090 $ 51,042,379 $ 877,514 51,919,893 $ 9,704,331 9,704,331 0.0% 91.7% 15.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 51,799,615 $ - $ 51,799,615 $ 54,164,142 $ 10,581,845 $ 64,745,987 $ 54,164,142 $ 10,581,845 $ 64,745,987 $ 53,962,945 $ 9,704,331 $ 63,667,276 $ 54,164,142 $ 877,514 $ 55,041,656 $ 9,704,331 9,704,331 0.0% 91.7% 15.0% 292 CORRECTIONAL HEALTH GRANT OPERATING 255 DETENTION OPERATIONS OPERATING NON-RECURRING Staffing by Program and Activity PROGRAM/ACTIVITY 260 CORRECTIONAL HEALTH ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CORRECTIONAL HEALTH SUPP SVCS CLINICAL SUPPORT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 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 1.20 4.20 5.70 5.00 1.00 17.10 1.20 5.20 5.70 5.00 1.00 18.10 1.10 1.10 0.0% 26.8% 0.0% 0.0% 0.0% 6.5% 46.70 46.70 46.20 46.20 46.20 46.20 48.10 48.10 51.10 51.10 4.90 4.90 10.6% 10.6% - - .00 - 3.00 3.00 3.00 3.00 3.00 3.00 N/A N/A 19.85 51.55 71.40 19.85 56.55 76.40 19.85 56.55 76.40 21.65 55.35 77.00 20.80 55.40 76.20 .95 (1.15) (.20) 4.8% (2.0%) (0.3%) 22.80 219.68 7.18 249.65 26.10 259.60 10.20 295.90 26.10 259.60 10.20 295.90 28.30 257.40 8.60 294.30 29.30 261.05 7.75 298.10 3.20 1.45 (2.45) 2.20 12.3% 0.6% (24.0%) 0.7% 4.00 14.00 18.00 404.25 4.00 13.00 17.00 452.50 4.00 13.00 17.00 452.50 4.00 13.00 17.00 456.50 4.00 12.00 16.00 462.50 (1.00) (1.00) 10.00 0.0% (7.7%) (5.9%) 2.2% 376 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Market Range Title MARKET RANGE TITLE CORRECTIONAL HEALTH Accountant Admin/Operations Specialist Administrative Staff Supv 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 Investigator Chief - MCAO IS Project Manager IT Consultant Legal Assistant Legal Support Specialist Licensed Practical Nurse Management Analyst Materials Handling Worker Materials Inventory Specialist Medical Assistant Medical Director Mental Health Professional Mental Health Professional Supervisor Nurse - Correctional Nurse - Correctional/Psychiatric Nurse Pract/Phys Asst Nurse Pract/Phys Asst - Psych Nursing Director Nursing Informatics Analyst Nursing Manager Nursing Supervisor Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Payroll/Time & Labor Spec Physician Procurement Specialist Programmer/Analyst - Sr/Ld Psychiatrist Psychologist Psychometrist Radiologic Technologist Social Worker Trainer Warehouse/Inventory Supervisor Department Total 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 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 1.00 452.50 377 FY 2011 REVISED 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 FY 2011 FY 2012 FORECAST ADOPTED 1.00 5.00 1.00 1.00 1.00 3.00 1.50 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 56.00 2.00 5.00 63.00 1.00 36.50 4.00 90.00 3.00 13.00 4.00 1.00 1.00 3.00 11.00 83.00 5.00 1.00 1.00 10.00 1.00 1.00 11.00 10.00 1.00 1.50 8.00 1.00 1.00 456.50 1.00 5.00 1.00 1.00 1.00 3.00 1.50 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 57.00 2.00 5.00 65.00 1.00 35.50 4.00 93.00 3.00 13.00 4.00 1.00 1.00 3.00 11.00 83.00 5.00 1.00 1.00 1.00 10.00 1.00 1.00 11.00 10.00 1.00 1.50 8.00 1.00 1.00 462.50 REVISED TO ADOPTED VARIANCE VAR % (4.00) (36.50) (1.00) 1.00 1.00 1.00 (5.00) 5.00 2.00 35.50 4.00 2.00 2.00 1.00 (1.00) 1.00 1.00 1.00 10.00 0.0% 0.0% 0.0% 0.0% 0.0% (100.0%) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% (100.0%) 0.0% 0.0% 0.0% N/A 0.0% 0.0% N/A N/A N/A 0.0% 0.0% 1.8% 0.0% (100.0%) N/A 3.2% 0.0% N/A N/A 2.2% 200.0% 0.0% 0.0% 0.0% N/A 0.0% (8.3%) 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 2.2% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Fund DEPARTMENT/FUND 260 CORRECTIONAL HEALTH 100 GENERAL 255 DETENTION OPERATIONS Department Total FY 2010 ADOPTED 18.00 386.25 404.25 FY 2011 ADOPTED FY 2011 REVISED 17.00 435.50 452.50 FY 2011 FY 2012 FORECAST ADOPTED 17.00 435.50 452.50 17.00 439.50 456.50 16.00 446.50 462.50 REVISED TO ADOPTED VARIANCE VAR % (1.00) 11.00 10.00 (5.9%) 2.5% 2.2% Significant Variance Analysis Positions have been added to the Department to assist in the reopening the night operations at the Lower Buckeye Jail and the Tent facilities. General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $12,479 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $8,950 for retirement contribution rate increase. Detention Fund (255) Operating • Increase Regular Benefits by $455,686 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $240,378 for retirement contribution rate increase. 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 2010 ACTUAL 80.0% FY 2011 FY 2011 REVISED FORECAST 88.8% 86.7% 86.8% 85.9% 378 88.0% FY 2012 ADOPTED 87.7% 88.2% REV VS ADOPTED VAR % -1.1% -1.2% 2.3% 2.7% Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activities that comprise this program include: • Inpatient Medical • 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. Measure Type Result Output Output Demand Efficiency Expenditure Measure Description Percent of patients discharged within 16 calendar days Number of bed days received Number of patients discharged Number of patients referred to an inpatient medical setting Cost per bed day received FY 2010 ACTUAL 80.0% $ 255 - DETENTION OPERATIONS TOTAL USES $ 4,064,517 $ 4,064,517 FY 2011 FY 2011 REVISED FORECAST 88.8% 86.7% 15,930 1,390 1,401 255.15 14,986 1,394 1,382 $ 191.87 $ 2,875,436 $ 2,875,436 FY 2012 ADOPTED 87.7% 19,849 1,449 1,463 $ 308.70 $ 5,033,552 $ 5,033,552 REV VS ADOPTED VAR % (1.1%) -1.2% 20,003 1,436 1,460 $ 186.27 $ $ 3,726,021 $ 3,726,021 $ $ 5,017 42 78 33.5% 3.0% 5.6% 5.60 2.9% (850,585) (850,585) -29.6% -29.6% Activity Narrative: The number of bed days received is increasing by 33.5% due to the Department’s increasing utilization of the infirmary for patient care as an alternative to the general population. More resources mainly for health care services have been allocated to this activity for increased patient care; thus the 29.6% increase in expenditures. 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 Output Demand Efficiency Expenditure Measure Description Percent of patients discharged within 25 calendar days Number of mental health bed days received Number of patients discharged Number of patients referred to an inpatient mental health setting Cost per mental health bed days received FY 2010 ACTUAL 86.8% $ 255 - DETENTION OPERATIONS TOTAL USES $ 4,918,798 $ 4,918,798 FY 2011 FY 2011 REVISED FORECAST 85.9% 88.0% 40,230 2,623 2,564 122.27 43,776 2,640 2,474 $ 148.21 $ 6,488,022 $ 6,488,022 FY 2012 ADOPTED 88.2% 41,744 2,854 2,929 $ 140.40 $ 5,871,772 $ 5,871,772 REV VS ADOPTED VAR % 2.3% 2.7% 42,758 2,842 2,928 $ 149.28 $ $ 6,383,054 $ 6,383,054 $ $ (1,018) 202 454 -2.3% 7.7% 18.4% (1.07) -0.7% 104,968 104,968 1.6% 1.6% Activity Narrative: The number of patients referred to an inpatient mental health setting is expected to increase by 18.4% from FY 2011 Revised to FY 2012 Recommended based on the FY 2011 Forecast and Actual. 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. 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 379 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 screened inmates booked FY 2010 ACTUAL 82.0% 79.7% 89.6% FY 2011 FY 2011 REVISED FORECAST 83.8% 91.3% 80.2% 81.6% 89.3% 93.3% FY 2012 ADOPTED 90.2% 100.0% 98.1% REV VS ADOPTED VAR % 6.4% 7.6% 19.8% 24.7% 8.8% 9.9% 88.2% 88.1% 90.3% 90.1% 2.0% 2.3% 100.0% 100.4% 100.0% 100.0% -0.4% -0.4% Activities that comprise this program include: • Outpatient Treatment and Evaluation • Pre-Booking Health Screening • 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 Output Output Output Output Demand Demand Demand Efficiency Expenditure Measure Description Percent of patients triaged within 24 hours Percent of scheduled appointments kept Percent of prescriptions written that are given within three days Number of health service requests triaged Number of health service requests triaged within 24 hours Number of appointments kept Number of health service requests Number of prescription orders written Number of appointments scheduled Number of health service requests Number of scheduled appointments Number of outpatient prescription orders written Cost per appointment kept FY 2010 ACTUAL 82.0% 79.7% 89.6% $ 255 - DETENTION OPERATIONS TOTAL USES $ 27,943,819 $ 27,943,819 FY 2011 FY 2011 REVISED FORECAST 83.8% 91.3% 80.2% 81.6% 89.3% 93.3% FY 2012 ADOPTED 90.2% 100.0% 98.1% REV VS ADOPTED VAR % 6.4% 7.6% 19.8% 24.7% 8.8% 9.9% 47,118 38,636 49,842 41,786 69,451 61,317 78,546 78,540 28,704 36,754 57.6% 88.0% 296,975 47,118 251,043 372,663 47,118 372,663 251,043 296,908 49,842 261,330 370,328 49,842 370,328 261,330 331,766 67,147 245,675 406,384 69,451 405,241 245,675 406,749 78,546 247,716 399,441 78,546 406,749 247,716 109,841 28,704 (13,614) 29,113 28,704 36,421 (13,614) 37.0% 57.6% -5.2% 7.9% 57.6% 9.8% -5.2% 94.09 $ 104.96 $ 31,163,304 $ 31,163,304 $ 83.11 $ 28,360,720 $ 28,360,720 $ 76.93 $ $ 31,292,066 $ 31,292,066 $ $ 28.03 (128,762) (128,762) 26.7% -0.4% -0.4% Activity Narrative: Demand and output measures for scheduled appointments, health service requests and written outpatient prescription orders are changing from FY 2011 Revised to FY 2012 Recommended based on the FY 2011 Forecast. Scheduled appointments and health service requests are increasing while written outpatient prescription orders are decreasing. In FY 2012 Recommended, the Department is intending to attain 100% in keeping scheduled appointments and giving written prescriptions with three days by focusing resources and personnel on achieving these results. 380 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget The number of health service requests triaged and health service requests triaged within 24 hours is increasing in FY 2012 Recommended based on the increase occurring in the FY 2011 Forecast. Base Adjustments: Detention Fund (255) Non Recurring Non Project • Increase Regular Benefits by $7,806 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $2,142 for retirement contribution rate increase. • Increase Salary and Benefits by $867,566 for Health Unit Clerks to maintain records during transition to the electronic medical records system. Outpatient Treatment and Evaluation Activity Scheduled Appointments 450000 120% 400000 100% 350000 300000 80% 250000 60% 200000 150000 40% 100000 20% 50000 0 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result 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 Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of screened inmates booked 100.0% 100.4% 100.0% 100.0% (0.4%) -0.4% Number screenings completed and inmate 113,366 114,512 104,223 103,965 (10,547) -9.2% subsequently booked Number of inmates screened 113,768 114,922 104,595 103,965 (10,957) -9.5% Number of inmates presented at booking sites 113,768 114,922 104,844 104,600 (10,322) -9.0% Expenditure of screenings completed and $ 6.88 $ 8.22 $ 7.85 $ 8.90 $ (0.68) -8.3% inmate subsequently booked Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ 782,158 782,158 $ $ 944,211 944,211 $ $ 780,689 780,689 $ $ 925,269 925,269 $ $ 18,942 18,942 2.0% 2.0% Activity Narrative: The number of actual arrestee bookings in FY 2011 is declining as seen in the FY 2011 Forecast; therefore the demand and output for the FY 2012 Recommended budget are lower than the FY 2011 Revised budget. 381 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 116000 Pre-Booking Health Screening Activity 120% 114000 100% 112000 80% Inmates 110000 108000 60% 106000 104000 40% 102000 20% 100000 98000 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result 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 Output 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 completed Number of initial health assessments required Number of initial health assessments required Cost per initial health assessment completed FY 2010 ACTUAL 88.2% $ 255 - DETENTION OPERATIONS TOTAL USES $ 2,297,000 $ 2,297,000 FY 2011 FY 2011 REVISED FORECAST 88.1% 90.3% FY 2012 ADOPTED 90.1% REV VS ADOPTED VAR % 2.0% 2.3% 6,167 6,996 19,871 20,285 13,289 190.0% 6,996 6,996 21,622 22,031 15,035 214.9% 7,935 7,935 328.33 7,938 7,938 338.88 22,011 22,011 117.90 22,503 22,503 115.77 $ 14,565 14,565 223.12 183.5% 183.5% 65.8% $ 2,550,465 $ 2,550,465 $ $ (179,640) (179,640) $ $ 2,370,825 $ 2,370,825 $ $ 2,525,021 $ 2,525,021 $ -7.6% -7.6% Activity Narrative: In the beginning of FY 2011, the Department changed methodology in tracking initial health assessments; thus the measures for FY 2010 Actual and FY 2011 Revised are not valid in comparison to FY 2011 Forecast and FY 2012 Recommended. Initial Health Assessments 25000 Initial Health Assessment Activity 91% 90% 20000 90% 15000 89% 10000 89% 88% 5000 88% 0 87% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output 382 Result Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Support Services Program The purpose of the Support Services Program is to provide support and useful data to providers and patients so they can provide/receive information to help provide quality and continuous care. Program Results Measure Description Percent of complete medical records provided to external requestors within 7 days Percent of filed grievances resolved within CHS/MCSO FY 2010 ACTUAL 96.5% FY 2011 FY 2011 REVISED FORECAST 95.7% 100.0% 100.0% 100.2% FY 2012 ADOPTED 100.0% 99.8% REV VS ADOPTED VAR % 4.3% 4.5% 100.0% -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 providers 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 Output Output Demand Demand Efficiency Measure Description Percent of complete medical records provided to external requestors within 7 days Percent of filed grievances resolved within CHS/MCSO Number of complete medical records provided to external requestors Number of grievances resolved internally Number of external records requested Number of grievances filed Number of external medical records requested Number of grievances filed Expenditure per external medical record provided FY 2010 ACTUAL 96.5% $ FY 2011 FY 2011 REVISED FORECAST 95.7% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 4.3% 4.5% 100.0% 100.2% 99.8% 100.0% (0.2%) -0.2% 1,989 2,046 2,325 2,428 382 18.7% 2,155 2,061 2,155 2,061 286 2,138 2,564 2,138 1,843 2,325 1,846 2,325 1,825 2,428 1,825 2,428 1,539 290 (739) 290 538.1% 13.6% -28.8% 13.6% (739) 12.35 -28.8% 0.9% 2,155 1,342.60 $ 2,564 1,441.07 $ 1,846 1,247.67 $ 1,825 1,428.72 $ Revenue 292 - CORRECTIONAL HEALTH GRANT 255 - DETENTION OPERATIONS TOTAL SOURCES $ 71,156 8,730 79,886 $ 292 - CORRECTIONAL HEALTH GRANT 255 - DETENTION OPERATIONS TOTAL USES $ 53,591 2,616,832 $ 2,670,423 $ $ 50,000 6,500 56,500 $ 50,000 2,898,423 $ 2,948,423 $ $ 53,525 7,463 60,988 $ 49,360 2,990,159 $ 3,039,519 $ $ 50,000 6,500 56,500 $ 50,000 3,418,928 $ 3,468,928 $ $ $ - 0.0% 0.0% 0.0% Expenditure 383 $ (520,505) (520,505) 0.0% -18.0% -17.7% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Activity Narrative: The Department in FY 2011 has experienced a decrease in the number of grievances filed. This can be seen in the FY 2011 Forecast which includes actual figures from the first two quarters of the fiscal year as compared to FY 2011 revised which was based on the high level of grievances in FY 2010. The FY 2011 Revised output for the number of grievances that were resolved internally was improperly entered in the database. The FY 2011 Forecast more accurately represents the data for this measurement. In FY 2011, the number of external records requested also increased from FY 2010; thus the higher figures in the FY 2012 Recommended budget for the demand and related outputs. Expenditures are increasing by 18.0% in the General Fund (100) due to a shift of personnel in FY 2011 from the Outpatient Treatment and Evaluation activity (three Nurse Managers and a Nurse). The purpose of this shift in personnel is to improve the result measure to 100% in FY 2012. Expenditures also increased due to higher employee benefits. 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 FY 2010 ACTUAL 72.7% FY 2011 FY 2011 REVISED FORECAST 65.9% 92.3% FY 2012 ADOPTED 81.3% REV VS ADOPTED VAR % 15.4% 23.4% 26.1% 20.1% 26.9% 30.5% 10.4% 51.7% 76.0% 49.8% 48.4% 48.4% -1.4% -2.8% Activities that comprise this program include: • Custody Restoration and Evaluation • Adult Competency Evaluations • 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 384 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description % of competency determinations performed within 78 days. % of inmates found not restorable within 15 months of the determination of incompetency # of inmates evaluated # of inmates restored or found not restorable # of inmates under orders of restoration delivered to CHS Cost per inmate evaluated FY 2010 ACTUAL 72.7% $ 100 - GENERAL TOTAL USES $ 1,658,781 $ 1,658,781 FY 2011 FY 2011 REVISED FORECAST 65.9% 92.3% FY 2012 ADOPTED 81.3% REV VS ADOPTED VAR % 15.4% 23.4% 26.1% 20.1% 26.9% 30.5% 10.4% 51.7% 389 304 389 492 492 492 312 312 312 329 329 329 (163) (163) (163) -33.1% -33.1% -33.1% 4,264.22 $ 3,300.02 $ 1,623,610 $ 1,623,610 $ 5,340.89 $ 1,611,920 $ 1,611,920 $ 4,945.82 $ (1,645.80) -49.9% $ 1,627,174 $ 1,627,174 $ $ (3,564) (3,564) -0.2% -0.2% Activity Narrative: The demand and output for this activity is decreasing in FY 2011 based on the FY 2011 Forecast; therefore FY 2012 Recommended figures for demand, output and efficiency are estimated to decline in comparison to FY 2011 Revised. 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 % of Rule 11 evaluations performed within 21 days Number of incompetent inmates found not restorable Number of Rule 11 competency evaluations completed # of inmates found competent or incompetent FY 2010 ACTUAL 76.0% FY 2011 FY 2011 REVISED FORECAST 49.8% 48.4% FY 2012 ADOPTED 48.4% REV VS ADOPTED VAR % (1.4%) -2.8% 14 27 6 6 (21) -77.8% 721 1,854 768 768 (1,086) -58.6% 711 1,854 768 768 (1,086) -58.6% 3,136 1,854 768 768 (1,086) -58.6% Number of Rule 11 competency evaluations ordered Cost per inmate competency evaluation $ 100 - GENERAL TOTAL USES $ 1,095,942 $ 1,095,942 1,520.03 $ 645.26 $ 1,196,309 $ 1,196,309 $ 1,504.32 $ 1,211,948 $ 1,211,948 $ 1,562.19 $ (916.93) -142.1% $ 1,199,761 $ 1,199,761 $ $ (3,452) (3,452) -0.3% -0.3% Activity Narrative: Please note the measurements for FY 2011 Revised were inadvertently stated incorrectly so comparisons to other years are not valid. The FY 2011 Forecast more accurately represents the FY 2011 activity. Performance is expected to remain relatively flat if comparing FY 2011 Forecast to FY 2012 Recommended. 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. 385 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 76.4% FY 2011 FY 2011 REVISED FORECAST 58.8% 50.0% FY 2012 ADOPTED 50.0% $ 721.83 $ 499.38 $ 705.67 $ 717.86 $ 100 - GENERAL TOTAL USES $ $ 284,400 284,400 $ $ 241,200 241,200 $ $ 238,650 238,650 $ $ 241,200 241,200 $ $ 320 483 264 264 74 71 72 72 394 393 483 553 336 336 336 336 REV VS ADOPTED VAR % (8.8%) -15.0% (219) 1 -45.3% 1.4% (147) (217) -30.4% -39.2% (218.48) -43.8% - 0.0% 0.0% Activity Narrative: Please note the measurements for FY 2011 Revised were inadvertently stated incorrectly so comparisons to other years are not valid. The FY 2011 Forecast more accurately represents the FY 2011 activity. Performance is expected to remain relatively flat if comparing FY 2011 Forecast to FY 2012 Recommended. Information Technology Program The purpose of the Information Technology Program is to provide IT leadership and services to the client departments so that management can obtain maximum benefit from the IT resource. Program Results Activities that comprise this program include: • Business Application Development and Support Business Application Development and Support Activity The purpose of the Business Application Development and Support activity is to provide maintenance on existing applications and development of new applications for client departments so they can automate their business functions to meet their goals and deliver results. Measure Type Expenditure Measure Description 255 - DETENTION OPERATIONS TOTAL USES FY 2010 ACTUAL $ $ - FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 9,400,000 $ 9,400,000 $ 9,400,000 $ 9,400,000 $ $ REV VS RECOMM VAR % - $ 9,400,000 $ 9,400,000 100.0% 100.0% Activity Narrative: In FY 2011, the Department was allocated $9,400,000 for an Electronic Medical Records System (EMRS). In addition, $600,000 was transferred from the Inmate Health Services Fund (254) for the total EMRS project funding of $10,000,000. The funding will be allocated out in FY 2011 to Non Departmental (470) in the Detention Technology Capital Improvement Fund (461) where all expenditures will be allocated for this project. Funding/Cost Summary: Detention Technology Capital Improvement Fund (461) EMRS • The Electronic Medical Records System (EMRS) project will convert Correctional Health Services from a paper-based medical record to a chartless integrated EMR system with required software, technology and interfaces: o The EMRS project is forecasted at $1,591,370 in FY 2011. o The EMRS project is budgeted at $3,229,516 in FY 2012. o The remaining funding of $5,179,114 for the EMRS project will be expended in FY 2013 and FY 2014 to complete the project by FY 2014. 386 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 3,071,763 $ - FY 2011 Revised Budget $ 3,071,763 $ - FY 2012 Budget Target $ 3,071,763 $ - $ 21,429 $ 12,479 8,950 (21,429) $ (21,429) - 3,071,763 $ 0.0% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ Detention Operations Fund (255) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 51,042,379 $ 6,500 FY 2011 Revised Budget $ 51,042,379 $ 6,500 FY 2012 Budget Target $ 51,042,379 $ 6,500 $ 696,064 $ 455,686 240,378 (696,064) $ 680,420 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Staffing Clinics at Night Internal Service Charges Reduction in Risk Management Agenda Item: $ $ 680,420 (1,376,484) $ FY 2012 Adopted Budget Percent Change from Target Amount $ 387 - (1,376,484) 51,042,379 $ 0.0% 6,500 0.0% Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Detention Operations Fund (255) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 10,581,845 $ - FY 2011 Revised Budget $ 10,581,845 $ - $ (10,581,845) $ (10,581,845) - $ - $ - $ 9,948 $ 7,806 2,142 867,566 $ 867,566 - 877,514 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2012 Adopted Budget $ Correctional Health Grant Fund (292) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 50,000 $ 50,000 FY 2011 Revised Budget $ 50,000 $ 50,000 FY 2012 Budget Target $ 50,000 $ 50,000 FY 2012 Adopted Budget Percent Change from Target Amount $ 50,000 $ 0.0% 50,000 0.0% Correctional Health Grant Fund (292) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST $ (6,587) $ (1,678) $ (1,678) $ $ 71,156 71,156 50,000 50,000 50,000 50,000 $ $ $ 53,591 53,591 Structural Balance $ 17,565 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ 50,000 50,000 $ (10,978) $ - $ $ $ $ $ $ $ 50,000 50,000 - $ - $ - $ (1,678) $ 388 $ $ $ FY 2012 ADOPTED - $ 4,165 53,525 53,525 $ 50,000 50,000 $ $ 49,360 49,360 $ $ 50,000 50,000 - $ 4,165 $ - - $ - $ - - $ (1,678) $ 4,165 4,165 $ $ 4,165 4,165 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Analysis by Lauren M. Cochran, Senior Management and Budget Analyst 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. 389 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % VCAC - VICTIM COMPENSATION 19CS - COMMUNITY SERVICES $ $ 983,411 $ 983,411 $ 2,106,894 $ 2,106,894 $ 2,106,894 $ 2,106,894 $ 1,795,088 $ 1,795,088 $ 2,035,789 $ 2,035,789 $ (71,105) (71,105) -3.4% -3.4% AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT METH - METH MAJOR DRUGS PROSECUTION $ 156,534 $ 684,923 316,450 2,098,685 238,348 $ 456,379 346,000 1,992,108 238,348 $ 520,000 346,000 1,992,108 108,296 $ 520,000 325,112 1,387,554 85,797 $ 520,000 346,000 1,657,175 (152,551) (334,933) -64.0% 0.0% 0.0% -16.8% 8,465,774 688,686 12,411,052 $ 6,991,502 693,909 10,718,246 $ 9,316,750 693,909 13,107,115 $ 7,357,553 933,850 10,632,365 $ 8,761,447 675,909 12,046,328 $ (555,303) (18,000) (1,060,787) -6.0% -2.6% -8.1% - $ 1,608,810 1,608,810 $ - $ 1,608,810 1,608,810 $ - $ 1,639,732 1,639,732 $ 36,000 $ 1,653,756 1,689,756 $ 36,000 44,946 80,946 N/A 2.8% 5.0% - $ - $ 397,001 $ - $ - N/A TRLA - TRIAL VTAA - VICTIM ASSISTANCE 19PP - PROSECUTION $ FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ - $ 1,700,681 1,700,681 $ GGOV - GENERAL GOVERNMENT $ 57,348 $ 99GV - GENERAL GOVERNMENT $ $ 57,348 $ - $ - $ 397,001 $ - $ $ - $ 332,350 $ 332,350 $ 265,880 $ - $ (332,350) -100.0% $ - $ 332,350 $ 332,350 $ 265,880 $ - $ (332,350) -100.0% TOTAL PROGRAMS $ 15,152,492 $ 14,766,300 $ 17,155,169 $ 14,730,066 $ 15,771,873 $ (1,383,296) -8.1% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY - N/A USES VCAC - VICTIM COMPENSATION 19CS - COMMUNITY SERVICES $ $ 1,646,036 $ 1,646,036 $ 2,092,993 $ 2,092,993 $ 2,093,339 $ 2,093,339 $ 1,452,863 $ 1,452,863 $ 2,238,161 $ 2,238,161 $ (144,822) (144,822) -6.9% -6.9% 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 $ 1,278,941 $ 7,765,816 313,970 899,762 4,927,657 2,646,602 39,886,047 4,275,715 61,994,510 $ 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 $ 989,539 $ 12,318,737 420,100 1,389,093 4,462,180 2,826,674 38,112,062 4,166,056 64,684,441 $ 1,001,964 $ 11,666,909 384,186 1,434,970 4,244,332 2,511,654 34,695,502 4,003,623 59,943,140 $ 1,023,780 $ 12,065,762 346,000 1,525,907 4,612,937 2,868,632 39,156,569 4,044,355 65,643,942 $ (34,241) 252,975 74,100 (136,814) (150,757) (41,958) (1,044,507) 121,701 (959,501) -3.5% 2.1% 17.6% -9.8% -3.4% -1.5% -2.7% 2.9% -1.5% 92,286 $ 315,156 216,492 3,431,946 60,509 4,116,389 $ 93,462 $ 415,729 134,463 3,969,795 58,569 4,672,018 $ 95,099 $ 429,209 210,575 3,989,607 58,620 4,783,110 $ 92,950 $ 411,494 195,937 3,208,755 63,729 3,972,865 $ 96,010 $ 404,291 202,915 3,299,425 60,325 4,062,966 $ (911) 24,918 7,660 690,182 (1,705) 720,144 -1.0% 5.8% 3.6% 17.3% -2.9% 15.1% - $ 63,351 63,351 $ - $ 63,514 63,514 $ 33,885 $ 63,514 97,399 $ 33,885 $ 63,524 97,409 $ - $ 2,529,436 2,529,436 $ $ 1,090,436 $ 1,304,360 819,896 526,906 3,741,598 $ 958,624 $ 1,116,202 942,523 528,199 3,545,548 $ 953,008 $ 962,118 935,064 539,728 3,389,918 $ 965,202 $ 1,057,377 982,841 573,301 3,578,721 $ 886,357 $ 1,053,816 882,003 509,396 3,331,572 $ 66,651 (91,698) 53,061 30,332 58,346 7.0% -9.5% 5.7% 5.6% 1.7% TOTAL PROGRAMS $ 71,561,884 $ 72,335,787 $ 75,048,207 $ 69,044,998 $ 77,806,077 $ (2,757,870) -3.7% $ 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 $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ 390 33,885 100.0% (2,465,922) -3882.5% (2,432,037) -2497.0% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 6,117,800 2,204,342 8,322,142 FY 2011 ADOPTED $ $ 7,776,090 1,891,379 9,667,469 1,083,410 $ 1,083,410 $ 5,603,827 5,603,827 $ FY 2011 REVISED $ $ 107,695 $ 35,418 143,113 $ FY 2011 FORECAST $ $ 7,776,090 1,955,000 9,731,090 938,795 938,795 $ $ 4,043,710 4,043,710 $ $ 86,326 $ 30,000 116,326 $ FY 2012 ADOPTED $ $ 5,315,710 1,959,400 7,275,110 1,264,043 1,264,043 $ $ 6,043,710 6,043,710 $ $ 86,326 $ 30,000 116,326 $ $ $ 6,731,174 1,571,900 8,303,074 1,264,043 1,264,043 $ $ 1,264,043 1,264,043 $ $ - 0.0% 0.0% 6,050,112 6,050,112 $ $ 6,086,856 6,086,856 $ $ 43,146 43,146 0.7% 0.7% 97,954 $ 42,847 140,801 $ 81,900 36,000 117,900 $ $ (4,426) 6,000 1,574 -5.1% 20.0% 1.4% $ (1,383,296) -8.1% ALL REVENUES $ 15,152,492 $ 14,766,300 $ 17,155,169 $ 14,730,066 $ 15,771,873 TOTAL SOURCES $ 15,152,492 FY 2010 ACTUAL $ 14,766,300 FY 2011 ADOPTED $ 17,155,169 FY 2011 REVISED $ 14,730,066 FY 2011 FORECAST $ 15,771,873 FY 2012 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 $ REVISED VS ADOPTED VAR % $ (1,044,916) (383,100) (1,428,016) -13.4% -19.6% -14.7% $ (1,383,296) -8.1% REVISED VS ADOPTED VAR % 46,388,541 $ 153,797 120,806 14,091,735 907,763 (425,133) 665,945 61,903,454 $ 44,868,627 $ 234,946 217,590 14,518,372 1,077,243 (735,442) 668,909 60,850,245 $ 45,143,245 $ 212,568 182,890 14,524,884 1,604,468 (428,268) 488,878 61,728,665 $ 43,857,455 $ 111,444 194,683 14,596,211 1,186,876 (490,573) 99,829 59,555,925 $ 44,355,639 $ 131,768 192,748 15,343,789 1,088,301 (583,458) 36,000 60,564,787 $ 1,156,064 $ 2,770 74,197 349,546 16,939 1,599,516 $ 980,587 $ 92,862 400,000 25,500 1,498,949 $ 1,046,563 $ 75,000 575,000 25,500 1,722,063 $ 903,859 $ 73,624 418,850 1,396,333 $ 1,046,960 $ 75,000 1,520,000 2,641,960 $ (397) 0.0% N/A 0.0% (945,000) -164.3% 25,500 100.0% (919,897) -53.4% 1,017,899 $ 1,938,816 1,007,275 1,400,207 290,634 798,600 437,417 264,986 26,439 176,537 523,929 70,097 66,785 8,019,621 $ 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 $ 1,417,658 $ 2,228,868 2,190,107 1,603,486 700,000 750,000 455,364 360,799 460,000 155,618 713,957 116,000 70,622 11,222,479 $ 943,732 $ 1,645,426 1,796,127 1,398,350 317,777 39,999 413,679 220,800 107,242 138,805 468,423 102,381 7,592,741 $ 868,652 $ 2,158,872 2,548,544 1,744,662 875,382 700,000 2,947,053 311,535 375,000 158,400 796,030 115,000 200 13,599,330 $ 549,006 38.7% 69,996 3.1% (358,437) -16.4% (141,176) -8.8% (175,382) -25.1% 50,000 6.7% (2,491,689) -547.2% 49,264 13.7% 85,000 18.5% (2,782) -1.8% (82,073) -11.5% 1,000 0.9% (200) N/A 70,622 100.0% (2,376,851) -21.2% $ 30,377 $ 8,916 39,293 $ 150,000 $ 7,173 157,173 $ 375,000 $ 375,000 $ 499,999 $ 499,999 $ 1,000,000 $ 1,000,000 $ (625,000) -166.7% N/A (625,000) -166.7% ALL EXPENDITURES $ 71,561,884 $ 72,335,787 $ 75,048,207 $ 69,044,998 $ 77,806,077 $ (2,757,870) -3.7% TOTAL USES $ 71,561,884 $ 72,335,787 $ 75,048,207 $ 69,044,998 $ 77,806,077 $ (2,757,870) -3.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL 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 0855 - INTEREST EXPENSE 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ $ 391 787,606 80,800 (9,858) (818,905) 516,167 155,190 452,878 1,163,878 1.7% 38.0% -5.4% -5.6% 32.2% 36.2% 92.6% 1.9% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 35,356 $ 35,356 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 42,847 $ 42,847 $ 36,000 $ 36,000 $ $ $ 6,133,345 $ 6,133,345 $ 7,792,090 $ 7,792,090 $ 7,792,090 $ 7,792,090 $ 5,319,528 $ 5,319,528 $ 6,747,174 $ 6,747,174 $ $ $ 3,457,694 $ 3,457,694 $ 2,000,000 $ 2,000,000 $ 4,000,000 $ 4,000,000 $ 4,000,046 $ 4,000,046 $ 4,000,000 $ 4,000,000 $ - 0.0% 0.0% $ $ 1,724,323 $ 1,724,323 $ 1,608,810 $ 1,608,810 $ 1,608,810 $ 1,608,810 $ 1,663,933 $ 1,663,933 $ 1,653,756 $ 1,653,756 $ 44,946 44,946 2.8% 2.8% $ $ 1,770,437 $ 1,770,437 $ 1,400,000 $ 1,400,000 $ 1,788,869 $ 1,788,869 $ 1,793,922 $ 1,793,922 $ 1,792,043 $ 1,792,043 $ 3,174 3,174 0.2% 0.2% $ $ 317,902 $ 317,902 $ 346,000 $ 346,000 $ 346,000 $ 346,000 $ 325,881 $ 325,881 $ 346,000 $ 346,000 $ - 0.0% 0.0% $ $ 1,527,253 $ 1,527,253 $ 1,449,400 $ 1,449,400 $ 1,449,400 $ 1,449,400 $ 1,443,577 $ 1,443,577 $ 1,056,900 $ 1,056,900 $ $ $ 149,589 $ 149,589 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 110,889 $ 110,889 $ 100,000 $ 100,000 $ - 0.0% 0.0% $ $ 36,593 $ 36,593 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 29,443 $ 29,443 $ 40,000 $ 40,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 15,152,492 $ 15,152,492 $ FY 2010 ACTUAL 14,766,300 $ 14,766,300 $ FY 2011 ADOPTED 17,155,169 $ 17,155,169 $ FY 2011 REVISED 14,730,066 $ 14,730,066 $ FY 2011 FORECAST 15,771,873 $ 15,771,873 $ FY 2012 ADOPTED FUND TOTAL SOURCES 219 COUNTY ATTORNEY GRANTS OPERATING FUND TOTAL SOURCES 213 COUNTY ATTORNEY RICO OPERATING 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 FUND / FUNCTION CLASS 100 GENERAL OPERATING 6,000 6,000 (1,044,916) (1,044,916) (392,500) (392,500) 20.0% 20.0% -13.4% -13.4% -27.1% -27.1% -8.1% (1,383,296) (1,383,296) -8.1% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 56,567,283 $ 56,567,283 $ 56,599,487 $ 56,599,487 $ 56,814,153 $ 56,814,153 $ 56,341,730 $ 56,341,730 $ 60,070,204 $ 60,070,204 $ (3,256,051) (3,256,051) -5.7% -5.7% $ FUND TOTAL USES $ 7,100,480 $ 7,100,480 $ 7,792,090 $ 7,792,090 $ 7,792,090 $ 7,792,090 $ 5,237,224 $ 5,237,224 $ 6,747,174 $ 6,747,174 $ 1,044,916 1,044,916 13.4% 13.4% $ 2,045,448 $ 750,000 2,795,448 $ 2,000,000 $ 2,000,000 $ 4,000,000 $ 4,000,000 $ 2,000,000 $ 2,000,000 $ 4,000,000 $ 2,000,000 6,000,000 $ (2,000,000) (2,000,000) 0.0% N/A -50.0% 819,212 $ 370,330 1,189,542 $ 1,608,810 $ 1,000,000 2,608,810 $ 1,608,810 $ 1,000,000 2,608,810 $ 1,260,487 $ 666,668 1,927,155 $ 1,653,756 $ 1,653,756 $ (44,946) 1,000,000 955,054 -2.8% 100.0% 36.6% 1,450,427 $ 1,450,427 $ 1,400,000 $ 1,400,000 $ 1,788,869 $ 33,885 1,822,754 $ 1,710,171 $ 33,885 1,744,056 $ 1,792,043 $ 1,792,043 $ (3,174) 33,885 30,711 -0.2% 100.0% 1.7% 314,162 $ 314,162 $ 346,000 $ 346,000 $ 346,000 $ 75,000 421,000 $ 292,149 $ 52,845 344,994 $ 346,000 $ 346,000 $ 75,000 75,000 0.0% 100.0% 17.8% USES $ 1,415,176 $ 726,595 2,141,771 $ 1,449,400 $ 1,449,400 $ 1,449,400 $ 1,449,400 $ 1,401,778 $ 1,401,778 $ 1,056,900 $ 1,056,900 $ 392,500 392,500 27.1% N/A 27.1% $ USES $ 2,420 $ 2,420 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 33,352 $ 33,352 $ 100,000 $ 100,000 $ - 0.0% 0.0% $ USES $ 351 $ 351 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 14,709 $ 14,709 $ 40,000 $ 40,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 69,714,959 $ 1,846,925 $ 71,561,884 $ 71,335,787 $ 1,000,000 $ 72,335,787 $ 73,939,322 $ 1,108,885 $ 75,048,207 $ 68,291,600 $ 753,398 $ 69,044,998 $ 75,806,077 $ 2,000,000 $ 77,806,077 $ 219 COUNTY ATTORNEY GRANTS OPERATING 213 COUNTY ATTORNEY RICO OPERATING NON-RECURRING FUND TOTAL USES $ 220 DIVERSION OPERATING NON-RECURRING FUND TOTAL 221 COUNTY ATTORNEY FILL THE GAP OPERATING NON-RECURRING FUND TOTAL 266 CHECK ENFORCEMENT PROGRAM OPERATING NON-RECURRING 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 $ $ USES $ $ USES $ $ 392 (1,866,755) (891,115) (2,757,870) -2.5% -80.4% -3.7% Maricopa County Annual Business Strategies FY 2012 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 32.50 6.00 4.00 1.00 44.50 1.00 25.50 7.00 2.00 1.00 36.50 1.00 30.00 7.00 3.00 1.00 42.00 1.00 32.00 7.00 3.00 1.00 44.00 1.00 30.00 7.00 3.00 1.00 42.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7.00 7.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 - 0.0% 0.0% 11.00 2.00 11.00 9.00 33.00 10.00 2.00 10.00 9.00 31.00 10.00 1.00 10.00 9.00 30.00 10.00 1.00 10.00 9.00 30.00 10.00 1.00 10.00 9.00 30.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 24.00 118.50 12.60 64.00 22.00 34.00 449.00 81.00 805.10 889.60 20.00 104.00 8.00 59.00 23.00 33.00 445.50 77.00 769.50 843.00 14.00 160.00 8.00 58.00 21.00 32.00 382.00 71.00 746.00 824.00 14.00 160.00 8.00 58.00 21.00 30.00 387.00 71.00 749.00 829.00 14.00 159.00 8.00 58.00 20.00 32.00 382.00 71.00 744.00 822.00 (1.00) (1.00) (2.00) (2.00) 0.0% (0.6%) 0.0% 0.0% (4.8%) 0.0% 0.0% 0.0% (0.3%) (0.2%) 393 Maricopa County Annual Business Strategies FY 2012 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 Administrator Applications Development Mgr Attorney Attorney - Associate Attorney - Senior Attorney - Senior Associate Attorney - Senior Counsel Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Attorney Manager Attorney Supervisor Business/Systems Analyst Chief Deputy - County Attorney Communicatn Ofcr/Govt Liaison Communicatns Mgr-Crim Justice County Attorney Chief Assistant County Attorney Special Assistant Data Security Analyst Sr/Ld Database Administrator Deputy Director Elected Executive Assistant Financial Supervisor - Dept Financial Support Supv - Dept General Laborer Grant-Contract Administrator Help Desk Coordinator Human Resources Analyst Human Resources Specialist Human Resources Supervisor Human Resources Support Supv Intern Investigation Commander - MCAO Investigations Supv - MCAO Investigator Investigator - MCAO Investigator Chief - MCAO IS Architect IT Division Manager Legal Assistant Legal Assistant Supv Legal Services Manager Legal Support Specialist Legal Support Supervisor Management Analyst Media Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor 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 FY 2010 FY 2011 ADOPTED ADOPTED 3.00 3.00 1.00 1.00 3.00 2.00 3.00 2.00 1.00 1.00 151.00 154.00 53.00 50.00 59.00 56.00 20.00 20.00 17.00 18.00 6.00 6.00 26.00 25.00 2.00 2.00 1.00 1.00 5.00 3.00 2.00 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 2.00 2.00 1.00 1.00 1.00 1.00 2.60 2.00 1.00 1.00 5.00 4.00 39.00 35.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 93.00 89.00 5.00 5.00 97.00 96.00 42.00 37.00 3.00 3.00 2.00 2.00 128.00 112.00 9.00 7.00 1.00 1.00 5.00 5.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 3.00 3.00 3.00 55.00 53.00 8.00 7.00 1.00 1.00 4.00 4.00 4.00 4.00 394 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 0.0% N/A 3.00 3.00 3.00 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% 242.50 245.00 243.50 1.00 0.4% 1.00 (1.00) (100.0%) N/A N/A 1.00 N/A 22.00 22.00 22.00 0.0% 15.00 15.00 15.00 0.0% 6.00 6.00 6.00 0.0% 26.00 26.00 25.00 (1.00) (3.8%) 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 N/A 1.00 1.00 (1.00) (100.0%) 2.00 3.00 3.00 1.00 50.0% 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% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 (3.00) (100.0%) 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% N/A .50 .50 .50 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 34.00 34.00 34.00 0.0% 3.00 3.00 3.00 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% 88.00 89.00 86.00 (2.00) (2.3%) 8.00 11.00 8.00 0.0% 1.00 1.00 1.00 0.0% 90.00 90.00 90.00 0.0% 38.00 38.00 38.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 112.00 112.00 115.00 3.00 2.7% 7.00 7.00 7.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 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% 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 47.00 47.00 47.00 0.0% 8.00 8.00 8.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 4.00 4.00 4.00 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Market Range Title (continued) MARKET RANGE TITLE Technical Support Mgr Trainer Web Designer/Developer Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 2.00 2.00 2.00 2.00 889.60 843.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 824.00 829.00 822.00 (2.00) (0.2% ) FY 2010 FY 2011 ADOPTED ADOPTED 744.00 710.00 71.00 65.00 3.00 6.00 31.00 28.00 12.60 8.00 28.00 26.00 889.60 843.00 FY 2011 FY 2011 REVISED FORECAST 687.00 691.00 62.00 63.00 19.00 19.00 27.00 27.00 8.00 8.00 21.00 21.00 824.00 829.00 Staffing by Fund DEPARTMENT/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 2012 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 682.00 (5.00) (0.7%) 62.00 0.0% 19.00 0.0% 30.00 3.00 11.1% 8.00 0.0% 21.00 0.0% 822.00 (2.00) (0.2% ) Significant Variance Analysis Eight (8) FTE are moved from the Fill the Gap Fund to the General Fund due to an anticipated decrease in State funding. These eight (8) FTE as were moved back to the Fill the Gap Fund with the addition of three (3) FTE more. There is also an overall net reduction of two (2) FTE per department requests during FY 2011. General Adjustments Target Adjustments: General Fund (100) Operating • Increase budget by $1,667,744 for restatement of risk management charges from Non Departmental. • Increase budget by $51,891 for restatement of equipment services charges for vehicle maintenance and repair. • Increase budget by $622,020 for restatement of baseline telecommunications. • Increase budget by $25,342 for restatement of radio charges from non departmental. Base Adjustments: General Fund (100) Operating • Increase revenues by $6,000 due to increased demand for discovery information. • Increase Regular Benefits by $302,904 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $359,410 for retirement contribution rate increase. • Right-size expenditures for a net decrease of $15,031 including: o Increase telecommunications charges by $113,880 to FY 2012 projected levels. o Increase equipment services charges by $14,109 to FY 2010 actual levels. o Decrease Other Personnel Services and Medical Services by $143,020 based on FY 2011 forecasted and historical actuals. County Attorney Grants Fund (219) Operating • Decrease revenue and expenditures by $1,044,916 due to an anticipated decrease in grant levels. • Increase Regular Benefits by $22,320 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. 395 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney • • Increase Regular Benefits by $31,656 for retirement contribution rate increase. Decrease Legal Services by $54,006 based on FY 2011 Forecast in order to absorb benefits increase. Diversion Fund (220) Operating • Increase revenue by $44,946 due to increased participation in diversion programs. • Increase budget by $6,840 for employee health and dental fixed benefit rate based on switching from and individual department rate to a countywide rate. • Increase Regular Benefits by $7,825 for retirement contribution rate increase. • Increase Regular Benefits by $1,513 for life insurance being included in budget. • Increase Other Services expenditures by $28,768 to allow the department to utilize revenue from increased participation in diversion programs. County Attorney Fill the Gap Fund (221) Operating • Increase Regular Benefits by $6,840 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $8,178 for retirement contribution rate increase. • Decrease General Supplies by $15,018 based on FY 2011 Forecast in order to absorb benefits increase. Criminal Justice Enhancement Fund (267) Operating • Decrease revenue and expenditures $392,500 due to reduced funding from the State of Arizona. • Increase Regular Benefits by $7,560 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $9,391 for retirement contribution rate increase. • Decrease Other Pay and Other Benefits by $16,951 in order to absorb benefits increase. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED N/A REV VS ADOPTED 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. 396 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description TBD Number of victim compensation claims completed. Number of victim compensation claims received. Cost to process each victim compensation claim completed. FY 2010 ACTUAL N/A 619 FY 2011 FY 2011 REVISED FORECAST N/A N/A 624 472 725 816 $ 2,659.19 $ 3,354.71 219 - COUNTY ATTORNEY GRANTS 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL SOURCES $ 804,000 145,798 33,613 983,411 $ 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 $ $ 517 $ 3,078.10 REV VS ADOPTED VAR % N/A N/A 12 1.9% FY 2012 ADOPTED N/A 636 824 $ 8 1.0% 3,519.12 $ (164.41) -4.9% $ 1,668,261 105,312 21,515 $ 1,795,088 $ 1,895,789 100,000 40,000 $ 2,035,789 $ (71,105) (71,105) -3.6% 0.0% 0.0% -3.4% $ $ $ (62,424) (82,398) (144,822) -45.3% -4.5% 0.0% 0.0% -6.9% Revenue $ $ Expenditure 167,022 1,476,243 2,420 351 $ 1,646,036 137,824 1,815,515 100,000 40,000 $ 2,093,339 174,318 1,230,484 33,352 14,709 $ 1,452,863 200,248 1,897,913 100,000 40,000 $ 2,238,161 $ 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. 397 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Program Results Measure Description Rate of conviction FY 2010 ACTUAL 121.5% 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. FY 2011 FY 2011 REVISED FORECAST 91.3% 73.0% FY 2012 ADOPTED 91.3% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A N/A N/A N/A N/A N/A 112.4% 0.0% 151.8% 0.0% 83.0% 0.0% 148.8% 0.0% (2.9%) 0.0% -1.9% N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A 73.5% 0.0% 240.9% 0.0% 91.0% 0.0% 237.8% 0.0% (3.1%) 0.0% -1.3% N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A 87.1% 79.8% 84.0% 77.7% (2.1%) -2.7% 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. 398 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Revenue 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 FY 2010 ACTUAL 121.5% 0.0% FY 2011 FY 2011 REVISED FORECAST 91.3% 73.0% 0.0% 0.0% $ 1,171.19 $ 1,075.59 $ 1,334.17 $ 1,112.80 $ (37.22) -3.5% 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ 156,534 156,534 $ $ 238,348 238,348 $ $ 108,296 108,296 $ $ 85,797 85,797 $ $ (152,551) (152,551) -64.0% -64.0% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ 1,120,911 158,030 $ 1,278,941 $ 896,518 93,021 989,539 $ 911,802 90,162 $ 1,001,964 $ 934,323 89,457 $ 1,023,780 $ (37,805) 3,564 (34,241) -4.2% 3.8% -3.5% 0.0% 0.0% 1,092 1,817 FY 2012 ADOPTED 91.3% 0.0% 0.0% 920 1,372 REV VS ADOPTED VAR % 0.0% 0.0% 0.0% N/A 0.0% 751 1,057 0.0% 920 1,372 - N/A 0.0% 0.0% Expenditure $ $ 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 2010 ACTUAL 0.0% FY 2011 FY 2011 REVISED FORECAST 0.0% 0.0% FY 2012 ADOPTED 0.0% REV VS ADOPTED VAR % 0.0% N/A N/A N/A N/A N/A N/A N/A $ 36,766 47,195 211.22 $ 38,108 47,668 323.26 $ 37,573 34,031 310.51 $ 38,108 47,668 316.62 $ 6.64 0.0% N/A 0.0% 2.1% 221 - COUNTY ATTORNEY FILL THE GAP TOTAL SOURCES $ $ 684,923 684,923 $ $ 520,000 520,000 $ $ 520,000 520,000 $ $ 520,000 520,000 $ $ - 0.0% 0.0% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 6,666,170 135,283 422,426 541,937 $ 7,765,816 $ 9,284,507 236,266 1,062,263 1,124,530 358,196 $ 12,065,762 $ Expenditure $ 9,430,794 219,079 1,066,804 1,131,252 470,808 $ 12,318,737 $ 9,092,017 109,397 1,043,560 959,059 462,876 $ 11,666,909 $ 146,287 (17,187) 4,541 6,722 112,612 252,975 1.6% -7.8% 0.4% 0.6% 23.9% 2.1% Target Adjustments: General Fund (100) Operating • Increase expenditures by $241,771 for County Attorney Luhrs Lease. Base Adjustments: County Attorney Fill the Gap Fund (221) Operating • During budget development, it was expected that Fill the Gap funding from the state would be reduced by $516,826 and revenues and expenditures were adjusted accordingly. The state decided not to cut this funding and between tentative and final adoption revenues and expenditures were increased by $520,000. 399 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Result Output Demand Efficiency Measure Description TBD 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 2010 ACTUAL 0.0% 7,344 FY 2011 FY 2011 REVISED FORECAST N/A N/A 6,792 4,594 6,087 6,236 FY 2012 ADOPTED N/A 6,860 4,546 REV VS ADOPTED VAR % N/A N/A 68 1.0% 6,296 60 1.0% $ 42.75 $ 61.85 $ 83.63 $ 50.44 $ 11.41 18.5% 266 - CHECK ENFORCEMENT PROGRAM TOTAL SOURCES $ $ 316,450 316,450 $ $ 346,000 346,000 $ $ 325,112 325,112 $ $ 346,000 346,000 $ $ - 0.0% 0.0% 100 - GENERAL 220 - DIVERSION 266 - CHECK ENFORCEMENT PROGRAM TOTAL USES $ 313,970 313,970 $ 420,100 420,100 $ 1,377 38,715 344,094 384,186 $ 346,000 346,000 $ 74,100 74,100 N/A N/A 17.6% 17.6% Revenue Expenditure $ $ $ $ $ Base Adjustments: Check Enforcement Program Fund (266) Operating • Increase Regular benefits by $2,880 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $2,271 for retirement contribution rate increase. • Decrease Other Services $5,151 based on FY 2011 Forecast in order to absorb benefits. 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. Measure Type Result Result Result Output Demand Efficiency Expenditure 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 2010 ACTUAL 112.4% 0.0% $ 947.12 100 - GENERAL TOTAL USES $ $ 899,762 899,762 FY 2011 FY 2011 REVISED FORECAST 151.8% 83.0% 0.0% 0.0% 0.0% 0.0% 950 1,293 0.0% 1,020 1,268 $ 1,361.86 $ 1,389,093 $ 1,389,093 400 FY 2012 ADOPTED 148.8% 0.0% 0.0% 881 1,075 $ 1,628.80 $ 1,434,970 $ 1,434,970 REV VS ADOPTED VAR % (2.9%) -1.9% 0.0% N/A 1,040 1,300 $ 0.0% N/A 20 32 2.0% 2.5% 1,467.22 $ (105.36) -7.7% $ 1,525,907 $ 1,525,907 $ $ (136,814) (136,814) -9.8% -9.8% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Result Output Demand Efficiency Measure Description TBD 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 2010 ACTUAL N/A 14,468 FY 2011 FY 2011 REVISED FORECAST N/A N/A 15,224 11,842 14,506 $ 340.59 14,632 $ 293.10 FY 2012 ADOPTED N/A 15,376 11,807 $ 358.41 REV VS ADOPTED VAR % N/A N/A 152 1.0% 14,780 $ 148 1.0% 300.01 $ (6.91) -2.4% $ 3,996,058 575,714 41,165 $ 4,612,937 $ (85,033) (53,747) (11,977) (150,757) -2.2% -10.3% -41.0% -3.4% Expenditure 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 221 - COUNTY ATTORNEY FILL THE GAP TOTAL USES $ 4,653,027 231,375 43,255 $ 4,927,657 $ 3,911,025 521,967 29,188 $ 4,462,180 $ 3,905,382 295,716 43,234 $ 4,244,332 $ 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. 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 FY 2010 ACTUAL 73.5% 0.0% FY 2011 FY 2011 REVISED FORECAST 240.9% 91.0% 0.0% 0.0% 0.0% $ 0.0% FY 2012 ADOPTED 237.8% 0.0% 0.0% REV VS ADOPTED VAR % (3.1%) -1.3% 0.0% N/A 0.0% 0.0% N/A 2,313 1,212 1,635 1,228 16 1.3% 2,583 1,444 1,775 1,588 144 10.0% 1,144.23 $ 2,332.24 $ 1,536.18 $ 2,336.02 $ (3.78) -0.2% Revenue 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ 2,098,685 $ 2,098,685 $ 1,992,108 $ 1,992,108 $ 1,387,554 $ 1,387,554 $ 1,657,175 $ 1,657,175 $ $ (334,933) (334,933) -16.8% -16.8% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION TOTAL USES $ 1,091,217 1,555,385 $ 2,646,602 $ 1,307,848 1,470,792 48,034 $ 2,826,674 $ 1,153,391 1,315,171 43,092 $ 2,511,654 $ 1,462,878 1,356,245 49,509 $ 2,868,632 $ (155,030) 114,547 (1,475) (41,958) -11.9% 7.8% -3.1% -1.5% 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. 401 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 0.0% $ 35,036 38,771 1,138.43 $ FY 2011 FY 2011 REVISED FORECAST 0.0% 0.0% 34,620 38,108 1,100.87 $ $ $ 24,811 37,573 1,398.39 $ FY 2012 ADOPTED 0.0% $ 34,620 38,108 1,131.04 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL SOURCES 35,356 2,369,895 3,457,694 1,083,410 1,519,419 $ 8,465,774 30,000 2,568,481 4,000,000 1,268,869 1,449,400 $ 9,316,750 42,847 604,606 4,000,046 1,268,982 1,441,072 $ 7,357,553 $ 2,432,504 4,000,000 1,272,043 1,056,900 $ 8,761,447 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 32,491,818 2,371,075 2,795,448 927,401 1,300,305 $ 39,886,047 $ 29,945,642 2,714,161 4,000,000 626,216 826,043 $ 38,112,062 $ 29,967,407 1,297,664 2,000,000 703,164 727,267 $ 34,695,502 $ 30,405,290 1,584,864 6,000,000 626,348 540,067 $ 39,156,569 REV VS ADOPTED VAR % 0.0% N/A (30.17) 0.0% 0.0% -2.7% (30,000) (135,977) 3,174 (392,500) (555,303) -100.0% -5.3% 0.0% 0.3% -27.1% -6.0% (459,648) 1,129,297 (2,000,000) (132) 285,976 $ (1,044,507) -1.5% 41.6% -50.0% -0.0% 34.6% -2.7% $ $ $ Expenditure $ Base Adjustments: County Attorney RICO Fund (213) Operating • Increase revenue and expenditure appropriations by $2,000,000 due to increased revenue received by the department. County Attorney RICO Fund (213) Non-Recurring • Increase expenditures by $2,000,000 in order to use fund balance to replace or improve the current case management system. 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 2010 ACTUAL 87.1% FY 2011 FY 2011 REVISED FORECAST 79.8% 84.0% $ 659.73 $ 635.07 $ 836.18 $ 560.47 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ 688,686 688,686 $ $ 693,909 693,909 $ $ 933,850 933,850 $ $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 3,400,253 775,297 100,165 $ 4,275,715 REV VS ADOPTED VAR % (2.1%) -2.7% FY 2012 ADOPTED 77.7% 6,481 607 6,560 732 4,788 383 7,216 752 656 20 10.0% 2.7% 27,057 18,800 15,797 18,988 188 1.0% $ 74.60 11.7% 675,909 675,909 $ $ (18,000) (18,000) -2.6% -2.6% $ 3,086,609 876,101 81,645 $ 4,044,355 $ 186,787 (60,778) (4,308) 121,701 5.7% -7.5% -5.6% 2.9% Expenditure $ 3,273,396 815,323 77,337 $ 4,166,056 402 $ 3,107,800 789,913 105,910 $ 4,003,623 $ Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments County Attorney Luhrs Lease 56,599,487 $ 30,000 $ 214,666 $ 214,666 - $ 56,814,153 $ 30,000 $ 2,366,997 $ 1,667,744 51,891 622,020 25,342 - $ 241,771 $ 241,771 - $ 59,422,921 $ 30,000 $ 662,314 $ 302,904 359,410 (15,031) $ (15,031) - $ - $ - 6,000 6,000 $ 60,070,204 $ 1.1% 36,000 20.0% Agenda Item: C-19-11-006-1-00 FY 2011 Revised Budget Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Radio Chgs from Non Dept Supplemental Funding Mid Year Adjustments County Attorney Luhrs Lease $ Agenda Item: C-19-11-006-1-00 FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Increase Telecommunications Charges to FY 2012 Projected Levels Increase Equipment Services Charges to FY 2010 Acutal Levels Decrease Other Personnel Services and Medical Services based on FY 2011 Forecast Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2012 Adopted Budget Percent Change from Target Amount $ $ 113,880 14,109 (143,020) County Attorney RICO Fund (213) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 2,000,000 2,000,000 FY 2011 Revised Budget $ 4,000,000 $ 4,000,000 FY 2012 Budget Target $ 4,000,000 $ 4,000,000 FY 2012 Adopted Budget Percent Change from Target Amount $ 4,000,000 $ 0.0% 4,000,000 0.0% Adjustments: Fees and Other Revenues County Atty RICO Increase Agenda Item: C-19-11-049-2-00 403 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Attorney RICO Fund (213) (continued) Expenditures Revenue MCAO CASE MANAGEMENT SYSTEM FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 2,000,000 $ 2,000,000 - $ 2,000,000 $ - Adjustments: Information and Communications Technology Other IT Non-Recurring Replace Case Management System Agenda Item: $ 2,000,000 FY 2012 Adopted Budget Percent Change from Target Amount County Attorney RICO Fund (213) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 1,894,624 $ 1,531,127 $ 1,531,127 $ 2,556,868 $ 4,556,914 Sources: Operating Total Sources: $ $ 3,457,694 3,457,694 $ $ 2,000,000 2,000,000 $ $ 4,000,000 4,000,000 $ $ 4,000,046 4,000,046 $ $ 4,000,000 4,000,000 $ $ $ $ 2,000,000 2,000,000 $ $ 4,000,000 4,000,000 $ $ 2,000,000 2,000,000 $ 4,000,000 2,000,000 6,000,000 $ - $ - $ 2,000,046 $ - (2) $ - $ - $ - $ - 1,531,127 1,531,127 $ $ 1,531,127 1,531,127 $ $ 4,556,914 4,556,914 $ $ 2,556,914 2,556,914 Uses: Operating Non-Recurring Total Uses: $ 2,045,448 750,000 2,795,448 Structural Balance $ 1,412,246 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,556,868 2,556,868 $ $ 404 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Grants Fund (219) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 7,792,090 $ 7,792,090 FY 2011 Revised Budget $ 7,792,090 $ 7,792,090 FY 2012 Budget Target $ 7,792,090 $ 7,792,090 $ 54,006 $ 22,320 31,686 (54,006) $ (54,006) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ (1,044,916) $ (1,044,916) (1,044,916) (1,044,916) $ 6,747,174 $ -13.4% 6,747,174 -13.4% County Attorney Grants Fund (219) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED $ Sources: Operating Total Sources: $ $ 6,133,345 6,133,345 $ $ 7,792,090 7,792,090 $ $ 7,792,090 7,792,090 $ $ Uses: Operating Total Uses: $ $ 7,100,480 7,100,480 $ $ 7,792,090 7,792,090 $ $ 7,792,090 7,792,090 Structural Balance $ (967,135) $ - $ Accounting Adjustments $ 954,292 - $ $ - $ (32,634) (32,634) $ $ (285,323) $ FY 2011 FORECAST Beginning Spendable Fund Balance Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance (19,791) $ FY 2011 REVISED $ - $ (285,323) (285,323) $ 405 (285,323) $ FY 2012 ADOPTED (32,634) $ 49,670 5,319,528 5,319,528 $ $ 6,747,174 6,747,174 $ $ 5,237,224 5,237,224 $ $ 6,747,174 6,747,174 - $ 82,304 $ - - $ - $ - - $ (285,323) (285,323) $ 49,670 49,670 $ 49,670 49,670 $ Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Diversion Fund (220) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 1,608,810 $ 1,608,810 FY 2011 Revised Budget $ 1,608,810 $ 1,608,810 FY 2012 Budget Target $ 1,608,810 $ 1,608,810 $ 14,665 $ 6,840 7,825 30,281 $ 30,281 - $ - 44,946 44,946 1,653,756 $ 2.8% 1,653,756 2.8% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ Diversion Fund (220) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 1,443,719 $ 1,625,241 $ 1,625,241 $ 1,978,503 $ 1,715,281 Sources: Operating Total Sources: $ $ 1,724,323 1,724,323 $ $ 1,608,810 1,608,810 $ $ 1,608,810 1,608,810 $ $ 1,663,933 1,663,933 $ $ 1,653,756 1,653,756 $ $ $ 1,260,487 666,668 1,927,155 $ $ 1,608,810 1,000,000 2,608,810 $ $ 1,608,810 1,000,000 2,608,810 $ $ 819,212 370,330 1,189,542 $ 1,653,756 1,653,756 Structural Balance $ 905,111 $ - $ - $ 403,446 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,978,503 1,978,503 $ $ 625,241 625,241 $ $ 625,241 625,241 $ $ 1,715,281 1,715,281 $ $ 1,715,281 1,715,281 Uses: Operating Non-Recurring Total Uses: 406 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Attorney Fill the Gap Fund (221) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 1,400,000 $ 1,400,000 $ 388,869 $ 388,869 388,869 388,869 FY 2011 Revised Budget $ 1,788,869 $ 1,788,869 FY 2012 Budget Target $ 1,788,869 $ 1,788,869 $ 15,018 $ 6,840 8,178 (15,018) $ (15,018) - Adjustments: Supplemental Funding Mid Year Adjustments Co Atty Fill the Gap Oct 2010 Agenda Item: C-19-11-013-2-00 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ FY 2012 Tentative Budget $ (516,826) $ (516,826) (516,826) (516,826) $ 1,272,043 $ -28.9% 1,272,043 -28.9% $ 520,000 $ 520,000 520,000 520,000 $ 1,792,043 $ 0.2% 1,792,043 0.2% Percent Change from Target Amount Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount County Attorney Fill the Gap Fund (221) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 192 $ 84,504 $ 84,504 $ 320,209 $ 370,075 Sources: Operating Total Sources: $ $ 1,770,437 1,770,437 $ $ 1,400,000 1,400,000 $ $ 1,788,869 1,788,869 $ $ 1,793,922 1,793,922 $ $ 1,792,043 1,792,043 $ $ $ $ 1,710,171 33,885 1,744,056 $ $ 1,788,869 33,885 1,822,754 $ $ 1,400,000 1,400,000 $ 1,792,043 1,792,043 Uses: Operating Non-Recurring Total Uses: $ 1,450,427 1,450,427 Structural Balance $ 320,010 $ - $ - $ 83,751 $ - Accounting Adjustments $ 7 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 320,209 320,209 $ $ 84,504 84,504 $ $ 50,619 50,619 $ $ 370,075 370,075 $ $ 370,075 370,075 407 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Check Enforcement Fund (266) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 346,000 $ 346,000 FY 2011 Revised Budget $ 346,000 $ 346,000 FY 2012 Budget Target $ 346,000 $ 346,000 $ 5,151 $ 2,880 2,271 (5,151) $ (5,151) - 346,000 $ 0.0% 346,000 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ Check Enforcement Program Fund (266) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 130,978 $ 171,271 $ 171,271 $ 134,719 $ 115,606 Sources: Operating Total Sources: $ $ 317,902 317,902 $ $ 346,000 346,000 $ $ 346,000 346,000 $ $ 325,881 325,881 $ $ 346,000 346,000 $ $ $ 292,149 52,845 344,994 $ $ 346,000 75,000 421,000 $ $ 346,000 346,000 $ $ 314,162 314,162 $ 346,000 346,000 Structural Balance $ 3,740 $ - $ - $ 33,732 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 134,719 134,719 $ $ 171,271 171,271 $ $ 96,271 96,271 $ $ 115,606 115,606 $ $ 115,606 115,606 Uses: Operating Non-Recurring Total Uses: 408 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 1,449,400 $ 1,449,400 FY 2011 Revised Budget $ 1,449,400 $ 1,449,400 FY 2012 Budget Target $ 1,449,400 $ 1,449,400 $ 16,951 $ 7,560 9,391 (16,951) $ (16,951) (392,500) $ (392,500) (392,500) (392,500) 1,056,900 $ -27.1% 1,056,900 -27.1% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ Criminal Justice Enhancement Fund (267) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 772,264 $ 75,491 $ 75,491 $ 157,750 $ 199,549 Sources: Operating Total Sources: $ $ 1,527,253 1,527,253 $ $ 1,449,400 1,449,400 $ $ 1,449,400 1,449,400 $ $ 1,443,577 1,443,577 $ $ 1,056,900 1,056,900 $ $ $ 1,401,778 1,401,778 $ $ 1,449,400 1,449,400 $ $ 1,449,400 1,449,400 $ $ 1,415,176 726,595 2,141,771 $ 1,056,900 1,056,900 Structural Balance $ 112,077 $ - $ - $ 41,799 $ - Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 157,750 157,750 $ $ 75,491 75,491 $ $ 75,491 75,491 $ $ 199,549 199,549 $ $ 199,549 199,549 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Victim Compensation and Assistance Fund (268) OPERATING FY 2011 Adopted Budget $ 100,000 $ 100,000 FY 2011 Revised Budget $ 100,000 $ 100,000 FY 2012 Budget Target $ 100,000 $ 100,000 FY 2012 Adopted Budget Percent Change from Target Amount $ 100,000 $ 0.0% 100,000 0.0% 409 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation and Assistance Fund (268) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 800,133 $ 915,786 $ 915,786 $ 947,300 $ 1,024,837 Sources: Operating Total Sources: $ $ 149,589 149,589 $ $ 100,000 100,000 $ $ 100,000 100,000 $ $ 110,889 110,889 $ $ 100,000 100,000 Uses: Operating Total Uses: $ $ 2,420 2,420 $ $ 100,000 100,000 $ $ 100,000 100,000 $ $ 33,352 33,352 $ $ 100,000 100,000 Structural Balance $ 147,169 $ - $ - $ 77,537 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 915,786 915,786 $ $ 915,786 915,786 $ $ 1,024,837 1,024,837 $ $ 1,024,837 1,024,837 Expenditures Revenue 947,300 947,300 $ $ Victim Compensation Restitution Interest Fund (269) OPERATING FY 2011 Adopted Budget $ 40,000 $ 40,000 FY 2011 Revised Budget $ 40,000 $ 40,000 FY 2012 Budget Target $ 40,000 $ 40,000 FY 2012 Adopted Budget Percent Change from Target Amount $ 40,000 $ 0.0% 40,000 0.0% Victim Compensation Restitution Interest Fund (269) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 727,061 $ 758,083 $ 758,083 $ 763,302 $ 778,036 Sources: Operating Total Sources: $ $ 36,593 36,593 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 29,443 29,443 $ $ 40,000 40,000 Uses: Operating Total Uses: $ $ 351 351 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 14,709 14,709 $ $ 40,000 40,000 Structural Balance $ 36,242 $ - $ - $ 14,734 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 758,083 758,083 $ $ 758,083 758,083 $ $ 778,036 778,036 $ $ 778,036 778,036 763,302 763,302 $ $ 410 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil County Attorney Civil Analysis by Lauren M. Cochran, Senior Management and Budget Analyst 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 2010 ACTUAL PROGRAM / ACTIVITY SOURCES LAAC - LEGAL ADVICE 19CL - CIVIL LEGAL SERVICES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 44,168 $ 44,168 $ - $ - $ - $ - $ 75,935 $ 75,935 $ 91,200 $ 91,200 $ 91,200 91,200 N/A N/A TOTAL PROGRAMS $ 44,168 $ - $ - $ 75,935 $ 91,200 $ 91,200 N/A 3,331,906 3,331,906 100.0% 100.0% USES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT $ $ - $ - $ 2,288,753 $ 2,288,753 $ 3,331,906 $ 3,331,906 $ 1,116,505 $ 1,116,505 $ - $ - $ LAAC - LEGAL ADVICE 19CL - CIVIL LEGAL SERVICES $ $ 12,630,095 $ 12,630,095 $ 9,197,357 $ 9,197,357 $ 7,878,090 $ 7,878,090 $ 10,882,813 $ 10,882,813 $ 9,877,746 $ 9,877,746 $ (1,999,656) (1,999,656) -25.4% -25.4% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ - $ - $ - $ - $ - $ 760 $ 760 $ 25,337 $ 25,337 $ (25,337) (25,337) N/A N/A TOTAL PROGRAMS $ 12,630,095 $ 11,486,110 $ 11,209,996 $ 12,000,078 $ 9,903,083 $ 1,306,913 11.7% Sources and Uses by Category FY 2010 CATEGORY ACTUAL INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ 44,168 SUBTOTAL $ 44,168 FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ - $ $ - $ $ 75,935 75,935 $ $ 91,200 91,200 $ $ 91,200 91,200 N/A N/A ALL REVENUES $ 44,168 $ - $ - $ 75,935 $ 91,200 $ 91,200 N/A TOTAL SOURCES $ 44,168 $ - $ - $ 75,935 $ 91,200 $ 91,200 N/A 411 Maricopa County Annual Business Strategies FY 2012 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 $ FY 2010 ACTUAL Department Strategic Plans and Budgets County Attorney Civil FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED 5,901,479 $ 97 4,615 1,612,078 2,798 361,306 7,882,373 $ 5,111,869 $ 1,516,925 26,000 (1,261,214) 1,483,827 6,877,407 $ 6,693,050 $ 1,968,555 33,689 388,912 9,084,206 $ 5,811,887 $ 928 1,663,967 25,786 388,912 7,891,480 $ 6,684,969 $ 2,094,882 27,081 472,458 9,279,390 $ 185,306 $ 277 (1) 48,990 234,572 $ 184,108 $ 720 105,400 290,228 $ 168,921 $ 784 107,529 277,234 $ 74,759 $ 784 64,393 139,936 $ 93,759 $ 300 12,789 106,848 $ 4,292,115 $ 118,871 29,393 943 5,309 20,245 13,421 17,496 13,460 4,511,253 $ 4,104,678 $ 32,651 42,483 43,451 13,031 2,568 52,200 15,397 4,306,459 $ 1,529,485 $ 90,820 57,628 49,487 15,087 12,536 65,666 17,834 1,838,543 $ 3,709,816 $ 109,343 45,455 14,316 6,896 13,886 17,323 31,379 20,249 3,968,663 $ 216,000 $ 117,148 53,120 17,909 4,821 32,525 19,694 33,039 22,589 516,845 $ $ - $ 1,897 1,897 $ - $ 12,016 12,016 $ - $ 10,013 10,013 $ (1) $ (1) $ - $ - $ 10,013 10,013 N/A 100.0% 100.0% ALL EXPENDITURES $ 12,630,095 $ 11,486,110 $ 11,209,996 $ 12,000,078 $ 9,903,083 $ 1,306,913 11.7% TOTAL USES $ 12,630,095 $ 11,486,110 $ 11,209,996 $ 12,000,078 $ 9,903,083 $ 1,306,913 11.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL 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 SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0950 - DEBT SERVICE SUBTOTAL $ $ $ 8,081 (126,327) 6,608 (83,546) (195,184) 0.1% N/A N/A -6.4% 19.6% N/A -21.5% -2.1% 75,162 484 94,740 170,386 44.5% N/A 61.7% 88.1% 61.5% 1,313,485 85.9% (26,328) -29.0% 4,508 7.8% 31,578 63.8% (4,821) N/A (17,438) -115.6% (7,158) -57.1% 32,627 49.7% (4,755) -26.7% 1,321,698 71.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 44,168 $ 44,168 $ - $ - $ - $ - $ 75,935 $ 75,935 $ 91,200 $ 91,200 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 44,168 $ 44,168 $ FY 2010 ACTUAL - $ - $ - $ - $ 75,935 $ 75,935 $ FY 2011 FORECAST 91,200 $ 91,200 $ FY 2012 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2011 ADOPTED FY 2011 REVISED 91,200 91,200 N/A N/A 91,200 N/A 91,200 N/A REVISED VS ADOPTED VAR % FUND TOTAL USES $ 8,900,797 $ 3,729,298 12,630,095 $ 11,164,255 $ 321,855 11,486,110 $ 9,475,635 $ 1,734,361 11,209,996 $ 10,563,235 $ 1,436,843 12,000,078 $ 8,384,465 $ 1,518,618 9,903,083 $ 1,091,170 215,743 1,306,913 11.5% 12.4% 11.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 8,900,797 $ 3,729,298 $ 12,630,095 $ 11,164,255 $ 321,855 $ 11,486,110 $ 9,475,635 $ 1,734,361 $ 11,209,996 $ 10,563,235 $ 1,436,843 $ 12,000,078 $ 8,384,465 $ 1,518,618 $ 9,903,083 $ 1,091,170 215,743 1,306,913 11.5% 12.4% 11.7% Staffing by Program and Activity PROGRAM/ACTIVITY CIVIL LEGAL SERVICES LEGAL ADVICE PROGRAM TOTAL PROPERTY ASSESSMENT PROPERTY ASSESSMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 87.00 87.00 91.50 91.50 172.00 172.00 95.50 95.50 96.00 96.00 (76.00) (76.00) (44.2%) (44.2%) 87.00 91.50 16.50 16.50 188.50 95.50 96.00 (16.50) (16.50) (92.50) (100.0%) (100.0%) (49.1%) 412 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil Staffing by Market Range Title MARKET RANGE TITLE Administrative Manager Administrative Staff Supv Administrative Supervisor Attorney Attorney - Associate Attorney - Civil Practice Mgr Attorney - General Counsel Attorney - Senior Attorney - Senior Associate Attorney - Senior Counsel Attorney Manager Director - Litigation Finan/Business Analyst - Dept Intern Legal Assistant Legal Assistant Supv Legal Services Manager Legal Support Specialist Legal Support Supervisor Nurse Legal Consultant Office Assistant Office Assistant Specialized Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 2.00 1.00 7.00 4.00 18.00 16.00 7.50 5.50 14.00 1.00 1.00 1.00 2.00 1.50 18.00 17.00 1.00 1.00 11.00 12.00 5.00 3.00 13.00 6.00 6.00 87.00 91.50 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 (1.00) (100.0%) 1.00 1.00 (1.00) (100.0%) 1.00 1.00 (1.00) (100.0%) 42.50 22.50 26.00 (16.50) (38.8%) N/A 5.00 (5.00) (100.0%) 4.00 4.00 (4.00) (100.0%) 5.00 (5.00) (100.0%) 2.00 (2.00) (100.0%) 26.00 15.00 18.00 (8.00) (30.8%) 1.00 1.00 (1.00) (100.0%) 2.00 2.00 (2.00) (100.0%) 1.00 1.00 0.0% N/A 37.00 16.00 20.00 (17.00) (45.9%) 4.00 2.00 2.00 (2.00) (50.0%) 1.00 1.00 1.00 0.0% 25.00 14.00 13.00 (12.00) (48.0%) 6.00 3.00 3.00 (3.00) (50.0%) 1.00 1.00 1.00 0.0% 6.00 6.00 (6.00) (100.0%) 17.00 6.00 11.00 (6.00) (35.3%) 188.50 95.50 96.00 (92.50) (49.1% ) FY 2010 FY 2011 ADOPTED ADOPTED 87.00 91.50 87.00 91.50 FY 2011 FY 2011 REVISED FORECAST 188.50 95.50 188.50 95.50 Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total REVISED TO ADOPTED FY 2012 ADOPTED VARIANCE VAR % 96.00 (92.50) (49.1%) 96.00 (92.50) (49.1% ) Significant Variance Analysis The increase in FTE from FY 2011 to FY 2012 is due to the restatement of General Litigation and Special Litigation back into the Civil Division. The 16.50 FTE in Property Assessment in FY 2011 were moved to Legal Advice in FY 2012 pending a Strategic Plan update and proper alignment of staff. FY 2011 Revised numbers are overstated as they include positions that were inactivated as well as all new positions created with the restatement of General Litigation and Special Litigation back into the Civil Division. General Adjustments Target Adjustment: • Reallocate Outside Counsel to Non-Departments for an expenditure reduction of $3,131,844. • Increase budget by $4,303 for restatement of risk management charges from Non• • Departmental. Increase expenditures by $1,947,600 for the restatement of Special Litigation to County Attorney Civil. Increase expenditures by $5,847,068 for the restatement of General Litigation to County Attorney Civil. Base Adjustments: • • Increase Revenues to $91,200 for the Housing Authority retainer. Increase Regular Benefits by $42,132 for employee health and dental fixed benefit rate based on switching from an individual rate to a countywide rate. 413 Maricopa County Annual Business Strategies FY 2012 Adopted Budget • • • • • • Department Strategic Plans and Budgets County Attorney Civil Increase Regular Benefits by $49,143 for retirement contribution rate increase. Increase expenditures by $9,489 for Life Insurance. Increase expenditures $83,546 due to an increased Allocation-In from County Attorney Prosecution for the administrative costs of Civil. Increase expenditure by $29,259 for a restatement adjustment. Increase expenditures by $120,000 for the addition of one (1) Attorney and related supplies and services for work on Public Fiduciary cases. Increase expenditures in Non-Recurring/Non-Project by $1,518,618 for the addition of 16.5 staff and related supplies and services to work on the tax appeals back log. 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 Program Results Measure Description Percent of clients satisfied with legal advice provided as determined by a customer satisfaction survey. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED N/A REV VS ADOPTED VAR % 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. FY 2010 ACTUAL N/A Cost per claim, protest, lawsuit, appeal, and response to request for legal advice FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 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 REV VS ADOPTED VAR % Revenue 100 - GENERAL TOTAL SOURCES $ $ 44,168 44,168 100 - GENERAL TOTAL USES $ 12,630,095 $ 12,630,095 $ $ - $ $ 75,935 75,935 $ $ 91,200 91,200 $ $ 91,200 91,200 Expenditure $ 7,878,090 $ 7,878,090 414 $ 10,882,813 $ 10,882,813 $ 9,877,746 $ 9,877,746 $ (1,999,656) $ (1,999,656) -25.4% -25.4% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil Activity Narrative: The FY 2012 budget includes the restatement of General Litigation and Special Litigation into the Civil Division as well as a right-sizing of the Legal Advice Activity. Property Assessment Program The purpose of the Property Assessment Program is to provide property assessments to Maricopa County property owners so they can be fairly and equitably taxed. Activities that comprise this program include: • Property Assessment Activity Property Assessment Activity The purpose of the Property Assessment Activity is to provide property assessments to Maricopa County property owners so they can be fairly and equitably taxed. 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. 415 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Measures have not yet been defined for the Acitivity. Measures have not yet been defined for the Acitivity. Measures have not yet been defined for the Acitivity. Measures have not yet been defined for the Acitivity. Department Strategic Plans and Budgets County Attorney Civil FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED N/A REV VS ADOPTED 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 N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ 3,331,906 $ 3,331,906 $ 1,116,505 $ 1,116,505 $ $ - Activity Narrative: The department is in the process of restructuring Activity budgets. 416 $ 3,331,906 $ 3,331,906 100.0% 100.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Co Atty Civil Services Create Civil Services Division 3,383,769 $ - $ 2,157,017 $ 40,000 2,117,017 - $ 5,540,786 $ - $ (3,131,844) $ (3,131,844) 7,798,971 $ 4,303 1,947,600 5,847,068 - $ (2,157,017) $ (40,000) (2,117,017) - $ 8,050,896 $ - $ 91,275 $ 42,132 49,143 122,294 $ 122,294 - $ - $ - 91,200 91,200 $ 8,264,465 $ 2.7% 91,200 $ 120,000 $ 120,000 - $ 8,384,465 $ 4.1% 91,200 Agenda Item: C-19-11-055-2-00 C-49-11-051-2-00 FY 2011 Revised Budget Adjustments: Reallocations Reallocation of Outside Counsel to Non Dept Restatements Risk Mgt Chgs from Non Dept Special Litigation to County Attorney Civil General Litigation to County Attorney Civil Supplemental Funding Mid Year Adjustments Co Atty Civil Services Create Civil Services Division $ Agenda Item: $ C-19-11-055-2-00 C-49-11-051-2-00 FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Life Insurance Increase Allocation-In from Prosecution for Administrative Costs Increase One Attorney Position (1 FTE) for Public Fiduciary Reduce One Attorney Position (1 FTE) for Tax Appeals Adjust Restatement Fees and Other Revenues ProgRevenue Volume Inc/Dec Housing Authority Retainer $ $ $ 9,489 83,546 115,067 (115,067) 29,259 91,200 FY 2012 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Addition of one (1) Attorney Position and Related Supplies Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 417 120,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Attorney Civil General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 226,455 $ - $ 1,412,506 $ 100,000 30,000 445,000 275,000 169,353 100,000 40,050 253,103 - $ 1,638,961 $ - $ (1,638,961) $ (100,000) (30,000) (445,000) (275,000) (169,353) (100,000) (40,050) (253,103) (226,455) - FY 2012 Budget Target $ - $ - FY 2012 Tentative Budget $ - $ - $ 1,518,618 $ 1,518,618 - $ 1,518,618 $ - Adjustments: Non Recurring Sole Source Legal Services for Bar Complaints Co Atty Civil Adj July 10 Co Atty Civil Adj Aug 10 Co Atty Civil Adj Oct Nov 2010 Settlement Oct 2010 Bar Complaints Spec Actions County Attorney Tax Appeal Staff County Attorney Civil Tax Appeals Agenda Item: C-06-11-311-M-00 C-19-11-004-2-00 C-19-11-009-2-00 C-19-11-019-1-00 C-19-11-020-S-00 C-19-11-022-2-00 C-19-11-051-2-00 C-19-11-057-2-00 FY 2011 Revised Budget Adjustments: Non Recurring Sole Source Legal Services for Bar Complaints Co Atty Civil Adj July 10 Co Atty Civil Adj Aug 10 Co Atty Civil Adj Oct Nov 2010 Settlement Oct 2010 Bar Complaints Spec Actions County Attorney Tax Appeal Staff County Attorney Civil Tax Appeals Other Non-Recurring Agenda Item: C-06-11-311-M-00 C-19-11-004-2-00 C-19-11-009-2-00 C-19-11-019-1-00 C-19-11-020-S-00 C-19-11-022-2-00 C-19-11-051-2-00 C-19-11-057-2-00 Percent Change from Target Amount Adjustments: Agenda Item: Non Recurring One-time Tax Appeals Addition of 16.5 FTE for Tax Appeals Back Log and Related Supplies and Services FY 2012 Adopted Budget Percent Change from Target Amount $ 1,518,618 The adopted non-recurring FY 2011-12 budget for the Tax Appeals Backlog is $1,518,618. This budget is based on a caseload analysis completed by the Office of Management and Budget. It is intended to cover costs for 8.5 contract attorneys, 7 contract paralegals, 1 contract finance/business analyst (FBA), and related supplies and services. Non-recurring funding is contingent upon the following requirements: 1) The Assessor’s Office will have an active role in hiring decisions for this group. 2) The FBA will be hired immediately, and tasked with tracking and reporting on caseload-related data (data elements to be identified jointly at a later date). 3) Civil Division leadership, the FBA, the Assessor’s Office, and OMB will meet regularly throughout the year to assess data, identify efficiencies and/or address issues. 4) Future years’ funding will be based on data prepared and presented by the FBA. Adjustments may be made based on higher or lower than anticipated placement in range of newly created Civil Division positions. 418 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Manager County Manager Analysis by Jacqueline M. Edwards, Management and Budget Analyst 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 Citizen Satisfaction By December, 2013, 68% of citizens responding to annual citizen survey will indicate some knowledge of County structure and organization. Status: Based on the FY 2010 Maricopa County Customer Satisfaction Survey results, 68% of those surveyed responded they had some knowledge of the County structure and organization. This goal will be updated during the FY 2013 Strategic Business Plan update process. Citizen Satisfaction By December, 2013, 80% of citizens responding to citizen survey are satisfied with Maricopa County government. Status: The FY 2010 Maricopa County Customer Satisfaction Survey indicated that 64% of those surveyed were satisfied or very satisfied with Maricopa County government. The County Manager will continue to work toward the goal of 80%. Quality Workforce By June, 2012, 25% of Maricopa County Boards and Commissions will receive diversity training. Status: A new diversity director was hired in FY 2011 and work is in progress to develop the curriculum and roll out the training. The County Manager anticipates meeting the goal of 25% by the target date. 419 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget Quality Workforce By June, 2012, 20% of Maricopa County employees will receive diversity training. Status: A new diversity director was hired in FY 2011 and work is in progress to develop the curriculum and roll out the training. The County Manager anticipates meeting the goal of 20% by the target date. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % CMSV - COMMUNICATION SERVICES 20GC - GOVT RELATIONS AND COMM $ $ 401 $ 401 $ 600 $ 600 $ 600 $ 600 $ 269 $ 269 $ 600 $ 600 $ - ACPR - ADULT CRIME PREVENTION JCPR - JUVENILE CRIME PREVENTION 42CD - CRIME AND DELINQUENCY PREV $ $ 236,798 $ 236,798 $ 320,649 $ 321,531 642,180 $ 1,719,843 $ 773,316 2,493,159 $ 1,643,238 $ 696,708 2,339,946 $ 77,552 $ 205,736 283,288 $ COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 1,090 $ 1,090 $ 500 $ 500 $ 500 $ 500 $ 730 $ 730 $ 500 $ 500 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 11,883,490 $ 11,883,490 $ 10,000 $ 10,000 $ 1,174,991 $ 1,174,991 $ 1,164,991 $ 1,164,991 $ 10,000 $ 10,000 $ (1,164,991) (1,164,991) -99.1% -99.1% TOTAL PROGRAMS $ 12,121,779 $ 653,280 $ 3,669,250 $ 3,505,936 $ 294,388 $ (3,374,862) -92.0% DVTY - DIVERSITY 20DV - DIVERSITY $ $ - $ - $ 117,082 $ 117,082 $ 117,081 $ 117,081 $ 57,369 $ 57,369 $ 89,594 $ 89,594 $ 27,487 27,487 23.5% 23.5% CMSV - COMMUNICATION SERVICES GOVR - GOVERNMENT RELATIONS 20GC - GOVT RELATIONS AND COMM $ $ 526,346 $ 526,346 $ 768,430 $ 445,519 1,213,949 $ 768,428 $ 445,520 1,213,948 $ 711,872 $ 396,323 1,108,195 $ 758,282 $ 423,227 1,181,509 $ 10,146 22,293 32,439 1.3% 5.0% 2.7% 1,730,406 $ 1,704,668 3,435,074 $ 3,118,749 $ 2,145,605 5,264,354 $ 2,002,580 $ 1,030,992 3,033,572 $ 1,296,204 $ 1,397,777 2,693,981 $ 1,822,545 747,828 2,570,373 58.4% 34.9% 48.8% (1,642,291) (567,580) (2,209,871) - 0.0% 0.0% -95.5% -73.4% -88.6% 0.0% 0.0% USES ACPR - ADULT CRIME PREVENTION JCPR - JUVENILE CRIME PREVENTION 42CD - CRIME AND DELINQUENCY PREV $ $ 44,000 $ 44,000 $ COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 41,003 $ 41,003 $ 48,058 $ 48,058 $ 48,058 $ 48,058 $ 37,825 $ 37,825 $ 61,181 $ 61,181 $ (13,123) (13,123) -27.3% -27.3% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 40,196 $ 1,753,084 1,793,280 $ - $ 955,691 955,691 $ - $ 1,075,692 1,075,692 $ - $ 1,061,891 1,061,891 $ - $ 1,115,805 13,000,000 14,115,805 $ (40,113) (13,000,000) (13,040,113) N/A -3.7% N/A -1212.3% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ 11,858,860 $ 12,504 11,871,364 $ 10,000 $ 4,318 14,318 $ 1,174,991 $ 4,318 1,179,309 $ 1,164,991 $ 2,232 1,167,223 $ 10,000 $ 25,927 35,927 $ 1,164,991 (21,609) 1,143,382 99.1% -500.4% 97.0% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,148,482 $ 1,148,482 $ 1,458,226 $ 1,458,226 $ 1,458,226 $ 1,458,226 $ 1,163,012 $ 1,163,012 $ 1,282,863 $ 1,282,863 $ TOTAL PROGRAMS $ 15,424,475 $ 7,242,398 $ 10,356,668 $ 7,629,087 $ 19,460,860 $ $ 420 175,363 175,363 (9,104,192) 12.0% 12.0% -87.9% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ ALL REVENUES $ TOTAL SOURCES $ 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 2011 ADOPTED 12,113,313 $ 12,113,313 $ FY 2011 REVISED FY 2011 FORECAST 652,180 652,180 $ $ 3,659,762 3,659,762 $ $ 3,502,702 $ 3,502,702 $ $ $ 8,388 1,100 9,488 $ $ 1,100 1,100 $ 2,235 999 3,234 12,121,779 $ 653,280 $ 3,669,250 $ 12,121,779 $ 653,280 FY 2010 FY 2011 ACTUAL ADOPTED $ 3,669,250 FY 2011 REVISED $ 6,975 1,491 8,466 $ REVISED VS ADOPTED VAR % FY 2012 ADOPTED 292,098 292,098 $ $ (3,367,664) (3,367,664) -92.0% -92.0% $ $ 1,190 1,100 2,290 $ (7,198) (7,198) -85.8% 0.0% -75.9% 3,505,936 $ 294,388 $ (3,374,862) -92.0% $ 3,505,936 $ 294,388 FY 2011 FY 2012 FORECAST ADOPTED $ (3,374,862) -92.0% REVISED VS ADOPTED VAR % 2,163,536 $ 573,252 12,926 (186,142) 553 2,564,125 $ 2,295,558 $ 660,161 780 (46,689) 49,439 2,959,249 $ 2,302,595 $ 660,306 780 2,750 2,966,431 $ 2,300,309 $ 656,157 1,420 (69,714) 4,542 2,892,714 $ 2,369,121 $ 697,535 (41,897) 3,024,759 $ 25,028 $ 401 3,469 28,898 $ 63,865 $ 1,500 6,200 71,565 $ 63,865 $ 1,500 6,200 71,565 $ 42,597 $ 516 2,072 45,185 $ 59,059 $ 1,500 6,200 66,759 $ - $ 1,415,669 4,082 8,506 11,146,771 52,452 15,698 581 925 12,644,684 $ - $ 3,870,752 7,320 27,454 57,010 57,535 2,447 4,022,518 $ - $ 5,135,566 7,320 27,454 1,841,974 57,010 57,835 2,447 7,129,606 $ - $ 2,555,085 62,010 13,912 1,841,974 46,939 28,577 1,540 443 4,550,480 $ 5,031,675 $ 10,973,295 7,800 64,626 68,144 59,600 675 3,527 16,209,342 $ $ - $ 186,768 186,768 $ - $ 189,066 189,066 $ - $ 189,066 189,066 $ - $ 140,708 140,708 $ 160,000 $ 160,000 $ (160,000) 189,066 29,066 N/A 100.0% 15.4% ALL EXPENDITURES $ 15,424,475 $ 7,242,398 $ 10,356,668 $ 7,629,087 $ 19,460,860 $ (9,104,192) -87.9% TOTAL USES $ 15,424,475 $ 7,242,398 $ 10,356,668 $ 7,629,087 $ 19,460,860 $ (9,104,192) -87.9% 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 SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ $ 421 (66,526) (37,229) 780 41,897 2,750 (58,328) 4,806 4,806 -2.9% -5.6% 100.0% N/A 100.0% -2.0% 7.5% 0.0% 0.0% 6.7% (5,031,675) N/A (5,837,729) -113.7% (480) -6.6% (37,172) -135.4% 1,841,974 100.0% (11,134) -19.5% (1,765) -3.1% (675) N/A (1,080) -44.1% (9,079,736) -127.4% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SOURCES $ 1,491 $ 1,491 $ 1,100 $ 1,100 $ 1,100 $ 1,100 $ 999 $ 999 $ 1,100 $ 1,100 $ $ SOURCES $ 12,120,288 $ 12,120,288 $ 652,180 $ 652,180 $ 3,668,150 $ 3,668,150 $ 3,504,937 $ 3,504,937 $ 293,288 $ 293,288 $ $ SOURCES $ - $ - $ - $ - $ - $ - $ - $ - $ 13,000,000 $ 13,000,000 $ 13,000,000 13,000,000 N/A N/A $ SOURCES $ - $ - $ - $ - $ - $ - $ - $ - $ (13,000,000) $ (13,000,000) $ (13,000,000) (13,000,000) N/A N/A DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,491 $ 12,120,288 $ 12,121,779 $ FY 2010 ACTUAL 1,100 $ 652,180 $ 653,280 $ FY 2011 ADOPTED 1,100 $ 3,668,150 $ 3,669,250 $ FY 2011 REVISED 999 $ 3,504,937 $ 3,505,936 $ FY 2011 FORECAST 1,100 $ 293,288 $ 294,388 $ FY 2012 ADOPTED FUND TOTAL 249 NON DEPARTMENTAL GRANT NON-RECURRING FUND TOTAL 676 COUNTY MANAGER RISK MANAGEMENT NON-RECURRING FUND TOTAL 900 ELIMINATIONS NON-RECURRING FUND TOTAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING (3,374,862) (3,374,862) 0.0% 0.0% -92.0% -92.0% 0.0% (3,374,862) -92.0% (3,374,862) -92.0% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,212,162 $ 2,212,162 $ 2,682,434 $ 2,448,928 5,131,362 $ 2,802,434 $ 2,427,228 5,229,662 $ 2,599,587 $ 361,127 2,960,714 $ 2,818,608 $ 15,066,101 17,884,709 $ $ FUND TOTAL USES $ 11,902,860 $ 11,902,860 $ 652,180 $ 652,180 $ 3,668,150 $ 3,668,150 $ 3,504,937 $ 3,504,937 $ 293,288 $ 293,288 $ 3,374,862 3,374,862 92.0% 92.0% $ $ 1,309,453 $ 1,309,453 $ 1,458,856 $ 1,458,856 $ 1,458,856 $ 1,458,856 $ 1,163,436 $ 1,163,436 $ 1,282,863 $ 1,282,863 $ 175,993 175,993 12.1% 12.1% $ $ - $ - $ - $ - $ - $ - $ - $ - $ 13,000,000 $ 13,000,000 $ (13,000,000) (13,000,000) N/A N/A $ $ - $ - $ - $ - $ - $ - $ - $ - $ (13,000,000) $ (13,000,000) $ 13,000,000 13,000,000 N/A N/A DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,521,615 $ 11,902,860 $ 15,424,475 $ 4,141,290 $ 3,101,108 $ 7,242,398 $ 4,261,290 $ 6,095,378 $ 10,356,668 $ 3,763,023 $ 3,866,064 $ 7,629,087 $ 4,101,471 $ 15,359,389 $ 19,460,860 $ 249 NON DEPARTMENTAL GRANT NON-RECURRING $ - 255 DETENTION OPERATIONS OPERATING FUND TOTAL USES 676 COUNTY MANAGER RISK MANAGEMENT NON-RECURRING FUND TOTAL USES 900 ELIMINATIONS NON-RECURRING FUND TOTAL USES (16,174) -0.6% (12,638,873) -520.7% (12,655,047) -242.0% 159,819 3.8% (9,264,011) -152.0% (9,104,192) -87.9% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES RISK MANAGEMENT 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 17.40 .50 17.90 9.10 9.10 9.10 .00 .00 9.10 10.30 10.30 9.30 1.00 10.30 .20 1.00 1.20 2.2% N/A N/A 13.2% .50 .50 .40 .40 .40 .40 .40 .40 .40 .40 - 0.0% 0.0% - 2.20 1.90 4.10 2.20 1.90 4.10 2.20 1.90 4.10 2.20 1.90 4.10 - 0.0% 0.0% 0.0% - 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 6.00 6.00 7.20 4.00 11.20 7.20 4.00 11.20 7.20 4.00 11.20 7.20 4.00 11.20 - 0.0% 0.0% 0.0% 3.00 3.00 27.40 4.00 4.00 29.80 4.00 4.00 29.80 4.00 4.00 31.00 4.00 4.00 31.00 1.20 0.0% 0.0% 4.0% 422 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Manager Staffing by Market Range Title MARKET RANGE TITLE Admin Svcs Director - County Admin/Operations Specialist BOS Press Secretary Communications Manager-County Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Consultant County Manager Director - Communications Director - Govt Relations Events Operation Manager Executive Assistant Government Relations Liaison Grant-Contract Administrator Human Resources Associate IS Architect IT Consultant Management Analyst Management Assistant Media Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Program Coordinator Program Manager - County Programmer/Analyst - Sr/Ld Project Manager Project Manager Risk Management Consultant Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 3.00 3.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.80 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 .80 3.00 3.00 1.00 1.00 1.60 3.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 27.40 29.80 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 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% N/A 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) (100.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% N/A .80 1.00 1.00 .20 25.0% 3.00 3.00 3.00 0.0% N/A 1.00 1.00 1.00 0.0% 3.00 1.00 1.00 (2.00) (66.7%) 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 N/A 29.80 31.00 31.00 1.20 4.0% FY 2010 FY 2011 ADOPTED ADOPTED 23.40 24.80 1.00 4.00 4.00 27.40 29.80 FY 2011 FY 2011 REVISED FORECAST 24.80 26.00 1.00 1.00 4.00 4.00 29.80 31.00 Staffing by Fund DEPARTMENT/FUND 100 GENERAL 249 NON DEPARTMENTAL GRANT 255 DETENTION OPERATIONS 676 COUNTY MANAGER RISK MANAGEMENT Department Total FY 2012 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 25.00 .20 0.8% 1.00 0.0% 4.00 0.0% 1.00 1.00 N/A 31.00 1.20 4.0% General Adjustments Base Adjustments: General Fund (100) • Decrease Regular Benefits by $17,100 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $16,703 for retirement contribution rate increase. • Decrease Salaries and Benefits by $44,713 due to previous vacancies being filled at a lower rate. • Decrease General Supplies by $2,431 to rightsize budget based on FY 2010 Actual and FY 2011 Forecast. • Increase Other Services by $40,328 based on the cost of the bus card conversion project and other County Manager initiatives. • Increase Services by $13,645 due to an increase in Training, Travel, and Postage. • Decrease Internal Service Fund Discretionary charges by $12,100 to rightsize budget based on FY 2011 Forecast. • Decrease Debt Service by $1,392 due to loan payments ending in FY 2011. 423 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Manager Non Departmental Grant Fund (249) Non Recurring/Non Project (0001) • Decrease Regular Benefits by $114 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $81 for retirement contribution rate increase. • Decrease Total Expenditures by $3,374,829 due to grant reconciliation. • Decrease Total Revenue by $3,374,862 due to grant reconciliation. Detention Fund (255) • Decrease Regular Benefits by $2,736 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $3,856 for retirement contribution rate increase. • Increase Salary and Benefits by $48,560 due to the creation of a IS Architect position in FY 2011. • Decrease General Supplies by $2,630 to rightsize budget based on FY 2010 Actual and FY 2011 Forecast. • Decrease Travel by $10,145 to rightsize budget based on FY 2010 Actual and FY 2011 Forecast. • Increase Services by $37,772 due to an increase in Operating Leases, Repairs and Maintenance, and Postage. • Reallocate $187,674 from Debt Service payments to Capital Equipment for the outright purchase of two servers for a net decrease of $27,674. Target Adjustments: General Fund (100) • Increase budget by $8,138 for restatement of risk management charges from Non Departmental. • Increase budget by $1,448 for restatement of equipment services charges for vehicle maintenance and repair. • Increase budget by $13,648 for restatement of baseline telecommunications. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 83.3% 83.3% 424 FY 2012 ADOPTED 83.1% REV VS ADOPTED VAR % (0.3%) -0.3% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activities that comprise this program include: • Diversity 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 83.3% 83.3% N/A 20 10 24 4 20.0% N/A 8 4 12 4 50.0% N/A N/A 28 20 14 10 32 24 4 4 14.3% 20.0% N/A 8 4 12 4 50.0% N/A $ $ $ REV VS ADOPTED VAR % (0.3%) -0.3% FY 2012 ADOPTED 83.1% - $ $ 4,181.46 $ 4,097.79 $ 2,799.81 $ 1,381.65 33.0% 117,081 117,081 $ $ 57,369 57,369 $ $ 89,594 89,594 $ $ 27,487 27,487 23.5% 23.5% Activity Narrative: The increase in the number of classes provided for employees and for Boards and Commissions in FY 2012 is due to the new training that is being established by the new Diversity Director. In comparison to FY 2011 Revised, efficiencies will be gained in FY 2012 due to the salary and benefits savings for the Diversity Director position. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 66.9% 66.9% N/A 75.0% Activities that comprise this program include: • Communications Services • Government Relations 425 75.0% FY 2012 ADOPTED 66.9% 75.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Output Output Demand Demand Efficiency Revenue Measure Description Percent of citizens responding to annual survey who indicate they know about the structure and organization of Maricopa County 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 66.9% 66.9% N/A N/A N/A N/A N/A $ 228 400 228 400 1,921.07 $ 178 822 179 822 866.02 FY 2012 ADOPTED 66.9% REV VS ADOPTED VAR % 0.0% 0.0% $ 132 1,200 132 1,200 631.90 $ (96) 800 (96) 800 1,289.17 -42.1% 200.0% -42.1% 200.0% 67.1% 100 - GENERAL TOTAL SOURCES $ $ 401 401 $ $ 600 600 $ $ 269 269 $ $ 600 600 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ 526,346 526,346 $ $ 768,428 768,428 $ $ 711,872 711,872 $ $ 758,282 758,282 $ $ 10,146 10,146 1.3% 1.3% Expenditure Activity Narrative: Based on FY 2011 Actual, the number of video broadcasts requested and produced will decrease while the number of print media requested and produced will greatly increase in FY 2012 as a result of more attention being focused on print media rather than video broadcasts. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. 1400 Communication Services Activity 80% 1200 60% Cases 1000 800 40% 600 400 20% 200 0 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result 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. 426 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 75.0% 75.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 150 150 151 1 0.7% N/A N/A 1,500 200 1,500 200 1,500 201 1 0.0% 0.5% N/A $ $ $ FY 2012 ADOPTED 75.0% - $ $ 297.01 $ 264.22 $ 282.15 $ 14.86 5.0% 445,520 445,520 $ $ 396,323 396,323 $ $ 423,227 423,227 $ $ 22,293 22,293 5.0% 5.0% Activity Narrative: In comparison to FY 2011 Revised, efficiencies will be gained in FY 2012 as a result of salary and benefits savings. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 51.9% 51.0% N/A 89.7% 91.4% FY 2012 ADOPTED 51.6% 89.0% REV VS ADOPTED VAR % (0.3%) -0.5% (0.6%) -0.7% Activities that comprise this program include: • Adult Crime Prevention • 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. 427 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 89.7% 91.4% REV VS ADOPTED VAR % (0.6%) -0.7% FY 2012 ADOPTED 89.0% N/A 145 175 146 1 0.7% N/A N/A 87 145 110 175 88 146 1 1 1.1% 0.7% N/A $ 21,508.61 $ 11,443.31 $ 8,878.11 $ 12,630.50 58.7% 77,552 77,552 $ (1,642,291) $ (1,642,291) -95.5% -95.5% Revenue 249 - NON DEPARTMENTAL GRANT TOTAL SOURCES $ $ 236,798 236,798 $ 1,719,843 $ 1,719,843 $ 1,643,238 $ 1,643,238 $ $ 100 - GENERAL 249 - NON DEPARTMENTAL GRANT TOTAL USES $ 44,000 44,000 $ 1,398,906 1,719,843 $ 3,118,749 $ $ 1,218,652 77,552 $ 1,296,204 Expenditure $ 359,342 1,643,238 $ 2,002,580 $ 180,254 1,642,291 $ 1,822,545 12.9% 95.5% 58.4% Base Adjustments: General Fund (100) Non Recurring Non Project • Other Services is budgeted at a total of $1,033,050 in FY 2012 as a result of the carryover from the FY 2011 budget for Crime Prevention Activities. Non Departmental Grant Fund (249) Non Recurring Non Project • Increase revenue and expenditures associated with carryover from the following grants: o $ 6,282 from ARRA JAG grant administration; and o $ 70,676 from a JAG grant for crime prevention. Activity Narrative: In comparison to FY 2011 Revised, the decrease in expenditures in FY 2012 is due to a decline in carryover funds from the FY 2011 budget. The non-recurring Crime Prevention funds that are a carryover from the FY 2011 budget are to support the County’s crime prevention efforts by offering a variety of programs provided by community organizations. Additionally, there is carryover from the FY 2011 budget of the ARRA JAG grant and the JAG grant for crime prevention. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. 200 Adult Crime Prevention Activity 100% 80% Cases 150 60% 100 40% 50 20% 0 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output 428 Result Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 51.9% 51.0% FY 2012 ADOPTED 51.6% REV VS ADOPTED VAR % (0.3%) -0.5% N/A 130 150 131 1 0.8% N/A N/A 185 185 200 200 186 186 1 1 0.5% 0.5% N/A $ 11,597.86 $ 5,154.96 $ 7,514.93 $ 4,082.93 35.2% 696,708 696,708 $ $ 205,736 205,736 $ $ (567,580) (567,580) -73.4% -73.4% $ 1,192,041 205,736 $ 1,397,777 $ 180,248 567,580 747,828 13.1% 73.4% 34.9% 249 - NON DEPARTMENTAL GRANT TOTAL SOURCES $ $ - $ $ 773,316 773,316 $ $ 100 - GENERAL 249 - NON DEPARTMENTAL GRANT TOTAL USES $ - $ 1,372,289 773,316 $ 2,145,605 $ Expenditure $ 334,284 696,708 $ 1,030,992 $ Base Adjustments: General Fund (100) Non Recurring Non Project • Other Services is budgeted at a total of $1,033,050 in FY 2012 as a result of the carryover from the FY 2011 budget for Crime Prevention Activities. Non Departmental Grant Fund (249) Non Recurring Non Project • Increase revenue and expenditures associated with carry-forward from the following grants: o $128,182 from a U.S. Department of Justice grant for the Arizona Meth Project; o $ 6,283 from ARRA JAG grant administration; and o $ 70,676 from a JAG grant for crime prevention. Activity Narrative: In comparison to FY 2011 Revised, the decrease in expenditures in FY 2012 is due to a decline in carryover funds from the FY 2011 budget. The non-recurring Crime Prevention funds that are a carryover from the FY 2011 budget are to support the County’s crime prevention efforts by offering a variety of programs provided by community organizations. Additionally, there is carryover from the FY 2011 budget of the ARRA JAG grant and the JAG grant for crime prevention. In addition, grant funds for the Arizona Meth Project awarded in FY 2010 will be carried forward into FY 2012. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. 429 Maricopa County Annual Business Strategies FY 2012 Adopted Budget 250 Department Strategic Plans and Budgets County Manager Juvenile Crime Prevention Activity 60% 50% Cases 200 40% 150 30% 100 20% 50 10% 0 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result 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 2010 ACTUAL 44.6% FY 2011 FY 2011 REVISED FORECAST 30.0% 30.0% FY 2012 ADOPTED 45.0% REV VS ADOPTED VAR % 15.0% 50.0% 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. 430 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 44.6% FY 2011 FY 2011 REVISED FORECAST 30.0% 30.0% FY 2012 ADOPTED 45.0% REV VS ADOPTED VAR % 15.0% 50.0% N/A N/A 6,000 400 3,639 1,485 12,500 2,400 6,500 2,000 108.3% 500.0% N/A N/A 6,000 400 4,023 1,485 12,500 2,400 6,500 2,000 108.3% 500.0% N/A $ 8.01 $ 10.39 $ 4.89 $ 3.12 38.9% - 0.0% 0.0% 100 - GENERAL TOTAL SOURCES $ $ 1,090 1,090 $ $ 500 500 $ $ 730 730 $ $ 500 500 $ $ 100 - GENERAL TOTAL USES $ $ 41,003 41,003 $ $ 48,058 48,058 $ $ 37,825 37,825 $ $ 61,181 61,181 $ $ Expenditure (13,123) (13,123) -27.3% -27.3% Activity Narrative: The increase in expenditures in FY 2012 is a result of the bus card conversion project, which requires the County to purchase 10,000 new bus cards. Based on FY 2011 Actual, the number of vanpool subsidy applications received and approved are expected to dramatically increase in FY 2012. This is due to the County’s initiative to increase the percent of County employees who use an alternative mode of transportation by 50% in FY 2012 coupled with the increase in gasoline prices. New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. Administrative Services Program The purpose of the Administrative Services Program is to compile cost information and standardized performance data on a variety of internal administrative and support services for County departments, OMB and the Board of Supervisors so they can conduct comparative analyses and track program performance and costs. Program Results Measure Description Customer Satisfaction FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include: • Risk Management Risk Management The purpose of the Risk Management Activity is to provide loss prevention and claims processing to County Departments so they can reduce accident rates, losses and claims. Mandates: This is a non-mandated Activity. 431 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of claims closed Number of claims closed Number of claims opened and pending Coset per claim closed 676 - COUNTY MANGER RISK MANAGEMENT 900 - ELIMINATIONS TOTAL SOURCES FY 2010 ACTUAL N/A N/A N/A N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A FY 2012 ADOPTED N/A N/A N/A N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ 13,000,000 N/A N/A N/A N/A N/A N/A N/A $ (13,000,000) N/A $ - N/A N/A N/A N/A N/A N/A N/A N/A N/A $ 13,000,000 N/A $ 13,000,000 N/A N/A N/A N/A N/A N/A N/A N/A N/A $ (13,000,000) N/A $ 13,000,000 N/A N/A N/A N/A Expenditure 100 - GENERAL 676 - COUNTY MANGER RISK MANAGEMENT 900 - ELIMINATIONS TOTAL USES Base Adjustment: General Fund (100) Non Recurring Non Project • Non recurring fund transfer out of $13,000,000 to the County Manager Risk Management Fund to fund potential expenses related to claims against the County. County Manager Risk Management Fund (676) Non Recurring Non Project • Non recurring fund transfer in of $13,000,000 from the General Fund to fund potential expenses related to claims against the County. • Non recurring expenditure appropriation of $13,000,000 to fund potential expenses related to claims against the County. Eliminations Fund (900) Non Recurring Non Project • Non recurring fund transfer out of ($13,000,000) from the General Fund and ($13,000,000) fund transfer in to the County Manager Risk Management Fund to fund potential expenses related to claims against the County. This elimination is necessary to offset amounts budgeted as expenditures in the General Fund (100) that are associated with offsetting revenues and expenditures in the County Manager Risk Management Fund (676). Activity Narrative: This is a new activity within this fund for FY 2012. As such, no historical data is available. 432 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Innovation Software System 1,100 $ 120,000 $ 120,000 - $ 2,802,434 $ 1,100 $ 23,234 $ 8,138 1,448 13,648 - $ 2,825,668 $ 1,100 $ (397) $ (17,100) 16,703 (6,663) $ (6,663) - $ 2,818,608 $ -0.2% 1,100 0.0% $ 2,448,928 $ - $ (21,700) $ (21,700) - $ 2,427,228 $ - $ (2,427,228) $ 21,700 (2,448,928) - $ - $ - $ 15,066,101 $ 2,066,101 - 13,000,000 - 15,066,101 $ - C-20-11-023-M-00 Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Decrease Salaries and Benefits Rightsize General Supplies Increase Other Services Increase Training, Travel, and Postage Rightsize Internal Service Fund Discretionary charges Decrease Debt Service 2,682,434 $ Agenda Item: FY 2011 Revised Budget Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept $ Agenda Item: $ $ (44,713) (2,431) 40,328 13,645 (12,100) (1,392) FY 2012 Adopted Budget Percent Change from Target Amount NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring Crime Prevention True Up Agenda Item: C-20-11-043-2-00 FY 2011 Revised Budget Adjustments: Non Recurring Crime Prevention True Up Non Recurring Carry Forward Agenda Item: C-20-11-043-2-00 FY 2012 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Crime Prevention Funding Non Recurring Fund Transfer Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 2,066,101 $ 433 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Manager Non Departmental Grant Fund (249) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 652,180 $ 652,180 $ 3,015,970 $ 3,015,970 3,015,970 3,015,970 FY 2011 Revised Budget $ 3,668,150 $ 3,668,150 FY 2012 Budget Target $ 3,668,150 $ 3,668,150 $ (33) $ (114) 81 - $ (3,374,829) $ (3,374,829) (3,374,862) (3,374,862) $ 293,288 $ -92.0% 293,288 -92.0% Adjustments: Grants, Donations and Intergovernmental Agreements Grants County Manager Grant Recon Dec 2010 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: C-20-11-035-G-00 Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Detention Fund (255) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 1,458,856 $ - FY 2011 Revised Budget $ 1,458,856 $ - FY 2012 Budget Target $ 1,458,856 $ - $ 1,120 $ (2,736) 3,856 (177,113) $ (177,113) - 1,282,863 $ -12.1% - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Increase Salary and Benefits to fully fund all positions Rightsize General Supplies Rightsize Travel Increase Operating Leases, Repairs and Maintenance, and Postage Rightsize Other Services Capital Equipment net decrease for two servers outright purchase FY 2012 Adopted Budget Percent Change from Target Amount $ $ 48,560 (2,630) (10,145) 37,772 (222,996) (27,674) $ 434 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets County Manager County Manager Risk Management Fund (676) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 13,000,000 $ 13,000,000 - 13,000,000 13,000,000 $ 13,000,000 $ 13,000,000 Adjustments: Non Recurring Other Non-Recurring Non Recurring Fund Transfer Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount County Manager Risk Management Fund (676) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ - $ - $ - $ - $ (22,839,243) Sources: Non-Recurring Total Sources: $ - $ - $ - $ - $ 13,000,000 13,000,000 Uses: Non-Recurring Total Uses: $ - $ - $ - $ - $ 13,000,000 13,000,000 Accounting Adjustments $ - $ - $ - $ (22,839,243) $ 13,000,000 Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ - $ - $ - $ (22,839,243) (22,839,243) $ (9,839,243) (9,839,243) Eliminations Fund (900) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ (13,000,000) $ (13,000,000) - (13,000,000) (13,000,000) $ (13,000,000) $ (13,000,000) Adjustments: Non Recurring Non Recurring Fund Transfer Non Recurring Fund Transfer Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 435 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Education Services Education Services Analysis by Mark Mason, Senior Management and Budget Analyst Summary Mission The mission of the Education Services Agency is to provide support for innovation and excellence in educational services through alliances to school districts and charter schools throughout Maricopa County so they can ensure that all children and youth will succeed. Vision Setting the standards of excellence in educational innovation, economic management and executive leadership with unparalleled competence and levels of service. Strategic Goals Fiscal Strength By June 30, 2015, Maricopa County Education Service Agency will increase fiscal prudence for all County school districts by 10 percent as evidenced by having 60 percent of all districts in Maricopa County Schools rating “compliant” and 12 percent of districts rating “non-compliant” according to the Arizona Auditor General. Status: The Implementation of the School Business Resident program provides training, in a school district setting, for individuals with the skills and qualifications to master the art of school district finance. This program ensures rigorous training that provides expert training in conjunction with partner school districts, vested organizations, and State and County government. This past fiscal year, the program expanded by creating an Itinerate Business Manager to support high need small and rural school districts with the expertise required to properly manage school finances. During the fall of 2011, the economic management team worked with the Visions school district financial system to enhance the product by implementing an automated reconciliation program. This enhancement will allow MCESA employees to focus on outreach to prevent and resolve financial discrepancies and channel energies to support a reduction in audit findings. Individual Empowerment By June 30, 2015, Maricopa County Education Service Agency (MCESA) will increase student academic progress, achievement, and success in Maricopa County Schools and Districts by 3 percent, as evidenced by an average Measure of Academic Progress (MAP) score of 53 percent. Status: On January 20, 2011, the Education Service Agency began Interactive 436 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Education Services Video Learning through its Distance Learning Studio to multiple remote schools in Maricopa County. Interactive Video Learning provides expert content and classroom instruction in the areas of mathematics and technology. Phase I of the Reading for the Stars by Reading with the Stars program is in progress. The current five partner schools; San Marcos, Desert Spirit, Montecito, Magnet Traditional, and Indian Bend are using the classroom libraries, measuring student growth, and preparing to celebrate the academic growth and progress of the students in the program. The Teacher Incentive Fund grant, Rewarding Excellence in Instruction and Leadership (REIL), is partnering with six school districts, Phoenix Union, Isaac Elementary, Tolleson Elementary, Alhambra, Nadaburg, and Gila Bend to create a systemic K–12 performance-based compensation system (PBCS) that transforms how Districts recruit, retain, support, and compensate effective teachers and principals in high-need schools. FY 2011 also saw MCESA enhance the Juvenile Transition program in the Maryvale and South Mountain communities in partnership with the YMCA and the Boys and Girls Club. MCESA has also established the Maricopa County Youth Advisory Transition Council (MYTAC), an Alliance of business, community, research, media, and other agencies united for successful Juvenile Transitions. Citizen Satisfaction By June 30, 2015, Maricopa County Education Service Agency will increase satisfaction in education by 7%, as evidenced by 55% of Maricopa County residents surveyed in the Expect More Arizona survey rating education as “good” or “excellent.” Status: Throughout 2010-11 MCESA continued its commitment to fill vacant seats on school district governing boards by appointment rather than special election, which is a more costly and time-consuming route. In the past two years, 12 school district governing board seats declared vacant, and one seat on the Maricopa County Community College District board have been appointed. There are also 17 current vacant seats. These vacancies will be filled through a collaborative, community-based approach. The Education Service Agency recently launched a newly designed website making it more user friendly and providing information relating to all our activities and services. In addition, our home school liaison is working innovatively to create a home school advisory council to ensure that our services meet the needs of the home school families we serve. 437 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ - $ - $ 420,566 $ 420,566 $ 420,566 $ 420,566 $ 421,566 $ 421,566 $ 12,000 $ 12,000 $ (408,566) (408,566) -97.1% -97.1% EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 2,002,442 $ 2,002,442 $ 859,387 $ 859,387 $ 859,387 $ 859,387 $ 777,832 $ 777,832 $ 833,763 $ 833,763 $ (25,624) (25,624) -3.0% -3.0% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 541,056 $ 541,056 $ 2,878,536 $ 2,878,536 $ 6,031,491 $ 6,031,491 $ 4,744,710 $ 4,744,710 $ 9,648,047 $ 9,648,047 $ 3,616,556 3,616,556 60.0% 60.0% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ - $ - $ - $ - $ 14,706 $ 14,706 $ - $ - $ - N/A N/A GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 784 $ 784 $ - $ - $ - $ - $ 109,880 $ 109,880 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 2,544,282 $ 4,158,489 $ 7,311,444 $ 6,068,694 $ 10,493,810 $ 3,182,366 43.5% 440,827 440,827 35.5% 35.5% USES ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ 496,955 $ 496,955 $ 1,240,345 $ 1,240,345 $ 1,240,351 $ 1,240,351 $ 853,660 $ 853,660 $ 799,524 $ 799,524 $ EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 1,945,969 $ 1,945,969 $ 2,204,535 $ 2,204,535 $ 2,204,536 $ 2,204,536 $ 1,733,020 $ 1,733,020 $ 2,311,017 $ 2,311,017 $ (106,481) (106,481) -4.8% -4.8% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 1,252,906 $ 1,252,906 $ 3,155,654 $ 3,155,654 $ 6,308,607 $ 6,308,607 $ 4,839,318 $ 4,839,318 $ 9,688,822 $ 9,688,822 $ (3,380,215) (3,380,215) -53.6% -53.6% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 22,096 $ 22,750 62,146 353,051 460,043 $ 25,216 $ 23,215 55,182 182,691 1,585 287,889 $ 25,217 $ 23,216 55,184 182,682 1,585 287,884 $ 11,843 $ 11,617 48,180 172,307 524 244,471 $ - $ 59,191 351,170 410,361 $ 25,217 23,216 (4,007) (168,488) 1,585 (122,477) 100.0% 100.0% -7.3% -92.2% 100.0% -42.5% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 3,769 $ 3,769 $ 552 $ 552 $ 552 $ 552 $ 573 $ 573 $ 10,897 $ 10,897 $ (10,345) (10,345) -1874.1% -1874.1% TOTAL PROGRAMS $ 4,159,642 $ 6,888,975 $ 10,041,930 $ 7,671,042 $ 13,220,621 $ (3,178,691) -31.7% 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 $ FY 2010 ACTUAL 430,661 648,063 1,078,724 FY 2011 ADOPTED $ $ - $ 918,351 918,351 $ $ SUBTOTAL $ 38,869 218,358 257,227 ALL REVENUES $ FY 2011 REVISED 1,777,767 2,096,740 3,874,507 $ $ 76,742 $ 207,240 283,982 $ $ $ - 2,254,302 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 289,980 289,980 TOTAL SOURCES $ 2,544,282 FY 2011 FORECAST 4,930,722 2,096,740 7,027,462 $ $ 76,742 $ 207,240 283,982 $ $ $ - 4,158,489 $ $ $ - $ 4,158,489 FY 2012 ADOPTED 3,878,358 1,890,534 5,768,892 $ REVISED VS ADOPTED VAR % $ $ 8,009,947 2,238,100 10,248,047 94,767 $ 190,981 285,748 $ 12,000 233,763 245,763 $ $ $ $ 14,005 49 14,054 $ - 7,311,444 $ 6,068,694 $ $ $ - $ $ - $ 7,311,444 $ 6,068,694 438 $ $ 3,079,225 141,360 3,220,585 (64,742) 26,523 (38,219) 62.4% 6.7% 45.8% -84.4% 12.8% -13.5% $ - N/A N/A N/A 10,493,810 $ 3,182,366 43.5% $ $ - $ $ - N/A N/A $ 10,493,810 $ 3,182,366 43.5% Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 1,643,870 $ 31,055 515,969 6,696 (41,155) 41,155 2,197,590 $ 2,342,515 $ 14,838 817,230 5,310 3,179,893 $ 2,712,467 $ 14,838 930,739 5,310 3,663,354 $ 2,468,117 $ 24,316 804,611 5,528 (17,794) 17,794 3,302,572 $ 3,423,685 $ 18,124 20,830 1,176,757 354,200 (84,764) 84,764 4,993,596 $ (711,218) (18,124) (5,992) (246,018) (348,890) 84,764 (84,764) (1,330,242) -26.2% N/A -40.4% -26.4% -6570.4% N/A N/A -36.3% SUBTOTAL $ 206,617 $ 3,313 228,022 437,952 $ 709,434 $ 5,100 714,534 $ 1,207,034 $ 5,100 175,260 1,387,394 $ 449,937 $ 3,634 59,762 513,333 $ 628,661 $ 9,600 3,276,000 3,914,261 $ 578,373 (4,500) (3,100,740) (2,526,867) 47.9% -88.2% -1769.2% -182.1% 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 $ 504,309 $ 303,203 358 18,310 412,748 111,112 19,934 119,571 1,489,545 $ 1,693,843 $ 333,649 23,049 18,503 685,850 112,408 18,047 102,240 2,987,589 $ 3,626,877 $ 333,649 23,049 18,503 749,450 112,408 18,047 102,240 4,984,223 $ 2,863,247 $ 386,947 22,540 23,263 414,365 73,712 13,241 35,660 3,832,975 $ 2,750,182 $ 622,335 66,341 671,379 62,127 10,400 4,182,764 $ 876,695 (288,686) 23,049 (47,838) 78,071 50,281 7,647 102,240 801,459 24.2% -86.5% 100.0% N/A -258.5% 10.4% 44.7% 42.4% 100.0% 16.1% SUBTOTAL $ - $ 17,749 17,749 $ - $ 6,959 6,959 $ - $ 6,959 6,959 $ 14,332 $ 7,830 22,162 $ 130,000 $ 130,000 $ (130,000) 6,959 (123,041) N/A 100.0% -1768.1% ALL EXPENDITURES $ 4,142,836 $ 6,888,975 $ 10,041,930 $ 7,671,042 $ 13,220,621 $ (3,178,691) -31.7% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 16,806 $ 16,806 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL USES $ 4,159,642 $ 6,888,975 $ 10,041,930 $ 7,671,042 $ 13,220,621 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ $ 439 (3,178,691) N/A N/A -31.7% Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED 536,840 $ 536,840 $ 117,000 $ 64,742 181,742 $ 117,000 $ 64,742 181,742 $ 118,012 $ 81,767 199,779 $ 117,000 $ 117,000 $ 432,183 $ 16,806 448,989 $ 2,238,480 $ 2,238,480 $ 5,391,435 $ 5,391,435 $ 4,279,171 $ 8,000 4,287,171 $ 8,679,759 $ 8,679,759 $ 3,288,324 3,288,324 61.0% N/A 61.0% FUND TOTAL SOURCES $ 111,618 $ 273,174 384,792 $ 104,204 $ 104,204 $ 104,204 $ 104,204 $ 105,102 $ 105,102 $ 109,657 $ 109,657 $ 5,453 5,453 5.2% N/A 5.2% $ FUND TOTAL SOURCES $ 221,046 $ 221,046 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 601,557 $ 601,557 $ 600,000 $ 600,000 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ FUND TOTAL SOURCES $ 95,393 $ 95,393 $ 102,240 $ 102,240 $ 102,240 $ 102,240 $ 85,969 $ 85,969 $ 128,763 $ 128,763 $ 26,523 26,523 25.9% 25.9% 857,222 $ 857,222 $ 931,823 $ 931,823 $ 931,823 $ 931,823 $ 789,116 $ 789,116 $ 858,631 $ 858,631 $ (73,192) (73,192) -7.9% -7.9% 2,254,302 $ 289,980 $ 2,544,282 $ FY 2010 ACTUAL 4,093,747 $ 64,742 $ 4,158,489 $ FY 2011 ADOPTED 7,246,702 $ 64,742 $ 7,311,444 $ FY 2011 REVISED 5,978,927 $ 89,767 $ 6,068,694 $ FY 2011 FORECAST 10,493,810 $ - $ 10,493,810 $ FY 2012 ADOPTED FUND TOTAL SOURCES $ 715 SCHOOL GRANT OPERATING NON-RECURRING $ FUND TOTAL SOURCES $ 669 SMALL SCHOOL SERVICE 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 3,247,108 44.8% (64,742) -100.0% 3,182,366 43.5% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 1,952,956 $ 360,004 2,312,960 $ 2,046,590 $ 251,791 2,298,381 $ 2,046,590 $ 251,791 2,298,381 $ 1,985,507 $ 201,062 2,186,569 $ 2,087,883 $ 2,087,883 $ (41,293) 251,791 210,498 -2.0% 100.0% 9.2% $ FUND TOTAL USES $ 435,288 $ 435,288 $ 2,238,480 $ 2,238,480 $ 5,391,435 $ 5,391,435 $ 3,703,387 $ 3,703,387 $ 8,679,759 $ 8,679,759 $ (3,288,324) (3,288,324) -61.0% -61.0% $ FUND TOTAL USES $ 94,956 $ 148,446 243,402 $ 104,204 $ 53,000 157,204 $ 104,204 $ 53,000 157,204 $ 81,591 $ 52,181 133,772 $ 109,657 $ 109,657 $ (5,453) 53,000 47,547 -5.2% 100.0% 30.2% $ FUND TOTAL USES $ 369,341 $ 369,341 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 322,481 $ 322,481 $ 600,000 $ 600,000 $ $ FUND TOTAL USES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ NON-RECURRING FUND TOTAL USES $ 102,211 $ 15,200 117,411 $ 102,240 $ 102,240 $ 102,240 $ 102,240 $ 84,758 $ 84,758 $ 128,763 $ 128,763 $ (26,523) (26,523) -25.9% N/A -25.9% 270,387 $ 410,853 681,240 $ 920,335 $ 572,335 1,492,670 $ 920,335 $ 572,335 1,492,670 $ 766,271 $ 473,804 1,240,075 $ 858,631 $ 755,928 1,614,559 $ 61,704 (183,593) (121,889) 6.7% -32.1% -8.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,225,139 $ 934,503 $ 4,159,642 $ 6,011,849 $ 877,126 $ 6,888,975 $ 9,164,804 $ 877,126 $ 10,041,930 $ 6,943,995 $ 727,047 $ 7,671,042 $ 12,464,693 $ 755,928 $ 13,220,621 $ (3,299,889) 121,198 (3,178,691) -36.0% 13.8% -31.7% 715 SCHOOL GRANT OPERATING $ 0.0% (64,742) -100.0% (64,742) -35.6% 669 SMALL SCHOOL SERVICE OPERATING NON-RECURRING 780 SCHOOL TRANSPORTATION OPERATING 782 SCHOOL COMMUNICATION OPERATING NON-RECURRING - 0.0% 0.0% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL ECONOMIC MANAGEMENT ECONOMIC MANAGEMENT PROGRAM TOTAL EDUCATIONAL INNOVATION EDUCATIONAL INNOVATION PROGRAM TOTAL EXECUTIVE LEADERSHIP EXECUTIVE LEADERSHIP PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .25 1.90 .25 .90 3.30 .25 2.10 .25 .90 3.50 .25 2.10 .25 .90 3.50 .25 1.60 .25 .65 2.75 3.00 1.00 4.00 (.25) .90 (.25) .10 .50 (100.0%) 42.9% (100.0%) 11.1% 14.3% 17.50 17.50 18.50 18.50 18.50 18.50 21.50 21.50 21.60 21.60 3.10 3.10 16.8% 16.8% 12.80 12.80 18.50 18.50 18.50 18.50 27.30 27.30 31.10 31.10 12.60 12.60 68.1% 68.1% 1.40 1.40 35.00 6.00 6.00 46.50 6.00 6.00 46.50 6.75 6.75 58.30 3.60 3.60 60.30 (2.40) (2.40) 13.80 (40.0%) (40.0%) 29.7% 440 Maricopa County Annual Business Strategies FY 2012 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 Education Svc Program Coord Educator - Detention Elected Executive Assistant Executive Assistant - Elected Official Finan/Business Analyst - Dept Financial Manager - County Financial Supervisor - Dept Grant-Contract Administrator Help Desk Coordinator Human Resources Specialist Intern IS Project Manager IT Operations Manager Management Analyst Media Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Program Coordinator Schools Program Administrator Schools Program Manager Systems/Network Administrator Trainer Web Designer/Developer Department Total FY 2010 FY 2011 ADOPTED ADOPTED 5.00 7.00 4.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 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 1.00 2.00 8.00 1.00 1.00 1.00 1.00 7.00 1.00 2.00 1.00 1.00 1.00 1.00 2.00 2.50 35.00 46.50 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 7.00 7.00 7.00 0.0% 2.00 6.50 5.50 3.50 175.0% 1.00 (1.00) (100.0%) 2.00 (2.00) (100.0%) 1.00 (1.00) (100.0%) 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 1.00 1.00 (1.00) (50.0%) 1.00 2.00 2.00 N/A 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 N/A 1.00 3.00 3.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 1.00 3.00 2.00 1.00 100.0% 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 1.00 N/A 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 (1.00) (100.0%) 7.00 1.00 1.00 (6.00) (85.7%) 2.00 1.00 2.00 0.0% 1.00 (1.00) (100.0%) 2.00 2.00 2.00 N/A 11.00 11.00 11.00 N/A 1.00 1.00 1.00 0.0% 2.50 3.80 3.80 1.30 52.0% 1.00 1.00 1.00 N/A 46.50 58.30 60.30 13.80 29.7% FY 2010 FY 2011 ADOPTED ADOPTED 27.00 25.00 1.00 6.00 5.50 2.00 15.00 35.00 46.50 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 25.00 23.00 22.00 (3.00) (12.0%) 1.00 1.00 1.00 0.0% 5.50 15.50 17.50 12.00 218.2% 1.00 1.00 N/A 15.00 18.80 18.80 3.80 25.3% 46.50 58.30 60.30 13.80 29.7% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 669 SMALL SCHOOL SERVICE 715 SCHOOL GRANT 782 SCHOOL COMMUNICATION 795 EDUCATIONAL SUPPLEMENTAL PROG Department Total General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $4,224 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $9,994 for retirement contribution rate increase. • Increases offset by an increase in salary savings resulting in no increase to the overall budget. School Grant Fund (715) • Increase Regular Benefits by $7,812 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $9,885 for retirement contribution rate increase. 441 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Education Services Educational Supplemental Program Fund (795) • Increase Regular Benefits by $14,294 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $10,192 for retirement contribution rate increase. Target Adjustments: General Fund (100) • Increase budget by $10,897 for restatement of risk management charges from Non Departmental. • Increase budget by $1,031 for restatement of equipment services charges for vehicle maintenance and repair. • Increase budget by $29,365 for restatement of baseline telecommunications. • Increases offset by an increase in salary savings resulting in no increase to the overall budget. Programs and Activities Educational Innovation Program The purpose of the Educational Innovation Program is to provide professional development, research, grant development/management, data analysis, instruction, communication and advocacy to school district employees so they can increase student academic achievement progress and success. Program Results Measure Description Percent change of students with one year's academic growth FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 1.0% REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include: • Educational Innovation Activity Educational Innovation Activity The purpose of the Educational Innovation Program is to provide professional development, research, grant development/management, data analysis, instruction, communication and advocacy to school district employees so they can increase student academic achievement progress and success. 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. 442 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent change of students with one year's academic growth Number of educational professional development sessions provided Number of educational professional development sessions requested Expenditure per educational professional development session provided Department Strategic Plans and Budgets Education Services FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 1.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 240 N/A N/A N/A N/A N/A 80 N/A N/A N/A N/A N/A $ 40,370 N/A N/A Revenue 100 - GENERAL 715 - SCHOOL GRANT 669 - SMALL SCHOOL SERVICE 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL SOURCES $ $ 431,399 109,657 541,056 $ 64,742 4,930,722 104,204 931,823 $ 6,031,491 $ 81,767 3,782,532 104,204 776,207 $ 4,744,710 $ 8,679,759 109,657 858,631 $ 9,648,047 $ (64,742) 3,749,037 5,453 (73,192) $ 3,616,556 -100.0% 76.0% 5.2% -7.9% 60.0% $ $ $ $ -47.3% -68.0% -5.2% 3.8% -53.6% Expenditure 100 - GENERAL 715 - SCHOOL GRANT 669 - SMALL SCHOOL SERVICE 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ 164,960 414,137 70,175 603,634 $ 1,252,906 140,035 4,929,145 104,204 1,135,223 $ 6,308,607 327,148 3,614,240 81,591 816,339 $ 4,839,318 206,310 8,281,128 109,657 1,091,727 $ 9,688,822 (66,275) (3,351,983) (5,453) 43,496 $ (3,380,215) Activity Narrative: The FY 2012 budget supports the Department’s efforts to increase student academic achievement and advance the professional development of teachers and administrators at the school districts. This activity is benefiting from a sizable expansion of activity largely funded by the new REIL Grant funded by the federal government to pilot a performance based compensation model in partnership with five local school districts. The performance measures are new for FY 2012 and were developed during the department’s strategic plan update in the summer of 2010. Economic Management Program The purpose of the Economic Management Program is to provide consulting, grant and finance management, professional development, customer support, technology support and advocacy to school district employees so they can increase fiscal prudence in their operations to enhance student learning. Program Results Measure Description Percent of districts in compliance Percent of districts that move out of non-compliance FY 2010 ACTUAL N/A N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A FY 2012 ADOPTED 52.5% 17.2% REV VS ADOPTED VAR % N/A N/A N/A N/A Activities that comprise this program include: • Economic Management Activity Economic Management Activity The purpose of the Economic Management Program is to provide consulting, grant and finance management, professional development, customer support, technology support and advocacy to school district employees so they can increase fiscal prudence in their operations to enhance student learning. 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 443 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget system and financial support, and special education services. Services are also provided to private and home-based schools. Measure Type Result Result Output Demand Efficiency Measure Description Percent of districts in compliance Percent of districts that move out of noncompliance Number of fiscal professional development sessions delivered Number of requests for fiscal professional development sessions Expenditure per fiscal professional development sessions provided FY 2010 ACTUAL N/A N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A FY 2012 ADOPTED 52.5% 17.2% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A 16 N/A N/A N/A N/A N/A 40 N/A N/A N/A N/A N/A $ 144,439 N/A N/A Revenue 100 - GENERAL 715 - SCHOOL GRANT 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL $ 536,840 16,806 275,135 221,046 95,393 857,222 $ 105,000 52,147 600,000 102,240 - $ 105,012 601,557 71,263 - $ 105,000 600,000 128,763 - $ (52,147) 26,523 - 0.0% -100.0% N/A 0.0% 25.9% N/A TOTAL SOURCES $ 2,002,442 $ 859,387 $ 777,832 $ 833,763 $ (25,624) -3.0% 100 - GENERAL 715 - SCHOOL GRANT 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL TOTAL USES $ 1,187,473 20,911 173,227 369,341 117,411 77,606 $ 1,945,969 $ 1,186,836 53,624 53,000 600,000 102,240 208,836 $ 2,204,536 $ 920,558 89,050 52,181 322,481 84,758 263,992 $ 1,733,020 $ 920,963 198,631 600,000 128,763 462,660 $ 2,311,017 $ 265,873 (145,007) 53,000 (26,523) (253,824) (106,481) 22.4% -270.4% 100.0% 0.0% -25.9% -121.5% -4.8% Expenditure $ Activity Narrative: The FY 2012 budget supports the Department in providing effective financial services to districts throughout the county. In addition to payroll services, the Department manages the Visions school financial system on behalf of partner districts. In addition, the Department employs an itinerant business manager to travel to school districts and assist with financial and business management issues. The Department also provides professional development sessions to school district employees to enhance their business management skills. The performance measures are new for FY 2012 and were developed during the department’s strategic plan update in the summer of 2010. Executive Leadership Program The purpose of the Executive Leadership Program is to provide communication, advocacy, elections, governing board support, customer support, and legislative consultation to school district employees and citizens so they can increase public satisfaction in education and student learning. Program Results Measure Description Percent of citizens rating satisfaction as good or better FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A Activities that comprise this program include: • Executive Leadership Activity 444 FY 2012 ADOPTED 49.0% REV VS ADOPTED VAR % N/A N/A Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Executive Leadership Activity The purpose of the Executive Leadership Program is to provide communication, advocacy, elections, governing board support, customer support, and legislative consultation to school district employees and citizens so they can increase public satisfaction in education and student learning. 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. Measure Type Result Output Demand Efficiency Measure Description Percent of citizens rating satisfaction as good or better Number of board training sessions provided Number of board training sessions requested FY 2010 ACTUAL N/A Expenditure per board training session provided FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 49.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A $ REV VS ADOPTED VAR % N/A N/A 6 11 N/A N/A N/A N/A 133,254 N/A N/A (408,566) (408,566) 0.0% -100.0% -97.1% Revenue 100 - GENERAL 715 - SCHOOL GRANT TOTAL SOURCES $ $ 12,000 408,566 420,566 100 - GENERAL 715 - SCHOOL GRANT 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ 497,003 $ (48) - 683,174 408,566 148,611 $ 693,916 159,744 $ 539,352 200,000 60,172 $ 143,822 208,566 88,439 21.1% 51.0% 59.5% $ 496,955 $ 1,240,351 $ 853,660 $ 799,524 $ 440,827 35.5% $ - $ $ $ 13,000 408,566 421,566 $ $ 12,000 12,000 $ $ Expenditure Activity Narrative: The FY 2012 budget supports the Department in providing services to county school districts that include county wide communications, executive coordination and the management of special elections for vacant school board seats. 445 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,046,590 $ 117,000 FY 2011 Revised Budget $ 2,046,590 $ 117,000 $ 41,293 $ 10,897 1,031 29,365 - $ 2,087,883 $ 117,000 $ 14,218 $ 4,224 9,994 (14,218) $ 12,447 (26,665) - 2,087,883 $ 0.0% 117,000 0.0% Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget $ 251,791 $ 64,742 FY 2011 Revised Budget $ 251,791 $ 64,742 $ (251,791) $ (251,791) (64,742) (64,742) FY 2012 Budget Target $ - $ - FY 2012 Adopted Budget $ - $ - Adjustments: Non Recurring Other Non-Recurring 446 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Education Services Small Schools Fund (669) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 104,204 $ 104,204 FY 2011 Revised Budget $ 104,204 $ 104,204 FY 2012 Budget Target $ 104,204 $ 104,204 $ 716 $ 192 524 (716) $ (716) 5,453 $ 5,453 5,453 5,453 109,657 $ 5.2% 109,657 5.2% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget $ 53,000 $ - FY 2011 Revised Budget $ 53,000 $ - $ (53,000) $ (53,000) - FY 2012 Budget Target $ - $ - FY 2012 Adopted Budget $ - $ - Adjustments: Non Recurring Other Non-Recurring Small Schools Fund (669) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 20,712 $ (25,099) $ (25,099) $ 162,105 $ 133,435 $ 111,618 273,174 384,792 $ 104,204 104,204 104,204 104,204 105,102 105,102 $ 109,657 109,657 $ $ $ 94,956 148,446 243,402 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 104,204 53,000 157,204 16,662 $ $ 3 $ $ $ 162,105 162,105 $ $ $ $ $ $ 104,204 53,000 157,204 - $ - $ - $ (78,099) $ 447 $ $ $ $ $ 81,591 52,181 133,772 $ $ 109,657 109,657 - $ 23,511 $ - - $ - $ - - $ (78,099) $ 133,435 133,435 $ $ 133,435 133,435 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Education Services Grant Fund (715) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,238,480 $ 2,238,480 $ 3,152,955 $ 3,152,955 3,152,955 3,152,955 FY 2011 Revised Budget $ 5,391,435 $ 5,391,435 FY 2012 Budget Target $ 5,391,435 $ 5,391,435 $ 17,697 $ 7,812 9,885 - $ 3,270,627 $ 3,270,627 3,288,324 3,288,324 $ 8,679,759 $ 61.0% 8,679,759 61.0% Adjustments: Grants, Donations and Intergovernmental Agreements Grants ARRA Teacher Incentive Grant Agenda Item: C-37-11-096-G-00 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation FY 2012 Adopted Budget Percent Change from Target Amount Grant Fund (715) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2011 ADOPTED $ (35,272) $ $ 432,183 16,806 448,989 $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ 435,288 435,288 $ $ $ FY 2011 REVISED FY 2011 FORECAST 73,316 $ 73,316 $ 2,238,480 2,238,480 $ 5,391,435 5,391,435 $ $ 2,238,480 2,238,480 $ (3,105) $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ 5,391,435 5,391,435 - $ (11,904) $ - - $ (33,475) $ 73,316 73,316 $ $ FY 2012 ADOPTED (33,475) 4,279,171 8,000 4,287,171 $ 550,309 $ 8,679,759 8,679,759 $ $ 3,703,387 3,703,387 $ $ 8,679,759 8,679,759 - $ 575,784 $ - $ - $ - $ - $ $ 73,316 73,316 $ $ 550,309 550,309 $ $ 550,309 550,309 Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 448 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Education Services Transportation Fund (780) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 600,000 $ 600,000 FY 2011 Revised Budget $ 600,000 $ 600,000 FY 2012 Budget Target $ 600,000 $ 600,000 FY 2012 Adopted Budget $ 600,000 $ 600,000 Transportation Fund (780) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 363,901 $ 100,843 $ 100,843 $ 215,605 $ 494,681 $ 221,046 221,046 $ 600,000 600,000 $ 600,000 600,000 $ 601,557 601,557 $ 600,000 600,000 $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ 369,341 369,341 $ $ 600,000 600,000 $ (148,295) $ Accounting Adjustments $ (1) $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 215,605 215,605 $ $ $ $ $ $ 600,000 600,000 - $ - 100,843 100,843 $ $ $ $ 322,481 322,481 $ $ 600,000 600,000 - $ 279,076 $ - $ - $ - $ - $ $ 100,843 100,843 $ $ 494,681 494,681 $ $ 494,681 494,681 Expenditures Revenue Communication Fund (782) OPERATING FY 2011 Adopted Budget $ 102,240 $ 102,240 FY 2011 Revised Budget $ 102,240 $ 102,240 FY 2012 Budget Target $ 102,240 $ 102,240 $ 513 $ 192 321 (513) $ (513) 26,523 $ 26,523 26,523 26,523 128,763 $ 25.9% 128,763 25.9% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ 449 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Education Services Communication Fund (782) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 61,202 $ 61,765 $ 61,765 $ 39,187 $ 40,398 $ 95,393 95,393 $ 102,240 102,240 $ 102,240 102,240 $ 85,969 85,969 $ 128,763 128,763 $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 3 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 39,187 39,187 $ 102,211 15,200 117,411 $ $ $ 102,240 102,240 (6,818) $ $ $ 102,240 102,240 - $ $ - $ $ 61,765 61,765 450 $ $ $ $ $ 84,758 84,758 $ $ 128,763 128,763 - $ 1,211 $ - $ - $ - $ - $ $ 61,765 61,765 $ $ 40,398 40,398 $ $ 40,398 40,398 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Education Services Educational Supplemental Programming (Indirect Cost) Fund (795) MARICOPA COUNTY BUDGETING FOR RESULTS FY 2012 BUDGET RECONCILIATION 370 - EDUCATION SERVICES 795 - EDUCATIONAL SUPPLEMENTAL PROG OPERATING Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 920,335 $ 931,823 FY 2011 Revised Budget $ 920,335 $ 931,823 FY 2012 Budget Target $ 920,335 $ 931,823 $ 15,425 $ 9,005 6,420 (15,425) $ (15,425) (61,704) $ (61,704) (73,192) (73,192) 858,631 $ -6.7% 858,631 -7.9% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget $ 572,335 $ - FY 2011 Revised Budget $ 572,335 $ - $ (572,335) $ (572,335) - $ - $ - $ 9,059 $ 5,288 3,771 746,869 $ 746,869 - 755,928 $ - Adjustments: Non Recurring Other Non-Recurring FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Non Recurring Other Non-Recurring $ FY 2012 Adopted Budget $ 451 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Education Services Educational Supplemental Programming (Indirect Cost) Fund (795) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 2,038,650 $ 2,190,390 $ 2,190,390 $ 2,214,638 $ 1,763,679 $ 857,222 857,222 $ 931,823 931,823 $ 931,823 931,823 $ 789,116 789,116 $ 858,631 858,631 $ $ $ $ $ 270,387 410,853 681,240 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 920,335 572,335 1,492,670 $ 920,335 572,335 1,492,670 586,835 $ 11,488 $ $ 6 $ - $ $ 2,214,638 2,214,638 $ $ 1,629,543 1,629,543 452 $ $ $ $ 766,271 473,804 1,240,075 $ $ 858,631 755,928 1,614,559 11,488 $ 22,845 $ - $ - $ - $ - $ $ 1,629,543 1,629,543 $ $ 1,763,679 1,763,679 $ $ 1,007,751 1,007,751 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Elections Elections Analysis by Carmine L. Davis, Management and 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 Citizen Satisfaction By June, 2013, there will be a 5% reduction in negative post-election contacts (indicating satisfaction with access and ability to vote). Status: For the General Election in 2010 the Elections Department surveyed 932 voters of which 21 were not satisfied (2.3%) with the ease of voting, and another 26 were only somewhat satisfied (2.8%). 17 voters surveyed did not answer the question (1.8%), while 868 voters were satisfied with their access and ability to vote (93.1%). Department Specific 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 November 2010 General Election had 65.8% of total ballots cast as early ballots (660,786 of 1,004,125 total 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. 453 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % ELEC - ELECTION PROCESSING 21EL - ELECTIONS $ $ 6,559,688 $ 6,559,688 $ 3,500,603 $ 3,500,603 $ 3,500,603 $ 3,500,603 $ 3,367,881 $ 3,367,881 $ 6,370,233 $ 6,370,233 $ 2,869,630 2,869,630 82.0% 82.0% CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION 21PE - PRE ELECTION PROCESSING $ $ 10,783 $ 23,233 34,016 $ 12,001 $ 604 12,605 $ 12,001 $ 604 12,605 $ 21,444 $ 8,442 29,886 $ 12,001 $ 604 12,605 $ - 0.0% 0.0% 0.0% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 4,359,124 $ 4,359,124 $ 2 $ 2 $ 2 $ 2 $ - $ - $ 2 $ 2 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 29,907 $ 29,907 $ - $ - $ - $ - $ 2,242,301 $ 2,242,301 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 10,982,735 $ 3,513,210 $ 3,513,210 $ 5,640,068 $ 6,382,840 $ 2,869,630 81.7% 7,529,722 $ 2,412,809 9,942,531 $ 16,050,220 $ 1,321,960 17,372,180 $ 16,050,222 $ 1,321,960 17,372,182 $ 14,137,172 $ 598,189 14,735,361 $ 11,747,242 $ 1,318,752 13,065,994 $ 4,302,980 3,208 4,306,188 26.8% 0.2% 24.8% 135,465 $ 896,787 1,032,252 $ 125,477 $ 1,659,337 1,784,814 $ 125,477 $ 1,659,338 1,784,815 $ 135,842 $ 1,113,558 1,249,400 $ 136,292 $ 2,228,911 2,365,203 $ (10,815) (569,573) (580,388) -8.6% -34.3% -32.5% 119,164 $ 153,332 50,926 3,478,762 3,802,184 $ 119,164 $ 153,331 50,926 3,478,760 3,802,181 $ 123,901 $ 216,250 63,700 1,931,569 2,335,420 $ 125,412 $ 166,552 55,622 765,313 1,112,899 $ (6,248) (13,221) (4,696) 2,713,447 2,689,282 -5.2% -8.6% -9.2% 78.0% 70.7% USES ELEC - ELECTION PROCESSING PELP - POST ELECTION PROCESSING 21EL - ELECTIONS $ CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION 21PE - PRE ELECTION PROCESSING $ $ $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 122,372 $ 157,767 59,439 1,227,367 1,566,945 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 57,240 $ 57,240 $ 123,142 $ 123,142 $ 123,142 $ 123,142 $ 123,142 $ 123,142 $ 35,683 $ 35,683 $ 87,459 87,459 71.0% 71.0% TOTAL PROGRAMS $ 12,598,968 $ 23,082,320 $ 23,082,320 $ 18,443,323 $ 16,579,779 $ 6,502,541 28.2% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ FY 2010 ACTUAL $ 3,497,002 3,497,002 3,937 3,937 $ $ $ SUBTOTAL $ 9,000 9,000 $ 702 702 $ $ $ $ 12,000 12,000 $ SUBTOTAL $ 29,907 14,468 44,375 ALL REVENUES $ TOTAL SOURCES $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ $ FY 2011 FORECAST $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ FY 2011 REVISED 3,497,002 3,497,002 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 4,359,124 6,566,299 10,925,423 FY 2011 ADOPTED FY 2012 ADOPTED $ $ 2,287,601 3,288,886 5,576,487 702 702 $ $ $ $ 12,000 12,000 $ $ 3,506 3,506 10,982,735 $ 10,982,735 $ REVISED VS ADOPTED VAR % $ $ 2,211,630 4,155,002 6,366,632 2,053 2,053 $ $ $ $ 21,350 21,350 $ $ 3,506 3,506 3,513,210 $ 3,513,210 $ 454 $ 2,211,630 658,000 2,869,630 N/A 18.8% 82.1% 702 702 $ $ - 0.0% 0.0% $ $ 12,000 12,000 $ $ - 0.0% 0.0% $ $ 3,506 3,506 $ $ 13,022 27,156 40,178 $ - N/A 0.0% 0.0% 3,513,210 $ 5,640,068 $ 6,382,840 $ 2,869,630 81.7% 3,513,210 $ 5,640,068 $ 6,382,840 $ 2,869,630 81.7% Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 2,194,109 $ 296,079 166,287 830,195 9,353 3,496,023 $ 2,272,614 $ 1,510,905 806,334 955,152 (295,000) 295,000 5,545,005 $ 2,272,614 $ 1,510,905 806,334 955,152 (295,000) 295,000 5,545,005 $ 2,234,043 $ 892,314 435,001 1,033,858 15,077 4,610,293 $ 2,272,616 $ 321,272 236,577 1,004,793 4,800 3,840,058 $ SUBTOTAL $ 345,487 $ 8,441 238,611 592,539 $ 695,228 $ 28,000 2,125,000 2,848,228 $ 695,228 $ 28,000 2,125,000 2,848,228 $ 441,302 $ 19,322 775,000 1,235,624 $ 245,690 $ 19,000 2,167,049 2,431,739 $ 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 $ ALL EXPENDITURES $ 4,933 $ 7,113,651 65,673 2,136 75,262 36,487 5,745 1,162,873 43,646 8,510,406 $ 12,598,968 $ 21,000 $ 12,721,941 351,450 4,800 27,000 102,500 10,300 1,432,410 17,686 14,689,087 $ 23,082,320 $ 21,000 $ 12,721,941 351,450 4,800 27,000 102,500 10,300 1,432,410 17,686 14,689,087 $ 23,082,320 $ 10,850 $ 10,757,592 206,003 868 79,547 76,266 809 1,422,307 43,164 12,597,406 $ 18,443,323 $ 11,000 $ 8,432,626 117,800 2,800 146,876 36,900 18,550 1,485,830 55,600 10,307,982 $ 16,579,779 $ 10,000 47.6% 4,289,315 33.7% 233,650 66.5% 2,000 41.7% (119,876) -444.0% 65,600 64.0% (8,250) -80.1% (53,420) -3.7% (37,914) -214.4% 4,381,105 29.8% 6,502,541 28.2% TOTAL USES $ 12,598,968 $ 23,082,320 $ 23,082,320 $ 18,443,323 $ 16,579,779 $ 6,502,541 SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ (2) 0.0% 1,189,633 78.7% 569,757 70.7% (49,641) -5.2% (4,800) N/A (295,000) -100.0% 295,000 100.0% 1,704,947 30.7% 449,538 9,000 (42,049) 416,489 64.7% 32.1% -2.0% 14.6% 28.2% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 6,593,704 $ 6,593,704 $ 3,513,210 $ 3,513,210 $ 3,513,210 $ 3,513,210 $ 3,339,445 $ 3,339,445 $ 4,171,210 $ 4,171,210 $ 658,000 658,000 18.7% 18.7% $ FUND TOTAL SOURCES $ 4,389,031 $ 4,389,031 $ - $ - $ - $ - $ 2,300,623 $ 2,300,623 $ 2,211,630 $ 2,211,630 $ 2,211,630 2,211,630 N/A N/A DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 10,982,735 $ 10,982,735 $ FY 2010 ACTUAL 3,513,210 $ 3,513,210 $ FY 2011 ADOPTED 3,513,210 $ 3,513,210 $ FY 2011 REVISED 5,640,068 $ 5,640,068 $ FY 2011 FORECAST 6,382,840 $ 6,382,840 $ FY 2012 ADOPTED 248 ELECTIONS GRANT OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING 2,869,630 81.7% 2,869,630 81.7% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 12,039,025 $ 12,039,025 $ 20,300,000 $ 20,300,000 $ 20,300,000 $ 20,300,000 $ 17,378,913 $ 17,378,913 $ 14,368,149 $ 14,368,149 $ 5,931,851 5,931,851 29.2% 29.2% $ FUND TOTAL USES $ - $ 559,943 559,943 $ - $ 2,782,320 2,782,320 $ - $ 2,782,320 2,782,320 $ - $ 1,064,410 1,064,410 $ 2,211,630 $ 2,211,630 $ (2,211,630) 2,782,320 570,690 N/A 100.0% 20.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 12,039,025 $ 559,943 $ 12,598,968 $ 20,300,000 $ 2,782,320 $ 23,082,320 $ 20,300,000 $ 2,782,320 $ 23,082,320 $ 17,378,913 $ 1,064,410 $ 18,443,323 $ 16,579,779 $ - $ 16,579,779 $ 3,720,221 2,782,320 6,502,541 18.3% 100.0% 28.2% 248 ELECTIONS GRANT OPERATING NON-RECURRING 455 Maricopa County Annual Business Strategies FY 2012 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 8.00 2.50 1.50 13.00 1.00 8.00 2.00 1.00 12.00 1.00 8.00 2.00 1.00 12.00 1.00 8.00 3.00 1.00 13.00 1.00 8.00 2.00 1.00 12.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 19.00 3.00 22.00 20.00 3.00 23.00 20.00 3.00 23.00 19.00 3.00 22.00 21.00 3.00 24.00 1.00 1.00 5.0% 0.0% 4.3% 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 2.00 16.00 18.00 54.00 (1.00) (1.00) - 0.0% (5.9%) (5.3%) 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 Materials Inventory Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Warehouse/Inventory Supervisor Department Total FY 2010 FY 2011 ADOPTED ADOPTED 2.00 2.00 2.00 2.00 3.00 3.00 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 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 24.00 24.00 6.00 6.00 1.00 1.00 54.00 54.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 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) (100.0%) 1.00 1.00 1.00 0.0% 2.00 (2.00) (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% 2.00 2.00 2.00 N/A 24.00 23.00 23.00 (1.00) (4.2%) 6.00 7.00 7.00 1.00 16.7% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 54.00 54.00 54.00 0.0% FY 2010 FY 2011 ADOPTED ADOPTED 54.00 54.00 54.00 54.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 54.00 54.00 54.00 0.0% 54.00 54.00 54.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total 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 increase was effective July 1, 2010 and is expected to generate $658,000 in additional revenue in FY 2012. 456 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Elections Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $46,008 increase to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $21,025. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $13,502 is restated for FY 2012 consolidated risk management charges. • $5,613 is a restatement of the estimated FY 2011 vehicle maintenance and repair costs. • $71,358 is a restatement of FY 2011 baseline telecommunications. 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 2010 ACTUAL N/A N/A FY 2011 FY 2011 REVISED FORECAST 19.0% 5.3% 100.0% 100.0% FY 2012 ADOPTED 6.9% 96.8% REV VS ADOPTED VAR % (12.2%) -63.8% (3.2%) -3.2% Measures in the Pre-Election Processing Program are newly established in FY 2011. 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 Department. 457 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 19.0% 5.3% FY 2012 ADOPTED 6.9% REV VS ADOPTED VAR % (12.2%) -63.8% N/A 800 3,980 875 N/A 1,900 5,544 875 (1,025) -53.9% N/A 1,500 1,073 875 (625) -41.7% N/A $ 75 9.4% 156.85 $ 34.85 $ 155.76 $ 1.08 0.7% - 0.0% 0.0% 100 - GENERAL TOTAL SOURCES $ $ 10,783 10,783 $ $ 12,001 12,001 $ $ 21,444 21,444 $ $ 12,001 12,001 $ $ 100 - GENERAL TOTAL USES $ $ 135,465 135,465 $ $ 125,477 125,477 $ $ 135,842 135,842 $ $ 136,292 136,292 $ $ Expenditure (10,815) (10,815) -8.6% -8.6% Activity Narrative: The Campaign Finance Political Committee report deadlines cross-over 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. The decrease in demand relates to the cyclical nature of filings, which is every other year. The increase in expenditures is for training to obtain required certification for County employees in the Election’s Department. 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 Department. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% N/A N/A N/A $ 100 - GENERAL TOTAL SOURCES $ $ 23,233 23,233 100 - GENERAL TOTAL USES $ $ 896,787 896,787 $ $ 415,000 415,000 4.00 604 604 $ 298,540 350,186 3.73 $ $ 8,442 8,442 FY 2012 ADOPTED 96.8% REV VS ADOPTED VAR % (3.2%) -3.2% $ 385,000 385,000 5.79 $ $ $ 604 604 $ $ $ 2,228,911 $ 2,228,911 $ $ (30,000) (30,000) (1.79) - -7.2% -7.2% -44.8% 0.0% 0.0% Expenditure $ 1,659,338 $ 1,659,338 458 $ 1,113,558 $ 1,113,558 (569,573) (569,573) -34.3% -34.3% Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: In FY 2011 the Elections Department did not do a countywide distribution of ID cards. In FY 2012 the Elections Department included funds that increase expenditures for redistricting, which requires by statute new voter ID cards be issued to all voters. 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 2010 ACTUAL N/A N/A N/A FY 2011 FY 2011 REVISED FORECAST 56.4% 56.4% 74.9% 75.4% 74.8% 98.3% FY 2012 ADOPTED 67.3% 69.2% 97.0% REV VS ADOPTED VAR % 10.8% 19.2% (5.7%) -7.6% 22.2% 29.7% Measures in the Elections Processing Program are newly established in FY 2011. 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 Department. 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 56.4% 56.4% 67.3% 10.8% 19.2% N/A 1,660,000 1,068,713 1,585,000 (75,000) -4.5% N/A 1,975,000 1,000,000 1,585,000 (390,000) -19.7% N/A $ 9.67 $ 13.23 $ 7.41 $ 2.26 23.3% 100 - GENERAL 248 - ELECTIONS GRANT TOTAL SOURCES $ 6,559,688 $ 6,559,688 $ 3,500,603 $ 3,500,603 $ 3,309,559 58,322 $ 3,367,881 $ 4,158,603 2,211,630 $ 6,370,233 $ 658,000 2,211,630 $ 2,869,630 18.8% N/A 82.0% 100 - GENERAL 248 - ELECTIONS GRANT TOTAL USES $ 7,496,572 33,150 $ 7,529,722 $ 16,050,222 $ 16,050,222 $ 14,137,172 $ 14,137,172 $ 9,535,612 2,211,630 $ 11,747,242 $ 6,514,610 (2,211,630) $ 4,302,980 40.6% N/A 26.8% Expenditure 459 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 is also increasing in FY 2012 due to the Election’s Department holding jurisdictional elections in August, November, March and May as well as a potential Presidential Preference Election in February. 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. 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 Department. Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Expenditure 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 100 - GENERAL TOTAL USES FY 2010 ACTUAL N/A N/A FY 2011 FY 2011 REVISED FORECAST 74.9% 75.4% 74.8% 98.3% REV VS ADOPTED VAR % (5.7%) -7.6% 22.2% 29.7% FY 2012 ADOPTED 69.2% 97.0% N/A N/A N/A 69,750 69,875 93,500 50,180 578,524 62,930 153,000 183,000 153,000 83,250 113,125 59,500 119.4% 161.9% 63.6% N/A 251,000 751,486 183,000 (68,000) -27.1% N/A $ N/A $ $ 2,412,809 $ 2,412,809 18.95 18.92 $ $ 11.92 1.03 $ 1,321,960 $ 1,321,960 $ $ 598,189 598,189 $ $ 8.62 7.21 $ $ 10.33 11.71 54.5% 61.9% $ 1,318,752 $ 1,318,752 $ $ 3,208 3,208 0.2% 0.2% Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand in Post-Election Processing which includes accommodating an increasing voter turnout. 460 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 20,300,000 $ 3,513,210 FY 2011 Revised Budget $ 20,300,000 $ 3,513,210 $ (6,085,786) $ (6,085,786) 90,473 $ 13,502 5,613 71,358 658,000 658,000 - $ 14,304,687 $ 4,171,210 $ 67,033 $ 46,008 21,025 (3,571) $ (3,571) - 14,368,149 $ 0.4% 4,171,210 0.0% Adjustments: Other Mandates Primary and General Elections Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: $ FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Life Insurance Savings Adjustment Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount (3,571) $ 461 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Elections Elections Grant Fund (248) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 2,211,630 $ 2,211,630 2,211,630 2,211,630 $ 2,211,630 $ Adjustments: Grants, Donations and Intergovernmental Agreements Grants Help America Vote Grant Agenda Item: C-21-09-004-G-00 FY 2012 Adopted Budget Expenditures 2,211,630 Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 2,782,320 $ - FY 2011 Revised Budget $ 2,782,320 $ - $ (2,782,320) $ (2,782,320) - $ - $ - Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Help America Vote Grant Agenda Item: C-21-09-004-G-00 $ (2,782,320) FY 2012 Adopted Budget Elections Grant Fund (248) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ - $ 4,330,024 $ 4,330,024 $ - $ 1,236,213 Sources: Operating Total Sources: $ $ 4,389,031 4,389,031 $ $ - $ $ - $ $ 2,300,623 2,300,623 $ $ 2,211,630 2,211,630 $ $ $ $ 1,064,410 1,064,410 $ $ 2,782,320 2,782,320 $ $ 2,782,320 2,782,320 $ 2,211,630 2,211,630 $ - $ - $ 2,300,623 $ - (3,829,088) $ - $ - $ - $ - 1,547,704 1,547,704 $ $ 1,547,704 1,547,704 $ $ 1,236,213 1,236,213 $ $ 1,236,213 1,236,213 Uses: Operating Non-Recurring Total Uses: $ 559,943 559,943 Structural Balance $ 4,389,031 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ The Elections Department plans to utilize any surplus fund balance from the Help America Vote Grant in out years. 462 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Analysis by Mary Driessen, Senior Management and 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 Safe Communities 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 communication mediums such as radio, television, emergency alert systems (EAS), and public warning systems such as Reverse 911 while evaluating the messaging mediums currently taking the forefront. Technology has increased the number and complexity (Facebook, Texting, and Twitter as examples) of the messaging methods. The Department’s surveys are already in place through a number of outlets which will be examined through an analysis to find common trends of dispersing information to the mass public. One of Emergency Management’s key notification companies recently acquired another company to allow for Short Message Service (SMS) messaging to the public. This additional feature may allow the Department to target additional population segments currently being missed by existing “Reverse 911” telephone notifications systems. Recent information indicates that 51% of the community no longer uses hard-line telephones in their residence. Though the Department is looking at tools for the public to voluntarily self register their cell and web-based phones to the Reverse 911 systems in place at dispatch centers, many residents use other mediums to receive their respective information, in this case, emergency information. The Regional Dispatch consortium is now testing a web-based application for the public to voluntarily sign-up their home address and cell or Internet Protocol phone for inclusion on reserve call warnings. 463 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Safe Communities Department Strategic Plans and Budgets Emergency Management 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 discussed the purpose and reason for this goal. Various cities and towns are now beginning to request their plan revisions. Other cities and towns are either fully or partially complete including the City of Glendale, the Town of Gilbert, City of Chandler and the City of Mesa. The Multi-Jurisdiction Multi-Hazard Mitigation Plan (MJMHMP) was formally approved by the Maricopa County Board of Supervisors at the March 17, 2010 public meeting. The Community Wildfire Protection Plan (CWPP) is a county-wide plan that includes the incorporated jurisdictions, fire districts and the two largest electrical utility providers. The Maricopa County Board of Supervisors formally adopted the plan through resolution at a public meeting in April. The Mass Fatality Plan overhaul is at 48% completion. This plan incorporates stakeholders throughout Maricopa County, including but not limited to, Emergency Management, Public Health, the Medical Examiner’s Office, Sheriff’s Office, Arizona Division of Emergency Management (ADEM) and State Health Department. Since Maricopa County encompasses the significant population of the state (both living and deceased), this plan will ultimately drive the revisions of the State Mass Fatality Plan. The Local Emergency Planning Committee’s (supported significantly by Maricopa County Emergency Management) Hazardous Materials Response Plan revision is complete and has been adopted by the LEPC at the most recent public meeting. Maricopa County continues to be a proactive leader and ADEM partner for planning/exercising and real event response for the Palo Verde Nuclear Generating Station (PVNGS). 464 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,337,390 $ 1,337,390 $ 1,448,910 $ 1,448,910 $ 1,644,607 $ 1,644,607 $ 1,533,200 $ 1,533,200 $ 1,531,289 $ 1,531,289 $ (113,318) (113,318) GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 5,218 $ 5,218 $ - $ - $ - $ - $ (26,941) $ (26,941) $ - $ - $ TOTAL PROGRAMS $ 1,342,608 $ 1,448,910 $ 1,644,607 $ 1,506,259 $ 1,531,289 $ (113,318) -6.9% PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,268,398 $ 1,268,398 $ 1,322,296 $ 1,322,296 $ 1,517,992 $ 1,517,992 $ 1,382,949 $ 1,382,949 $ 1,703,775 $ 1,703,775 $ (185,783) (185,783) -12.2% -12.2% EMER - EMERGENCY OPERATIONS MGMT 15RR - RESPONSE AND RECOVERY $ $ 28,426 $ 28,426 $ 216,395 $ 216,395 $ 216,396 $ 216,396 $ 25,475 $ 25,475 $ 35,245 $ 35,245 $ 181,151 181,151 83.7% 83.7% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ - $ - $ - $ - $ - $ - $ 3,157 $ 3,157 $ (3,157) (3,157) N/A N/A CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES $ 76,632 $ 984 82,799 $ 1,301 82,799 $ 1,301 82,799 $ 1,300 84,260 $ 2,748 (1,461) (1,447) -1.8% -111.2% $ 77,616 $ 84,100 $ 84,100 $ 84,099 $ 87,008 $ (2,908) -3.5% TOTAL PROGRAMS $ 1,374,440 $ 1,622,791 $ 1,818,488 $ 1,492,523 $ 1,829,185 $ (10,697) -0.6% - -6.9% -6.9% N/A N/A USES 99GV - GENERAL GOVERNMENT 465 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 1,163,926 1,163,926 FY 2011 ADOPTED $ $ 173,464 $ 173,464 $ $ SUBTOTAL $ 5,218 5,218 ALL REVENUES $ 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 $ FY 2011 REVISED 1,275,029 1,275,029 $ $ 173,881 $ 173,881 $ $ $ - 1,342,608 $ 1,342,608 FY 2010 ACTUAL $ FY 2011 FORECAST 1,470,726 1,470,726 $ $ 1,339,476 1,339,476 173,881 $ 173,881 $ $ $ 162,553 $ 162,553 $ $ $ - 1,448,910 $ 1,448,910 FY 2011 ADOPTED $ REVISED VS ADOPTED VAR % FY 2012 ADOPTED $ $ 3,980 250 4,230 1,644,607 $ 1,506,259 $ 1,644,607 FY 2011 REVISED $ 1,506,259 FY 2011 FORECAST $ $ 1,357,408 $ 1,357,408 $ (113,318) (113,318) -7.7% -7.7% 173,881 173,881 $ $ - 0.0% 0.0% - $ - N/A N/A N/A $ 1,531,289 $ (113,318) -6.9% 1,531,289 $ (113,318) -6.9% REVISED VS ADOPTED FY 2012 ADOPTED VAR % 641,002 $ 982 203,882 11,689 (42,822) 122,690 937,423 $ 635,324 $ 8,550 228,236 11,600 (29,887) 211,202 1,065,025 $ 635,324 $ 8,550 228,236 11,600 (29,887) 211,202 1,065,025 $ 671,613 $ 10,552 225,951 9,967 (44,149) 181,900 1,055,834 $ 723,444 $ 8,500 258,501 12,400 (81,781) 269,824 1,190,888 $ (88,120) 50 (30,265) (800) 51,894 (58,622) (125,863) -13.9% 0.6% -13.3% -6.9% 173.6% -27.8% -11.8% SUBTOTAL $ 15,817 $ 1,424 21,926 163 39,330 $ 12,800 $ 2,000 410 15,210 $ 12,800 $ 2,000 410 15,210 $ 11,380 $ 2,355 22,000 195 35,930 $ 22,950 $ 3,653 7,000 124 33,727 $ (10,150) (1,653) (7,000) 286 (18,517) -79.3% -82.7% N/A 69.8% -121.7% SERVICES 0812 - OTHER SERVICES $ 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 $ 241,638 $ 16,812 18,544 10,591 3,395 207 1,042 4,252 296,481 $ 341,812 $ 44,271 20,800 25,500 8,609 800 600 4,659 447,051 $ 537,509 $ 44,271 20,800 25,500 8,609 800 600 4,659 642,748 $ 142,358 $ 21,834 26,056 12,767 6,487 627 345 10,521 220,995 $ 182,167 $ 86,881 185,811 15,850 5,350 400 120 (16,000) 57,816 518,395 $ 355,342 66.1% (42,610) -96.2% (165,011) -793.3% 9,650 37.8% 3,259 37.9% 400 50.0% 480 80.0% 16,000 N/A (53,157) -1141.0% 124,353 19.3% SUBTOTAL $ 12,235 $ 12,087 252 24,574 $ - $ 12,357 349 12,706 $ - $ 12,357 349 12,706 $ 84,772 $ 12,021 172 96,965 $ 70,925 $ 15,250 86,175 $ (70,925) N/A 12,357 100.0% (14,901) -4269.6% (73,469) -578.2% ALL EXPENDITURES $ 1,297,808 $ 1,539,992 $ 1,735,689 $ 1,409,724 $ 1,829,185 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 76,632 $ 76,632 $ 82,799 $ 82,799 $ 82,799 $ 82,799 $ 82,799 $ 82,799 $ - $ - $ TOTAL USES $ 1,374,440 $ 1,622,791 $ 1,818,488 $ 1,492,523 $ 1,829,185 $ 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 $ $ 466 (93,496) 82,799 82,799 (10,697) -5.4% 100.0% 100.0% -0.6% Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FY 2010 ACTUAL FUND / FUNCTION CLASS 207 PALO VERDE OPERATING $ FUND TOTAL SOURCES $ 215 EMERGENCY MANAGEMENT OPERATING $ NON-RECURRING FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED 409,604 $ 409,604 $ 418,829 $ 418,829 $ 418,829 $ 418,829 $ 526,324 $ 526,324 $ 501,208 $ 501,208 $ 794,832 $ 138,172 933,004 $ 1,030,081 $ 1,030,081 $ 1,030,081 $ 195,697 1,225,778 $ 858,085 $ 121,850 979,935 $ 929,156 $ 100,925 1,030,081 $ 1,204,436 $ 138,172 $ 1,342,608 $ FY 2010 ACTUAL 1,448,910 $ - $ 1,448,910 $ FY 2011 ADOPTED 1,448,910 $ 195,697 $ 1,644,607 $ FY 2011 REVISED 1,384,409 $ 121,850 $ 1,506,259 $ FY 2011 FORECAST 1,430,364 $ 100,925 $ 1,531,289 $ FY 2012 ADOPTED 82,379 82,379 19.7% 19.7% (100,925) (94,772) (195,697) -9.8% -48.4% -16.0% (18,546) -1.3% (94,772) -48.4% (113,318) -6.9% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 161,161 $ 161,161 $ 173,881 $ 173,881 $ 173,881 $ 173,881 $ 157,557 $ 157,557 $ 236,250 $ 236,250 $ (62,369) (62,369) -35.9% -35.9% $ 355,651 $ 355,651 $ 418,829 $ 418,829 $ 418,829 $ 418,829 $ 366,105 $ 366,105 $ 501,208 $ 61,646 562,854 $ (82,379) (61,646) (144,025) -19.7% N/A -34.4% FUND TOTAL USES $ 788,319 $ 69,309 857,628 $ 1,030,081 $ 1,030,081 $ 1,030,081 $ 195,697 1,225,778 $ 854,089 $ 114,772 968,861 $ 929,156 $ 100,925 1,030,081 $ 100,925 94,772 195,697 9.8% 48.4% 16.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,305,131 $ 69,309 $ 1,374,440 $ 1,622,791 $ - $ 1,622,791 $ 1,622,791 $ 195,697 $ 1,818,488 $ 1,377,751 $ 114,772 $ 1,492,523 $ 1,666,614 $ 162,571 $ 1,829,185 $ (43,823) 33,126 (10,697) -2.7% 16.9% -0.6% 207 PALO VERDE OPERATING NON-RECURRING FUND TOTAL USES $ 215 EMERGENCY MANAGEMENT OPERATING NON-RECURRING $ Staffing by Program and Activity PROGRAM/ACTIVITY PREPAREDNESS PLANNING PROGRAM TOTAL RESPONSE AND RECOVERY EMERGENCY OPERATIONS MGMT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 12.88 12.88 10.00 10.00 10.00 10.00 12.50 12.50 13.50 13.50 3.50 3.50 35.0% 35.0% .63 .63 13.50 2.50 2.50 12.50 2.50 2.50 12.50 12.50 13.50 (2.50) (2.50) 1.00 (100.0%) (100.0%) 8.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Director - Emergency Mgt Financial Support Supv - Dept Office Assistant Office Assistant Specialized Planner Planner - Emergency Services Planning Supervisor Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.50 6.50 1.00 1.00 13.50 12.50 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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% N/A 6.50 6.50 6.50 0.0% 1.00 2.00 2.00 1.00 100.0% 12.50 12.50 13.50 1.00 8.0% FY 2010 FY 2011 ADOPTED ADOPTED 2.00 2.00 3.00 3.00 8.50 7.50 13.50 12.50 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 1.00 2.00 0.0% 3.00 4.00 4.00 1.00 33.3% 7.50 7.50 7.50 0.0% 12.50 12.50 13.50 1.00 8.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT Department Total 467 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Emergency Management Significant Variance Analysis The Department is adding one Planning Supervisor position that will serve as the Emergency Operations Center Integration Manager. General Adjustments Revenue: Funding is expected to increase in Palo Verde (207) due to Senate Bill 1135. This is reflected in the increase of expenditures and revenue for the fund. Emergency Management (215) funds are expected to decrease for FY 2012 due to the expiration of a one-time grant for the Arizona Homeland Security Communication Network. This is reflected in the decrease of expenditures and revenue for this fund. Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $9,636 increase to the department’s personnel budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $6,600. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $1,889 is restated for FY 2012 consolidated risk management charges. • $8,734 is a restatement of the estimated FY 2011 vehicle maintenance and repair costs. • $41,050 is a restatement of the FY 2011 baseline telecommunications. • $10,696 is a restatement of the FY 2011 radio charges. 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 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 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 66.7% 100.0% 100.0% 33.3% 49.9% N/A 48.0% 4.2% 20.0% (28.0%) -58.3% 468 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. 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 Demand Demand Demand Efficiency Revenue Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of city/town emergency operations N/A 66.7% 100.0% 100.0% 33.3% 49.9% plans reviewed or updated within the fiscal year Percent of Maricopa County residents who N/A 48.0% 4.2% 20.0% (28.0%) -58.3% 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 N/A 100.0% 100.0% 100.0% 0.0% 0.0% Nuclear Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards Percent of cities, towns, tribes, fire districts, N/A 100.0% 100.0% 100.0% 0.0% 0.0% 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 N/A 20 22 12 (8) -40.0% exercises and training sessions supported Number of city/town emergency operations N/A 16 11 24 8 50.0% plans (EOP) reviewed or updated with the fiscal year Total number of plans reviewed N/A 48 36 36 (12) -25.0% Total number of Palo Verde Nuclear N/A 3 4 4 1 33.3% Generating Station Exercises conducted Number of city/town exercises and training N/A 20 14 28 8 40.0% sessions requested to be conducted, supported or participated in Number of Palo Verde Nuclear Generating N/A 3 4 4 1 33.3% Station exercises required to be conducted during the year by Federal Emergency Management Agency (FEMA) Total number of plan reviews requested N/A 48 26 36 (12) -25.0% Expenditure per plan reviewed $ 344,312.67 $ 31,624.83 $ 38,415.25 $ 47,327.08 $ (15,702.25) -49.7% 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ 404,460 932,930 $ 1,337,390 $ 418,829 1,225,778 $ 1,644,607 $ 523,535 1,009,665 $ 1,533,200 $ 501,208 1,030,081 $ 1,531,289 $ $ 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ $ $ $ $ 82,379 (195,697) (113,318) 19.7% -16.0% -6.9% (96,171) (157,535) 67,923 (185,783) -71.8% -44.7% 6.6% -12.2% Expenditure 142,150 337,538 788,710 $ 1,268,398 133,926 352,563 1,031,503 $ 1,517,992 142,364 341,812 898,773 $ 1,382,949 230,097 510,098 963,580 $ 1,703,775 $ Activity Narrative: In FY 2012, the department will be introducing WebEOC which is the crisis management system that will be used to maintain situational awareness in Maricopa County, both 469 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Emergency Management during routine daily operations and during emergencies. The demand for training sessions and exercises is therefore expected to increase by 40%. Although there is an increase in the demand for training sessions and exercises, the output figure is decreasing by 40% since the major focus in FY 2012 will be on the November 2011 Statewide exercise so only a portion of the demand will be met. It is estimated that over the next few years, several cities and towns will be doing major changes on their emergency operations plans. As a result of this being a multi-year task, less plan updates will be requested for review and reviewed during FY 2012. With less plans reviewed, the efficiency of the average cost per plan reviewed will increase by 49.7%. Revenues are decreasing by 6.9% because a one-time grant for FY 2011 expired last fiscal year. Expenditures are increasing by 12.2% because the Department is now allocating 100% of payroll to this activity and all of the restated Internal Service Charges such as vehicle maintenance and repair, risk management and telecommunications have been allocated to this activity. This is also reflected in the 49.7% increase in the efficiency. Planning Activity 60 100% Plan Reviews 50 80% 40 60% 30 40% 20 20% 10 0 0% FY 11 Revised FY 11 Forecast Demand Output FY 12 Adopted Result 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 79.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED 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. 470 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Number of total days in which 24-hour-a-day response and recovery function capable of responding within 15 minutes are maintained Number of emergency notifications made within 15 minutes of receipt Number of emergency notifications made Number of emergency notifications required Expenditure per notifications 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES FY 2010 ACTUAL 100.0% $ $ $ FY 2011 FY 2011 REVISED FORECAST 100.0% 79.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% 364 365 365 365 201 375 660 300 (75) -20.0% 201 201 78.09 375 375 592.87 522 660 48.80 300 300 96.56 (75) (75) 496.31 -20.0% -20.0% 83.7% 18,867 2,503 7,056 28,426 $ $ 39,762 44,802 131,832 216,396 $ $ $ $ 15,001 2,829 7,645 25,475 $ $ $ 1,000 27,245 7,000 35,245 - $ $ $ 38,762 17,557 124,832 181,151 0.0% 97.5% 39.2% 94.7% 83.7% Emergency Operations Activity 100% 700 Emergency Notifications 600 80% 500 400 60% 300 40% 200 20% 100 0 0% FY 10 Actual FY 11 Revised Demand FY 11 Forecast Output FY 12 Adopted Result Activity Narrative: The FY 2012 budget supports the department in meeting 100% of the demand. Expenditures for this Activity have decreased by 83.7% due to the charges that are now being made to the Planning Activity. This decrease in expenditures is also reflected in the decrease of the efficiency by 79.6%. The number of emergency notifications is estimated to decrease by 20% due to weather patterns. 471 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 173,881 $ - FY 2011 Revised Budget $ 173,881 $ - $ 62,369 $ 1,889 8,734 41,050 10,696 - $ 236,250 $ - $ 1,573 $ 768 805 (1,573) $ (1,573) - 236,250 $ 0.0% - Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Radio Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ 472 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 418,829 $ 418,829 FY 2011 Revised Budget $ 418,829 $ 418,829 FY 2012 Budget Target $ 418,829 $ 418,829 $ 3,354 $ 1,537 1,817 (3,354) $ (3,354) - $ 82,379 $ 82,379 82,379 82,379 $ 501,208 $ 19.7% 501,208 19.7% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 61,646 $ 61,646 - $ 61,646 $ - Adjustments: Agenda Item: Base Adjustments Other Base Adjustments GIS Work station and Laptop Laptops and Desk top Computers Emergency Operations Center (EOC) Equipment Service Agreement Emergency Alert System FY 2012 Adopted Budget 473 $ 7,846 10,300 38,500 5,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 382,014 $ 411,591 $ 411,591 $ 435,957 $ 596,176 Sources: Operating Total Sources: $ $ 409,604 409,604 $ $ 418,829 418,829 $ $ 418,829 418,829 $ $ 526,324 526,324 $ $ 501,208 501,208 $ $ $ 366,105 366,105 $ $ 418,829 418,829 $ $ 418,829 418,829 $ $ 355,651 355,651 $ 501,208 61,646 562,854 Structural Balance $ 53,953 $ - $ - $ 160,219 $ - Accounting Adjustments $ (10) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 411,591 411,591 $ $ 411,591 411,591 $ $ 596,176 596,176 $ $ 534,530 534,530 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: 435,957 435,957 $ $ Emergency Management Fund (215) OPERATING FY 2011 Adopted Budget $ 1,030,081 $ 1,030,081 FY 2011 Revised Budget $ 1,030,081 $ 1,030,081 FY 2012 Budget Target $ 1,030,081 $ 1,030,081 $ 11,309 $ 6,947 4,362 (11,309) $ (11,309) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 474 $ (100,925) $ (100,925) (100,925) (100,925) $ 929,156 $ -9.8% 929,156 -9.8% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants BLM Grant Nat Fire Plan AZ Homeland Sec EOC Radios AZ Homeland Sec Comm Network $ - $ - $ 195,697 $ 40,000 70,925 84,772 195,697 40,000 70,925 84,772 $ 195,697 $ 195,697 $ (195,697) $ (40,000) (70,925) (84,772) (195,697) (40,000) (70,925) (84,772) $ - $ - $ 100,925 $ 30,000 70,925 100,925 30,000 70,925 $ 100,925 $ 100,925 Agenda Item: C-15-10-008-G-00 C-15-10-013-M-01 C-15-10-014-M-01 FY 2011 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants BLM Grant Nat Fire Plan AZ Homeland Sec EOC Radios AZ Homeland Sec Comm Network Agenda Item: C-15-10-008-G-00 C-15-10-013-M-01 C-15-10-014-M-01 FY 2012 Budget Target Adjustments: Grants, Donations and Intergovernmental Agreements Grants BLM Grant Nat Fire Plan AZ Homeland Sec EOC Radios Agenda Item: C-15-10-008-G-00 C-15-10-013-M-01 FY 2012 Adopted Budget Emergency Management Fund (215) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2011 ADOPTED $ (57,851) $ $ 794,832 138,172 933,004 $ $ $ FY 2011 REVISED $ 152,959 $ (32,144) $ 1,030,081 1,030,081 $ 1,030,081 195,697 1,225,778 $ 858,085 121,850 979,935 $ $ $ 1,030,081 195,697 1,225,778 $ $ 1,030,081 1,030,081 $ - $ $ $ 788,319 69,309 857,628 Structural Balance $ 6,513 Accounting Adjustments $ (49,669) $ - $ - $ (32,144) (32,144) $ 152,959 152,959 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ FY 2012 ADOPTED 152,959 Uses: Operating Non-Recurring Total Uses: $ FY 2011 FORECAST $ $ $ 929,156 100,925 1,030,081 $ 854,089 114,772 968,861 $ 929,156 100,925 1,030,081 - $ 3,996 $ - $ - $ - $ - $ 152,959 152,959 $ $ $ (21,070) (21,070) $ (21,070) $ $ (21,070) (21,070) 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. 475 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Enterprise Technology Analysis by Mark Mason, Senior Management and Budget Analyst 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 We are dedicated to providing outstanding, value-added customer service. We are committed to treating others with kindness, dignity and respect. We strive to be the best in all that we do. We demonstrate professionalism and integrity in the performance of our duties. Strategic Goals Citizen Satisfaction By October, 2016, 75% of IT services will be in compliance with approved IT standards. Status: A draft Service Inventory Catalog is complete and being reviewed. Standards (such as COBIT, ITIL, and PMI) are being phased in through the service catalog, development of a Project Management Office (PMO), and other mechanisms. Quality Workforce By June, 2013, OET will improve employee satisfaction as evidenced by an increase in our employee satisfaction score to 85%. Status: The Department’s current employee satisfaction is 95.83% as reported in the most recent Employee Satisfaction Survey (2009-2010). Department Specific 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%. Status: The Department’s current customer service satisfaction for FY 2011 is 94.8% through December 2010. Department Specific 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: Much of the Zone 3 Downtown Campus refresh is complete with some residual work on emergency cooling and power remaining to be done. Additionally, the Security Building (also part of the Downtown Campus) has not yet 476 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2012 Adopted Budget been refreshed. The Durango Campus refresh study and two year project plan has been completed. The Southeast Mesa Campus is currently being studied. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES ENET - ENTERPRISE NETWORK SERVICES OCTR - OPERATIONS COMMAND CENTER RDNW - WIRELESS SYSTEMS RADIO 41IF - INFO TECHNOLOGY INFRASTRUCTURE ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 3,958,545 $ 9,819,640 2,667,081 16,445,266 $ 4,676,492 $ 7,799,534 3,496,957 15,972,983 $ 4,676,492 $ 7,799,534 3,496,957 15,972,983 $ 4,863,284 $ 8,123,663 5,037,869 18,024,816 $ 5,056,449 $ 7,474,264 3,392,270 15,922,983 $ 379,957 (325,270) (104,687) (50,000) 8.1% -4.2% -3.0% -0.3% $ $ - $ - $ - $ - $ - $ - $ - $ - $ 50,000 $ 50,000 $ 50,000 50,000 N/A N/A $ $ 82,435 $ 82,435 $ - $ - $ - $ - $ 19,565 $ 19,565 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 16,527,701 $ 15,972,983 $ 15,972,983 $ 18,044,381 $ 15,972,983 $ - 0.0% 8,563,419 $ 10,110,532 3,545,997 22,219,948 $ 8,365,990 $ 10,522,062 2,569,676 21,457,728 $ 8,156,586 $ 10,522,061 2,569,676 21,248,323 $ 9,285,559 $ 9,792,786 2,291,180 21,369,525 $ 7,667,720 $ 9,735,803 2,311,438 19,714,961 $ 488,866 786,258 258,238 1,533,362 6.0% 7.5% 10.0% 7.2% 2,464,034 $ 630,506 3,094,540 $ 2,656,710 $ 495,116 3,151,826 $ 2,656,713 $ 445,118 3,101,831 $ 2,033,678 $ 18,277 2,051,955 $ 2,593,565 $ 822,448 3,416,013 $ 63,148 (377,330) (314,182) 2.4% -84.8% -10.1% 199,582 $ 62,714 1,954,436 2,216,732 $ 211,015 $ 61,473 1,715,334 1,987,822 $ 211,016 $ 61,473 1,715,332 1,987,821 $ 196,687 $ 61,354 1,646,544 1,904,585 $ 333,332 $ 120,590 1,738,582 2,192,504 $ (122,316) (59,117) (23,250) (204,683) -58.0% -96.2% -1.4% -10.3% $ 343,857 $ 7,332 351,189 $ 460,915 $ 19,317 480,232 $ 460,915 $ 19,317 480,232 $ 460,915 $ 17,154 478,069 $ 371,759 $ 568,464 940,223 $ TOTAL PROGRAMS $ 27,882,409 $ 27,077,608 $ 26,818,207 $ 25,804,134 $ 26,263,701 $ USES ENET - ENTERPRISE NETWORK SERVICES OCTR - OPERATIONS COMMAND CENTER RDNW - WIRELESS SYSTEMS RADIO 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ $ APPD - APP DEVELOPMENT AND SUPP SVCS ITCN - IT CONSULTING 41MG - INFO TECHNOLOGY MANAGEMENT $ $ FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 89,156 19.3% (549,147) -2842.8% (459,991) -95.8% 554,506 2.1% 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 $ SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED 580,846 $ 15,855,905 16,436,751 $ 352,760 $ 15,509,223 15,861,983 $ 82,435 $ 8,515 90,950 $ 100,000 $ 11,000 111,000 $ FY 2011 FORECAST 352,760 $ 15,509,223 15,861,983 $ 100,000 11,000 111,000 $ FY 2012 ADOPTED 597,974 $ 15,859,074 16,457,048 $ $ REVISED VS ADOPTED VAR % 352,760 15,559,223 15,911,983 $ $ $ $ 52,897 1,534,436 1,587,333 $ 50,000 11,000 61,000 $ 50,000 50,000 0.0% 0.3% 0.3% (50,000) (50,000) -50.0% 0.0% -45.0% ALL REVENUES $ 16,527,701 $ 15,972,983 $ 15,972,983 $ 18,044,381 $ 15,972,983 $ - 0.0% TOTAL SOURCES $ 16,527,701 $ 15,972,983 $ 15,972,983 $ 18,044,381 $ 15,972,983 $ - 0.0% 477 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 7,163,234 $ 70,011 2,122,179 41,085 (2,306,853) 994,270 8,083,926 $ 7,231,079 $ 51,735 2,346,911 8,619 (2,554,277) 1,110,751 8,194,818 $ 7,231,079 $ 51,735 2,346,911 8,619 (2,554,277) 1,110,751 8,194,818 $ 6,884,571 $ 77,188 2,299,044 27,810 (2,834,510) 1,193,742 7,647,845 $ 8,620,542 $ 64,735 2,747,004 11,619 (2,421,641) 1,156,896 10,179,155 $ (1,389,463) (13,000) (400,093) (3,000) (132,636) (46,145) (1,984,337) -19.2% -25.1% -17.0% -34.8% -5.2% -4.2% -24.2% SUBTOTAL $ 1,452,772 $ - $ 23,225 108,850 (114,865) 32,289 1,502,271 $ 572,517 $ - $ 33,768 (29,078) 12,678 589,885 $ 572,517 $ - $ 33,768 (29,078) 12,678 589,885 $ 2,074,838 $ - $ 26,783 299,867 (24,811) 17,199 2,393,876 $ 748,472 $ - $ 34,768 (42,178) 12,678 753,740 $ (175,955) (1,000) 13,100 (163,855) -30.7% N/A -3.0% N/A 45.1% 0.0% -27.8% 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 $ - $ 1,359,596 8,136 6,602,098 3,940 165,398 8,185 205,610 5,434 7,826,983 (594,114) 136,875 15,728,141 $ 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 $ 2,162,461 11,520 3,810,429 8,000 175,365 10,464 51,396 3,050 7,417,024 (531,770) 66,093 13,352,607 $ - $ 3,117,331 9,696 3,927,518 5,475 201,597 9,007 37,298 2,905 7,471,537 (484,841) 99,004 14,396,527 $ - $ 2,922,176 11,242 3,933,300 29,000 1,048,129 9,460 38,350 5,033 7,387,667 (359,364) 226,437 15,251,430 $ 168,575 100.0% (759,715) -35.1% 278 2.4% (122,871) -3.2% (21,000) -262.5% (872,764) -497.7% 1,004 9.6% 13,046 25.4% (1,983) -65.0% 29,357 0.4% (172,406) -32.4% (160,344) -242.6% (1,898,823) -14.2% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 649,159 $ 49,394 1,544,105 (151,220) 128,781 2,220,219 $ 2,272,139 $ 91,000 2,105,843 (245,185) 125,185 4,348,982 $ 2,272,139 $ 91,000 1,976,843 (245,185) 125,185 4,219,982 $ 802,143 $ 142,839 (82,177) 42,166 904,971 $ 65,000 $ 12,000 2,376 79,376 $ 2,207,139 97.1% 79,000 86.8% 1,974,467 99.9% (245,185) -100.0% 125,185 100.0% 4,140,606 98.1% ALL EXPENDITURES $ 27,534,557 $ 26,616,693 $ 26,357,292 $ 25,343,219 $ 26,263,701 $ 93,591 0.4% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 347,852 $ 347,852 $ 460,915 $ 460,915 $ 460,915 $ 460,915 $ 460,915 $ 460,915 $ - $ - $ 460,915 460,915 100.0% 100.0% TOTAL USES $ 27,882,409 $ 27,077,608 $ 26,818,207 $ 25,804,134 $ 26,263,701 $ 554,506 2.1% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 681 TELECOMMUNICATIONS OPERATING NON-RECURRING FY 2010 ACTUAL $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL SOURCES $ 16,527,701 $ 16,527,701 $ 15,972,983 $ 15,972,983 $ 15,972,983 $ 15,972,983 $ 16,544,381 $ 1,500,000 18,044,381 $ 15,972,983 $ 15,972,983 $ - 0.0% N/A 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 16,527,701 $ - $ 16,527,701 $ 15,972,983 $ - $ 15,972,983 $ 15,972,983 $ - $ 15,972,983 $ 16,544,381 $ 1,500,000 $ 18,044,381 $ 15,972,983 $ - $ 15,972,983 $ - 0.0% N/A 0.0% 478 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Sources and Uses by Fund and Function (continued) FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 6,793,787 $ 6,793,787 $ 6,892,486 $ 289,000 7,181,486 $ 6,633,085 $ 289,000 6,922,085 $ 6,633,085 $ 209,032 6,842,117 $ 8,174,211 $ 275,000 8,449,211 $ (1,541,126) 14,000 (1,527,126) -23.2% 4.8% -22.1% FUND TOTAL USES $ 16,108,378 $ 4,980,244 21,088,622 $ 15,972,983 $ 3,923,139 19,896,122 $ 15,972,983 $ 3,923,139 19,896,122 $ 16,538,188 $ 2,423,829 18,962,017 $ 15,939,905 $ 1,874,585 17,814,490 $ 33,078 2,048,554 2,081,632 0.2% 52.2% 10.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,902,165 $ 4,980,244 $ 27,882,409 $ 22,865,469 $ 4,212,139 $ 27,077,608 $ 22,606,068 $ 4,212,139 $ 26,818,207 $ 23,171,273 $ 2,632,861 $ 25,804,134 $ 24,114,116 $ 2,149,585 $ 26,263,701 $ (1,508,048) 2,062,554 554,506 -6.7% 49.0% 2.1% FUND TOTAL USES $ 681 TELECOMMUNICATIONS OPERATING NON-RECURRING $ Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL INFO TECHNOLOGY INFRASTRUCTURE ENTERPRISE NETWORK SERVICES OPERATIONS COMMAND CENTER WIRELESS SYSTEMS RADIO PROGRAM TOTAL INFO TECHNOLOGY MANAGEMENT APP DEVELOPMENT AND SUPP SVCS IT CONSULTING PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 6.00 6.00 2.00 14.00 5.00 6.00 2.00 13.00 5.00 6.00 2.00 13.00 11.00 6.00 2.00 19.00 5.00 6.00 2.00 13.00 - 0.0% 0.0% 0.0% 0.0% 24.00 24.00 16.00 64.00 24.00 22.00 16.00 62.00 24.00 22.00 16.00 62.00 27.00 23.00 16.00 66.00 34.00 30.00 16.00 80.00 10.00 8.00 18.00 41.7% 36.4% 0.0% 29.0% 34.00 7.00 41.00 119.00 30.00 6.40 36.40 111.40 30.00 6.40 36.40 111.40 32.00 8.40 40.40 125.40 28.26 11.45 39.71 132.71 (1.74) 5.05 3.31 21.31 (5.8%) 78.9% 9.1% 19.1% 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 Education Svc Program Coord Educator - Detention Elected Executive Assistant Executive Assistant - Elected Official Finan/Business Analyst - Dept Financial Manager - County Financial Supervisor - Dept Grant-Contract Administrator Help Desk Coordinator Accountant Accounting Specialist Admin/Operations Specialist Administrator Applications Development Mgr FY 2010 FY 2011 ADOPTED ADOPTED 5.00 7.00 4.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 479 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 7.00 7.00 7.00 0.0% 2.00 6.50 5.50 3.50 175.0% 1.00 (1.00) (100.0%) 2.00 (2.00) (100.0%) 1.00 (1.00) (100.0%) 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 1.00 1.00 (1.00) (50.0%) 1.00 2.00 2.00 N/A 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 N/A 1.00 3.00 3.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 1.00 3.00 2.00 1.00 100.0% 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 (1.00) (100.0%) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Market Range Title (Continued) MARKET RANGE TITLE 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 Finan/Business Analyst - Dept Financial Support Supv - Dept Help Desk Coordinator Help Desk Coordinator - Sr/Ld HST Analyst Human Resources Analyst Human Resources Specialist IS Architect IS Project Management Mgr 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 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 2010 FY 2011 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 2.00 2.00 1.00 100.0% 4.00 2.00 2.00 2.00 2.00 0.0% 3.00 4.00 4.00 3.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 1.00 2.00 2.00 1.00 100.0% 4.00 4.00 4.00 4.00 5.26 1.26 31.5% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 1.00 (1.00) (100.0%) 2.00 2.00 2.00 3.00 3.00 1.00 50.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 4.00 6.00 6.00 N/A 1.00 1.00 1.00 N/A 1.00 1.00 1.00 2.00 1.00 0.0% 3.00 4.00 4.00 3.00 3.00 (1.00) (25.0%) 6.00 4.40 4.40 5.40 5.45 1.05 23.9% 2.00 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 5.00 5.00 1.00 25.0% 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 2.00 1.00 100.0% 2.00 2.00 2.00 3.00 3.00 1.00 50.0% 1.00 1.00 1.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 7.00 6.00 6.00 6.00 9.00 3.00 50.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 N/A 8.00 6.00 6.00 7.00 8.00 2.00 33.3% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 4.00 5.00 5.00 4.00 4.00 (1.00) (20.0%) 6.00 6.00 6.00 7.00 7.00 1.00 16.7% 5.00 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 4.00 3.00 1.00 50.0% 6.00 6.00 6.00 6.00 6.00 0.0% 7.00 7.00 7.00 7.00 7.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 119.00 111.40 111.40 125.40 132.71 21.31 19.1% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 681 TELECOMMUNICATIONS Department Total FY 2010 FY 2011 ADOPTED ADOPTED 79.00 71.40 40.00 40.00 119.00 111.40 480 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 71.40 81.40 88.71 17.31 24.2% 40.00 44.00 44.00 4.00 10.0% 111.40 125.40 132.71 21.31 19.1% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing Variance Analysis The Office of Enterprise Technology staffing level is increasing by 21.31 positions for FY 2012. Nine of these positions were transferred from the Public Defense Service as part of a consolidation of IT responsibilities from PDS to OET. The balance of the new positions result from a re-organization designed to focus effort around enterprise level core competencies. General Adjustments Base Adjustments: General Fund (100) • Decrease Regular Benefits by $75,805 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $56,378 for retirement contribution rate increase. • Increase Personnel Savings by $200,605. • Decrease budget by $80,440 to transfer the remaining SOLAR budget to the Clerk of the Board. • Increase budget by $3,300 for GoTo Meeting license costs. • Increase budget by $275,000 for the Transparent Government initiative. Telecommunications Fund (681) • Decrease Regular Benefits by $43,296 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $25,167 for retirement contribution rate increase. • Increase Personnel Savings by $19,818. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $212,636 is restated for FY 2012 consolidated risk management charges. • $1,411 is a restatement of the estimated FY 2011 vehicle maintenance and repair costs. • $210,581 is a restatement of FY 2011 baseline telecommunications. Other Base Adjustments: General Fund (100) The FY 2012 budget includes a restatement of information technology charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $191,500 is restated for FY 2012 HP Treasurer System Maintenance. • $121,242 is a restatement of CGI Maintenance Program costs. • $43,964 is a restatement of CAMA costs. • $274,135 is a restatement of ADP position costs. Position Restatement: Effective January 2011, positions and support were transferred from the Public Defense System to OET for information technology support. The transfer increases the OET budget by $782,879. Infrastructure: $75,000 to upgrade the Comit Work Order System, $169,585 to refresh the Key Telephone System, $32,000 for the Port IQ Software, $25,000 for the SolarWinds Polar Server, $40,000 for sniffer replacement and $21,000 for the radio shop remodel is budgeted in the Telecommunications Fund non-recurring budget. 481 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2012 Adopted Budget Vehicle Replacements: $12,000 to purchase one new electric cart is budgeted in the Telecommunications Fund non-recurring budget. Professional Services: $1,500,000 for consulting services for multiple major projects is budgeted in the Telecommunications Fund non-recurring budget. 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. Program Results Measure Description Percent of all radio service requests completed within two business days or less Percent of uptime of radio network Percent of time network is available during business hours (excluding scheduled maintenance outages) Percent of help requests resolved in required SLA time frame FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 79.9% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A 0.0% 95.2% N/A N/A N/A N/A N/A N/A N/A 50.1% N/A N/A Activities that comprise this program include: • Enterprise Network Services • Operations Command Center • Wireless Systems Enterprise Network Services Activity The purpose of the Enterprise Network Services Activity is to provide enterprise-level network and network monitoring services to County government so they can access all technology services to meet organizational goals. Mandates: Not a mandated activity. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of time network is available during business hours (excluding scheduled maintenance outages) Number of access services received Average response time to process a request Number of requests for new access services Expenditure per access service received FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A FY 2012 ADOPTED 95.2% N/A N/A N/A N/A $ REV VS ADOPTED VAR % N/A N/A 5,800 20 6,800 1,322.02 N/A N/A N/A N/A 681 - TELECOMMUNICATIONS TOTAL SOURCES $ 3,958,545 $ 3,958,545 $ 4,676,492 $ 4,676,492 $ 4,863,284 $ 4,863,284 $ 5,056,449 $ 5,056,449 $ $ 379,957 379,957 100 - GENERAL 681 - TELECOMMUNICATIONS TOTAL USES $ 2,219,925 6,343,494 $ 8,563,419 $ 2,781,325 5,375,261 $ 8,156,586 $ 3,532,468 5,753,091 $ 9,285,559 $ 3,110,888 4,556,832 $ 7,667,720 $ (329,563) 818,429 488,866 N/A N/A N/A N/A 8.1% 8.1% Expenditure 482 $ -11.8% 15.2% 6.0% Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: The Enterprise Network Services Activity is a new OET activity for FY 2012. The FY 2012 budget supports the Department in meeting 100% of the demand for new access services. The FY 2012 budget also includes $97,000 in one-time funding for Port IQ Software, a SolarWinds Polar Server and Sniffer replacement. Services contained in this activity include Dns/Wins/Directory/Authentication; Electronic Communications; Internal County Applications; External Systems Access; Network Monitoring and Maintenance; New Technology Access; and Reliable, Redundant Enterprise Network Services. Operations Command Center Activity The purpose of the Operations Command Center Activity is to provide desktop, data, voice, and help desk support services to county employees, their vendors, and citizens with county interests so they can maintain business continuity. Mandates: Not a mandated activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of help requests resolved in required SLA time frame Number of help resolutions Number of help requests Expenditure per help resolution FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A FY 2012 ADOPTED 50.1% N/A N/A N/A $ REV VS ADOPTED VAR % N/A N/A 10,905 28,661 892.78 N/A N/A N/A N/A N/A N/A (325,270) (325,270) -4.2% -4.2% (272,197) 1,058,455 $ 786,258 -39.7% 10.8% 7.5% 681 - TELECOMMUNICATIONS TOTAL SOURCES $ 9,819,640 $ 9,819,640 $ 7,799,534 $ 7,799,534 $ 8,123,663 $ 8,123,663 $ 7,474,264 $ 7,474,264 $ $ 100 - GENERAL 681 - TELECOMMUNICATIONS TOTAL USES $ 1,027,820 9,082,712 $ 10,110,532 $ $ $ $ Expenditure 685,827 9,836,234 $ 10,522,061 579,241 9,213,545 $ 9,792,786 958,024 8,777,779 $ 9,735,803 Activity Narrative: The Operations Command Center Activity is a new OET activity for FY 2012. The FY 2012 budget supports the Department in meeting 100% of the demand for help requests. The FY 2012 budget also includes $256,585 in one-time funding to upgrade the COMIT Work Order System, refresh the Key Telephone System and to purchase a utility cart. Services contained in this activity include Afterhours Support; Computer Hardware and Software Support; Escalation Support; Incident Tracking; Outage Notification; Password Reset; Phones, Voicemail, Contact Services; and VPN Activation. Wireless Systems Activity The purpose of the Wireless Systems Activity is to provide public safety radio communications and maintenance services to county and other government public safety radio users so they can communicate across a reliable private wireless network. Mandates: Not a mandated activity. 483 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of all radio service requests completed within two business days or less Percent of uptime of radio network Number of radio service requests completed Number of radio service requests Expenditure per radio service request completed FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A 3,474 N/A N/A N/A 3,200 N/A FY 2012 ADOPTED 79.9% N/A N/A 3,200 N/A $ REV VS ADOPTED VAR % N/A N/A 0.0% 3,200 3,200 722.32 N/A N/A N/A N/A N/A 0.0% N/A Revenue 681 - TELECOMMUNICATIONS TOTAL SOURCES $ 2,667,081 $ 2,667,081 $ 3,496,957 $ 3,496,957 $ 5,037,869 $ 5,037,869 $ 3,392,270 $ 3,392,270 $ $ (104,687) (104,687) -3.0% -3.0% 681 - TELECOMMUNICATIONS TOTAL USES $ 3,545,997 $ 3,545,997 $ 2,569,676 $ 2,569,676 $ 2,291,180 $ 2,291,180 $ 2,311,438 $ 2,311,438 $ $ 258,238 258,238 10.0% 10.0% Expenditure Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand for radio service requests. The FY 2012 budget also includes $21,000 of one-time funding for remodeling the radio programming area within the Radio Shop. Services include Mobile and Portable Radio Maintenance and Repair; Mobile Data Terminal Installations; Radio Programming Templates; and TwoWay Radio Network Services. Information Technology Management Program The purpose of the Information Technology Management Program is to provide IT management, leadership and services to client departments so they can obtain maximum benefit from the IT resource. Program Results Measure Description Percent of customers satisfied with the knowledge, responsiveness, and professionalism of OET Application Development staff at the conclusion of the service provided Percent of solutions implemented FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A FY 2012 ADOPTED 88.3% 89.8% REV VS ADOPTED VAR % N/A N/A N/A N/A Activities that comprise this program include: • Application Development and Support Services • IT Consulting Application Development and Support Services Activity The purpose of the Application Development and Support Services Activity is to provide development and support services to county departments so they can work more efficiently to serve their customers. Mandates: Not a mandated activity. 484 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Demand Efficiency Expenditure Measure Description Percent of customers satisfied with the knowledge, responsiveness, and professionalism of OET Application Development staff at the conclusion of the service provided Number of initial project contacts established Number of support requests submitted (by the customer) Number of projects requested Expenditure per support requests completed 100 - GENERAL TOTAL USES FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 88.3% N/A N/A N/A N/A N/A N/A 474 2,127 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 474 N/A N/A N/A N/A N/A $ 2,464,034 $ 2,464,034 $ 2,656,713 $ 2,656,713 $ 2,033,678 $ 2,033,678 $ 2,593,565 $ 2,593,565 $ $ 63,148 63,148 2.4% 2.4% Activity Narrative: The Application Development and Support Services Activity is a new OET activity for FY 2012. The FY 2012 budget supports the Department in meeting 100% of the demand for customer support requests. Services contained in this activity include General Ledger Application Support; Internet/Intranet Hosting; Other Application Support; and Website Development Services. IT Consulting Activity The purpose of the IT Consulting Activity is to provide technology evaluation services to county departments so they can provide IT-enabled, high quality, cost effective services to customers. Mandates: Not a mandated activity. Measure Type Result Output Output Demand Efficiency Expenditure Measure Description Percent of solutions implemented Number of initial analyses completed Number of solutions sets/options provided Number of analyses requested Expenditure per analysis completed 100 - GENERAL 681 - TELECOMMUNICATIONS TOTAL USES FY 2010 ACTUAL N/A N/A N/A N/A N/A $ $ 379,380 251,126 630,506 FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED N/A N/A 89.8% N/A N/A 124 N/A N/A 98 N/A N/A 136 N/A N/A $ 6,632.65 $ $ 316,355 128,763 445,118 $ $ (119,262) $ 137,539 18,277 $ 822,448 822,448 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ $ (506,093) 128,763 (377,330) -160.0% 100.0% -84.8% Activity Narrative: The IT Consulting Activity is a new OET activity for FY 2012. The FY 2012 budget supports the Department in meeting 100% of the demand for requested analyses. Services include Business Analysis; Electronic Document Management and Workflow Analysis; Project Management; and Technology Evaluation Services. 485 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Transfer SOLAR Budget 6,892,486 $ - $ (259,401) $ (259,401) - $ 6,633,085 $ - $ 1,413,720 $ 1,413,720 - $ 424,578 $ 212,636 1,411 210,531 - $ (80,440) $ (80,440) - $ 8,390,943 $ - $ (19,427) $ (75,805) 56,378 (197,305) $ 3,300 - (200,605) 8,174,211 $ -2.6% - Agenda Item: C-06-11-093-3-00 FY 2011 Revised Budget Adjustments: Reallocations Reallocation Between Depts Public Defense Service IT HP Treasurer System Maintenance CGI Maintenance Program CAMA ADP Support Positions Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Supplemental Funding Mid Year Adjustments Transfer SOLAR Budget $ Agenda Item: $ 782,879 191,500 121,242 43,964 274,135 C-06-11-093-3-00 FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments GoTo Meeting License Cost Personnel Savings FY 2012 Adopted Budget Percent Change from Target Amount $ $ 3,300 $ Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget $ 289,000 $ - FY 2011 Revised Budget $ 289,000 $ - $ (289,000) $ (289,000) - $ - $ - $ 275,000 $ 275,000 - $ 275,000 $ - Adjustments: Non Recurring Other Non-Recurring FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Financial Transparancy Initiative $ FY 2012 Adopted Budget 486 275,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 15,972,983 $ 15,972,983 FY 2011 Revised Budget $ 15,972,983 $ 15,972,983 FY 2012 Budget Target $ 15,972,983 $ 15,972,983 $ (18,129) $ (43,296) 25,167 (14,949) $ 4,870 (19,819) - 15,939,905 $ -0.2% 15,972,983 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 3,923,139 $ - FY 2011 Revised Budget $ 3,923,139 $ - $ (3,923,139) $ (3,923,139) - $ - $ - $ 1,874,585 $ 1,874,585 - $ 1,874,585 $ - Adjustments: Non Recurring Other Non-Recurring FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Upgrade Comit Work Order System Electric Cart Purchase Key Telephone System Refresh Professional Services for Major Projects Port IQ Software SolarWinds Polar Server Sniffer Replacement Radio Shop Remodel $ FY 2012 Adopted Budget 487 75,000 12,000 169,585 1,500,000 32,000 25,000 40,000 21,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 7,941,784 $ 4,735,054 $ 4,735,054 $ 3,380,893 $ 2,463,257 $ 16,527,701 16,527,701 $ 15,972,983 15,972,983 $ 15,972,983 15,972,983 $ 16,544,381 1,500,000 18,044,381 $ 15,972,983 15,972,983 $ $ $ 16,108,378 4,980,244 21,088,622 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 15,972,983 3,923,139 19,896,122 419,323 $ $ 30 $ $ 3,380,893 $ $ 15,972,983 3,923,139 19,896,122 - $ $ - $ $ 811,915 488 $ $ $ $ $ 16,538,188 2,423,829 18,962,017 $ $ 15,939,905 1,874,585 17,814,490 - $ 6,193 $ 33,078 $ - $ - $ - $ $ 811,915 $ $ 2,463,257 $ $ 621,750 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Analysis by Carmine L. Davis, Management and Budget Analyst 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 Department Specific By June 30, 2015, 75% of customer requests will be processed online to address customer demands. Status: During FY 2009, the Department expanded credit card utilization to regional offices in preparation for future wireless online payments. By the end of FY 2015, the Department plans to allow customers online payment options, and in FY 2010 special event electronic terminal payments were implemented. The new Accela database and permit processing system implementation has been delayed, but is expected to be complete in FY 2011 which will facilitate many online customer requests. Public Health 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 2009. 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 2009, only 112 mosquitoes were positive disease carriers. The wet winter/spring in FY 2010 was grounds to expect an increase the positive mosquitoes during the summer of 2010. However, FY 2010 saw no change (112 positive West Nile Virus mosquitoes) from FY 2009 (112 positive West Nile Virus mosquitoes), which was an 18% reduction in the positive mosquitoes caught on FY 2008. Quality Workforce 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 2008, 79% of employees were retained for at least one year. In FY 2010 the department increased that percentage to 84%. 489 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % HCPA - HEALTH CODE PERMITTING 88BP - BUSINESS SERVICES $ $ 3,529 $ 3,529 $ 3,000 $ 3,000 $ 3,000 $ 3,000 $ 813 $ 813 $ 600 $ 600 $ (2,400) (2,400) -80.0% -80.0% EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES $ 925,941 $ 11,789,843 1,564,320 14,280,104 $ 898,133 $ 11,335,895 1,532,303 17,280 13,783,611 $ 898,133 $ 11,335,895 1,532,303 17,280 13,783,611 $ 844,572 $ 11,597,113 1,591,149 19,920 14,052,754 $ 821,794 $ 11,657,189 1,404,291 17,280 13,900,554 $ (76,339) 321,294 (128,012) 116,943 -8.5% 2.8% -8.4% 0.0% 0.8% EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE 88EP - ENVIRONMENTAL ENFORCEMENT $ 358,479 $ 245,729 604,208 $ 120,000 $ 60,000 180,000 $ 120,000 $ 60,000 180,000 $ 193,969 $ 107,886 301,855 $ 120,000 $ 30,000 150,000 $ (30,000) (30,000) 0.0% -50.0% -16.7% 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 $ $ 335,955 $ 496,205 1,590,355 414,628 45,663 10,275 739,249 512,995 171,900 4,317,225 $ 336,593 $ 474,255 1,589,675 421,488 45,075 33,000 704,672 452,638 166,200 4,223,596 $ 336,593 $ 474,255 1,589,675 421,488 45,075 33,000 704,672 452,638 166,200 4,223,596 $ 282,955 $ 456,400 2,218,105 289,328 58,355 13,750 734,709 507,478 137,100 4,698,180 $ 288,700 $ 484,008 2,239,690 275,806 52,480 33,000 699,538 519,780 156,600 4,749,602 $ (47,893) 9,753 650,015 (145,682) 7,405 (5,134) 67,142 (9,600) 526,006 -14.2% 2.1% 40.9% -34.6% 16.4% 0.0% -0.7% 14.8% -5.8% 12.5% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 297,437 $ 297,437 $ 827,002 $ 827,002 $ 827,002 $ 827,002 $ 879,750 $ 879,750 $ 689,100 $ 689,100 $ (137,902) (137,902) -16.7% -16.7% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 12,723 $ 12,723 $ - $ - $ - $ - $ (145,696) $ (145,696) $ 72,000 $ 72,000 $ 72,000 72,000 N/A N/A TOTAL PROGRAMS $ 19,515,226 $ 19,017,209 $ 19,017,209 $ 19,787,656 $ 19,561,856 $ 544,647 2.9% $ $ 490 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2010 ACTUAL PROGRAM / ACTIVITY USES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % HCPA - HEALTH CODE PERMITTING 88BP - BUSINESS SERVICES $ $ 567,126 $ 567,126 $ 611,738 $ 611,738 $ 611,737 $ 611,737 $ 618,922 $ 618,922 $ 628,611 $ 628,611 $ (16,874) (16,874) -2.8% -2.8% EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES $ 690,395 $ 7,145,091 635,337 187,258 8,658,081 $ 950,087 $ 10,513,732 793,314 194,701 12,451,834 $ 950,087 $ 9,973,731 793,313 194,701 11,911,832 $ 817,160 $ 8,694,812 766,056 189,527 10,467,555 $ 612,458 $ 9,571,700 856,042 254,775 11,294,975 $ 337,629 402,031 (62,729) (60,074) 616,857 35.5% 4.0% -7.9% -30.9% 5.2% EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE 88EP - ENVIRONMENTAL ENFORCEMENT $ 736,273 $ 122,388 858,661 $ 893,329 $ 137,013 1,030,342 $ 893,328 $ 137,013 1,030,341 $ 948,264 $ 145,779 1,094,043 $ 486,228 $ 564,830 1,051,058 $ 407,100 (427,817) (20,717) 45.6% -312.2% -2.0% VCCM - VECTOR CONTROL COMPLAINT MGMT VECT - VECTOR CTRL PUB ED SURV TRTMNT 88VC - VECTOR CONTROL $ 1,029,022 $ 1,351,378 2,380,400 $ 984,482 $ 1,609,740 2,594,222 $ 984,482 $ 1,609,740 2,594,222 $ 1,048,304 $ 1,770,835 2,819,139 $ 1,035,680 $ 1,878,883 2,914,563 $ (51,198) (269,143) (320,341) -5.2% -16.7% -12.3% 409,395 $ 298,936 916,474 256,411 36,047 19,999 47,135 188,528 1,112,833 455,289 151,057 3,892,104 $ 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 $ 397,586 $ 344,233 864,379 231,692 27,238 13,638 98,359 404,336 144,588 1,191,112 441,214 123,031 4,281,406 $ 308,453 $ 328,953 1,073,871 206,079 20,200 14,025 82,150 367,422 151,254 1,177,892 423,520 146,983 4,300,802 $ 300,841 $ 243,703 1,046,260 472,149 19,577 99,348 439,030 154,342 1,209,571 492,446 174,384 4,651,651 $ 96,745 100,530 (181,881) (240,457) 7,661 13,638 (989) (34,694) (9,754) (18,459) (51,232) (51,353) (370,245) 24.3% 29.2% -21.0% -103.8% 28.1% 100.0% -1.0% -8.6% -6.7% -1.5% -11.6% -41.7% -8.6% 63,871 $ 162,984 179,282 2,783,487 85,178 3,274,802 $ 69,515 $ 142,371 176,219 2,446,735 90,793 2,925,633 $ 69,515 $ 142,371 176,219 2,469,410 90,792 2,948,307 $ 68,125 $ 157,023 56,971 2,369,138 92,937 2,744,194 $ 147,740 $ 173,079 725,162 1,887,192 92,781 50,475 3,076,429 $ (78,225) (30,708) (548,943) 582,218 (1,989) (50,475) (128,122) -112.5% -21.6% -311.5% 23.6% -2.2% N/A -4.3% 671,987 $ 302,240 974,227 $ 671,987 $ 7,660 302,240 981,887 $ 671,987 $ 7,660 302,253 981,900 $ 691,194 $ 134,857 826,051 $ (19,207) 7,660 167,383 155,836 -2.9% 100.0% 55.4% 15.9% $ $ $ 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 RECO - RECORDS MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 589,349 $ 111,192 700,541 $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,324,824 $ 1,324,824 $ 2,035,807 $ 2,035,807 $ 2,035,807 $ 2,035,807 $ 1,296,297 $ 1,296,297 $ 1,686,602 $ 1,686,602 $ 349,205 349,205 17.2% 17.2% TOTAL PROGRAMS $ 21,656,539 $ 26,905,202 $ 26,395,539 $ 24,322,852 $ 26,129,940 $ 265,599 1.0% Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS INTERGOVERNMENTAL 0615 - GRANTS FY 2010 ACTUAL $ SUBTOTAL $ $ SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 14,185,647 14,185,647 FY 2011 ADOPTED $ $ 798,750 $ 798,750 $ 4,011,341 4,011,341 $ $ 393,644 $ 393,644 $ $ SUBTOTAL $ 97,625 28,219 125,844 ALL REVENUES $ TOTAL SOURCES $ 14,018,663 14,018,663 FY 2011 REVISED $ $ 765,000 $ 765,000 $ 3,983,744 3,983,744 $ $ 180,000 $ 180,000 $ $ $ 62,002 7,800 69,802 19,515,226 $ 19,515,226 $ 14,018,663 14,018,663 FY 2011 FORECAST $ $ 765,000 $ 765,000 $ 3,983,744 3,983,744 $ $ 180,000 $ 180,000 $ $ $ 62,002 7,800 69,802 19,017,209 $ 19,017,209 $ 491 14,916,196 14,916,196 FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 15,069,867 15,069,867 $ $ 688,500 $ 688,500 $ 688,500 688,500 $ $ (76,500) (76,500) -10.0% -10.0% 3,580,289 $ 3,580,289 $ (403,455) (403,455) -10.1% -10.1% 3,828,258 3,828,258 $ $ 301,855 $ 301,855 $ 1,051,204 1,051,204 7.5% 7.5% 150,000 150,000 $ $ (30,000) (30,000) -16.7% -16.7% $ 10,598 (7,200) 3,398 17.1% -92.3% 4.9% $ $ 45,554 7,293 52,847 $ 72,600 600 73,200 19,017,209 $ 19,787,656 $ 19,561,856 $ 544,647 2.9% 19,017,209 $ 19,787,656 $ 19,561,856 $ 544,647 2.9% $ Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED 12,035,231 $ 110,016 4,085,099 102,888 (893,052) 1,633,323 17,073,505 $ 12,601,803 $ 173,405 4,657,993 66,969 (766,560) 1,820,894 18,554,504 $ 12,601,803 $ 173,405 4,657,993 74,629 (766,560) 1,820,894 18,562,164 $ 12,544,316 $ 30,685 117,602 4,697,695 80,347 (847,171) 1,827,805 18,451,279 $ 12,702,268 $ 149,500 4,896,147 64,000 (581,840) 1,676,647 18,906,722 $ (100,465) 23,905 (238,154) 10,629 (184,720) 144,247 (344,558) -0.8% N/A 13.8% -5.1% 14.2% -24.1% 7.9% -1.9% SUBTOTAL $ 604,822 $ 213,070 163,033 (15,452) 9,573 975,046 $ 1,192,972 $ 277,218 570,000 (4,044) 11,028 2,047,174 $ 1,192,972 $ 277,218 570,000 (4,044) 11,028 2,047,174 $ 828,158 $ 245,675 192,701 (3,843) 6,641 1,269,332 $ 1,431,929 $ 293,790 570,000 (4,260) 10,187 2,301,646 $ (238,957) (16,572) 216 841 (254,472) -20.0% -6.0% 0.0% 5.3% 7.6% -12.4% 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 $ 3,088 $ 1,350 556,239 985,384 46,888 941,490 75,302 13,978 75,398 (275,994) 314,271 2,737,394 $ 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 $ 15,000 $ 1,753,608 1,012,786 39,602 813,511 86,968 83,631 95,296 (166,526) 249,287 3,983,163 $ 15,000 $ 531,047 1,058,704 35,495 842,552 75,419 59,779 79,082 (153,931) 188,107 2,731,254 $ 15,000 $ 1,355,283 1,009,737 24,870 1,432,562 90,100 187,023 84,516 (243,066) 446,065 4,402,090 $ 398,325 3,049 14,732 (619,051) (3,132) (103,392) 10,780 76,540 (196,778) (418,927) 0.0% N/A 22.7% 0.3% 37.2% -76.1% -3.6% -123.6% 11.3% 46.0% -78.9% -10.5% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 9,759 $ 191,683 9,837 211,279 $ - $ 17,687 125,880 4,807 148,374 $ - $ 17,687 125,880 4,807 148,374 $ 99,573 $ 114,076 2,674 216,323 $ 70,000 $ 115,353 1,159 (72,944) 405,914 519,482 $ ALL EXPENDITURES $ 20,997,224 $ 24,733,215 $ 24,740,875 $ 22,668,188 $ 26,129,940 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 659,315 $ 659,315 $ 2,171,987 $ 2,171,987 $ 1,654,664 $ 1,654,664 $ 1,654,664 $ 1,654,664 $ - $ - $ 1,654,664 1,654,664 100.0% 100.0% TOTAL USES $ 21,656,539 $ 26,905,202 $ 26,395,539 $ 24,322,852 $ 26,129,940 $ 265,599 1.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ (70,000) N/A (97,666) -552.2% 124,721 99.1% 72,944 N/A (401,107) -8344.2% (371,108) -250.1% (1,389,065) -5.6% Sources and Uses by Category 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 $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 245,729 $ 245,729 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 107,886 $ 107,886 $ 30,000 $ 30,000 $ (30,000) (30,000) -50.0% -50.0% 799,079 $ 799,079 $ 765,000 $ 765,000 $ 765,000 $ 765,000 $ 689,127 $ 689,127 $ 689,100 $ 689,100 $ (75,900) (75,900) -9.9% -9.9% 18,470,418 $ 18,470,418 $ 18,192,209 $ 18,192,209 $ 18,192,209 $ 18,192,209 $ 18,990,643 $ 18,990,643 $ 18,842,756 $ 18,842,756 $ 650,547 650,547 3.6% 3.6% 19,515,226 $ 19,515,226 $ 19,017,209 $ 19,017,209 $ 19,017,209 $ 19,017,209 $ 19,787,656 $ 19,787,656 $ 19,561,856 $ 19,561,856 $ 544,647 544,647 2.9% 2.9% 492 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Category (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2010 ACTUAL $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 3,327,051 $ 30,141 3,357,192 $ 3,790,840 $ 88,000 3,878,840 $ 3,790,840 $ 88,000 3,878,840 $ 3,970,840 $ 78,998 4,049,838 $ 4,112,343 $ 213,906 4,326,249 $ (321,503) -8.5% (125,906) -143.1% (447,409) -11.5% FUND TOTAL USES $ 505 ENVIRONMENTAL SERVICES GRANT OPERATING $ NON-RECURRING FUND TOTAL USES $ 506 ENVIRONMTL SVCS ENV HEALTH OPERATING $ NON-RECURRING FUND TOTAL USES $ 763,069 $ 2,500 765,569 $ 765,000 $ 765,000 $ 765,000 $ 765,000 $ 689,126 $ 689,126 $ 689,100 $ 689,100 $ 17,019,639 $ 514,139 17,533,778 $ 18,143,675 $ 4,117,687 22,261,362 $ 18,143,675 $ 3,608,024 21,751,699 $ 17,923,319 $ 1,660,569 19,583,888 $ 18,842,756 $ 2,271,835 21,114,591 $ (699,081) 1,336,189 637,108 -3.9% 37.0% 2.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 21,109,759 $ 546,780 $ 21,656,539 $ 22,699,515 $ 4,205,687 $ 26,905,202 $ 22,699,515 $ 3,696,024 $ 26,395,539 $ 22,583,285 $ 1,739,567 $ 24,322,852 $ 23,644,199 $ 2,485,741 $ 26,129,940 $ (944,684) 1,210,283 265,599 -4.2% 32.7% 1.0% 75,900 75,900 9.9% N/A 9.9% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RECORDS MANAGEMENT PROGRAM TOTAL BUSINESS SERVICES HEALTH CODE PERMITTING PROGRAM TOTAL ENVIRONMENTAL ENFORCEMENT ENV HEALTH ENFORCEMENT NONPERMIT RELATED COMPLIANCE PROGRAM TOTAL ENVIRONMENTAL HEALTH SERVICES ENV HEALTH PLAN REVIEW ENV RELATED ILLNESS INVESTIG FOOD NON FOOD INSPECTIONS FOOD SERVICE LICENSE PROGRAM TOTAL VECTOR CONTROL VECTOR CONTROL COMPLAINT MGMT VECTOR CTRL PUB ED SURV TRTMNT PROGRAM TOTAL 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 13.00 3.00 2.00 2.00 21.00 1.00 15.50 3.00 3.00 2.00 24.50 1.00 15.50 3.00 3.00 2.00 .00 24.50 1.50 15.00 3.50 2.00 22.00 2.00 6.00 3.00 8.00 2.00 1.00 22.00 1.00 (9.50) 5.00 1.00 (2.50) 100.0% (61.3%) 0.0% 166.7% 0.0% N/A (10.2%) 9.00 9.00 9.00 9.00 9.00 9.00 9.20 9.20 8.10 8.10 (.90) (.90) (10.0%) (10.0%) 9.00 2.00 11.00 13.50 2.00 15.50 13.50 2.00 15.50 1.00 1.00 6.85 9.15 16.00 (6.65) 7.15 .50 (49.3%) 357.5% 3.2% 8.17 3.00 105.83 12.00 129.00 13.32 3.00 108.43 11.25 136.00 13.32 3.00 108.43 11.25 136.00 12.32 3.00 113.43 9.05 137.80 9.11 4.00 116.56 12.23 141.90 (4.21) 1.00 8.13 .98 5.90 (31.6%) 33.3% 7.5% 8.7% 4.3% 18.75 17.25 36.00 18.00 17.00 35.00 18.00 17.00 35.00 19.40 16.60 36.00 19.00 16.00 35.00 1.00 (1.00) - 5.6% (5.9%) 0.0% 5.19 6.42 3.93 8.50 3.50 .50 3.75 11.93 1.30 13.98 59.00 265.00 6.09 5.77 4.28 3.00 6.00 1.00 .50 3.25 11.93 1.30 12.88 56.00 276.00 6.09 5.77 4.28 3.00 6.00 1.00 .50 3.25 11.93 1.30 12.88 56.00 276.00 6.82 5.32 .50 3.00 6.00 1.00 .30 3.20 17.03 1.55 12.28 57.00 263.00 7.14 4.26 3.18 3.00 6.00 1.00 .30 6.80 13.43 1.80 14.09 61.00 284.00 1.05 (1.51) (1.10) (.20) 3.55 1.50 .50 1.21 5.00 8.00 17.2% (26.2%) (25.7%) 0.0% 0.0% 0.0% (40.0%) 109.2% 12.6% 38.5% 9.4% 8.9% 2.9% 493 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Environmental Services 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 Community Justice Coordinator Deputy Director Development Svcs Supervisor Director - Environmental Svcs Engineer Engineering Associate Engineering Manager Engineering Supervisor Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Executive Assistant Field Operations Supervisor Financial Supervisor - 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 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 6.00 6.00 1.00 1.00 4.00 4.00 25.00 25.00 1.00 1.00 1.00 1.00 18.00 18.00 1.00 1.00 1.00 1.00 1.00 1.00 10.00 10.00 1.00 1.00 1.00 2.00 4.00 2.00 6.00 7.00 23.00 26.00 117.00 120.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 17.00 17.00 8.00 7.00 2.00 3.00 5.00 8.00 1.00 1.00 1.00 265.00 276.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 0.0% 4.00 3.00 4.00 0.0% 25.00 27.00 25.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 18.00 19.00 19.00 1.00 5.6% 1.00 1.00 1.00 0.0% 1.00 2.00 2.00 1.00 100.0% 1.00 1.00 1.00 0.0% 10.00 10.00 10.00 0.0% 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 0.0% 26.00 25.00 29.00 3.00 11.5% 120.00 119.00 125.00 5.00 4.2% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 1.00 (1.00) (100.0%) 1.00 (1.00) (100.0%) 1.00 (1.00) (100.0%) 4.00 5.00 5.00 1.00 25.0% 17.00 13.00 13.00 (4.00) (23.5%) 7.00 6.00 10.00 3.00 42.9% 3.00 4.00 4.00 1.00 33.3% 8.00 7.00 8.00 0.0% 1.00 1.00 1.00 0.0% N/A 276.00 263.00 284.00 8.00 2.9% FY 2010 FY 2011 ADOPTED ADOPTED 42.00 44.00 6.00 217.00 232.00 265.00 276.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 44.00 43.00 44.00 0.0% N/A 232.00 220.00 240.00 8.00 3.4% 276.00 263.00 284.00 8.00 2.9% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 505 ENVIRONMENTAL SERVICES GRANT 506 ENVIRONMTL SVCS ENV HEALTH Department Total Significant Variance Analysis Environmental Services is experiencing a higher demand in the Environmental Health Services and Water and Waste Management Programs and as a result has increased its workforce to be in line with the services that are demanded of the Department at this time. The Department is adding 10 direct service employees and one administrative employee. General Adjustments Personnel: General Fund (100) Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $2,640 increase to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $15,794. 494 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Environmental Services Internal Services Restatement: The FY 2012 Operating budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. $63,069 is a restatement of the estimated FY 2011 vehicle maintenance and repair costs. Other Base Adjustments: • • The FY 2012 Operating budget includes an adjustment for $240,000, which is due to increases in mosquito abatement chemical costs. The FY 2012 Non Recurring Non Project budget includes the following adjustments: o $70,000 carry-over for new GPS systems for Vector Control vehicles. o $143,906 to replace five foggers, the Accela/IVR project, Regional Development Services Agency’s (RDSA) SQL and GIS Servers utilized by the department. Personnel: Environmental Services Environmental Health Fund (506) Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $14,400 increase to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $105,683. Other Base Adjustments: • • The FY 2012 Operating budget includes adjustments as follows: o $806,383 increase in expenditures for 11 additional full time employees. o $227,385 decrease in expenditures due to salary savings in the fund. o $650,547 in additional revenue due to approved permit fee increase. The FY 2012 Non Recurring Non Project budget includes the following adjustments: o $1,500,000 carry-over for tenant improvements to the Northern Regional Office purchased in FY 2011. o $267,039 carry-over for Accela technology and implementation. o $504,796 for IT equipment, vehicle replacements, food handler cameras and point-ofsale cash register replacements. 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. Program Results Measure Description Percent of environmental permit applications processed within 1 business day of invoice receipt or initial permit approval FY 2010 ACTUAL 87.3% FY 2011 FY 2011 REVISED FORECAST 95.0% 97.8% Activities that comprise this program include: • Health Code Permitting 495 FY 2012 ADOPTED 97.0% REV VS ADOPTED VAR % 2.0% 2.1% Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 87.3% FY 2011 FY 2011 REVISED FORECAST 95.0% 97.8% REV VS ADOPTED VAR % 2.0% 2.1% FY 2012 ADOPTED 97.0% 51,077 40,686 45,543 46,000 5,314 13.1% 44,576 38,652 42,377 44,620 5,968 15.4% 50,544 40,686 44,675 46,000 5,314 13.1% 9.1% $ 11.10 $ 15.04 $ 13.59 $ 13.67 $ 1.37 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 3,529 3,529 $ $ 3,000 3,000 $ $ 813 813 $ $ 600 600 $ $ (2,400) (2,400) -80.0% -80.0% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 567,126 567,126 $ $ 611,737 611,737 $ $ 618,922 618,922 $ $ 628,611 628,611 $ $ (16,874) (16,874) -2.8% -2.8% Revenue Expenditure Environmental Permit Applications Health Code Permitting Activity 60,000 100% 50,000 80% 40,000 60% 30,000 40% 20,000 20% 10,000 0 0% FY 10 Actual FY 11 Revised Demand FY 11 Forecast Output FY 12 Adopted Result Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand, recognizing growth in the demand for services, but with a reduction in revenues received for this activity. The FY 2012 increase in expenditures is due to an additional cashiering supervisor and health/dental expenditures. The decrease in revenue in FY 2012 is due to a reduction in sales for health code regulation books. 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. 496 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 88.1% FY 2011 FY 2011 REVISED FORECAST 75.0% 74.8% FY 2012 ADOPTED 75.0% REV VS ADOPTED VAR % 0.0% 0.0% 88.0% 80.0% 86.0% 80.0% 0.0% 0.0% 91.3% 59.7% 77.1% 59.7% 0.0% 0.0% Activities that comprise this program include: • Enforcement Activity • 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 Output Demand Efficiency Measure Description Percent of enforcement actions processed within 7 business days Number of enforcement actions processed within 7 business days Number of enforcement actions processed Number of enforcement action requested Expenditure per enforcement action processed FY 2010 ACTUAL 88.1% $ FY 2011 FY 2011 REVISED FORECAST 75.0% 74.8% FY 2012 ADOPTED 75.0% REV VS ADOPTED VAR % 0.0% 0.0% 4,054 7,874 4,914 7,874 - 0.0% 4,797 5,436 153.49 10,499 10,499 85.09 6,571 6,851 144.31 10,499 10,499 46.31 38.78 0.0% 0.0% 45.6% - N/A 0.0% 0.0% 407,100 407,100 N/A 45.6% 45.6% $ $ $ $ Revenue 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 210,564 147,915 358,479 $ $ 120,000 120,000 $ $ 193,969 193,969 $ $ 120,000 120,000 $ 486,228 486,228 $ $ Expenditure $ 93,413 642,860 736,273 $ $ 893,328 893,328 $ $ 948,264 948,264 $ $ $ Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand. The demand for enforcement actions increased from FY 2010 to FY 2011 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 2012. In FY 2011, the Department shifted resources specifically to show those resources specifically working with non-permit related complaints and resolution. Prior years’ resources were combined with the Non-Permit Related Compliance Activity. 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. 497 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Result Output Output 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 investigated within 5 business days Number of nuisance complaints resolved within 30 business days Number of nuisance complaints received Expenditure per nuisance complaint investigated FY 2010 ACTUAL 88.0% FY 2011 FY 2011 REVISED FORECAST 80.0% 86.0% FY 2012 ADOPTED 80.0% REV VS ADOPTED VAR % 0.0% 0.0% 91.3% 59.7% 77.1% 59.7% 0.0% 0.0% 1,299 1,143 2,233 1,786 1,971 1,696 2,233 1,786 - 0.0% 0.0% 1,186 1,334 1,520 1,334 - 0.0% $ 1,306 94.22 $ 2,233 61.36 $ 1,969 73.96 $ 2,233 252.95 $ (191.59) 0.0% -312.2% 100 - GENERAL TOTAL SOURCES $ $ 245,729 245,729 $ $ 60,000 60,000 $ $ 107,886 107,886 $ $ 30,000 30,000 $ $ (30,000) (30,000) -50.0% -50.0% 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 122,388 122,388 $ 137,013 137,013 $ 145,779 145,779 $ 176,932 387,898 564,830 $ (39,919) (387,898) (427,817) -29.1% N/A -312.2% Revenue Expenditure $ $ $ $ $ Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand, recognizing no growth in the demand for services compared to FY 2011. In FY 2011, the Department shifted resources specifically 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. 498 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Environmental Services 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 FY 2010 ACTUAL 98.7% FY 2011 FY 2011 REVISED FORECAST 96.1% 95.1% FY 2012 ADOPTED 95.0% REV VS ADOPTED VAR % (1.1%) -1.1% 39.6% 75.1% 63.7% 77.5% 2.4% 3.2% 44.7% 70.0% 46.5% 44.7% (25.3%) -36.2% 849.5% 9.5% 7.6% 7.9% (1.6%) -17.2% 43.8% 0.0% 62.1% 0.0% 0.0% N/A 43.8% 0.0% 34.5% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 89.6% 75.0% 100.0% 75.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 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. 499 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output 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 reviewed within 30 days Number of environmental health construction permits approved with all construction inspections provided Number of environmental health construction permits approved Number of environmental health plan reviews requested Expenditure per environmental health plan review FY 2010 ACTUAL 39.6% FY 2011 FY 2011 REVISED FORECAST 75.1% 63.7% FY 2012 ADOPTED 77.5% REV VS ADOPTED VAR % 2.4% 3.2% 98.7% 96.1% 95.1% 95.0% (1.1%) -1.1% 1,002 1,520 1,253 1,196 (324) -21.3% 989 1,460 1,191 1,151 (309) -21.2% 455 1,112 814 896 (216) -19.4% 1,148 1,480 1,278 1,156 (324) -21.9% 1,239 1,520 1,375 1,196 (324) -21.3% $ 689.02 $ 625.06 $ 652.16 $ 512.09 $ 112.97 18.1% $ $ 925,941 925,941 $ $ 898,133 898,133 $ $ 844,572 844,572 $ $ 821,794 821,794 $ $ (76,339) (76,339) -8.5% -8.5% 505 - ENVIRONMENTAL SERVICES GRANT $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 2,230 688,165 690,395 $ 950,087 950,087 $ 817,160 817,160 $ 612,458 612,458 $ 337,629 337,629 N/A 35.5% 35.5% Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES Expenditure $ $ $ $ Activity Narrative: The FY 2012 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 decrease resulting in a decrease in revenue and expenditures for this activity. 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. 500 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output 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 investigated within 72 hours Number of environmental illness complaint responses initiated within 24 hours Number of environmental illness complaints requiring an investigation Number of environmental illness complaints received Cost per environmental illness complaint response initiated FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% 89.6% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 75.0% 76.8% 75.0% 0.0% 67 200 112 200 - 0.0% 757 1,072 837 1,072 - 0.0% 60 150 86 150 - 0.0% 757 200 401 200 - 0.0% 69 200 200 200 - 0.0% 757 1,072 1,072 1,072 - 0.0% $ 247.37 $ 181.62 $ 226.44 $ 237.66 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ - $ $ 17,280 17,280 $ $ 19,920 19,920 $ $ 17,280 17,280 $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 187,258 187,258 $ $ 194,701 194,701 $ $ 189,527 189,527 $ $ 254,775 254,775 $ $ (56.04) 0.0% -30.9% Revenue - 0.0% 0.0% Expenditure (60,074) (60,074) -30.9% -30.9% Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand. Demand for services increased in FY 2011 based on the H1N1 virus. Approximately 20 percent of the people suffering from the H1N1 virus experienced symptoms similar to food poisoning. Believing they have had a bad meal, this population has initiated complaints which previously did not exist. The expenditure increase in FY 2012 is due to additional staffing and health/dental expenditures. 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. 501 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 849.5% $ FY 2011 FY 2011 REVISED FORECAST 9.5% 7.6% FY 2012 ADOPTED 7.9% REV VS ADOPTED VAR % (1.6%) -17.2% 43.8% 0.0% 62.1% 45.0% 45.0% N/A 43.8% 0.0% 34.5% 63.0% 63.0% N/A 44.7% 70.0% 46.5% 42.1% (27.9%) -39.9% 45,654 55,000 49,968 42,690 (12,310) -22.4% 2,316 47,970 1,800 56,800 1,746 51,714 1,396 44,086 (404) (12,714) -22.4% -22.4% 2,464 50,434 2,200 59,000 2,899 54,613 3,539 47,625 1,339 (11,375) 60.9% -19.3% 59,560 63,144 61,482 59,820 (3,324) -5.3% (60) (31.93) -2.6% -18.9% 2,287 141.67 $ 2,304 169.05 $ 2,274 159.21 $ 2,244 200.98 $ Revenue 505 - ENVIRONMENTAL SERVICES GRANT $ 375,651 506 - ENVIRONMTL SVCS ENV HEALTH 11,414,192 TOTAL SOURCES $ 11,789,843 $ 11,335,895 $ 11,335,895 $ 11,597,113 $ 11,597,113 $ 11,657,189 $ 11,657,189 $ $ 505 - ENVIRONMENTAL SERVICES GRANT $ 391,826 506 - ENVIRONMTL SVCS ENV HEALTH 6,753,265 TOTAL USES $ 7,145,091 $ $ $ $ 321,294 321,294 N/A 2.8% 2.8% 551,790 (149,759) 402,031 88.9% -1.6% 4.0% Expenditure 620,882 9,352,849 $ 9,973,731 517,685 8,177,127 $ 8,694,812 69,092 9,502,608 $ 9,571,700 $ Activity Narrative: The FY 2012 budget supports the Department in continuing to meet 90% of the demand, recognizing a decrease in the demand for services. The number of facilities requiring an inspection is decreasing, resulting in lower revenues and expenditures for this activity. 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. 502 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 1,564,320 $ 1,564,320 $ 1,532,303 $ 1,532,303 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ $ $ 120,805 175,000 120,805 5.26 110,000 175,000 $ 110,000 7.21 FY 2012 ADOPTED 100.0% 119,630 175,000 90,100 178,000 (19,900) 3,000 -18.1% 1.7% 90,100 9.50 $ (19,900) (2.29) -18.1% -31.7% $ 1,591,149 $ 1,591,149 $ 1,404,291 $ 1,404,291 $ $ (128,012) (128,012) -8.4% -8.4% $ $ $ $ $ $ (62,729) (62,729) -7.9% -7.9% $ 119,630 6.40 REV VS ADOPTED VAR % 0.0% 0.0% $ Expenditure 635,337 635,337 793,313 793,313 766,056 766,056 856,042 856,042 Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand. As the economy begins a slow recovery, the number of employees at restaurants and grocery stores is expecting to increase slightly. The Department is now approving outside testing sources to provide food service testing. These alternative test providers will decrease the Department’s program revenues. The FY 2012 increase in expenditures is due to additional staff and health/dental expenditures. 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 FY 2010 ACTUAL 14.1% FY 2011 FY 2011 REVISED FORECAST 2.0% 6.7% FY 2012 ADOPTED 2.0% REV VS ADOPTED VAR % 0.0% 0.0% 43.3% 80.3% 20.0% 12.2% 31.9% 16.4% 20.0% 12.2% 0.0% 0.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 108.7% 50.1% 48.0% 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. 503 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Output Output Demand Efficiency Expenditure Measure Description Percent of complaints investigated in five days Percent of complaints investigated in one business day Number of complaints investigated in one business day Number of complaints investigated in five business days Number of complaints investigated Number of complaints resolved Number of complaints received Expenditure per resolved complaint FY 2010 ACTUAL 43.3% 14.1% $ 100 - GENERAL TOTAL USES FY 2011 FY 2011 REVISED FORECAST 20.0% 31.9% 2.0% 6.7% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% FY 2012 ADOPTED 20.0% 2.0% 1,222 465 923 465 - 0.0% 3,763 4,700 4,402 4,700 - 0.0% 8,685 7,168 8,654 143.56 $ 23,500 17,500 17,500 56.26 13,802 13,596 13,612 77.10 23,500 17,500 17,500 59.18 $ 1,029,022 $ 1,029,022 $ $ 984,482 984,482 $ 1,035,680 $ 1,035,680 $ $ 1,048,304 $ 1,048,304 $ $ (2.93) 0.0% 0.0% 0.0% -5.2% $ $ (51,198) (51,198) -5.2% -5.2% Activity Narrative: The FY 2012 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. The FY 2012 increase in expenditures is due to additional vehicle costs that are now budgeted in the Vector Control Complaint Management Activity. 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. 504 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Output 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 surveillance tests completed within 48 hours 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 2010 ACTUAL 80.3% $ FY 2011 FY 2011 REVISED FORECAST 12.2% 16.4% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 12.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 108.7% 50.1% 48.0% 50.1% 0.0% 0.0% 16,139 16,139 14,500 14,500 14,640 14,640 14,500 14,500 - 0.0% 0.0% 92,385 309 388 775 388 561 388 775 - 0.0% 0.0% 202,843 29,195 202,459 14.63 157,500 14,500 157,500 4,148.81 50,056 18,000 262,583 4,564.01 157,500 14,500 157,500 4,842.48 $ 1,878,883 $ 1,878,883 $ $ $ $ (693.67) 0.0% 0.0% 0.0% -16.7% $ $ (269,143) (269,143) -16.7% -16.7% Expenditure 100 - GENERAL TOTAL USES $ 1,351,378 $ 1,351,378 $ 1,609,740 $ 1,609,740 $ 1,770,835 $ 1,770,835 Activity Narrative: The FY 2012 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 purchasing the 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 operators so they construct their facilities in a timely manner in compliance with current regulations or maintain compliance with those regulations. 505 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Environmental Services 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 FY 2010 ACTUAL 8.3% FY 2011 FY 2011 REVISED FORECAST 9.0% 7.4% FY 2012 ADOPTED 5.9% REV VS ADOPTED VAR % (3.1%) -34.2% 99.5% 80.0% 89.1% 100.0% 20.0% 25.0% 100.5% 80.0% 84.8% 92.5% 12.5% 15.6% 97.8% 100.0% 100.0% 100.0% 0.0% 0.0% 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 98.1% 100.0% 100.0% 100.0% 0.0% 0.0% 89.3% 71.5% 78.7% 71.5% 0.0% 0.0% 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 awareness 90.2% 96.4% 90.3% 96.6% 0.2% 0.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.4% 100.0% 94.0% 100.0% 0.0% 0.0% 100.0% 90.0% 92.9% 100.0% 10.0% 11.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 125.8% 100.0% 100.0% 100.0% 0.0% 0.0% 102.2% 100.0% 104.5% 100.0% 0.0% 0.0% 96.8% 100.0% 100.0% 100.0% 0.0% 0.0% 131.9% 100.0% 100.0% 100.0% 0.0% 0.0% 99.5% 100.0% 61.0% 60.0% 76.7% 78.0% 61.0% 60.0% 0.0% 0.0% 0.0% 0.0% 506 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of public water treatment facility 125.8% 100.0% 100.0% 100.0% 0.0% 0.0% operating inspections provided Percent of public water facility sanitary surveys 102.2% 100.0% 104.5% 100.0% 0.0% 0.0% provided Percent of public water facilities in compliance 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% with Maricopa County Environmental Health Code Number of public water facility sanitary surveys 246 194 203 184 (10) -5.2% and public water treatment facility inspections provided Number of public water facility sanitary surveys 95 64 70 64 0.0% provided Number of public water treatment facility 151 130 133 120 (10) -7.7% operating inspections provided Number of public water treatment facility 120 130 125 120 (10) -7.7% operating inspections required Number of public water facility sanitary surveys 93 64 67 64 0.0% required Expenditure per public water facility sanitary $ 1,850.77 $ 2,274.30 $ 2,086.31 $ 2,676.34 $ (402.04) -17.7% survey and public water treatment facility operating inspection Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 512,995 512,995 $ $ 452,638 452,638 $ $ 507,478 507,478 $ $ 519,780 519,780 $ $ 67,142 67,142 14.8% 14.8% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 455,289 455,289 $ $ 441,214 441,214 $ $ 423,520 423,520 $ $ 492,446 492,446 $ $ (51,232) (51,232) -11.6% -11.6% Expenditure 507 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Environmental Services Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand. The demand is expected to decrease in FY 2012 compared to FY 2010 due to the changes in construction and development in Maricopa County. The FY 2012 expenditure increase is due to an additional employee and health/dental expenditures. The increase in revenue is due to the anticipation of additional permit proceeds. 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 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. 508 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Output Output Output Output Output Demand Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of water treatment plant initial plan 98.1% 100.0% 100.0% 100.0% 0.0% 0.0% reviews provided within 30 business days Percent of water distribution construction initial 97.8% 100.0% 100.0% 100.0% 0.0% 0.0% plan reviews provided within 30 business days 224 240 209 240 0.0% Number of water distribution construction initial plan reviews provided within 30 business days Number of water treatment plant construction 53 64 58 54 (10) -15.6% initial plan reviews provided within 30 business days Number of water distribution construction 229 240 209 223 (17) -7.1% initial plan reviews provided Number of water treatment plant construction 54 64 58 64 0.0% initial plan reviews provided Number of water treatment plant approvals to 52 64 56 64 0.0% construct provided Number of water distribution approvals to 242 240 212 240 0.0% construct provided Number of water treatment plant and water 281 304 268 304 0.0% distribution system approvals to construct Number of water treatment plant construction 53 64 54 54 (10) -15.6% initial plan reviews requested Number of water distribution construction 205 240 223 223 (17) -7.1% initial plan reviews requested Expenditure per approval to construct $ 1,456.92 $ 1,307.85 $ 1,150.94 $ 989.61 $ 318.24 24.3% provided Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 335,955 335,955 $ $ 336,593 336,593 $ $ 282,955 282,955 $ $ 288,700 288,700 $ $ (47,893) (47,893) -14.2% -14.2% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 409,395 409,395 $ $ 397,586 397,586 $ $ 308,453 308,453 $ $ 300,841 300,841 $ $ 96,745 96,745 24.3% 24.3% Expenditure Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand. The demand is expected to be flat in FY 2012 compared to FY 2011 due to the continued lack of significant change in construction and development in Maricopa County. The FY 2012 expenditure increase is due to the reallocation of staff time from the Public Water Facility Inspections Activity. 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. 509 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 89.3% FY 2011 FY 2011 REVISED FORECAST 71.5% 78.7% 90.2% 96.4% FY 2012 ADOPTED 71.5% 90.3% REV VS ADOPTED VAR % 0.0% 0.0% 96.6% 0.2% 0.2% 11,392 12,196 11,413 12,196 - 0.0% 10,169 8,720 8,981 8,720 - 0.0% 12,624 12,651 12,638 12,624 (27) -0.2% $ 26.24 $ 28.23 $ 28.82 $ 19.98 $ 8.24 29.2% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 496,205 496,205 $ $ 474,255 474,255 $ $ 456,400 456,400 $ $ 484,008 484,008 $ $ 9,753 9,753 2.1% 2.1% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 298,936 298,936 $ $ 344,233 344,233 $ $ 328,953 328,953 $ $ 243,703 243,703 $ $ 100,530 100,530 29.2% 29.2% Revenue Expenditure Activity Narrative: The FY 2012 budget supports the Department in meeting 96.6% of the demand. The demand is expected to decrease in FY 2012 compared to FY 2011 due to the continued lack of significant change in construction and development in Maricopa County. The FY 2012 decrease in expenditures is due to the allocation of an employee to another Division and Department salary savings. 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. 510 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 7 10 10 10 - 0.0% 7 7 10 10 10 10 10 10 - 0.0% 0.0% $ 26,932.57 $ 14,458.80 $ 15,125.40 $ 15,434.20 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 10,275 10,275 $ $ 33,000 33,000 $ $ 13,750 13,750 $ $ 33,000 33,000 $ $ 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 53,081 135,447 188,528 $ 144,588 144,588 $ 151,254 151,254 $ 154,342 154,342 $ (975.40) - -6.7% 0.0% 0.0% Expenditure $ $ $ $ $ (9,754) (9,754) N/A -6.7% -6.7% 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 2011, however, the downturn in construction and development in Maricopa County has impacted the demand. 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. 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 60.0% 78.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 60.0% 1,481 12 30 24 12 100.0% 1,481 300 355 300 - 0.0% 1,481 1,481 500 - 455 205 500 - - 0.0% N/A $ - $ 1,136.50 $ 467.50 $ - $ 1,136.50 100.0% $ $ - $ $ 13,638 13,638 $ $ 14,025 14,025 $ $ - $ $ 13,638 13,638 100.0% 100.0% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The FY 2012 budget supports the Department in meeting 24 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. The FY 2012 reduction in expenditures is due to the employee being solely allocated under the Stormwater Public Education Activity. 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. 511 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 24 16 8 16 - 0.0% 24 24 16 16 7 8 16 16 - 0.0% 0.0% $ 24 1,963.96 16 $ 25,271.00 8 $ 45,927.75 16 $ 27,439.38 $ (2,168.38) 0.0% -8.6% $ $ 47,135 47,135 $ $ $ $ $ $ $ $ (34,694) (34,694) -8.6% -8.6% Expenditure 100 - GENERAL TOTAL USES 404,336 404,336 367,422 367,422 439,030 439,030 Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of demand for this activity. During FY 2010, part of the funding for this activity resided in the Non Departmental budget. This funding was moved in FY 2011 into the Department’s budget accounting for the increase. The FY 2012 increase in expenditures is due to adding one employee and departmental health/dental expenditures. 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 REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent indicating stormwater awareness 99.5% 61.0% 76.7% 61.0% 0.0% 0.0% Number aware of stormwater issues 5,871 610 1,342 610 0.0% Number surveyed 5,871 1,000 1,749 1,000 0.0% 5,859 20 Number of public educational opportunities 20 20 0.0% conducted Number of public educational opportunities 5,836 20 N/A required by the ADEQ permit Expenditure per public educational opportunity $ 3.41 $ 4,917.95 $ 4,107.50 $ 4,967.40 $ (49.45) -1.0% 100 - GENERAL TOTAL USES $ $ 19,999 19,999 $ $ 98,359 98,359 $ $ 82,150 82,150 $ $ 99,348 99,348 $ $ (989) (989) -1.0% -1.0% Activity Narrative: The FY 2012 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. During FY 2010, part of the funding for this activity resided in the Non Departmental budget. This funding was moved in FY 2011 into the Department’s budget accounting for the increase. 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. 512 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 21 35 31 31 (4) -11.4% 21 35 31 31 (4) -11.4% 14 35 32 31 (4) -11.4% $ 1,716.52 $ 778.23 $ 651.61 $ 631.52 $ 146.71 18.9% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 45,663 45,663 $ $ 45,075 45,075 $ $ 58,355 58,355 $ $ 52,480 52,480 $ $ 7,405 7,405 16.4% 16.4% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 36,047 36,047 $ $ 27,238 27,238 $ $ 20,200 20,200 $ $ 19,577 19,577 $ $ 7,661 7,661 28.1% 28.1% Revenue Expenditure Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand. The demand is expected to decrease in FY 2012 compared to FY 2011 due to the continued 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 FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of bathing facilities posted closed for 8.3% 9.0% 7.4% 6.8% (2.2%) -24.4% compliance violations Number of bathing facility inspections 10,096 10,000 11,600 15,200 5,200 52.0% provided Number of bathing facility inspections 843 900 859 900 0.0% requiring the posting of the bathing place closed Number of bathing facility inspections required 26,928 26,900 26,914 26,928 28 0.1% Expenditure per bathing facility inspection $ 90.78 $ 86.44 $ 92.58 $ 68.83 $ 17.61 20.4% provided Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 1,590,355 $ 1,590,355 $ 1,589,675 $ 1,589,675 $ 2,218,105 $ 2,218,105 $ 2,239,690 $ 2,239,690 $ $ 650,015 650,015 40.9% 40.9% 505 - ENVIRONMENTAL SERVICES GRANT 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ $ $ $ (46,884) (134,997) (181,881) N/A -15.6% -21.0% Expenditure $ 916,474 916,474 $ 864,379 864,379 1,073,871 $ 1,073,871 46,884 999,376 $ 1,046,260 $ Activity Narrative: The FY 2012 budget supports the Department in meeting 56% of the demand. The increase in revenue is consistent with the FY 2011 forecast for the new revenue fee schedule, which was approved by the Board in August 2011. The FY 2012 increase in expenditures is due to additional staff and health/dental expenditures. 513 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Result Output Output Output Output Demand Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of bathing facility construction 100.5% 80.0% 84.8% 92.5% 12.5% 15.6% inspections provided within 5 business days of request Percent of bathing facility initial plan reviews 99.5% 80.0% 89.1% 100.0% 20.0% 25.0% provided within 30 business days Number of bathing facility construction 2,677 2,880 2,329 2,280 (600) -20.8% inspections provided Number of bathing facility initial plan reviews 1,799 960 880 760 (200) -20.8% provided Number of bathing facility initial plan reviews 1,790 768 784 668 (100) -13.0% provided within 30 business days 2,690 2,304 1,974 2,304 0.0% Number of bathing facility construction inspections provided within 5 business days of request Number of bathing facility initial plan reviews 1,483 960 836 760 (200) -20.8% requested Number of bathing facility construction 3,169 2,880 2,294 2,280 (600) -20.8% inspections requested Expenditure per bathing facility initial plan $ 142.53 $ 241.35 $ 234.18 $ 621.25 $ (379.90) -157.4% reviews provided Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 414,628 414,628 $ $ 421,488 421,488 $ $ 289,328 289,328 $ $ 275,806 275,806 $ $ (145,682) (145,682) -34.6% -34.6% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 256,411 256,411 $ $ 231,692 231,692 $ $ 206,079 206,079 $ $ 472,149 472,149 $ $ (240,457) (240,457) -103.8% -103.8% Expenditure Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand. The demand is expected to be consistent in FY 2011 due to the continued recession and 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 resources is the cause of the increase 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. 514 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of wastewater treatment plant 131.9% 100.0% 100.0% 100.0% 0.0% 0.0% inspections provided Percent of inspected wastewater treatment 96.8% 100.0% 100.0% 100.0% 0.0% 0.0% plants in compliance with the Maricopa County Environmental Health Code Number of wastewater treatment plant 62 51 28 48 (3) -5.9% inspections provided Number of inspected wastewater treatment 60 51 28 48 (3) -5.9% plants in compliance with the Maricopa County Environmental Health Code 57 51 41 48 (3) -5.9% Number of wastewater treatment plant inspections required Expenditure per wastewater treatment plant $ 2,436.40 $ 2,412.37 $ 5,249.39 $ 3,633.00 $ (1,220.63) -50.6% inspection Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 171,900 171,900 $ $ 166,200 166,200 $ $ 137,100 137,100 $ $ 156,600 156,600 $ $ (9,600) (9,600) -5.8% -5.8% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 151,057 151,057 $ $ 123,031 123,031 $ $ 146,983 146,983 $ $ 174,384 174,384 $ $ (51,353) (51,353) -41.7% -41.7% Expenditure Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand. The demand is expected to decrease in FY 2012 compared to FY 2011 due to the continued lack of significant change in construction and development in Maricopa County. The FY 2012 increase in expenditures is due to an allocation of an employee and health/dental expenditures. 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. 515 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Output Output Output Output Output Demand Demand Demand Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of sewer collection system 100.0% 100.0% 94.0% 100.0% 0.0% 0.0% construction initial plan reviews provided within 30 business days Percent of onsite facility inspections provided 100.0% 90.0% 92.9% 100.0% 10.0% 11.2% within 5 business days Percent of onsite facility initial plan reviews 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% provided within 10 business days Percent of wastewater treatment plant and 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% reuse/recharge system initial plan reviews provided within 40 business days Number onsite, recharge/wastewater 831 1,769 1,375 1,020 (749) -42.3% treatment plant and sewer collection initial plan reviews provided Number of onsite facility initial plan reviews 600 1,445 1,110 780 (665) -46.0% provided 63 120 82 48 (72) -60.0% Number of wastewater treatment plant and reuse/recharge system initial plan reviews provided Number of onsite facility initial plan reviews 600 1,445 1,110 780 (665) -46.0% provided within 10 business days Number of sewer collection system 168 204 183 192 (12) -5.9% construction initial plan reviews provided Number of sewer collection system 166 204 183 192 (12) -5.9% construction initial plan reviews provided within 30 business days Number of onsite facility inspections provided 505 1,445 1,023 640 (805) -55.7% Number of onsite facility inspections provided 505 1,300 950 640 (660) -50.8% within 5 business days Number of wastewater treatment plant and 53 120 80 48 (72) -60.0% reuse/recharge system construction authorizations (ATC) provided Number of sewer collection system 165 204 183 192 (12) -5.9% construction authorizations (ATC) provided Number of wastewater initial plan review 831 1,920 1,460 1,020 (900) -46.9% provided Number of onsite facility inspections 531 1,445 1,023 640 (805) -55.7% requested Number of wastewater treatment plant and 88 120 82 48 (72) -60.0% reuse/recharge system plan reviews requested Number of sewer collection system 164 204 195 192 (12) -5.9% construction plan approvals requested Number of onsite plan reviews requested 552 1,445 1,110 780 (665) -46.0% Expenditure per wastewater initial plan review $ 1,339.15 $ 620.37 $ 806.78 $ 1,185.85 $ (565.48) -91.2% provided Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 739,249 739,249 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,112,833 $ 1,112,833 $ $ 704,672 704,672 $ $ 734,709 734,709 $ $ 699,538 699,538 $ $ (5,134) (5,134) -0.7% -0.7% $ 1,209,571 $ 1,209,571 $ $ (18,459) (18,459) -1.5% -1.5% Expenditure $ 1,191,112 $ 1,191,112 $ 1,177,892 $ 1,177,892 Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand. The demand is expected to decrease in FY 2012 compared to FY 2011 due to the continued lack of significant change in construction and development in Maricopa County. The increase in expenditures is due to the increased cost of benefits. The FY 2012 increase in expenditures is due to reallocation of staff time and health/dental expenditures. 516 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 3,790,840 $ 60,000 FY 2011 Revised Budget $ 3,790,840 $ 60,000 $ 63,069 $ 63,069 - $ 3,853,909 $ 60,000 $ 18,434 $ 2,640 15,794 - $ - Adjustments: Restatements Equip Svcs Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Supplemental Funding Mid Year Adjustments Environmental Services Zenivex Purchase Agenda Item: $ $ 240,000 $ 240,000 - $ 4,112,343 $ 6.7% 30,000 -50.0% C-88-11-004-2-00 FY 2012 Adopted Budget Percent Change from Target Amount (30,000) (30,000) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 88,000 $ - FY 2011 Revised Budget $ 88,000 $ - $ (88,000) $ (88,000) - $ - $ - $ 213,906 $ 70,000 - 143,906 - 213,906 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward GPS Systems for Vector Control Vehicles Other Non-Recurring Fogger Replacements ACCELA/IVR Project RDSA IT Allocation Agenda Item: FY 2012 Adopted Budget $ 70,000 $ 70,000 20,000 53,906 $ 517 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Environmental Services Grant Fund (505) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 765,000 $ 765,000 FY 2011 Revised Budget $ 765,000 $ 765,000 FY 2012 Budget Target $ 765,000 $ 765,000 $ (75,900) $ (75,900) (75,900) (75,900) $ 689,100 $ -9.9% 689,100 -9.9% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Environmental Services Grant Fund (505) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ - $ 334,548 $ 334,548 $ Sources: Operating Total Sources: $ $ 799,079 799,079 $ $ 765,000 765,000 $ $ 765,000 765,000 $ $ 689,127 689,127 $ $ 689,100 689,100 $ $ $ 689,126 689,126 $ $ 765,000 765,000 $ $ 765,000 765,000 $ $ 763,069 2,500 765,569 $ 689,100 689,100 Structural Balance $ 36,010 $ - $ - $ 1 $ - Accounting Adjustments $ (33,757) $ - $ - $ - $ - $ - $ (247) (247) $ 334,548 334,548 $ 334,548 334,548 $ Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ 518 $ $ (247) (246) (246) $ $ $ (246) (246) (246) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 18,143,675 $ 18,192,209 FY 2011 Revised Budget $ 18,143,675 $ 18,192,209 FY 2012 Budget Target $ 18,143,675 $ 18,192,209 $ 120,083 $ 14,400 105,683 578,998 $ 806,383 - (227,385) - $ - 650,547 650,547 18,842,756 $ 3.9% 18,842,756 3.6% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments 11 Additional FTEs Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ 806,383 $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring Scottsdale Airpark Transfer Reduction ASRS PEHPEP Liability Vehicles from PD and Air Qual Vehicle Air Qual to Env Svcs 3 - $ (509,663) $ (540,000) 7,660 17,242 5,435 - $ 3,608,024 $ - $ (3,608,024) $ 540,000 (7,660) (17,242) (5,435) (4,117,687) - $ - $ - $ 2,271,835 $ 1,767,039 - C18-11-025-2-00 C-49-11-013-M-00 C-49-11-042-2-00 C-88-11-006-V-00 Agenda Item: C18-11-025-2-00 C-49-11-013-M-00 C-49-11-042-2-00 C-88-11-006-V-00 FY 2012 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Northern Regional Office Tenant Improvements Accela Implementation Other Non-Recurring Vehicle Replacements Capital Purchases of IT Equipment Food Handler Cameras & POS Cash Register Replacements 4,117,687 $ Agenda Item: FY 2011 Revised Budget Adjustments: Non Recurring Scottsdale Airpark Transfer Reduction ASRS PEHPEP Liability Vehicles from PD and Air Qual Vehicle Air Qual to Env Svcs 3 Other Non-Recurring $ Agenda Item: $ 1,500,000 267,039 $ 115,353 378,443 11,000 504,796 FY 2012 Adopted Budget $ 519 2,271,835 $ - - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 6,935,347 $ 7,193,705 $ 7,193,705 $ 7,872,395 $ 7,279,150 Sources: Operating Total Sources: $ $ 18,470,418 18,470,418 $ $ 18,192,209 18,192,209 $ $ 18,192,209 18,192,209 $ $ 18,990,643 18,990,643 $ $ 18,842,756 18,842,756 $ $ $ $ 17,923,319 1,660,569 19,583,888 $ $ 18,143,675 3,608,024 21,751,699 $ $ 18,143,675 4,117,687 22,261,362 $ 18,842,756 2,271,835 21,114,591 Uses: Operating Non-Recurring Total Uses: $ 17,019,639 514,139 17,533,778 Structural Balance $ 1,450,779 $ 48,534 $ 48,534 $ 1,067,324 $ - Accounting Adjustments $ 408 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ $ 7,872,395 7,872,395 $ $ 3,124,552 3,124,552 $ $ 3,634,215 3,634,215 $ $ 7,279,150 7,279,150 $ $ 5,007,315 5,007,315 520 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Analysis by Mark Mason, Senior Management and Budget Analyst Summary Mission The mission of the Equipment Services Department is to provide fleet services to departments of Maricopa County so they can have transportation and equipment in support of the community. Vision To be the leader in providing unprecedented professional fleet services in an environmentally and fiscally responsible manner. Strategic Goals Sustainable Environment By June 30, 2016, reduce the county’s fleet carbon footprint from 18,566 metric tons to 17,834 metric tons. Status: The department is considering increasing its on road alternate fueled vehicles from the current 765 vehicles with additional vehicles that emit less particulate matter. Considerations include: 1) Continue the use of Bio-diesel. 2) Retrofit heavy duty trucks with diesel oxidation catalysts to potentially reduce particulate matter by 25 percent. 3) Propose to retrofit specific light duty trucks which run on regular unleaded gasoline with propane. When replacing older vehicles in the fleet, the department is considering reducing the engine size whenever possible from eight and six cylinders to four cylinders, thereby increasing miles per gallon. The department will also be installing the Automotive Information Module System wireless fuel management systems on all County onroad vehicles and monitoring idling time to maximize vehicle efficiency. Department Specific By June 30, 2016, maintain a county fleet vehicle readiness rate of 96 percent or above. Status: The department will identify more training opportunities for technicians in dealing with different types of vehicles that will become a part of the fleet. By increasing the rate of compliance with vehicle preventive maintenance schedules, the department will proactively identify issues that may affect vehicles at a later time adversely impacting readiness rates. Despite the current financial challenges and the diminished capacity to renew the fleet, the current readiness rate is 96 percent. 521 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 14,223,349 $ 920,820 33,587 15,177,756 $ 12,976,459 $ 873,984 33,372 13,883,815 $ 12,976,459 $ 873,984 33,372 13,883,815 $ 15,390,633 $ 900,388 38,479 16,329,500 $ 12,976,459 $ 873,984 33,372 13,883,815 $ - 0.0% 0.0% 0.0% 0.0% $ $ 27,817 $ 27,817 $ 25,424 $ 25,424 $ 25,424 $ 25,424 $ 27,394 $ 27,394 $ 25,424 $ 25,424 $ - 0.0% 0.0% TOTAL PROGRAMS $ 15,205,573 $ 13,909,239 $ 13,909,239 $ 16,356,894 $ 13,909,239 $ - 0.0% 12,537,156 $ 327,136 35,632 12,899,924 $ 12,167,232 $ 304,523 16,108 12,487,863 $ 12,167,231 $ 304,520 16,108 12,487,859 $ 14,708,463 $ 301,888 15,870 15,026,221 $ 12,600,956 $ 219,257 116,279 12,936,492 $ (433,725) 85,263 (100,171) (448,633) -3.6% 28.0% -621.9% -3.6% 230,345 $ 55,727 520,893 (175) 806,790 $ 274,924 $ 53,334 717,349 1,045,607 $ 274,925 $ 53,334 836,947 1,165,206 $ 285,027 $ 25,036 723,092 1,033,155 $ 180,061 $ 907,429 1,087,490 $ 94,864 53,334 (70,482) 77,716 34.5% 100.0% -8.4% N/A 6.7% $ 608,074 $ 92,196 700,270 $ 532,241 $ 100,872 633,113 $ 532,241 $ 100,872 633,113 $ 532,241 $ 100,877 633,118 $ 464,844 $ 102,517 567,361 $ 67,397 (1,645) 65,752 12.7% -1.6% 10.4% TOTAL PROGRAMS $ 14,406,984 $ 14,166,583 $ 14,286,178 $ 16,692,494 $ 14,591,343 $ (305,165) -2.1% USES FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ 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 $ Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED 3,109,117 12,061,820 15,170,937 $ $ SUBTOTAL $ 27,817 6,819 34,636 ALL REVENUES $ TOTAL SOURCES $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2011 REVISED 2,774,520 11,105,795 13,880,315 $ $ $ 25,424 3,500 28,924 15,205,573 $ 15,205,573 $ $ FY 2011 FORECAST 2,774,520 11,105,795 13,880,315 $ $ $ 25,424 3,500 28,924 13,909,239 $ 13,909,239 $ $ 522 FY 2012 ADOPTED 3,083,291 13,213,053 16,296,344 $ $ $ 27,394 33,156 60,550 13,909,239 $ 13,909,239 $ $ $ 2,774,519 11,105,796 13,880,315 REVISED VS ADOPTED VAR % $ $ $ (1) 1 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% $ 25,424 3,500 28,924 $ - 16,356,894 $ 13,909,239 $ - 0.0% 16,356,894 $ 13,909,239 $ - 0.0% Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED 2,177,291 $ 166,408 797,000 6,759 98,542 3,246,000 $ 2,242,295 $ 103,142 900,460 9,275 132,868 3,388,040 $ 2,242,295 $ 103,142 900,460 9,275 132,868 3,388,040 $ 2,258,592 $ 146,269 924,380 19,267 (914) 104,150 3,451,744 $ 2,173,802 $ 103,142 918,764 9,275 197,346 3,402,329 $ 68,493 (18,304) (64,478) (14,289) 3.1% 0.0% -2.0% 0.0% N/A -48.5% -0.4% SUBTOTAL $ 2,969,401 $ 6,825,490 7,353 204 9,802,448 $ 2,958,138 $ 5,646,712 21,823 498 8,627,171 $ 2,958,138 $ 5,646,712 21,823 498 8,627,171 $ 3,343,948 $ 8,390,570 27,196 242 11,761,956 $ 2,798,803 $ 5,646,712 244,840 545 8,690,900 $ 159,335 (223,017) (47) (63,729) 5.4% 0.0% -1021.9% -9.4% -0.7% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 11,432 $ 68,484 10,005 419,305 109,244 1,388 3,016 15,234 70,542 3,490 712,140 $ - $ 114,264 22,570 492,815 99,980 6,256 13,208 9,841 132,996 6,650 898,580 $ - $ 114,264 22,570 492,815 99,980 6,256 13,208 9,841 132,996 6,650 898,580 $ - $ 62,524 10,349 443,086 959 106,038 1,719 8,241 13,298 88,833 7,177 742,224 $ - $ 54,073 22,570 316,263 513,238 6,256 17,117 9,841 90,000 46,776 1,076,134 $ 60,191 176,552 (413,258) (3,909) 42,996 (40,126) (177,554) N/A 52.7% 0.0% 35.8% N/A -413.3% 0.0% -29.6% 0.0% 32.3% -603.4% -19.8% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 5,267 (3) 360 5,624 $ 62,557 $ 502,130 151,200 4,392 272 720,551 $ 182,152 $ 502,130 151,200 4,392 272 840,146 $ 24,976 $ 28,544 148,606 2,008 195 204,329 $ 255,000 $ 532,338 600,000 4,392 30,250 1,421,980 $ (72,848) -40.0% (30,208) -6.0% (448,800) -296.8% 0.0% (29,978) -11021.3% (581,834) -69.3% ALL EXPENDITURES $ 13,766,212 $ 13,634,342 $ 13,753,937 $ 16,160,253 $ 14,591,343 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 640,772 $ 640,772 $ 532,241 $ 532,241 $ 532,241 $ 532,241 $ 532,241 $ 532,241 $ - $ - $ TOTAL USES $ 14,406,984 $ 14,166,583 $ 14,286,178 $ 16,692,494 $ 14,591,343 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ (837,406) -6.1% 532,241 532,241 100.0% 100.0% (305,165) -2.1% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ FUND TOTAL SOURCES $ 15,205,573 $ 15,205,573 $ 13,909,239 $ 13,909,239 $ 13,909,239 $ 13,909,239 $ 16,356,894 $ 16,356,894 $ 13,909,239 $ 13,909,239 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 15,205,573 $ 15,205,573 $ FY 2010 ACTUAL 13,909,239 $ 13,909,239 $ FY 2011 ADOPTED 13,909,239 $ 13,909,239 $ FY 2011 REVISED 16,356,894 $ 16,356,894 $ FY 2011 FORECAST 13,909,239 $ 13,909,239 $ FY 2012 ADOPTED FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING NON-RECURRING $ REVISED VS ADOPTED VAR % - 0.0% 0.0% 0.0% 0.0% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 14,343,003 $ 63,981 14,406,984 $ 13,165,326 $ 1,001,257 14,166,583 $ 13,165,326 $ 1,120,852 14,286,178 $ 15,836,840 $ 855,654 16,692,494 $ 13,165,326 $ 1,426,017 14,591,343 $ (305,165) (305,165) 0.0% -27.2% -2.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 14,343,003 $ 63,981 $ 14,406,984 $ 13,165,326 $ 1,001,257 $ 14,166,583 $ 13,165,326 $ 1,120,852 $ 14,286,178 $ 15,836,840 $ 855,654 $ 16,692,494 $ 13,165,326 $ 1,426,017 $ 14,591,343 $ (305,165) (305,165) 0.0% -27.2% -2.1% 523 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Equipment Services Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL FLEET MANAGEMENT FLEET SUPPORT SERVICES PREVENTATIVE MAINTENANCE RENTAL POOL PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 2.20 3.00 1.00 6.20 2.20 4.00 1.00 7.20 2.20 4.00 1.00 7.20 3.20 4.00 7.20 4.20 3.00 7.20 2.00 (1.00) (1.00) - 90.9% (25.0%) (100.0%) 0.0% 38.90 6.90 45.80 52.00 40.85 4.80 .15 45.80 53.00 40.85 4.80 .15 45.80 53.00 34.80 34.80 42.00 41.65 3.00 .15 44.80 52.00 .80 (1.80) (1.00) (1.00) 2.0% (37.5%) 0.0% (2.2%) (1.9%) Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Administrative Supervisor Administrator Director - Equipment Services Equipment Svcs Administrator Executive Assistant Financial Support Supv - Dept Fleet Parts Specialist Grant-Contract Administrator Human Resources Specialist Management Analyst Materials Inventory Specialist Mechanic - Automotive Mechanic - Automotive Lead Mechanic - Heavy Equip Lead Mechanic - Heavy Equipment Mechanic Supervisor Office Assistant Specialized Preventive Maintenance Tech Procurement Specialist Program Coordinator Trades Specialist Department Total FY 2010 FY 2011 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 3.00 3.00 14.00 15.00 13.00 14.00 2.00 3.00 3.00 3.00 7.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 52.00 53.00 REVISED TO ADOPTED FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 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 N/A 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 N/A N/A 1.00 (1.00) (100.0%) 1.00 1.00 1.00 0.0% 3.00 (3.00) (100.0%) 15.00 9.00 13.00 (2.00) (13.3%) 2.00 2.00 2.00 N/A 2.00 2.00 2.00 N/A 14.00 11.00 12.00 (2.00) (14.3%) 3.00 2.00 2.00 (1.00) (33.3%) 3.00 3.00 3.00 0.0% 5.00 5.00 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% 53.00 42.00 52.00 (1.00) (1.9% ) FY 2010 FY 2011 ADOPTED ADOPTED 52.00 53.00 52.00 53.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 53.00 42.00 52.00 (1.00) (1.9%) 53.00 42.00 52.00 (1.00) (1.9% ) Staffing by Fund DEPARTMENT/FUND 654 EQUIPMENT SERVICES Department Total General Adjustments Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $4,992 increase to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $20,571. Technology: Increase Non Recurring/Non Project by $164,000 to complete the installation of the computerized fuel management system throughout the County fleet, $16,000 for security cameras at various departmental locations and $30,250 for departmental computer replacements. 524 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Equipment Services Vehicle Replacements: Funding of $500,000 for the replacement of three heavy duty field trucks is included in the Non Recurring/Non Project budget along with $100,000 for the County’s first acquisition of two fully electric vehicles for motor pool fleet use. Capital Improvements: The Non Recurring/Non Project budget includes $150,000 for a car wash facility and $100,000 to complete the truck wash facility at the Durango site, $50,000 for above ground fuel tank refurbishment, $225,000 to refurbish the carwash recyclers at the Mesa, Surprise and downtown sites, $24,000 for new carwash card readers and $60,000 for fuel dispenser replacements. 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 preventative maintenance services provided within the scheduled time frame. Percent of customers satisfied as evidenced by customer survey rating vehicle safety and cleanliness and rental convenience Percent of fleet available for department use (fleet availability) Percent of customers satisfied with the timeliness and/or professionalism of the fleet repair/maintenance experience. FY 2010 ACTUAL 83.3% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 97.0% N/A N/A N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Fleet Support Services • Preventative Maintenance • Rental Pool Fleet Support Services Activity The purpose of the Fleet Support Services Activity is to provide fleet support services to County departments so they can conduct County business in a safe and efficient manner. Mandates: Activity is not mandated. 525 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of fleet available for department use (fleet availability) Percent of customers satisfied with the timeliness and/or professionalism of the fleet repair/maintenance experience. Number of repair/maintenance services provided Number of gallons of fuel provided Number of repair/maintenance services requested Expenditure per repair/maintenance service provided FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 97.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 27,413 N/A N/A N/A N/A N/A N/A N/A N/A 2,799,161 27,413 N/A N/A N/A N/A N/A N/A N/A $ 459.67 N/A N/A - 0.0% 0.0% Revenue 654 - EQUIPMENT SERVICES TOTAL SOURCES $ 14,223,349 $ 14,223,349 $ 12,976,459 $ 12,976,459 $ 15,390,633 $ 15,390,633 $ 12,976,459 $ 12,976,459 $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ 12,537,156 $ 12,537,156 $ 12,167,231 $ 12,167,231 $ 14,708,463 $ 14,708,463 $ 12,600,956 $ 12,600,956 $ $ Expenditure (433,725) (433,725) -3.6% -3.6% Activity Narrative: The FY 2012 budget consolidates light and heavy duty vehicle repair, fuel services and parts under a single activity, each of which was budgeted as a separate activity in prior years. This activity supports the acquisition and disposition of County fleet vehicles along with the mechanical repair of the fleet to maintain its road worthiness. Maintaining an appropriate parts inventory along with the procurement and sale of fuel at various locations across the County is also an important function within this activity. The measures above are new for FY 2012 and were developed as part of a Strategic Business Plan update in the summer of 2010. Preventative Maintenance Activity The purpose of the Preventative Maintenance Activity is to provide fleet preventative maintenance services to County departments so they can conduct County business in a safe and environmentally compliant manner. Mandates: Activity is not mandated. Measure Type Result Result Measure Description Percent of customers satisfied with the timeliness and/or professionalism of preventative maintenance services Percent of preventative maintenance services provided within the scheduled time frame. FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 83.3% 83.5% 100.0% 100.0% 16.5% 19.8% 960 19.7% Output Number of preventative maintenance services completed within a scheduled time frame. 4,865 4,884 4,884 5,844 Output Number of preventative maintenance services provided Number of vehicles due for preventative maintenance services Expenditure per preventative maintenance service provided 5,841 5,847 5,800 5,844 (3) -0.1% 2,534 2,551 2,580 2,591 40 1.6% Demand Efficiency $ 56.01 $ 52.08 $ 52.05 $ 37.52 $ 14.56 28.0% 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 920,820 920,820 $ $ 873,984 873,984 $ $ 900,388 900,388 $ $ 873,984 873,984 $ $ - 0.0% 0.0% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 327,136 327,136 $ $ 304,520 304,520 $ $ 301,888 301,888 $ $ 219,257 219,257 $ $ 85,263 85,263 28.0% 28.0% Revenue Expenditure 526 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget PM Provided Within Scheduled Timeframe 6000 Services 5500 5000 4500 4000 3500 3000 FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Result Activity Narrative: The FY 2012 budget seeks to support the Department in meeting 100% of the demand. The deployment of the AIMS-II management system will provide critical vehicle performance and maintenance metrics which will allow the department to be proactive in an attempt to increase the percentage of vehicles serviced in a timely manner. Expenditures are going down due to a change to personnel costs allocated to this activity to more accurately reflect the actual work effort. Rental Pool Activity The purpose of the Rental Pool Activity is to provide rental vehicles to County departments so they can conduct County business. Mandates: Activity is not mandated. Measure Type Result Output Output Demand Demand Efficiency Revenue Measure Description Percent of customers satisfied as evidenced by customer survey rating vehicle safety and cleanliness and rental convenience Number of vehicles rented Number of vehicle days rented Number of vehicle days requested Number of requests for vehicles Expenditure per vehicle rented FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A $ 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 33,587 33,587 $ $ 33,372 33,372 $ $ 38,479 38,479 654 - EQUIPMENT SERVICES TOTAL USES $ $ 35,632 35,632 $ $ 16,108 16,108 $ $ 15,870 15,870 565 565 570 N/A 63.07 $ 629 629 629 N/A 25.61 $ REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 100.0% 350 350 350 N/A 45.34 $ 624 723 723 624 186.34 $ $ $ 33,372 33,372 $ $ $ $ 116,279 116,279 $ $ (5) 94 94 N/A (160.74) - -0.8% 14.9% 14.9% N/A -627.7% 0.0% 0.0% Expenditure (100,171) (100,171) -621.9% -621.9% Activity Narrative: The FY 2012 budget supports the Department in continuing to provide rental vehicles to County Departments. The expenditures in this activity reflect the fuel and maintenance costs of the rental pool vehicles. Due to a reevaluation of costs assigned to various activities, the costs assigned to the rental pool activity are increasing to more accurately reflect the actual work effort. 527 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations Equipment Services Fund (654) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 13,165,326 $ 13,909,239 FY 2011 Revised Budget $ 13,165,326 $ 13,909,239 FY 2012 Budget Target $ 13,165,326 $ 13,909,239 $ 25,563 $ 4,992 20,571 (25,563) $ (25,563) - 13,165,326 $ 0.0% 13,909,239 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 938,700 $ - FY 2011 Revised Budget $ 938,700 $ - $ (938,700) $ (938,700) - $ - $ - $ 1,426,017 $ 264,000 - 1,162,017 - 1,426,017 $ - Adjustments: Non Recurring Other Non-Recurring FY 2012 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward AIMS II Fuel Management System Durango Truck Wash Facility Other Non-Recurring Replace Three Heavy Duty Field Vehicles Purchase Two Electric Vehicles Durango Car Wash Facility Security Cameras Satellite Site Car Wash Recycling Equipment Car Wash Card Readers Fuel Tank Refurbishment Fuel Dispensers Computer Equipment Replacement FY 2012 Adopted Budget $ 164,000 100,000 $ 500,000 100,000 150,000 16,000 225,000 24,000 50,000 60,000 37,017 $ 528 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Equipment Services Expenditures Revenue APS ES ESCO IMPROVEMENTS FY 2011 Adopted Budget Adjustments: Capital Improvement Program Energy Conservation Project $ 62,557 $ - $ 119,595 $ 119,595 - $ 182,152 $ - $ (62,557) $ (62,557) - $ 119,595 $ - $ (119,595) $ (119,595) - $ - $ - Agenda Item: C-91-11-139-2-00 FY 2011 Revised Budget Adjustments: Capital Improvement Program Capital Improvement Prog Adj FY 2012 Budget Target Adjustments: Capital Improvement Program Capital Improvement Prog Adj FY 2012 Adopted Budget Equipment Services Fund (654) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 1,891,030 $ 2,804,631 $ 2,804,631 $ 2,690,834 $ 2,355,234 Sources: Operating Total Sources: $ $ 15,205,573 15,205,573 $ $ 13,909,239 13,909,239 $ $ 13,909,239 13,909,239 $ $ 16,356,894 16,356,894 $ $ 13,909,239 13,909,239 $ $ $ $ 15,836,840 855,654 16,692,494 $ $ 13,165,326 1,120,852 14,286,178 $ $ 13,165,326 1,001,257 14,166,583 $ 13,165,326 1,426,017 14,591,343 Uses: Operating Non-Recurring Total Uses: $ 14,343,003 63,981 14,406,984 Structural Balance $ 862,570 $ 743,913 $ 743,913 $ 520,054 $ 743,913 Accounting Adjustments $ 1,215 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 2,690,834 2,690,834 $ 2,547,287 2,547,287 $ 2,427,692 2,427,692 $ 2,355,234 2,355,234 $ 1,673,130 1,673,130 529 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Finance Finance Analysis by Mary Driessen, Senior Management and 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 Fiscal Strength By June 30, 2015, the County will be in 100% compliance with new regulations as related to transparency. Status: The Department plans to provide an overview of the transparency web page to Maricopa County and selected departments during this fiscal year. The Department plans to have a searchable database in compliance with House Bill 2282 (government transparency) by January 1, 2013. The Department anticipates reaching the goal by the target date. Fiscal Strength By June 30, 2015, 90% of users will be satisfied with the ease of use and speed of invoice payment processing as related to OnBase Accounts Payable Workflow. Status: As of June 30, 2010, 60% of the County is satisfied with OnBase. This system is being rolled out on a continual basis to all departments with the aim of achieving 90% satisfaction. The Department anticipates reaching the goal by the target date. Fiscal Strength By June 30, 2015, 90% of users will be satisfied with the ease of use with Business Objects. Status: The Department of Finance will continue to provide excellent customer service to user departments to ensure that day-to-day Business Objects operational support is provided. The Department will continue to offer formal classroom training on the use of Business Objects as needed. The Department anticipates reaching the goal by the target date. Fiscal Strength By June 30, 2015, 90% of user will be satisfied with the ease of use with OnBase Document Retrieval. 530 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2012 Adopted Budget Status: The Department of Finance will continue to provide excellent customer service to user departments to ensure that day-to-day OnBase operational support is provided. Further, the Department of Finance will continue to offer formal classroom training on the use of OnBase as needed. The Department anticipates reaching the goal by the target date. Fiscal Strength By June 30, 2015, overall collections will be increased by 20% over previous four fiscal years to $9,331,200. Status: The Department of Finance has expanded the Collections Unit. They are now staffed with three full-time collectors, an increase of two full-time collectors from fiscal year 2010. While Finance only receives a portion of the uncollected Superior Court assessed debt of $9,331,200, the majority of the revenue from debt collections are allocated by the Clerk of the Superior Court to the State, the County and private and public victims. It is anticipated that this expansion will ensure collections growth will exceed 20% in comparison to FY 2011. Fiscal Strength By June 30, 2015, Real Estate will obtain an average rental rate of $35 per square foot or less. Status: The current market survey shows the average asking rent for the total market area to be $22 per square foot. Rental rates are expected to increase by June 30, 2015. The Department of Finance plans to achieve the strategic Real Estate goal through aggressive lease renewals and/or negotiations of new leases. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % CLCT - COLLECTIONS 18CL - COLLECTIONS $ $ 84,093 $ 84,093 $ 69,000 $ 69,000 $ 69,000 $ 69,000 $ 234,211 $ 234,211 $ 256,000 $ 256,000 $ 187,000 187,000 271.0% 271.0% RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE $ $ 958,174 $ 958,174 $ 805,647 $ 805,647 $ 805,647 $ 805,647 $ 647,247 $ 647,247 $ 283,864 $ 283,864 $ (521,783) (521,783) -64.8% -64.8% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 227,845 $ 227,845 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL PROGRAMS $ 1,270,112 $ 874,647 $ 874,647 $ 881,458 $ 539,864 $ (334,783) -38.3% CLCT - COLLECTIONS 18CL - COLLECTIONS $ $ 154,368 $ 154,368 $ 163,103 $ 163,103 $ 363,101 $ 363,101 $ 236,243 $ 236,243 $ 373,583 $ 373,583 $ (10,482) (10,482) -2.9% -2.9% BLSV - BILLING SERVICES FINR - FINANCIAL REPORTING PYPR - PAYMENT PROCESSING 18FM - FINANCIAL MANAGEMENT $ $ - $ - $ - $ - $ - $ - $ - $ - $ 80,109 $ 1,094,248 474,205 1,648,562 $ (80,109) (1,094,248) (474,205) (1,648,562) N/A N/A N/A N/A RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE $ $ 317,414 $ 317,414 $ 319,740 $ 319,740 $ 319,741 $ 319,741 $ 322,630 $ 322,630 $ 317,264 $ 317,264 $ FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 2,835,837 $ 2,835,837 $ 2,759,137 $ 2,759,137 $ 2,759,138 $ 2,759,138 $ 2,531,482 $ 2,531,482 $ 561,159 $ 681,494 1,242,653 $ 2,197,979 (681,494) 1,516,485 79.7% N/A 55.0% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ - $ 2,724 2,724 $ - $ 6,224 6,224 $ - $ 6,224 6,224 $ - $ 6,228 6,228 $ 180 $ 16,371 16,551 $ (180) (10,147) (10,327) N/A -163.0% -165.9% TOTAL PROGRAMS $ 3,310,343 $ 3,248,204 $ 3,448,204 $ 3,096,583 $ 3,598,613 $ (150,409) -4.4% - N/A N/A USES $ 531 2,477 2,477 0.8% 0.8% Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2010 ACTUAL FY 2011 ADOPTED 227,792 84,093 311,885 $ 69,000 69,000 $ FY 2011 REVISED $ FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED $ - $ 69,000 69,000 $ - $ 234,211 234,211 $ - $ 256,000 256,000 $ 187,000 187,000 N/A 271.0% 271.0% $ SUBTOTAL $ 958,227 $ 958,227 $ 805,647 $ 805,647 $ 805,647 $ 805,647 $ 647,247 $ 647,247 $ 283,864 $ 283,864 $ (521,783) (521,783) -64.8% -64.8% ALL REVENUES $ 1,270,112 $ 874,647 $ 874,647 $ 881,458 $ 539,864 $ (334,783) -38.3% TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ 1,270,112 $ 874,647 $ 874,647 $ 881,458 $ 539,864 $ (334,783) -38.3% FY 2010 FY 2011 FY 2011 FY 2011 FY 2012 REVISED VS ADOPTED ACTUAL ADOPTED REVISED FORECAST ADOPTED VAR % 2,409,141 $ 740,091 3,289 (36,697) 3,115,824 $ 2,622,102 $ 856,985 (387,522) 3,091,565 $ 2,782,102 $ 896,985 (387,522) 3,291,565 $ 2,451,075 $ 799,117 10,000 (306,644) 2,953,548 $ 2,573,053 $ 851,448 (322,157) 3,102,344 $ 209,049 45,537 (65,365) 189,221 7.5% 5.1% N/A -16.9% 5.7% 30,053 $ 293 (594) 29,752 $ 29,248 $ 600 29,848 $ 29,248 $ 600 29,848 $ 21,847 $ 446 22,293 $ 28,829 $ 900 29,729 $ 419 (300) 119 1.4% -50.0% N/A 0.4% - $ 82,587 6,685 6,748 3,600 6,990 6,258 5,827 31,260 2,598 152,553 $ 1,000 $ 20,498 9,000 13,500 4,500 10,200 5,000 4,400 37,600 1,920 (4,110) 103,508 $ 1,000 $ 20,498 9,000 13,500 4,500 10,200 5,000 4,400 37,600 1,920 (4,110) 103,508 $ 500 $ 21,959 7,278 4,207 4,500 6,209 14,275 7,264 50,577 769 117,538 $ - $ 328,696 7,500 9,800 6,750 52,226 14,951 6,142 40,700 2,425 (2,650) 466,540 $ 1,000 (308,198) 1,500 3,700 (2,250) (42,026) (9,951) (1,742) (3,100) (505) (1,460) (363,032) 100.0% ####### 16.7% 27.4% -50.0% -412.0% -199.0% -39.6% -8.2% -26.3% -35.5% -350.7% $ 12,303 $ (89) 12,214 $ 23,638 $ (355) 23,283 $ 23,638 $ (355) 23,283 $ 3,204 $ 3,204 $ - $ - $ ALL EXPENDITURES $ 3,310,343 $ 3,248,204 $ 3,448,204 $ 3,096,583 $ 3,598,613 $ (150,409) -4.4% TOTAL USES $ 3,310,343 $ 3,248,204 $ 3,448,204 $ 3,096,583 $ 3,598,613 $ (150,409) -4.4% 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 $ $ $ 23,638 100.0% (355) -100.0% 23,283 100.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2010 ACTUAL $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL SOURCES $ 1,270,059 $ 53 1,270,112 $ 874,647 $ 874,647 $ 874,647 $ 874,647 $ 881,458 $ 881,458 $ 539,864 $ 539,864 $ (334,783) (334,783) -38.3% N/A -38.3% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,270,059 $ 53 $ 1,270,112 $ 874,647 $ - $ 874,647 $ 874,647 $ - $ 874,647 $ 881,458 $ - $ 881,458 $ 539,864 $ - $ 539,864 $ (334,783) (334,783) -38.3% N/A -38.3% 532 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Finance Sources and Uses by Fund and Function (continued) FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 3,231,911 $ 78,432 3,310,343 $ 3,248,204 $ 3,248,204 $ 3,248,204 $ 200,000 3,448,204 $ 3,096,583 $ 3,096,583 $ 3,290,113 $ 308,500 3,598,613 $ (41,909) (108,500) (150,409) -1.3% -54.3% -4.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,231,911 $ 78,432 $ 3,310,343 $ 3,248,204 $ - $ 3,248,204 $ 3,248,204 $ 200,000 $ 3,448,204 $ 3,096,583 $ - $ 3,096,583 $ 3,290,113 $ 308,500 $ 3,598,613 $ (41,909) (108,500) (150,409) -1.3% -54.3% -4.4% Staffing by Program and Activity PROGRAM/ACTIVITY 180 FINANCE ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROGRAM TOTAL COLLECTIONS COLLECTIONS PROGRAM TOTAL FINANCIAL MANAGEMENT BILLING SERVICES FINANCIAL REPORTING PAYMENT PROCESSING PROGRAM TOTAL REAL ESTATE REAL ESTATE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 34.29 34.29 36.00 36.00 .00 36.00 36.00 36.00 36.00 3.00 10.00 13.00 3.00 (26.00) (23.00) N/A (72.2%) (63.9%) 2.50 2.50 2.00 2.00 2.00 2.00 4.00 4.00 5.00 5.00 3.00 3.00 150.0% 150.0% - - .00 .00 .00 - - 1.00 13.00 8.00 22.00 1.00 13.00 8.00 22.00 N/A N/A N/A N/A 3.00 3.00 39.79 3.00 3.00 41.00 3.00 3.00 41.00 3.00 3.00 43.00 3.00 3.00 43.00 2.00 0.0% 0.0% 4.9% Staffing by Market Range Title MARKET RANGE TITLE FINANCE Accounting Specialist Collections Supervisor Collector Consultant Deputy Director - Budget Deputy Director - Finance Director - Finance Executive Assistant Finan Compliance Admin - Cnty Finan/Business Analyst -County Financial Manager - County Financial Supervisor - County Management Analyst Office Assistant Specialized Real Estate Manager - County Real Property Specialist Department Total FY 2010 ADOPTED 6.00 1.00 1.50 .29 1.00 1.00 13.00 2.00 5.00 3.00 3.00 1.00 2.00 39.79 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 FY 2011 REVISED 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 FY 2011 FY 2012 FORECAST ADOPTED 6.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 13.00 1.00 5.00 3.00 3.00 1.00 2.00 43.00 6.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 13.00 2.00 3.00 3.00 4.00 1.00 2.00 43.00 REVISED TO ADOPTED VARIANCE VAR % 2.00 (1.00) 1.00 1.00 1.00 (3.00) 1.00 2.00 0.0% 0.0% 200.0% 0.0% (100.0%) N/A 0.0% 0.0% N/A 0.0% 100.0% (50.0%) 0.0% 33.3% 0.0% 0.0% 4.9% Staffing by Fund DEPARTMENT/FUND 180 FINANCE 100 GENERAL Department Total FY 2010 ADOPTED 39.79 39.79 FY 2011 ADOPTED 41.00 41.00 533 FY 2011 REVISED 41.00 41.00 FY 2011 FY 2012 FORECAST ADOPTED 43.00 43.00 43.00 43.00 REVISED TO ADOPTED VARIANCE VAR % 2.00 2.00 4.9% 4.9% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Finance Significant Variance Analysis Two Collector positions have been added to the Department to increase collection rates 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. General Adjustments Base Adjustments: General Fund (100) Operating • Decrease Regular Benefits by ($17,560) for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $23,917 for retirement contribution rate increase. General Fund (100) Non Recurring Non Project • Increase budget by $125,000 for Jail Per Diem consulting services. • Increase budget by $125,000 for OnBase workflow consulting services. Target Adjustments: General Fund (100) • Increase budget by $13,155 for restatement of risk management charges from Non Departmental. • Increase budget by $73 for restatement of equipment services charges for vehicle maintenance and repair. • Increase budget by $22,324 for restatement of baseline telecommunications. Programs and Activities Collections Program The purpose of the Collections Program is to provide collections services to 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED 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 to the court, government agencies, victims and interested parties so they can hold the responsible parties accountable and the appropriate parties can realize financial restitution. 534 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Output Output Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of collectible accounts that are paying 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Total number of collectible accounts internal to 10,920 10,241 4,794 4,800 (5,441) -53.1% County Collections Unit (CCU) Number of accounts sent to Private 50,646 11,480 30,693 16,800 5,320 46.3% Collections Total number of accounts at County 104,953 78,631 394,676 120,000 41,369 52.6% Collections Unit Number of accounts to County Collections Unit 8,069 6,000 14,478 14,400 8,400 140.0% per Fiscal Year Expenditure per collectible accounts internal to $ 3.53 $ 8.86 $ 11.72 $ 19.46 $ (10.59) -119.5% County Collections Unit (CCU) Revenue 100 - GENERAL TOTAL SOURCES $ $ 84,093 84,093 $ $ 69,000 69,000 $ $ 234,211 234,211 $ $ 256,000 256,000 $ $ 187,000 187,000 100 - GENERAL TOTAL USES $ $ 154,368 154,368 $ $ 363,101 363,101 $ $ 236,243 236,243 $ $ 373,583 373,583 $ $ (10,482) (10,482) 271.0% 271.0% Expenditure -2.9% -2.9% Activity Narrative: The numbers of accounts to the County Collections Unit (CCU) are increased in FY 2011 Forecast due to the hiring of temporary staff to enter collection cases into the tracking system. The efforts of the temporary staff led to an increase in the total number of accounts at the CCU and the total number of accounts sent to Private Collections in FY 2011. Fewer accounts will remain internal due to the poor economy and the inability of parties to pay financial restitution. This leads to an 85.1% decrease in efficiency. The Unit has also seen a higher internal collections rate with the addition of two full-time collectors; therefore, revenue has adjusted upward accordingly in FY 2012. Base Adjustments: General Fund (100) Non Recurring Non Project • Increase budget by $58,500 for data entry services within the Collections Activity. Collectible Accounts Internal to County Collections Unti Collections Activity 16000 120% 14000 100% 12000 80% 10000 8000 60% 6000 40% 4000 20% 2000 0 0% FY 10 Actual FY 11 Revised Demand FY 11 Forecast Output FY 12 Adopted Result Financial Program The purpose of the Financial Program is to provide timely financial reports and billing services to departments and County Management so they can manage projects and County resources.. 535 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percent of monthly reports produced within 10 business days of month end close Percent of payments that are related to Jail Bonds FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A Activities that comprise this program include: • Billing Services • Financial FY 2012 ADOPTED 100.0% N/A • REV VS ADOPTED VAR % N/A N/A 10.2% N/A N/A Payment Processing Billing Services Activity The purpose of the Billing Services Activity is to provide billing services to the Sheriff’s Office so they can receive payment for services. Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of jail billings processed in 5 business days Percent of MCSO related billings paid within 60 days. Number of jail billing services processed Number of jail billing services requested Expenditure per jail billing service processed. 100 - GENERAL TOTAL USES FY 2010 ACTUAL N/A $ $ FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED N/A REV VS ADOPTED 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 120,000 N/A N/A N/A N/A N/A N/A N/A (80,109) (80,109) N/A N/A - $ $ - $ $ - $ $ 80,109 80,109 $ $ Activity Narrative: At the present time, there is no Jail Management System program in place to track this activity. Financial Activity The purpose of the Financial Activity is to provide timely financial reports and billing services to departments and County management so they can manage projects and County resources. Mandates: A.R.S.§ 41-1279.07: Counties shall provide an annual expenditure limitation report, annual financial statements prepared in accordance with generally accepted accounting principles and a reconciliation of the total expenditures reported with the financial statements to the total expenditures stated within the expenditure limitation report. A.R.S. § 49-770: Solid Waste facilities must show financial responsibility for costs of closure, post closure care and corrective action as a result of known releases, if necessary. A.R.S. § 42-17151: The County shall fix. Levy and assess the amount to be raised from primary property taxation and secondary property taxation, designate the amounts to be levied for each purpose appearing in the adopted budget, and fix and determine a primary property tax rate and a secondary property tax rate, on each one hundred dollars of taxable property shown by finally equalized valuations of property, less exemptions, that appear on the tax rolls for the fiscal year. 536 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Output Demand Efficiency Expenditure Measure Description Percent of monthly reports produced within 10 business days of month end close Number of reports produced Number of monthly reports Number of reports required/requested Expenditure per report produced 100 - GENERAL TOTAL USES FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A $ $ - N/A N/A N/A N/A $ $ - FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A 56 N/A 48 N/A 6 N/A $ 19,540.14 $ $ - $ 1,094,248 $ 1,094,248 N/A N/A N/A N/A N/A N/A N/A N/A $ (1,094,248) $ (1,094,248) N/A N/A Activity Narrative: This activity has new measurements for FY 2012. Payment Processing Activity The purpose of the Payment Processing Activity is to provide both final audit and payment approval to departments and the court system so they can pay their vendors or interested parties timely and accurately. Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description Percent of payments that are related to Jail Bonds Percent of payments processed within 5 business days Number of general payments processed Total number of payments processed Number of payment requests Expenditure per payment processed 100 - GENERAL TOTAL USES FY 2010 ACTUAL N/A $ $ FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 10.2% 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 $ - $ $ - $ $ - REV VS ADOPTED VAR % N/A N/A 0.0% $ $ 77,200 86,000 77,200 6.14 474,205 474,205 $ $ N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A (474,205) (474,205) N/A N/A Activity Narrative: This activity has new measurements for FY 2012. Presently, there is no system to track the percent of payments processed within 5 business days. Real Estate Program The purpose of the Real Estate Program is to provide real estate services to appointed and elected departments so they can manage County properties in a professional manner.. Program Results Measure Description Percent of customers satisfied with real estate services received from Real Estate Services FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include: • Real Estate Management Real Estate Activity The purpose of the Real Estate Management Activity is to provide Real Estate transaction services for real property rights to the Board of Supervisors, Board of Directors, and County leadership so they can ensure efficient utilization of real estate assets. Mandates: Administrative mandate. 537 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of customers satisfied with real estate services received from Real Estate Services staff Total number of transactions provided by Real Estate Services staff to its customers Total number of transactions requested of Real Estate Services staff by its customers Expenditures per transactions provided by Real Estate Services staff to its customers FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% N/A N/A N/A 80 N/A N/A N/A N/A N/A 80 N/A N/A N/A N/A N/A $ 3,965.80 N/A N/A (521,783) (521,783) -64.8% -64.8% Revenue 100 - GENERAL TOTAL SOURCES $ $ 958,174 958,174 $ $ 805,647 805,647 $ $ 647,247 647,247 $ $ 283,864 283,864 $ $ 100 - GENERAL TOTAL USES $ $ 317,414 317,414 $ $ 319,741 319,741 $ $ 322,630 322,630 $ $ 317,264 317,264 $ $ Expenditure 2,477 2,477 0.8% 0.8% Activity Narrative: This activity has new measurements for FY 2012. Revenue has decreased by 64.8% due to the termination of the lease with AT&T. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 3,248,204 $ 874,647 FY 2011 Revised Budget $ 3,248,204 $ 874,647 $ 35,552 $ 13,155 73 22,324 - $ 3,283,756 $ 874,647 $ 6,357 $ (17,560) 23,917 179 (179) - $ - Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Bank ing Fees Other Base Adjustments Fees and Other Revenues Lease Revenue Inc/Dec Termination of AT&T Lease ProgRevenue Volume Inc/Dec Increase in Collections Agenda Item: $ $ (521,793) $ 187,000 - FY 2012 Adopted Budget Percent Change from Target Amount $ 538 3,290,113 $ 0.2% (334,783) (521,783) 187,000 539,864 -38.3% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Finance General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring Co Coll Unit One Time Funding - $ 200,000 $ 200,000 - $ 200,000 $ - $ (200,000) $ (200,000) - $ - $ - $ 308,500 $ 308,500 - $ 308,500 $ - C-18-11-004-M-00 Agenda Item: C-18-11-004-M-00 FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Jail Per Diem Consulting Services OnBase Work flow Consulting Services Data Entry Services for Collections - $ Agenda Item: FY 2011 Revised Budget Adjustments: Non Recurring Co Coll Unit One Time Funding $ Agenda Item: $ FY 2012 Adopted Budget 539 125,000 125,000 58,500 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Human Resources Human Resources Analysis by Mary Driessen, Senior Management and Budget Analyst 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 Quality Workforce By December, 2012, at least 88% of classified new hires will successfully complete their initial probationary period. Status: Since July 2010, 78.1% of those hired are still employed by the County. Human Resources is recruiting for the right caliber of employees by meeting with departments to find out what their recruiting needs are. Employment Services staff provide up-front support for departments and Employee Relations provides support on the back end by providing as-needed coaching and mentoring staffing advice. Quality Workforce By July, 2016, 15 new training programs will be provided. Status: Since December 2010, 20 new training programs have been offered. Many of these classes include higher level Microsoft Software Trainings such as Microsoft Word, Excel, PowerPoint, Outlook and Access. Quality Workforce 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 2010, where it was indicated that 81% of customers were satisfied with the division’s services Quality Workforce By June 2013, 100% of Human Resources 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. 540 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2012 Adopted Budget Status: Human Resources has recently revised HR2427 Alternative Work Schedules. The Department has also added HR 2412 Reimbursement of Relocation Expenses Policy and HR 2411 Independent Contractors. HR2430 will be revised before the end of FY 2011. The Department plans to review the following policies for possible revisions: HR 2401 Informal/Formal Discipline, HR 2402 Predisciplinary Action Hearing, HR2405 Employee Concerns Resolution Program, HR 2406 Workplace Professionalism: Avoiding Harassment & Discrimination, HR 2407 Drug Free Workplace, HR 2408 Violence in the Workplace, HR 2431 Performance Management Process and HR 2432 Work Climate Assessment. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % MERT - MERIT COMMISSION 31ED - WORKFORCE MANAGEMENT $ $ - $ - $ 190 $ 190 $ 190 $ 190 $ 184 $ 184 $ 200 $ 200 $ 10 10 5.3% 5.3% PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ $ 56,117 $ 7,568 63,685 $ 50,700 $ 9,200 59,900 $ 50,700 $ 9,200 59,900 $ 55,637 $ 12,555 68,192 $ 50,500 $ 12,000 62,500 $ (200) 2,800 2,600 TOTAL PROGRAMS $ 63,685 $ 60,090 $ 60,090 $ 68,376 $ 62,700 $ 2,610 - $ 391,465 70,557 304,563 766,585 $ 42,275 $ 504,104 119,006 235,749 901,134 $ 42,275 $ 504,105 119,008 235,748 901,136 $ 42,275 $ 349,574 95,381 245,594 732,824 $ - $ 417,518 104,089 393,549 915,156 $ 42,275 86,587 14,919 (157,801) (14,020) 100.0% 17.2% 12.5% -66.9% -1.6% 576,465 $ 576,465 $ 587,470 $ 43,835 631,305 $ 587,471 $ 43,835 631,306 $ 489,775 $ 43,835 533,610 $ 474,459 $ 474,459 $ 113,012 43,835 156,847 19.2% 100.0% 24.8% 542,765 $ 354,757 897,522 $ 585,030 $ 396,209 981,239 $ 585,031 $ 396,210 981,241 $ 591,871 $ 327,203 919,074 $ 595,896 $ 411,655 1,007,551 $ (10,865) (15,445) (26,310) -1.9% -3.9% -2.7% 39,667 $ 36,648 50,681 350,190 19,561 496,747 $ 39,141 $ 41,931 40,259 259,778 19,521 400,630 $ 39,141 $ 41,932 40,259 259,773 19,520 400,625 $ 39,058 $ 37,592 29,998 351,755 16,824 475,227 $ 38,102 $ 34,532 26,290 516,263 12,692 627,879 $ 1,039 7,400 13,969 (256,490) 6,828 (227,254) 2.7% 17.6% 34.7% -98.7% 35.0% -56.7% $ - $ 4,008 4,008 $ - $ 9,532 9,532 $ - $ 9,532 9,532 $ - $ 9,532 9,532 $ 3,417 $ 18,375 21,792 $ (3,417) (8,843) (12,260) N/A -92.8% -128.6% TOTAL PROGRAMS $ 2,741,327 $ 2,923,840 $ 2,923,840 $ 2,670,267 $ 3,046,837 $ (122,997) -4.2% -0.4% 30.4% 4.3% 4.3% 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 $ 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 $ $ $ $ $ 541 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 CATEGORY ACTUAL CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 55,535 SUBTOTAL $ 55,535 MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 54,854 54,854 $ $ 50,000 50,000 $ $ - 0.0% 0.0% $ SUBTOTAL $ 8,150 8,150 $ $ 10,090 10,090 $ $ 10,090 10,090 $ $ 13,522 13,522 $ $ 12,700 12,700 $ $ 2,610 2,610 25.9% 25.9% ALL REVENUES $ 63,685 $ 60,090 $ 60,090 $ 68,376 $ 62,700 $ 2,610 4.3% TOTAL SOURCES $ 63,685 FY 2010 ACTUAL $ 60,090 FY 2011 ADOPTED $ 60,090 FY 2011 REVISED $ 68,376 FY 2011 FORECAST $ 62,700 FY 2012 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 $ $ 2,610 4.3% REVISED VS ADOPTED VAR % 2,032,835 $ 208 640,415 12,554 (97,834) 4,000 2,592,178 $ 2,215,113 $ 787,133 (455,317) 92,110 2,639,039 $ 2,215,113 $ 787,133 (455,317) 92,110 2,639,039 $ 1,904,863 $ 90,360 (86) 679,118 6,881 (321,789) 92,110 2,451,457 $ 2,046,565 $ 749,185 (32,872) 6,000 2,768,878 $ 40,504 $ 313 40,817 $ 49,559 $ 49,559 $ 49,559 $ 49,559 $ 31,360 $ 1,552 32,912 $ 31,675 $ 31,675 $ $ 34,359 $ 446 30,885 6,451 2,869 20,678 610 (1,465) 12,911 107,744 $ 77,000 $ 94,150 18,631 7,994 16,310 500 8,000 12,242 234,827 $ 77,000 $ 94,150 18,631 7,994 16,310 500 8,000 12,242 234,827 $ 48,349 $ 83,375 10,384 4,828 15,919 1,727 4,033 17,148 185,763 $ 48,201 $ 96,307 8,496 7,994 59,806 500 5,000 19,980 246,284 $ $ $ 588 $ 588 $ 415 $ 415 $ 415 $ 415 $ 135 $ 135 $ - $ - $ ALL EXPENDITURES $ 2,741,327 $ 2,923,840 $ 2,923,840 $ 2,670,267 $ 3,046,837 $ (122,997) -4.2% TOTAL USES $ 2,741,327 $ 2,923,840 $ 2,923,840 $ 2,670,267 $ 3,046,837 $ (122,997) -4.2% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ 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 SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 168,548 37,948 (422,445) 86,110 (129,839) 7.6% N/A N/A 4.8% N/A -92.8% 93.5% -4.9% 17,884 17,884 36.1% N/A 36.1% 28,799 37.4% N/A (2,157) -2.3% 10,135 54.4% 0.0% (43,496) -266.7% 0.0% 3,000 37.5% (7,738) -63.2% (11,457) -4.9% 415 415 100.0% 100.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ FUND TOTAL SOURCES $ 63,685 $ 63,685 $ 60,090 $ 60,090 $ 60,090 $ 60,090 $ 68,376 $ 68,376 $ 62,700 $ 62,700 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 63,685 $ 63,685 $ FY 2010 ACTUAL 60,090 $ 60,090 $ FY 2011 ADOPTED 60,090 $ 60,090 $ FY 2011 REVISED 68,376 $ 68,376 $ FY 2011 FORECAST 62,700 $ 62,700 $ FY 2012 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING REVISED VS ADOPTED VAR % 2,610 2,610 4.3% 4.3% 2,610 4.3% 2,610 4.3% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 2,741,327 $ 2,741,327 $ 2,923,840 $ 2,923,840 $ 2,923,840 $ 2,923,840 $ 2,670,267 $ 2,670,267 $ 3,046,837 $ 3,046,837 $ (122,997) (122,997) -4.2% -4.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,741,327 $ 2,741,327 $ 2,923,840 $ 2,923,840 $ 2,923,840 $ 2,923,840 $ 2,670,267 $ 2,670,267 $ 3,046,837 $ 3,046,837 $ (122,997) (122,997) -4.2% -4.2% 542 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Human Resources Staffing by Program and Activity PROGRAM/ACTIVITY 310 HUMAN RESOURCES ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL EMPLOYMENT SERVICES RECRUITING AND STAFFING PROGRAM TOTAL PAYROLL AND RECORDS MGMT PAYROLL RECORDS MANAGEMENT PROGRAM TOTAL WORKFORCE MANAGEMENT EMPLOYEE RELATIONS MERIT COMMISSION STAFF DEVELOPMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .55 5.05 .65 .40 .35 7.00 .45 5.10 .70 .50 .25 7.00 .45 5.10 .70 .50 .25 7.00 .45 2.50 .60 .30 .15 4.00 .45 4.95 .60 .30 .15 6.45 (.15) (.10) (.20) (.10) (.55) 0.0% (2.9%) (14.3%) (40.0%) (40.0%) (7.9%) 13.00 13.00 10.00 10.00 10.00 10.00 10.00 10.00 8.25 8.25 (1.75) (1.75) (17.5%) (17.5%) 7.50 7.50 15.00 8.50 7.50 16.00 8.50 7.50 16.00 9.50 7.50 17.00 9.05 7.95 17.00 .55 .45 1.00 6.5% 6.0% 6.3% 7.30 .60 4.10 12.00 47.00 7.30 .60 3.10 11.00 44.00 7.30 .60 3.10 11.00 44.00 6.30 .60 4.10 11.00 42.00 5.30 .80 5.20 11.30 43.00 (2.00) .20 2.10 .30 (1.00) (27.4%) 33.3% 67.7% 2.7% (2.3%) Staffing by Market Range Title MARKET RANGE TITLE HUMAN RESOURCES Admin/Operations Specialist Business/Systems Analyst-Sr/Ld Consultant Director - Human Resources Director - Workforce Mgt Dev Employee Relations Analyst-Cty Executive Assistant Finan/Business Analyst - Dept Govt/Commun Affairs Ofcr Human Resources Associate Human Resources Mngr - County Human Resources Specialist Human Resources Supervisor Office Assistant Office Assistant Specialized Operations/Program Manager Payroll Specialist - County Payroll/Time & Labor Spec Records Specialist - County Recruiter Trainer Department Total FY 2010 ADOPTED 2.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 2.00 1.00 3.00 2.00 8.00 1.00 5.00 4.00 5.00 2.00 47.00 FY 2011 ADOPTED 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 2.00 7.00 1.00 6.00 4.00 4.00 1.00 44.00 FY 2011 REVISED 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 2.00 1.00 3.00 2.00 7.00 1.00 6.00 4.00 4.00 1.00 44.00 FY 2011 FY 2012 FORECAST ADOPTED 1.00 1.00 1.00 4.00 1.00 1.00 2.00 1.00 4.00 2.00 7.00 5.00 2.00 4.00 4.00 2.00 42.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 1.00 4.00 2.00 7.00 5.00 2.00 4.00 3.00 3.00 43.00 REVISED TO ADOPTED VARIANCE VAR % 1.00 (1.00) (2.00) (1.00) 1.00 (1.00) (1.00) 2.00 (1.00) 2.00 (1.00) 0.0% 0.0% N/A N/A (100.0%) (33.3%) 0.0% 0.0% (100.0%) 0.0% 0.0% 0.0% 33.3% 0.0% 0.0% (100.0%) (16.7%) N/A 0.0% (25.0%) 200.0% (2.3% ) Staffing by Fund DEPARTMENT/FUND 310 HUMAN RESOURCES 100 GENERAL Department Total FY 2010 ADOPTED 47.00 47.00 FY 2011 ADOPTED 44.00 44.00 543 FY 2011 REVISED 44.00 44.00 FY 2011 FY 2012 FORECAST ADOPTED 42.00 42.00 43.00 43.00 REVISED TO ADOPTED VARIANCE VAR % (1.00) (1.00) (2.3%) (2.3% ) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Human Resources Significant Variance Analysis A Trainer position has been added to the Department to assist in on-going enhancements of the training activities such as assessing gaps in current course offerings, reviewing and revising current materials and conducting classes. General Adjustments Base Adjustments: General Fund (100) • Decrease Regular Benefits by ($17,257) for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $20,721 for retirement contribution rate increase. Target Adjustments: General Fund (100) • Increase budget by $7,699 for restatement of risk management charges from Non Departmental. • Increase budget by $42,687 for restatement of baseline telecommunications. • Decrease budget by ($81,074) for restatement of Communications Officer. • Increase budget by $87,668 for restatement of Human Resources Director and Finance/Business Analyst. 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. 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. FY 2010 ACTUAL 85.7% FY 2011 FY 2011 REVISED FORECAST 98.0% 98.0% FY 2012 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A 90.0% 90.0% 90.0% 0.0% 0.0% 100.0% 99.0% 95.1% 96.7% -2.3% -2.3% Activities that comprise this program include: • Employee Development • Employee Relations • Merit Commission Employee Development Activity The purpose of the Employment 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. 544 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 100.0% $ FY 2011 FY 2011 REVISED FORECAST 99.0% 95.1% REV VS ADOPTED VAR % (2.3%) -2.3% FY 2012 ADOPTED 96.7% N/A 338 350 425 87 25.7% 813 6,719 7,500 8,000 1,281 19.1% N/A 1,265 1,265 1,350 85 6.7% 1,000 1,500 1,500 2,000 500 33.3% N/A 375.08 $ 462 157.17 $ 50 32.75 $ 500 926.00 $ 38 (768.83) 8.2% -489.2% 235,748 235,748 $ $ 245,594 245,594 $ $ 393,549 393,549 $ $ (157,801) (157,801) -66.9% -66.9% Expenditure 100 - GENERAL TOTAL USES $ $ 304,563 304,563 $ $ Activity Narrative: In FY 2010, the Department offered less training due to budget reductions. The Department had new outputs for FY 2011 Revised which are reported as N/A in FY 2010. Since then, the Department added a Trainer position in FY 2011 and has increased Supplies and Other Services which has led to an increase in training classes and expenditures. The Department is also adding a trainer in FY 2012 to assist in the on-going enhancements of this activity. The Department’s efficiency is decreasing as a result of the increases in expenditures despite the increase in the number of participants in an Employee Development sponsored training class. 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 requested Cost of Employee Relations consultations. FY 2010 ACTUAL 85.7% FY 2011 FY 2011 REVISED FORECAST 98.0% 98.0% $ 1,327.00 $ 1,008.21 $ 699.15 $ 835.04 100 - GENERAL TOTAL USES $ $ 391,465 391,465 $ $ 504,105 504,105 $ $ 349,574 349,574 $ $ 417,518 417,518 295 400 500 500 545 FY 2012 ADOPTED N/A 500 500 REV VS ADOPTED VAR % N/A N/A 500 500 - 0.0% 0.0% $ 173.17 17.2% $ $ 86,587 86,587 17.2% 17.2% Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: Employee consultations have increased from FY 2010 due to issues such as Reductions in Force (RIFs) and the decrease in the number of pay raises. Expenditures have decreased due to the inactivation of a Employee Relations Analyst; thus an increase in efficiency. The result in FY 2012 will no longer be measured since employees will no longer be surveyed regarding the Employee Relations division. The department will revise this result during the strategic business plan update process in FY 2013. 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 2010 ACTUAL N/A $ 13 22 5,427.46 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 90.0% 90.0% $ 38 38 3,131.79 $ 38 38 2,510.03 - $ $ 190 190 $ $ 70,557 70,557 $ $ 119,008 119,008 $ $ FY 2012 ADOPTED 90.0% $ 40 40 2,602.23 184 184 $ $ 95,381 95,381 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ 2 2 529.56 5.3% 5.3% 16.9% 200 200 $ $ 10 10 5.3% 5.3% 104,089 104,089 $ $ 14,919 14,919 12.5% 12.5% Expenditure Activity Narrative: The demand and output for this activity increased from FY 2010 to FY 2011 and is expected to remain in high FY 2012 due to employees filing dismissal appeals. 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. 546 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description 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 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 FY 2010 ACTUAL 98.0% FY 2011 FY 2011 REVISED FORECAST 92.5% 98.7% FY 2012 ADOPTED 94.7% REV VS ADOPTED VAR % 2.2% 2.3% N/A 92.8% 93.0% 93.0% 0.2% 0.2% N/A 92.9% 95.0% 95.2% 2.3% 2.5% Activities that comprise this program include: • Recruiting and Staffing 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of customers reporting satisfied or 98.0% 92.5% 98.7% 94.7% 2.2% 2.3% higher with the quality of candidates referred on certification lists issued by the Employment Services division Percent of classified recruitments certified N/A 92.8% 93.0% 93.0% 0.2% 0.2% within 3 days of the recruitment closing date. Percent of customer reporting satisfied or N/A 92.9% 95.0% 95.2% 2.3% 2.5% higher with the timeliness of certification lists issued by the Employment Services division Number of job requisitions/applications/exams 65,960 73,976 77,360 80,000 6,024 8.1% processed Number of job requisitions/applications/exams 65,960 73,976 77,360 80,000 6,024 8.1% requested. Expenditure per job $ 8.74 $ 17.27 $ 6.33 $ 5.93 $ 11.34 65.7% requisition/application/exam processed Expenditure 100 - GENERAL TOTAL USES $ $ 576,465 576,465 $ $ 587,471 587,471 $ $ 489,775 489,775 $ $ 474,459 474,459 $ $ 113,012 113,012 19.2% 19.2% Activity Narrative: Expenditures decrease due to the elimination of two Recruiting and Staffing positions in FY 2011. The number of job openings in the County has increased since FY 2010 which can be seen in the 8.1% increase in the number of job requisitions/applications/exams processed; thus the efficiency is improving due to the decrease in expenditures and the increase in the number of job requisitions/applications/exams processed. 547 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2012 Adopted Budget Recruiting and Staffing Activity Job Requisitions, Applications and Exams 90000 100% 99% 98% 97% 96% 95% 94% 93% 92% 91% 90% 89% 80000 70000 60000 50000 40000 30000 20000 10000 0 FY 10 Actual FY 11 Revised Demand FY 11 Forecast FY 12 Adopted Output Result 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 2010 ACTUAL 0.8% 0.1% FY 2011 FY 2011 REVISED FORECAST 95.3% 97.7% 100.0% 100.0% Activities that comprise this program include: • Payroll • FY 2012 ADOPTED 98.1% 100.0% REV VS ADOPTED VAR % 2.8% 3.0% 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 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 § 38-610 548 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 0.1% 100.0% 100.0% 100.0% 0.0% 0.0% 333,090 330,966 330,966 330,966 0.0% 333,090 330,966 330,966 330,964 (2) -0.0% $ 1.63 $ 1.77 $ 1.79 $ 1.80 $ (0.03) -1.9% 100 - GENERAL TOTAL SOURCES $ $ 56,117 56,117 $ $ 50,700 50,700 $ $ 55,637 55,637 $ $ 50,500 50,500 $ $ (200) (200) -0.4% -0.4% 100 - GENERAL TOTAL USES $ $ 542,765 542,765 $ $ 585,031 585,031 $ $ 591,871 591,871 $ $ 595,896 595,896 $ $ (10,865) (10,865) -1.9% -1.9% Expenditure Base Adjustments: General Fund (100) • Increase Salary and Benefits by $62,553 for Payroll Specialists on ADP project. 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 0.8% 95.3% 97.7% 98.1% 2.8% 3.0% 12,923 13,300 13,749 14,000 700 5.3% 12,923 13,300 13,749 14,000 700 5.3% $ 6.86 $ 29.79 $ 23.80 $ 29.40 $ 0.39 1.3% 100 - GENERAL TOTAL SOURCES $ $ 7,568 7,568 $ $ 9,200 9,200 $ $ 12,555 12,555 $ $ 12,000 12,000 $ $ 2,800 2,800 30.4% 30.4% 100 - GENERAL TOTAL USES $ $ 354,757 354,757 $ $ 396,210 396,210 $ $ 327,203 327,203 $ $ 411,655 411,655 $ $ (15,445) (15,445) -3.9% -3.9% Expenditure Base Adjustments: General Fund (100) • Increase revenue by $2,610 for Miscellaneous Revenue as a result of the increase in employee records requests from Maricopa County employees who are charged a nominal fee for this service. 549 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,923,840 $ 60,090 FY 2011 Revised Budget $ 2,923,840 $ 60,090 $ $ 69,147 $ 69,147 50,386 $ 7,699 42,687 - $ 3,043,373 $ 60,090 $ 3,464 $ (17,257) 20,721 - $ 3,417 (3,417) 2,610 2,610 3,046,837 $ 0.1% 62,700 4.3% Adjustments: Reallocations Reallocation Between Depts Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Bank ing Fees Other Base Adjustments Increase in Employee Records Request Deletion of 1 FTE - Employee Relations Analyst Creation of 1 FTE - Trainer Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount 2,610 (67,160) 67,160 $ 550 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Analysis by Jacqueline M. Edwards, Management and Budget Analyst 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, attain a sustainable living environment and enjoy a high quality of life. Strategic Goals Individual Empowerment 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 self-sufficiency as measured by the Customer Satisfaction Survey. Status: In FY 2011, the Department will add a new question regarding selfsufficiency to their customer satisfaction survey. Citizen Satisfaction 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 FY 2010, the Human Services Department met 87% 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: 33% of 3 indicators Education: 87% of 15 indicators Community Services: 86% of 22 indicators Citizen Satisfaction By January, 2014, 92% of customers will be satisfied as measured by the Customer Satisfaction Survey. Status: In the 2010 Customer Satisfaction Survey, 94.7% of Human Services Department customers reported satisfied with Human Services Department services. 551 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % CDBG - CDBG ADMIN AND PROJECTS 17CD - COMMUNITY DEV BLOCK GRANT $ $ 1,939,946 $ 1,939,946 $ 4,566,575 $ 4,566,575 $ 4,566,575 $ 4,566,575 $ 3,191,880 $ 3,191,880 $ 2,621,331 $ 2,621,331 $ (1,945,244) (1,945,244) -42.6% -42.6% HMAD - HOME ADMIN AND PROJECTS 17HM - HOME $ $ 3,265,606 $ 3,265,606 $ 6,555,453 $ 6,555,453 $ 6,555,453 $ 6,555,453 $ 4,580,524 $ 4,580,524 $ 6,034,361 $ 6,034,361 $ (521,092) (521,092) -7.9% -7.9% COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE WTHR - WEATHERIZATION 22CS - COMMUNITY SERVICES $ $ 2,002,791 $ 6,554,399 8,557,190 $ 1,759,350 $ 2,048,997 7,713,323 11,521,670 $ 1,680,906 $ 4,004,461 8,941,000 14,626,367 $ 1,759,350 $ 4,293,205 8,282,779 14,335,334 $ 1,344,003 $ 4,004,461 4,989,004 10,337,468 $ (336,903) (3,951,996) (4,288,899) -20.0% 0.0% -44.2% -29.3% CDEV - CHILD DEVELOPMENT AND EDUC 22ED - CHILD DEVELOPMENT EDUCATION $ $ 19,181,850 $ 19,181,850 $ 21,001,616 $ 21,001,616 $ 21,618,779 $ 21,618,779 $ 21,695,184 $ 21,695,184 $ 18,750,816 $ 18,750,816 $ (2,867,963) (2,867,963) -13.3% -13.3% NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 4,803,160 $ 4,803,160 $ 5,802,566 $ 5,802,566 $ 5,802,566 $ 5,802,566 $ 5,303,974 $ 5,303,974 $ 4,798,248 $ 4,798,248 $ (1,004,318) (1,004,318) -17.3% -17.3% ERLT - EMPLOYMENT RELATED TRANSP SNTT - SPECIAL NEEDS TRANSP TRIPS 22TS - SPECIAL TRANSPORTATION SERVICE $ 864,472 $ 555,013 1,419,485 $ - $ 688,265 688,265 $ - $ 609,179 609,179 $ - $ 93,440 93,440 $ - $ 521,239 521,239 $ (87,940) (87,940) N/A -14.4% -14.4% 9,424,128 $ 2,894,704 12,318,832 $ 10,809,107 $ 3,296,955 14,106,062 $ 10,440,495 $ 3,381,214 13,821,709 $ 9,449,997 $ 2,190,062 11,640,059 $ (1,359,110) (1,106,893) (2,466,003) -12.6% -33.6% -17.5% $ SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ $ 9,288,231 $ 3,560,877 12,849,108 $ SAIL - SR ADULT INDEPENDENT LIVING 39SA - SR ADULT INDEPENDENT LIVING $ $ 1,504,039 $ 1,504,039 $ 1,104,459 $ 1,104,459 $ 1,104,459 $ 1,104,459 $ 1,104,459 $ 1,104,459 $ 1,102,647 $ 1,102,647 $ (1,812) (1,812) -0.2% -0.2% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 1,981,165 $ 1,981,165 $ 3,143,420 $ 3,143,420 $ 3,786,580 $ 3,786,580 $ 3,268,869 $ 3,268,869 $ 3,004,374 $ 3,004,374 $ (782,206) (782,206) -20.7% -20.7% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ - $ 47,371 $ 8,505 55,876 $ 47,371 $ 8,505 55,876 $ 47,371 $ 6,378 53,749 $ 25,954 $ 306,000 331,954 $ (21,417) 306,000 (8,505) 276,078 -45.2% N/A -100.0% 494.1% EHSN - EMERGENCY SHELTER NIGHTS HOME - HOMELESS ASSISTANCE $ $ 157,642 $ 157,642 $ 402,101 $ 402,101 $ 712,941 $ 712,941 $ 540,529 $ 540,529 $ 236,062 $ 236,062 $ (476,879) (476,879) -66.9% -66.9% TOTAL PROGRAMS $ 55,659,191 $ 67,160,833 $ 73,544,837 $ 67,989,651 $ 59,378,559 $ (14,166,278) -19.3% 552 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2010 ACTUAL PROGRAM / ACTIVITY USES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % CDBG - CDBG ADMIN AND PROJECTS 17CD - COMMUNITY DEV BLOCK GRANT $ $ 2,271,443 $ 2,271,443 $ 4,566,575 $ 4,566,575 $ 4,566,575 $ 4,566,575 $ 3,191,880 $ 3,191,880 $ 2,621,331 $ 2,621,331 $ 1,945,244 1,945,244 42.6% 42.6% HMAD - HOME ADMIN AND PROJECTS 17HM - HOME $ $ 3,696,092 $ 3,696,092 $ 6,555,453 $ 6,555,453 $ 6,555,453 $ 6,555,453 $ 4,580,524 $ 4,580,524 $ 6,034,361 $ 6,034,361 $ 521,092 521,092 7.9% 7.9% CJSA - COMMUNITY JUSTICE SVC ADULT CJSJ - COMMUNITY JUSTICE SVC JUVENILE 22CJ - COMMUNITY JUSTICE COORDINATION $ - $ - $ - $ - $ - $ - $ - $ - $ 988,145 $ 988,144 1,976,289 $ (988,145) (988,144) (1,976,289) 2,070,433 $ 2,048,997 7,713,323 11,832,753 $ 1,991,989 $ 4,004,461 8,941,001 14,937,451 $ 2,070,433 $ 4,293,205 8,282,779 14,646,417 $ 1,656,171 $ 4,004,461 4,989,004 10,649,636 $ 335,818 3,951,997 4,287,815 16.9% 0.0% 44.2% 28.7% $ $ N/A N/A N/A COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE WTHR - WEATHERIZATION 22CS - COMMUNITY SERVICES $ 2,551,453 $ 6,754,157 9,305,610 $ CDEV - CHILD DEVELOPMENT AND EDUC 22ED - CHILD DEVELOPMENT EDUCATION $ $ 20,459,725 $ 20,459,725 $ 21,001,616 $ 21,001,616 $ 21,618,780 $ 21,618,780 $ 21,695,184 $ 21,695,184 $ 18,750,816 $ 18,750,816 $ 2,867,964 2,867,964 13.3% 13.3% NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 5,242,387 $ 5,242,387 $ 5,802,566 $ 5,802,566 $ 5,802,566 $ 5,802,566 $ 5,303,974 $ 5,303,974 $ 4,798,248 $ 4,798,248 $ 1,004,318 1,004,318 17.3% 17.3% ERLT - EMPLOYMENT RELATED TRANSP SNTT - SPECIAL NEEDS TRANSP TRIPS 22TS - SPECIAL TRANSPORTATION SERVICE $ $ (13,676) $ 198,635 184,959 $ - $ 688,265 688,265 $ - $ 609,179 609,179 $ - $ 93,440 93,440 $ - $ 521,239 521,239 $ 87,940 87,940 N/A 14.4% 14.4% 9,424,128 $ 2,894,704 12,318,832 $ 10,809,105 $ 3,296,953 14,106,058 $ 10,440,495 $ 3,381,214 13,821,709 $ 9,449,997 $ 2,190,062 11,640,059 $ 1,359,108 1,106,891 2,465,999 12.6% 33.6% 17.5% SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ $ 6,975,917 $ 4,141,612 11,117,529 $ SAIL - SR ADULT INDEPENDENT LIVING 39SA - SR ADULT INDEPENDENT LIVING $ $ 2,089,117 $ 2,089,117 $ 2,303,203 $ 2,303,203 $ 2,303,203 $ 2,303,203 $ 2,303,203 $ 2,303,203 $ 2,301,391 $ 2,301,391 $ 1,812 1,812 0.1% 0.1% FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 349,410 $ 279,771 344,617 42,570 1,016,368 $ - $ 3,144,505 3,144,505 $ - $ 3,787,665 1 3,787,666 $ (38,947) $ (17,574) 3,815,462 (1,894) 3,757,047 $ - $ 3,004,374 3,004,374 $ 783,291 1 783,292 N/A N/A 20.7% 100.0% 20.7% 1,132,311 $ 109,950 1,242,261 $ 47,371 $ 8,505 55,876 $ 47,371 $ 8,505 55,876 $ 47,371 $ (74,792) (391,888) (419,309) $ 25,954 $ 25,954 $ 21,417 8,505 29,922 45.2% 100.0% N/A 53.6% 56,974 $ 187,934 253,199 498,107 $ - $ - $ 1 $ 1 (1) 1 $ 3,160 $ (3,741) (13,454) (14,035) $ - $ - $ 1 1 (1) 1 100.0% 100.0% 100.0% 100.0% 476,879 (197,302) 279,577 52.8% -54.3% 22.1% $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ EHSN - EMERGENCY SHELTER NIGHTS HLDS - HOMELESS LOW DEMAND SHELTER HOME - HOMELESS ASSISTANCE $ 577,297 $ 419,698 996,995 $ 591,562 $ 363,237 954,799 $ 902,402 $ 363,237 1,265,639 $ 729,990 $ 363,237 1,093,227 $ 425,523 $ 560,539 986,062 $ TOTAL PROGRAMS $ 58,120,593 $ 69,224,443 $ 75,608,447 $ 70,053,261 $ 63,309,760 $ $ $ 553 12,298,687 16.3% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 55,630,738 55,630,738 $ $ 67,160,833 67,160,833 $ $ 73,544,837 73,544,837 $ $ 67,987,375 67,987,375 $ $ 59,072,559 59,072,559 $ $ $ SUBTOTAL $ 28,453 28,453 $ $ - $ $ - $ $ 2,276 2,276 $ $ - $ $ ALL REVENUES $ 55,659,191 $ 67,160,833 $ 73,544,837 $ 67,989,651 $ 59,072,559 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ - $ $ 55,659,191 FY 2010 ACTUAL $ 67,160,833 FY 2011 ADOPTED $ 73,544,837 FY 2011 REVISED $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE 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 $ - $ - $ 67,989,651 FY 2011 FORECAST $ 306,000 $ 306,000 $ 59,378,559 FY 2012 ADOPTED (14,472,278) (14,472,278) (14,472,278) 306,000 306,000 -19.7% -19.7% N/A N/A -19.7% N/A N/A $ (14,166,278) -19.3% REVISED VS ADOPTED VAR % 12,343,532 $ 18,919 23,187 4,625,824 133,613 (3,758,891) 3,771,266 17,157,450 $ 14,212,155 $ 5,653,307 156,037 (4,935,893) 4,944,560 20,030,166 $ 13,273,178 $ 5,255,187 138,636 (4,935,893) 4,930,492 18,661,600 $ 13,133,203 $ 35,087 5,247,886 209,014 (5,703,501) 5,870,127 18,791,816 $ 13,866,346 $ 5,962,638 91,956 (4,239,955) 4,348,529 20,029,514 $ (593,168) (707,451) 46,680 (695,938) 581,963 (1,367,914) -4.5% N/A N/A -13.5% 33.7% -14.1% 11.8% -7.3% SUBTOTAL $ 1,190,639 $ 15,889 16,917 403,550 (169,671) 169,702 1,627,026 $ 1,221,594 $ 22,699 47,500 (149,400) 149,400 1,291,793 $ 1,404,044 $ 22,699 158,183 (397,744) 397,244 1,584,426 $ 1,347,979 $ 29,436 19,010 84,292 (184,580) (36,850) 1,259,287 $ 909,175 $ 7,000 18,008 414,290 (241,520) 248,020 1,354,973 $ 494,869 (7,000) 4,691 (256,107) (156,224) 149,224 229,453 35.2% N/A 20.7% -161.9% -39.3% 37.6% 14.5% 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 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 13,390 $ 69,363 23,404,992 1,284,610 372,067 11,483,753 663,632 171,042 137,245 11,309 45,347 125,120 (454,574) 454,577 37,781,873 $ 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 $ 31,000 $ 55,489 31,705,813 1,805,923 130,777 18,412,010 690,844 276,519 135,266 17,547 100,000 159,000 (4,394,382) 4,391,134 53,516,940 $ 22,453 $ 52,656 30,830,320 1,289,368 140,886 14,583,636 849,977 260,631 92,978 20,273 41,294 164,336 (3,880,285) 3,757,563 48,226,086 $ 22,786 $ 35,000 23,757,186 1,543,130 152,864 13,852,582 1,625,139 132,870 185,093 19,356 54,000 139,964 (3,899,486) 3,875,927 41,496,411 $ 8,214 20,489 7,948,627 262,793 (22,087) 4,559,428 (934,295) 143,649 (49,827) (1,809) 46,000 19,036 (494,896) 515,207 12,020,529 26.5% 36.9% 25.1% 14.6% -16.9% 24.8% -135.2% 51.9% -36.8% -10.3% 46.0% 12.0% -11.3% 11.7% 22.5% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 154,357 267,576 421,933 $ 8,000 $ 544,860 (150,278) 150,278 552,860 $ 8,000 $ 514,985 (166,903) 150,278 506,360 $ - $ 43,854 50,000 337,628 (101,806) 107,275 436,951 $ 250,000 $ 120,000 58,862 (48,208) 48,208 428,862 $ ALL EXPENDITURES $ 56,988,282 $ 67,885,322 $ 74,269,326 $ 68,714,140 $ 63,309,760 $ 10,959,566 14.8% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,132,311 $ 1,132,311 $ 1,339,121 $ 1,339,121 $ 1,339,121 $ 1,339,121 $ 1,339,121 $ 1,339,121 $ - $ - $ 1,339,121 1,339,121 100.0% 100.0% TOTAL USES $ 58,120,593 $ 69,224,443 $ 75,608,447 $ 70,053,261 $ 63,309,760 $ 12,298,687 16.3% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 554 (242,000) -3025.0% (120,000) N/A N/A 456,123 88.6% (118,695) -71.1% 102,070 67.9% 77,498 15.3% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Human Services Sources and Uses by Fund by Function FUND / FUNCTION CLASS 217 CDBG HOUSING TRUST OPERATING NON-RECURRING FY 2010 ACTUAL FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL SOURCES $ 10,008,712 $ 10,008,712 $ 16,980,470 $ 16,980,470 $ 16,980,470 $ 16,980,470 $ 13,130,127 $ 13,130,127 $ 13,486,394 $ 306,000 13,792,394 $ (3,494,076) 306,000 (3,188,076) -20.6% N/A -18.8% $ FUND TOTAL SOURCES $ 45,650,479 $ 45,650,479 $ 50,180,363 $ 50,180,363 $ 56,564,367 $ 56,564,367 $ 54,859,524 $ 54,859,524 $ 45,586,165 $ 45,586,165 $ (10,978,202) (10,978,202) -19.4% -19.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 55,659,191 $ - $ 55,659,191 $ FY 2010 ACTUAL 67,160,833 $ - $ 67,160,833 $ FY 2011 ADOPTED 73,544,837 $ - $ 73,544,837 $ FY 2011 REVISED 67,989,651 $ - $ 67,989,651 $ FY 2011 FORECAST 59,072,559 $ 306,000 $ 59,378,559 $ FY 2012 ADOPTED 222 HUMAN SERVICES GRANTS OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FY 2011 ADOPTED (14,472,278) -19.7% 306,000 N/A (14,166,278) -19.3% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 2,049,089 $ 2,049,089 $ 2,063,610 $ 2,063,610 $ 2,063,610 $ 2,063,610 $ 2,063,610 $ 2,063,610 $ 2,260,912 $ 2,260,912 $ $ FUND TOTAL USES $ 11,272,259 $ 11,272,259 $ 16,980,470 $ 16,980,470 $ 16,980,470 $ 16,980,470 $ 13,130,127 $ 13,130,127 $ 13,486,394 $ 13,486,394 $ 3,494,076 3,494,076 20.6% 20.6% $ FUND TOTAL USES $ 44,799,245 $ 44,799,245 $ 50,180,363 $ 50,180,363 $ 56,564,367 $ 56,564,367 $ 54,859,524 $ 54,859,524 $ 45,586,165 $ 45,586,165 $ 10,978,202 10,978,202 19.4% 19.4% $ FUND TOTAL USES $ - $ - $ - $ - $ - $ - $ - $ - $ 1,976,289 $ 1,976,289 $ (1,976,289) (1,976,289) N/A N/A DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 58,120,593 $ - $ 58,120,593 $ 69,224,443 $ - $ 69,224,443 $ 75,608,447 $ - $ 75,608,447 $ 70,053,261 $ - $ 70,053,261 $ 61,333,471 $ 1,976,289 $ 63,309,760 $ 14,274,976 (1,976,289) 12,298,687 18.9% N/A 16.3% 217 CDBG HOUSING TRUST OPERATING 222 HUMAN SERVICES GRANTS OPERATING 255 DETENTION OPERATIONS NON-RECURRING 555 (197,302) (197,302) -9.6% -9.6% Maricopa County Annual Business Strategies FY 2012 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 PROGRAM TOTAL COMMUNITY DEV BLOCK GRANT CDBG ADMIN AND PROJECTS PROGRAM TOTAL COMMUNITY JUSTICE COORDINATION COMMUNITY JUSTICE SVC ADULT COMMUNITY JUSTICE SVC JUVENILE PROGRAM TOTAL COMMUNITY SERVICES COMMUNITY ACTION AGENCY WEATHERIZATION PROGRAM TOTAL HOME HOME ADMIN AND PROJECTS PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT PROGRAM TOTAL NEIGHBORHOOD STABILIZATION NEIGHBORHOOD STABILIZATION PROGRAM TOTAL SPECIAL TRANSPORTATION SERVICE EMPLOYMENT RELATED TRANSP PROGRAM TOTAL SR ADULT INDEPENDENT LIVING SR ADULT INDEPENDENT LIVING PROGRAM TOTAL WORKFORCE DEVELOPMENT JOB SEEKER SERVICES YOUTH SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 4.00 4.00 3.00 1.00 12.00 3.00 7.00 3.00 1.00 14.00 3.00 7.00 3.00 1.00 14.00 4.00 7.00 2.00 1.00 14.00 4.00 5.00 2.00 1.00 12.00 1.00 (2.00) (1.00) (2.00) 33.3% (28.6%) (33.3%) 0.0% (14.3%) 192.00 192.00 240.00 240.00 240.00 240.00 228.00 228.00 227.00 227.00 (13.00) (13.00) (5.4%) (5.4%) 7.00 7.00 7.00 7.00 7.00 7.00 7.00 7.00 2.83 2.83 (4.17) (4.17) (59.6%) (59.6%) - - .00 .00 - - 3.50 3.50 7.00 3.50 3.50 7.00 N/A N/A N/A 9.00 9.00 9.00 7.00 16.00 9.00 7.00 16.00 9.00 7.00 16.00 9.00 7.00 16.00 - 0.0% 0.0% 0.0% - - .00 - - 2.83 2.83 2.83 2.83 N/A N/A 1.18 1.38 4.44 7.00 .85 1.05 4.10 6.00 .85 1.05 4.10 6.00 1.18 1.38 4.44 7.00 1.18 1.38 4.44 7.00 .33 .33 .34 1.00 38.8% 31.4% 8.3% 16.7% - - .00 - 1.00 1.00 2.34 2.34 2.34 2.34 N/A N/A 1.00 1.00 - .00 - - - - N/A N/A 36.00 36.00 34.00 34.00 34.00 34.00 31.00 31.00 31.00 31.00 (3.00) (3.00) (8.8%) (8.8%) 72.50 5.50 78.00 342.00 73.15 6.85 80.00 397.00 73.15 6.85 80.00 397.00 73.60 3.40 77.00 381.00 73.70 3.30 77.00 385.00 .55 (3.55) (3.00) (12.00) 0.8% (51.8%) (3.8%) (3.0%) 556 Maricopa County Annual Business Strategies FY 2012 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 Staff Supv Administrative Supervisor Administrator Communicatn Ofcr/Govt Liaison Community Devlpmnt Coordinator Community Devlpmnt Supervisor Deputy Director Dietitian/Nutritionist Director - Community Dev Director - Human Services 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 Specialist Human Resources Supervisor Human Services Program Administrator IT Operations Manager IT Services Supv Management Analyst Nurse - Public Health Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Program Coordinator Project Manager Social Worker Social Worker Supervisor Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Trainer Workforce Development Spec Department Total FY 2010 FY 2011 ADOPTED ADOPTED 6.00 7.00 3.00 4.00 13.00 13.00 3.00 4.00 2.00 2.00 17.00 20.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 42.00 48.00 27.00 44.00 29.00 37.00 32.00 35.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 7.00 7.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 19.00 19.00 27.00 37.00 1.00 1.00 5.00 7.00 3.00 3.00 13.00 15.00 4.00 4.00 32.00 30.00 3.00 3.00 1.00 1.00 1.00 1.00 5.00 5.00 23.00 27.00 342.00 397.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 7.00 9.00 8.00 1.00 14.3% 4.00 4.00 3.00 (1.00) (25.0%) 13.00 13.00 13.00 0.0% 4.00 3.00 3.00 (1.00) (25.0%) 2.00 2.00 2.00 0.0% 20.00 19.00 19.00 (1.00) (5.0%) 3.00 1.00 1.00 (2.00) (66.7%) 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 N/A 1.00 1.00 1.00 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% 48.00 41.00 42.00 (6.00) (12.5%) 44.00 39.00 39.00 (5.00) (11.4%) 37.00 39.00 38.00 1.00 2.7% 35.00 36.00 36.00 1.00 2.9% 2.00 2.00 2.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 1.00 2.00 2.00 1.00 100.0% 7.00 8.00 8.00 1.00 14.3% 2.00 2.00 2.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 N/A N/A 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 N/A 19.00 16.00 17.00 (2.00) (10.5%) 37.00 37.00 37.00 0.0% 1.00 1.00 2.00 1.00 100.0% 7.00 7.00 7.00 0.0% 3.00 3.00 3.00 0.0% 15.00 14.00 14.00 (1.00) (6.7%) 4.00 (4.00) (100.0%) 30.00 29.00 33.00 3.00 10.0% 3.00 1.00 1.00 (2.00) (66.7%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 5.00 5.00 5.00 0.0% 27.00 24.00 24.00 (3.00) (11.1%) 397.00 381.00 385.00 (12.00) (3.0% ) FY 2010 FY 2011 ADOPTED ADOPTED 7.00 7.00 335.00 390.00 342.00 397.00 FY 2011 FY 2011 REVISED FORECAST 7.00 8.00 390.00 373.00 397.00 381.00 Staffing by Fund DEPARTMENT/FUND 217 CDBG HOUSING TRUST 222 HUMAN SERVICES GRANTS 255 DETENTION OPERATIONS Department Total FY 2012 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 8.00 1.00 14.3% 370.00 (20.00) (5.1%) 7.00 7.00 N/A 385.00 (12.00) (3.0% ) Significant Variance Analysis Staffing is slightly reduced as a result of available grant funds. required based on actual grant awards received in FY 2012. 557 Further staffing changes may be Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Human Services General Adjustments: Base Adjustments: General Fund (100) • Increase Other Services by $197,302 for additional funding for homeless shelter services. CDBG Housing Trust Fund (217) • Increase Regular Benefits by $6,816 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $4,230 for retirement contribution rate increase. • Reduce revenues by $3,494,076 and expenditures by $3,505,122 to reflect expected grant awards for FY 2012. CDBG Housing Trust Fund (217) Non Recurring/Non Project (0001) • Non recurring fund Transfer In of $306,000 from the General Fund for the purchase of the East Valley Food Bank building. Human Services Grant Fund (222) • Increase Regular Benefits by $315,240 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $128,529 for retirement contribution rate increase. • Reduce revenues by $10,978,202 and expenditures by $11,421,971 to reflect expected grant awards for FY 2012. Detention Fund (255) Non Recurring/Non Project (0001) • New appropriation of $1,976,289 to establish the one year Community Justice Coordination Program pilot project. Strategic Business Plan Update The Human Services Department participated in a facilitated strategic business plan review and partial update, the results of which are included in the FY 2012 budget. Child Health Services Activity and Family and Community Partnerships Activity were consolidated into an existing Activity, Child Development and Education, which new measures were added. Measures were enhanced for several activities in the Department. 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. 558 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percent of eligible CDBG-funded projects completed Percentage of low-moderate income residents benefitting from completed projects FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A FY 2012 ADOPTED 75.0% N/A REV VS ADOPTED VAR % N/A N/A 5.6% N/A N/A Activities that comprise this program include: • Community Development Block Grant 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 provide community improvements and affordable housing opportunities to Urban County low and moderate income residents to develop viable communities, preserve and expand suitable housing, and stabilize neighborhoods. Mandates: This is a non-mandated Activity. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of eligible CDBG-funded projects completed Percentage of low-moderate income residents benefitting from completed projects Number of eligible projects completed with CDBG funds Number of eligible projects funded with CDBG funds Cost per project completed with CDBG funds FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A 24 12 N/A 2,233,729 N/A FY 2012 ADOPTED 75.0% 5.6% REV VS ADOPTED VAR % N/A N/A N/A N/A 8 N/A N/A 26 2 8.3% N/A $ 327,666.38 N/A N/A 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 1,939,946 $ 1,939,946 $ 4,566,575 $ 4,566,575 $ 3,191,880 $ 3,191,880 $ 2,621,331 $ 2,621,331 $ (1,945,244) $ (1,945,244) -42.6% -42.6% 217 - CDBG HOUSING TRUST TOTAL USES $ 2,271,443 $ 2,271,443 $ 4,566,575 $ 4,566,575 $ 3,191,880 $ 3,191,880 $ 2,621,331 $ 2,621,331 $ 1,945,244 $ 1,945,244 42.6% 42.6% Expenditure Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. Grant funding will be decreasing as the carry forward amount from prior year funding are spent down. Additionally, the availability of federal funding for this program may be further reduced in FY 2012. 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. 559 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percent of eligible HOME-funded projects completed Percent of low-moderate income residents benefitting from completed projects FY 2010 ACTUAL 94.2% FY 2011 FY 2011 REVISED FORECAST 96.1% 96.1% N/A N/A FY 2012 ADOPTED 100.0% N/A REV VS ADOPTED VAR % 3.9% 4.1% 50.0% 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, Urban County communities and Community Housing Development Organizations (CHDOs) so they can provide safe, decent, sanitary and affordable houses for low and moderate income residents. Mandates: This is a non-mandated Activity. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of eligible HOME-funded projects completed Percent of low-moderate income residents benefitting from completed projects Number of eligible projects completed with HOME funds Number of eligible projects funded with HOME funds Cost per project completed with HOME funds FY 2010 ACTUAL 94.2% FY 2011 FY 2011 REVISED FORECAST 96.1% 96.1% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 3.9% 4.1% 50.0% N/A N/A 12 N/A N/A 12 N/A N/A N/A $ 502,863.42 N/A N/A 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 3,265,606 $ 3,265,606 $ 6,555,453 $ 6,555,453 $ 4,580,524 $ 4,580,524 $ 6,034,361 $ 6,034,361 $ $ (521,092) (521,092) -7.9% -7.9% 217 - CDBG HOUSING TRUST TOTAL USES $ 3,696,092 $ 3,696,092 $ 6,555,453 $ 6,555,453 $ 4,580,524 $ 4,580,524 $ 6,034,361 $ 6,034,361 $ $ 521,092 521,092 7.9% 7.9% Expenditure Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. Grant funding will be decreasing as the carry forward amount from prior year funding are spent down. Community Justice Coordination Program The purpose of Community Justice Coordination Program is to provide reintegration support to adult and juvenile offenders who are being released from the Maricopa County Jail system, Maricopa County Adult Probation, or from the Maricopa County Juvenile Probation so they can improve their chances for successful reintegration into the community. Activities that comprise this program include: • Community Justice Service - Adult • Community Justice Service – Juvenile 560 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Community Justice Service Adult Activity The purpose of the Community Justice Service Adult Activity is to provide coordinated reintegration support that complements existing criminal justice efforts to adult offenders, who are being released from the Maricopa County Jail system or from Maricopa County Adult Probation, and their families so they can improve their chances for successful reintegration into the community. Mandates: This is a non-mandated Activity. Measure Type Expenditure Measure Description 255 - DETENTION TOTAL USES FY 2010 ACTUAL $ $ FY 2011 REVISED - $ $ FY 2011 FORECAST - $ $ - REV VS ADOPTED VAR % FY 2012 ADOPTED $ $ 988,145 988,145 $ $ (988,145) (988,145) N/A N/A Base Adjustment: Detention Fund (255) Non Recurring Non Project • Increase expenditures by $988,145 in order to fund a one year pilot project in FY 2012. Activity Narrative: This is a new Activity created in FY 2012. The measures have not yet been approved by the Managing For Results team, and therefore are subject to change. The number of eligible adults and the number of those eligible adults enrolled will not be known until the new staff is hired and begins work on this Activity. This Activity is funded with one-time, non-operating Detention funds for a one year pilot project. Community Justice Service Juvenile Activity The purpose of the Community Justice Service Juvenile Activity is to provide coordinated reintegration support that complements existing criminal justice efforts to juvenile offenders, who are being released from Maricopa County Detention or Maricopa County Juvenile Probation, and their families so they can improve their chances for successful reintegration into the community. Mandates: This is a non-mandated Activity. Measure Type Expenditure Measure Description 255 - DETENTION TOTAL USES FY 2010 ACTUAL $ $ FY 2011 REVISED - $ $ FY 2011 FORECAST - $ $ - FY 2012 ADOPTED $ $ 988,144 988,144 REV VS ADOPTED VAR % $ $ (988,144) (988,144) N/A N/A Base Adjustment: Detention Fund (255) Non Recurring Non Project • Increase expenditures by $988,144 in order to fund a one year pilot project in FY 2012. Activity Narrative: This is a new Activity created in FY 2012. The measures have not yet been approved by the Managing For Results team, and therefore are subject to change. The number of eligible youth and the number of those eligible youth enrolled will not be known until the new staff is hired and begins work on this Activity. This Activity is funded with one-time, non-operating Detention funds for a one year pilot project. 561 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% N/A N/A 92.0% 100.0% FY 2012 ADOPTED 100.0% 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 8.0% 0.0% 8.7% 0.0% Activities that comprise this program include: • Community Action Agency • Financial Assistance • Weatherizatio 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. Measure Type Result Output Demand Efficiency Revenue 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% N/A 30 30 30 $ 85,048.43 $ 66,399.63 29 29 $ 71,394.24 24 24 $ 69,007.13 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 2,002,791 $ 2,002,791 $ 1,680,906 $ 1,680,906 $ 1,759,350 $ 1,759,350 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ (6) (6) (2,607.49) -20.0% -20.0% -3.9% $ 1,344,003 $ 1,344,003 $ $ (336,903) (336,903) -20.0% -20.0% $ $ (1,085) 336,903 335,818 -0.3% 20.0% 16.9% Expenditure 312,053 2,239,400 $ 2,551,453 311,083 1,680,906 $ 1,991,989 311,083 1,759,350 $ 2,070,433 312,168 1,344,003 $ 1,656,171 $ Activity Narrative: The decrease in funding in FY 2012 is due to the ending of the one-time funding from the American Recovery and Reinvestment Act (ARRA) grants received in FY 2010 and the carry forward amount in FY 2011. The number of all contracts managed and required will decrease in FY 2012 proportionate to the decrease in ARRA funding. Financial Assistance Activity The purpose of the Financial Assistance Activity is to provide economic assistance to low income individuals and families so they can meet their basic needs. Mandates: This is a non-mandated Activity. 562 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Revenue 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 FY 2010 ACTUAL N/A 15,481 N/A $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 6,554,399 $ 6,554,399 $ 4,004,461 $ 4,004,461 222 - HUMAN SERVICES GRANTS TOTAL USES $ 6,754,157 $ 6,754,157 $ 4,004,461 $ 4,004,461 436.29 FY 2011 FY 2011 REVISED FORECAST 92.0% 100.0% 15,000 9,879 287,220 287,220 $ 266.96 $ 434.58 FY 2012 ADOPTED 100.0% 7,300 287,220 $ REV VS ADOPTED VAR % 8.0% 8.7% (7,700) -51.3% 0.0% 548.56 $ (281.59) -105.5% $ 4,293,205 $ 4,293,205 $ 4,004,461 $ 4,004,461 $ $ - 0.0% 0.0% $ 4,293,205 $ 4,293,205 $ 4,004,461 $ 4,004,461 $ $ - 0.0% 0.0% Expenditure Activity Narrative: Based on the FY 2011 Actual, it is expected that the number of households that receive services will decrease in FY 2012. This decrease in the output will result in a decrease in efficiency in FY 2012. Weatherization Activity The purpose of the Weatherization Activity is to provide weatherization services to low income residents so they can have homes that will be more energy efficient. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue 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 via application Expenditure per home weatherized FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 950 906 540 (410) -43.2% N/A 950 906 600 (350) -36.8% N/A $ 9,411.58 $ 9,142.14 $ 9,238.90 $ 172.68 1.8% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ - $ 8,941,000 $ 8,941,000 $ 8,282,779 $ 8,282,779 $ 4,989,004 $ 4,989,004 $ (3,951,996) $ (3,951,996) -44.2% -44.2% 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ - $ 8,941,001 $ 8,941,001 $ 8,282,779 $ 8,282,779 $ 4,989,004 $ 4,989,004 $ 3,951,997 $ 3,951,997 44.2% 44.2% Expenditure Activity Narrative: The decrease in funding in FY 2012 is due to the ending of the one-time American Recovery and Reinvestment Act (ARRA) grants received in FY 2010 and the carry forward amount in FY 2011. Based on the FY 2011 Actual, the number of homes referred for weatherization services via application are expected to decrease in FY 2012. Due to the decline in funding in FY 2012, it is expected that the number of homes that receive weatherization services will decrease proportionately. 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. 563 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percent of 4-5 year old children who are considered school ready according to the FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 60.0% 60.0% FY 2012 ADOPTED 85.7% REV VS ADOPTED VAR % 25.7% 42.9% Activities that comprise this program include: • Child Development and Education 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. Measure Type Result Output Output Demand Efficiency Efficiency Revenue Measure Description Percent of 4-5 year old children who are considered school ready according to the program's assessment system at the end of the school year Number of 4-5 year old children enrolled in the program completing the assessment Total number of children enrolled in the program Number of children who have applied for the program Expenditure per child enrolled in the program completing the assessment Expenditure per child enrolled in the program FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 60.0% 60.0% 11,499 N/A 28,722 $ 1,625.22 N/A REV VS ADOPTED VAR % 25.7% 42.9% 3,030 3,132 1,680 (1,350) -44.6% N/A N/A 3,095 N/A N/A 28,722 5,036 (23,686) -82.5% 6,514.81 $ 11,161.20 (4,520.86) -68.1% 6,058.42 N/A N/A 28,722 $ FY 2012 ADOPTED 85.7% 6,640.34 N/A $ N/A $ $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 19,181,850 $ 19,181,850 $ 21,618,779 $ 21,618,779 $ 21,695,184 $ 21,695,184 $ 18,750,816 $ 18,750,816 $ (2,867,963) $ (2,867,963) -13.3% -13.3% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 20,459,725 $ 20,459,725 $ 21,618,780 $ 21,618,780 $ 21,695,184 $ 21,695,184 $ 18,750,816 $ 18,750,816 $ 2,867,964 $ 2,867,964 13.3% 13.3% Expenditure Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. The decrease in funding in FY 2012 is due to the ending of the one-time American Recovery and Reinvestment Act (ARRA) grants received in FY 2010 and the carry forward amount in FY 2011. 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. 564 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percent of eligible NSP-funded projects completed Percentage of households living in NSPassisted owner occupied housing after three years Percentage of low-moderate-middle income residents benefitting from completed projects FY 2010 ACTUAL 97.2% FY 2011 FY 2011 REVISED FORECAST 94.7% 94.7% REV VS ADOPTED VAR % (61.4%) -64.8% FY 2012 ADOPTED 33.3% N/A N/A N/A N/A N/A N/A N/A N/A N/A 50.0% 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 directly and through non-profits so they can stabilize communities that have suffered from foreclosures and property abandonment and to provide safe, decent, sanitary and affordable housing to low, moderate and middle income households. . Mandates: This is a non-mandated Activity. Measure Type Result Result Result Output Output Demand Demand Efficiency Revenue Measure Description Percent of eligible NSP-funded projects completed Percentage of households living in NSPassisted owner occupied housing after three years Percentage of low-moderate-middle income residents benefitting from completed projects Number of eligible projects completed with NSP funds Number of NSP assisted households in owner occupied housing after three years Number of eligible projects funded with NSP funds. Number of NSP assisted households in owner occupied housing Cost per project completed with NSP FY 2010 ACTUAL 97.2% FY 2011 FY 2011 REVISED FORECAST 94.7% 94.7% FY 2012 ADOPTED 33.3% REV VS ADOPTED VAR % (61.4%) -64.8% N/A N/A N/A N/A N/A N/A N/A N/A N/A 50.0% N/A N/A N/A N/A N/A 3 N/A N/A N/A N/A N/A - N/A N/A N/A N/A N/A 3 N/A N/A N/A N/A N/A - N/A N/A N/A N/A N/A $ 1,599,416.00 N/A N/A 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 4,803,160 $ 4,803,160 $ 5,802,566 $ 5,802,566 $ 5,303,974 $ 5,303,974 $ $ 4,798,248 4,798,248 $ (1,004,318) $ (1,004,318) -17.3% -17.3% 217 - CDBG HOUSING TRUST TOTAL USES $ 5,242,387 $ 5,242,387 $ 5,802,566 $ 5,802,566 $ 5,303,974 $ 5,303,974 $ $ 4,798,248 4,798,248 $ 1,004,318 $ 1,004,318 17.3% 17.3% Expenditure Activity Narrative: The Activity measures are new in FY 2012 and therefore, no historical comparison is possible. 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 amount from prior year funding are 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. 565 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percent of on time arrivals for completed trips FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 14.1% 29.4% FY 2012 ADOPTED 95.0% REV VS ADOPTED VAR % 80.8% 572.3% 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 to eligible individuals who live in County islands so they can improve mobility and quality of life. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of on time arrivals for completed trips Number of trips completed Number of trips requested Cost per trip provided FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 14.1% 29.4% 95.0% 80.8% 572.3% 3,929 22,942 13,577 14,028 (8,914) -38.9% 4,232 14,747 9,928 9,277 (5,470) -37.1% $ 50.56 $ 26.55 $ 6.88 $ 37.16 $ (10.60) -39.9% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 555,013 555,013 $ $ 609,179 609,179 $ $ 93,440 93,440 $ $ 521,239 521,239 $ $ (87,940) (87,940) -14.4% -14.4% 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 198,635 198,635 $ $ 609,179 609,179 $ $ 93,440 93,440 $ $ 521,239 521,239 $ $ 87,940 87,940 14.4% 14.4% Expenditure Activity Narrative: Based on the FY 2011 Actual, the percent of on time arrivals for completed trips is expected to significantly increase in FY 2012. Based on the FY 2011 Forecast, the numbers of trips requested and completed are expected to decrease in FY 2012 due to a decline in customer demand and a decrease in available funding. 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 2010 ACTUAL N/A N/A FY 2011 FY 2011 REVISED FORECAST 62.3% 56.8% 100.4% 566 42.8% FY 2012 ADOPTED 53.6% 40.0% REV VS ADOPTED VAR % (8.7%) -14.0% (60.4%) -60.2% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Output Demand Efficiency Revenue 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 62.3% 56.8% $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 9,288,231 $ 9,288,231 $ 10,809,107 $ 10,809,107 $ 10,440,495 $ 10,440,495 $ 9,449,997 $ 9,449,997 $ (1,359,110) $ (1,359,110) -12.6% -12.6% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 6,975,917 $ 6,975,917 $ 10,809,105 $ 10,809,105 $ 10,440,495 $ 10,440,495 $ 9,449,997 $ 9,449,997 $ 1,359,108 $ 1,359,108 12.6% 12.6% N/A 2,060,155 2,719.66 3,500 150,000 $ 4,958.31 FY 2012 ADOPTED 53.6% 6,638 153,244 $ 1,572.84 REV VS ADOPTED VAR % (8.7%) -14.0% 5,600 120,000 $ 3,150.00 2,100 (30,000) $ 1,808.31 60.0% -20.0% 36.5% Expenditure Activity Narrative: The decrease in funding in FY 2012 is due to the ending of the one-time American Recovery and Reinvestment Act (ARRA) grants received in FY 2010 and the carry forward amount in FY 2011. Based on the FY 2011 Actual, it is expect that the percent of customers who entered employment will decrease in FY 2012. Although the numbers of customers receiving services are expected to increase in FY 2012, the numbers of customers who visit the One Stop Centers are expected to decrease as the economy improves and there is a decline in the unemployment rate. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 42.8% N/A N/A $ 20,503.03 $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 3,560,877 $ 3,560,877 $ 3,296,955 $ 3,296,955 $ 3,381,214 $ 3,381,214 $ 2,190,062 $ 2,190,062 $ (1,106,893) $ (1,106,893) -33.6% -33.6% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 4,141,612 $ 4,141,612 $ 3,296,953 $ 3,296,953 $ 3,381,214 $ 3,381,214 $ 2,190,062 $ 2,190,062 $ 1,106,891 $ 1,106,891 33.6% 33.6% 448 3,500 7,359.27 $ 1,565 5,924 2,160.52 FY 2012 ADOPTED 40.0% $ 2,000 4,800 1,095.03 REV VS ADOPTED VAR % (60.0%) -60.0% $ 1,552 1,300 6,264.24 346.4% 37.1% 85.1% Expenditure Activity Narrative: The decrease in funding in FY 2012 is due to the ending of the one-time American Recovery and Reinvestment Act (ARRA) grants received in FY 2010 and the carry forward amount in 567 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget FY 2011. Despite the decline in funding, the number of youth cases managed is expected to increase based the FY 2011 Forecast. Since the number of youth case managed is increasing in FY 2012, this will result in an increase in Activity efficiency. 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. Program Results Measure Description Percent of eligible persons provided case management services FY 2010 ACTUAL 13.6% FY 2011 FY 2011 REVISED FORECAST 5.8% 4.5% FY 2012 ADOPTED 3.1% REV VS ADOPTED VAR % (2.7%) -46.0% 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.) is to provide case management services to elderly and disabled individuals so they can live self0sufficiently 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 2010 ACTUAL 13.6% FY 2011 FY 2011 REVISED FORECAST 5.8% 4.5% $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,504,039 $ 1,504,039 $ 1,104,459 $ 1,104,459 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ 1,198,744 1,104,459 $ 2,303,203 11,668 85,865 179.05 5,000 85,865 $ 115.16 FY 2012 ADOPTED 3.1% 3,850 85,865 $ 598.23 REV VS ADOPTED VAR % (2.7%) -46.0% 2,700 85,865 $ (2,300) - -46.0% 0.0% 213.09 $ (97.93) -85.0% $ 1,104,459 $ 1,104,459 $ 1,102,647 $ 1,102,647 $ $ (1,812) (1,812) -0.2% -0.2% $ 1,198,744 1,104,459 $ 2,303,203 $ 1,198,744 1,102,647 $ 2,301,391 $ 1,812 1,812 0.0% 0.2% 0.1% Expenditure 934,338 1,154,779 $ 2,089,117 $ Activity Narrative: Based on the FY 2011 Forecast, it is expected that the number of people who receive services will continue to decrease in FY 2012. Additionally the percent of eligible persons provided case management services are expected to decrease in FY 2012. As a result of the decline in output, the Activity’s efficiency will decrease in FY 2012 in comparison to FY 2011 Revised. 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 2010 ACTUAL 100.0% N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% 568 FY 2012 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activities that comprise this program include: • Homeless Low Demand Shelter • Emergency Shelter Nights 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 2010 FY 2011 FY 2011 FY 2012 ACTUAL REVISED FORECAST ADOPTED N/A 100.0% 100.0% 100.0% 111,573 104,000 52,000 104,000 28,694 65,000 32,500 104,000 $ 3.76 $ 3.49 $ 6.99 $ 3.49 100 - GENERAL TOTAL USES $ $ 419,698 419,698 $ $ 363,237 363,237 $ $ 363,237 363,237 $ $ 363,237 363,237 REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 39,000 60.0% 0.0% $ $ - 0.0% 0.0% Activity Narrative: The number of shelter nights requested cannot be compared to previous years as the Department was not receiving accurate information from their contract partner on this measure. 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 281,190 208,000 137,981 67,960 (140,040) -67.3% 68,743 208,000 137,981 67,960 (140,040) -67.3% $ 2.05 $ 4.34 $ 5.29 $ 6.26 $ (1.92) -44.3% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 157,642 157,642 $ $ 712,941 712,941 $ $ 540,529 540,529 $ $ 236,062 236,062 $ $ (476,879) (476,879) -66.9% -66.9% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 383,000 194,297 577,297 $ 189,461 712,941 902,402 $ 189,461 540,529 729,990 $ 189,461 236,062 425,523 $ 476,879 476,879 0.0% 66.9% 52.8% Expenditure $ $ $ $ $ Activity Narrative: The decrease in funding in FY 2012 is due to the ending of the one-time American Recovery and Reinvestment Act (ARRA) grants received in FY 2010 and the carry forward amount in FY 2011. It is expected that the number of shelter nights provided will significantly decline in FY 2012 in proportion to the decrease in available funding. 569 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,063,610 $ - FY 2011 Revised Budget $ 2,063,610 $ - FY 2012 Budget Target $ 2,063,610 $ - FY 2012 Recommended Budget Percent Change from Target Amount $ 2,063,610 $ 0.0% - FY 2012 Tentative Budget $ 2,063,610 $ 0.0% - $ 197,302 $ 197,302 - $ 2,260,912 $ 9.6% - FY 2011 Adopted Budget $ 16,980,470 $ 16,980,470 FY 2011 Revised Budget $ 16,980,470 $ 16,980,470 FY 2012 Budget Target $ 16,980,470 $ 16,980,470 $ 11,046 $ 6,816 4,230 - $ (3,505,122) $ (3,505,122) (3,494,076) (3,494,076) $ 13,486,394 $ -20.6% 13,486,394 -20.6% Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Increase Other Services for Homeless Shelter Services Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 197,302 CDBG Housing Trust Fund (217) OPERATING Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ - $ - 306,000 306,000 $ - $ 306,000 Adjustments: Non Recurring Non Recurring Fund Transfer Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 570 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Human Services CDBG Housing Trust Fund (217) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST $ - $ - $ - $ $ $ $ 16,980,470 16,980,470 $ $ 16,980,470 16,980,470 $ $ 10,008,712 10,008,712 Uses: Operating Total Uses: $ $ 11,272,259 11,272,259 $ $ 16,980,470 16,980,470 $ $ Structural Balance $ (1,263,547) $ - Accounting Adjustments $ 982,592 $ - $ (280,955) (280,955) $ Sources: Operating Non-Recurring Total Sources: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ FY 2012 ADOPTED (280,955) $ (280,955) $ $ 13,130,127 13,130,127 $ 13,486,394 306,000 13,792,394 16,980,470 16,980,470 $ $ 13,130,127 13,130,127 $ $ 13,486,394 13,486,394 $ - $ - $ - - $ - $ - $ - - $ - $ $ $ 25,045 25,045 Expenditures Revenue $ $ (280,955) (280,955) Human Services Grant Fund (222) OPERATING FY 2011 Adopted Budget $ 50,180,363 $ 50,180,363 $ 6,384,004 $ 6,384,004 6,384,004 6,384,004 FY 2011 Revised Budget $ 56,564,367 $ 56,564,367 FY 2012 Budget Target $ 56,564,367 $ 56,564,367 $ 443,769 $ 315,240 128,529 - $ (11,421,971) $ (11,421,971) (10,978,202) (10,978,202) $ 45,586,165 $ -19.4% 45,586,165 -19.4% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Human Svcs Grant Recon Dec 10 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: C-22-11-042-2-00 Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 571 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Grant Fund (222) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST $ (1,524,217) $ (1,524,217) $ (1,524,217) $ $ 45,650,479 45,650,479 50,180,363 50,180,363 56,564,367 56,564,367 $ $ $ 44,799,245 44,799,245 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ $ 50,180,363 50,180,363 851,234 $ 378,321 $ - $ (294,662) $ $ $ $ $ 56,564,367 56,564,367 - $ - $ - $ (1,524,217) $ $ $ $ FY 2012 ADOPTED (294,662) 54,859,524 54,859,524 $ (294,662) $ 45,586,165 45,586,165 $ $ 54,859,524 54,859,524 $ 45,586,165 45,586,165 - $ - $ - - $ - $ - - $ (1,524,217) $ (294,662) $ $ $ (294,662) Detention Fund (255) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 1,976,289 $ 1,976,289 - $ 1,976,289 $ - Adjustments: Agenda Item: Non Recurring Other Non-Recurring Community Justice Coordination Program One Year Pilot Project FY 2012 Adopted Budget Percent Change from Target Amount 572 $ 1,976,289 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Internal Audit Internal Audit Analysis by Mary Driessen, Senior Management and Budget Analyst 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 Fiscal Strength 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: It is anticipated Internal Audit will achieve a 100% rating in FY 2012. Fiscal Strength 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: It is anticipated Internal Audit will achieve a 100% rating in FY 2012. Fiscal Strength 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 2012. The availability of resources in County Departments may affect timeliness in implementation. 573 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY USES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % AUDT - AUDIT SERVICES 23AS - INTERNAL AUDIT SERVICES $ $ 1,313,868 $ 1,313,868 $ 1,335,276 $ 1,335,276 $ 1,335,276 $ 1,335,276 $ 1,304,863 $ 1,304,863 $ 1,337,462 $ 1,337,462 $ (2,186) (2,186) -0.2% -0.2% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 11,193 $ 2,185 7,437 208,459 2,299 231,573 $ 12,256 $ 2,781 5,559 213,222 2,781 236,599 $ 12,257 $ 2,781 5,560 213,220 2,781 236,599 $ 10,099 $ 1,259 13,312 217,755 1,916 244,341 $ 12,251 $ 2,769 5,531 225,793 2,769 249,113 $ 6 12 29 (12,573) 12 (12,514) 0.0% 0.4% 0.5% -5.9% 0.4% -5.3% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 420 $ 420 $ 479 $ 479 $ 479 $ 479 $ 479 $ 479 $ 3,715 $ 3,715 $ (3,236) (3,236) -675.6% -675.6% TOTAL PROGRAMS $ 1,545,861 $ 1,572,354 $ 1,572,354 $ 1,549,683 $ 1,590,290 $ (17,936) -1.1% 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 SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED 1,169,092 $ 337,857 (16,710) 1,490,239 $ 1,104,302 $ 59,272 364,101 (16,500) 1,511,175 $ 1,104,302 $ 59,272 364,101 (16,500) 1,511,175 $ 1,142,332 $ 12,510 141 359,009 36 (16,500) 1,497,528 $ 1,108,896 $ 54,592 370,601 (17,000) 1,517,089 $ (4,594) 4,680 (6,500) 500 (5,914) -0.4% 7.9% N/A -1.8% N/A 3.0% -0.4% 4,558 $ 3,861 8,419 $ 5,500 $ 5,500 $ 5,500 $ 5,500 $ 4,919 $ 4,919 $ 4,500 $ 3,990 8,490 $ 1,000 (3,990) (2,990) 18.2% N/A -54.4% $ 15,824 $ 1,080 55 1,894 7,405 17,452 83 43,793 $ 22,739 $ 2,000 200 2,700 9,400 14,550 100 51,689 $ 22,739 $ 2,000 200 2,700 9,400 14,550 100 51,689 $ 21,695 $ 1,351 1,840 6,810 15,487 53 47,236 $ 22,739 $ 1,600 200 16,122 9,400 14,550 100 64,711 $ $ $ 3,410 $ 3,410 $ 3,990 $ 3,990 $ 3,990 $ 3,990 $ - $ - $ - $ - $ ALL EXPENDITURES $ 1,545,861 $ 1,572,354 $ 1,572,354 $ 1,549,683 $ 1,590,290 $ (17,936) -1.1% TOTAL USES $ 1,545,861 $ 1,572,354 $ 1,572,354 $ 1,549,683 $ 1,590,290 $ (17,936) -1.1% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 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 $ 0.0% 400 20.0% 0.0% (13,422) -497.1% 0.0% 0.0% 0.0% (13,022) -25.2% 3,990 3,990 100.0% 100.0% Sources and Uses by Fund by Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,545,861 $ 1,545,861 $ 1,572,354 $ 1,572,354 $ 1,572,354 $ 1,572,354 $ 1,549,683 $ 1,549,683 $ 1,590,290 $ 1,590,290 $ (17,936) (17,936) -1.1% -1.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,545,861 $ 1,545,861 $ 1,572,354 $ 1,572,354 $ 1,572,354 $ 1,572,354 $ 1,549,683 $ 1,549,683 $ 1,590,290 $ 1,590,290 $ (17,936) (17,936) -1.1% -1.1% 574 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Internal Audit Staffing by Program and Activity PROGRAM/ACTIVITY FY 2010 ADOPTED 230 INTERNAL AUDIT ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INTERNAL AUDIT SERVICES AUDIT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .30 1.30 .20 .25 .20 2.25 .15 1.80 .05 .10 .05 2.15 .15 1.80 .05 .10 .05 2.15 .15 1.80 .05 .10 .05 2.15 .15 1.80 .05 .10 .05 2.15 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 14.75 14.75 17.00 14.85 14.85 17.00 14.85 14.85 17.00 14.85 14.85 17.00 14.85 14.85 17.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE INTERNAL AUDIT Admin/Operations Specialist Director - Internal Audit Internal Audit Manager Internal Audit Supervisor Internal Auditor Department Total FY 2010 ADOPTED 1.00 1.00 2.00 4.00 9.00 17.00 FY 2011 ADOPTED 1.00 1.00 2.00 4.00 9.00 17.00 FY 2011 REVISED 1.00 1.00 2.00 4.00 9.00 17.00 FY 2011 FY 2012 FORECAST ADOPTED 1.00 1.00 2.00 4.00 9.00 17.00 1.00 1.00 2.00 4.00 9.00 17.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Fund DEPARTMENT/FUND 230 INTERNAL AUDIT 100 GENERAL Department Total FY 2010 ADOPTED 17.00 17.00 FY 2011 ADOPTED 17.00 17.00 FY 2011 REVISED 17.00 17.00 FY 2011 FY 2012 FORECAST ADOPTED 17.00 17.00 17.00 17.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% General Adjustments Base Adjustments: General Fund (100)  Decrease Regular Benefits by $5,592 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate.  Increase Regular Benefits by $10,472 for retirement contribution rate increase. Target Adjustments: General Fund (100)  Increase budget by $2,413 for restatement of risk management charges from Non Departmental.  Increase budget by $10,643 for restatement of baseline telecommunications. 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. 575 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 90.0% 90.0% 90.0% 0.0% 0.0% 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 90.0% 90.0% 90.0% 0.0% 0.0% N/A N/A 20 50 20 35 25 50 5 - 25.0% 0.0% N/A 200 200 200 - 0.0% N/A 20 20 25 5 25.0% N/A $ 66,763.80 $ 65,795.60 $ 53,498.48 $ 13,265.32 19.9% $ 1,304,863 $ 1,304,863 $ 1,337,462 $ 1,337,462 $ $ -0.2% -0.2% $ 1,313,868 $ 1,313,868 $ 1,335,276 $ 1,335,276 (2,186) (2,186) Activity Narrative: Demand is driven by requests from the Board of Supervisors and the department anticipates meeting the demand for services within their FY 2012 budget. 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 2012, the output level is anticipated to increase by 5 due to carryover audits from previous years and special requests. The increase in the output results in an increase in efficiency by 19.9%. Base Adjustments: Non Departmental (470) Operating In the consulting line for Non Departmental, $160,000 was included to assist Internal Audit in contracting experts when necessary to perform Internal Audit duties based on historical spending patterns. 576 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2012 Adopted Budget Audits Audit Services Activity 30 120% 25 100% 20 80% 15 60% 10 40% 5 20% 0 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result Appropriated Budget Reconciliation General Fund (100) MARICOPA COUNTY BUDGETING FOR RESULTS FY 2012 BUDGET RECONCILIATION 230 - INTERNAL AUDIT GENERAL OPERATING Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 1,572,354 $ - FY 2011 Revised Budget $ 1,572,354 $ - $ 13,056 $ 2,413 10,643 - $ 1,585,410 $ - $ 4,880 $ (5,592) 10,472 - $ 1,590,290 $ 0.3% - Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 577 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Analysis by Lauren M. Cochran, Senior Management and Budget Analyst & Scott Rothe, Principal Management and 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 Effective Economy By June, 2013, the case clearance rate for photo enforcement citations filed in the Justice Courts will increase to 50% from 35%. Status: The Statewide Photo Enforcement Program ended in August 2011, when the State chose not to renew their contract with a private vendor, and no new citations will be issued. Access to Justice 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 e-filing initiative, in partnership with the Arizona Administrative Office of the Courts, is on-going. In July 2011, the first Maricopa County Justice Court will implement full e-filing for Civil and Small Claims cases. By October 2011, three additional courts will adopt full e-filing, bringing the entire Northeast Regions into e-filing. All remaining courts will implement by June 2013. Fiscal Strength 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: Through February 2011, FY 2011 revenue collections total 75.1% of new assessments. There has been $31.7M assessed versus $23.8M collected. Effective Economy 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 current court standard for case processing in the Maricopa County 578 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2012 Adopted Budget Justice Courts is case termination within 180 days of case filing. February 2011, results for the six case categories measured are: • Civil Traffic: 91.0% • Criminal Traffic: 78.4% • Civil Small Claims: 68.2% • Misdemeanors: 59.8% • Misdemeanors DUI: 65.1% • Small Civil Cases: 58.7% Access to Justice Through 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 continues to make significant progress in establishing the administrative infrastructure that supports the 25 Maricopa County Justice Courts. During FY 2011, a Legislative Liaison/Public Information Officer was hired. In addition, staffing deficiencies at select other courts are being pursued through fee increases. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS $ $ - $ - $ - $ - $ - $ - $ 4,754 $ 4,754 $ - $ - $ - N/A N/A MCAD - MISDEMEANOR CRIM ADJUDICATION 80CJ - CRIMINAL JUSTICE $ $ 13,027,132 $ 13,027,132 $ 12,058,390 $ 12,058,390 $ 12,058,390 $ 12,058,390 $ 11,955,355 $ 11,955,355 $ 12,741,867 $ 12,741,867 $ 683,477 683,477 5.7% 5.7% CIVT - CIVIL TRAFFIC SMCV - SMALL CIVIL SNAP - PHOTO ENFORCEMENT CIV TRAFFIC 80CV - CIVIL AND TAX JUSTICE $ $ 2,359,795 $ 7,119,044 1,900,289 11,379,128 $ 3,647,790 $ 6,125,537 2,251,936 12,025,263 $ 3,647,790 $ 6,125,537 2,251,936 12,025,263 $ 2,924,131 $ 7,515,566 1,177,727 11,617,424 $ 2,767,200 $ 8,881,850 75,000 11,724,050 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 40,389 $ 40,389 $ - $ - $ - $ - $ 14,657 $ 14,657 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 24,446,649 $ 24,083,653 $ 24,083,653 $ 23,592,190 $ 24,465,917 $ 382,264 1.6% 1,258,295 $ 1,847,991 674,618 3,780,904 $ 1,165,956 $ 1,803,180 655,384 3,624,520 $ 1,165,953 $ 1,803,181 655,386 3,624,520 $ 1,259,314 $ 1,794,731 671,623 3,725,668 $ 1,808,609 $ 1,825,483 666,509 4,300,601 $ (642,656) (22,302) (11,123) (676,081) -55.1% -1.2% -1.7% -18.7% 5,140,470 $ 1,510,906 4,082,817 709,445 894,798 2,003,181 1,013,070 15,354,687 $ 6,932,535 $ 1,469,861 3,476,457 660,025 1,048,214 2,088,072 2,251,936 17,927,100 $ 6,932,538 $ 1,469,864 3,476,460 660,024 1,048,215 2,088,074 2,251,936 17,927,111 $ 5,555,072 $ 1,342,329 3,547,377 683,461 1,003,208 2,013,734 963,473 15,108,654 $ 7,711,896 $ 1,456,873 3,938,952 677,882 834,422 2,533,070 921,000 18,074,095 $ (779,358) 12,991 (462,492) (17,858) 213,793 (444,996) 1,330,936 (146,984) -11.2% 0.9% -13.3% -2.7% 20.4% -21.3% 59.1% -0.8% 439,529 $ 160,971 1,122,357 1,722,857 $ 439,528 $ 160,973 1,122,345 1,722,846 $ 454,951 $ 168,336 1,005,925 1,629,212 $ 512,473 $ 159,292 1,033,251 1,705,016 $ (72,945) 1,681 89,094 17,830 -16.6% 1.0% 7.9% 1.0% (880,590) 2,756,313 (2,176,936) (301,213) -24.1% 45.0% -96.7% -2.5% 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 AND TAX JUSTICE $ $ $ $ FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 450,227 $ 141,320 1,629,953 2,221,500 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 50,916 $ 50,916 $ 36,221 $ 36,221 $ 36,221 $ 36,221 $ 39,553 $ 39,553 $ 48,736 $ 48,736 $ (12,515) (12,515) -34.6% -34.6% BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 803,547 $ 106,119 909,666 $ 782,452 $ 782,452 $ 782,452 $ 782,452 $ 753,706 $ 753,706 $ 817,218 $ 817,218 $ (34,766) (34,766) -4.4% N/A -4.4% TOTAL PROGRAMS $ 22,317,673 $ 24,093,150 $ 24,093,150 $ 21,256,793 $ 24,945,666 $ (852,516) -3.5% 579 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % - $ $ 4,474 4,474 $ $ 4,474 4,474 $ $ - $ $ - $ $ 11,469,205 11,469,205 $ $ 10,760,009 10,760,009 $ $ 10,760,009 10,760,009 $ $ 11,187,256 11,187,256 $ $ 12,065,529 12,065,529 $ $ $ SUBTOTAL $ 11,762,889 11,762,889 $ $ 12,192,737 12,192,737 $ $ 12,192,737 12,192,737 $ $ 11,256,173 11,256,173 $ $ 11,256,173 $ 11,256,173 $ $ $ $ 22,265 1,126,496 1,148,761 $ $ 52,910 1,073,523 1,126,433 $ $ 52,910 1,073,523 1,126,433 $ SUBTOTAL $ 40,389 1,174,166 1,214,555 $ ALL REVENUES $ 24,446,649 $ 24,083,653 $ 24,083,653 $ 23,592,190 $ TOTAL SOURCES $ 24,446,649 FY 2010 ACTUAL $ 24,083,653 FY 2011 ADOPTED $ 24,083,653 FY 2011 REVISED $ 23,592,190 FY 2011 FORECAST $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS 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 $ 17,719 1,126,496 1,144,215 $ $ 24,465,917 $ (4,474) -100.0% (4,474) -100.0% 1,305,520 1,305,520 12.1% 12.1% (936,564) (936,564) -7.7% -7.7% (35,191) 52,973 17,782 -66.5% 4.9% 1.6% 382,264 1.6% 24,465,917 $ 382,264 1.6% FY 2012 REVISED VS ADOPTED ADOPTED VAR % 11,616,261 $ 449,145 154,113 4,254,857 84,027 (3,638,993) 4,267,841 17,187,251 $ 11,624,451 $ 507,594 214,510 4,553,412 147,493 (3,644,406) 4,273,254 17,676,308 $ 11,624,444 $ 507,595 214,510 4,553,418 147,493 (3,644,406) 4,273,254 17,676,308 $ 11,740,738 $ 477,099 147,063 4,727,626 99,506 (3,908,216) 4,595,183 17,878,999 $ 12,458,730 $ 507,596 214,508 5,408,267 147,493 (4,515,089) 5,591,145 19,812,650 $ (834,286) (1) 2 (854,849) 870,683 (1,317,891) (2,136,342) -7.2% 0.0% 0.0% -18.8% 0.0% 23.9% -30.8% -12.1% 542,684 $ 153,980 696,664 $ 511,207 $ 511,207 $ 511,207 $ 511,207 $ 327,744 $ 1,395 329,139 $ 344,400 $ 80,000 424,400 $ 166,807 (80,000) 86,807 32.6% N/A 17.0% 1,002 $ 3,036,796 976,239 95,978 107,148 17,138 11,309 165,274 4,410,884 $ 3,000 $ 3,732,957 1,091,146 92,674 93,543 28,241 31,025 144,049 5,216,635 $ 3,000 $ 3,732,957 1,091,146 92,674 93,543 28,241 31,025 144,049 5,216,635 $ 726 $ 1,609,713 1,080,087 118,874 65,040 26,135 30,243 110,535 3,041,353 $ 2,000 $ 2,853,606 1,091,146 121,268 466,875 28,241 31,025 114,455 4,708,616 $ $ 22,874 $ 22,874 $ - $ 689,000 689,000 $ - $ 689,000 689,000 $ 7,302 $ 7,302 $ - $ - $ ALL EXPENDITURES $ 22,317,673 $ 24,093,150 $ 24,093,150 $ 21,256,793 $ 24,945,666 $ (852,516) -3.5% TOTAL USES $ 22,317,673 $ 24,093,150 $ 24,093,150 $ 21,256,793 $ 24,945,666 $ (852,516) -3.5% 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 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ $ 580 1,000 33.3% 879,351 23.6% 0.0% (28,594) -30.9% (373,332) -399.1% 0.0% 0.0% 29,594 20.5% 508,019 9.7% 689,000 689,000 N/A 100.0% 100.0% Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SOURCES $ 16,998,520 $ 16,998,520 $ 16,235,000 $ 16,235,000 $ 16,235,000 $ 16,235,000 $ 16,981,532 $ 16,981,532 $ 16,981,532 $ 16,981,532 $ 746,532 746,532 4.6% 4.6% $ SOURCES $ 963,784 $ 963,784 $ 924,686 $ 924,686 $ 924,686 $ 924,686 $ 936,813 $ 936,813 $ 936,813 $ 936,813 $ 12,127 12,127 1.3% 1.3% $ SOURCES $ 1,904,727 $ 1,904,727 $ 2,251,936 $ 2,251,936 $ 2,251,936 $ 2,251,936 $ 1,183,297 $ 1,183,297 $ 75,000 $ 75,000 $ $ SOURCES $ 4,579,618 $ 4,579,618 $ 4,672,031 $ 4,672,031 $ 4,672,031 $ 4,672,031 $ 4,490,548 $ 4,490,548 $ 6,472,572 $ 6,472,572 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 24,446,649 $ 24,446,649 $ FY 2010 ACTUAL 24,083,653 $ 24,083,653 $ FY 2011 ADOPTED 24,083,653 $ 24,083,653 $ FY 2011 REVISED 23,592,190 $ 23,592,190 $ FY 2011 FORECAST 24,465,917 $ 24,465,917 $ FY 2012 ADOPTED 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 FUND / FUNCTION CLASS 100 GENERAL OPERATING (2,176,936) (2,176,936) -96.7% -96.7% 1,800,541 1,800,541 38.5% 38.5% 382,264 1.6% 382,264 1.6% REVISED VS ADOPTED VAR % $ USES $ 13,966,472 $ 13,966,472 $ 14,353,098 $ 14,353,098 $ 14,353,098 $ 14,353,098 $ 14,345,164 $ 14,345,164 $ 15,615,281 $ 15,615,281 $ (1,262,183) (1,262,183) -8.8% -8.8% $ 677,724 $ 112,892 790,616 $ 924,686 $ 856,815 1,781,501 $ 924,686 $ 856,815 1,781,501 $ 575,422 $ 265,379 840,801 $ 936,813 $ 1,000,000 1,936,813 $ (12,127) (143,185) (155,312) -1.3% -16.7% -8.7% 1,013,070 $ 1,013,070 $ 2,251,936 $ 2,251,936 $ 2,251,936 $ 2,251,936 $ 963,473 $ 963,473 $ 75,000 $ 846,000 921,000 $ 2,176,936 (846,000) 1,330,936 96.7% N/A 59.1% USES $ 4,797,685 $ 1,749,830 6,547,515 $ 4,672,031 $ 1,034,584 5,706,615 $ 4,672,031 $ 1,034,584 5,706,615 $ 4,490,548 $ 616,807 5,107,355 $ 6,472,572 $ 6,472,572 $ (1,800,541) 1,034,584 (765,957) -38.5% 100.0% -13.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 20,454,951 $ 1,862,722 $ 22,317,673 $ 22,201,751 $ 1,891,399 $ 24,093,150 $ 22,201,751 $ 1,891,399 $ 24,093,150 $ 20,374,607 $ 882,186 $ 21,256,793 $ 23,099,666 $ 1,846,000 $ 24,945,666 $ (897,915) 45,399 (852,516) -4.0% 2.4% -3.5% FUND TOTAL 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING NON-RECURRING FUND TOTAL 237 JUST COURTS PHOTO ENFORCEMENT OPERATING NON-RECURRING FUND TOTAL 245 JUSTICE COURTS SPECIAL REVENUE OPERATING NON-RECURRING FUND TOTAL USES $ $ USES $ $ Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL CIVIL AND TAX JUSTICE CIVIL SMALL CLAIMS CIVIL TRAFFIC FORCIBLE DETAINER INJUNCTIONS AGAINST HARASS ORDERS OF PROTECTION SMALL CIVIL PROGRAM TOTAL CRIMINAL JUSTICE CRIMINAL TRAFFIC MISDEMEANOR CRIM ADJUDICATION MISDEMEANOR DUI PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 6.00 6.00 3.00 16.00 8.00 6.00 3.00 17.00 .00 8.00 6.00 3.00 17.00 8.00 6.00 3.00 17.00 7.00 6.00 3.00 16.00 (1.00) (1.00) N/A (12.5%) 0.0% 0.0% (5.9%) 26.50 79.03 51.00 13.00 14.00 36.00 219.53 26.50 80.03 52.00 13.00 14.00 36.00 221.53 26.50 80.03 52.00 13.00 14.00 36.00 221.53 27.50 80.03 54.00 13.00 13.00 36.00 223.53 27.50 96.03 60.00 13.00 13.00 36.00 245.53 1.00 16.00 8.00 (1.00) 24.00 3.8% 20.0% 15.4% 0.0% (7.1%) 0.0% 10.8% 21.50 28.00 12.00 61.50 22.50 31.00 12.00 65.50 22.50 31.00 12.00 65.50 21.50 32.00 12.00 65.50 25.50 33.00 12.00 70.50 3.00 2.00 5.00 13.3% 6.5% 0.0% 7.6% 1.00 1.00 298.03 1.00 1.00 305.03 1.00 1.00 305.03 1.00 1.00 307.03 1.00 1.00 333.03 28.00 0.0% 0.0% 9.2% 581 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Justice Courts Staffing by Market Range Title MARKET RANGE TITLE Admin & Operations Mgr Admin/Operations Specialist Administrative Specialist Business/Systems Analyst Business/Systems Analyst-Sr/Ld Communicatn Ofcr/Govt Liaison Court Reporter Deputy Director Finan/Business Analyst - Dept Human Resources Analyst Human Resources Associate 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 Department Total FY 2010 FY 2011 ADOPTED ADOPTED 3.00 2.00 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 25.00 207.03 213.03 24.00 24.00 25.00 24.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 298.03 305.03 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 1.00 1.00 (1.00) (50.0%) 1.00 2.00 2.00 1.00 100.0% N/A 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% N/A 2.00 1.00 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% 25.00 25.00 25.00 0.0% 213.03 214.03 240.03 27.00 12.7% 24.00 24.00 24.00 0.0% 24.00 24.00 24.00 0.0% 6.00 7.00 7.00 1.00 16.7% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 305.03 307.03 333.03 28.00 9.2% FY 2010 FY 2011 ADOPTED ADOPTED 292.03 303.03 2.00 2.00 4.00 298.03 305.03 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 303.03 304.03 330.03 27.00 8.9% 2.00 3.00 3.00 1.00 50.0% N/A 305.03 307.03 333.03 28.00 9.2% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 204 JUSTICE CT JUDICIAL ENHANCEMNT 245 JUSTICE COURTS SPECIAL REVENUE Department Total Significant Variance Analysis Twenty-six (26.0) FTE new Justice System Clerks are established in the General Fund, the cost of which is allocated to the Justice Courts Special Revenue Fund (245). A $10 increase in a case management fee will increase Special Revenue Fund revenue of $1,636,000, enabling the Justice Courts to add staff to address increasing service demands in the Civil Traffic, Forcible Detainer and Criminal Traffic activities. Several intra-departmental shifts of positions between market titles and activities were made for FY 2012 based upon changing workloads and areas of need. General Adjustments Target Adjustments: General Fund (100) Operating • Increase budget by $31,141 for restatement of risk management charges from NonDepartmental. • Increase expenditures by $404,475 for Telecomm charges. Base Adjustments: General Fund (100) Operating • Increase revenues by $746,532 due to the continued implementation of the Fines and Restitution Enforcement (FARE) program. • Increase Regular Benefits by $256,351 for employee health and dental fixed benefit rate based on switching from an individual rate to a countywide rate. • Increase Regular Benefits by $100,576 for retirement contribution rate increase. • Increase expenditures by $79,244 for banking fees being charged to individual departments for the first time in FY 2012. 582 Maricopa County Annual Business Strategies FY 2012 Adopted Budget • • • • Department Strategic Plans and Budgets Justice Courts Right-size General Supplies, Other Services and Personal Services for a net increase of $180,071. Increase expenditures by $124,866 to reduce Personnel Savings from 5% to 4%. Increase expenditures by $84,459 due to changes in Personnel Allocations: o Eliminate the Allocation Out to the Photo Enforcement Fund (237) for an increase to expenditures of $250,000; o Increase the Allocation In to the Justice Courts Special Revenue Fund for an expenditure decrease of $164,151. Increase the number of Justice System Clerks by 26.0 FTE positions, and allocate out their associated Personal Services expenditures ($1,094,571) to the Justice Courts Special Revenue Fund (245). Justice Court Judicial Enhancement Fund (204) Operating • Increase revenue by $12,127 due to increased fee collection. • Increase Regular Benefits by $2,273 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $1,023 for retirement contribution rate increase. • Increase Personal Services by $8,831. Justice Court Judicial Enhancement Fund (204) Non-Recurring • Appropriate $1,000,000 for the relocation of the Maryvale and Agua Fria Justice Courts. Justice Court Special Revenue Fund (245) • Increase revenue by $164,541 to be in line with forecasted and historical actuals and due to an increase in defensive driving fees. • Increase expenditures by $164,541 due to an increase in the Allocation In for the General Fund (100). • Increase revenue and expenditures by $1,636,000 associated with an increase in case management fees from $10 to $20 beginning June 1, 2011. The FY 2012 Adopted budget will fund 26.0 FTE new Justice System Clerks (established in the General Fund, while the Personal Services expense is allocated out to Fund 245 - $1,094,571) and related supplies and services of $232,650. The remaining amount of $308,779 is budgeted as an additional Personal Services allocation out from the General Fund to Fund 245. 583 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Justice Courts 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 2010 ACTUAL 89.7% FY 2011 FY 2011 REVISED FORECAST 98.0% 94.5% FY 2012 ADOPTED 98.0% REV VS ADOPTED VAR % 0.0% 0.0% 70.1% 85.0% 73.8% 85.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 53.3% 75.0% 68.3% 75.0% 0.0% 0.0% N/A 35.0% 35.0% 34.8% -0.2% -0.6% Activities that comprise this program include: • Civil Traffic • Forcible Detainer • Orders of Protection • Civil Traffic (Photo Enforcement) • • • 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. 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. FY 2010 ACTUAL 89.7% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 1,042,594 1,317,201 $ 2,359,795 $ 1,060,740 55,375 2,531,675 $ 3,647,790 $ 1,291,190 1,632,941 $ 2,924,131 $ 1,077,293 55,375 1,634,532 $ 2,767,200 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 3,500,705 446,908 1,192,857 $ 5,140,470 $ 3,135,440 1,445,491 2,351,607 $ 6,932,538 $ 3,299,602 591,972 1,663,498 $ 5,555,072 $ 3,807,963 597,230 3,306,703 $ 7,711,896 143,625 138,758 35.79 FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 98.0% 94.5% 98.0% $ 150,000 150,000 46.22 $ 139,750 139,054 39.75 $ 150,000 150,000 51.41 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ (5.20) 0.0% 0.0% -11.2% 16,553 (897,143) (880,590) 1.6% 0.0% -35.4% -24.1% (672,523) 848,261 (955,096) (779,358) -21.4% 58.7% -40.6% -11.2% Expenditure 584 $ $ Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Efficiency Expenditure Measure Description Percent of Small Claims cases resolved within 180 days. Number of Small Claims cases resolved. Number of Small Claims (CVSC) cases filed. Cost per Small Claims case resolved. FY 2010 ACTUAL 70.1% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,143,666 13,570 353,670 $ 1,510,906 17,505 16,839 86.31 FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 85.0% 73.8% 85.0% $ 15,476 16,290 94.98 $ 1,030,714 35,679 403,471 $ 1,469,864 $ 15,638 15,473 85.84 $ 1,000,316 19,252 322,761 $ 1,342,329 $ 15,476 16,290 94.14 $ 1,161,846 35,679 259,348 $ 1,456,873 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ 0.84 (131,132) 144,123 12,991 0.0% 0.0% 0.9% -12.7% 0.0% 35.7% 0.9% 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. 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 2010 ACTUAL N/A $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 2,482,554 38,945 1,561,318 $ 4,082,817 62,821 62,784 64.99 FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 100.0% 100.0% 100.0% $ 70,890 70,890 49.04 $ 3,003,949 50,039 422,472 $ 3,476,460 $ 68,710 69,147 51.63 $ 3,014,810 25,833 506,734 $ 3,547,377 $ 70,890 70,890 55.56 $ 2,875,612 550,039 513,301 $ 3,938,952 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ (6.52) 0.0% 0.0% -13.3% 128,337 (500,000) (90,829) (462,492) 4.3% -999.2% -21.5% -13.3% 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. 585 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure 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. Department Strategic Plans and Budgets Justice Courts FY 2010 ACTUAL N/A FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 100.0% 100.0% 100.0% 3,273 3,273 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES 4,050 4,050 3,529 3,529 REV VS ADOPTED VAR % 0.0% 0.0% 4,050 4,050 - 0.0% 0.0% $ 216.76 $ 162.97 $ 193.67 $ 167.38 $ (4.41) -2.7% $ 543,280 5,774 160,391 709,445 $ 543,243 12,393 104,388 660,024 $ 550,048 7,107 126,306 683,461 $ 569,580 12,393 95,909 677,882 $ (26,337) 8,479 (17,858) -4.8% 0.0% 8.1% -2.7% $ $ $ $ $ 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. 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2010 ACTUAL N/A FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 100.0% 100.0% 100.0% 3,851 3,851 3,950 3,949 $ 232.35 $ $ 727,670 6,881 160,247 894,798 $ $ 4,030 4,029 265.37 $ 821,533 15,116 211,566 $ 1,048,215 $ REV VS ADOPTED VAR % 0.0% 0.0% 3,950 3,949 - 0.0% 0.0% 248.93 $ 211.25 $ 54.12 20.4% 749,504 7,781 245,923 $ 1,003,208 $ 747,234 15,116 72,072 834,422 $ 74,299 139,494 213,793 9.0% 0.0% 65.9% 20.4% $ $ 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). 586 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 53.3% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 4,878,946 548,931 1,691,167 $ 7,119,044 $ 4,633,750 483,655 1,008,132 $ 6,125,537 $ 5,418,595 566,434 1,530,537 $ 7,515,566 $ 4,945,659 516,355 3,419,836 $ 8,881,850 $ 311,909 32,700 2,411,704 $ 2,756,313 6.7% 6.8% 239.2% 45.0% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,528,784 13,356 461,041 $ 2,003,181 $ 1,577,050 29,009 482,015 $ 2,088,074 $ 1,562,313 20,333 431,088 $ 2,013,734 $ 1,679,846 529,009 324,215 $ 2,533,070 $ (102,796) -6.5% (500,000) -1723.6% 157,800 32.7% (444,996) -21.3% 90,417 87,290 22.15 FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 75.0% 68.3% 75.0% $ 72,097 84,820 28.96 $ 80,204 90,020 25.11 $ 72,097 84,820 35.13 REV VS ADOPTED VAR % 0.0% 0.0% $ (6.17) 0.0% 0.0% -21.3% Expenditure $ 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 2010 ACTUAL N/A FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 35.0% 35.0% 34.8% REV VS ADOPTED VAR % (0.2%) -0.6% N/A 160,000 53,333 4,000 (156,000) -97.5% N/A 400,000 133,333 100,000 (300,000) -75.0% N/A $ 14.07 $ 18.07 $ 230.25 $ (216.18) -1535.9% Revenue 237 - JUST COURTS PHOTO ENFORCEMENT TOTAL SOURCES $ 1,900,289 $ 1,900,289 $ 2,251,936 $ 2,251,936 $ 1,177,727 $ 1,177,727 $ $ 75,000 75,000 $ (2,176,936) $ (2,176,936) -96.7% -96.7% 237 - JUST COURTS PHOTO ENFORCEMENT TOTAL USES $ 1,013,070 $ 1,013,070 $ 2,251,936 $ 2,251,936 $ $ $ $ 921,000 921,000 $ 1,330,936 $ 1,330,936 59.1% 59.1% Expenditure 963,473 963,473 Base Adjustments: Justice Courts Photo Enforcement Fund (237) Operating • Decrease revenue by $2,176,936 due to the termination of the photo enforcement program. • Reduce expenditures by $250,000 for the elimination of the Allocation In from the General Fund (100). • Reduce expenditures by $1,926,936 due to a decrease in revenues. Justice Courts Photo Enforcement Fund (237) Non-Recurring • (Non Recurring): Increase expenditure budget by $846,000 for the Electronic Document Management System, E-Filing project implementation programming and related costs. 587 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Justice Courts 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 2010 ACTUAL 71.5% FY 2011 FY 2011 REVISED FORECAST 80.0% 75.2% FY 2012 ADOPTED 80.0% REV VS ADOPTED VAR % 0.0% 0.0% 61.8% 70.0% 69.3% 70.0% 0.0% 0.0% 70.4% 85.0% 79.5% 85.0% 0.0% 0.0% 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 Efficiency Expenditure Measure Description Percent of Criminal Traffic cases resolved within 180 days. Number of Criminal Traffic cases resolved. Number of Criminal Traffic (CTRF) cases filed. Cost per Criminal Traffic case resolved. 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2010 ACTUAL 71.5% $ 55,622 50,918 22.62 $ 897,315 19,944 341,036 $ 1,258,295 FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 80.0% 75.2% 80.0% $ $ 54,000 60,000 21.59 947,686 24,786 193,481 $ 1,165,953 $ $ 51,309 51,627 24.54 950,454 20,392 288,468 $ 1,259,314 $ $ 54,000 60,000 33.49 957,173 24,786 826,650 $ 1,808,609 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ (11.90) 0.0% 0.0% -55.1% (9,487) (633,169) (642,656) -1.0% 0.0% -327.3% -55.1% 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. 588 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Justice Courts Measure Description Percent of Misdemeanor 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. FY 2010 ACTUAL 61.8% FY 2011 FY 2011 REVISED FORECAST 70.0% 69.3% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 11,076,980 402,492 1,547,660 $ 13,027,132 $ 10,540,510 385,656 1,132,224 $ 12,058,390 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,492,810 15,597 339,584 $ 1,847,991 $ 1,406,718 30,233 366,230 $ 1,803,181 17,788 20,319 103.89 19,500 25,000 $ 92.47 18,567 22,235 $ 96.66 REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 70.0% 19,500 25,000 $ - 0.0% 0.0% 93.61 $ (1.14) -1.2% $ 10,266,993 364,088 1,324,274 $ 11,955,355 $ 10,958,580 365,083 1,418,204 $ 12,741,867 $ 418,070 (20,573) 285,980 683,477 4.0% -5.3% 25.3% 5.7% $ 1,479,151 19,892 295,688 $ 1,794,731 $ 1,573,648 30,233 221,602 $ 1,825,483 $ (166,930) 144,628 (22,302) -11.9% 0.0% 39.5% -1.2% $ Expenditure $ 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 Demand Efficiency Expenditure Measure Description Percent of Misdemeanor DUI cases resolved within 180 days. Number of Misdemeanor DUI cases resolved. Number of Misdemeanor DUI cases filed. Cost per Misdemeanor DUI case resolved. 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2010 ACTUAL 70.4% $ $ $ 10,847 10,739 62.19 525,542 2,713 146,363 674,618 589 FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED 85.0% 79.5% 85.0% $ $ $ 10,285 11,000 63.72 532,194 17,840 105,352 655,386 $ $ $ 9,699 10,732 69.25 537,826 9,889 123,908 671,623 $ $ $ 10,285 11,000 64.80 551,940 17,840 96,729 666,509 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ (1.08) 0.0% 0.0% -1.7% (19,746) 8,623 (11,123) -3.7% 0.0% 8.2% -1.7% Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 14,353,098 $ 16,235,000 FY 2011 Revised Budget $ 14,353,098 $ 16,235,000 $ 404,475 $ 404,475 31,141 $ 31,141 - $ 14,788,714 $ 16,235,000 $ 356,927 $ 256,351 100,576 384,181 $ 79,244 180,071 - 124,866 - Adjustments: Base Adjustments Internal Service Charges Restatements Risk Mgt Chgs from Non Dept Agenda Item: $ FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Bank ing Fees Other Base Adjustments Increase General Supplies based on FY 2011 spending Increase Personal Services based on FY 2011 spending Personnel Savings Reduce Personal Savings from 5% to 4% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Eliminate Allocation Out to Photo Enforcement Fund Increase Allocation Out to Justice Courts Special Revenue Fund FY 2012 Adopted Budget Percent Change from Target Amount $ $ 29,793 150,278 $ 124,866 $ $ $ - $ 85,459 $ 85,459 746,532 746,532 - 15,615,281 $ 5.6% 16,981,532 4.6% 250,000 (164,151) $ Justice Courts Judicial Enhancement Fund (204) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 924,686 $ 924,686 FY 2011 Revised Budget $ 924,686 $ 924,686 FY 2012 Budget Target $ 924,686 $ 924,686 $ 3,296 $ 2,273 1,023 8,831 $ 8,831 - $ - 12,127 12,127 936,813 $ 1.3% 936,813 1.3% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ 590 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 856,815 $ - FY 2011 Revised Budget $ 856,815 $ - $ (856,815) $ (856,815) - $ - $ - $ 1,000,000 $ 1,000,000 - $ 1,000,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Base Adjustments Other Base Adjustments Relocate Agua Fria Justice Court Relocate Maryvale Justice Court Agenda Item: $ 500,000 500,000 FY 2012 Adopted Budget Percent Change from Target Amount Justice Courts Judicial Enhancement Fund (204) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 823,722 $ 856,815 $ 856,815 $ 996,874 $ 1,092,886 Sources: Operating Total Sources: $ $ 963,784 963,784 $ $ 924,686 924,686 $ $ 924,686 924,686 $ $ 936,813 936,813 $ $ 936,813 936,813 $ $ $ 575,422 265,379 840,801 $ $ 924,686 856,815 1,781,501 $ $ 924,686 856,815 1,781,501 $ $ 677,724 112,892 790,616 $ 936,813 1,000,000 1,936,813 Structural Balance $ 286,060 $ - $ - $ 361,391 $ - Accounting Adjustments $ (16) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ - $ $ 1,092,886 1,092,886 $ $ 92,886 92,886 Uses: Operating Non-Recurring Total Uses: 996,874 996,874 $ $ 591 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Photo Enforcement Fund (237) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,251,936 $ 2,251,936 FY 2011 Revised Budget $ 2,251,936 $ 2,251,936 FY 2012 Budget Target $ 2,251,936 $ 2,251,936 $ (1,926,936) $ (1,926,936) (250,000) $ (250,000) (2,176,936) (2,176,936) - 75,000 $ -96.7% 75,000 -96.7% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Eliminate Allocation-In from General Fund Agenda Item: $ $ (250,000) FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue Elec Document Mgmnt System FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - FY 2012 Tentative Budget $ - $ - Percent Change from Target Amount Adjustments: Agenda Item: Information and Communications Technology Other IT Non-Recurring Electronic Document Management System, E-Filing Project Implementation $ $ 846,000 - $ 846,000 $ - 846,000 FY 2012 Adopted Budget Percent Change from Target Amount Justice Courts Photo Enforcement Fund (237) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ - $ - $ - $ 891,654 $ 1,111,478 Sources: Operating Total Sources: $ $ 1,904,727 1,904,727 $ $ 2,251,936 2,251,936 $ $ 2,251,936 2,251,936 $ $ 1,183,297 1,183,297 $ $ 75,000 75,000 $ $ $ $ 963,473 963,473 $ $ 2,251,936 2,251,936 $ $ 2,251,936 2,251,936 $ 75,000 846,000 921,000 $ - $ - $ 219,824 $ - (3) $ - $ - $ - $ - - $ $ - $ $ 1,111,478 1,111,478 $ $ 265,478 265,478 Uses: Operating Non-Recurring Total Uses: $ 1,013,070 1,013,070 Structural Balance $ 891,657 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 891,654 891,654 $ $ 592 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Special Revenue Fund (245) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 4,672,031 $ 4,672,031 FY 2011 Revised Budget $ 4,672,031 $ 4,672,031 FY 2012 Budget Target $ 4,672,031 $ 4,672,031 $ - $ 164,541 $ 164,541 164,541 164,541 - $ 4,836,572 $ 3.5% 4,836,572 3.5% $ 1,636,000 $ 1,636,000 1,636,000 1,636,000 $ 6,472,572 $ 38.5% 6,472,572 38.5% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Agenda Item: $ FY 2012 Tentative Budget Percent Change from Target Amount Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Justice Courts Special Revenue Fund (245) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 2,741,337 $ 1,034,584 $ 1,034,584 $ 773,466 $ 156,659 Sources: Operating Total Sources: $ $ 4,579,618 4,579,618 $ $ 4,672,031 4,672,031 $ $ 4,672,031 4,672,031 $ $ 4,490,548 4,490,548 $ $ 6,472,572 6,472,572 $ 4,797,685 1,749,830 6,547,515 $ $ $ 4,490,548 616,807 5,107,355 $ $ 4,672,031 1,034,584 5,706,615 $ $ 4,672,031 1,034,584 5,706,615 $ 6,472,572 6,472,572 (218,067) $ - $ - $ - $ - Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 26 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 773,466 773,466 $ $ - $ $ - $ $ 156,659 156,659 $ $ 156,659 156,659 593 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Analysis by Scott Rothe, Principal Management and 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 to youth and families so they can 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 Safe Communities By June 2014, the department will demonstrate the use of evidence-based strategies for 85% of youth. Status: This is a new goal for FY 2012. Citizen Satisfaction By June 2015, the department will increase overall stakeholder satisfaction with services by 15%. Status: This is a new goal for FY 2012. Access to Justice By June 2015, the department will reduce overrepresentation of minority youth in secure detention by 10%. Status: This is a new goal for FY 2012. Safe Communities By June 2015, the rate of juvenile recidivism will be at or below 15 per 100 juvenile offenders. Status: This is a new goal for FY 2012. 594 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % DVRN - JUVENILE COURT DIVERSION 27DV - JUVENILE COURT DIVERSION $ $ 3,448,353 $ 3,448,353 $ 2,817,935 $ 2,817,935 $ 2,914,954 $ 2,914,954 $ 2,040,754 $ 2,040,754 $ 2,936,168 $ 2,936,168 $ DALT - JUV DETENTION ALTERNATIVES JCUS - JUV DETENTION CUSTODY AND CTRL 27JD - JUVENILE DETENTION $ $ - $ 505,847 505,847 $ 414,043 $ 513,931 927,974 $ 414,043 $ 513,931 927,974 $ 138,012 $ 521,999 660,011 $ 42,671 $ 460,253 502,924 $ (371,372) (53,678) (425,050) -89.7% -10.4% -45.8% JRPS - JUV RESTITUTION AND PUBLIC SVC JSTD - JUVENILE STANDARD SUPERVISION 27JP - COMMUNITY SUPERVISION $ - $ 1,016,125 1,016,125 $ - $ 741,780 741,780 $ - $ 741,780 741,780 $ - $ 726,738 726,738 $ 10,000 $ 663,558 673,558 $ 10,000 (78,222) (68,222) N/A -10.5% -9.2% - $ 112,562 317,297 429,859 $ - $ 112,562 317,297 429,859 $ - $ 105,764 105,764 $ 100,000 $ 264,108 311,329 675,437 $ 100,000 151,546 (5,968) 245,578 N/A 134.6% -1.9% 57.1% (410,358) (410,358) -30.2% -30.2% $ 21,214 21,214 0.7% 0.7% DRUG - JUVENILE DRUG COURT JTMS - JUVENILE TREATMENT MGMT SVCS JVOH - JUVENILE OUT OF HOME CASE MGMT 27JT - JUVENILE TREATMENT $ $ - $ - $ JLED - JUVENILE LAW RELATED EDUCATION 27PR - JUVENILE CRIME PREVENTION $ $ 168,874 $ 168,874 $ 1,358,495 $ 1,358,495 $ 1,358,495 $ 1,358,495 $ 289,715 $ 289,715 $ 948,137 $ 948,137 $ FSAC - FINANCIAL SERVICES RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 27,116 $ 2,011 29,127 $ 8,001 $ 8,001 $ 8,001 $ 8,001 $ 18,712 $ 18,712 $ 8,001 $ 8,001 $ - 0.0% N/A 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 3,884,478 $ 3,884,478 $ 3,651,253 $ 3,651,253 $ 3,651,253 $ 3,651,253 $ 4,870,012 $ 4,870,012 $ 3,712,000 $ 3,712,000 $ 60,747 60,747 1.7% 1.7% TOTAL PROGRAMS $ 9,052,804 $ 9,935,297 $ 10,032,316 $ 8,711,706 $ 9,456,225 $ (576,091) -5.7% 2,819,919 $ 355,428 3,175,347 $ 3,297,500 $ 438,671 3,736,171 $ 3,224,515 $ 438,670 3,663,185 $ 2,804,453 $ 352,639 3,157,092 $ 2,393,681 $ 545,544 358,277 523,284 3,820,786 $ 830,834 (545,544) (358,277) (84,614) (157,601) 25.8% N/A N/A -19.3% -4.3% 3,349,091 $ 22,637,920 2,370,154 692,232 29,049,397 $ 3,470,863 $ 25,181,288 2,493,562 836,274 31,981,987 $ 3,370,863 $ 25,181,289 2,493,560 836,274 31,881,986 $ 3,326,336 $ 22,674,549 2,560,738 768,173 29,329,796 $ 3,223,286 $ 24,454,515 2,392,918 704,508 30,775,227 $ 147,577 726,774 100,642 131,766 1,106,759 4.4% 2.9% 4.0% 15.8% 3.5% - $ 2,822,296 1,845,891 262,792 9,255,877 14,186,856 $ - $ 2,610,390 2,207,187 312,153 9,582,010 14,711,740 $ - $ 2,529,389 2,067,177 312,152 9,308,008 14,216,726 $ - $ 2,315,409 1,820,147 324,014 9,500,363 13,959,933 $ 421,350 $ 2,322,086 2,555,011 226,691 8,214,679 112,049 13,851,866 $ (421,350) 207,303 (487,834) 85,461 1,093,329 (112,049) 364,860 N/A 8.2% -23.6% 27.4% 11.7% N/A 2.6% 75,611 $ 63,857 312,932 284,135 736,535 $ 99,357 $ 65,825 424,223 318,943 908,348 $ 99,358 $ 65,826 424,225 318,945 908,354 $ 112,136 $ 69,041 293,653 316,433 791,263 $ 469,340 $ 673,329 877,230 328,776 2,348,675 $ (369,982) (607,503) (453,005) (9,831) (1,440,321) -372.4% -922.9% -106.8% -3.1% -158.6% 1,291,957 $ 1,291,957 $ 1,814,436 $ 1,814,436 $ 1,814,435 $ 1,814,435 $ 1,079,621 $ 1,079,621 $ 846,598 $ 261,582 1,108,180 $ 967,837 (261,582) 706,255 53.3% N/A 38.9% - $ - $ - $ - $ - $ - $ - $ - $ 429,279 $ 418,441 847,720 $ (429,279) (418,441) (847,720) N/A N/A N/A 482,270 $ 1,176,265 1,028,500 915,732 147,418 378,012 4,128,197 $ 292,271 $ 1,176,275 983,501 915,736 147,419 378,014 3,893,216 $ 235,697 $ 1,038,409 832,205 1,198,801 142,292 383,855 3,831,259 $ 222,984 $ 1,196,558 379,098 551,129 160,445 354,471 2,864,685 $ 69,287 (20,283) 604,403 364,607 (13,026) 23,543 1,028,531 23.7% -1.7% 61.5% 39.8% -8.8% 6.2% 26.4% USES DVRN - JUVENILE COURT DIVERSION JVCT - JUVENILE CITATIONS JVDD - JUVENILE DRUG DIVERSION TEEN - JUVENILE TEEN COURT 27DV - JUVENILE COURT DIVERSION $ $ DALT - JUV DETENTION ALTERNATIVES JCUS - JUV DETENTION CUSTODY AND CTRL JMED - JUV DETENTION MEDICAL CLINIC JVMH - JUVENILE MENTAL HEALTH 27JD - JUVENILE DETENTION $ JCMS - JUV COMP MONITORING SUPVN JIPS - JUVENILE INTENSIVE SUPERVISION JPDI - JUV PRE DISP INVESTIGATIONS JRPS - JUV RESTITUTION AND PUBLIC SVC JSTD - JUVENILE STANDARD SUPERVISION OJPS - OTHER JURISDICTION PROB SUPVN 27JP - COMMUNITY SUPERVISION $ DRUG - JUVENILE DRUG COURT JSCM - JUV SEX OFFENDER CASE MGMT JTMS - JUVENILE TREATMENT MGMT SVCS JVOH - JUVENILE OUT OF HOME CASE MGMT 27JT - JUVENILE TREATMENT JLED - JUVENILE LAW RELATED EDUCATION JVTR - JUVENILE TRUANCY REDUCTION 27PR - JUVENILE CRIME PREVENTION JVRP - JUVENILE RESEARCH AND PLANNING JVSD - JUVENILE STAFF DEVELOPMENT 27RP - JUVENILE RESEARCH PLANING DEV $ $ $ $ $ $ $ $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 208,302 $ 975,690 801,818 640,532 151,976 21,396 2,799,714 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 414,369 $ 414,369 $ 461,100 $ 461,100 $ 461,100 $ 461,100 $ 448,352 $ 448,352 $ 862,289 $ 862,289 $ (401,189) (401,189) -87.0% -87.0% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ 1,057,004 $ (1,064) 298,816 41,073 (3,108) 1,392,721 $ 1,092,599 $ 46,816 318,631 43,365 1,501,411 $ 1,092,597 $ 46,814 318,631 43,365 1,501,407 $ 1,403,159 $ 78,864 284,732 41,480 1,808,235 $ 2,450,582 $ 287,348 2,737,930 $ (1,357,985) 46,814 31,283 43,365 (1,236,523) -124.3% 100.0% 9.8% 100.0% N/A -82.4% TOTAL PROGRAMS $ 53,046,896 $ 59,243,390 $ 58,340,409 $ 54,405,551 $ 59,217,358 $ (876,949) -1.5% 595 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 4,238,610 3,039 4,241,649 FY 2011 ADOPTED $ $ 900,430 $ 900,430 $ 3,856,222 3,856,222 $ $ 32,963 $ 21,540 54,503 $ 5,246,477 14,999 5,261,476 FY 2011 REVISED $ $ 916,934 $ 916,934 $ 3,651,253 3,651,253 5,343,496 14,999 5,358,495 FY 2011 FORECAST $ $ 916,934 $ 916,934 $ 4,336,108 4,336,108 FY 2012 ADOPTED $ $ 4,971,658 $ 14,999 4,986,657 $ (371,838) (371,838) -7.0% 0.0% -6.9% 617,792 $ 617,792 $ 716,934 $ 716,934 $ (200,000) (200,000) -21.8% -21.8% $ $ 3,651,253 3,651,253 $ $ 3,700,000 3,700,000 $ $ 3,700,000 3,700,000 $ $ 48,747 48,747 72,633 $ 33,001 105,634 $ 72,633 33,001 105,634 $ $ $ 34,633 18,001 52,634 $ $ 42,155 15,651 57,806 $ (38,000) (15,000) (53,000) -52.3% -45.5% -50.2% 9,456,225 $ (576,091) -5.7% ALL REVENUES $ 9,052,804 $ 9,935,297 $ 10,032,316 $ 8,711,706 $ TOTAL SOURCES $ 9,052,804 FY 2010 ACTUAL $ 9,935,297 FY 2011 ADOPTED $ 10,032,316 FY 2011 REVISED $ 8,711,706 FY 2011 FORECAST $ 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 $ REVISED VS ADOPTED VAR % 1.3% 1.3% 9,456,225 $ (576,091) -5.7% FY 2012 REVISED VS ADOPTED ADOPTED VAR % 32,724,399 $ 178,628 313,329 10,407,333 434,026 (6,616,797) 10,487,925 47,928,843 $ 34,417,205 $ 473,757 312,012 13,233,795 468,031 (7,218,735) 11,083,809 52,769,874 $ 33,907,211 $ 473,755 312,012 13,054,791 468,031 (7,218,735) 11,083,809 52,080,874 $ 31,236,032 $ 98,791 442,133 11,881,360 339,104 (7,191,756) 11,026,541 47,832,205 $ 33,017,723 $ 137,854 391,115 13,434,081 408,722 (6,770,416) 10,676,433 51,295,512 $ 662,568 $ 103,502 42,893 9,260 (119,268) 691,192 1,390,147 $ 767,385 $ 212,350 109,523 20,500 (119,274) 811,466 1,801,950 $ 864,404 $ 212,350 109,523 20,500 (119,274) 811,466 1,898,969 $ 683,274 $ 101,343 49,684 6,828 (119,270) 662,742 1,384,601 $ 750,461 $ 137,340 41,500 50,500 (49,647) 662,849 1,593,003 $ 113,943 13.2% 75,010 35.3% 68,023 62.1% (30,000) -146.3% (69,627) -58.4% 148,617 18.3% 305,966 16.1% 8,461 $ 1,563,830 324,517 532,211 525,781 20,793 229,076 162,025 33,110 66,986 2,051 (382,764) 382,795 3,468,872 $ 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 $ 13,100 $ 1,439,715 793,213 414,180 281,248 150,183 287,731 153,917 150,997 78,200 4,300 (362,010) 701,170 4,105,944 $ 5,460 $ 1,536,999 1,203,622 450,846 901,676 19,392 232,657 144,305 56,843 49,087 3,745 (362,001) 716,494 4,959,125 $ 13,100 $ 1,439,715 2,107,679 415,193 304,020 22,000 1,018,328 158,907 140,877 78,192 2,300 (297,474) 651,945 6,054,782 $ 0.0% 0.0% (1,314,466) -165.7% (1,013) -0.2% (22,772) -8.1% 128,183 85.4% (730,597) -253.9% (4,990) -3.2% 10,120 6.7% 8 0.0% 2,000 46.5% (64,536) -17.8% 49,225 7.0% (1,948,838) -47.5% $ - $ 259,034 259,034 $ - $ 254,622 254,622 $ - $ 254,622 254,622 $ - $ 229,620 229,620 $ 50,522 $ 223,539 274,061 $ (50,522) 31,083 (19,439) N/A 12.2% -7.6% ALL EXPENDITURES $ 53,046,896 $ 59,243,390 $ 58,340,409 $ 54,405,551 $ 59,217,358 $ (876,949) -1.5% TOTAL USES $ 53,046,896 $ 59,243,390 $ 58,340,409 $ 54,405,551 $ 59,217,358 $ (876,949) -1.5% 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 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ $ $ 596 889,488 335,901 (79,103) (379,290) 59,309 (448,319) 407,376 785,362 2.6% 70.9% -25.4% -2.9% 12.7% -6.2% 3.7% 1.5% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SOURCES $ 30,155 $ 30,155 $ 23,000 $ 23,000 $ 23,000 $ 23,000 $ 18,712 $ 18,712 $ 23,000 $ 23,000 $ $ SOURCES $ 3,905,972 $ 344,440 4,250,412 $ 5,296,477 $ 5,296,477 $ 5,393,496 $ 5,393,496 $ 4,359,521 $ 4,359,521 $ 4,983,658 $ 4,983,658 $ (409,838) (409,838) -7.6% N/A -7.6% $ SOURCES $ 4,425,308 $ 4,425,308 $ 4,204,187 $ 4,204,187 $ 4,204,187 $ 4,204,187 $ 4,087,983 $ 4,087,983 $ 4,132,934 $ 4,132,934 $ (71,253) (71,253) -1.7% -1.7% $ SOURCES $ 20,783 $ 20,783 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 12,477 $ 12,477 $ 10,000 $ 10,000 $ (15,000) (15,000) -60.0% -60.0% $ SOURCES $ 326,146 $ 326,146 $ 386,633 $ 386,633 $ 386,633 $ 386,633 $ 233,013 $ 233,013 $ 306,633 $ 306,633 $ (80,000) (80,000) -20.7% -20.7% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 8,708,364 $ 344,440 $ 9,052,804 $ FY 2010 ACTUAL 9,935,297 $ - $ 9,935,297 $ FY 2011 ADOPTED 10,032,316 $ - $ 10,032,316 $ FY 2011 REVISED 8,711,706 $ - $ 8,711,706 $ FY 2011 FORECAST 9,456,225 $ - $ 9,456,225 $ FY 2012 ADOPTED FUND TOTAL 227 JUVENILE PROBATION GRANTS OPERATING NON-RECURRING FUND TOTAL 228 JUVENILE PROBATION SPECIAL FEE OPERATING FUND TOTAL 229 JUVENILE RESTITUTION OPERATING FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL FUND / FUNCTION CLASS 100 GENERAL OPERATING - 0.0% 0.0% (576,091) -5.7% N/A (576,091) -5.7% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 14,129,813 $ 14,129,813 $ 16,124,198 $ 16,124,198 $ 15,124,198 $ 15,124,198 $ 15,247,870 $ 15,247,870 $ 16,756,982 $ 16,756,982 $ $ USES $ 4,163,012 $ 4,163,012 $ 5,296,477 $ 5,296,477 $ 5,393,496 $ 5,393,496 $ 4,118,798 $ 4,118,798 $ 4,983,658 $ 4,983,658 $ 409,838 409,838 7.6% 7.6% $ USES $ 4,144,231 $ 125,269 4,269,500 $ 4,204,187 $ 4,204,187 $ 4,204,187 $ 4,204,187 $ 4,203,190 $ 4,203,190 $ 4,132,934 $ 4,132,934 $ 71,253 71,253 1.7% N/A 1.7% $ USES $ 22,861 $ 22,861 $ 25,000 $ 25,000 $ 25,000 $ 25,000 $ 15,488 $ 15,488 $ 10,000 $ 10,000 $ 15,000 15,000 60.0% 60.0% $ USES $ 30,132,301 $ 30,132,301 $ 33,206,895 $ 33,206,895 $ 33,206,895 $ 33,206,895 $ 30,461,724 $ 30,461,724 $ 31,542,830 $ 1,484,321 33,027,151 $ $ USES $ 329,409 $ 329,409 $ 386,633 $ 386,633 $ 386,633 $ 386,633 $ 358,481 $ 358,481 $ 306,633 $ 306,633 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 52,921,627 $ 125,269 $ 53,046,896 $ 59,243,390 $ - $ 59,243,390 $ 58,340,409 $ - $ 58,340,409 $ 54,405,551 $ - $ 54,405,551 $ 57,733,037 $ 1,484,321 $ 59,217,358 $ 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 NON-RECURRING FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL 597 (1,632,784) (1,632,784) 1,664,065 (1,484,321) 179,744 80,000 80,000 607,372 (1,484,321) (876,949) -10.8% -10.8% 5.0% N/A 0.5% 20.7% 20.7% 1.0% N/A -1.5% Maricopa County Annual Business Strategies FY 2012 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 COMMUNITY SUPERVISION JUV COMP MONITORING SUPVN JUV PRE DISP INVESTIGATIONS JUV RESTITUTION AND PUBLIC SVC JUVENILE INTENSIVE SUPERVISION JUVENILE STANDARD SUPERVISION OTHER JURISDICTION PROB SUPVN PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER GIS APPLICATION DEV AND SUPP PROGRAM TOTAL JUVENILE COURT DIVERSION JUVENILE CITATIONS JUVENILE COURT DIVERSION JUVENILE DRUG DIVERSION JUVENILE TEEN COURT PROGRAM TOTAL JUVENILE CRIME PREVENTION JUVENILE LAW RELATED EDUCATION JUVENILE TRUANCY REDUCTION PROGRAM TOTAL JUVENILE DETENTION JUV DETENTION ALTERNATIVES JUV DETENTION CUSTODY AND CTRL JUV DETENTION MEDICAL CLINIC JUVENILE MENTAL HEALTH PROGRAM TOTAL JUVENILE RESEARCH PLANING DEV JUVENILE RESEARCH AND PLANNING JUVENILE STAFF DEVELOPMENT PROGRAM TOTAL JUVENILE TREATMENT JUV SEX OFFENDER CASE MGMT JUVENILE DRUG COURT JUVENILE OUT OF HOME CASE MGMT JUVENILE TREATMENT MGMT SVCS PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .50 10.50 1.50 7.95 .30 .25 21.00 .50 11.50 1.50 6.95 .30 .25 21.00 .50 11.50 1.50 6.95 .30 .25 21.00 .50 16.50 1.50 6.75 .25 25.50 8.00 8.00 (.50) (3.50) (1.50) (6.95) (.30) (.25) (13.00) (100.0%) (30.4%) (100.0%) (100.0%) (100.0%) (100.0%) (61.9%) 29.10 6.00 48.70 150.00 233.80 29.20 6.00 46.70 156.90 238.80 .00 29.20 6.00 46.70 156.90 .00 238.80 27.10 6.00 46.70 154.50 234.30 6.00 44.53 5.60 43.38 102.30 1.40 203.21 6.00 15.33 (.40) (3.32) (54.60) 1.40 (35.59) N/A 52.5% (6.7%) (7.1%) (34.8%) N/A (14.9%) 1.00 2.00 .50 3.50 1.00 2.00 .50 3.50 1.00 2.00 .50 3.50 1.00 3.00 .50 4.50 - (1.00) (2.00) (.50) (3.50) (100.0%) (100.0%) (100.0%) (100.0%) 50.20 6.00 56.20 45.35 6.00 51.35 .00 45.35 .00 6.00 51.35 51.35 6.00 57.35 8.55 38.27 4.50 6.50 57.82 8.55 (7.08) 4.50 .50 6.47 N/A (15.6%) N/A 8.3% 12.6% 22.50 22.50 24.35 24.35 24.35 .00 24.35 18.35 18.35 8.70 3.30 12.00 (15.65) 3.30 (12.35) (64.3%) N/A (50.7%) 24.00 348.10 23.00 9.00 404.10 24.00 344.10 23.00 8.00 399.10 24.00 344.10 23.00 8.00 399.10 23.00 347.10 24.00 8.00 402.10 23.00 336.43 23.00 8.00 390.43 (1.00) (7.67) (8.67) (4.2%) (2.2%) 0.0% 0.0% (2.2%) - - .00 .00 - - 9.00 7.25 16.25 9.00 7.25 16.25 N/A N/A N/A 2.10 1.60 6.15 6.65 16.50 757.60 1.30 1.10 5.45 6.15 14.00 752.10 1.30 1.10 5.45 6.15 14.00 752.10 1.30 2.10 5.45 6.15 15.00 757.10 14.45 8.85 6.30 15.79 45.39 733.10 13.15 7.75 .85 9.64 31.39 (19.00) 1011.5% 704.5% 15.6% 156.7% 224.2% (2.5%) 598 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Counseling Supervisor Counselor Deputy Director Deputy Director - Probation Detention Ofcr Coord-Probation Detention Ofcr Supv -Probation Detention Officer - Probation Director - Probation Executive Assistant General Laborer Health Educator Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Licensed Practical Nurse Management Analyst Management Assistant Medical Assistant Nurse - Correctional Nurse Pract/Phys Asst Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Physician Probation Manager Probation Officer Probation Officer Supervisor Program Coordinator Psychologist Surveillance Officer Department Total FY 2010 FY 2011 ADOPTED ADOPTED 2.00 2.00 3.00 3.00 1.00 6.50 6.00 3.00 3.00 12.00 13.00 25.00 266.10 265.10 1.00 1.00 1.00 20.00 20.00 5.00 5.00 40.00 40.00 1.00 1.00 6.00 5.00 1.00 1.00 2.00 2.00 1.00 1.00 4.00 4.00 12.00 12.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 7.00 6.00 255.00 257.00 35.00 33.00 3.00 3.00 2.00 2.00 50.00 48.00 757.60 752.10 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 0.0% N/A 6.00 6.00 6.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 N/A N/A 25.00 25.00 25.00 0.0% 265.10 267.10 259.10 (6.00) (2.3%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 20.00 19.00 19.00 (1.00) (5.0%) 5.00 5.00 5.00 0.0% 40.00 39.00 37.00 (3.00) (7.5%) 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 1.00 1.00 (1.00) (100.0%) 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 12.00 13.00 13.00 1.00 8.3% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% N/A 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 0.0% 257.00 257.00 247.00 (10.00) (3.9%) 33.00 35.00 34.00 1.00 3.0% 3.00 4.00 3.00 0.0% 2.00 2.00 2.00 0.0% 48.00 48.00 47.00 (1.00) (2.1%) 752.10 757.10 733.10 (19.00) (2.5% ) FY 2010 FY 2011 ADOPTED ADOPTED 281.50 281.00 61.00 61.00 410.10 405.10 5.00 5.00 757.60 752.10 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 281.00 283.00 278.00 (3.00) (1.1%) 61.00 64.00 59.00 (2.00) (3.3%) 405.10 405.10 392.10 (13.00) (3.2%) 5.00 5.00 4.00 (1.00) (20.0%) 752.10 757.10 733.10 (19.00) (2.5% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 227 JUVENILE PROBATION GRANTS 255 DETENTION OPERATIONS 275 JUVENILE PROBATION DIVERSION Department Total Significant Variance Analysis Grant Fund (227) revenue allowed for the addition of three positions during FY 2011, but has required the deletion of five positions in the adopted FY 2012 budget. A net reduction of 13.0 FTE positions in the Detention Fund (255) resulted from the addition of a deputy director and the deletion of eight detention officers, a probation officer, a surveillance officer, a justice system clerk and a general laborer. The FY 2012 adopted budget also includes the shift of two Detention Fund probation officers to the General Fund and one Diversion Fund (275) probation officer to the General Fund (the latter due to reduced revenue). However, a deletion of six vacant positions (five probation officers and one justice system clerk) results in the net loss of 3.0 FTE General Fund positions. The number of youth detainees is expected to decline slightly, allowing the department to reduce positions without impacting services. The positions eliminated in the budget were vacant as a result of employee attrition. 599 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation General Adjustments Target Adjustments: General Fund (100) • Increase budget by $12,079 for restatement of risk management charges from NonDepartmental. • Increase budget by $22,769 for restatement of equipment service charges for vehicle maintenance and repair. • Increase budget by $555,178 for restatement of baseline telecommunications. • Increase budget by $115,324 for restatement of radio charges. Operating Adjustments: General Fund (100) • Increase regular benefits by $40,896 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase regular benefits by $211,823 for a retirement contribution rate increase. • Reduce administrative indirect cost allocations-out expenditures by $562,401 to the Juvenile Probation Detention Fund (255) for personal services, supplies, and services. • Reduce remaining expenditures by $562,401, including reductions to temporary and shift differential pay, allocations-in, regular pay and benefits, general supplies, fuel, equipment leases, equipment repair and software maintenance, intergovernmental payments, utilities, postage, travel, education and training, and debt service; and including increases to other baselevel telecommunications and radio costs, and the replacement of two vehicles. • Reduce Personal Services by $325,285 and inactivate 6.0 FTE vacant positions. Juvenile Probation Grants Fund (227) • Reduce Grant Fund revenue by $409,838, including a reduction of $371,838 in grant revenue and $38,000 in interest revenue. • Increase regular benefits by $8,928 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase regular benefits by $41,856 for a retirement contribution rate increase. • Reduce salaries and benefits by a net of $108,714, accounting for the addition of two juvenile probation officers and one program coordinator during FY 2011, and the deletion of four juvenile probation officers and one program coordinator in the FY 2012 adopted budget. • Reduce expenditures by $351,908, including reductions in intergovernmental services, shift differential costs and general supplies; and increases in personal services allocations-out to the General Fund, allocations-in for food services from the Sheriff (500) Detention Fund (255), and in salary and benefit savings. Juvenile Probation Special Fee Fund (228) • Reduce revenue by $71,253 due to a decline in fees from parents of juveniles on probation. • Reduce supply and service allocations-in from the General Fund by $55,852. • Reduce remaining expenditures by $15,401, including general supplies, travel, and education and training. Juvenile Restitution Fund (229) • Reduce revenue by $15,000 in FY 2012 due to declining restitution donations. • Reduce corresponding work contract expenditures by $15,000. 600 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Detention Fund (255) • Increase regular benefits by $83,580 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase regular benefits by $243,225 for a retirement contribution rate increase. • Reduce operating expenditures by $1,042,861 and shift the savings to Detention Fund NonRecurring/Non-Projects for various I.T. projects. The total includes a reduction in salaries and benefits by $189,346, accounting for the shift of 2.0 probation officers to the General Fund of $160,904, the deletion of 2.0 detention officers ($105,292), the deletion of a general laborer ($36,459), and the addition of 1.0 deputy director of $113,309. A net reduction in other operating expenditures of $853,515 includes increases for non-capital equipment, equipment leases, repairs and maintenance, and overtime pay; and reductions in temporary and shift differential pay, general and medical supplies, travel, education and training, debt service, other services, and salary and benefit savings. • Further reduce salaries and benefits by $441,460 and inactivate 9.0 FTE positions (seven detention officers, one surveillance officer and one justice system clerk), and shift this savings to Detention Fund Non-Recurring/Non-Projects for various I.T. projects. • Reduce administrative indirect cost allocations-in from the General Fund by $506,549, including personal services, supplies and services. Detention Fund (255) Non Recurring/Non Project (0001) • Increase expenditure budget by $1,484,321 for project costs. Juvenile Probation Diversion Fund (275) • Reduce revenue by $80,000 in FY 2012 due to declining fee revenue from parents of juveniles diverted from the court. • Reduce expenditures by $80,000 to maintain Diversion Fund structural balance, including: o Increase regular benefits by $576 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. o Increase regular benefits by $3,309 for a retirement contribution rate increase; o Shift 1.0 FTE probation officer and salary/benefit expenditures of $81,134 to the General Fund (100); o Reduce remaining personal services, supplies and services by a net of $2,751. Strategic Business Plan Update The Juvenile Probation Department went through a systematic and facilitated review and update of their strategic business plan; the changes are reflected in this document. All of the Department’s activities and performance measures were validated and reworded with a renewed customer focus and clarification of the measures. The Juvenile Detention Program brings together the alternative to juvenile secure care, juvenile detention assessment, juvenile detention medical health, juvenile pre-disposition secure care and juvenile detention behavioral health activities. The resulting four activities are consolidated from the previous five activities, without a change in substance. The Juvenile Diversion Program brings together the juvenile court diversion and the juvenile teen court activities from the Juvenile Early Intervention Program. The resulting four activities also include two former services focusing on drug diversion and citations. 601 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation The Crime Prevention Program brings the juvenile crime and truancy prevention activity from the Juvenile Early Intervention Program and splits it into two new activities: Juvenile Law Related Education and Juvenile Truancy Reduction. The Community Supervision Program brings three activities from the Juvenile Probation Supervision Program (juvenile intensive probation supervision, pre-disposition investigations and juvenile standard probation supervision) and the juvenile skills development activity from the Juvenile Treatment Program. The resulting six activities will also include a focus on compliance monitoring and other jurisdiction probation supervision. The Treatment Program brings the residential dual ward supervision and the juvenile sex offender supervision activities from the Juvenile Probation Supervision Program, and four activities from the Juvenile Treatment Program (juvenile drug treatment, juvenile non-residential treatment, juvenile residential treatment, and juvenile sex offender treatment). The resulting six activities are consolidated from the previous six activities, without a change in substance. The Juvenile Research Planning Development Program creates two new Activities (Juvenile Staff Development and Juvenile Research and Planning) that had previously been tracked through the Administrative Services Program. 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 Detention Alternative participants who do not receive a subsequent referral for delinquency while participating in a detention alternative. Percent of detained youth who received medical health services without leaving the facility. Percent of Class 1 Incidents resulting in injury to detained youth or detention staff. Percent of detained youth who received mental health services without leaving the facility. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 90.2% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 0.1% N/A N/A N/A N/A N/A 1.2% N/A N/A N/A N/A N/A 67.5% N/A N/A Activities that comprise this program include: • Juvenile Detention Alternatives • Juvenile Detention Medical Clinic • • 602 Juvenile Detention Custody & Control Juvenile Mental Health Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Juvenile Detention Alternatives Activity The purpose of the Juvenile Detention Alternatives Activity is to provide court-ordered alternatives to detention to youth so they can be crime free and law abiding without secure care detention, enhancing community safety. 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 Detention Alternative participants who do not receive a subsequent referral for delinquency while participating in a detention alternative. Number of youth placed on alternatives to detention. Number of youth requiring alternatives to detention (GPS Units, non-therapeutic alternatives). Cost per youth placed on alternatives to detention. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 90.2% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 2,448 N/A N/A N/A N/A N/A 2,448 N/A N/A N/A N/A N/A $ 1,316.70 N/A N/A Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 414,043 414,043 $ $ 131,055 2,054 3,215,982 $ 3,349,091 $ 138,012 138,012 $ $ 163,155 111,146 3,096,562 $ 3,370,863 $ 42,671 42,671 $ $ (371,372) (371,372) -89.7% -89.7% 137,958 66,416 3,121,962 $ 3,326,336 $ 201,684 4,000 3,017,602 $ 3,223,286 $ (38,529) 107,146 78,960 147,577 -23.6% 96.4% 2.5% 4.4% Expenditure $ Juvenile Detention Custody and Control Activity The purpose of the Juvenile Detention Custody and Control Activity is to provide shelter, education and programming services to youth so they can maintain their health and well-being while detained. 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. 603 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Output Output Output Demand Demand Efficiency Revenue Measure Description Percent of Class 1 Incidents resulting in injury to detained youth or detention staff. Number of screened youth detained during the reporting period. Average daily population of youth in secure care detention. Average length of stay. Number of detained youth (total detained youth population). number of youth screened by the Juvenile Detention Assessment Center (JDAC). Number of functional capacity for detained youth. Cost per juvenile detainee. FY 2010 ACTUAL N/A 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 1.2% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 6,240 N/A N/A N/A N/A N/A 236 N/A N/A N/A N/A N/A N/A N/A N/A 13 6,696 N/A N/A N/A N/A N/A N/A N/A 8,472 N/A N/A N/A N/A N/A 272 N/A N/A N/A N/A N/A $ 3,652.11 N/A N/A (53,678) (53,678) 0.0% -10.6% -10.4% (102,467) (204,700) 1,033,941 $ 726,774 N/A -48.6% 4.2% 2.9% 3,039 502,808 505,847 $ $ 9,000 504,931 513,931 $ 521,999 521,999 $ 481,134 22,193,415 $ 22,674,549 $ $ $ 9,000 451,253 460,253 $ $ Expenditure (5,927) $ 605,761 421,155 22,038,086 24,760,134 $ 22,637,920 $ 25,181,289 $ 102,467 625,855 23,726,193 $ 24,454,515 $ Juvenile Detention Medical Clinic Activity The purpose of the Juvenile Detention Medical Clinic Activity is to provide health services to detained youth so they can maintain their medical health while detained. Mandates: A.R.S. §8-342 establishes that 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 Percent of detained youth who received medical health services without leaving the facility. Number of hours of medical health services delivered. Number of hours of medical health services requested. Cost per hour of medical service delivered. 255 - DETENTION OPERATIONS TOTAL USES FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 0.1% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 51,300 N/A N/A N/A N/A N/A 51,300 N/A N/A N/A N/A N/A $ 46.65 N/A N/A $ 2,370,154 $ 2,370,154 $ 2,493,560 $ 2,493,560 $ 2,560,738 $ 2,560,738 $ 2,392,918 $ 2,392,918 $ $ 100,642 100,642 4.0% 4.0% Juvenile Mental Health Activity The purpose of the Juvenile Mental Health Activity is to provide mental health services to detained youth so they can maintain their mental stability while detained. 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 before commitment to the department of juvenile corrections, every child shall be given a medical examination. 604 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of detained youth who received mental health services without leaving the facility. Number of hours of mental health services delivered. Number of hours of mental health services requested. Cost per hour of mental health service delivered. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 67.5% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 3,204 N/A N/A N/A N/A N/A 4,740 N/A N/A N/A N/A N/A $ 219.88 N/A N/A Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ 692,232 692,232 $ $ 836,274 836,274 $ $ 768,173 768,173 $ $ 704,508 704,508 $ $ 131,766 131,766 15.8% 15.8% Juvenile Court Diversion Program The purpose of the Juvenile Court Diversion Program is to provide structured formal court diversion opportunities to justice involved youth with diversion eligible offenses so they can complete consequences without formal court involvement. Program Results Measure Description Percent of juveniles that completed Diversion successfully. Percent of juveniles that completed Diversion successfully and were not referred to court for a referral. Percent of juveniles that completed Teen Court successfully. Percent of juveniles that completed Teen Court successfully and were not referred to court for a new referral. Percent of juveniles that completed Citations Diversion programs successfully. Percent of juveniles that completed Citations successfully and were not referred to court for a referral. Percent of juveniles that completed Drug Diversion successfully. Percent of juveniles that completed Drug Diversion successfully and were not referred to court for a delinquent referral. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 62.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 87.9% N/A N/A N/A N/A N/A 78.2% N/A N/A N/A N/A N/A 90.2% N/A N/A N/A N/A N/A 65.1% N/A N/A N/A N/A N/A 85.4% N/A N/A N/A N/A N/A 64.9% N/A N/A N/A N/A N/A 85.0% N/A N/A Activities that comprise this program include: • Juvenile Citations • Juvenile Court Diversion • • Juvenile Drug Diversion Juvenile Teen Court Juvenile Citations Activity The purpose of the Juvenile Citations Activity is to provide case management to youth who receive citations so they can complete required consequences and services without formal court intervention. 605 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Result Output Demand Efficiency Measure Description Percent of juveniles that completed Citations diversion programs successfully. Percent of juveniles that completed Citations successfully and were not referred to court for a referral. Number of juveniles receiving Citations Services during time period. Number of juveniles requiring Citations Services during time period. Cost per juvenile receiving Citations services during time period. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 65.1% N/A N/A N/A 85.4% N/A N/A N/A N/A N/A 3,516 N/A N/A N/A N/A N/A 3,516 N/A N/A N/A N/A N/A $ 155.16 N/A N/A (143,974) (401,570) (545,544) N/A N/A N/A Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ - $ $ - $ $ - $ $ 143,974 401,570 545,544 $ $ Juvenile Court Diversion Activity The purpose of the Juvenile Court Diversion Activity is to provide case management to youth who receive diversion-eligible referrals so they can complete referral consequences and services without formal court intervention. 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. Measure Type Result Result Output Demand Efficiency Measure Description Percent of juveniles that completed Diversion successfully. Percent of juveniles that completed Diversion successfully and were not referred to court for a referral. Number of juveniles receiving Diversion Services during time period. Number of juveniles referred by the County Attorney for Diversion Services during time period. Cost per juvenile receiving Diversion Services during time period. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 62.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 87.9% N/A N/A N/A N/A N/A 4,536 N/A N/A N/A N/A N/A 6,768 N/A N/A N/A N/A N/A $ 527.71 N/A N/A 126,214 (25,000) (80,000) 21,214 5.0% -100.0% -20.7% 0.7% (308,329) 960,499 25,000 207,161 (53,497) 830,834 -55.8% 40.9% 100.0% 100.0% -58.3% 25.8% Revenue 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION 275 - JUVENILE PROBATION DIVERSION TOTAL SOURCES $ 3,114,238 19,796 314,319 $ 3,448,353 $ 2,503,321 25,000 386,633 $ 2,914,954 $ 1,800,811 11,987 227,956 $ 2,040,754 $ 2,629,535 306,633 $ 2,936,168 $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ $ $ Expenditure 444,802 2,091,754 22,861 190,148 70,354 $ 2,819,919 552,276 2,348,391 25,000 207,161 91,687 $ 3,224,515 606 511,963 2,008,328 15,488 193,898 74,776 $ 2,804,453 860,605 1,387,892 145,184 $ 2,393,681 $ Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Juvenile Drug Diversion Activity The purpose of the Juvenile Drug Diversion Activity is to provide case management to youth with drug related referrals so they can complete required consequences and services without formal court intervention. 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. Measure Type Result Result Output Demand Efficiency Measure Description Percent of juveniles that completed Drug Diversion successfully. Percent of juveniles that completed Drug Diversion successfully and were not referred to court for a delinquent referral. Number of juveniles receiving Drug Diversion Services during time period. Number of eligible juveniles required to participate in Drug Diversion Services during time period. Cost (per participant) to provide Drug Diversion services during time period. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 64.9% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 85.0% N/A N/A N/A N/A N/A 2,256 N/A N/A N/A N/A N/A 2,256 N/A N/A N/A N/A N/A $ 158.81 N/A N/A (36,911) (244,518) (76,848) (358,277) N/A N/A N/A N/A Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ - $ $ - $ $ - $ $ 36,911 244,518 76,848 358,277 $ $ Juvenile Teen Court Activity The purpose of the Juvenile Teen Court is to provide case management to youth participating in Teen Court so they can complete consequences and services without formal court intervention. Mandates: This is not a mandated activity of the Juvenile Probation Department. Measure Type Result Result Output Demand Efficiency Measure Description Percent of juveniles that completed Teen Court successfully. Percent of juveniles that completed Teen Court successfully and were not referred to court for a new referral. Number of Juveniles Receiving Teen Court Services during time period. Number of Juveniles sent to Teen Court Services during time period. Cost (per juvenile) to provide Teen Court Services during time period. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 78.2% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 90.2% N/A N/A N/A N/A N/A 972 N/A N/A N/A N/A N/A 1,332 N/A N/A N/A N/A N/A $ 538.36 N/A N/A 14,759 (89,809) (9,564) (84,614) 5.8% -84.0% -12.7% -19.3% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ 198,094 70,049 87,285 355,428 $ $ 607 256,658 106,975 75,037 438,670 $ $ 223,918 78,000 50,721 352,639 $ $ 241,899 196,784 84,601 523,284 $ $ Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Crime Prevention Program The purpose of the Juvenile Crime Prevention Program is to provide crime prevention programs and educational opportunities to youth in Maricopa County so they can increase knowledge about the law and reduce their risk of formal court involvement. Program Results Measure Description Percent of youth who attended law related education that report an increased awareness of the legal system (survey results). Percent of youth who attended law related education that report a feeling of safety while on school campus. Percent of participants in CUTS-lite conferences and JABG truancy reduction activities that do not receive subsequent truancy referrals. • • FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 80.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 90.0% N/A N/A N/A N/A N/A 92.1% N/A N/A Juvenile Law Related Education Juvenile Truancy Reduction Juvenile Law Related Education Activity The purpose of the Juvenile Law Related Education Activity is to provide law related education and educational opportunities to youth attending schools with Safe Schools and/or Teen Court Programs so they can learn about the legal system. Mandates: This is not a mandated activity of the Juvenile Probation Department. 608 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of youth who attended law related education that report an increased awareness of the legal system (survey results). Percent of youth who attended law related education that report a feeling of safety while on school campus. Number of youth participants (volunteers) in Teen Court plus the number of LRE Youth contacts. Number of Law Related Education Hours delivered. Number of youth requesting Teen Court Volunteer training plus the Safe Schools population. Number of Law Related Education Hours requested. Cost per youth who receives LRE, attends Teen Court Volunteer Training, volunteer in Teen Court. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 80.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 90.0% N/A N/A N/A N/A N/A 9,252 N/A N/A N/A N/A N/A 2,292 N/A N/A N/A N/A N/A 11,388 N/A N/A N/A N/A N/A 1,620 N/A N/A N/A N/A N/A $ 91.50 N/A N/A Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ 168,874 168,874 $ 1,358,495 $ 1,358,495 $ $ 289,715 289,715 $ $ 948,137 948,137 $ $ (410,358) (410,358) -30.2% -30.2% $ $ 71,056 717,966 130,683 159,916 $ 1,079,621 $ 147,716 616,315 82,567 846,598 $ (14,977) 802,735 49,608 130,471 967,837 -11.3% 56.6% 37.5% 100.0% 53.3% Expenditure 165,641 874,089 148,329 103,898 $ 1,291,957 132,739 1,419,050 132,175 130,471 $ 1,814,435 $ $ Juvenile Truancy Reduction Activity The purpose of the Juvenile Truancy Reduction Activity is to provide information and intervention to youth, families and schools so they can decrease truancy. Mandates: This is not a mandated activity of the Juvenile Probation Department. Measure Type Result Output Demand Efficiency Measure Description Percent of participants in CUTS-lite conferences and JABG truancy reduction activities that do not receive subsequent truancy referrals. Number of participants in JPD Truancy Reduction programs. Number of students (school population) at schools with JPD Truancy Reduction programs. Cost (per juvenile) to provide Truancy Reduction activities during time period. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 92.1% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 624 N/A N/A N/A N/A N/A 54,782 N/A N/A N/A N/A N/A $ 419.20 N/A N/A (44,037) (217,545) (261,582) N/A N/A N/A Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ - $ $ 609 - $ $ - $ $ 44,037 217,545 261,582 $ $ Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Community Supervision Program The purpose of the Community Supervision Program is to provide appropriate levels of community supervision to adjudicated juveniles who have been placed on probation so they can become law abiding members of the community. Program Results Measure Description Percent of juveniles without a subsequent adjudication (including VOP) in the quarter for offenses that occurred while supervised under JIPS. Percent of court reports completed "on time". Percent of judicial officers satisfied with the quality of Pre-Disposition reports submitted to the court. Percent of juveniles without a subsequent adjudication (including VOP) in the quarter for offenses that occurred while supervised under Standard Supervision. Percent of juveniles without a subsequent adjudication (including VOP) in the quarter for offenses that occurred while supervised under CMC Supervision. Percent of youth accepted to JCORPS. Percent of JCORPS participants who earned restitution or community service hours. Percent of juveniles without a subsequent adjudication (including VOP) in the quarter where the offense occurred while supervised on Transfers Supervision. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 71.7% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A 97.9% 90.9% N/A N/A N/A N/A N/A N/A N/A 80.5% N/A N/A N/A N/A N/A 79.7% N/A N/A N/A N/A N/A N/A N/A N/A 86.0% 47.6% N/A N/A N/A N/A N/A N/A N/A 85.0% N/A N/A Activities that comprise this program include: • Juvenile Compliance Monitoring Supervision • Juvenile Pre-Disposition Investigations • Juvenile Standard Supervision • • • Juvenile Intensive Supervision Juvenile Restitution & Public Service Other Jurisdiction Probation Supervision Juvenile Compliance Monitoring Supervision Activity The purpose of the Juvenile Compliance Monitoring Supervision Activity is to provide the minimum appropriate supervision, monitoring and community referrals to youth and families so they can obtain the tools and knowledge necessary to achieve a law abiding lifestyle. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program. 610 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of juveniles without a subsequent adjudication (including VOP) in the quarter for offenses that occurred while supervised under CMC Supervision. Number of juveniles supervised on a Compliance Monitoring Caseload (CMC). Number of juveniles added/placed on a Compliance Monitoring Caseload (CMC) status or as ordered by the Court. Cost per juvenile supervised on a Compliance Monitoring Caseload (CMC). FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 79.7% N/A N/A N/A 1,128 N/A N/A N/A N/A N/A 1,128 N/A N/A N/A N/A N/A $ 373.54 N/A N/A (421,350) (421,350) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ $ 421,350 421,350 $ $ Juvenile Intensive Supervision Activity The purpose of the Juvenile Intensive Supervision Activity is to provide intensive supervision, monitoring and community referrals to youth who would otherwise be committed to juvenile corrections and their families so they can obtain the tools and knowledge necessary to achieve a law abiding lifestyle. 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 Description Percent of juveniles without a subsequent adjudication (including VOP) in the quarter for offenses that occurred while supervised under JIPS. Total number of juveniles supervised on Juvenile Intensive Probation Supervision (JIPS) status as ordered by the Court. Total number of juveniles added/placed on Juvenile Intensive Probation Supervision (JIPS) status as ordered by the Court. Cost per juvenile placed on Juvenile Intensive Probation Supervision (JIPS) status. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 71.7% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 804 N/A N/A N/A N/A N/A 804 N/A N/A N/A N/A N/A $ 2,888.17 N/A N/A 246,924 (39,621) 207,303 10.4% -24.8% 8.2% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 2,814,677 7,619 $ 2,822,296 $ 2,369,662 159,727 $ 2,529,389 $ 2,281,146 34,263 $ 2,315,409 $ 2,122,738 199,348 $ 2,322,086 $ $ Juvenile Pre-Disposition Investigations Activity The purpose of the Juvenile Pre-Disposition Investigations Activity is to provide case investigation and recommendations to the court while providing community supervision to youth so they can achieve case resolution. 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. 611 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of court reports completed "on time". Percent of judicial officers satisfied with the quality of Pre-Disposition reports submitted to the court. Total number of youth on investigative case status supervised. Total number of youth on investigative case status. Cost per youth on investigative case status. 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL USES FY 2010 ACTUAL N/A N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A REV VS ADOPTED VAR % N/A N/A N/A N/A FY 2012 ADOPTED 97.9% 90.9% N/A N/A N/A 5,556 N/A N/A N/A N/A N/A 5,556 N/A N/A N/A N/A N/A $ 459.87 N/A N/A $ 1,207,601 7,619 630,671 $ 1,845,891 $ 1,428,178 8,327 630,672 $ 2,067,177 $ 1,181,405 8,071 630,671 $ 1,820,147 $ 1,886,245 93,946 574,820 $ 2,555,011 $ (458,067) -32.1% (85,619) -1028.2% 55,852 8.9% $ (487,834) -23.6% Juvenile Restitution and Public Service Activity The purpose of the Juvenile Restitution and Public Service Activity is to provide appropriate supervision and opportunities to perform community service to juveniles so they can make amends to their victim(s) and the community. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of youth accepted to JCORPS. Percent of JCORPS participants who earned restitution or community service hours. Number of youth who are accepted to participate in Juvenile Restitution & Public Service (JCORPS). Number of youth who participate in Juvenile Restitution & Public Safety (JCORPS). Number of youth who apply for acceptance to Juvenile Restitution & Public Service (JCORPS). Cost per juvenile that participates in Juvenile Restitution & Public Service opportunities. FY 2010 ACTUAL N/A N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A FY 2012 ADOPTED 86.0% 47.6% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A 4,308 N/A N/A N/A N/A N/A 2,052 N/A N/A N/A N/A N/A 5,004 N/A N/A N/A N/A N/A $ 110.47 N/A N/A N/A N/A Revenue 229 - JUVENILE RESTITUTION TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 10,000 10,000 $ $ 10,000 10,000 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION TOTAL USES $ 262,792 262,792 $ 310,252 1,900 312,152 $ 323,390 624 324,014 $ 214,791 1,900 10,000 226,691 $ 95,461 (10,000) 85,461 Expenditure $ $ $ $ $ 30.8% 0.0% N/A 27.4% Juvenile Standard Supervision Activity The purpose of the Juvenile Standard Supervision Activity is to provide appropriate supervision, monitoring and community referrals to youth (placed on Standard Probation) and families so they can obtain the tools and knowledge necessary to achieve a law abiding lifestyle. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program. 612 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of juveniles without a subsequent adjudication (including VOP) in the quarter for offenses that occurred while supervised under Standard Supervision. Total number of juveniles supervised on Juvenile Standard Supervision status as ordered by the Court. Total number of juveniles added/placed on Juvenile Standard Supervision status as ordered by the Court. Cost per juvenile placed on Juvenile Standard Supervision status. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 80.5% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 6,384 N/A N/A N/A N/A N/A 6,384 N/A N/A N/A N/A N/A $ 1,286.76 N/A N/A 41,778 (120,000) $ (78,222) Revenue 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL SOURCES $ 455,386 560,739 $ 1,016,125 $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL USES $ 5,302,309 314,739 3,638,829 $ 9,255,877 $ 5,368,600 383,473 3,555,935 $ 9,308,008 $ 5,999 182,847 552,934 741,780 $ $ 344,406 382,332 726,738 $ 5,999 224,625 432,934 663,558 $ 0.0% 22.8% -21.7% -10.5% $ 4,472,513 184,052 3,558,114 $ 8,214,679 $ 16.7% 52.0% -0.1% 11.7% $ Expenditure $ 5,531,347 396,497 3,572,519 $ 9,500,363 896,087 199,421 (2,179) $ 1,093,329 Other Jurisdiction Probation Supervision Activity The purpose of the Other Jurisdiction Probation Supervision Activity is to provide supervision, monitoring, and appropriate referrals to out of county youth who are pending charges in Maricopa County and/or youth pending transfer to Adult Court so they can obtain the tools and knowledge necessary to achieve a law abiding lifestyle. Mandates: This activity supports the overall mandate of the Juvenile Probation Supervision Program. Measure Type Result Output Demand Efficiency Measure Description Percent of juveniles without a subsequent adjudication (including VOP) in the quarter where the offense occurred while supervised on Transfers Supervision. Total number of juveniles supervised on Transfers Supervision status. Total number of juveniles added/placed on Transfers status. Cost per juvenile placed on Transfers Supervision status. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 85.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 792 N/A N/A N/A N/A N/A 792 N/A N/A N/A N/A N/A $ 141.48 N/A N/A (112,049) (112,049) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ $ 112,049 112,049 $ $ 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. 613 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percent of youth who successfully complete Drug Court. Percent of youth who do not receive a subsequent adjudication (including VOP) while participating in Drug Court. Percent of youth who do not receive a subsequent adjudication (includes VOP) while supervised by Treatment Supervision Unit (includes aftercare). Percent of youth who do not receive a subsequent adjudication (including VOP) while supervised by the Special Supervision Unit. Percent of Formal Staffings and Financial Eligibility Reports rated as satisfactory or above. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 82.4% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 81.0% N/A N/A N/A N/A N/A 74.7% N/A N/A N/A N/A N/A 85.0% N/A N/A N/A N/A N/A 98.0% N/A N/A Activities that comprise this program include: • Juvenile Drug Court • Juvenile Out of Home Case Mngt. • • 614 Juvenile Sex Offender Case Mgnt. Juvenile Treatment Mgnt. Service Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Juvenile Drug Court Activity The purpose of the Juvenile Drug Court Activity is to provide substance abuse treatment and supervision services to youth participating in Juvenile Drug Court so they can obtain the tools and knowledge necessary to achieve a law abiding lifestyle. Mandates: This activity supports the overall mandate of the Juvenile Probation Treatment Program. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of youth who successfully complete Drug Court. Percent of youth who do not receive a subsequent adjudication (including VOP) while participating in Drug Court. Number of youth participants in Drug Court. Number of youth who are screened to participate in Drug Court. Cost per youth participant in Drug Court. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 82.4% N/A N/A N/A 81.0% N/A N/A N/A N/A N/A N/A N/A N/A 228 168 N/A N/A N/A N/A N/A N/A N/A $ 2,058.51 N/A N/A 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 100,000 100,000 $ $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 75,611 75,611 $ 96,158 3,200 99,358 $ 85,132 27,004 112,136 $ 400,266 69,074 469,340 $ 100,000 100,000 N/A N/A Expenditure $ $ $ $ $ (304,108) -316.3% (65,874) -2058.6% (369,982) -372.4% Juvenile Out of Home Case Management Activity The purpose of the Juvenile Out-of-Home Case Management Activity is to provide therapeutic treatment services and supervision to youth placed in out of home therapeutic treatment so they can obtain the tools and knowledge necessary to achieve a law abiding lifestyle. Mandates: This is not a mandated activity of the Juvenile Probation Department. 615 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of youth who do not receive a subsequent adjudication (includes VOP) while supervised by Treatment Supervision Unit (includes aftercare). Number of youth in Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit. Number of youth requiring Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit. Cost per youth requiring Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit. Department Strategic Plans and Budgets Juvenile Probation FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 74.7% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 552 N/A N/A N/A N/A N/A 552 N/A N/A N/A N/A N/A $ 595.61 N/A N/A Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 317,297 317,297 $ $ 105,764 105,764 $ $ 311,329 311,329 $ $ (5,968) (5,968) -1.9% -1.9% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 233,905 50,230 284,135 $ 251,077 67,868 318,945 $ 259,299 57,134 316,433 $ 324,676 4,100 328,776 $ (73,599) 63,768 (9,831) -29.3% 94.0% -3.1% Expenditure $ $ $ $ $ Juvenile Sex Offender Case Management Activity The purpose of the Juvenile Sex Offender Case Management Activity is to provide sex offender treatment services and supervision to youth supervised by the Special Supervision Unit (adjudicated of a sex offense) so they can obtain the tools and knowledge necessary to achieve a law abiding lifestyle. Mandates: This activity supports the overall mandate of the Juvenile Probation Treatment Program. Measure Type Result Output Demand Efficiency Measure Description Percent of youth who do not receive a subsequent adjudication (including VOP) while supervised by the Special Supervision Unit. Number of youth adjudicated of a sexual offense and supervised by the Special Supervision Unit (SSU). Number of youth adjudicated of a sexual offense. cost per youth supervised by the Special Supervision Unit (SSU). FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 85.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 306 N/A N/A N/A N/A N/A N/A N/A 312 N/A $ 2,200.42 N/A N/A N/A N/A (443,397) (164,106) (607,503) -673.6% N/A -922.9% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ 63,857 63,857 $ $ 65,826 65,826 $ $ 69,041 69,041 $ $ 509,223 164,106 673,329 $ $ Juvenile Treatment Management Services Activity The purpose of the Juvenile Treatment Management Services Activity is to provide information, recommendations and problem resolution to the Juvenile Court so they can place youth into appropriate treatment services. 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. 616 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Formal Staffings and Financial Eligibility Reports rated as satisfactory or above. Number of requests for Juvenile Treatment Management Services fulfilled. Number of requests for Treatment Management. Cost per request for Treatment Management Services fulfilled. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 98.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 1,992 N/A N/A N/A N/A N/A 2,028 N/A N/A N/A N/A N/A $ 440.38 N/A N/A Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 112,562 112,562 $ $ - $ $ 264,108 264,108 $ $ 151,546 151,546 134.6% 134.6% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 187,138 125,794 312,932 $ 310,450 113,775 424,225 $ 176,619 117,034 293,653 $ 391,156 414,253 71,821 877,230 $ (80,706) (300,478) (71,821) (453,005) -26.0% -264.1% N/A -106.8% Expenditure $ $ $ $ $ Juvenile Research Planning Development Program The purpose of the Juvenile Research, Planning and Development Program is to provide information and educational opportunities to juvenile justice professionals and employees so they can have information necessary for sound decision-making and comply with mandated education requirements. Program Results Measure Description Percent of customers who report satisfaction with Research & Planning services. Percent of employees compliant with mandated skill development/training. Percent of employees who receive a rating of "meets" or above on annual performance evaluation. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 93.8% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 98.8% N/A N/A N/A N/A N/A 99.3% N/A N/A Activities that comprise this program include: • Juvenile Research & Planning • Juvenile Staff Development Juvenile Research and Planning Activity The purpose of the Juvenile Research and Planning Activity is to provide information, analysis, policy updates and planning assistance to Juvenile Justice partners so they can be more informed with regard to Juvenile Justice issues in Maricopa County. Mandates: State of Arizona Juvenile Detention Standards, Section IA4; State of Arizona Juvenile Detention Standards, Section IA3.1; Administrative Mandate by the Board of Supervisors; and, Arizona Code of Judicial Administration 6-311. 617 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of customers who report satisfaction with Research & Planning services. Number of requests fulfilled. Number of requests for service. Cost per fulfilled request for Research and Planning services. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A FY 2012 ADOPTED 93.8% N/A N/A N/A $ REV VS ADOPTED VAR % N/A N/A 804 864 533.93 N/A N/A N/A N/A N/A N/A (337,639) (91,640) (429,279) N/A N/A N/A Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ - $ $ $ - $ $ - $ $ 337,639 91,640 429,279 $ $ Juvenile Staff Development Activity The purpose of the Juvenile Staff Development Activity is to provide safety, competency based, and leadership skill development to employees so they can comply with mandated (COJET) requirements and internal/external standards of employee performance. Mandates: Administrative Order 99-08: Committee on Judicial Education and Training (COJET). Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of employees compliant with mandated skill development/training. Percent of employees who receive a rating of "meets" or above on annual performance evaluation. Number of mandated COJET Training Hours delivered. Number of mandated COJET Training Hours required. Cost per mandated Training Hour delivered. 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2010 ACTUAL N/A $ $ FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 98.8% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ - $ $ 618 - $ $ - REV VS ADOPTED VAR % N/A N/A 99.3% $ $ N/A N/A 15,156 N/A N/A 15,348 N/A N/A 27.61 N/A N/A (165,118) (253,323) (418,441) N/A N/A N/A 165,118 253,323 418,441 $ $ Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer 16,124,198 $ 23,000 $ (1,000,000) $ (1,000,000) - $ 15,124,198 $ 23,000 $ 1,000,000 $ 1,000,000 705,350 $ 12,079 22,769 555,178 115,324 - $ 16,829,548 $ 23,000 $ 252,719 $ 40,896 211,823 (887,686) $ (562,401) - (325,285) - Agenda Item: MEMO FY 2011 Revised Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Radio Chgs from Non Dept $ Agenda Item: MEMO $ FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Reduce Supplies and Services Per FY11 Forecast and FY12 Request Vacant Position Elimination Delete 6.0 FTE Vacant Positions Reallocations Reallocation Between Funds Reduce Indirect Cost Allocations-Out to Juvenile Probation Detention Fund (255) Reduce Allocations-Out to Juvenile Probation Special Fee Fund (228) FY 2012 Adopted Budget Percent Change from Target Amount 619 $ $ (562,401) $ (325,285) $ $ 562,401 $ 562,401 - $ 16,756,982 $ -0.4% 23,000 0.0% 506,549 55,852 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 5,296,477 $ 5,296,477 $ 97,019 $ 97,019 97,019 97,019 FY 2011 Revised Budget $ 5,393,496 $ 5,393,496 FY 2012 Budget Target $ 5,393,496 $ 5,393,496 $ 50,784 $ 8,928 41,856 - $ (460,622) $ (460,622) (409,838) (409,838) $ 4,983,658 $ -7.6% 4,983,658 -7.6% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Prob FY 11 Grant Recon Agenda Item: C-27-11-002-2-00 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Juvenile Probation Grants Fund (227) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ (23,795) $ FY 2011 FORECAST 320,645 $ 320,645 $ $ $ $ 5,393,496 5,393,496 $ $ 5,296,477 5,296,477 Uses: Operating Total Uses: $ $ 4,163,012 4,163,012 $ $ 5,296,477 5,296,477 $ $ Structural Balance $ (257,040) $ - Accounting Adjustments $ (189,980) $ $ - $ (126,375) (126,375) $ $ $ FY 2011 REVISED 3,905,972 344,440 4,250,412 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ FY 2011 ADOPTED FY 2012 ADOPTED (126,375) $ 114,348 $ $ 4,359,521 4,359,521 $ 4,983,658 4,983,658 5,393,496 5,393,496 $ $ 4,118,798 4,118,798 $ $ 4,983,658 4,983,658 $ - $ 240,723 $ - - $ - $ - $ - 320,645 320,645 $ 320,645 320,645 $ 114,348 114,348 $ 114,348 114,348 620 $ $ $ Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Juvenile Probation Special Fees Fund (228) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 4,204,187 $ 4,204,187 FY 2011 Revised Budget $ 4,204,187 $ 4,204,187 FY 2012 Budget Target $ 4,204,187 $ 4,204,187 $ (15,401) $ (15,401) - $ (55,852) $ (55,852) (71,253) (71,253) - 4,132,934 $ -1.7% 4,132,934 -1.7% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Reduce Allocations-In from Juvenile Probation General Fund (100) $ $ $ (55,852) FY 2012 Adopted Budget Percent Change from Target Amount $ Juvenile Probation Special Fees Fund (228) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 683,420 $ 446,595 $ 446,595 $ 839,234 $ 724,027 Sources: Operating Total Sources: $ $ 4,425,308 4,425,308 $ $ 4,204,187 4,204,187 $ $ 4,204,187 4,204,187 $ $ 4,087,983 4,087,983 $ $ 4,132,934 4,132,934 $ $ 4,203,190 4,203,190 $ $ 4,204,187 4,204,187 $ $ 4,204,187 4,204,187 $ $ 4,144,231 125,269 4,269,500 $ 4,132,934 4,132,934 Structural Balance $ 281,077 $ - $ - $ $ - Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 839,234 839,234 $ $ 446,595 446,595 $ $ 446,595 446,595 $ $ 724,027 724,027 $ $ 724,027 724,027 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ (115,207) Juvenile Probation Restitution Fund (229) OPERATING FY 2011 Adopted Budget $ 25,000 $ 25,000 FY 2011 Revised Budget $ 25,000 $ 25,000 FY 2012 Budget Target $ 25,000 $ 25,000 $ (15,000) $ (15,000) (15,000) (15,000) $ 10,000 $ -60.0% 10,000 -60.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 621 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Restitution Fund (229) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 85,777 $ 78,675 $ 78,675 $ 83,699 $ 80,688 Sources: Operating Total Sources: $ $ 20,783 20,783 $ $ 25,000 25,000 $ $ 25,000 25,000 $ $ 12,477 12,477 $ $ 10,000 10,000 Uses: Operating Total Uses: $ $ 22,861 22,861 $ $ 25,000 25,000 $ $ 25,000 25,000 $ $ 15,488 15,488 $ $ 10,000 10,000 Structural Balance $ (2,078) $ - $ - $ (3,011) $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 83,699 83,699 78,675 78,675 $ $ 78,675 78,675 $ $ 80,688 80,688 $ $ 80,688 80,688 Expenditures Revenue $ $ Juvenile Detention Fund (255) OPERATING FY 2011 Adopted Budget $ 33,206,895 $ - FY 2011 Revised Budget $ 33,206,895 $ - FY 2012 Budget Target $ 33,206,895 $ - $ 326,805 $ 83,580 243,225 (1,484,321) $ (1,042,861) - (441,460) - $ (506,549) $ - $ 31,542,830 $ -5.0% - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Shift Operating Savings to Non-Recurring for Projects Vacant Position Elimination Delete 9.0 FTE Vacant Positions / Shift to Non-Recurring for Projects Reallocations Reduce Indirect Cost Allocations-In from Juvenile Probation General Fund (100) FY 2012 Adopted Budget Percent Change from Target Amount 622 $ $ (1,042,861) $ (441,460) $ (506,549) Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Juvenile Detention Fund (255) (continued) Expenditures Revenue Juv Detention Tech Projects FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - FY 2012 Tentative Budget $ - $ - $ 1,484,321 $ - $ 1,484,321 $ - Percent Change from Target Amount Adjustments: Agenda Item: Information and Communications Technology Other IT Non-Recurring Shift Operating Savings to Non-Recurring for Technology Projects $ 1,484,321 FY 2012 Adopted Budget Percent Change from Target Amount Juvenile Probation Diversion Fund (275) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 386,633 $ 386,633 FY 2011 Revised Budget $ 386,633 $ 386,633 FY 2012 Budget Target $ 386,633 $ 386,633 $ 3,885 $ 576 3,309 (83,885) $ (83,885) - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Shift 1.0 FTE Probation Officer to General Fund (100) Reduce Supplies, Travel, Education/Training & Other Personnel Services Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2012 Adopted Budget Percent Change from Target Amount 623 $ $ (81,134) (2,751) $ - $ - (80,000) (80,000) $ 306,633 $ -20.7% 306,633 -20.7% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 905,938 $ 911,457 $ 911,457 $ 902,681 $ 777,213 Sources: Operating Total Sources: $ $ 326,146 326,146 $ $ 386,633 386,633 $ $ 386,633 386,633 $ $ 233,013 233,013 $ $ 306,633 306,633 Uses: Operating Total Uses: $ $ 329,409 329,409 $ $ 386,633 386,633 $ $ 386,633 386,633 $ $ 358,481 358,481 $ $ 306,633 306,633 Structural Balance $ (3,263) $ - $ - $ (125,468) $ - Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 902,681 902,681 $ $ 911,457 911,457 $ $ 911,457 911,457 $ $ 777,213 777,213 $ $ 777,213 777,213 624 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Management and Budget Management and Budget Analysis by Jack L. Patton, Principal 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 Fiscal Strength By 2015, 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 FY 2010 level. Status: This is a new goal for FY 12. The Office of Management and Budget has begun to work towards achieving this goal.. Fiscal Strength 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. Status: This is a new goal for FY 12. The Office of Management and Budget has begun to work towards achieving this goal. Fiscal Strength By 2015, 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 FY 2010 level. Status: This is a new goal for FY 12. The Office of Management and Budget has begun to work towards achieving this goal. Quality Workforce By 2015, the voluntary turnover rate for full-time employees will be maintained at or below 10%. Status: This is a new goal for FY 12. The Office of Management and Budget has begun to work towards achieving this goal. 625 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % USES ECOM - EMPLOYEE COMPENSATION 49EC - EMPLOYEE COMPENSATION $ $ 445,082 $ 445,082 $ 350,324 $ 350,324 $ 350,323 $ 350,323 $ 358,642 $ 358,642 $ 492,555 $ 492,555 $ (142,232) (142,232) -40.6% -40.6% BDMF - BUDGET DEV MON FORECASTING 49PB - PLANNING AND BUDGETING ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ $ 1,789,255 $ 1,789,255 $ 307,569 307,569 $ 2,190,588 $ 2,190,588 $ 424,181 424,181 $ 2,190,589 $ 2,190,589 $ 424,182 424,182 $ 1,881,453 $ 1,881,453 $ 365,526 365,526 $ 1,986,087 $ 1,986,087 $ 739,595 739,595 $ 204,502 204,502 (315,413) (315,413) 9.3% 9.3% -74.4% -74.4% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 684 $ 684 $ 687 $ 687 $ 687 $ 687 $ 973 $ 973 $ 6,058 $ 6,058 $ (5,371) (5,371) -781.8% -781.8% TOTAL PROGRAMS $ 2,542,590 $ 2,965,780 $ 2,965,781 $ 2,606,594 $ 3,224,295 $ (258,514) -8.7% 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED 1,941,995 $ 517,848 75 (286,140) 315,895 2,489,673 $ 2,055,429 $ 612,527 (148,169) 345,552 2,865,339 $ 2,055,428 $ 612,529 (148,169) 345,552 2,865,340 $ 1,876,288 $ 552,506 295 (250,889) 349,254 2,527,454 $ 2,111,695 $ 632,811 (45,972) 348,428 3,046,962 $ (56,267) (20,282) (102,197) (2,876) (181,622) -2.7% -3.3% N/A -69.0% -0.8% -6.3% 8,266 8,266 $ $ 13,357 13,357 $ $ 13,357 13,357 $ $ 12,464 12,464 $ $ 24,386 24,386 $ $ (11,029) (11,029) -82.6% -82.6% $ $ 92,010 11,208 3,000 42,329 2,000 2,000 400 152,947 $ $ 40,129 11,470 370 12,004 99 1,226 178 65,476 $ $ 53,011 9,888 700 18,338 1,500 1,000 400 84,837 $ $ 53,011 9,888 700 18,338 1,500 1,000 400 84,837 $ $ 26,122 8,667 55 5,578 982 835 248 42,487 $ (38,999) -73.6% (1,320) -13.3% (2,300) -328.6% (23,991) -130.8% (500) -33.3% (1,000) -100.0% 0.0% (68,110) -80.3% $ $ 2,164 2,164 $ $ 2,247 2,247 $ $ 2,247 2,247 $ $ 1,200 1,200 $ $ - $ $ ALL EXPENDITURES $ 2,542,590 $ 2,965,780 $ 2,965,781 $ 2,606,594 $ 3,224,295 $ (258,514) -8.7% TOTAL USES $ 2,542,590 $ 2,965,780 $ 2,965,781 $ 2,606,594 $ 3,224,295 $ (258,514) -8.7% 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 $ 2,247 2,247 100.0% 100.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 2,542,590 $ 2,542,590 $ 2,965,780 $ 2,965,780 $ 2,965,781 $ 2,965,781 $ 2,606,594 $ 2,606,594 $ 3,224,295 $ 3,224,295 $ (258,514) (258,514) -8.7% -8.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,542,590 $ 2,542,590 $ 2,965,780 $ 2,965,780 $ 2,965,781 $ 2,965,781 $ 2,606,594 $ 2,606,594 $ 3,224,295 $ 3,224,295 $ (258,514) (258,514) -8.7% -8.7% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL EMPLOYEE COMPENSATION EMPLOYEE COMPENSATION PROGRAM TOTAL PLANNING AND BUDGETING BUDGET DEV MON FORECASTING PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 4.69 4.69 5.10 5.10 5.10 5.10 7.10 7.10 5.00 5.00 (.10) (.10) (2.0%) (2.0%) 7.18 7.18 4.80 4.80 4.80 4.80 4.80 4.80 5.20 5.20 .40 .40 8.3% 8.3% 15.90 15.90 27.77 16.90 16.90 26.80 16.90 16.90 26.80 15.90 15.90 27.80 18.60 18.60 28.80 1.70 1.70 2.00 10.1% 10.1% 7.5% 626 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Management and Budget Staffing by Market Range Title MARKET RANGE TITLE Administrator Budget Administrator Budget Analyst Budget Pol/Compl Cnsltnt-Cnty Budget Supervisor Communicatn Ofcr/Govt Liaison Compensation Analyst Compensation Supervisor Consultant Deputy County Manager Deputy Director - Budget Human Resources Specialist Management Analyst Office Assistant Specialized Policy and Compliance Consultant Department Total FY 2010 ADOPTED FY 2011 ADOPTED 1.00 10.00 1.00 3.00 2.80 1.00 1.00 3.00 1.00 2.00 1.00 26.80 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 10.00 11.00 11.00 1.00 10.0% 1.00 (1.00) (100.0%) 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 N/A 2.80 2.80 2.80 0.0% 1.00 1.00 1.00 0.0% N/A 1.00 1.00 1.00 0.0% 3.00 2.00 2.00 (1.00) (33.3%) 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 N/A 26.80 27.80 28.80 2.00 7.2% FY 2010 FY 2011 ADOPTED ADOPTED 27.77 26.80 26.80 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 26.80 27.80 28.80 2.00 7.5% 26.80 27.80 28.80 2.00 7.5% 10.00 3.00 5.18 1.00 .59 1.00 3.00 1.00 2.00 1.00 27.77 Staffing by Fund FUND GENERAL Department Total Significant Variance Analysis Four FTE’s were restated to the Business Strategies and Health Care Programs Department, a Communications Officer was reallocated from Human Resources and a Policy and Compliance Consultant was reallocated from Non Departmental.. General Adjustments Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $29,578 decrease to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $18,509. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $4,998 is restated for FY 2012 consolidated risk management charges. • $14,682 is a restatement of FY 2011 baseline telecommunications. Restatements and Reallocations: • • • Restated 4 positions to Business Strategies and Health Care Programs, decreasing the budget by $308,052. Reallocated the Communications Officer position from Human Resources, increasing the department budget by $81,074. Reallocated the Policy Compliance Consultant position from Non Departmental increasing the department budget by $150,000. 627 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2012 Adopted Budget Strategic Business Plan Update The Office of Management and Budget underwent a facilitated review of their strategic plan. The activity and program structures of the department were reviewed and the program, measures and activities now accurately reflect the work performed in the department. Programs and Activities Planning and Budgeting Program The purpose of the Planning and Budgeting Program is to provide planning, performance management, and budgeting services to the Board of Supervisors, Departments, and Districts so they can plan the provision of services to the residents of Maricopa County, provide those services in a financially effective manner, and be accountable for transparently measuring and reporting progress in meeting measurable goals and in meeting their Board approved budget. Program Results Measure Description Percent of appropriated budgets with expenditures within budget at the end of the Percent of activities with actual expenditures at the end of the fiscal year within 5% of the mid-year forecast. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A FY 2012 ADOPTED 100.0% N/A REV VS ADOPTED VAR % N/A N/A 80.0% N/A N/A Activities that comprise this program include: • Budget Development, Monitoring and Forecasting Budget Development, Monitoring and Forecasting Activity The purpose of the Budget Development, Monitoring and Forecasting Activity is to provide budget services to the Board of Supervisors, Maricopa County Departments, and Districts so they can provide their services to their constituents in a financially effective manner and meet their Board approved budget. Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of appropriated budgets with expenditures within budget at the end of the fiscal year. Percent of activities with actual expenditures at the end of the fiscal year within 5% of the mid-year forecast. Number of appropriated budgets monitored and forecasted Number of budgeted activities monitored and forecasted Number of appropriated budgets established by the Board of Supervisors/Board of Directors Number of activities to be budgeted Expenditure per appropriated budget monitored and forecasted Expenditure per budgeted activity monitored and forecasted FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 80.0% N/A N/A N/A N/A N/A 269 N/A N/A N/A N/A N/A 983 N/A N/A N/A N/A N/A 269 N/A N/A N/A N/A N/A N/A N/A N/A $ 983 7,383.22 N/A N/A N/A N/A N/A N/A N/A $ 2,020.43 N/A N/A Expenditure 100 - GENERAL TOTAL USES $ 1,789,255 $ 1,789,255 $ 2,190,589 $ 2,190,589 628 $ 1,881,453 $ 1,881,453 $ 1,986,087 $ 1,986,087 $ $ 204,502 204,502 9.3% 9.3% Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: The savings in the Budget Development, Monitoring and Forecast Activity are due to the reorganization of staff in the Office of Management and Budget as well as a revision of personnel allocations to more accurately reflect time spent on activities. The activity in this program is new for FY 2012 and accordingly, a historical performance comparison is not possible. Employee Compensation Program The purpose of the Employee Compensation Program is to provide strategic compensation services to the Board of Supervisors and Maricopa County departments so they can recruit and retain a qualified workforce, incentivize employees to provide the best possible customer service to the citizens of Maricopa County, and have the tools necessary to comply with state and federal laws pertaining to compensation for employees. Program Results Measure Description Percent of surveyed employees voluntarily terminating employment with Maricopa County Percent of surveyed employees indicating their pay is fair in relation to job requirements FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A FY 2012 ADOPTED 25.0% N/A REV VS ADOPTED VAR % N/A N/A 50.0% N/A N/A Activities that comprise this program include: • Employee Compensation Employee Compensation Activity The purpose of the Employee Compensation Activity is to provide strategic compensation services to the Board of Supervisors and Maricopa County Departments so they can recruit and retain a qualified workforce, incentivize employees to provide the best possible customer service to the citizens of Maricopa County, and have the tools necessary to comply with state and federal laws pertaining to compensation for employees. Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of surveyed employees voluntarily terminating employment with Maricopa County because of pay Percent of surveyed employees indicating their pay is fair in relation to job requirements Number of Market Range Reviews provided Number of Market Ranges to be reviewed Expenditure per market range reviewed 100 - GENERAL TOTAL USES FY 2010 ACTUAL N/A $ $ FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 25.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 35 N/A 35 N/A $ 14,073.00 445,082 445,082 $ $ 350,323 350,323 $ $ 358,642 358,642 REV VS ADOPTED VAR % N/A N/A 50.0% $ $ 492,555 492,555 $ $ N/A N/A N/A N/A N/A N/A N/A N/A (142,232) (142,232) -40.6% -40.6% Activity Narrative: The increase in the Compensation Activity is a result of absorbing the costs of a position previously allocated to the ADP project as well as a revision of personnel allocations to more accurately reflect time spent on activities. The activity in this program is new in FY 2012 and accordingly, a historical performance comparison is not possible. 629 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 3,311,167 $ - FY 2011 Revised Budget $ 3,311,167 $ - $ 81,074 $ 81,074 (288,372) $ 4,998 14,682 (308,052) - $ 3,103,869 $ - $ (11,069) $ (29,578) 18,509 (18,505) $ (18,505) - Adjustments: Reallocations Reallocation Between Depts Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept WMD and OMB to BSHCP Agenda Item: $ FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2012 Recommended Budget Percent Change from Target Amount $ 3,074,295 $ -1.0% - FY 2012 Tentative Budget $ 3,074,295 $ -1.0% - $ 150,000 $ 150,000 - $ 3,224,295 $ 3.9% - Percent Change from Target Amount Adjustments: Reallocations Reallocation Between Depts Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 630 Department Strategic Plans and Budgets Materials Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget Materials Management Analysis by Mary Driessen, Senior Management and 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 Sustainable Environment 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: Materials Management received funding for e-procurement technology in FY 2010 and is on track to have full implementation by June 30, 2011. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES GCCT - CONTRACT PRINTING SERVICES GCMP - PRINTING SERVICES FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 26,081 $ 672,020 18,000 $ 788,795 18,000 $ 788,795 28,671 $ 767,287 22,000 $ 784,795 $ 842,393 1,540,494 $ 457,849 1,264,644 $ 457,849 1,264,644 $ 712,707 1,508,665 $ 457,849 1,264,644 $ - 0.0% 0.0% TOTAL PROGRAMS $ 1,540,494 $ 1,264,644 $ 1,264,644 $ 1,508,665 $ 1,264,644 $ - 0.0% 14,512 $ 55,460 774,633 1,452,097 14,100 2,310,802 $ 49,282 $ 53,423 644,112 1,783,941 15,676 2,546,434 $ 49,280 $ 53,422 644,113 1,783,941 15,675 2,546,431 $ 9,352 $ 54,137 631,078 1,672,772 16,284 2,383,623 $ 44,093 $ 55,166 661,986 1,855,323 19,942 2,636,510 $ 5,187 (1,744) (17,873) (71,382) (4,267) (90,079) 10.5% -3.3% -2.8% -4.0% -27.2% -3.5% 22,615 $ 33,790 352,284 408,689 $ - $ 207,746 207,746 $ - $ 207,749 207,749 $ - $ 208,015 208,015 $ - $ 215,182 215,182 $ (7,433) (7,433) N/A N/A -3.6% -3.6% $ 31,230 $ 7,098 38,328 $ 67,416 $ 6,660 74,076 $ 67,416 $ 51,440 6,660 125,516 $ 67,416 $ 51,440 6,956 125,812 $ 42,977 $ 9,567 52,544 $ 24,439 51,440 (2,907) 72,972 36.3% 100.0% -43.6% 58.1% TOTAL PROGRAMS $ 2,757,819 $ 2,828,256 $ 2,879,696 $ 2,717,450 $ 2,904,236 $ (24,540) -0.9% PCPT - PROCUREMENT SERVICES 73BS - BUSINESS SERVICES $ FY 2011 ADOPTED 4,000 (4,000) 22.2% -0.5% 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 $ $ $ 631 Department Strategic Plans and Budgets Materials Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 698,101 $ 698,101 $ 806,795 $ 806,795 $ 806,795 $ 806,795 $ 790,982 $ 790,982 $ 806,795 806,795 $ $ - 0.0% 0.0% 842,393 $ 842,393 $ 457,849 $ 457,849 $ 457,849 $ 457,849 $ 717,683 $ 717,683 $ 457,849 457,849 $ $ - 0.0% 0.0% $ - 0.0% ALL REVENUES $ 1,540,494 $ 1,264,644 $ 1,264,644 $ 1,508,665 $ 1,264,644 TOTAL SOURCES $ 1,540,494 FY 2010 ACTUAL $ 1,264,644 FY 2011 ADOPTED $ 1,264,644 FY 2011 REVISED $ 1,508,665 FY 2011 FORECAST $ 1,264,644 FY 2012 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 $ $ 0.0% REVISED VS ADOPTED VAR % 1,698,786 $ 392 503,097 70,457 (35,506) 35,507 2,272,733 $ 1,835,616 $ 580,496 (60,401) 37,476 2,393,187 $ 1,835,616 $ 580,496 51,440 (60,401) 37,476 2,444,627 $ 1,638,012 $ 1,375 505,998 53,939 (46,440) 38,796 2,191,680 $ 1,760,649 $ 633,042 (65,026) 39,836 2,368,501 $ 74,967 (52,546) 51,440 4,625 (2,360) 76,126 4.1% N/A -9.1% 100.0% 7.7% -6.3% 3.1% SUBTOTAL $ 222,364 $ 376 21,872 244,612 $ 127,952 $ 870 128,822 $ 127,952 $ 870 128,822 $ 167,732 $ 626 168,358 $ 165,833 $ 1,020 166,853 $ (37,881) (150) (38,031) -29.6% -17.2% N/A -29.5% 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 SUBTOTAL $ - $ 143,886 5,273 12,767 7,225 2,014 3,705 2,000 176,870 $ - $ 123,910 9,018 70,500 15,396 7,575 7,778 1,702 235,879 $ - $ 123,910 9,018 70,500 15,396 7,575 7,778 1,702 235,879 $ - $ 197,524 6,863 51,451 14,290 8,812 6,324 1,780 287,044 $ 3,000 $ 71,910 9,900 148,060 106,625 11,183 13,550 1,702 365,930 $ SUBTOTAL $ 32,372 $ 2 32,374 $ - $ 2,952 2,952 $ - $ 2,952 2,952 $ - $ 2,952 2,952 $ - $ 2,952 2,952 $ ALL EXPENDITURES $ 2,726,589 $ 2,760,840 $ 2,812,280 $ 2,650,034 $ 2,904,236 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 31,230 $ 31,230 $ 67,416 $ 67,416 $ 67,416 $ 67,416 $ 67,416 $ 67,416 $ - $ - $ TOTAL USES $ 2,757,819 $ 2,828,256 $ 2,879,696 $ 2,717,450 $ 2,904,236 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE $ $ (3,000) N/A 52,000 42.0% (882) -9.8% (77,560) -110.0% (91,229) -592.6% (3,608) -47.6% (5,772) -74.2% 0.0% (130,051) -55.1% (91,956) 67,416 67,416 (24,540) N/A 0.0% 0.0% -3.3% 100.0% 100.0% -0.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 842,393 $ 842,393 $ 457,849 $ 457,849 $ 457,849 $ 457,849 $ 712,707 $ 712,707 $ 457,849 $ 457,849 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 698,101 $ 698,101 $ 806,795 $ 806,795 $ 806,795 $ 806,795 $ 795,958 $ 795,958 $ 806,795 $ 806,795 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,540,494 $ 1,540,494 $ 1,264,644 $ 1,264,644 $ 1,264,644 $ 1,264,644 $ 1,508,665 $ 1,508,665 $ 1,264,644 $ 1,264,644 $ - 0.0% 0.0% 673 REPROGRAPHICS OPERATING 632 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Materials Management Sources and Uses by Fund and Function (continued) FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 1,771,588 $ 84,005 1,855,593 $ 1,952,701 $ 68,760 2,021,461 $ 1,952,701 $ 68,760 2,021,461 $ 1,802,683 $ 66,588 1,869,271 $ 1,997,969 $ 101,934 2,099,903 $ FUND TOTAL USES $ 869,854 $ 32,372 902,226 $ 806,795 $ 806,795 $ 806,795 $ 51,440 858,235 $ 796,739 $ 51,440 848,179 $ 804,333 $ 804,333 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,641,442 $ 116,377 $ 2,757,819 $ 2,759,496 $ 68,760 $ 2,828,256 $ 2,759,496 $ 120,200 $ 2,879,696 $ 2,599,422 $ 118,028 $ 2,717,450 $ 2,802,302 $ 101,934 $ 2,904,236 $ FUND TOTAL USES $ 673 REPROGRAPHICS OPERATING NON-RECURRING $ (45,268) (33,174) (78,442) -2.3% -48.2% -3.9% 2,462 51,440 53,902 0.3% 100.0% 6.3% (42,806) 18,266 (24,540) -1.6% 15.2% -0.9% 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 .35 .55 1.90 1.65 1.65 1.65 .00 .00 1.65 1.65 1.65 1.65 1.65 - 0.0% N/A N/A 0.0% .85 10.15 19.90 .20 1.00 32.10 34.00 .85 8.15 22.65 .20 .50 32.35 34.00 .85 8.15 22.65 .20 .50 32.35 34.00 .85 8.15 22.65 .20 1.00 32.85 34.50 .85 8.15 22.80 .20 .35 32.35 34.00 .15 (.15) - 0.0% 0.0% 0.7% 0.0% (30.0%) 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE 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 Supervisor Reprographic Technician Strategic Procurement Consultant - County Department Total 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 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 34.00 633 FY 2011 REVISED 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 FY 2011 FY 2012 FORECAST ADOPTED 1.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 9.00 1.00 2.00 1.00 1.00 1.00 6.00 .50 34.50 1.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 9.50 1.00 2.00 1.00 1.00 1.00 6.00 .50 34.00 REVISED TO ADOPTED VARIANCE VAR % (1.50) .50 (.50) 1.00 .50 - 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (100.0%) 5.6% 0.0% (20.0%) 0.0% 0.0% N/A 0.0% N/A 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Materials Management Staffing by Fund DEPARTMENT/FUND 730 MATERIALS MANAGEMENT 100 GENERAL 673 REPROGRAPHICS Department Total FY 2010 ADOPTED 23.00 11.00 34.00 FY 2011 ADOPTED 25.00 9.00 34.00 FY 2011 REVISED 25.00 9.00 34.00 FY 2011 FY 2012 FORECAST ADOPTED 25.50 9.00 34.50 25.00 9.00 34.00 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% 0.0% General Adjustments Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $43,459 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $12,497 for retirement contribution rate increase. Reprographics (673) • Increase Regular Benefits by $12,955 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $3,208 for retirement contribution rate increase. Target Adjustments: General Fund (100) • Increase budget by $2,981 for restatement of risk management charges from Non Departmental. • Increase budget by $42,187 for restatement of baseline telecommunications. 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. 634 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Materials Management Program Results Measure Description Percent of Certified Agency Procurement Aids (CAPAs) that are utilizing small business 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 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 FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 18.0% 20.3% 18.1% 19.0% -1.3% -6.5% 88.0% 100.0% 100.0% 100.0% 0.0% 0.0% 88.0% 100.0% 100.0% 100.0% 0.0% 0.0% 88.0% 95.7% 95.7% 95.7% 0.0% 0.0% 81.4% 89.1% 76.1% 80.4% -8.7% -9.8% 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. 635 Department Strategic Plans and Budgets Materials Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of total procurement transactions less 18.0% 20.3% 18.1% 19.0% (1.3%) -6.5% than $50,000 awarded to Small Business Enterprises. 100.0% 13.3% 100.0% 100.0% 86.7% 650.0% Percent of Certified Agency Procurement Aids (CAPAs) that are utilizing small business enterprises for non-contract procurements. 18.0% 20.3% 18.1% 19.0% (1.3%) -6.5% Percent of total procurement transactions less than $50,000 awarded to Small Business Enterprises. 69,856,820 2,000,000 115,950,500 116,000,000 114,000,000 5700.0% Dollars spent with small business enterprises on non-contract procurements less than or equal to $50,000. 5,550 1,500 7,376 7,400 5,900 393.3% Number of procurement transactions less than $50,000 awarded to Small Business Enterprises. Number of total procurement transactions less 30,775 7,380 40,233 42,000 34,620 469.1% than $50,000 Number of procurement transactions less than 30,755 7,380 40,233 42,000 34,620 469.1% $50,000 available to Small Business Enterprises. Cost per dollar of small business procurement $ 2.61 $ 32.85 $ 0.96 $ 5.96 $ 26.89 81.9% transactions less than $50,000. Expenditure 100 - GENERAL TOTAL USES $ $ 14,512 14,512 $ $ 49,280 49,280 $ $ 9,352 9,352 $ $ 44,093 44,093 $ $ 5,187 5,187 10.5% 10.5% Activity Narrative: The Small Business Enterprise program continues to support the small business community by identifying opportunities to participate in County procurement activities. Increased awareness by department’s purchasing staff and education provided to the vendor community combined with the implementation of e-procurement technologies have contributed to increases in the number and value of transactions awarded to Small Businesses Enterprises when comparing FY 2010 Actual to FY 2011 Forecast. Please note the measurements for FY 2011 Revised were inadvertently stated incorrectly so comparisons to other years are invalid. 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 Description Percent of respondents indicating very satisfied or satisfied on the Graphics Services Customer Satisfaction survey Number of contract orders completed. Number of contract print orders requested. Cost per contract order. FY 2010 ACTUAL 88.0% $ 483 483 114.82 673 - REPROGRAPHICS TOTAL SOURCES $ $ 673 - REPROGRAPHICS TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 420 420 127.20 $ 436 436 127.71 26,081 26,081 $ $ 18,000 18,000 $ $ 55,460 55,460 $ $ 53,422 53,422 $ $ FY 2012 ADOPTED 100.0% $ 440 440 125.38 28,671 28,671 $ $ 54,137 54,137 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ 20 20 1.82 4.8% 4.8% 1.4% 22,000 22,000 $ $ 4,000 4,000 22.2% 22.2% 55,166 55,166 $ $ (1,744) (1,744) -3.3% -3.3% Expenditure Activity Narrative: Demand for Contract Printing Services is increasing from FY 2011 Revised to FY 2012 Recommended due to County departments using print materials to reach wider audiences, results 636 Department Strategic Plans and Budgets Materials Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget in an increase in revenue. Figures were high in FY 2010 because it was an election year and demand for contract printing services increases every election year. Contract Orders Contract Printing Services Activity 500 105% 480 100% 460 95% 440 90% 420 400 85% 380 80% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Output Demand Result 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 Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of respondents indicating very 88.0% 100.0% 100.0% 100.0% 0.0% 0.0% satisfied or satisfied on the Graphics Services Customer Satisfaction survey Number of units completed. 16,277,585 17,900,000 23,998,707 25,000,000 7,100,000 39.7% Total dollars of printing service requests 673,077 788,500 788,500 788,500 0.0% completed. Number of units requested. 19,033,973 17,900,000 23,998,707 25,000,000 7,100,000 39.7% Cost per dollar of printing service requests $ 1.15 $ 0.82 $ 0.83 $ 0.84 $ (0.02) -2.8% completed. Cost per unit completed. $ 0.05 $ 0.04 $ 0.03 $ 0.03 $ 0.01 26.4% 673 - REPROGRAPHICS TOTAL SOURCES $ $ 672,020 672,020 $ $ 788,795 788,795 $ $ 767,287 767,287 $ $ 784,795 784,795 $ $ (4,000) (4,000) -0.5% -0.5% 673 - REPROGRAPHICS TOTAL USES $ $ 774,633 774,633 $ $ 644,113 644,113 $ $ 631,078 631,078 $ $ 661,986 661,986 $ $ (17,873) (17,873) -2.8% -2.8% Expenditure Activity Narrative: Reprographics staff is working with agency staff to offer alternatives to costly contract printing services. This leads to an increase in the number of printing services requested and an increase in efficiency. Expenditures increased due to the increase in employee benefits. 637 Department Strategic Plans and Budgets Materials Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget Printing Services Activity 30000000 105% 25000000 100% Units 20000000 95% 15000000 90% 10000000 5000000 85% 0 80% FY 10 Actual FY 11 Revised FY 11 Forecast Demand Output FY 12 Adopted Result 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 Revenue 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. Cost per procurement transaction. Cost per dollar of procurement transactions. FY 2010 ACTUAL 88.0% $ $ 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ 1,452,097 $ 1,452,097 FY 2011 FY 2011 REVISED FORECAST 95.7% 95.7% FY 2012 ADOPTED 95.7% REV VS ADOPTED VAR % 0.0% 0.0% 133,092 414,203,530 120,000 530,000,000 89,702 468,119,180 85,000 475,000,000 (35,000) (55,000,000) -29.2% -10.4% 30,000,000 530,000,000 468,119,180 475,000,000 (55,000,000) -10.4% 10.91 0.004 $ $ 14.87 0.003 $ $ 17.52 0.003 $ $ 21.83 0.004 $ $ 842,393 842,393 $ $ 457,849 457,849 $ $ 712,707 712,707 $ $ 457,849 457,849 $ $ $ 1,855,323 $ 1,855,323 $ $ (6.96) (0.001) - -46.8% -16.0% 0.0% 0.0% Expenditure $ 1,783,941 $ 1,783,941 $ 1,672,772 $ 1,672,772 (71,382) (71,382) -4.0% -4.0% Activity Narrative: The FY 2010 Actual dollar value of procurement transactions are low due to budget reductions and conservative spending by departments. The FY 2011 Revised figure for the actual dollar value of procurement transactions was overestimated by the Department. Therefore, this figure appears high in FY11 Revised but is better reflected in the FY 2011 Forecast. The Forecast in FY 2011 includes department expenditures on a number of Countywide infrastructure related upgrades such as telephone and radio which leads to an increase in FY 2011 Forecast dollar value of procurement transactions. This trend is expected to continue in FY 2012. The number of procurement transactions will decrease as agencies are able to manage their spending better through aggregation of requirements for goods and services. The number of procurement transactions will decrease in FY 2011 and FY 2012 due to an increase in departmental nominal value authority levels. 638 Department Strategic Plans and Budgets Materials Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget In FY 2012, transaction counts will decrease as a result of the implementation of E-Procurement Technologies. FY 2012 Recommended expenditures are increasing from FY 2011 Revised due to increases in employee benefits, travel, education and training. Base Adjustments: General Fund (100) Non Recurring Non Project • Increase Regular Benefits by $1,435 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $387 for retirement contribution rate increase. • Increase in Salary and Regular Benefits by $55,112 for Contract Monitor position. This position identified $725,000 in collections in FY 2011 which are presently in resolution. The Department expects additional identifications of collections in FY 2012. • Increase in Other Services by $45,000 for Procurement Consulting being provided by the National Institute of Governmental Purchasing, Inc. (NIGP). Consultants will provide training to help educate purchasing staff throughout the County to reduce procurement policy violations and increase contract compliance. 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. 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. Cost per Records Management service provided. FY 2010 ACTUAL 81.4% FY 2011 FY 2011 REVISED FORECAST 89.1% 76.1% FY 2012 ADOPTED 80.4% REV VS ADOPTED VAR % (8.7%) -9.8% 162 200 160 200 - 0.0% 170 100 110 110 10 10.0% 170 475 460 475 - 0.0% $ 87.04 $ 78.38 $ 92.53 $ 99.71 $ (21.34) -27.2% $ $ 14,100 14,100 $ $ 15,675 15,675 $ $ 16,284 16,284 $ $ 19,942 19,942 $ $ (4,267) (4,267) -27.2% -27.2% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The number of Records Management services provided and the percent of respondents indicating satisfied or very satisfied on the Records Management Customer Satisfaction survey is decreasing from FY 2010 Actual to FY 2011 Forecast due to the department’s inability to keep pace with the demand for service. The department plans on shifting responsibilities within other activities to focus on improving the outputs and result in FY 2012. The increase in demand from FY 2010 to FY 2011 is due to the increase in the County’s use of social media such as Twitter, Facebook, MySpace and YouTube to provide information such as real time weather condition reports and emergency response information. Specific departments and elected officials utilize this type of internet communication to provide citizens with timely and relevant access to information, while still complying with statutorily defined retention schedules. In addition, increase in 639 Department Strategic Plans and Budgets Materials Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget demand results from the new solicitation for off-site Records Management Services which increases capacity. The decrease in efficiency is due to the increase in employee benefits and travel and training for staff to become qualified as Certified Records Managers. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 1,952,701 $ 457,849 FY 2011 Revised Budget $ 1,952,701 $ 457,849 $ 45,268 $ 2,981 42,287 - $ 1,997,969 $ 457,849 $ 55,956 $ 43,459 12,497 (55,956) $ (55,956) - 1,997,969 $ 0.0% 457,849 0.0% Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ 640 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Materials Management General Fund (100) continued Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 68,760 $ - FY 2011 Revised Budget $ 68,760 $ - $ (10,000) $ (10,000) (58,760) $ (58,760) - $ - $ - $ 1,822 $ 1,435 387 100,112 $ 100,112 - 101,934 $ - Adjustments: Information and Communications Technology Technology Projects E-Procurement and Vendor Mgmt Non Recurring Contract Monitor Funding FY 10 Agenda Item: C-73-10-063-2-00 $ C-73-10-021-2-00 FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Non Recurring Other Non-Recurring Contract Monitor Funding Procurement Consulting Agenda Item: $ $ FY 2012 Adopted Budget 55,112 45,000 $ Reprographics Fund (673) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 806,795 $ 806,795 FY 2011 Revised Budget $ 806,795 $ 806,795 $ (2,462) $ (2,462) - $ 804,333 $ 806,795 $ 16,163 $ 12,955 3,208 (16,163) $ (16,163) - 804,333 $ 0.0% 806,795 0.0% Adjustments: Restatements Risk Mgt Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ 641 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Materials Management Reprographics Fund (673) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 318,342 $ 143,642 $ 143,642 $ 114,215 $ 61,994 $ 698,101 698,101 $ 806,795 806,795 $ 806,795 806,795 $ 795,958 795,958 $ 806,795 806,795 $ $ 806,795 806,795 $ $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (171,753) $ Accounting Adjustments $ (2) $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 869,854 32,372 902,226 114,215 $ $ $ $ $ $ 806,795 51,440 858,235 $ - $ - $ - $ - $ 143,642 $ $ 92,202 $ $ 642 $ 796,739 51,440 848,179 $ $ 804,333 804,333 $ 2,462 - $ - 61,994 $ $ 64,456 (781) $ Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Analysis by Mary Driessen, Senior Management and Budget Analyst 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 Citizen Satisfaction 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: The Department is currently at 51.5% which is a decrease from FY 2010 due to the new Identification Policy, higher caseloads and less staffing. The Medical Examiner is also upgrading to a new metric system which will better able the department to accurately calculate this measurement. The Department anticipates reaching the goal by the target date. Citizen Satisfaction 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 19.8% which is a decrease from FY 2010 due to the wide variety of cases. A high percentage of cases are out of state visitors with no Arizona physician to sign the death certificate. The Medical Examiner is also in the process of evaluating the expansion of categories within this program to accept additional classes of accepted cases. The Department anticipates reaching the goal by the target date. Citizen Satisfaction 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 35.0% of cases in 45 days and 68.8% of cases in 90 days due to higher caseloads per doctor. Both percentages have declined from FY 2010. To increase the percentage of cases closed within the 45 and 90 day time frame, the Department is initiating a “pending 643 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2012 Adopted Budget case” review program to expedite the closure of all cases. anticipates reaching the goal by the target date. The Department Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION INVG - DECEDENT MEDICAL INVESTIGATION MELB - MEDICAL EXAMINER LAB SERVICES 29ME - MEDICAL EXAMINERS $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 262,990 $ 69,719 116,459 449,168 $ 262,380 $ 91,950 2,086 356,416 $ 262,380 $ 217,024 8,467 197,117 684,988 $ 262,390 $ 190,596 8,633 202,400 664,019 $ 262,380 $ 188,313 10,015 2,200 462,908 $ (28,711) 1,548 (194,917) (222,080) $ $ 1 $ 1 $ - $ - $ - $ - $ (4,520) $ (4,520) $ - $ - $ TOTAL PROGRAMS $ 449,169 $ 356,416 $ 684,988 $ 659,499 $ 462,908 $ (222,080) -32.4% 216,548 $ 2,833,790 1,209,291 1,260,423 71,429 682,365 6,273,846 $ 216,375 $ 2,748,897 1,375,434 1,173,254 70,099 740,174 6,324,233 $ 216,377 $ 2,873,974 1,381,815 1,370,372 70,095 740,174 6,652,807 $ 220,689 $ 2,916,253 1,378,410 1,333,462 74,801 720,427 6,644,042 $ 217,517 $ 2,988,227 1,365,274 1,127,589 69,936 722,051 6,490,594 $ (1,140) (114,253) 16,541 242,783 159 18,123 162,213 -0.5% -4.0% 1.2% 17.7% 0.2% 2.4% 2.4% 88,304 $ 309,134 65,232 462,670 $ 88,303 $ 309,133 65,232 462,668 $ 86,242 $ 298,439 60,413 445,094 $ 88,537 $ 360,998 57,706 507,241 $ (234) (51,865) 7,526 (44,573) -0.3% -16.8% 11.5% -9.6% (49,283) (49,283) -200.9% -200.9% - 0.0% -13.2% 18.3% -98.9% -32.4% N/A N/A 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 $ $ 14,541 $ 395,047 11,590 421,178 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 22,128 $ 22,128 $ 24,535 $ 24,535 $ 24,535 $ 24,535 $ 24,540 $ 24,540 $ 73,818 $ 73,818 $ TOTAL PROGRAMS $ 6,717,152 $ 6,811,438 $ 7,140,010 $ 7,113,676 $ 7,071,653 $ 644 68,357 1.0% Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ SUBTOTAL $ ALL REVENUES $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2011 ADOPTED 147,159 147,159 FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 53,648 $ 53,648 $ 382,220 $ 382,220 $ 358,505 $ 358,505 $ 160,140 $ 160,140 $ 302,009 $ 302,009 $ 302,768 $ 302,768 $ 302,768 $ 302,768 $ 300,997 $ 300,997 $ 302,768 302,768 $ $ - 0.0% 0.0% $ $ (3) $ (3) $ - $ $ - N/A N/A 684,988 $ 659,499 $ 1 1 $ $ 449,169 $ - $ $ 356,416 $ - 462,908 $ (222,080) (222,080) (222,080) -58.1% -58.1% -32.4% 449,169 $ 356,416 $ 684,988 $ 659,499 $ 462,908 $ (222,080) -32.4% REVISED VS ADOPTED FY 2010 FY 2011 FY 2011 FY 2011 FY 2012 ACTUAL ADOPTED REVISED FORECAST ADOPTED VAR % 4,378,123 $ 557 85,292 1,341,913 18,286 39,828 5,863,999 $ 4,429,240 $ 88,464 1,451,214 17,400 39,826 6,026,144 $ 4,429,240 $ 93,220 1,451,593 17,400 39,826 6,031,279 $ 4,516,487 $ 102,997 1,468,394 16,241 39,828 6,143,947 $ 4,509,005 $ 93,597 1,538,478 15,150 39,826 6,196,056 $ (79,765) (377) (86,885) 2,250 (164,777) -1.8% N/A -0.4% -6.0% 12.9% 0.0% -2.7% 94,735 $ 223,590 23,879 1,466 343,670 $ 82,335 $ 238,000 30,000 18,500 368,835 $ 86,464 $ 238,835 30,000 18,500 373,799 $ 77,863 $ 192,752 28,044 (1,475) 297,184 $ 87,634 $ 180,966 30,000 11,190 309,790 $ (1,170) 57,869 7,310 64,009 -1.4% 24.2% 0.0% 39.5% 17.1% 125,088 $ 56,294 10,875 108,937 13,046 25,195 21,577 10,074 5,836 376,922 $ 139,644 $ 82,500 10,500 105,000 15,101 25,000 10,722 8,200 7,500 404,167 $ 191,207 $ 134,756 10,500 105,000 15,101 40,891 17,359 8,200 7,500 530,514 $ 183,431 $ 109,349 10,971 87,087 14,075 44,721 16,222 8,560 6,583 480,999 $ 159,826 $ 88,105 11,100 103,500 134,078 25,138 11,000 9,200 7,500 549,447 $ $ (890) $ 126,198 7,253 132,561 $ - $ 12,292 12,292 $ - $ 192,126 12,292 204,418 $ - $ 190,934 612 191,546 $ - $ 16,360 16,360 $ 175,766 12,292 188,058 N/A 91.5% 100.0% 92.0% ALL EXPENDITURES $ 6,717,152 $ 6,811,438 $ 7,140,010 $ 7,113,676 $ 7,071,653 $ 68,357 1.0% TOTAL USES $ 6,717,152 $ 6,811,438 $ 7,140,010 $ 7,113,676 $ 7,071,653 $ 68,357 1.0% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ 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 CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ $ 645 31,381 16.4% 46,651 34.6% (600) -5.7% 1,500 1.4% (118,977) -787.9% 15,753 38.5% 6,359 36.6% (1,000) -12.2% 0.0% (18,933) -3.6% Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST REVISED VS ADOPTED VAR % FY 2012 ADOPTED $ FUND TOTAL SOURCES $ 302,009 $ 302,009 $ 302,768 $ 302,768 $ 302,768 $ 302,768 $ 300,997 $ 300,997 $ 302,768 $ 302,768 $ $ FUND TOTAL SOURCES $ 147,160 $ 147,160 $ 53,648 $ 53,648 $ 382,220 $ 382,220 $ 358,502 $ 358,502 $ 160,140 $ 160,140 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 449,169 $ 449,169 $ FY 2010 ACTUAL 356,416 $ 356,416 $ FY 2011 ADOPTED 684,988 $ 684,988 $ FY 2011 REVISED 659,499 $ 659,499 $ FY 2011 FORECAST 462,908 $ 462,908 $ FY 2012 ADOPTED 224 MEDICAL EXAMINER GRANT OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING (222,080) (222,080) -58.1% -58.1% (222,080) -32.4% (222,080) -32.4% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 6,565,478 $ 6,565,478 $ 6,757,790 $ 6,757,790 $ 6,757,790 $ 6,757,790 $ 6,755,174 $ 6,755,174 $ 6,911,513 $ 6,911,513 $ $ FUND TOTAL USES $ 151,674 $ 151,674 $ 53,648 $ 53,648 $ 382,220 $ 382,220 $ 358,502 $ 358,502 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 6,717,152 $ 6,717,152 $ 6,811,438 $ 6,811,438 $ 7,140,010 $ 7,140,010 $ 7,113,676 $ 7,113,676 $ 224 MEDICAL EXAMINER GRANT OPERATING 0.0% 0.0% (153,723) (153,723) -2.3% -2.3% 160,140 $ 160,140 $ 222,080 222,080 58.1% 58.1% 7,071,653 $ 7,071,653 $ 68,357 68,357 1.0% 1.0% Staffing by Program and Activity PROGRAM/ACTIVITY 290 MEDICAL EXAMINER ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL MEDICAL EXAMINERS CREMATION AUTHORIZATIONS DECEDENT MEDICAL EXAMINATION DECEDENT MEDICAL INVESTIGATION MEDICAL EXAMINER LAB SERVICES MEDICAL EXAMINER LEGAL SUPPORT MEDICAL EXAMINER OFFICE SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 3.00 2.00 .50 5.50 2.00 1.00 1.00 4.00 2.00 1.00 1.00 4.00 2.00 1.00 1.00 4.00 2.00 1.00 1.00 4.00 - 0.0% 0.0% 0.0% 0.0% 3.00 19.36 20.90 12.95 .79 13.00 70.00 75.50 3.05 21.40 21.85 11.95 .75 14.00 73.00 77.00 3.05 21.40 21.85 11.95 .75 14.00 73.00 77.00 3.05 22.40 22.85 11.95 .75 14.00 75.00 79.00 3.05 22.80 21.85 11.95 .75 14.00 74.40 78.40 1.40 1.40 1.40 0.0% 6.5% 0.0% 0.0% 0.0% 0.0% 1.9% 1.8% 646 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Staffing by Market Range Title MARKET RANGE TITLE MEDICAL EXAMINER Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Chemist Chemist Supervisor Chief Medical Examiner Crime Scene Specialist Crime Scene Supervisor Director - Medical Examiner Finan/Business Analyst - Dept Forensic Anthropologist Forensic Odontologist Forensic Services Supervisor Forensic Technician Human Resources Analyst Human Resources Support Supv Laboratory Manager Laboratory Technician Management Analyst Medical Death Investigations Manager Medical Examiner Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Photographer Procurement Specialist Department Total 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 .50 75.50 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 FY 2011 REVISED 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 FY 2012 FORECAST ADOPTED 1.00 1.00 2.00 8.00 1.00 1.00 20.00 3.00 1.00 .50 .50 1.00 9.00 1.00 1.00 2.00 1.00 9.00 3.00 10.00 2.00 1.00 79.00 1.00 1.00 2.00 8.00 1.00 1.00 19.00 3.00 1.00 .60 .80 1.00 9.00 1.00 1.00 2.00 1.00 9.00 3.00 10.00 2.00 1.00 78.40 REVISED TO ADOPTED VARIANCE VAR % 1.00 1.00 (1.00) 3.00 (1.00) .60 .80 1.00 1.00 1.00 (1.00) (1.00) (4.00) 1.40 0.0% N/A 100.0% (100.0%) 0.0% 0.0% 0.0% 0.0% N/A 0.0% (100.0%) N/A N/A N/A 0.0% 0.0% N/A 0.0% 0.0% N/A N/A 0.0% 50.0% (9.1%) (100.0%) (100.0%) 0.0% 0.0% 1.8% Staffing by Fund DEPARTMENT/FUND 290 MEDICAL EXAMINER 100 GENERAL Department Total FY 2010 ADOPTED 75.50 75.50 FY 2011 ADOPTED 77.00 77.00 647 FY 2011 REVISED 77.00 77.00 FY 2011 FY 2012 FORECAST ADOPTED 79.00 79.00 78.40 78.40 REVISED TO ADOPTED VARIANCE VAR % 1.40 1.40 1.8% 1.8% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Medical Examiner General Adjustments Base Adjustments: General Fund (100) • Decrease Regular Benefits by ($18,773) for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $41,536 for retirement contribution rate increase. • Increase budget by $18,221 to rightsize benefit savings. Medical Examiner Grants Fund (224) • Right-size grant revenue and expenditure budget to reflect anticipated grants for FY 2012 for a net decrease of ($222,080). Target Adjustments: General Fund (100) • Increase budget by $51,822 for restatement of risk management charges from Non Departmental. • Increase budget by $21,437 for restatement of equipment services charges for vehicle maintenance and repair. • Increase budget by $39,480 for restatement of baseline telecommunications. 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. 648 Maricopa County Annual Business Strategies FY 2012 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) FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 47.0% 43.4% 35.4% 35.1% (8.3%) -19.2% 77.2% 70.2% 62.1% 61.0% (9.2%) -13.1% 78.1% 83.1% 66.9% 63.8% (19.2%) -23.2% 61.6% 21.7% 100.0% 60.3% 20.8% 7.0% 63.3% 20.9% 8.5% 64.3% 19.7% 7.9% 3.9% (1.1%) 0.9% 6.5% -5.2% 13.0% 100.0% 100.0% 73.6% 81.7% (18.3%) -18.3% 40.9% 60.1% 39.8% 60.6% 37.7% 61.7% 36.4% 62.5% (3.4%) 1.8% -8.5% 3.0% 91.0% 97.5% 98.3% 98.2% 0.7% 0.8% 59.0% 63.2% 50.9% 51.7% (11.5%) -18.2% 97.7% 97.4% 97.4% 97.6% 0.2% 0.2% 62.8% 48.3% 43.4% 41.6% (6.7%) -13.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 72.3% 71.6% 76.9% 76.2% 4.6% 6.4% N/A 28.1% 22.9% 19.9% (8.2%) -29.2% N/A 60.0% N/A 60.0% 0.0% 0.0% N/A 29.4% N/A 29.4% 0.0% 0.0% N/A 81.6% N/A 81.6% 0.0% 0.0% N/A 18.4% N/A 18.4% 0.0% 0.0% 649 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activities that comprise this program include: • Cremation Authorizations • Decedent Medical Examination • Decedent Medical Investigation • • • Office Support Lab Services Legal Support 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 FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of cremation authorizations 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% completed within 1 day of receipt. Number of cremation authorizations 19,015 19,332 19,893 19,416 84 0.4% completed Number of cremation authorizations requested 19,015 19,332 19,893 19,416 84 0.4% Total cost per cremation authorization $ 11.39 $ 11.19 $ 11.09 $ 11.20 $ (0.01) -0.1% 100 - GENERAL TOTAL SOURCES $ $ 262,990 262,990 $ $ 262,380 262,380 $ $ 262,390 262,390 $ $ 262,380 262,380 $ $ 100 - GENERAL TOTAL USES $ $ 216,548 216,548 $ $ 216,377 216,377 $ $ 220,689 220,689 $ $ 217,517 217,517 $ $ - 0.0% 0.0% Expenditure (1,140) (1,140) -0.5% -0.5% Activity Narrative: Expenditures are increasing slightly due to the increase in benefits. The number of cremation authorizations completed will keep pace with the increase demand for public use of cremation. Cremation Authorization Activity 20000 19800 19600 19400 19200 19000 18800 18600 18400 120% 100% Cremations 80% 60% 40% 20% 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output 650 Result Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Medical Examiner 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. 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. 651 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Total cost per exam FY 2010 ACTUAL 47.0% $ FY 2012 ADOPTED 35.1% REV VS ADOPTED VAR % (8.3%) -19.2% 77.2% 70.2% 64.0% 61.0% (9.2%) -13.1% 78.1% 83.1% 67.6% 63.8% (19.2%) -23.2% 61.6% 21.7% 100.0% 60.3% 20.8% 7.0% 62.8% 21.8% 8.8% 64.3% 19.7% 7.9% 3.9% (1.1%) 0.9% 6.5% -5.2% 13.0% 3,568 350 3,780 336 3,842 435 3,996 396 216 60 5.7% 17.9% 216 12.51 5.7% 1.6% 3,568 794.22 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 2,803,857 29,933 $ 2,833,790 $ FY 2011 FY 2011 REVISED FORECAST 43.4% 36.7% 39,019 30,700 69,719 $ $ $ 3,780 760.31 40,388 176,636 217,024 $ $ $ 3,842 742.10 38,607 151,989 190,596 3,996 747.80 $ $ $ $ 40,388 147,925 188,313 $ $ (28,711) (28,711) 0.0% -16.3% -13.2% (142,964) 28,711 (114,253) -5.3% 16.3% -4.0% Expenditure $ 2,697,338 176,636 $ 2,873,974 $ 2,767,397 148,856 $ 2,916,253 $ 2,840,302 147,925 $ 2,988,227 $ $ Activity Narrative: It is anticipated that the number of examinations completed in FY 2012 will increase due to the present trend in examinations required in FY 2011. With this increase in demand, this negatively affects the percent of cases completed within 45 and 90 days and percent of exams completed within 48 hours. The resources available in the General Fund will be increasing due to the increase in cost for benefits. The resources for the Medical Examiner Grants will be decreasing due to the decrease in grant funding. Exams Decedent Medical Examinations Activity 4100 4000 3900 3800 3700 3600 3500 3400 3300 100% 80% 60% 40% 20% 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result 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 652 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2012 Adopted Budget agency investigating the death obtains a search warrant for private property other than in the immediate location where the body was found. 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 Total cost per investigation FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 73.6% 40.9% 60.1% $ 7,708 7,708 156.89 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ - 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,209,291 $ 1,209,291 39.8% 60.6% $ 7,932 7,932 174.21 $ $ 8,467 8,467 37.7% 61.7% $ 7,890 7,890 174.70 $ $ 8,633 8,633 REV VS ADOPTED VAR % (18.3%) -18.3% FY 2012 ADOPTED 81.7% 36.4% 62.5% (3.4%) 1.8% -8.5% 3.0% (84) (84) 0.24 -1.1% -1.1% 0.1% $ 7,848 7,848 173.96 $ $ $ 10,015 10,015 $ $ 1,548 1,548 18.3% 18.3% $ 1,355,259 10,015 $ 1,365,274 $ 18,089 (1,548) 16,541 1.3% -18.3% 1.2% Expenditure $ 1,373,348 8,467 $ 1,381,815 $ 1,369,943 8,467 $ 1,378,410 $ Activity Narrative: Expenditures will increase due to the increase in cost for benefit. A newly implemented operational procedure to review pending cases has led to a decrease in the percent of investigative summaries completed on the day of the exam by 18.3%. The department plans on revising this result measure in FY 2013 to incorporate the change in the operational procedure. 653 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2012 Adopted Budget Decedent Medical Investigation Activity 8000 120% 100% Investiagtions 7900 80% 7800 60% 7700 40% 7600 20% 7500 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result 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. Measure Type Result Result Output Output Demand Efficiency Expenditure 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. Total cost per report transcribed. FY 2010 ACTUAL 91.0% FY 2011 FY 2011 REVISED FORECAST 97.5% 98.3% FY 2012 ADOPTED 98.2% $ 77.59 $ 82.46 $ 75.45 $ 77.24 100 - GENERAL TOTAL USES $ $ 682,365 682,365 $ $ 740,174 740,174 $ $ 720,427 720,427 $ $ 722,051 722,051 REV VS ADOPTED VAR % 0.7% 0.8% 59.0% 63.2% 50.9% 51.7% (11.5%) -18.2% 8,794 8,976 9,549 9,348 372 4.1% 3,568 8,794 3,780 8,976 3,887 9,549 3,996 9,348 216 372 5.7% 4.1% $ 5.22 6.3% $ $ 18,123 18,123 2.4% 2.4% Activity Narrative: The FY 2012 percent of decedents released within one day of an exam is declining by 11.5% due to the increasing caseload of decedents admitted in combination with the reduction of office staff. 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. 654 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Result Result Result Result Output Output Output Demand Demand Efficiency Revenue REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of toxicology tests completed in house 97.7% 97.4% 97.4% 97.6% 0.2% 0.2% of total tests requested (excluding weekends and holidays) Percent of toxicology reports produced within 62.8% 48.3% 43.4% 41.6% (6.7%) -13.9% 45 days of exam (excluding weekends and holidays) Percent of microscopic slides produced within 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 7 days of exam (excluding weekends and holidays) Percent of examined cases requiring 72.3% 71.6% 76.9% 76.2% 4.6% 6.4% microscopic slides to be produced Percent of toxicology reports produced within N/A 28.1% 22.9% 19.9% (8.2%) -29.2% 35 days of exam (excluding weekends and holidays) Number of toxicology tests produced 51,317 53,112 59,036 61,176 8,064 15.2% Number of total toxicology reports produced 3,120 3,204 3,181 3,260 56 1.7% Number of microscopic slides produced 9,169 9,300 12,068 12,120 2,820 30.3% Number of microscopic slides requested 9,169 9,300 12,068 12,120 2,820 30.3% Number of toxicology tests requested. 51,317 53,112 59,036 61,176 8,064 15.2% Total cost per test produced $ 24.56 $ 25.80 $ 22.59 $ 18.43 $ 7.37 28.6% 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ 116,459 116,459 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,138,682 121,741 $ 1,260,423 $ $ 197,117 197,117 $ $ 202,400 202,400 $ $ 2,200 2,200 $ $ (194,917) (194,917) -98.9% -98.9% $ 1,125,389 2,200 $ 1,127,589 $ 47,866 194,917 242,783 4.1% 98.9% 17.7% Expenditure $ 1,173,255 197,117 $ 1,370,372 $ 1,132,283 201,179 $ 1,333,462 $ Activity Narrative: Grant funding is reduced by 98.9% in FY 2012. The demand for autopsies is increasing which leads to an increase in the demand for toxicology tests and microscopic slides. The percent to toxicology reports produced within 35 and 45 days of an exam is decreasing due to the increase is volume and a changes in key personnel. 655 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2012 Adopted Budget Lab Services Activity 62000 98% Toxicology Tests 60000 98% 58000 98% 56000 54000 98% 52000 97% 50000 97% 48000 46000 97% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result 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. Measure Type Result Result Result Result Output Output Demand Efficiency Expenditure 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) Total cost per subpoenas supported 100 - GENERAL TOTAL USES FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 60.0% N/A REV VS ADOPTED VAR % 0.0% 0.0% N/A 29.4% N/A 29.4% 0.0% 0.0% N/A 81.6% N/A 81.6% 0.0% 0.0% N/A 18.4% N/A 18.4% 0.0% 0.0% N/A 612 N/A 612 - 0.0% N/A N/A 144 612 N/A N/A 144 612 - 0.0% 0.0% N/A $ $ $ FY 2012 ADOPTED 60.0% 71,429 71,429 $ $ 114.53 70,095 70,095 N/A $ $ $ 74,801 74,801 $ $ 114.27 $ 0.26 0.2% 69,936 69,936 $ $ 159 159 0.2% 0.2% Activity Narrative: The department currently does not have the ability to measure this data; however there is a plan to record this information in FY 2012. 656 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 6,757,790 $ 302,768 FY 2011 Revised Budget $ 6,757,790 $ 302,768 $ 112,739 $ 51,822 21,437 37,432 2,048 - $ 6,870,529 $ 302,768 $ 22,763 $ (18,773) 41,536 18,221 $ 18,221 - 6,911,513 $ 0.6% 302,768 0.0% Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Radio Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Rightsize Benefit Savings Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount 18,221 $ Medical Examiner Grant Fund (224) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 53,648 $ 53,648 $ 328,572 $ 328,572 328,572 328,572 FY 2011 Revised Budget $ 382,220 $ 382,220 FY 2012 Budget Target $ 382,220 $ 382,220 $ (222,080) $ (222,080) (222,080) (222,080) $ 160,140 $ -58.1% 160,140 -58.1% Adjustments: Grants, Donations and Intergovernmental Agreements Grants ME Grant Carryover and Recon Adjustments: Grants, Donations and Intergovernmental Agreements Grants ME Grant Carryover and Recon Agenda Item: C-29-11-004-M-00 Agenda Item: C-29-11-004-M-00 FY 2012 Adopted Budget Percent Change from Target Amount 657 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Grant Fund (224) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ - $ - $ - $ - $ - $ 147,160 147,160 $ 53,648 53,648 $ 382,220 382,220 $ 358,502 358,502 $ 160,140 160,140 $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 4,514 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ 151,674 151,674 $ $ $ 53,648 53,648 (4,514) $ $ $ 382,220 382,220 - $ $ - $ $ - 658 $ $ $ $ $ 358,502 358,502 $ $ 160,140 160,140 - $ - $ - $ - $ - $ - $ $ - $ $ - $ $ - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Analysis by Mark Mason, Senior Management and Budget Analyst Summary Mission The Mission of the Parks and Recreation Department is to provide the highest quality parks, trails, programs, services, and experiences to energize visitors so they can become life-long users and advocates. Vision Our vision is to connect people with nature through regional parks, trails and programs, inspire an appreciation for the Sonoran Desert and natural open spaces, and create lifelong positive memories. Strategic Goals Safe Communities By the end of FY 2013, 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 has completed a Maintenance Standards Manual to establish maintenance expectations, schedules and identify preventive maintenance procedures for all facilities. The Department has also contracted with ASI/Camava to provide a computerized maintenance tracking system which automatically notifies the parks when repairs are necessary and the proper steps to follow. To ensure public safety throughout the park system, a Signage Standard Manual was developed to create consistent messaging from park to park. The Department is currently working to implement standardized directional, trail and informational signage throughout the park system. Safe Communities By the end of FY 2014, 75% of all existing facilities from FY 2010 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 begun an inventory of existing facilities to identify those amenities that do not meet the current Departmental standard. In addition, Parks has begun negotiations with Bureau of Reclamation to obtain funding for renovations to the Lake Pleasant Visitor Center, upgrading the facility to include enhanced opportunities for education and recreation opportunities. Sustainable Environment 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. Status: The Department has been refining interpretive programming standards 659 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2012 Adopted Budget and developing a junior ranger program which are expected to increase park use and enhance the park visitor’s experience. As of February 1, 2011, the Department has completed approximately 90% of the interpretive programming standards and outlined activities and guidelines for the junior ranger program. In addition to expanded services, the Department is working to secure two additional concessionaires (zip lines and cable lake) to provide fresh recreational opportunities to visitors. Sustainable Environment 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. Status: As of February 14, 2011, the Department continues to complete the studies required by 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 Regional Trail. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 5,903,766 $ 221,783 6,125,549 $ 5,406,955 $ 203,368 5,610,323 $ 5,451,472 $ 203,368 5,654,840 $ 5,767,898 $ 209,620 5,977,518 $ 5,890,176 $ 203,368 6,093,544 $ 438,704 438,704 MDEV - MAINTENANCE AND DEVELOPMENT 30SP - PARK SUPPORT $ $ 45,286 $ 45,286 $ 63,300 $ 63,300 $ 109,942 $ 109,942 $ 51,287 $ 51,287 $ 18,090 $ 18,090 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ - $ - $ - $ - $ 3 $ 3 $ - $ - $ - N/A N/A GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 52,258 $ 52,258 $ 99,409 $ 99,409 $ 99,409 $ 99,409 $ 138,313 $ 138,313 $ 99,409 $ 99,409 $ - 0.0% 0.0% TOTAL PROGRAMS $ 6,223,093 $ 5,773,032 $ 5,864,191 $ 6,167,121 $ 6,211,043 $ 346,852 5.9% 2,584,817 $ 806,720 3,391,537 $ 2,628,999 $ 806,649 3,435,648 $ 2,423,483 $ 747,333 3,170,816 $ 2,346,982 $ 842,506 3,189,488 $ 282,017 (35,857) 246,160 10.7% -4.4% 7.2% 6.1% 6.1% (91,852) (91,852) 8.0% 0.0% 7.8% -83.5% -83.5% USES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ $ 2,024,092 $ 680,271 2,704,363 $ MDEV - MAINTENANCE AND DEVELOPMENT 30SP - PARK SUPPORT $ $ 3,109,047 $ 3,109,047 $ 3,493,211 $ 3,493,211 $ 3,805,038 $ 3,805,038 $ 3,270,788 $ 3,270,788 $ 3,572,350 $ 3,572,350 $ 232,688 232,688 BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 91,887 $ 252,987 50,812 436,678 832,364 $ 102,530 $ 537,965 55,371 520,791 1,216,657 $ 102,530 $ 537,965 55,371 521,200 1,217,066 $ 106,901 $ 355,570 55,539 450,650 968,660 $ 104,925 $ 423,209 55,948 765,527 1,349,609 $ (2,395) 114,756 (577) (244,327) (132,543) -2.3% 21.3% -1.0% -46.9% -10.9% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ 720 63,779 64,499 $ - $ 79,042 79,042 $ - $ 79,042 79,042 $ - $ 79,028 79,028 $ 311,522 $ 483,617 795,139 $ (311,522) (404,575) (716,097) N/A N/A -511.8% -906.0% DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 5,330 $ 5,330 $ 48,660 $ 48,660 $ 48,660 $ 48,660 $ 9,518 $ 9,518 $ 91,714 $ 91,714 $ (43,054) (43,054) -88.5% -88.5% TOTAL PROGRAMS $ 6,715,603 $ 8,229,107 $ 8,585,454 $ 7,498,810 $ 8,998,300 $ (412,846) -4.8% $ 660 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FY 2011 ADOPTED 26,130 26,130 $ $ FY 2011 REVISED 4,820 4,820 $ $ 201,002 $ 4,220,528 4,421,530 $ 201,648 $ 3,826,549 4,028,197 $ $ SUBTOTAL $ 781 $ 781 $ 50 $ 50 $ $ 58,465 $ 1,619,380 1,677,845 $ ALL REVENUES $ 6,126,286 OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 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 2011 FORECAST 95,979 95,979 $ $ 201,648 $ 3,826,549 4,028,197 $ 50 50 REVISED VS ADOPTED VAR % FY 2012 ADOPTED 74,594 74,594 $ $ 210,557 $ 4,216,344 4,426,901 $ - $ $ 201,648 $ 4,266,141 4,467,789 $ $ $ 595 $ 595 $ 50 50 $ $ 123,909 $ 1,616,056 1,739,965 $ 123,909 $ 1,616,056 1,739,965 $ 109,817 $ 1,555,214 1,665,031 $ 119,909 1,623,295 1,743,204 $ $ 5,773,032 $ 5,864,191 $ 6,167,121 $ 6,211,043 $ 96,807 96,807 $ $ - $ $ - $ $ - $ $ 6,223,093 FY 2010 ACTUAL $ 5,773,032 FY 2011 ADOPTED $ 5,864,191 FY 2011 REVISED $ 6,167,121 FY 2011 FORECAST $ - $ $ $ (95,979) -100.0% (95,979) -100.0% 439,592 439,592 0.0% 11.5% 10.9% - 0.0% 0.0% (4,000) 7,239 3,239 -3.2% 0.4% 0.2% 346,852 5.9% - N/A N/A 6,211,043 $ 346,852 5.9% FY 2012 REVISED VS ADOPTED ADOPTED VAR % 3,384,200 $ 48,637 819 1,252,388 10,164 (581,791) 536,007 4,650,424 $ 3,461,518 $ 87,123 1,500 1,371,580 14,300 (649,601) 577,597 4,864,017 $ 3,461,518 $ 87,123 1,500 1,371,580 14,300 (649,601) 577,597 4,864,017 $ 3,448,890 $ 39,393 1,448 1,379,394 6,607 (612,113) 557,322 4,820,941 $ 3,432,235 $ 39,606 1,500 1,453,140 12,551 (613,262) 542,768 4,868,538 $ 29,283 47,517 (81,560) 1,749 (36,339) 34,829 (4,521) 0.8% 54.5% 0.0% -5.9% 12.2% -5.6% 6.0% -0.1% SUBTOTAL $ 369,714 $ 123,803 23,052 516,569 $ 381,521 $ 157,266 51,500 590,287 $ 414,521 $ 157,266 51,500 623,287 $ 347,262 $ 146,691 48,555 542,508 $ 443,483 $ 159,766 19,500 2,044 624,793 $ (28,962) (2,500) 32,000 (2,044) (1,506) -7.0% -1.6% 62.1% N/A -0.2% 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ - $ 103,076 16,685 529,155 88,856 75,436 1,617 6,370 7,397 580,962 1,409,554 $ - $ 831,339 17,320 299,068 89,140 135,991 3,167 15,050 7,255 601,794 2,000,124 $ - $ 889,498 17,320 299,068 89,140 135,991 3,167 15,050 7,255 601,794 2,058,283 $ 726 $ 413,219 15,610 406,884 88,664 130,204 2,069 8,861 6,474 532,392 1,605,103 $ - $ 700,367 30,226 347,470 89,140 829,114 4,167 24,810 7,254 593,751 71,670 2,697,969 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE SUBTOTAL $ 21,899 $ 2,360 24,259 $ 144,019 $ 375,000 40,000 660 559,679 $ 344,019 $ 375,000 40,000 660 759,679 $ 29,105 $ 10,305 210,000 660 250,070 $ 500,000 $ 22,000 160,000 682,000 $ (155,981) (22,000) 215,000 40,000 660 77,679 -45.3% N/A 57.3% 100.0% 100.0% 10.2% ALL EXPENDITURES $ 6,600,806 $ 8,014,107 $ 8,305,266 $ 7,218,622 $ 8,873,300 $ (568,034) -6.8% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 114,797 $ 114,797 $ 215,000 $ 215,000 $ 280,188 $ 280,188 $ 280,188 $ 280,188 $ 125,000 $ 125,000 $ 155,188 155,188 55.4% 55.4% TOTAL USES $ 6,715,603 $ 8,229,107 $ 8,585,454 $ 7,498,810 $ 8,998,300 $ (412,846) -4.8% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ 661 N/A 189,131 21.3% (12,906) -74.5% (48,402) -16.2% 0.0% (693,123) -509.7% (1,000) -31.6% (9,760) -64.9% 1 0.0% 8,043 1.3% (71,670) N/A (639,686) -31.1% Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 230 PARKS AND RECREATION GRANTS OPERATING NON-RECURRING FUND TOTAL 225 SPUR CROSS RANCH CONSERVATION OPERATING FUND TOTAL 239 PARKS SOUVENIR OPERATING FUND TOTAL 240 LAKE PLEASANT RECREATION SVCS OPERATING FUND TOTAL 241 PARKS ENHANCEMENT FUND OPERATING FUND TOTAL 243 PARKS DONATIONS OPERATING FUND TOTAL 900 ELIMINATIONS OPERATING FUND TOTAL FY 2010 ACTUAL $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % SOURCES $ 630 $ 25,500 26,130 $ 4,820 $ 4,820 $ 4,820 $ 91,159 95,979 $ 44,488 $ 30,278 74,766 $ - $ - $ $ SOURCES $ 171,172 $ 171,172 $ 172,050 $ 172,050 $ 172,050 $ 172,050 $ 181,511 $ 181,511 $ 172,050 $ 172,050 $ - 0.0% 0.0% $ SOURCES $ 243,743 $ 243,743 $ 220,000 $ 220,000 $ 220,000 $ 220,000 $ 228,293 $ 228,293 $ 220,000 $ 220,000 $ - 0.0% 0.0% $ SOURCES $ 1,937,196 $ 1,937,196 $ 1,847,278 $ 1,847,278 $ 1,847,278 $ 1,847,278 $ 1,999,803 $ 1,999,803 $ 2,013,948 $ 2,013,948 $ 166,670 166,670 9.0% 9.0% $ SOURCES $ 3,795,752 $ 3,795,752 $ 3,503,744 $ 3,503,744 $ 3,543,744 $ 3,543,744 $ 3,732,333 $ 3,732,333 $ 3,777,305 $ 3,777,305 $ 233,561 233,561 6.6% 6.6% $ SOURCES $ 49,100 $ 49,100 $ 108,000 $ 108,000 $ 108,000 $ 108,000 $ 33,275 $ 33,275 $ 62,790 $ 62,790 $ (45,210) (45,210) -41.9% -41.9% $ SOURCES $ - $ - $ (82,860) $ (82,860) $ (122,860) $ (122,860) $ (82,860) $ (82,860) $ (35,050) $ (35,050) $ 87,810 87,810 -71.5% -71.5% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 6,197,593 $ 25,500 $ 6,223,093 $ FY 2010 ACTUAL 5,773,032 $ - $ 5,773,032 $ FY 2011 ADOPTED 5,773,032 $ 91,159 $ 5,864,191 $ FY 2011 REVISED 6,136,843 $ 30,278 $ 6,167,121 $ FY 2011 FORECAST 6,211,043 $ - $ 6,211,043 $ FY 2012 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING (4,820) -100.0% (91,159) -100.0% (95,979) -100.0% 438,011 7.6% (91,159) -100.0% 346,852 5.9% REVISED VS ADOPTED VAR % (404,575) (404,575) -58.3% -58.3% - $ - $ 4,820 91,159 95,979 100.0% 100.0% 100.0% 260,730 $ 17,897 278,627 $ 295,591 $ 35,000 330,591 $ 9,409 9,409 3.1% 0.0% 2.8% 260,000 $ 260,000 $ 237,194 $ 237,194 $ 220,000 $ 220,000 $ 40,000 40,000 15.4% 15.4% 1,847,278 $ 510,000 2,357,278 $ 1,847,278 $ 739,753 2,587,031 $ 1,788,638 $ 374,810 2,163,448 $ 2,013,948 $ 725,000 2,738,948 $ (166,670) 14,753 (151,917) -9.0% 2.0% -5.9% 3,266,901 $ 526,241 3,793,142 $ 3,503,744 $ 943,300 4,447,044 $ 3,503,744 $ 978,735 4,482,479 $ 3,431,691 $ 657,342 4,089,033 $ 3,777,305 $ 755,521 4,532,826 $ (273,561) 223,214 (50,347) -7.8% 22.8% -1.1% USES $ 21,282 $ 8,091 29,373 $ 108,000 $ 141,389 249,389 $ 108,000 $ 141,389 249,389 $ 21,810 $ 108,059 129,869 $ 62,790 $ 50,184 112,974 $ 45,210 91,205 136,415 41.9% 64.5% 54.7% $ USES $ - $ - $ (82,860) $ (82,860) $ (122,860) $ (122,860) $ (82,860) $ (82,860) $ (35,050) $ (35,050) $ (87,810) (87,810) 71.5% 71.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 6,134,530 $ 581,073 $ 6,715,603 $ 6,599,418 $ 1,629,689 $ 8,229,107 $ 6,599,418 $ 1,986,036 $ 8,585,454 $ 6,277,825 $ 1,220,985 $ 7,498,810 $ 7,432,595 $ 1,565,705 $ 8,998,300 $ (833,177) 420,331 (412,846) -12.6% 21.2% -4.8% FUND TOTAL 230 PARKS AND RECREATION GRANTS OPERATING NON-RECURRING FUND TOTAL 225 SPUR CROSS RANCH CONSERVATION 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 NON-RECURRING FUND TOTAL 900 ELIMINATIONS OPERATING FUND TOTAL $ USES $ 694,574 $ 694,574 $ 693,436 $ 693,436 $ 693,436 $ 693,436 $ 616,006 $ 616,006 $ 1,098,011 $ 1,098,011 $ $ 1 $ 30,811 30,812 $ 4,820 $ 4,820 $ 4,820 $ 91,159 95,979 $ 4,616 $ 62,877 67,493 $ USES $ 266,624 $ 266,624 $ 305,000 $ 35,000 340,000 $ 305,000 $ 35,000 340,000 $ $ USES $ 240,003 $ 240,003 $ 220,000 $ 220,000 $ $ 1,645,145 $ 15,930 1,661,075 $ USES $ $ USES $ $ USES $ $ 662 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 6.00 4.00 1.00 12.00 1.00 6.00 4.00 1.00 12.00 1.00 6.00 4.00 1.00 12.00 1.00 6.00 4.00 1.00 12.00 1.00 4.00 4.00 1.00 10.00 (2.00) (2.00) 0.0% (33.3%) 0.0% 0.0% (16.7%) 12.00 29.00 41.00 13.00 29.00 42.00 13.00 29.00 42.00 13.00 30.00 43.00 13.00 32.00 45.00 3.00 3.00 0.0% 10.3% 7.1% 32.00 32.00 85.00 31.00 31.00 85.00 31.00 31.00 85.00 30.00 30.00 85.00 31.00 31.00 86.00 1.00 0.0% 0.0% 1.2% 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 Executive Assistant 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 FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 10.00 10.00 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 25.00 24.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 12.00 9.00 9.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 2.00 2.00 85.00 85.00 REVISED TO ADOPTED FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 10.00 9.00 9.00 (1.00) (10.0%) 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% N/A 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 24.00 23.00 24.00 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% 12.00 12.00 12.00 0.0% 9.00 9.00 9.00 0.0% 1.00 2.00 2.00 1.00 100.0% 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% N/A 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 0.0% 85.00 85.00 86.00 1.00 1.2% FY 2010 FY 2011 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 17.00 17.00 62.00 62.00 85.00 85.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 0.0% 3.00 2.00 3.00 0.0% 17.00 17.00 18.00 1.00 5.9% 62.00 63.00 62.00 0.0% 85.00 85.00 86.00 1.00 1.2% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 225 SPUR CROSS RANCH CONSERVATION 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND Department Total 663 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Adjustments Base Adjustments: General Fund (100) • Increase Regular Benefits by $1,044 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $2,158 for retirement contribution rate increase. • Increases offset by a decrease in the utilities budget resulting in no increase to the overall budget. Spur Cross Fund (225) • Increase Regular Benefits by $667 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $686 for retirement contribution rate increase. • Decrease expense budget by $10,762 for the net effect of planned salary and benefit savings along with the increased allocations to general supplies and other services. Lake Pleasant Fund (240) • Increase Regular Benefits by $6,264 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $5,714 for retirement contribution rate increase. • Increase revenue budget by $166,670 for increased park entrance and other fees. • Increase expense budget by $154,692 for added cost to convert two temporary positions to one full time position, additional general supplies, other services and central service cost allocation charges. Park Enhancement Fund (241) • Increase Regular Benefits by $21,576 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $23,396 for retirement contribution rate increase. • Increase revenue budget by $273,561 for additional charges for service due to increased park visitation. • Increase expense budget by $228,589 for central service cost allocation charges. Target Adjustments: General Fund (100) • Increase budget by $58,617 for restatement of risk management charges from Non Departmental. • Increase budget by $165,053 for restatement of equipment services charges for vehicle maintenance and repair. • Increase budget by $119,489 for restatement of baseline telecommunications. • Increase budget by $61,416 for restatement of radio charges. Vehicles: Fund balance usage is budgeted at $70,000 in the Lake Fund (240) to replace two pickup trucks and $90,000 in the Enhancement Fund (241) for the replacement of three vehicles and the purchase of two new All Terrain Vehicles (ATV’s) during FY 2012. 664 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 of interpretive program participants who are satisfied with interpretive program Percent increase in interpretive programs provided over previous year FY 2010 ACTUAL (4.0%) FY 2011 FY 2011 REVISED FORECAST 1.0% 1.0% FY 2012 ADOPTED 3.9% REV VS ADOPTED VAR % 2.9% 294.1% N/A 10.1% 9.9% 9.3% (0.8%) -8.1% N/A 0.1% 0.1% 0.1% 0.0% 0.0% 8.9% 7.8% 8.7% 9.7% 1.9% 24.4% 88.0% N/A N/A 95.0% N/A N/A N/A 5.0% 6.0% 9.0% 4.0% 80.8% Activities that comprise this program include: • 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 665 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Revenue 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 acres of land added to park system Number of individuals expected to visit the parks Department Strategic Plans and Budgets Parks and Recreation FY 2010 ACTUAL (4.0%) FY 2011 FY 2011 REVISED FORECAST (0.0%) (1.4%) N/A 10.1% 9.9% 9.3% N/A 0.1% 0.1% 50.2% N/A 1,412,816 Cost per regional park visitor for recreation activity $ 230 - PARKS AND RECREATION GRANTS 225 - SPUR CROSS RANCH CONSERVATION 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS 900 - ELIMINATIONS TOTAL SOURCES $ 100 - GENERAL 230 - PARKS AND RECREATION GRANTS 225 - SPUR CROSS RANCH CONSERVATION 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS 900 - ELIMINATIONS TOTAL USES FY 2012 ADOPTED 3.9% 120 1,469,595 1.79 120 1,469,595 $ 1.72 REV VS ADOPTED VAR % 4.0% -9567.4% (0.8%) 50.1% 50139.7% 60,000 1,527,139 $ 1.54 -8.1% $ 59,880 57,544 49900.0% 3.9% 0.25 14.1% 1.19 $ 1,130 166,029 243,091 1,914,569 3,578,237 710 $ 5,903,766 $ 49,337 $ 16,436 $ - $ 167,050 175,431 167,050 220,000 225,957 220,000 1,821,278 1,983,729 1,987,948 3,247,667 3,416,621 3,521,228 29,000 (37,258) 29,000 (82,860) (82,860) (35,050) $ 5,451,472 $ 5,698,056 $ 5,890,176 $ (49,337) 166,670 273,561 47,810 438,704 -100.0% 0.0% 0.0% 9.2% 8.4% 0.0% -57.7% 8.0% $ $ 24,521 49,337 3,321 268,540 (16,692) 800 (47,810) 282,017 17.3% 100.0% 1.7% 0.0% 28.2% -1.5% 2.6% 57.7% 10.7% Expenditure 83,641 13,791 182,719 240,003 511,265 984,897 7,776 $ 2,024,092 142,120 $ 174,511 $ 117,599 $ 49,337 40,852 195,389 185,323 192,068 220,000 207,310 220,000 952,868 935,996 684,328 1,121,045 1,127,208 1,137,737 31,100 (56,664) 30,300 (82,860) (82,860) (35,050) $ 2,628,999 $ 2,531,676 $ 2,346,982 $ Number of Park Visiors 1,550,000 Visitors 1,500,000 1,450,000 1,400,000 1,350,000 FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Activity Narrative: Revenue in the Spur Cross Fund is decreased significantly compared to the actual FY 2009 level of $316,175 due to a reduction in funding from the Town of Cave Creek. The Department expects revenue to improve in the months after January 2012 with the completion of new revenue generating sources in Cave Creek that are currently under construction. The Department increased some fees in all parks and increased all fees in the Lake Pleasant Park in FY 2010. Revenue is budgeted at a higher level as the Department has shown strong revenue growth since the new fees went into place and is currently forecasting revenue to be above budget in FY 2011. Attendance in parks is beginning to return to FY 2009 levels and the upward trend will have a positive impact on revenues. 666 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Expenditure increases in the Lake Pleasant and Enhancement Funds include central service cost allocation charges assessed for the first time in FY 2012. Additionally, two temporary positions in the Lake Pleasant Fund will be eliminated and replaced by one full time position. In prior years, the Department made staffing reductions to balance the budget and is now able to add one new position, a Contact Station Assistant, in the Lake Fund to improve customer service. One-time expenditures are also planned for FY 2012 including the upgrade and replacement of signs, completion of the Point of Sale/Campground Reservation system, and vehicle replacement. Additionally, two studies are funded in one-time expenses: a $40,000 Bureau of Land Management study at Lake Pleasant in the Lake Fund (240) and a system-wide Visitor Survey in the Enhancement Fund (241). 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 Number of park visitors who attend an interpretive program Number 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 Cost per interpretive program provided Cost per program participant FY 2010 ACTUAL 8.9% $ 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ 100 - GENERAL 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 7.8% 8.4% FY 2012 ADOPTED 9.7% REV VS ADOPTED VAR % 1.9% 24.4% 88.0% N/A N/A 95.0% N/A N/A N/A 5.0% (3.2%) 9.0% 4.0% 80.8% 4,424 125,299 4,195 153.77 $ N/A $ 4,487 115,141 4,487 179.77 7.01 193,926 27,857 221,783 $ 187,668 15,700 203,368 $ 1,030 50,576 170,447 451,787 6,431 680,271 $ 500 57,465 179,680 507,354 61,650 806,649 $ $ $ $ $ 4,450 110,768 4,230 167.94 9.10 $ $ 194,728 14,892 209,620 $ 51,507 173,564 488,047 34,215 747,333 $ $ 5,225 132,181 4,794 161.25 6.37 187,668 15,700 203,368 $ $ $ $ 738 17,040 307 18.53 0.63 16.4% 14.8% 6.8% 10.3% 9.0% - 0.0% 0.0% 0.0% Expenditure $ 667 $ $ $ 55,603 274,012 450,151 62,740 842,506 $ $ 500 1,862 (94,332) 57,203 (1,090) (35,857) 100.0% 3.2% -52.5% 11.3% -1.8% -4.4% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Number of Interpretive Programs Requested / Provided Number of Programs 6000 5000 4000 3000 2000 1000 0 FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Activity Narrative: The FY 2012 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 during FY 2011, which will include interpretive programming. In addition, as park attendance continues to climb toward FY 2009 levels, the demand for interpretive programming will increase. It should be noted that the number of interpretive programs provided exceeds the number requested because the Department schedules a number of interpretive programs proactively that are not specifically requested by the public. 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 80.0% REV VS ADOPTED VAR % (20.0%) -20.0% N/A 100.0% 100.0% 74.8% (25.2%) -25.2% N/A 100.0% 100.0% 80.0% (20.0%) -20.0% N/A 100.0% 100.0% 80.0% (20.0%) -20.0% Activities that comprise this program include: • Maintenance and Development 668 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation 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 satisfying outdoor experience. Mandates: Not Mandated Measure Type Result Result Result Result Output Output Output Output Demand Demand Efficiency Measure Description Percent of routine maintenance and repair assignments completed Percent of trail miles receiving required semi-annual maintenance Percent of park capital/amenity improvement and major maintenance projects completed on-time 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 on-time 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 Cost per routine maintenance assignment completed FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 80.0% REV VS ADOPTED VAR % (20.0%) -20.0% N/A 100.0% 100.0% 74.8% (25.2%) -25.2% N/A 100.0% 100.0% 80.0% (20.0%) -20.0% N/A 100.0% 100.0% 80.0% (20.0%) -20.0% N/A 696 696 964 268 38.5% N/A 18,300 18,300 19,200 900 4.9% N/A 295 295 320 25 8.5% N/A 20 20 20 - 0.0% N/A 840 840 875 35 4.2% N/A 20 154 400 380 1900.0% 10.5% N/A $ 207.93 $ 178.73 $ 186.06 $ 21.87 46,642 63,300 109,942 $ 18,662 32,625 51,287 $ 18,090 18,090 $ (46,642) (45,210) (91,852) -100.0% -71.4% -83.5% 392,516 46,642 51,073 $ 388,893 43,390 $ 3,623 46,642 7,683 0.9% 100.0% 15.0% (223,658) -19.3% 261,693 136,705 232,688 13.1% 87.3% 6.1% Revenue 230 - PARKS AND RECREATION GRANTS 243 - PARKS DONATIONS TOTAL SOURCES $ 100 - GENERAL 230 - PARKS AND RECREATION GRANTS 225 - SPUR CROSS RANCH CONSERVATION $ $ 25,000 20,286 45,286 $ $ $ $ $ Expenditure 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES 448,626 17,021 1,427 $ 245,830 26,641 10,009 $ 747,743 1,156,053 844,184 1,379,711 1,879,064 15,166 $ 3,109,047 2,002,115 156,639 $ 3,805,038 1,990,671 153,453 $ 3,270,788 1,740,422 19,934 $ 3,572,350 $ Activity Narrative: The FY 2012 budget supports the Department in maintaining the parks and trails as required. The Department is implementing a maintenance work order system with a scheduled implementation date of July 1, 2011. The system will allow the Department to better manage and track planned and unexpected maintenance issues in the parks. The Department anticipates a slight increase in major maintenance projects as well as increased routine maintenance. The output of completed planned maintenance and repair is decreasing as a number of these items will be addressed in the major and routine projects which are larger in scope. 669 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 693,436 $ - FY 2011 Revised Budget $ 693,436 $ - $ 404,575 $ 58,617 165,053 119,489 61,416 - $ 1,098,011 $ - $ 3,202 $ 1,044 2,158 (3,202) $ (3,202) - 1,098,011 $ 0.0% - Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Radio Chgs from Non Dept FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments $ FY 2012 Adopted Budget Percent Change from Target Amount $ Spur Cross Ranch Conservation Fund (225) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 305,000 $ 172,050 FY 2011 Revised Budget $ 305,000 $ 172,050 $ - $ - 132,950 132,950 $ 305,000 $ 305,000 $ 1,353 $ 667 686 (10,762) $ (10,762) (132,950) (132,950) 295,591 $ -3.1% 172,050 -43.6% Adjustments: Structural Balance Structural Balance FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec $ FY 2012 Adopted Budget Percent Change from Target Amount $ 670 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Spur Cross Ranch Conservation Fund (225) (continued) Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget $ 35,000 $ - FY 2011 Revised Budget $ 35,000 $ - $ (35,000) $ (35,000) - $ - $ - $ 35,000 $ 35,000 - $ 35,000 $ - Adjustments: Non Recurring Other Non-Recurring FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Maintenance Reserve $ 35,000 FY 2012 Adopted Budget Spur Cross Ranch Conservation Fund (225) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 484,897 $ 375,446 $ 375,446 $ 389,447 $ 292,331 Sources: Operating Total Sources: $ $ 171,172 171,172 $ $ 172,050 172,050 $ $ 172,050 172,050 $ $ 181,511 181,511 $ $ 172,050 172,050 $ $ 305,000 35,000 340,000 $ 305,000 35,000 340,000 $ 260,730 17,897 278,627 $ $ 295,591 35,000 330,591 (79,219) $ (123,541) Uses: Operating Non-Recurring Total Uses: $ 266,624 266,624 Structural Balance $ (95,452) $ Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 389,447 389,447 $ $ 207,496 207,496 $ $ 207,496 207,496 $ $ 292,331 292,331 $ $ 133,790 133,790 $ $ (132,950) $ 671 $ (132,950) $ Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2012 Adopted Budget Parks and Recreation Grant Fund (230) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 4,820 $ 4,820 FY 2011 Revised Budget $ 4,820 $ 4,820 $ (4,820) $ (4,820) (4,820) (4,820) FY 2012 Budget Target $ - $ FY 2012 Adopted Budget $ - $ Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Expenditures - Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - $ 91,159 $ 20,000 71,159 91,159 20,000 71,159 $ 91,159 $ 91,159 $ (91,159) $ (20,000) (71,159) (91,159) (20,000) (71,159) FY 2012 Budget Target $ - $ - FY 2012 Adopted Budget $ - $ - Adjustments: Grants, Donations and Intergovernmental Agreements Grants Lak e Pleasant Boating Fac Park s Grant Carryover FY 11 Agenda Item: C-30-10-033-G-00 C-30-11-015-2-00 FY 2011 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Lak e Pleasant Boating Fac Park s Grant Carryover FY 11 Agenda Item: C-30-10-033-G-00 C-30-11-015-2-00 Parks and Recreation Grant Fund (230) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED $ - $ $ 630 25,500 26,130 $ $ $ 1 30,811 30,812 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ FY 2011 REVISED (47,366) $ 4,820 4,820 $ $ 4,820 4,820 629 $ $ 4,682 $ $ - $ $ $ $ $ $ $ FY 2011 FORECAST (47,366) $ 4,820 91,159 95,979 $ 4,820 91,159 95,979 - $ - $ - $ (47,366) (47,366) $ $ $ $ FY 2012 ADOPTED - $ 7,273 44,488 30,278 74,766 $ - $ $ 4,616 62,877 67,493 $ $ - - $ 39,872 $ - - $ - $ - - $ (47,366) (47,366) $ 7,273 7,273 $ 7,273 7,273 $ Grant revenue is received as a reimbursement which results in a deficit balance at fiscal year end. 672 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Souvenir Fund (239) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 220,000 $ 220,000 $ 40,000 $ 40,000 - $ 260,000 $ 220,000 $ (40,000) $ (40,000) - FY 2012 Budget Target $ 220,000 $ 220,000 FY 2012 Adopted Budget $ 220,000 $ 220,000 Adjustments: Fees and Other Revenues Park s Souvenir Fund Increase June 2011 Agenda Item: C-30-11-042-2-00 FY 2011 Revised Budget Adjustments: Fees and Other Revenues Park s Souvenir Fund Increase June 2011 C-30-11-042-2-00 Parks Souvenir Fund (239) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 25,011 $ 29,177 $ 29,177 $ 28,748 $ 19,847 Sources: Operating Total Sources: $ $ 243,743 243,743 $ $ 220,000 220,000 $ $ 220,000 220,000 $ $ 228,293 228,293 $ $ 220,000 220,000 Uses: Operating Total Uses: $ $ 240,003 240,003 $ $ 220,000 220,000 $ $ 260,000 260,000 $ $ 237,194 237,194 $ $ 220,000 220,000 Structural Balance $ 3,740 $ - $ (40,000) $ $ - Accounting Adjustments $ (3) $ - $ 29,177 29,177 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 28,748 28,748 $ $ 673 $ - (8,901) $ - $ - - $ (10,823) (10,823) $ 19,847 19,847 $ 19,847 19,847 $ Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Lake Pleasant Recreation Services Fund (240) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 1,847,278 $ 1,847,278 FY 2011 Revised Budget $ 1,847,278 $ 1,847,278 FY 2012 Budget Target $ 1,847,278 $ 1,847,278 $ 11,978 $ 6,264 5,714 154,692 $ 154,692 166,670 166,670 2,013,948 $ 9.0% 2,013,948 9.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Central Service Cost Allocation $ Convert Two Temp Positions to One Permanent Position Inc. General Supplies, Other Services, Education and Training, Services Allocation In $ 69,717 17,433 67,542 FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget Adjustments: Non Recurring L Pleasant Vis Ctr Remodal Vehicle Air Quality to Park s 510,000 $ - $ 229,753 $ 200,000 29,753 - $ 739,753 $ - $ (739,753) $ (200,000) (29,753) (510,000) - $ - $ - $ 725,000 $ 725,000 - $ 725,000 $ - Agenda Item: C-30-11-020-2-00 C-30-11-035-V-00 FY 2011 Revised Budget Adjustments: Non Recurring L Pleasant Vis Ctr Remodal Vehicle Air Quality to Park s Other Non-Recurring $ Agenda Item: C-30-11-020-2-00 C-30-11-035-V-00 FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Major Equipment Repair/Maintenance/Replacement Bureau of Reclamation Management Study Aqua Fria Host Site and Entry Station Development Visitor Center Upgrades Vehicle Replacement Signage Upgrades and Repair $ FY 2012 Adopted Budget 674 100,000 40,000 100,000 400,000 70,000 15,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Lake Pleasant Fund (240) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 1,617,046 $ 1,762,473 $ 1,762,473 $ 1,893,168 $ 1,729,523 Sources: Operating Total Sources: $ $ 1,937,196 1,937,196 $ $ 1,847,278 1,847,278 $ $ 1,847,278 1,847,278 $ $ 1,999,803 1,999,803 $ $ 2,013,948 2,013,948 $ $ $ $ 1,788,638 374,810 2,163,448 $ $ 1,847,278 739,753 2,587,031 $ $ 1,847,278 510,000 2,357,278 $ 2,013,948 725,000 2,738,948 Uses: Operating Non-Recurring Total Uses: $ 1,645,145 15,930 1,661,075 Structural Balance $ 292,051 $ - $ - $ 211,165 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,893,168 1,893,168 $ $ 1,252,473 1,252,473 $ $ 1,022,720 1,022,720 $ $ 1,729,523 1,729,523 $ $ 1,004,523 1,004,523 Expenditures Revenue Parks Enhancement Fund (241) OPERATING FY 2011 Adopted Budget Adjustments: Fees and Other Revenues Park s Souvenir Fund Increase June 2011 3,503,744 $ 3,503,744 $ - $ - 40,000 40,000 $ 3,503,744 $ 3,543,744 $ - $ - $ 3,503,744 $ 3,503,744 $ 44,972 $ 21,576 23,396 228,589 $ 228,589 273,561 273,561 3,777,305 $ 7.8% 3,777,305 7.8% Agenda Item: C-30-11-042-2-00 FY 2011 Revised Budget Adjustments: Fees and Other Revenues Park s Souvenir Fund Increase June 2011 $ Agenda Item: C-30-11-042-2-00 FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Central Service Cost Allocation $ $ FY 2012 Adopted Budget Percent Change from Target Amount 228,589 $ 675 (40,000) (40,000) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) (continued) Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget Adjustments: Non Recurring Vehicle Air Quality to Park s $ 943,300 $ - $ 35,435 $ 35,435 - $ 978,735 $ - $ (978,735) $ (35,435) (943,300) - $ - $ - $ 755,521 $ 755,521 - $ 755,521 $ - Agenda Item: C-30-11-035-V-00 FY 2011 Revised Budget Adjustments: Non Recurring Vehicle Air Quality to Park s Other Non-Recurring Agenda Item: C-30-11-035-V-00 FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Purchase Reservation and Point of Sale System Major Maintenance Contingency Vulture Mountain Land - ADOT Purchase Vehicle Purchase and Replacement Sign Upgrade and Repair Server Replacement ASU Visitor Survey $ 185,521 100,000 125,000 90,000 45,000 10,000 200,000 FY 2012 Adopted Budget Parks Enhancement Fund (241) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 1,949,645 $ 1,268,759 $ 1,268,759 $ 1,952,257 $ 1,595,557 Sources: Operating Total Sources: $ $ 3,795,752 3,795,752 $ $ 3,503,744 3,503,744 $ $ 3,543,744 3,543,744 $ $ 3,732,333 3,732,333 $ $ 3,777,305 3,777,305 $ $ $ $ 3,431,691 657,342 4,089,033 $ $ 3,503,744 978,735 4,482,479 $ $ 3,503,744 943,300 4,447,044 $ 3,777,305 755,521 4,532,826 Uses: Operating Non-Recurring Total Uses: $ 3,266,901 526,241 3,793,142 Structural Balance $ 528,851 $ - $ 40,000 $ 300,642 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,952,257 1,952,257 $ $ 325,459 325,459 $ $ 330,024 330,024 $ $ 1,595,557 1,595,557 $ $ 840,036 840,036 676 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Donations Fund (243) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 108,000 $ 108,000 FY 2011 Revised Budget $ 108,000 $ 108,000 FY 2012 Budget Target $ 108,000 $ 108,000 $ (45,210) $ (45,210) (45,210) (45,210) $ 62,790 $ -41.9% 62,790 -41.9% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec FY 2012 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget $ 141,389 $ - FY 2011 Revised Budget $ 141,389 $ - $ (141,389) $ (141,389) - $ - $ - $ 50,184 $ 50,184 - $ 50,184 $ - Adjustments: Non Recurring Other Non-Recurring FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Visitor Center Interpretive Displays McDowell Mitigation Funds Usery Mitigation Funds $ 40,000 3,001 7,183 FY 2012 Adopted Budget Parks Donations Fund (243) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 685,862 $ 653,314 $ 653,314 $ 705,593 $ 608,999 Sources: Operating Total Sources: $ $ 49,100 49,100 $ $ 108,000 108,000 $ $ 108,000 108,000 $ $ 33,275 33,275 $ $ 62,790 62,790 $ $ $ $ 21,810 108,059 129,869 $ $ 108,000 141,389 249,389 $ $ 108,000 141,389 249,389 $ 62,790 50,184 112,974 Uses: Operating Non-Recurring Total Uses: $ 21,282 8,091 29,373 Structural Balance $ 27,818 $ - $ - $ 11,465 $ - Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 705,593 705,593 $ $ 511,925 511,925 $ $ 511,925 511,925 $ $ 608,999 608,999 $ $ 558,815 558,815 677 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Analysis by Mark Mason, Senior Management and Budget Analyst 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 Citizen Satisfaction By July 1, 2016, 75% of applications will have a turnaround time at 2010 turnaround levels. Status: Continued use and analysis of turnaround time data to assist with ensuring proper resource levels at all stages of the permitting process to meet this goal. Citizen Satisfaction 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: The mandatory update to the Comprehensive Plan is in progress, and drafts of the statutorily-required elements will be complete by June 30, 2011. Reduced staffing and budget limitations have impacted the originally anticipated timeline for draft element completion in a manner consistent with state statutory requirements for content and citizen participation. Recognizing the fiscal constraints facing all counties with respect to completing updates to comprehensive plans in a manner consistent with these statutory requirements, in April, 2010 the state approved HB2145 which amends ARS §11-824(b) to state that counties are not required to readopt an existing comprehensive plan, or adopt a new comprehensive plan, until July 1, 2015. Regardless, Maricopa County is on track to complete its required comprehensive plan update well in advance of this statutory deadline. After a rough draft is prepared for each of the planning elements, the citizen participation will begin. 678 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 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 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 218,071 $ 239,510 40,280 10,750 281,670 814,527 2,575,447 404,519 1,592,723 34,565 6,212,062 $ 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 $ 78,000 $ 80,000 35,890 12,000 391,232 801,602 3,592,528 380,000 2,257,125 44,130 7,672,507 $ 168,066 $ 107,978 38,750 17,215 413,745 1,197,468 2,751,301 324,513 1,797,151 30,952 6,847,139 $ 88,000 $ 94,130 35,890 22,000 391,232 781,602 4,014,451 380,000 2,175,947 30,000 8,013,252 $ 10,000 14,130 10,000 (20,000) 421,923 (81,178) (14,130) 340,745 12.8% 17.7% 0.0% 83.3% 0.0% -2.5% 11.7% 0.0% -3.6% -32.0% 4.4% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 95,135 $ 95,135 $ - $ - $ 36,495 $ 36,495 $ 36,495 $ 36,495 $ - $ - $ (36,495) (36,495) -100.0% -100.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 57,000 $ 57,000 $ 65,197 $ 65,197 $ 65,197 $ 65,197 $ 51,197 $ 51,197 $ - $ - $ (65,197) (65,197) -100.0% -100.0% GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 4,788 $ 4,788 $ - $ - $ - $ - $ 6,228 $ 6,228 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 6,368,985 $ 7,609,006 $ 7,774,199 $ 6,941,059 $ 8,013,252 $ 239,053 3.1% - $ - $ - $ - $ - $ - $ - $ - $ 51,208 $ 18,016 18,516 87,740 $ (51,208) (18,016) (18,516) (87,740) N/A N/A N/A N/A 443,810 $ 269,823 550,510 98,015 601,128 379,846 834,626 494,313 1,312,655 197,223 5,181,949 $ 413,522 $ 291,625 680,456 106,020 616,829 540,088 942,743 509,528 1,430,174 204,405 5,735,390 $ 413,520 $ 291,626 680,456 106,022 616,830 557,780 982,425 557,320 1,453,705 204,406 5,864,090 $ 387,827 $ 286,031 562,235 93,783 609,667 498,599 931,926 516,506 1,198,242 205,668 5,290,484 $ 443,968 $ 292,333 593,818 90,613 600,694 1,127,677 971,594 652,279 1,605,544 204,101 6,582,621 $ (30,448) (707) 86,638 15,409 16,136 (569,897) 10,831 (94,959) (151,839) 305 (718,531) -7.4% -0.2% 12.7% 14.5% 2.6% -102.2% 1.1% -17.0% -10.4% 0.1% -12.3% 183,646 $ 57,229 1,372,387 1,613,262 $ 191,567 $ 160,589 1,332,057 1,684,213 $ 191,568 $ 160,591 1,432,051 1,784,210 $ 195,326 $ 258,992 1,063,688 1,518,006 $ 166,023 $ 117,900 1,083,962 1,367,885 $ 25,545 42,691 348,089 416,325 13.3% 26.6% 24.3% 23.3% 493,841 $ 110,208 604,049 $ 398,002 $ 65,741 463,743 $ 398,002 $ 80,889 65,741 544,632 $ 398,002 $ 80,889 100,872 579,763 $ 468,009 $ 55,216 523,225 $ (70,007) 80,889 10,525 21,407 -17.6% 100.0% 16.0% 3.9% $ 197,736 $ 140,034 198,764 68,550 12,079 617,163 $ 153,421 $ 40,244 50,900 83,655 20,844 349,064 $ 153,421 $ 40,244 50,901 83,655 20,844 349,065 $ 174,793 $ 68,836 44,746 79,837 19,133 387,345 $ 175,800 $ 110,540 337,132 127,029 16,870 767,371 $ (22,379) (70,296) (286,231) (43,374) 3,974 (418,306) -14.6% -174.7% -562.3% -51.8% 19.1% -119.8% TOTAL PROGRAMS $ 8,016,423 $ 8,232,410 $ 8,541,997 $ 7,775,598 $ 9,328,842 $ (786,845) -9.2% USES GGDM - GREEN GOVT DATA MANAGEMENT GGIE - INTERNAL GREEN GOVT ECO EDUC GGPE - PUBLIC GREEN GOVT ECO EDUC 44GG - GREEN GOVERNMENT 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 $ $ $ $ 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 $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ 679 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 2,735,575 2,735,575 $ $ 3,669,831 3,669,831 $ $ 3,798,529 3,798,529 $ $ 2,872,145 2,872,145 $ $ 3,946,084 $ 3,946,084 $ 147,555 147,555 3.9% 3.9% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 4,788 3,291,695 3,296,483 $ $ $ 6,228 3,832,527 3,838,755 $ $ 3,806,558 3,806,558 $ $ 3,806,558 3,806,558 $ - $ 3,946,551 3,946,551 $ 139,993 139,993 N/A 3.7% 3.7% $ SUBTOTAL $ 132,114 132,114 $ $ 35,000 35,000 $ $ 35,000 $ 35,000 $ 114,888 114,888 $ $ 53,000 53,000 $ $ 18,000 18,000 51.4% 51.4% $ $ $ 51,197 27,579 78,776 $ 65,197 2,420 67,617 $ $ 65,197 32,420 97,617 $ $ 65,197 32,420 97,617 $ SUBTOTAL $ 57,000 52,678 109,678 (30,000) (30,000) 0.0% -92.5% -30.7% ALL REVENUES $ 6,273,850 $ 7,609,006 $ 7,737,704 $ 6,904,564 $ 8,013,252 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 95,135 95,135 $ $ - $ $ 36,495 36,495 $ $ 36,495 36,495 $ $ 6,368,985 FY 2010 ACTUAL $ 7,609,006 FY 2011 ADOPTED $ 7,774,199 FY 2011 REVISED $ 6,941,059 FY 2011 FORECAST $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 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 $ $ - $ $ $ 275,548 3.6% (36,495) -100.0% (36,495) -100.0% 8,013,252 $ 239,053 3.1% FY 2012 REVISED VS ADOPTED ADOPTED VAR % 5,619,927 $ 2,674 1,829,537 75,452 (2,209,292) (81) 5,318,217 $ 5,879,291 $ 2,108,157 14,121 (2,145,595) 5,855,974 $ 5,927,944 $ 2,124,969 95,010 (2,145,595) 6,002,328 $ 5,735,388 $ 2,088 2,033,417 90,799 (2,147,044) 10,150 5,724,798 $ 6,153,899 $ 2,147,363 3,276 (3,127,525) 957,433 6,134,446 $ (225,955) (22,394) 91,734 981,930 (957,433) (132,118) -3.8% N/A -1.1% 96.6% 45.8% N/A -2.2% SUBTOTAL $ 56,717 $ 57,744 23,971 (6,072) 132,360 $ 47,178 $ 58,660 5,000 (13,622) 97,216 $ 47,178 $ 63,660 19,233 (13,622) 116,449 $ 39,924 $ 59,087 1,664 (7,092) 18,245 111,828 $ 30,100 $ 84,028 10,295 (13,414) 69,722 180,731 $ 17,078 (20,368) 8,938 (208) (69,722) (64,282) 36.2% -32.0% 46.5% -1.5% N/A -55.2% 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 $ 31,033 $ 577,379 948,893 117,434 403 288,606 2,106 3,883 10,497 (113,977) 1,866,257 $ 50,200 $ 616,550 601,412 218,250 543,779 10,850 29,800 11,200 (250,695) 48,271 1,879,617 $ 50,200 $ 616,550 601,412 218,250 543,779 10,850 129,800 11,200 (250,695) 48,271 1,979,617 $ 31,696 $ 438,905 593,497 190,833 363,583 5,480 15,569 9,197 (163,693) 51,798 1,536,865 $ 51,000 $ 1,130,367 650,019 476,952 712,687 12,000 101,133 10,479 (456,306) 56,476 2,744,807 $ (800) (513,817) (48,607) (258,702) (168,908) (1,150) 28,667 721 205,611 (8,205) (765,190) -1.6% -83.3% -8.1% -118.5% N/A -31.1% -10.6% 22.1% 6.4% 82.0% -17.0% -38.7% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 219,774 (14,115) 89 205,748 $ - $ 8,250 (7,004) 355 1,601 $ - $ 44,000 8,250 (7,004) 355 45,601 $ - $ 8,496 (4,507) 116 4,105 $ 1,053,660 $ 3,703 (788,505) 268,858 $ (1,053,660) N/A 44,000 100.0% 4,547 55.1% 781,501 11157.9% 355 100.0% (223,257) -489.6% ALL EXPENDITURES $ 7,522,582 $ 7,834,408 $ 8,143,995 $ 7,377,596 $ 9,328,842 $ (1,184,847) OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 493,841 $ 493,841 $ 398,002 $ 398,002 $ 398,002 $ 398,002 $ 398,002 $ 398,002 $ - $ - $ TOTAL USES $ 8,016,423 $ 8,232,410 $ 8,541,997 $ 7,775,598 $ 9,328,842 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 680 398,002 398,002 (786,845) -14.5% 100.0% 100.0% -9.2% Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FY 2010 FUND / FUNCTION CLASS ACTUAL 226 PLANNING AND DEVELOPMENT FEES OPERATING $ 6,271,109 NON-RECURRING 91,135 FUND TOTAL SOURCES $ 6,362,244 235 DEL WEBB OPERATING $ 6,741 FUND TOTAL SOURCES $ 6,741 DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ADOPTED $ FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 6,925,912 $ 673,986 7,599,898 $ 7,054,610 $ 710,481 7,765,091 $ 6,763,097 $ 170,899 6,933,996 $ 7,874,883 $ 129,261 8,004,144 $ $ $ 9,108 $ 9,108 $ 9,108 $ 9,108 $ 7,063 $ 7,063 $ 9,108 $ 9,108 $ 6,277,850 $ 91,135 $ 6,368,985 $ FY 2010 ACTUAL 6,935,020 $ 673,986 $ 7,609,006 $ FY 2011 ADOPTED 7,063,718 $ 710,481 $ 7,774,199 $ FY 2011 REVISED 6,770,160 $ 170,899 $ 6,941,059 $ FY 2011 FORECAST 7,883,991 $ 129,261 $ 8,013,252 $ FY 2012 ADOPTED 820,273 (581,220) 239,053 - 11.6% -81.8% 3.1% 0.0% 0.0% 820,273 11.6% (581,220) -81.8% 239,053 3.1% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 226 PLANNING AND DEVELOPMENT FEES OPERATING $ NON-RECURRING FUND TOTAL USES $ 235 DEL WEBB OPERATING $ FUND TOTAL USES $ - $ - $ - $ - $ - $ - $ - $ - $ 1,015,855 $ 1,015,855 $ (1,015,855) (1,015,855) 7,677,085 $ 336,774 8,013,859 $ 7,799,774 $ 431,000 8,230,774 $ 7,928,472 $ 611,889 8,540,361 $ 7,487,454 $ 286,515 7,773,969 $ 7,844,791 $ 467,961 8,312,752 $ 83,681 143,928 227,609 1.1% 23.5% 2.7% 2,564 $ 2,564 $ 1,636 $ 1,636 $ 1,636 $ 1,636 $ 1,629 $ 1,629 $ 235 $ 235 $ 1,401 1,401 85.6% 85.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,679,649 $ 336,774 $ 8,016,423 $ 7,801,410 $ 431,000 $ 8,232,410 $ 7,930,108 $ 611,889 $ 8,541,997 $ 7,489,083 $ 286,515 $ 7,775,598 $ 8,860,881 $ 467,961 $ 9,328,842 $ (930,773) 143,928 (786,845) N/A N/A -11.7% 23.5% -9.2% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL GREEN GOVERNMENT GREEN GOVT DATA MANAGEMENT INTERNAL GREEN GOVT ECO EDUC PUBLIC GREEN GOVT ECO EDUC PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT PROGRAM TOTAL ONE STOP SHOP 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 7.00 4.00 2.00 13.00 7.00 3.00 3.00 13.00 7.00 3.00 3.00 13.00 7.00 3.00 6.49 16.49 6.00 3.00 8.00 17.00 (1.00) 5.00 4.00 (14.3%) 0.0% 166.7% 30.8% - .60 .20 .20 1.00 .60 .20 .20 1.00 .60 .20 .20 1.00 .60 .20 .20 1.00 - 0.0% 0.0% 0.0% 0.0% 10.00 2.00 4.00 4.00 2.00 22.00 9.00 2.00 4.00 4.00 2.00 21.00 9.00 2.00 4.00 4.00 2.00 21.00 9.00 2.00 4.00 4.00 2.00 21.00 9.00 2.00 4.00 4.00 1.00 20.00 (1.00) (1.00) 0.0% 0.0% 0.0% 0.0% (50.0%) (4.8%) 6.60 3.00 10.00 1.40 8.00 7.00 10.00 11.00 5.00 5.00 67.00 102.00 6.37 3.25 10.00 1.58 8.00 6.00 13.00 12.00 6.00 2.80 69.00 104.00 6.37 3.25 10.00 1.58 8.00 6.00 13.00 12.00 6.00 2.80 69.00 104.00 5.57 3.25 9.00 1.38 8.00 6.00 12.00 11.00 6.00 2.80 65.00 103.49 5.57 3.25 10.00 1.38 8.00 7.00 14.00 14.00 7.00 2.80 73.00 111.00 (.80) (.20) 1.00 1.00 2.00 1.00 4.00 7.00 (12.6%) 0.0% 0.0% (12.7%) 0.0% 16.7% 7.7% 16.7% 16.7% 0.0% 5.8% 6.7% 681 Maricopa County Annual Business Strategies FY 2012 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 Community Justice Coordinator Deputy Director Development Svcs Specialist Engineer Engineering Associate Engineering Supervisor Financial Supervisor - Dept GIS Programmer/Analyst GIS Technician Help Desk Coordinator Help Desk Coordinator - Sr/Ld Human Resources Analyst Human Resources Specialist 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 Planner Planner - Senior Planning Supervisor Plans Examiner Plans Examiner Supervisor Programmer/Analyst Programmer/Analyst - Sr/Ld Systems/Network Administrator Systems/Network Admin-Sr/Ld Trainer Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 5.00 5.00 3.00 3.00 2.00 2.00 12.00 11.00 3.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 12.00 15.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 3.00 5.00 5.00 3.00 3.00 3.00 3.00 4.00 7.00 3.00 3.00 3.00 5.00 5.00 1.00 1.00 2.00 2.00 3.00 2.00 1.00 1.00 1.00 1.00 102.00 104.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 2.00 2.00 3.00 1.00 50.0% 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 2.00 2.00 (1.00) (33.3%) 5.00 4.00 4.00 (1.00) (20.0%) 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 11.00 9.00 13.00 2.00 18.2% 3.00 3.00 4.00 1.00 33.3% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 2.00 2.00 2.00 N/A 1.00 1.00 1.00 0.0% 3.00 4.00 4.00 1.00 33.3% 15.00 13.00 15.00 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% 3.00 3.00 3.00 0.0% 5.00 5.00 5.00 0.0% 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 0.0% 7.00 7.00 7.00 0.0% N/A 3.00 3.00 4.00 1.00 33.3% 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 1.00 50.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% .49 1.00 1.00 N/A 104.00 103.49 111.00 7.00 6.7% FY 2010 ADOPTED FY 2011 REVISED Staffing by Fund DEPARTMENT/FUND 100 GENERAL 226 PLANNING AND DEVELOPMENT FEES Department Total 102.00 102.00 FY 2011 ADOPTED 104.00 104.00 FY 2011 FY 2012 REVISED TO ADOPTED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 N/A 104.00 103.49 110.00 6.00 5.8% 104.00 103.49 111.00 7.00 6.7% Significant Variance Analysis The Regional Development Services Administration (RDSA) has consolidated the human resources function into a centralized unit budgeted within the Planning and Development Department. As a result, the staffing level at the Department has increased by three HR positions which moved from other RDSA departments to the new centralized unit. There has been no net increase in total staffing across the affected departments. 682 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Planning and Development General Adjustments Base Adjustments: General Fund (100) • Increase the budget by $87,740 for the cost of the Green Government Program which was budgeted in the Non-Departmental budget in FY 2011. • Increase the budget by $928,115 to support the Code Enforcement (CODE), Drainage Enforcement (DREN), Zoning Adjudication (ZONA), Comprehensive Planning (CPLG) and Planning and Zoning (PLCS) activities. These activities are no longer self supporting via revenue generation in the Planning and Development Fees Fund (226). Planning and Development Fees Fund (226) • Decrease Regular Benefits by $100,152 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $54,332 for retirement contribution rate increase. • Increase revenues and expenses by $948,971 for the new solar power facility team. 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. 683 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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 Percent of in-progress drainage inspections completed within 24 hours of request Percent of final drainage inspections completed within three business days of request FY 2010 ACTUAL 66.2% FY 2011 FY 2011 REVISED FORECAST 89.0% 83.7% FY 2012 ADOPTED 78.8% REV VS ADOPTED VAR % -10.2% -11.4% 141.2% 100.0% 79.3% 100.0% 0.0% 0.0% 100.0% 67.0% 83.1% 100.0% 33.0% 49.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 62.9% 100.0% 100.0% 100.0% 0.0% 0.0% 95.8% 95.0% 96.7% 97.3% 2.3% 2.4% 95.6% 96.0% 96.3% 95.9% -0.1% -0.1% 78.1% 83.8% 70.7% 72.0% -11.8% -14.1% 100.6% 100.0% 90.8% 104.2% 4.2% 4.2% 77.2% 92.9% 86.0% 92.2% 93.9% 101.3% 100.0% 99.4% 14.0% 7.2% 16.3% 7.8% 83.3% 80.0% 80.0% 84.8% 4.8% 6.0% 90.9% 89.9% 89.8% 95.7% 5.9% 6.5% 684 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Planning and Development Program Results (continued) Measure Description 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 FY 2010 ACTUAL 95.3% FY 2011 FY 2011 REVISED FORECAST 96.0% 96.2% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 4.0% 4.1% 220.1% 80.1% 100.0% 76.9% 86.8% 115.3% 128.1% 63.9% 28.1% -13.1% 28.1% -17.0% 96.8% 95.6% 98.6% 96.1% 0.4% 0.5% 98.9% 98.0% 99.0% 97.0% -1.0% -1.0% 97.0% 60.5% 97.0% 94.0% 98.6% 95.9% 100.0% 104.3% 3.0% 10.3% 3.1% 10.9% 100.0% 100.0% 96.8% 100.0% 0.0% 0.0% 100.0% 94.0% 95.9% 92.3% -1.7% -1.8% 67.8% 72.0% 92.6% 2.7% -69.3% -96.2% 91.4% 92.0% 113.1% 71.0% -20.9% -22.8% 170.2% 150.8% 103.3% 227.1% 76.3% 50.6% 100.0% 100.0% 102.3% 90.2% -9.8% -9.8% 118.8% 66.7% 85.9% 100.0% 33.3% 50.0% 118.8% 100.0% 100.0% 140.3% 40.3% 40.3% Activities that comprise this program include: • Code Enforcement • Comprehensive Planning • 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. 685 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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 Measure Description Percent of code enforcement violation cases that receive a complete initial investigation within 30 calendars days of receipt of violation complaints Result Percent of code enforcement cases that receive a complete initial investigation of violation l i of t code enforcement cases that receive Number Output Output Demand Efficiency FY 2010 ACTUAL 66.2% FY 2011 FY 2011 REVISED FORECAST 89.0% 83.7% 141.2% a complete initial investigation Number of Code Enforcement violation complaints completed Number of Code Enforcement violation FY 2012 ADOPTED 78.8% REV VS ADOPTED VAR % (10.2%) -11.4% 100.0% 79.3% 100.0% 0.0% 0.0% 995 1,674 1,599 1,848 174 10.4% 1,628 1,674 1,599 1,848 174 10.4% 259 18.5% Expenditure per Code Enforcement complaint completed $ 272.61 1,465 $ 247.03 1,398 $ 242.54 1,445 $ 240.24 1,657 $ 6.78 2.7% 226 - PLANNING AND DEVELOPMENT FEES $ 218,071 $ 78,000 $ 168,066 $ 88,000 $ 10,000 12.8% TOTAL SOURCES $ 218,071 $ 78,000 $ 168,066 $ 88,000 $ 10,000 12.8% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES $ 443,810 $ 413,520 $ 387,827 $ 355,968 88,000 $ (355,968) 325,520 N/A 78.7% TOTAL USES $ 443,810 $ 413,520 $ 387,827 $ 443,968 $ (30,448) -7.4% Revenue Expenditure Number of Code Enforcement Violations 1700 Number 1600 1500 1400 1300 1200 FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand for violation complaint investigations, including completion of backlogged violation complaints. Revenue is expected to increase slightly due to a greater number of violation complaints being resolved with payment of fines. The increase in demand results from additional complaints being received about properties that have gone into foreclosure. 686 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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. 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 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 FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 67.0% 83.1% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 33.0% 49.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 62.9% 100.0% 100.0% 100.0% 0.0% 0.0% Output Number of Development Master Plans, Comprehensive Plan Admendments, and Statutorily Driven Elements Withdrawn/Completed 37 16 16 11 (5) -31.3% Demand 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 37 24 20 13 (11) -45.8% 7,292.51 $ 18,226.63 $ 17,526.41 $ 26,575.73 $ (8,349.10) -45.8% Efficiency Revenue 226 - PLANNING AND DEVELOPMENT FEES $ 239,510 $ 80,000 $ 107,978 $ 94,130 $ 14,130 17.7% TOTAL SOURCES $ 239,510 $ 80,000 $ 107,978 $ 94,130 $ 14,130 17.7% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 269,823 269,823 $ 291,626 291,626 $ 286,031 286,031 $ 198,203 94,130 292,333 $ (198,203) 197,496 (707) N/A 67.7% -0.2% Expenditure $ $ $ $ $ Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of demand for initial application reviews. Large-scale commercial and residential development in the County remains weak, however, there are large tracts of land being committed to solar energy plant projects. This new type of development is driving expenditures up as it involves a more complex review process. 687 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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. 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 requirements for issuance and distribution of copies of permits as well as responsibilities of the subsequent owner of property on which construction was undertaken without a permit. Measure Description Percent of customer service actions performed Result Percent of all customers served within 30 minutes Output Number of customer service actions performed 95,381 89,814 86,399 111,552 21,738 24.2% Demand Number of customer service actions requested/required Expenditure per customer service action performed 99,913 94,344 89,327 114,479 20,135 21.3% $ 5.77 $ 7.58 $ 6.51 $ 5.32 $ 2.25 29.7% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 40,280 40,280 $ $ 35,890 35,890 $ $ 38,750 38,750 $ $ 35,890 35,890 $ $ - 0.0% 0.0% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 550,510 550,510 $ $ 680,456 680,456 $ $ 562,235 562,235 $ $ 593,818 593,818 $ $ 86,638 86,638 12.7% 12.7% Efficiency FY 2010 ACTUAL 95.8% FY 2011 FY 2011 REVISED FORECAST 95.0% 96.7% REV VS ADOPTED VAR % 2.3% 2.4% Measure Type Result 95.6% 96.0% FY 2012 ADOPTED 97.3% 96.3% 95.9% (0.1%) -0.1% Revenue Expenditure Activity Narrative: The FY 2012 budget supports the Department in meeting 97% of the demand. The Department continues to experience low demand for planning and development services. In October 2010, the Customer Service Call Center was restructured to incorporate additional extensions, thus fully centralizing customer contacts within the Department. In turn, this has increased call volume/customer service actions. The FY 2012 budget numbers represent the best estimate of workload expectations. 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. 688 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Measure Description Percent of drainage violation cases that receive a complete initial investigation within 30 calendar days of receipt of violation complaint Result Percent of Drainage Enforcement violation complaints investigated Number of Drainage Enforcement violation complaints investigated Number of Drainage Enforcement violation complaints Expenditure per Drainage Enforcement complaint investigated Output Demand Efficiency Department Strategic Plans and Budgets Planning and Development FY 2010 ACTUAL 78.1% FY 2011 FY 2011 REVISED FORECAST 83.8% 70.7% 100.6% 100.0% FY 2012 ADOPTED 72.0% 90.8% REV VS ADOPTED VAR % (11.8%) -14.1% 104.2% 4.2% 4.2% 324 266 859 336 70 26.3% 324 258 775 346 88 34.1% $ 302.52 $ 398.58 $ 109.18 $ 269.68 $ 128.90 32.3% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 10,750 10,750 $ $ 12,000 12,000 $ $ 17,215 17,215 $ $ 22,000 22,000 $ $ 10,000 10,000 83.3% 83.3% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 98,015 98,015 $ 106,022 106,022 $ 93,783 93,783 $ 68,613 22,000 90,613 $ (68,613) 84,022 15,409 N/A 79.2% 14.5% Revenue Expenditure $ $ $ $ $ Activity Narrative: The FY 2012 budget supports the Department in meeting 97% of the demand for drainage violation complaint investigations, including completion of backlogged violation complaints. As with the Code Enforcement activity, the increase in demand results from additional complaints being received about properties that have gone into foreclosure. 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. 689 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Output Output Demand Efficiency Revenue Measure Description Percent of drainage inspections completed Percent of finished floor elevation drainage inspections completed within 24 hours of request Percent of in-progress drainage inspections completed within 24 hours of request Percent of final drainage inspections completed within three business days of Percentt of pre-permit issuance drainage site inspections completed within seven business days of request Number of drainage inspections completed Number of finished floor elevation drainage inspections completed Number of in-progress drainage inspections completed Number of final drainage inspections Number of pre-permit issuance drainage site inspections completed Number of drainage inspections scheduled/requested Expenditure per drainage inspection completed FY 2010 ACTUAL 77.2% 92.9% FY 2011 FY 2011 REVISED FORECAST 86.0% 93.9% 92.2% 101.3% FY 2012 ADOPTED 100.0% 99.4% REV VS ADOPTED VAR % 14.0% 16.3% 7.2% 7.8% 83.3% 80.0% 80.0% 84.8% 4.8% 6.0% 90.9% 89.9% 89.8% 95.7% 5.9% 6.5% 95.3% 96.0% 96.2% 100.0% 4.0% 4.1% 5,246 553 4,701 537 3,584 2,268 4,838 505 137 (32) 2.9% -6.0% 222 204 159 145 (59) -28.9% 3,031 1,503 3,188 1,564 2,225 5,460 2,607 1,402 (581) (162) -18.2% -10.4% 5,246 5,491 3,847 4,846 (645) -11.7% $ 114.59 $ 131.21 $ 170.11 $ 124.16 $ 7.05 5.4% 226 - PLANNING AND DEVELOPMENT TOTAL SOURCES $ $ 281,670 281,670 $ $ 391,232 391,232 $ $ 413,745 413,745 $ $ 391,232 391,232 $ $ - 0.0% 0.0% 226 - PLANNING AND DEVELOPMENT TOTAL USES $ $ 601,128 601,128 $ $ 616,830 616,830 $ $ 609,667 609,667 $ $ 600,694 600,694 $ $ 16,136 16,136 2.6% 2.6% Expenditure Number of Final Drainage Inspections 4000 Cases 3000 2000 1000 0 FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Output Activity Narrative: The FY 2012 budget supports the Department in meeting 99% of the demand for drainage inspections, including re-inspections. The FY 2012 reduction in expenditures, compared to FY 2011, is proportionate to the decrease in demand over the same time period; the FY 2011 budget was based on the Department’s best estimate of workload expectations. The FY 2012 budget reflects the continued downturn in the local economy and consequent low level of construction activity. Drainage Review Activity The purpose of the Drainage Review Activity is to provide drainage plan review services to One Stop Shop permit applicants so they can gain approval for requested permits in a timely manner. 690 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Output 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 processed through first plan review Number of expedited drainage reviews processed through first plan review Number of drainage reviews requested Expenditure per drainage review completed FY 2010 ACTUAL 220.1% 80.1% FY 2011 FY 2011 REVISED FORECAST 100.0% 86.8% 76.9% 115.3% $ 3,535 107.45 $ 3,442 164.05 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 814,527 814,527 $ $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 379,846 379,846 $ $ FY 2012 ADOPTED 128.1% 63.9% 96.8% 95.6% 98.6% 96.1% 3,535 3,595 3,400 3,400 3,171 2,078 354 364 216 REV VS ADOPTED VAR % 28.1% 28.1% (13.1%) -17.0% 0.4% 0.5% 4,895 2,269 1,495 (1,131) 44.0% -33.3% 228 (136) -37.4% 2,766 157.24 $ 3,888 230.37 $ 446 (66.32) 13.0% -40.4% 801,602 801,602 $ 1,197,468 $ 1,197,468 $ $ 781,602 781,602 $ $ (20,000) (20,000) -2.5% -2.5% 557,780 557,780 $ $ $ 1,127,677 $ 1,127,677 $ $ (569,897) (569,897) -102.2% -102.2% $ Expenditure 498,599 498,599 Activity Narrative: The FY 2012 budget supports the Department in meeting 64% of initial application reviews within 14 days of receipt of application. Revised drainage plans are typically submitted in response to initial review comments. The increase in demand for FY 2012 is associated with the solar energy plant projects that have submitted permit applications or are expected to submit during the fiscal year. Permit Inspections Activity The purpose of the Permit Inspections Activity is to provide building inspection services to builders so they can complete construction in compliance with approved building 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 requirements for issuance and distribution of permit copies as well as responsibilities of the subsequent owner of property on which construction was undertaken without a permit. Measure Type Result Measure Description Percent of building plan inspection requests where service was rendered within one business day FY 2010 ACTUAL 98.9% FY 2011 FY 2011 REVISED FORECAST 98.0% 99.0% Result Output Demand Efficiency Revenue Percent of plans inspections completed Number of plans inspections completed Number of plans inspections requested Expenditure per plans inspection completed $ 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL SOURCES $ 2,575,447 $ 2,575,447 $ 3,592,528 $ 3,592,528 $ 2,751,301 $ 2,751,301 $ 4,005,343 9,108 $ 4,014,451 $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ $ $ $ $ $ $ 97.0% 20,742 20,742 40.24 $ 97.0% 22,190 22,936 44.27 $ FY 2012 ADOPTED 97.0% 98.6% 15,820 16,066 58.91 $ REV VS ADOPTED VAR % (1.0%) -1.0% 100.0% 20,219 20,209 48.05 $ 3.0% (1,971) (2,727) (3.78) 3.1% -8.9% -11.9% -8.5% $ 412,815 9,108 421,923 11.5% N/A 11.7% $ $ 10,831 10,831 1.1% 1.1% Expenditure 834,626 834,626 691 982,425 982,425 931,926 931,926 971,594 971,594 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand, including building re-inspections. The Department is experiencing decreased demand for inspections and as a result has reduced its workforce to align with the reduced demand. The Department has one large construction project, the Court Tower, which is impacting the inspections workload. Contract inspection services are meeting the demand from this project in a cost-effective manner. 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 requirements for issuance and distribution of copies of the permit as well as responsibilities of the subsequent owner of property on which construction was undertaken without a permit. Measure Type Result Result Result Output 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 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 Number of building and zoning plan reviews completed Number of building and zoning plan reviews processed through first plan review Number of expedited 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 2010 ACTUAL 91.4% $ FY 2011 FY 2011 REVISED FORECAST 92.0% 113.1% REV VS ADOPTED VAR % (20.9%) -22.8% FY 2012 ADOPTED 71.0% 170.2% 150.8% 103.3% 227.1% 76.3% 50.6% 100.0% 100.0% 102.3% 90.2% (9.8%) -9.8% 8,482 14,928 10,501 9,725 (5,203) -34.9% 8,482 9,156 5,361 5,543 (3,613) -39.5% 781 912 392 214 (698) -76.5% 8,482 9,900 6,652 8,042 (1,858) -18.8% 154.76 $ 97.38 $ 114.11 $ 165.09 $ (67.71) -69.5% Revenue 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL SOURCES $ 1,592,723 $ 2,254,625 $ 1,796,319 $ 2,175,947 $ (78,678) -3.5% $ 1,592,723 2,500 $ 2,257,125 832 $ 1,797,151 $ 2,175,947 $ (2,500) (81,178) -100.0% -3.6% $ 1,312,647 $ 1,453,705 $ 1,198,242 $ 1,605,542 $ (151,837) -10.4% 8 $ 1,312,655 $ 1,453,705 $ 1,198,242 2 $ 1,605,544 $ (2) (151,839) N/A -10.4% Expenditure 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL USES Activity Narrative: The FY 2012 budget supports the Department in meeting 90% of initial plan reviews processed within 20 calendar days of application. Revised building plans are typically submitted in response to initial review comments. The Department has a few large projects, including the Court Tower and various solar energy plants, which impact the plan review workload. Contract plan review services in the non-recurring budget assist in meeting the demand from these projects in a costeffective manner. 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. 692 Maricopa County Annual Business Strategies FY 2012 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 the powers and duties of the planning and zoning commission, including preparing the comprehensive plan; A.R.S. §11-829 describes amendment of the zoning ordinance or change of zoning district boundaries. 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 Measure Description Percent of Entitlement and Subdivision cases completed Result 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 Result Result Output FY 2010 ACTUAL 60.5% Percent of Entitlement/Subdivision cases where a PostTechnical Advisory Committee (TAC) review is completed within 21 business days of resubmittal Number of Entitlement and Subdivision cases completed FY 2011 FY 2011 REVISED FORECAST 94.0% 95.9% FY 2012 ADOPTED 104.3% REV VS ADOPTED VAR % 10.3% 10.9% 100.0% 100.0% 96.8% 100.0% 0.0% 0.0% 100.0% 94.0% 95.9% 92.3% (1.7%) -1.8% 67.8% 72.0% 92.6% 2.7% (69.3%) -96.2% 218 444 190 98 190 104 213 430 346 353.1% Demand Number of Entitlement and Subdivision cases requested 326 313.5% Efficiency Expenditure per Entitlement and Subdivision case completed $ 2,601.65 $ 5,686.94 $ 2,373.21 $ 1,469.10 $ 4,217.84 74.2% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 404,519 404,519 $ $ 380,000 380,000 $ $ 324,513 324,513 $ $ 380,000 380,000 $ $ - 0.0% 0.0% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES $ 494,313 $ 557,320 $ 516,506 $ 131,230 521,049 $ (131,230) 36,271 N/A 6.5% TOTAL USES $ 494,313 $ 557,320 $ 516,506 $ 652,279 $ (94,959) -17.0% Revenue Expenditure Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand for entitlement, subdivision, and pre-app reviews. The increase in demand results from the addition of preapps to the types of cases being tracked by this measure. 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 693 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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 FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Variance and other Board of Adjustment 118.8% 66.7% 85.9% 100.0% 33.3% 50.0% cases processed to public hearing/approved administratively within 75 calendar days of application date Percent of Variance and Other Board of Adjustment 118.8% 100.0% 100.0% 140.3% 40.3% 40.3% cases processed to public hearing/approved administratively Number of Variance, Temporary Use, or Text 96 114 85 119 5 4.4% Amendments Completed 96 106 76 96 (10) -9.4% Number of Variance, Temporary Use or Text Amendments Applied/Requested Expenditure per Variance and Other Board of $ 2,054.41 $ 1,793.04 $ 2,419.62 $ 1,715.13 $ 77.90 4.3% Adjustment cases processed to public hearingapproved administratively Revenue 226 - PLANNING AND DEVELOPMENT FEES $ 34,565 $ 44,130 $ 30,952 $ 30,000 $ (14,130) -32.0% TOTAL SOURCES $ 34,565 $ 44,130 $ 30,952 $ 30,000 $ (14,130) -32.0% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES $ 197,223 $ 204,406 $ 205,668 $ 174,101 30,000 $ (174,101) 174,406 N/A 85.3% TOTAL USES $ 197,223 $ 204,406 $ 205,668 $ 204,101 $ Expenditure 305 0.1% Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand for review of variance, temporary use, and text amendment applications, as well as reducing backlogged review requests. Demand is expected to decrease slightly due to the reduced amount of construction and remodeling activity, where variances are required, associated with the current depressed local housing economy. 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. 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 90.0% 90.0% FY 2012 ADOPTED 90.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 90.0% 90.0% 90.0% 0.0% 0.0% N/A 50.0% 50.0% 50.0% 0.0% 0.0% Activities that comprise this program include: • Green Government Data Management • Internal Green Government EcoEducation • 694 Public Green Government EcoEducation Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Output Output Output Output Demand Efficiency Measure Description Percent of County departments who indicate that Green Government Program management is helpful in implementing their Green Government Program measures Number of Green Government Council meetings held Number of Green Government measures tracked FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 90.0% 90.0% N/A N/A 11 33 6 35 11 36 4 0.0% 10.8% Number of Green Government site users Number of Green Government industry expert presentations provided Number of Green Government measures required to be tracked Expenditure per Green Government measure tracked N/A N/A 16 9 16 5 21 11 5 2 30.8% 22.2% N/A 30 30 36 6 20.0% N/A $ FY 2012 ADOPTED 90.0% REV VS ADOPTED VAR % 0.0% 0.0% - $ 11.91 $ 355.61 $ (355.61) N/A - $ $ - $ $ 51,208 51,208 $ $ (51,208) (51,208) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ Activity Narrative: The funding for this activity was moved from the Non-Departmental budget to the Planning & Development Department budget for FY 2012. The FY 2012 budget supports the Department in meeting all of the demand. 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 Output Output Output Output Demand Efficiency Measure Description 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 Number of internal Green Government digital awareness messages required Expenditure per Green Government awareness message distributed FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 90.0% 90.0% FY 2012 ADOPTED 90.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 1,000 500 1,500 500 50.0% N/A 1,510 754 1,510 - 0.0% N/A 500 250 500 - 0.0% N/A 10 5 15 5 50.0% N/A 1,510 754 1,510 - 0.0% N/A $ - $ (0.09) $ 11.93 $ (11.93) N/A - $ $ - 18,016 18,016 $ $ (18,016) (18,016) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ 695 $ $ Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: The funding for this activity was moved from the Non-Departmental budget to the Planning & Development Department budget for FY 2012. The FY 2012 budget supports the Department in meeting all of the demand. 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 Percent of county residents responding to survey who have indicated an increase in sustainability awareness 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 FY 2010 ACTUAL N/A Number of Green Government Program awareness messages required Expenditures per hard copy awareness message distributed FY 2011 FY 2011 REVISED FORECAST 50.0% 50.0% FY 2012 ADOPTED 50.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 5 2 10 5 100.0% N/A 10 5 10 - 0.0% N/A 3 3 3 - 0.0% N/A 500 250 600 100 20.0% N/A 520 260 520 - 0.0% N/A $ - $ (2.18) $ 30.86 $ (30.86) N/A - $ $ - 18,516 18,516 $ $ (18,516) (18,516) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ $ $ Activity Narrative: The funding for this activity was moved from the Non-Departmental budget to the Planning & Development Department budget for FY 2012. The FY 2012 budget supports the Department in meeting all of the demand. This was a new activity for FY 2011 and the activity leader is establishing the benchmark for performance measures for future fiscal years. 696 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 928,115 $ 928,115 - $ 87,740 $ 87,740 - $ 1,015,855 $ - Adjustments: Base Adjustments Other Base Adjustments General Fund Support to Maintain Service Levels Reallocations Reallocation Between Depts Green Government Program from Non-Departmental $ $ 928,115 87,740 FY 2012 Adopted Budget Planning and Development Fees Fund (226) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Fees and Other Revenues Solar Permitting Staff 7,799,774 $ 6,925,912 $ 128,698 $ 128,698 128,698 128,698 $ 7,928,472 $ 7,054,610 $ (128,698) $ (128,698) (873,862) $ (873,862) Agenda Item: C-44-11-082-M-00 FY 2011 Revised Budget Adjustments: Fees and Other Revenues Solar Permitting Staff Structural Balance Structural Balance $ Agenda Item: C-44-11-082-M-00 $ FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments $ 6,925,912 $ 6,925,912 $ (44,207) $ (97,334) 53,127 14,115 $ 14,115 - $ 948,971 $ 948,971 948,971 948,971 $ 7,844,791 $ 13.3% 7,874,883 13.7% $ Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Solar Power Generating Facility Team $ FY 2012 Adopted Budget Percent Change from Target Amount 697 (128,698) (128,698) - 948,971 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) (continued) Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget Adjustments: Non Recurring Planning Training and Tuition ASRS PEHPEP Liability Vehicles from PD and Air Qual $ 431,000 $ 673,986 $ 180,889 $ 100,000 80,889 - 36,495 36,495 $ 611,889 $ 710,481 $ (611,889) $ (100,000) (80,889) (431,000) (710,481) (36,495) (673,986) $ - $ - $ (1,603) $ (2,808) 1,205 469,564 $ 114,665 354,899 129,261 129,261 - 467,961 $ 129,261 Agenda Item: C-44-11-006-M-00 C-49-11-013-M-00 C-49-11-042-2-00 FY 2011 Revised Budget Adjustments: Non Recurring Planning Training and Tuition ASRS PEHPEP Liability Vehicles from PD and Air Qual Other Non-Recurring Agenda Item: C-44-11-006-M-00 C-49-11-013-M-00 C-49-11-042-2-00 FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Non Recurring Court Tower Plan Reviews May Other Non-Recurring RDSA Information Technology Initiatives Agenda Item: $ C-44-10-115-M-00 $ 354,899 FY 2012 Adopted Budget $ Planning and Development Fees Fund (226) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 4,462,699 $ 3,327,832 $ 3,327,832 $ 2,811,095 $ 1,971,122 $ 6,271,109 91,135 6,362,244 $ 6,925,912 673,986 7,599,898 $ 7,054,610 710,481 7,765,091 $ 6,763,097 170,899 6,933,996 $ 7,874,883 129,261 8,004,144 $ $ $ $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 11 $ - $ - $ Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 2,811,095 2,811,095 $ 2,696,956 2,696,956 $ 2,552,562 2,552,562 $ $ 7,677,085 336,774 8,013,859 $ $ (1,405,976) $ 7,799,774 431,000 8,230,774 $ $ (873,862) $ 698 7,928,472 611,889 8,540,361 $ $ (873,862) $ 7,487,454 286,515 7,773,969 $ $ 7,844,791 467,961 8,312,752 $ 30,092 - $ - 1,971,122 1,971,122 $ 1,662,514 1,662,514 (724,357) $ Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Planning and Development Del Webb Fund (235) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 1,636 $ 9,108 FY 2011 Revised Budget $ 1,636 $ 9,108 FY 2012 Budget Target $ 1,636 $ 9,108 $ (1,401) $ (1,401) - $ 235 $ -85.6% 9,108 0.0% Adjustments: Base Adjustments Other Base Adjustments FY 2012 Adopted Budget Percent Change from Target Amount Del Webb Special Fund (235) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 502,977 $ 519,592 $ 519,592 $ 507,152 $ 512,586 $ 6,741 6,741 $ 9,108 9,108 $ 9,108 9,108 $ 7,063 7,063 $ 9,108 9,108 $ $ 1,629 1,629 $ $ 1,636 1,636 $ $ 1,636 1,636 $ $ 2,564 2,564 $ 235 235 Structural Balance $ 4,177 $ 7,472 $ 7,472 $ 5,434 $ 8,873 Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 527,064 $ 527,064 $ 512,586 $ 521,459 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ 507,152 $ $ 699 $ $ $ Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense System Analysis by Lauren M. Cochran, Senior Management and 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 Fiscal Strength 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 (PDS) projects that 63.1% of all non-capital cases assigned in areas in which the staffed offices provide services will be assigned to a staffed office in FY 2012. Next year will show the fully annualized impact of the addition of parental dependency attorneys to the Juvenile Public Defender. Fiscal Strength 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: Two cases were assigned to OCC early in FY 2011 due to capacity limitations in the staffed offices. Since that time, no cases have had to go to the OCC for capacity reasons. As of now, it appears the total number of capital cases is diminishing. PDS is holding two capital attorney positions vacant in Legal Defender, pending a determination of whether or not demand is sufficient to require them. There have been significant changes in administration in both the Court and Office of the County Attorney. Because of the uncertainty involved with the changes in the system, PDS has opted to hold off on filling the last positions. It is hoped that PDS will not need to send any capital cases to OCC for capacity limitations in FY 2012. 700 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % NCFR - NON CAPITAL FELONY REP 52CR - ADULT CRIMINAL REPRESENTATION $ $ 1,750,192 $ 1,750,192 $ 1,460,127 $ 1,460,127 $ 1,460,127 $ 1,460,127 $ 2,071,141 $ 2,071,141 $ 1,585,419 $ 1,585,419 $ JDIR - JUV DEL INCORR REPRESENTATION 52JR - JUVENILE REPRESENTATION $ $ - $ - $ - $ - $ 60,210 $ 60,210 $ 32,276 $ 32,276 $ 52,938 $ 52,938 $ (7,272) (7,272) -12.1% -12.1% HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT $ 481,341 $ 4,193 432,845 $ 61,000 432,845 $ 61,000 460,184 $ 51,928 432,845 $ 53,693 (7,307) 0.0% -12.0% (7,307) -1.5% 99AS - ADMINISTRATIVE SERVICES 125,292 125,292 8.6% 8.6% $ 485,534 $ 493,845 $ 493,845 $ 512,112 $ 486,538 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 7,465 $ 7,465 $ - $ - $ - $ - $ 4,419 $ 4,419 $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ - $ - $ - $ - $ - $ - $ 260,679 $ 260,679 $ 260,679 260,679 N/A N/A TOTAL PROGRAMS $ 2,243,191 $ 1,953,972 $ 2,014,182 $ 2,619,948 $ 2,385,574 $ 371,392 18.4% 670,486 $ 1,202,739 432,695 173,339 2,479,259 $ 672,569 $ 1,193,858 461,310 157,340 2,485,077 $ 672,569 $ 1,193,860 461,310 157,340 2,485,079 $ 550,875 $ 1,285,593 293,272 153,392 2,283,132 $ 495,154 $ 1,278,795 322,597 103,487 2,200,033 $ 177,415 (84,935) 138,713 53,853 285,046 26.4% -7.1% 30.1% 34.2% 11.5% 4,895,411 $ 16,744,112 437,408 35,503,526 1,656,690 31,692 59,268,839 $ 4,866,990 $ 16,636,174 411,305 36,392,091 1,612,898 31,022 59,950,480 $ 4,897,366 $ 16,622,388 411,305 36,455,370 1,612,898 31,022 60,030,349 $ 6,153,251 $ 15,917,012 463,917 35,242,738 1,552,831 38,462 59,368,211 $ 5,675,869 $ 15,829,590 478,584 36,053,750 1,552,128 29,587 59,619,508 $ (778,503) 792,798 (67,279) 401,620 60,770 1,435 410,841 -15.9% 4.8% -16.4% 1.1% 3.8% 4.6% 0.7% 636,248 $ 3,885,090 12,408 5,512,346 345,517 24,930 512,349 5,596,111 16,524,999 $ 636,248 $ 3,945,301 12,408 5,462,562 345,516 24,930 512,349 5,596,111 16,535,425 $ 673,898 $ 3,763,698 3,062 5,367,267 476,678 25,380 515,123 5,741,280 16,566,386 $ 781,669 $ 3,865,278 4,286 6,405,712 502,597 21,996 512,921 6,112,841 18,207,300 $ (145,421) 80,023 8,122 (943,150) (157,081) 2,934 (572) (516,730) (1,671,875) -22.9% 2.0% 65.5% -17.3% -45.5% 11.8% -0.1% -9.2% -10.1% 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 $ $ 579,323 $ 3,709,280 8,812 5,217,969 400,602 32,944 628,644 5,305,399 15,882,973 $ IRSS - INDIGENT REP SUPPORT SVCS 52SS - INDIGENT REP SUPPORT SVCS $ $ 838,220 $ 838,220 $ 494,831 $ 494,831 $ 494,831 $ 494,831 $ 594,832 $ 594,832 $ 921,168 $ 921,168 $ (426,337) (426,337) -86.2% -86.2% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 126,048 $ 396,392 1,137,699 3,297,694 113,828 25,992 5,097,653 $ 137,104 $ 483,984 1,318,446 3,247,933 133,344 35,003 5,355,814 $ 144,228 $ 440,140 1,282,814 3,284,648 138,889 35,005 5,325,724 $ 140,286 $ 388,403 1,166,059 2,928,245 110,251 29,229 4,762,473 $ 125,377 $ 402,286 1,371,425 3,060,988 95,444 13,726 5,069,246 $ 18,851 37,854 (88,611) 223,660 43,445 21,279 256,478 13.1% 8.6% -6.9% 6.8% 31.3% 60.8% 4.8% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 79,140 $ 79,140 $ 71,414 $ 71,414 $ 71,414 $ 71,414 $ 71,817 $ 71,817 $ 144,685 $ 144,685 $ (73,271) (73,271) -102.6% -102.6% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 378,713 $ 174,766 136,290 191,106 880,875 $ 970,533 $ 249,010 194,657 269,160 1,683,360 $ 970,534 $ 249,009 194,659 269,161 1,683,363 $ 409,648 $ 204,939 133,191 301,199 1,048,977 $ 2,004,762 $ 85,781 2,090,543 $ (1,034,228) 163,228 194,659 269,161 (407,180) -106.6% 65.6% 100.0% 100.0% -24.2% TOTAL PROGRAMS $ 84,526,959 $ 86,565,975 $ 86,626,185 $ 84,695,828 $ 88,252,483 $ (1,626,298) -1.9% $ $ 701 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 $ FY 2010 ACTUAL FY 2011 ADOPTED 898,204 $ 898,204 $ 59,009 1,272,883 1,331,892 $ $ $ SUBTOTAL $ 7,465 5,630 13,095 ALL REVENUES $ 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 2011 REVISED 865,496 $ 865,496 $ 1,075,476 1,075,476 $ $ $ $ 13,000 13,000 2,243,191 $ 2,243,191 FY 2010 ACTUAL $ FY 2011 FORECAST 925,706 $ 925,706 $ - $ 1,075,476 1,075,476 $ $ $ 13,000 13,000 1,953,972 $ 1,953,972 FY 2011 ADOPTED $ FY 2012 ADOPTED 932,601 $ 20,300 952,901 $ 462,235 1,194,525 1,656,760 $ $ $ REVISED VS ADOPTED VAR % 930,527 930,527 $ $ 4,821 4,821 0.5% N/A 0.5% - $ 1,450,059 1,450,059 $ 374,583 374,583 N/A 34.8% 34.8% $ 4,775 5,512 10,287 $ 4,988 4,988 $ 2,014,182 $ 2,619,948 $ 2,385,574 $ 2,014,182 FY 2011 REVISED $ 2,619,948 FY 2011 FORECAST $ $ (8,012) (8,012) 371,392 N/A -61.6% -61.6% 18.4% 2,385,574 $ 371,392 18.4% FY 2012 REVISED VS ADOPTED ADOPTED VAR % 41,652,633 $ 209,692 1,907 12,438,005 621,031 (393,475) 387,961 54,917,754 $ 42,588,304 $ 255,070 8,390 13,677,316 735,484 (412,561) 407,451 57,259,454 $ 42,806,760 $ 304,365 8,390 13,759,399 740,150 (417,227) 412,117 57,613,954 $ 41,695,585 $ 206,956 2,699 13,402,432 727,244 (348,319) 711,639 56,398,236 $ 41,996,240 $ 304,399 8,376 14,020,681 770,055 (338,347) 332,322 57,093,726 $ 447,950 $ 25,054 2,719 475,723 $ 457,107 $ 29,500 486,607 $ 457,107 $ 29,500 4,190 490,797 $ 625,636 $ 26,685 3,381 655,702 $ 582,755 $ 28,568 46,000 657,323 $ (125,648) -27.5% 932 3.2% (41,810) -997.9% (166,526) -33.9% $ 26,978,557 $ 1,350 300,492 1,109,801 9,558 72,743 308,069 185,939 62,506 29,029,015 $ 26,356,423 $ 707,548 828,899 14,400 87,145 266,395 264,809 66,254 28,591,873 $ 26,052,186 $ 708,848 828,899 14,400 87,435 270,562 264,809 66,254 28,293,393 $ 26,184,388 $ 197,619 703,011 74,642 92 54,961 149,013 189,950 61,969 27,615,645 $ 26,394,291 $ 1,834,942 851,842 29,800 801,829 162,890 360,040 65,800 30,501,434 $ (342,105) -1.3% N/A (1,126,094) -158.9% (22,943) -2.8% (15,400) -106.9% N/A (714,394) -817.1% 107,672 39.8% (95,231) -36.0% 454 0.7% (2,208,041) -7.8% $ $ 104,467 $ 104,467 $ 228,041 $ 228,041 $ 228,041 $ 228,041 $ 26,245 $ 26,245 $ - $ - $ ALL EXPENDITURES $ 84,526,959 $ 86,565,975 $ 86,626,185 $ 84,695,828 $ 88,252,483 $ (1,626,298) -1.9% TOTAL USES $ 84,526,959 $ 86,565,975 $ 86,626,185 $ 84,695,828 $ 88,252,483 $ (1,626,298) -1.9% 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 SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 702 810,520 (34) 14 (261,282) (29,905) (78,880) 79,795 520,228 228,041 228,041 1.9% 0.0% 0.2% -1.9% -4.0% -18.9% 19.4% 0.9% 100.0% 100.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 65,265 $ 65,265 $ 61,000 $ 61,000 $ 61,000 $ 61,000 $ 86,753 $ 86,753 $ 53,693 $ 53,693 $ (7,307) (7,307) -12.0% -12.0% $ SOURCES $ 422,493 $ 422,493 $ 445,651 $ 445,651 $ 505,861 $ 505,861 $ 477,927 $ 477,927 $ 502,670 $ 502,670 $ (3,191) (3,191) -0.6% -0.6% $ SOURCES $ 481,341 $ 481,341 $ 432,845 $ 432,845 $ 432,845 $ 432,845 $ 461,031 $ 461,031 $ 432,845 $ 432,845 $ - 0.0% 0.0% $ SOURCES $ 1,214,902 $ 1,214,902 $ 955,476 $ 955,476 $ 955,476 $ 955,476 $ 1,183,260 $ 351,977 1,535,237 $ 1,076,687 $ 260,679 1,337,366 $ 121,211 260,679 381,890 12.7% N/A 40.0% $ SOURCES $ 59,190 $ 59,190 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 2,243,191 $ - $ 2,243,191 $ FY 2010 ACTUAL 1,953,972 $ - $ 1,953,972 $ FY 2011 ADOPTED 2,014,182 $ - $ 2,014,182 $ FY 2011 REVISED 2,267,971 $ 351,977 $ 2,619,948 $ FY 2011 FORECAST 2,124,895 $ 260,679 $ 2,385,574 $ FY 2012 ADOPTED 233 PUBLIC DEFENDER GRANTS OPERATING FUND TOTAL 209 PUBLIC DEFENDER TRAINING OPERATING FUND TOTAL 262 PUBLIC DEFENDER FILL THE GAP OPERATING NON-RECURRING FUND TOTAL 263 LEGAL DEFENDER FILL THE GAP OPERATING FUND TOTAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 233 PUBLIC DEFENDER GRANTS OPERATING 209 PUBLIC DEFENDER TRAINING OPERATING NON-RECURRING $ 110,713 5.5% 260,679 N/A 371,392 18.4% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 82,635,646 $ 82,635,646 $ 79,620,654 $ 4,380,269 84,000,923 $ 79,620,654 $ 4,380,269 84,000,923 $ 78,403,364 $ 4,380,269 82,783,633 $ 79,695,033 $ 4,700,000 84,395,033 $ $ FUND TOTAL USES $ 422,498 $ 422,498 $ 445,651 $ 445,651 $ 505,861 $ 505,861 $ 470,000 $ 470,000 $ 502,670 $ 502,670 $ 3,191 3,191 $ 427,915 $ 5,151 433,066 $ 432,845 $ 143,855 576,700 $ 432,845 $ 143,855 576,700 $ 377,155 $ 44,680 421,835 $ 432,845 $ 184,460 617,305 $ (40,605) (40,605) 924,893 $ 51,855 976,748 $ 955,476 $ 528,225 1,483,701 $ 955,476 $ 528,225 1,483,701 $ 896,640 $ 64,720 961,360 $ 1,076,687 $ 1,601,788 2,678,475 $ 59,001 $ 59,001 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 84,469,953 $ 57,006 $ 84,526,959 $ 81,513,626 $ 5,052,349 $ 86,565,975 $ 81,573,836 $ 5,052,349 $ 86,626,185 $ 80,206,159 $ 4,489,669 $ 84,695,828 $ 81,766,235 $ 6,486,248 $ 88,252,483 $ FUND TOTAL USES $ 262 PUBLIC DEFENDER FILL THE GAP OPERATING $ NON-RECURRING FUND TOTAL USES $ 263 LEGAL DEFENDER FILL THE GAP OPERATING $ FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 703 (74,379) (319,731) (394,110) -0.1% -7.3% -0.5% 0.6% 0.6% 0.0% -28.2% -7.0% (121,211) -12.7% (1,073,563) -203.2% (1,194,774) -80.5% (192,399) (1,433,899) (1,626,298) 0.0% 0.0% -0.2% -28.4% -1.9% Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL ADULT CIVIL REPRESENTATION MENTAL HEALTH REPRESENTATION SEXUALLY VIOLENT PERSON REP PROGRAM TOTAL ADULT CRIMINAL REPRESENTATION APPEAL PCR REPRESENTATION CAPITAL REPRESENTATION MISDEMEANOR REPRESENTATION NON CAPITAL FELONY REP PROBATION REPRESENTATION WITNESS REPRESENTATION PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT PROGRAM TOTAL JUVENILE REPRESENTATION JUV DEL INCORR REPRESENTATION JUVENILE APPEAL REPRESENTATION JUVENILE GAL REPRESENTATION JUVENILE PROBATION REP PARENTAL DEPENDENCY REP PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED 1.63 27.98 7.88 12.89 2.06 .52 52.95 1.63 27.98 7.88 12.89 2.06 .52 52.95 1.63 27.98 7.88 12.89 2.06 .52 52.95 1.63 26.77 7.03 13.17 1.88 .47 50.95 1.53 26.82 7.33 13.22 1.88 .27 51.05 (.10) (1.16) (.55) .33 (.18) .25 (1.90) (6.1%) (4.1%) (7.0%) 2.6% (8.5%) 48.0% (3.6%) 10.65 1.00 11.65 10.65 1.00 11.65 10.65 1.00 11.65 11.65 1.00 12.65 11.65 1.00 12.65 1.00 1.00 9.4% 0.0% 8.6% 27.98 109.61 3.00 369.35 19.23 .01 529.18 27.98 109.61 3.00 369.35 19.23 .01 529.18 27.98 109.61 3.00 369.35 19.23 .01 529.18 29.98 107.92 3.00 369.30 17.23 .01 527.43 29.98 107.90 3.00 370.22 17.23 .01 528.33 2.00 (1.72) .87 (2.00) (.85) 7.1% (1.6%) 0.0% 0.2% (10.4%) 0.0% (0.2%) 3.00 2.70 2.60 3.55 11.85 3.00 2.70 2.60 3.55 11.85 3.00 2.70 2.60 3.55 11.85 2.80 1.00 3.8 2.80 1.00 3.8 (.20) (1.70) (2.60) (3.55) (8.05) (6.7%) (63.0%) (100.0%) (100.0%) (67.9%) 34.93 .50 37.00 5.37 26.00 103.80 709.43 34.93 .50 37.00 5.37 26.00 103.80 709.43 34.93 .50 37.00 5.37 26.00 103.80 709.43 34.93 .50 36.80 5.37 32.00 109.6 704.43 34.93 .50 36.80 5.37 32.00 109.6 705.43 (.20) 6.00 5.80 (4.00) 0.0% 0.0% (0.5%) 0.0% 23.1% 5.6% (0.6%) 704 REVISED TO ADOPTED VARIANCE VAR % Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Market Title MARKET RANGE TITLE Accounting Specialist Admin & Operations Mgr Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Administrator Attorney Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Attorney Manager Attorney Supervisor Database Administrator Deputy Director Deputy Director - Legal Defense 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 Services Manager Legal Support Specialist Legal Support Supervisor Management Analyst Mitigation Specialist Mitigation Specialist-Capital Office Assistant Office Assistant Specialized Operations/Program Manager 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 Department Total FY 2010 ADOPTED 4.00 1.00 8.00 3.00 3.00 6.00 2.00 263.49 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 2011 ADOPTED FY 2011 REVISED 4.00 1.00 8.00 3.00 3.00 6.00 2.00 261.79 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 4.00 1.00 8.00 3.00 3.00 6.00 2.00 261.79 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 FY 2011 FORECAST 4.00 7.00 1.00 2.00 5.00 2.00 265.79 18.00 28.50 3.00 20.14 1.00 1.00 2.00 5.00 2.00 1.00 2.00 1.00 1.00 5.00 43.00 1.00 37.50 2.00 39.00 3.00 3.00 4.00 66.00 12.00 13.00 21.00 38.00 19.50 2.00 2.00 1.00 1.00 16.00 1.00 2.00 704.43 FY 2012 ADOPTED 4.00 7.00 1.00 2.00 4.00 2.00 264.79 18.00 28.50 4.00 20.14 1.00 1.00 2.00 5.00 2.00 1.00 2.00 1.00 1.00 5.00 43.00 1.00 37.50 2.00 39.00 3.00 3.00 5.00 67.00 12.00 14.00 22.00 38.00 18.50 2.00 1.00 1.00 1.00 16.00 1.00 2.00 705.43 REVISED TO ADOPTED VARIANCE VAR % 0.0% (1.00) (100.0%) (1.00) (12.5%) (2.00) (66.7%) (1.00) (33.3%) (2.00) -33.3% 0.0% 3.00 1.1% (10.00) (35.7%) 8.00 39.0% 0.0% 1.00 5.2% 0.0% 0.0% 2.00 N/A 0.0% (1.00) (33.3%) 1.00 N/A (2.00) (100.0%) 0.0% 0.0% 0.0% 1.00 25.0% (1.00) (2.3%) (1.00) (100.0%) 0.0% (1.00) (100.0%) 2.00 5.6% 0.0% 0.0% 0.0% 0.0% 5.00 N/A 2.00 3.1% 2.00 20.0% (2.00) (100.0%) 1.00 7.7% 1.00 4.8% (3.00) (7.3%) (2.00) (9.8%) 2.00 N/A (1.00) (50.0%) (2.00) (100.0%) 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) (2.00) (100.0%) 1.00 100.0% (4.00) (0.6% ) Staffing by Fund FUND 100 GENERAL 209 PUBLIC DEFENDER TRAINING 233 PUBLIC DEFENDER GRANTS 262 PUBLIC DEFENDER FILL THE GAP Department Total FY 2010 ADOPTED 683.13 4.00 4.00 13.00 704.13 FY 2011 ADOPTED 692.43 4.00 4.00 9.00 709.43 705 FY 2011 REVISED 692.43 4.00 4.00 9.00 709.43 FY 2011 FORECAST 689.43 3.00 4.00 8.00 704.43 FY 2012 ADOPTED 688.43 3.00 4.00 10.00 705.43 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System General Adjustments Target Adjustments: General Fund (100) Operating • Increase budget by $97,283 for restatement of risk management charges from Non Departmental. • Increase budget by $26,052 for restatement of equipment services charges for vehicle maintenance and repair. • Increase budget by $550,437 for restatement of baseline telecommunications. • Decrease budget by $10,390 for PEHPEP participation in FY 2010. Savings are being taken in FY 2011 because the Market Range for this position no longer existed and Compensation needed to study the position before savings could be determined. • Reallocate information technology support to the Office of Enterprise Technology for decrease to the PDS budget in the amount of $782,879. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $55,019 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular benefits by $383,204 for retirement contribution rate increase. • Increase Personnel Savings by ($244,347) based on comparison to FY 2011 Forecasted levels. • Decrease Revenue by $7,307 due to lower reimbursement levels for legal services. Public Defender Training Fund (209) Operating • Increase Regular Benefits by $216 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular benefits by $1,195 for retirement contribution rate increase. • Decrease Travel by $1,411 based on FY 2011 Forecast in order to absorb benefits increase. Public Defender Training Fund (209) Non-Recurring • Increase Non-recurring expenditures to $184,460 for department software-related technology training. Public Defender Grants Fund (233) Operating • Increase Regular Benefits by $288 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular benefits by $3,179 for retirement contribution rate increase. • Decrease revenues and expenditure by $7,272 due to lower grant revenue in Juvenile Defender (570). • Increase revenue $4,081 in the Office of Public Defender (520) due to a request for increased grant funding to cover benefits increases. Public Defender Fill the Gap Fund (262) Operating • Increase Regular Benefits by $579 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular benefits by $4,809 for retirement contribution rate increase. • Decrease expenditures by $5,385 in Debt Service (950) to absorb benefits increase. The remaining amount in debt service was moved to other parts of the budget as the County’s Technology for Purchase (TFP) program no longer exists. Public Defender Fill the Gap Fund (262) Non-Recurring • Increase Non-Recurring expenditures to $1,601,788 for the replacement of the current case management system. 706 Maricopa County Annual Business Strategies FY 2012 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 Capital Cases with Disposition Less than Capital 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 Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts 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-Complex Felony Cases Resolved Within 180 Days or Arraignment/Assignment (whichever is later) Percent of Appeal and Trial/Post-Conviction Relief Cases in Which the Outcome is Other Than Affirmed FY 2010 ACTUAL 69.3% FY 2011 FY 2011 REVISED FORECAST 71.8% 69.2% FY 2012 ADOPTED 67.5% REV VS ADOPTED VAR % (4.3%) -6.0% 75.5% 72.3% 79.4% 79.4% 7.1% 9.8% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 91.3% 89.4% 89.9% 89.9% 0.5% 0.6% 92.1% 90.1% 91.0% 91.0% 0.9% 1.0% 56.0% 55.1% 57.6% 57.6% 2.5% 4.5% 31.8% 37.1% 35.7% 35.7% (1.4%) -3.8% 76.6% 76.0% 79.1% 79.1% 3.1% 4.1% 32.1% 40.6% 36.4% 35.7% (4.9%) -12.1% Activities that comprise this program include: Capital Representation • Non-Capital Felony Representation • Witness Representation • • • • 707 Misdemeanor Representation Probation Representation Appeal and Post Conviction Relief Representation Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Output Output Demand Efficiency Expenditure Measure Description Percent Of Capital Cases with Disposition Less than Capital Number of Capital Cases Resolved to Conclusion Average Capital Cases Open/Active Monthly Net Capital Cases Assigned Cost per Open/Active Capital Case FY 2010 ACTUAL 69.3% FY 2011 FY 2011 REVISED FORECAST 71.8% 69.2% FY 2012 ADOPTED 67.5% REV VS ADOPTED VAR % (4.3%) -6.0% 75 39 39 40 112 37 $ 452,543.57 95 35 $ 474,925.37 93 20 $ 795,850.60 91 26 $ 608,830.38 (4) (9) $(133,905.01) 100 - GENERAL TOTAL USES $ 16,744,112 $ 16,744,112 $ 16,622,388 $ 16,622,388 $ 15,917,012 $ 15,917,012 $ 15,829,590 $ 15,829,590 $ $ 1 792,798 792,798 2.6% -4.4% -25.7% -28.2% 4.8% 4.8% Activity Narrative: The department is still dealing with a backlog of capital cases and currently has an inventory of 76. This is down from the 146 cases in March 2007. The backlog was caused by two issues. First was the Ring decision in which the U.S. Supreme Court decided the Sixth’s Amendment’s guarantee of a jury trial included the determination of whether the defendant was eligible for the death penalty. The court system had to put cases on hold in order to develop this jury process. Second, there was a spike in capital cases in FY 2006. To deal with the backlog, the department has received $4,700,000 in the Office of Contract Counsel Non-Recurring/Non-Project budget. General Fund (100) Non-Recurring • Increase expenditures to $4,700,000 to alleviate the capital case backlog cause by the Ring decision and the FY 2006 spike. 708 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Result Result Result Output Demand Efficiency Measure Description Percent Of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts 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-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Non-Capital Felony Cases Resolved to Conclusion Net Non-Capital Felony Cases Assigned Cost per Non-Capital Felony Case Resolved to Conclusion FY 2010 ACTUAL 92.1% FY 2011 FY 2011 REVISED FORECAST 90.1% 91.0% 56.0% 55.1% 57.6% 57.6% 2.5% 4.5% 31.8% 37.1% 35.7% 35.7% (1.4%) -3.8% 76.6% 76.0% 79.1% 79.1% 3.1% 4.0% (5,663) -17.9% (2,167) (234.65) -7.1% -20.4% 4,081 121,211 125,292 N/A 0.9% 12.7% 0.0% 8.6% 435,106 (4,686) (28,800) 401,620 1.2% -1.1% -4.3% 0.0% 1.1% 29,990 $ REV VS ADOPTED VAR % 0.9% 1.0% FY 2012 ADOPTED 91.0% 30,718 1,183.85 31,703 $ 30,415 1,149.90 26,040 $ 28,248 1,353.41 26,040 $ 28,248 1,384.55 $ Revenue 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL SOURCES $ 61,072 422,493 1,207,627 59,000 $ 1,750,192 $ 445,651 955,476 59,000 $ 1,460,127 $ 34,825 446,007 1,531,309 59,000 $ 2,071,141 $ 449,732 1,076,687 59,000 $ 1,585,419 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 34,272,442 421,874 750,209 59,001 $ 35,503,526 $ 35,276,557 445,046 674,767 59,000 $ 36,455,370 $ 34,158,402 436,716 588,620 59,000 $ 35,242,738 $ 34,841,451 449,732 703,567 59,000 $ 36,053,750 $ $ Expenditure $ $ Activity Narrative: Due to an increase in revenue in the Public Defender Fill the Gap Fund (262) the department will receive two (2) additional FTE. The Legal Support Specialist and Mitigation Specialist were deleted when State Fill the Gap Funding was removed. The new positions are support position and not attorneys. Therefore the department does not expect to see a marked difference in output due to their addition. The department does expect to see improvement in their results. Public Defender Fill the Gap Fund (262) Operating • Increase revenue by $121,211 due to increased local Fill-the-Gap revenue. • Increase expenditures by $121,211 for one (1) Legal Support Specialist and one (1) Mitigation Specialist as well as their related supplies. 709 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Output Demand Efficiency Measure Description Percent Of Witness Representation Cases Closed Witness Representation Cases Closed Net Witness Representation Cases Assigned FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% 114 121 129 109 FY 2012 ADOPTED 100.0% 110 128 REV VS ADOPTED VAR % 0.0% 0.0% 110 128 (19) 19 -14.7% 17.4% -11.8% Cost per Witness Representation Case Closed $ 278.00 $ 240.48 $ 349.65 $ 268.97 $ (28.49) 100 - GENERAL TOTAL USES $ $ 31,692 31,692 $ $ 31,022 31,022 $ $ 38,462 38,462 $ $ 29,587 29,587 $ $ 1,435 1,435 Expenditure 4.6% 4.6% Activity Narrative: FY 2011 Revised numbers were not accurate assumptions and FY 2012 Recommended measures are in line with FY 2010 Actual and FY 2011 Forecast. 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 FY 2010 ACTUAL 91.3% FY 2011 FY 2011 REVISED FORECAST 89.4% 89.9% 3,211 $ 3,203 136.22 2,887 $ 3,117 142.47 FY 2012 ADOPTED 89.9% 2,574 $ 2,880 180.23 REV VS ADOPTED VAR % 0.5% 0.5% 2,574 $ 2,880 185.93 $ (313) -10.8% (237) (43.46) -7.6% -30.5% 34,404 (101,683) (67,279) 8.4% N/A -16.4% Expenditure 100 - GENERAL 262 - PUBLIC DEFENDER FILL THE GAP TOTAL USES $ $ 427,447 9,961 437,408 $ $ 411,305 411,305 $ $ 362,756 101,161 463,917 $ $ 376,901 101,683 478,584 $ $ Activity Narrative: While demand and output are decreasing expenditures have increased due to benefits increases as well as staff movement and turnover. 710 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted 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. 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 FY 2010 ACTUAL 75.5% $ FY 2011 FY 2011 REVISED FORECAST 72.3% 79.4% FY 2012 ADOPTED 79.4% REV VS ADOPTED VAR % 7.2% 9.9% 6,866 7,540 5,702 5,702 (1,838) -24.4% 7,462 8,250 7,294 7,294 (956) -11.6% -27.3% 241.29 $ 213.91 $ 272.33 $ 272.21 $ (58.30) $ 1,552,128 $ 1,552,128 $ $ 60,770 60,770 Expenditure 100 - GENERAL TOTAL USES $ 1,656,690 $ 1,656,690 $ 1,612,898 $ 1,612,898 $ 1,552,831 $ 1,552,831 Activity Narrative: The reduction in expenditures is due to a decrease in the demand. 711 3.8% 3.8% Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted 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 Trial/Post-Conviction Relief Cases in Which the Outcome is Other Than Affirmed Number of Appeal Issue Briefs and Trial/PostConviction Relief Issue Petitions Submitted (Staffed Offices Only) Number of Appeal and Post-Conviction Relief Cases in Which Representation is Terminated Net Appeal and Post-Conviction Relief Cases Assigned Cost per Appeal/Post-Conviction Relief Case in Which Representation is Terminated FY 2010 ACTUAL 32.1% $ FY 2011 FY 2011 REVISED FORECAST 40.6% 36.4% FY 2012 ADOPTED 35.7% REV VS ADOPTED VAR % (4.9%) -12.0% 198 157 192 192 35 22.3% 1,767 1,181 1,402 1,402 221 18.7% 2,182 1,878 1,762 1,762 (116) -6.2% 2,770.46 $ 4,146.80 $ 4,388.91 $ 4,048.41 $ $ 5,675,869 $ 5,675,869 $ $ 98.39 2.4% Expenditure 100 - GENERAL TOTAL USES $ 4,895,411 $ 4,895,411 $ 4,897,366 $ 4,897,366 $ 6,153,251 $ 6,153,251 (778,503) (778,503) -15.9% -15.9% Activity Narrative: The backlog of cases that were in felony activities has now reached appeals. Demand is decreasing as the backlog is alleviated, however since the cases are multi-year the outputs are going up as the backlog is reduced. In response to the backlog the department reallocated expenditures to this activity. 712 Maricopa County Annual Business Strategies FY 2012 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 Less than Revocation to Confinement Percent Of Juvenile Guardian Ad Litem (at law) Child/Cases in Which the Court Finds in Conformity with Position Advocated Percent of Juvenile Emancipation Cases in Which Emancipation is Granted FY 2010 ACTUAL 17.2% FY 2011 FY 2011 REVISED FORECAST 22.8% 24.4% FY 2012 ADOPTED 24.4% REV VS ADOPTED VAR % 1.6% 7.2% 6.4% 8.2% 18.2% 13.6% 5.4% 65.9% N/A 20.2% 51.8% 51.8% 31.6% 156.4% N/A 12.3% 30.0% 29.4% 17.1% 139.0% 72.7% 90.3% 70.0% 70.0% (20.3%) -22.5% 66.3% 65.4% 69.6% 69.8% 4.4% 6.7% 68.2% 69.0% 68.7% 68.7% (0.3%) -0.4% N/A 37.9% 46.5% 46.5% 8.6% 22.7% 0.0% 100.0% 50.0% 50.0% (50.0%) -50.0% Activities that comprise this program include: Juvenile Appeal Representation • Child Dependency Representation • Parental Dependency • Representation Juvenile Guardian ad Litem • Representation • • • • 713 Juvenile Notification Representation Juvenile Probation Representation Juvenile Delinquency & Incorrigibility Representation Juvenile Emancipation Representation Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Result Output Demand Efficiency 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 Number of Juvenile Appeal Cases in Which Representation is Terminated Net Juvenile Appeal Cases Assigned Cost per Juvenile Appeal Cases in Which Representation is Terminated FY 2010 ACTUAL 17.2% FY 2011 FY 2011 REVISED FORECAST 22.8% 24.4% REV VS ADOPTED VAR % 1.6% 7.2% FY 2012 ADOPTED 24.4% 6.4% 8.2% 18.2% 13.6% 5.5% 67.0% 140 131 122 112 (19) -14.5% $ 250 2,861.44 $ 261 2,637.53 $ 254 3,907.20 $ 254 4,487.47 $ (7) (1,849.95) -2.7% -70.1% $ $ 400,602 400,602 $ $ 345,516 345,516 $ $ 476,678 476,678 $ $ 502,597 502,597 $ $ (157,081) (157,081) -45.5% -45.5% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: While demand and output are decreasing expenditures have increased due to benefits increases as well as staff movement and turnover. 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 20.2% 51.8% N/A 831 N/A N/A $ $ $ 579,323 579,323 $ $ FY 2012 ADOPTED 51.8% 1,846 REV VS ADOPTED VAR % 31.6% 156.2% 1,846 1,015 122.1% 860 765.64 $ 2,258 365.06 $ 2,258 423.44 $ 1,398 342.20 162.6% 44.7% 636,248 636,248 $ $ 673,898 673,898 $ $ 781,669 781,669 $ $ (145,421) (145,421) -22.9% -22.9% Activity Narrative: This activity was new in FY 2011 and need is still being evaluated as data becomes available. The demand the department is seeing in FY 2011 is higher than originally expected in FY 2011 revised. The budget and measures for FY 2012 have been adjusted accordingly. 714 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 12.3% 30.0% FY 2012 ADOPTED 29.4% REV VS ADOPTED VAR % 17.2% 140.1% N/A 3,508 9,486 9,675 6,167 175.8% N/A 5,533 11,675 11,798 6,265 113.2% N/A $ 1,595.24 $ 605.24 $ 631.82 $ 963.42 60.4% $ 6,112,841 $ 6,112,841 $ $ (516,730) (516,730) -9.2% -9.2% Expenditure 100 - GENERAL TOTAL USES $ 5,305,399 $ 5,305,399 $ 5,596,111 $ 5,596,111 $ 5,741,280 $ 5,741,280 Activity Narrative: This activity was new in FY 2011 and need is still being evaluated as data becomes available. The demand the department is seeing in FY 2011 is higher than originally expected in FY 2011 revised. The budget and measures for FY 2012 have been adjusted accordingly. 715 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Measure Description Percent Of Juvenile Guardian Ad Litem (at law) Child/Cases in Which the Court Finds in Conformity with Position Advocated Number of Juvenile Guardian Ad Litem (at law) Child/Cases Resolved Net Juvenile Guardian Ad Litem (at law) Child/Case Assignments Cost per Juvenile Guardian Ad Litem (at law) Child/Case Resolved FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 37.9% 46.5% FY 2012 ADOPTED 46.5% REV VS ADOPTED VAR % 8.6% 22.7% N/A 5,546 14,790 14,790 9,244 166.7% N/A 6,372 18,102 18,102 11,730 184.1% N/A $ 984.96 $ 362.90 $ 433.11 $ 551.84 56.0% $ 6,405,712 $ 6,405,712 $ $ (943,150) (943,150) -17.3% -17.3% Expenditure 100 - GENERAL TOTAL USES $ 5,217,969 $ 5,217,969 $ 5,462,562 $ 5,462,562 $ 5,367,267 $ 5,367,267 Activity Narrative: This activity was new in FY 2011 and need is still being evaluated as data becomes available. The demand the department is seeing in FY 2011 is higher than originally expected in FY 2011 revised. The budget and measures for FY 2012 have been adjusted accordingly. 716 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 72.7% FY 2011 FY 2011 REVISED FORECAST 90.3% 70.0% 33 31 FY 2012 ADOPTED 70.0% 20 REV VS ADOPTED VAR % (20.3%) -22.5% 20 (11) -35.5% $ 44 998.30 $ 39 804.19 $ 36 1,269.00 $ 36 1,099.80 $ (3) (295.61) -7.7% -36.8% $ $ 32,944 32,944 $ $ 24,930 24,930 $ $ 25,380 25,380 $ $ 21,996 21,996 $ $ 2,934 2,934 11.8% 11.8% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The demand and output in FY 2012 is expected to be lower than FY 2011 Revised and more in line with FY 2011 forecasted levels. Due to this decrease, expenditures have been reduced from the FY 2011 Revised amount in order to be equivalent with FY 2011 Forecasted levels. 717 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted 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 FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent Of Juvenile Delinquency and 66.3% 65.4% 69.6% 69.8% 4.4% 6.7% Incorrigibility Cases with Disposition to Lesser Charges or Fewer Counts Number of Juvenile Delinquency and 8,846 8,974 7,749 7,370 (1,604) -17.9% Incorrigibility Cases Resolved to Conclusion Net Juvenile Delinquency and Incorrigibility 9,078 9,362 7,932 7,932 (1,430) -15.3% Cases Assigned Cost per Juvenile Delinquency and $ 419.32 $ 439.64 $ 485.70 $ 524.46 $ (84.82) -19.3% Incorrigibility Case Resolved to Conclusion Revenue 233 - PUBLIC DEFENDER GRANTS TOTAL SOURCES $ $ - 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS TOTAL USES $ 3,709,280 $ 3,709,280 $ $ 60,210 60,210 $ $ 32,276 32,276 $ $ 52,938 52,938 $ $ (7,272) (7,272) -12.1% -12.1% $ 3,812,340 52,938 $ 3,865,278 $ 72,751 7,272 80,023 1.9% 12.1% 2.0% Expenditure $ 3,885,091 60,210 $ 3,945,301 $ 3,731,422 32,276 $ 3,763,698 $ Activity Narrative: The demand and output in FY 2012 is expected to be lower than FY 2011 Revised and more in line with FY 2011 forecasted levels. Due to this decrease, expenditures have been reduced from the FY 2011 Revised levels. 718 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted 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 Less than Revocation to Confinement Number of Juvenile Probation Cases Resolved to Conclusion Net Juvenile Probation Cases Assigned Cost per Juvenile Probation Cases Resolved to Conclusion FY 2010 ACTUAL 68.2% FY 2011 FY 2011 REVISED FORECAST 69.0% 68.7% 2,065 1,935 FY 2012 ADOPTED 68.7% 1,902 REV VS ADOPTED VAR % (0.4%) -0.5% 1,902 (33) -1.7% $ 2,022 304.43 $ 1,939 264.78 $ 1,990 270.83 $ 1,990 269.67 $ 51 (4.89) 2.6% -1.8% $ $ 628,644 628,644 $ $ 512,349 512,349 $ $ 515,123 515,123 $ $ 512,921 512,921 $ $ (572) (572) -0.1% -0.1% Expenditure 100 - GENERAL TOTAL USES 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 2010 ACTUAL 0.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 50.0% 1 1 $ 6 8,812.00 4 $ 12,408.00 $ 4 765.50 $ $ 8,812 8,812 $ $ $ $ 3,062 3,062 FY 2012 ADOPTED 50.0% 4 REV VS ADOPTED VAR % (50.0%) -50.0% 4 3 300.0% $ 4 1,071.50 $ 11,336.50 0.0% 91.4% $ $ 4,286 4,286 $ $ 65.5% 65.5% Expenditure 100 - GENERAL TOTAL USES 719 12,408 12,408 8,122 8,122 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 (at law) 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 People with Sexually Violent Perosn (SVP) Petitions Found to be SVP During the Time Period FY 2010 ACTUAL 86.5% FY 2011 FY 2011 REVISED FORECAST 54.0% 86.5% FY 2012 ADOPTED 86.5% REV VS ADOPTED VAR % 32.5% 60.1% 71.5% 64.2% 95.2% 95.2% 31.0% 48.3% 97.8% 95.7% 78.6% 78.8% (16.9%) -17.7% 16.7% 16.7% 20.0% 20.0% 3.3% 19.8% Activities that comprise this program include: Adult Guardian ad Litem • Representation Probate Representation • • • Sexually Violent Person Representation Mental Health 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 FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Adult Guardian ad Litem (at law) 86.5% 54.0% 86.5% 86.5% 32.5% 60.1% Cases in Which Court Rules in Conformity with Position Advocated Number of Adult Guardian Ad Litem (at law) 310 224 562 562 338 150.9% Cases Resolved to Conclusion Number of Adult Guardian Ad Litem (at law) 708 501 592 592 91 18.2% Cases Assigned Cost per Guardian Ad Litem (at law) Case $ 2,162.86 $ 3,002.54 $ 980.20 $ 881.06 $ 2,121.48 70.7% Resolved to Conclusion Expenditure 100 - GENERAL TOTAL USES $ $ 670,486 670,486 $ $ 720 672,569 672,569 $ $ 550,875 550,875 $ $ 495,154 495,154 $ $ 177,415 177,415 26.4% 26.4% Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: Demand in FY 2012 is expected to be significantly lower than in FY 2010 and equal to FY 2011 Forecast. Due to this decrease expenditures have been reduced to be equivalent with FY 2011 Forecast. 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 FY 2010 ACTUAL 71.5% FY 2011 FY 2011 REVISED FORECAST 64.2% 95.2% 1,019 1,073 FY 2012 ADOPTED 95.2% 1,334 REV VS ADOPTED VAR % 31.0% 48.3% 1,334 261 24.3% $ 1,017 424.63 $ 855 429.93 $ 996 219.84 $ 996 241.83 $ 141 188.10 16.5% 43.8% $ $ 432,695 432,695 $ $ 461,310 461,310 $ $ 293,272 293,272 $ $ 322,597 322,597 $ $ 138,713 138,713 30.1% 30.1% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: Demand in FY 2012 is expected to be lower than in FY 2010 and equal to FY 2011 Forecast. Due to this decrease expenditures have been reduced to be equivalent with FY 2011 Forecast. 721 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. 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 FY 2010 ACTUAL 97.8% FY 2011 FY 2011 REVISED FORECAST 95.7% 78.6% 3,224 $ 3,585 373.06 3,641 $ 3,671 327.89 FY 2012 ADOPTED 78.8% 3,202 $ 2,770 401.50 REV VS ADOPTED VAR % (17.0%) -17.7% 2,546 (1,095) -30.1% 2,770 502.28 $ (901) (174.38) -24.5% -53.2% $ 1,278,795 $ 1,278,795 $ $ (84,935) (84,935) -7.1% -7.1% $ Expenditure 100 - GENERAL TOTAL USES $ 1,202,739 $ 1,202,739 $ 1,193,860 $ 1,193,860 $ 1,285,593 $ 1,285,593 Activity Narrative: While demand and output are decreasing, expenditures have increased due to benefits increases as well as staff movement and turnover. Between tentative and final adoption, this activity was moved from Public Defender (520) to Public Advocate (570). 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. 722 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of People with Sexually Violent Person (SVP) Petitions Found to be SVP During the Time Period Number of Sexually Violent Person Petitions Resolved During the Time Period Net Sexually Violent Person Cases Assigned FY 2010 ACTUAL 16.7% FY 2011 FY 2011 REVISED FORECAST 16.7% 20.0% FY 2012 ADOPTED 20.0% REV VS ADOPTED VAR % 3.3% 20.0% 24 12 20 20 8 66.7% 35 20 28 28 8 40.0% Cost per Sexually Violent Person Case in Which a Determination is Made as to Commitment $ 7,222.46 $ 13,111.67 $ 7,669.60 $ 5,174.35 $ 7,937.32 60.5% 100 - GENERAL TOTAL USES $ $ 173,339 173,339 $ $ $ $ 153,392 153,392 $ $ 103,487 103,487 $ $ 53,853 53,853 34.2% 34.2% Expenditure 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. Program Results Measure Description Percent of Payments Processed Within 30 Days of Receipt FY 2010 ACTUAL 90.5% FY 2011 FY 2011 REVISED FORECAST 67.0% 98.6% FY 2012 ADOPTED 98.6% REV VS ADOPTED VAR % 31.6% 47.2% 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 2010 ACTUAL 90.5% FY 2011 FY 2011 REVISED FORECAST 67.0% 98.6% FY 2012 ADOPTED 98.6% REV VS ADOPTED VAR % 31.6% 47.2% 328 97 444 444 347 357.7% 328 115 444 444 329 286.1% $ 2,555.55 $ 5,101.35 $ 1,339.71 $ 2,074.70 $ 3,026.65 59.3% $ $ 838,220 838,220 $ $ 494,831 494,831 $ $ 594,832 594,832 $ $ 921,168 921,168 $ $ (426,337) (426,337) -86.2% -86.2% Expenditure 100 - GENERAL TOTAL USES 723 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations Public Defense System Summary General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 79,620,654 $ 61,000 FY 2011 Revised Budget $ 79,620,654 $ 61,000 $ (10,390) $ (10,390) (782,879) $ (782,879) - $ 673,772 $ 97,283 26,052 550,437 - $ 79,501,157 $ 61,000 $ 438,223 $ 55,019 383,204 (244,347) $ (244,347) - $ - (7,307) (7,307) 79,695,033 $ 0.2% 53,693 -12.0% Adjustments: Agenda Item: Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Reallocations Reallocation Between Depts Transfer Public Defense System IT to Office of Enterprise Technology $ Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec $ (782,879) Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ 724 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Reallocations Public Defense System Reallocation 34,439,124 $ 61,000 $ (194,337) $ (194,337) - $ 34,244,787 $ 61,000 $ (657,210) $ (42,681) (614,529) - $ 478,822 $ 58,492 12,682 407,648 - $ 34,066,399 $ 61,000 $ 291,835 72,499 219,336 (109,578) (109,578) 11,000 11,000 (7,307) (7,307) - Agenda Item: FY 2011 Revised Budget Adjustments: Agenda Item: Reallocations Public Defense System Reallocation Reallocation Between Depts Transfer Public Defense System IT to Office of Enterprise Technology Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept $ (614,529) FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Public Defense System Reallocation $ Agenda Item: $ $ $ FY 2012 Tentative Budget FY 2012 Adopted Budget Percent Change from Target Amount 725 $ $ $ $ $ 34,259,656 $ 0.6% 53,693 -12.0% $ (1,273,440) $ (1,273,440) - $ 35,533,096 $ 4.3% 53,693 -12.0% Percent Change from Target Amount Adjustments: Agenda Item: Restatements Mental Health Rep Activity from PD to PA Restate Mental Health Rep Activity from Public Defender to Public Advocate $ (1,273,440) Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget Legal Defender (540) General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Reallocations Public Defense System Reallocation 10,483,641 $ - $ 83,189 $ 83,189 - $ 10,566,830 $ - $ (10,390) $ (10,390) (81,698) $ 42,681 (124,379) - $ 110,806 $ 21,242 5,112 84,452 - $ 10,585,548 $ - $ 48,951 $ (17,760) 66,711 (26,604) $ (26,604) (339,164) $ (339,164) - 10,268,731 $ -3.0% - Agenda Item: FY 2011 Revised Budget Adjustments: Agenda Item: Budget Balancing PEHPEP FY 10 Adjustments C-49-10-032-M-00 Reallocations Public Defense System Reallocation Reallocation Between Depts Transfer Public Defense Sysytem IT to Office of Enterprise Technology Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Personnel Savings Reallocations Public Defense System Reallocation $ $ $ (124,379) Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ 726 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget Legal Advocate (550) General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Reallocations Public Defense System Reallocation - $ 40,898 $ 40,898 - $ 9,272,332 $ - $ 73,846 $ 14,488 5,144 54,214 - $ 9,346,178 $ - $ 43,258 $ (12,738) 55,996 (97,153) $ (97,153) (35,894) $ (35,894) - 9,256,389 $ -1.0% - Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Personnel Savings Reallocations Public Defense System Reallocation 9,231,434 $ Agenda Item: FY 2011 Revised Budget Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept $ Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ 727 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Reallocations Public Defense System Reallocation - $ (268,530) $ (268,530) - $ 20,922,775 $ - $ $ (103,913) $ (103,913) 7,015 $ 2,892 4,123 - $ 20,825,877 $ - $ 59,356 $ 47,424 11,932 (11,012) $ (11,012) 319,632 $ 319,632 - 21,193,853 $ 1.8% - Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Personnel Savings Reallocations Public Defense System Reallocation 21,191,305 $ Agenda Item: FY 2011 Revised Budget Adjustments: Reallocations Public Defense System Reallocation Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept $ Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 4,380,269 $ - FY 2011 Revised Budget $ 4,380,269 $ - $ (4,380,269) $ (4,380,269) - $ - $ - $ 4,700,000 $ 4,700,000 - $ 4,700,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Base Adjustments Public Defense Caseload Vol Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 728 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Advocate (570) General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Reallocations Public Defense System Reallocation 4,275,150 $ - $ 338,780 $ 338,780 - $ 4,613,930 $ - $ 59,942 $ 103,913 (43,971) - $ 3,283 $ 169 3,114 - $ 4,677,155 $ - $ (5,177) $ (34,406) 29,229 44,426 $ 44,426 - $ 4,716,404 $ 0.8% - $ 1,273,440 $ 1,273,440 - $ 5,989,844 $ 28.1% - Agenda Item: FY 2011 Revised Budget Adjustments: Agenda Item: Reallocations Public Defense System Reallocation Reallocation Between Depts Transfer Public Defense System IT to Office of Enterprise Technology Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept $ (43,971) FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Reallocations Public Defense System Reallocation $ Agenda Item: $ FY 2012 Tentative Budget Percent Change from Target Amount Adjustments: Agenda Item: Restatements Mental Health Rep Activity from PD to PA Restate Mental Health Rep Activity from Public Defender to Public Adovocate FY 2012 Adopted Budget Percent Change from Target Amount $ 1,273,440 Public Defense Summary Training Fund (209) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 432,845 $ 432,845 FY 2011 Revised Budget $ 432,845 $ 432,845 FY 2012 Budget Target $ 432,845 $ 432,845 $ 1,411 $ 216 1,195 (1,411) $ (1,411) - 432,845 $ 0.0% 432,845 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ 729 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Summary Training Fund (209) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 143,855 $ - FY 2011 Revised Budget $ 143,855 $ - $ (143,855) $ (143,855) - $ - $ - $ 184,460 $ 184,460 - $ 184,460 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Software Related Technology Training Agenda Item: $ 184,460 FY 2012 Adopted Budget Percent Change from Target Amount Public Defender (520) Training Fund (209) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 366,854 $ 366,854 FY 2011 Revised Budget $ 366,854 $ 366,854 FY 2012 Budget Target $ 366,854 $ 366,854 $ 1,411 $ 216 1,195 (1,411) $ (1,411) - 366,854 $ 0.0% 366,854 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 71,280 $ - FY 2011 Revised Budget $ 71,280 $ - $ (71,280) $ (71,280) - $ - $ - $ 50,866 $ 50,866 - $ 50,866 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Public Defender Software Related Technology Training Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 730 50,866 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) Training Fund (209) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 52,155 $ 52,155 FY 2011 Revised Budget $ 52,155 $ 52,155 FY 2012 Budget Target $ 52,155 $ 52,155 FY 2012 Adopted Budget Percent Change from Target Amount $ 52,155 $ 0.0% 52,155 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 49,013 $ - FY 2011 Revised Budget $ 49,013 $ - $ (49,013) $ (49,013) - $ - $ - $ 84,082 $ 84,082 - $ 84,082 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Legal Defender Software Related Technology Training Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 84,082 Legal Advocate (550) Training Fund (209) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 13,836 $ 13,836 FY 2011 Revised Budget $ 13,836 $ 13,836 FY 2012 Budget Target $ 13,836 $ 13,836 FY 2012 Adopted Budget Percent Change from Target Amount $ 13,836 $ 0.0% 13,836 0.0% 731 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Advocate (550) Training Fund (209) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 23,562 $ - FY 2011 Revised Budget $ 23,562 $ - $ (23,562) $ (23,562) - $ - $ - $ 49,512 $ 49,512 - $ 49,512 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Legal Advocate Software Related Technology Training Agenda Item: $ 49,512 FY 2012 Adopted Budget Percent Change from Target Amount Public Defense Training Fund (209) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 130,840 $ 153,167 $ 153,167 $ 179,110 $ 218,306 Sources: Operating Total Sources: $ $ 481,341 481,341 $ $ 432,845 432,845 $ $ 432,845 432,845 $ $ 461,031 461,031 $ $ 432,845 432,845 $ $ $ 377,155 44,680 421,835 $ $ 432,845 143,855 576,700 $ $ 432,845 143,855 576,700 $ $ 427,915 5,151 433,066 $ 432,845 184,460 617,305 Structural Balance $ 53,426 $ - $ - $ 83,876 $ - Accounting Adjustments $ (5) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 9,312 9,312 $ $ 9,312 9,312 $ $ 218,306 218,306 $ $ 33,846 33,846 Uses: Operating Non-Recurring Total Uses: 179,110 179,110 $ $ 732 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget Public Defense Summary Grants Fund (233) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 445,651 $ 445,651 $ 60,210 $ 60,210 60,210 60,210 FY 2011 Revised Budget $ 505,861 $ 505,861 FY 2012 Budget Target $ 505,861 $ 505,861 $ 3,467 $ 288 3,179 614 $ 614 - $ - 4,081 4,081 $ (7,272) $ (7,272) (7,272) (7,272) $ 502,670 $ -0.6% 502,670 -0.6% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Defender Status Off Court Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: C-57-10-001-G-00 Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount Public Defender (520) Grants Fund (233) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 445,651 $ 445,651 FY 2011 Revised Budget $ 445,651 $ 445,651 FY 2012 Budget Target $ 445,651 $ 445,651 $ 3,467 $ 288 3,179 614 $ 614 - $ - 4,081 4,081 449,732 $ 0.9% 449,732 0.9% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ 733 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget Public Advocate (570) Grants Fund (233) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ - $ - $ 60,210 $ 60,210 60,210 60,210 FY 2011 Revised Budget $ 60,210 $ 60,210 FY 2012 Budget Target $ 60,210 $ 60,210 $ (7,272) $ (7,272) (7,272) (7,272) $ 52,938 $ -12.1% 52,938 -12.1% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Defender Status Off Court Agenda Item: C-57-10-001-G-00 Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Public Defender Grants Fund (233) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ - $ 22,186 $ 22,186 $ - $ 7,927 Sources: Operating Total Sources: $ $ 422,493 422,493 $ $ 445,651 445,651 $ $ 505,861 505,861 $ $ 477,927 477,927 $ $ 502,670 502,670 Uses: Operating Total Uses: $ $ 422,498 422,498 $ $ 445,651 445,651 $ $ 505,861 505,861 $ $ 470,000 470,000 $ $ 502,670 502,670 Structural Balance $ (5) $ - $ - $ 7,927 $ - Accounting Adjustments $ 5 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ 22,186 22,186 $ $ 22,186 22,186 $ $ 7,927 7,927 $ $ 7,927 7,927 734 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Fill the Gap Fund (262) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 955,476 $ 955,476 FY 2011 Revised Budget $ 955,476 $ 955,476 FY 2012 Budget Target $ 955,476 $ 955,476 $ 5,385 $ 576 4,809 (5,385) $ (5,385) 121,211 $ 121,211 121,211 121,211 1,076,687 $ 12.7% 1,076,687 12.7% Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase revenue due to increased local filings Increase expenditures due to the addition of 2 FTE and related supplies $ $ $ 121,211 121,211 FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue PDS CASE MANAGEMENT SYSTEM FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 1,254,553 $ 1,254,553 - $ 1,254,553 $ - Adjustments: Information and Communications Technology Other IT Non-Recurring Replace Case Management System Agenda Item: $ 1,254,553 FY 2012 Tentative Budget Percent Change from Target Amount Adjustments: Information and Communications Technology Other IT Non-Recurring Replace Case Management System Agenda Item: $ $ FY 2012 Adopted Budget Percent Change from Target Amount - 347,235 $ 735 347,235 347,235 1,601,788 $ - Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2012 Adopted Budget Public Defender Fill the Gap Fund (262) cont. Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 528,225 $ - FY 2011 Revised Budget $ 528,225 $ - $ (528,225) $ (528,225) - $ - $ - $ - $ - 260,679 260,679 $ - $ 260,679 Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Agenda Item: Fees and Other Revenues ProgRevenue Volume Inc/Dec Draw down from Treasurer's Fund 713 for funding Case Management System $ 260,679 FY 2012 Adopted Budget Percent Change from Target Amount Public Defender Fill the Gap Fund (262) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 533,813 $ 555,160 $ 555,160 $ 771,975 $ 1,345,852 $ 1,214,902 1,214,902 $ 955,476 955,476 $ 955,476 955,476 $ 1,183,260 351,977 1,535,237 $ 1,076,687 260,679 1,337,366 $ $ $ 924,893 51,855 976,748 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 955,476 528,225 1,483,701 290,009 $ $ 8 $ $ 771,975 771,975 $ $ 955,476 528,225 1,483,701 - $ $ - $ $ 26,935 26,935 736 $ $ $ $ $ 896,640 64,720 961,360 $ $ 1,076,687 1,601,788 2,678,475 - $ 286,620 $ - $ - $ - $ - $ $ 26,935 26,935 $ $ 1,345,852 1,345,852 $ $ 4,743 4,743 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) Fill the Gap Fund (263) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 59,000 $ 59,000 FY 2011 Revised Budget $ 59,000 $ 59,000 FY 2012 Budget Target $ 59,000 $ 59,000 FY 2012 Adopted Budget Percent Change from Target Amount $ 59,000 $ 0.0% 59,000 0.0% Legal Defender Fill the Gap Fund (263) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 1,900 $ 2,004 $ 2,004 $ 2,090 $ 2,090 Sources: Operating Total Sources: $ $ 59,190 59,190 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 59,000 59,000 Uses: Operating Total Uses: $ $ 59,001 59,001 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 59,000 59,000 Structural Balance $ 189 $ - $ - $ - $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,090 2,090 $ $ 2,004 2,004 $ $ 2,004 2,004 $ $ 2,090 2,090 $ $ 2,090 2,090 737 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Public Fiduciary Analysis by Lauren M. Cochran, Senior Management and 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 Individual Empowerment By July 2014, 80% of appointed estate administration and guardianship administration cases will be stabilized within 18 months to ensure vulnerable persons’ estates and well-beings are protected. Status: New goal for FY2011-12. Individual Empowerment By July 14, 2014, 90% of guardianship intake referral investigations will be completed within 90 days of written referral to ensure vulnerable persons’ estates and well beings are protected. Status: New goal for FY2011-12. Fiscal Strength By July 2014, the fiscal year average cost per burial will decrease by 10% from FY 2008-09 actuals in order to meet demand without increasing budget. Status: New goal for FY 2011-12. 738 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 678,122 $ 443,668 1,121,790 $ 722,410 $ 427,590 1,150,000 $ 722,410 $ 427,590 1,150,000 $ 654,175 $ 400,946 1,055,121 $ 607,226 $ 361,236 968,462 $ (115,184) (66,354) (181,538) -15.9% -15.5% -15.8% TOTAL PROGRAMS $ 1,121,790 $ 1,150,000 $ 1,150,000 $ 1,055,121 $ 968,462 $ (181,538) -15.8% BURY - INDIGENT BURIAL SERVICES 34BS - BURIAL SERVICES $ $ 354,454 $ 354,454 $ 336,596 $ 336,596 $ 336,594 $ 336,594 $ 348,989 $ 348,989 $ 355,894 $ 355,894 $ (19,300) (19,300) -5.7% -5.7% EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ $ 718,119 $ 1,043,220 1,761,339 $ 827,727 $ 1,142,443 1,970,170 $ 827,726 $ 1,142,444 1,970,170 $ 726,577 $ 1,172,570 1,899,147 $ 985,455 $ 1,515,708 2,501,163 $ (157,729) (373,264) (530,993) -19.1% -32.7% -27.0% 11,278 $ 10,856 87,333 109,467 $ 11,278 $ 10,858 87,333 109,469 $ 10,173 $ 12,582 126,786 149,541 $ 7,874 $ 12,713 168,082 188,669 $ 3,404 (1,855) (80,749) (79,200) 30.2% N/A -17.1% -92.5% N/A -72.3% USES BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 9,715 $ (935) 12,629 167,354 5,051 193,814 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 5,342 $ 5,342 $ 3,043 $ 3,043 $ 3,043 $ 3,043 $ 3,014 $ 3,014 $ 7,471 $ 7,471 $ (4,428) (4,428) -145.5% -145.5% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 39,828 $ 39,828 $ 39,826 $ 39,826 $ 39,826 $ 39,826 $ 39,826 $ 39,826 $ 46,823 $ 46,823 $ (6,997) (6,997) -17.6% -17.6% TOTAL PROGRAMS $ 2,354,777 $ 2,459,102 $ 2,459,102 $ 2,440,517 $ 3,100,020 $ (640,918) -26.1% 739 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 1,121,790 1,121,790 $ $ 1,150,000 1,150,000 $ $ 1,150,000 1,150,000 $ $ 1,055,121 $ 1,055,121 $ 968,462 $ 968,462 $ (181,538) (181,538) -15.8% -15.8% ALL REVENUES $ 1,121,790 $ 1,150,000 $ 1,150,000 $ 1,055,121 $ 968,462 $ (181,538) -15.8% TOTAL SOURCES $ 1,121,790 FY 2010 ACTUAL $ 1,150,000 FY 2011 ADOPTED $ 1,150,000 FY 2011 REVISED $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,055,121 $ 968,462 $ (181,538) -15.8% REVISED VS ADOPTED FY 2011 FY 2012 FORECAST ADOPTED VAR % 1,330,123 $ 42,409 84,624 450,274 17,033 45,344 1,969,807 $ 1,507,263 $ 10,253 517,678 1,200 44,935 2,081,329 $ 1,507,262 $ 10,253 517,679 1,200 44,935 2,081,329 $ 1,420,411 $ 33,599 81,535 502,816 7,276 46,644 2,092,281 $ 1,790,635 $ 44,679 708,131 7,878 52,849 2,604,172 $ (283,373) -18.8% N/A (34,426) -335.8% (190,452) -36.8% (6,678) -556.5% (7,914) -17.6% (522,843) -25.1% 7,130 $ 3,063 3,638 13,831 $ 16,770 $ 8,000 24,770 $ 16,770 $ 8,000 24,770 $ 17,883 $ 3,868 21,751 $ 44,928 $ 5,270 34,383 84,581 $ (28,158) -167.9% 2,730 34.1% (34,383) N/A (59,811) -241.5% 6,098 $ 6,810 37,984 12,956 26,737 29,986 4,157 10,962 227,445 363,135 $ 8,400 $ 3,050 22,667 23,020 23,443 35,000 10,813 10,250 208,349 344,992 $ 8,400 $ 3,050 22,667 23,020 23,443 35,000 10,813 10,250 208,349 344,992 $ 2,821 $ 5,895 38,317 15,296 27,285 25,128 7,761 11,558 185,700 319,761 $ 3,553 $ 11,350 46,554 25,906 70,458 39,601 11,448 14,397 171,000 394,267 $ 4,847 57.7% (8,300) -272.1% (23,887) -105.4% (2,886) -12.5% (47,015) -200.6% (4,601) -13.1% (635) -5.9% (4,147) -40.5% 37,349 17.9% (49,275) -14.3% $ - $ 8,004 8,004 $ - $ 8,011 8,011 $ - $ 8,011 8,011 $ - $ 6,724 6,724 $ 17,000 $ 17,000 $ (17,000) N/A 8,011 100.0% (8,989) -112.2% ALL EXPENDITURES $ 2,354,777 $ 2,459,102 $ 2,459,102 $ 2,440,517 $ 3,100,020 $ (640,918) -26.1% TOTAL USES $ 2,354,777 $ 2,459,102 $ 2,459,102 $ 2,440,517 $ 3,100,020 $ (640,918) -26.1% 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 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS SUBTOTAL CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ $ $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ FUND TOTAL SOURCES $ 1,121,790 $ 1,121,790 $ 1,150,000 $ 1,150,000 $ 1,150,000 $ 1,150,000 $ 1,055,121 $ 1,055,121 $ 968,462 $ 968,462 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,121,790 $ 1,121,790 $ FY 2010 ACTUAL 1,150,000 $ 1,150,000 $ FY 2011 ADOPTED 1,150,000 $ 1,150,000 $ FY 2011 REVISED 1,055,121 $ 1,055,121 $ FY 2011 FORECAST 968,462 $ 968,462 $ FY 2012 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ REVISED VS ADOPTED VAR % (181,538) (181,538) -15.8% -15.8% (181,538) -15.8% (181,538) -15.8% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,354,777 $ 2,354,777 $ 2,459,102 $ 2,459,102 $ 2,459,102 $ 2,459,102 $ 2,440,517 $ 2,440,517 $ 3,026,709 $ 73,311 3,100,020 $ (567,607) (73,311) (640,918) -23.1% N/A -26.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,354,777 $ - $ 2,354,777 $ 2,459,102 $ - $ 2,459,102 $ 2,459,102 $ - $ 2,459,102 $ 2,440,517 $ - $ 2,440,517 $ 3,026,709 $ 73,311 $ 3,100,020 $ (567,607) (73,311) (640,918) -23.1% N/A -26.1% 740 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL BURIAL SERVICES INDIGENT BURIAL SERVICES FIDUCIARY SERVICES ESTATE ADMINISTRATION GUARDIANSHIP ADMINISTRATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .13 1.17 .20 1.49 .10 .95 .20 1.25 .10 .95 .20 1.25 .05 .90 .20 1.15 .05 .90 .20 1.15 (.05) (.05) (.10) (50.0%) (5.3%) 0.0% (8.0%) 2.32 2.27 2.27 3.17 3.17 .90 39.6% 12.42 17.08 29.49 33.30 12.68 17.11 29.78 33.30 12.68 17.11 29.78 33.30 12.08 17.91 29.98 34.30 15.08 21.91 36.98 41.30 2.40 4.80 7.20 8.00 18.9% 28.1% 24.2% 24.0% Staffing by Market Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrator Deputy Director Director - Public Fiduciary Finan/Business Analyst - Dept Guardian/Estate Admin Supv Guardian/Estate Administrator Human Resources Specialist Legal Support Specialist Office Assistant Office Assistant Specialized Operations/Program Supervisor FY 2010 FY 2011 ADOPTED ADOPTED 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 .50 16.80 18.30 2.00 2.00 3.00 3.00 2.00 2.00 1.00 1.00 3.00 2.00 33.30 33.30 REVISED TO ADOPTED FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 0.0% 1.00 2.00 2.00 1.00 100.0% 1.00 (1.00) (100.0%) N/A 1.00 1.00 1.00 0.0% N/A 3.00 3.00 3.00 N/A 18.30 18.30 24.30 6.00 32.8% 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 2.00 1.00 100.0% 2.00 (2.00) (100.0%) 33.30 34.30 41.30 8.00 24.0% FY 2010 FY 2011 ADOPTED ADOPTED 33.30 33.30 33.30 33.30 FY 2011 FY 2011 REVISED FORECAST 33.30 34.30 33.30 34.30 Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 41.30 8.00 24.0% 41.30 8.00 24.0% Significant Variance Analysis The FY 2012 Budget adds seven (7) FTE in order to more efficiently handle the current caseload. The additional positions are listed below: 4 FTE: Guardian Administrators 2 FTE: Estate Administrators 1 FTE: Estate Field Agent Reorganization during FY 2011 resulted in the addition of one (1) FTE. General Adjustments Target Adjustments: • Increase budget by $3,831 for restatement of risk management charges from Non Departmental. 741 Maricopa County Annual Business Strategies FY 2012 Adopted Budget • • Department Strategic Plans and Budgets Public Fiduciary Increase budget by $2,328 for restatement of equipment services charges for vehicle maintenance and repair. Increase budget by $21,749 for restatement of baseline telecommunications. Base Adjustments (Operating): • • Increase Regular Benefits by $57,120 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. Increase Regular Benefits by $13,795 for retirement contribution rate increase. Base Adjustments (Non-Recurring Non-Project): • Increase supplies and services by $73,311 for costs associated with the addition of seven (7) FTE. 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 Percentage of Referred Persons Determined to be Eligible for Indigent Burial Services FY 2010 ACTUAL 87.2% FY 2011 FY 2011 REVISED FORECAST 30.1% 43.4% 39.0% 76.7% 44.0% FY 2012 ADOPTED 43.4% 41.9% REV VS ADOPTED VAR % 13.3% 44.2% (34.8%) -45.4% 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. 742 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Demand 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 FY 2010 ACTUAL 87.2% Number of Determinations for Eligibility Completed During the Time Period Number of Decedents Determined to be Eligible for Burial Services During the Time Period Number of Indigent Burial Referrals Received Efficiency Cost per Indigent Burial Completed Expenditure 100 - GENERAL TOTAL USES FY 2011 FY 2011 REVISED FORECAST 30.1% 43.4% FY 2012 ADOPTED 43.4% REV VS ADOPTED VAR % 13.3% 44.2% 39.0% 76.7% 44.0% 41.9% (34.8%) -45.4% 882 858 907 964 106 12.4% 344 526 399 404 (122) -23.2% 882 974 907 790 (184) -18.9% $ 1,030.39 $ 639.91 $ 874.66 $ 880.93 $ (241.01) -37.7% $ $ 354,454 354,454 $ $ 336,594 336,594 $ $ 348,989 348,989 $ $ 355,894 355,894 $ $ (19,300) (19,300) -5.7% -5.7% Activity Narrative: The department expects to see a 44.2% improvement in the Percent of Determinations Completed within Five Days. The department is also expected to increase its Output (Number of Determinations Competed During the Time Period) by 12.4%. However, the number of Decedents Determined to be Eligible During the Time Period is expected to decrease by 23%. This is explained by the Number of Indigent Burial Referrals Received decreasing by 18.9%. The rise in expenditures is due to increased retirement contributions and benefits based on a countywide rather than department rate. 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. 743 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percentage of Financial Exploitation Investigations Completed Within 180 Days of 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 Guardianship Referrals and Investigations in Which an Alternative to Guardianship by the Public Fiduciary was Determined Percentage of Referrals and Investigations Completed Within 90 Days of Referral FY 2010 ACTUAL 59.3% FY 2011 FY 2011 REVISED FORECAST N/A 38.1% FY 2012 ADOPTED 28.6% REV VS ADOPTED VAR % N/A N/A 100.0% N/A 48.3% 59.8% N/A N/A 100.0% N/A 62.9% 70.4% N/A N/A 46.3% N/A 37.0% 37.0% N/A N/A N/A N/A N/A 79.8% N/A N/A 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. 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 Financial Exploitation Investigations Completed Number of Estate Administration Cases Stabilized or Closed Average Number of Estate Administration Cases Open/Active Monthly Number of Conservatorship and Probate Cases Referred for Administration Number of Referrals for Financial Exploitation Investigations Cost Per Estate Administration Case Open/Active FY 2010 ACTUAL 59.3% FY 2011 FY 2011 REVISED FORECAST N/A 38.1% 100.0% N/A FY 2012 ADOPTED 28.6% 48.3% REV VS ADOPTED VAR % N/A N/A 59.8% N/A N/A 27 N/A 21 28 N/A N/A 116 N/A 464 468 N/A N/A 320 N/A 467 465 N/A N/A 196 N/A 191 204 N/A N/A 26 N/A 23 13 N/A N/A N/A N/A $ 561.03 N/A $ 100 - GENERAL TOTAL SOURCES $ $ 678,122 678,122 $ $ 722,410 722,410 100 - GENERAL TOTAL USES $ $ 718,119 718,119 $ $ 827,726 827,726 389.17 $ 529.81 $ $ 654,175 654,175 $ $ 607,226 607,226 $ $ (115,184) (115,184) -15.9% -15.9% $ $ 726,577 726,577 $ $ 985,455 985,455 $ $ (157,729) (157,729) -19.1% -19.1% Revenue Expenditure Activity Narrative: Due to excessive workloads the department received an additional three (3) staff in Estate Administration. This addition will help bring caseloads closer to a reasonable level and will increase timeliness results. Demand and output are not expected to increase drastically over FY 2011 Forecasted levels. The rise in expenditures is due to increased retirement contributions and benefits based on a countywide rather than department rate and the addition of three (3) staff. Data for FY 744 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2012 Adopted Budget 2011 Revised is not accurate and therefore no included. The output for FY 2010 was a hand count and also deemed inaccurate. The CTI case management system only recently began producing valid data. Adjustments: • Decrease revenue by $115,184 to bring in line with forecasted levels less one-time revenues received in FY 2011. o In FY 2010 the department incurred fees from Bank of America, Computrust and OET that were recouped from wards in FY 2011. The department will be caught up by the end of FY 2011 and thus this revenue will not be available in FY 2012. The one-time amount is $39,021. These fees are charged to the General Fund. The ward’s accounts are charged for the expense, if there are assets, and the money is deposited back into the General Fund. o Revenues are being further reduced by $83,678 to be in line with FY 2011 forecasted levels. Wards are increasingly indigent and are unable to pay. Also, changes to Title XIX eligibility have resulted in a higher share of wards’ incomes being directed to shelter and medical needs. Their contributions to the Division of Developmental Disability and AHCCCS have increased and, therefore, less revenue from their estates is available for Public Fiduciary collection. • Increase expenditures by $188,153 due to the addition of two (2) Estate Administrators and one (1) Estate Field Assistant and related supplies and services costs. These positions will bring caseloads from 100 clients per Administrator to 50 clients per Administrator, which is consistent with average national standards. 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 Guardianship Referrals and Investigations in Which an Alternative to Guardianship by the Public Fiduciary was Determined Percentage of Referrals and Investigations Completed Within 90 Days of Referral Number of Guardianship Referrals and Investigations Completed Number of Guardianship Administration Cases Stabilized Or Closed During The Time Period Average Number of Guardianship Administration Cases Open/Active Monthly Number of Guardianship Referrals and Investigations Requested Number of New Wards for Assigned Guardianship Administration Cost Per Guardianship Administration Case Open/Active FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST N/A 62.9% REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 70.4% 46.3% N/A 37.0% 37.0% N/A N/A N/A N/A N/A 79.8% N/A N/A N/A N/A 349 292 N/A N/A N/A N/A 197 226 N/A N/A N/A N/A 608 605 N/A N/A 259 N/A 320 424 N/A N/A 139 N/A 191 240 N/A N/A N/A N/A $ 128.60 100 - GENERAL TOTAL SOURCES $ $ 443,668 443,668 100 - GENERAL TOTAL USES $ 1,043,220 $ 1,043,220 N/A $ 385.59 $ 626.33 400,946 400,946 $ $ 361,236 361,236 $ $ (66,354) (66,354) -15.5% -15.5% $ 1,515,708 $ 1,515,708 $ $ (373,264) (373,264) -32.7% -32.7% Revenue $ $ 427,590 427,590 $ $ Expenditure $ 1,142,444 $ 1,142,444 745 $ 1,172,570 $ 1,172,570 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Activity Narrative: Due to excessive workloads the department received an additional four (4) staff in Guardian Administration. This addition will help bring caseloads closer to a reasonable level and will increase timeliness results. Demand and output are not expected to increase drastically over FY 2011 Forecasted levels. The rise in expenditures is due to increased retirement contributions and benefits based on a countywide rather than department rate and the addition of four (4) staff. The addition of this staff is expected to help manage the case load, but will not lead to increased outputs at this time. FY 2011 Revised and some FY 2010 data was found to be inaccurate and therefore not included. Adjustments: • Decrease revenue by $66,354 to bring in line with forecasted levels less one-time revenues received in FY 2011. o In FY 2010 the department incurred fees from Bank of America, Computrust and OET that were recouped from wards in FY 2011. The department will be caught up by the end of FY 2011 and thus this revenue will not be available in FY 2012. The one-time amount is $34,848. These fees are charged to the General Fund. The ward’s accounts are charged for the expense, if there are assets, and the money is deposited back into the General Fund. o Revenues are being further reduced by $31,506 to be in line with FY 2011 forecasted levels. Wards are increasingly indigent and are unable to pay. Also, changes to Title XIX eligibility have resulted in a higher share of wards’ incomes being directed to shelter and medical needs. Their contributions to the Division of Developmental Disability and AHCCCS have increased and, therefore, less revenue from their estates is available for Public Fiduciary collection. • Increase expenditures by $280,631 due to the addition of four (4) Guardian Administrators and related supplies and services costs. These positions will help bring caseloads from 90 clients per Administrator to 63 clients per Administrator, which is more consistent with national standards. 746 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,459,102 $ 1,150,000 FY 2011 Revised Budget $ 2,459,102 $ 1,150,000 $ 27,908 $ 3,831 2,328 21,749 - $ 2,487,010 $ 1,150,000 $ 70,915 $ 57,120 13,795 468,784 $ 468,784 - Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Addition of four (4) Guardian Administrators Addition of two (2) Estate Administrators and one (1) Estate Field Assistant Fees and Other Revenues ProgRevenue Volume Inc/Dec $ $ 280,631 188,153 FY 2012 Adopted Budget Percent Change from Target Amount $ - $ - (181,538) (181,538) $ 3,026,709 $ 21.7% 968,462 -15.8% Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - FY 2012 Tentative Budget $ - $ - $ 73,311 $ 73,311 - $ 73,311 $ - Percent Change from Target Amount Adjustments: Non Recurring Other Non-Recurring One-time Costs associated with New Positions Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 747 73,311 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Analysis by Jacqueline M. Edwards, Management and 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 Public Health 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: MCDPH submitted its application for Project Public Health Ready (PPHR) status in September, 2010. In the process, local public health agencies submit applications. PPHR then provides feedback regarding deficient areas, and agencies are then able to fix deficiencies and re-submit. MCDPH met most of the criteria for PPHR status and will re-submit corrected deficiencies on April 1, 2011. The Department expects to have met 100% of the standards at that time. Public Health 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 Department currently investigates and intervenes in 20.4% of reported cases of disease on the average (based on data from Nov 2009 – Oct 2010). H1N1 contributed heavily to the decline in the percentage: excluding two months of H1N1, the rate would have been 27.2%. Nonetheless, it is likely that the Department would need additional resources to reach the 40% goal. Public Health 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. 748 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Health Status: The Public Health Accreditation Board recently completed a standards Beta test and will be issuing the final accreditation standards in CY 2011. Once the final standards are issued, the Department will begin a process to ensure that it meets all of the standards promulgated by the PHAB. This effort will be assisted by the new performance improvement staff that the Department intends to hire with the 2010 CDC Infrastructure Grant monies. Public Health 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 response to the results of the assessment in order to increase the ability of the public to access resources for health problems. Status: This has not been completed to date. The new performance improvement staff, once hired, will begin conducting the assessment and making recommendations for program managers to use in designing interventions. 749 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES HICT - HIV COUNSELING AND TESTING HISV - HIV SURVEILLANCE AMD INV 86CM - HIV HCV SERVICES $ PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 409,330 $ 225,393 634,723 $ 494,430 $ 152,439 646,869 $ 557,006 $ 131,151 688,157 $ 390,390 $ 241,755 632,145 $ 443,816 $ 461,467 905,283 $ $ $ 7,903 $ 7,903 $ 13,000 $ 13,000 $ 13,000 $ 13,000 $ 13,637 $ 13,637 $ 13,000 $ 13,000 $ - 0.0% 0.0% EPIR - EPIDEMIOLOGICAL REPORTING 86EG - EPI AND GEN DISEASE SURVEILL $ $ - $ - $ - $ - $ - $ - $ 953 $ 953 $ - $ - $ - N/A N/A EMRT - PUB HLTH PREPAREDNESS RESPONSE 86EM - PUBLIC HEALTH EMERGENCY MGMT $ $ 3,594,201 $ 3,594,201 $ 2,441,375 $ 2,441,375 $ 8,797,485 $ 8,797,485 $ 4,787,884 $ 4,787,884 $ 3,836,357 $ 3,836,357 $ (4,961,128) (4,961,128) -56.4% -56.4% CCHC - CHILD CARE HLTH CONSULTATIONS DTSL - DENTAL SEALANTS FHPT - FAMILY HEALTH PARTNERSHIPS HEED - HEALTHY START LHZR - LEAD HAZARD REDUCTION NEWB - NEWBORN INTENSIVE CARE NFAM - NURSE-FAMILY PARTNERSHIPS PRSP - PARENT SUPPORT TNPP - TEEN PREGNANCY PREVENTION WWHC - WELL WOMAN HEALTHCHECK 86FH - FAMILY HEALTH $ $ 830,965 $ 311,060 182,044 567,530 83,761 452,114 433,780 14,213 193,363 566,288 3,635,118 $ 2,577,727 $ 287,311 198,652 805,334 111,425 397,353 909,091 95,691 194,303 612,920 6,189,807 $ 2,391,281 $ 691,894 294,042 905,096 111,425 489,768 1,080,943 812,903 857,918 7,635,270 $ 2,085,019 $ 471,759 203,384 779,611 121,345 376,262 866,878 18,406 568,865 609,174 6,100,703 $ 2,696,596 $ 1,059,683 259,317 964,924 249,358 391,777 1,110,023 931,160 682,000 8,344,838 $ 305,315 367,789 (34,725) 59,828 137,933 (97,991) 29,080 118,257 (175,918) 709,568 12.8% 53.2% -11.8% 6.6% 123.8% -20.0% 2.7% N/A 14.5% -20.5% 9.3% HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS INDVDL $ $ 2,671,277 $ 2,671,277 $ 3,135,362 $ 3,135,362 $ 3,270,328 $ 3,270,328 $ 3,134,381 $ 3,134,381 $ 2,617,155 $ 2,617,155 $ (653,173) (653,173) -20.0% -20.0% CCSS - CHILD PASSENGER SAFETY PHPD - PUBLIC HEALTH POLICY DEVELOP 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 $ 439,148 $ 106,773 182,911 9,425,241 513,557 10,667,630 $ 846,170 $ 114,537 426,376 10,711,217 377,121 12,475,421 $ 929,123 $ 113,634 404,335 11,328,259 347,917 13,123,268 $ 845,443 $ 148,589 109,536 356,679 10,378,982 186,903 12,026,132 $ 960,192 $ 370,501 348,560 11,075,725 12,754,978 $ 31,069 370,501 (113,634) (55,775) (252,534) (347,917) (368,290) 3.3% N/A -100.0% -13.8% -2.2% -100.0% -2.8% HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES STEX - STD EXAMINATIONS AMD TREATMENT STSV - STD CASE SURV INVESTIGATION TBTE - TB TESTING AMD TREATMENT 86ID - INFECTIOUS DISEASE CONTROL $ 25,871 $ 1,685,755 306,804 343,428 519,964 2,881,822 $ 32,555 $ 1,848,363 383,000 303,426 610,802 3,178,146 $ 50,699 $ 1,959,061 330,000 296,777 676,291 3,312,828 $ 32,427 $ 1,587,870 306,236 251,066 598,583 2,776,182 $ 32,913 $ 1,854,929 310,564 306,766 606,176 3,111,348 $ (17,786) (104,132) (19,436) 9,989 (70,115) (201,480) -35.1% -5.3% -5.9% 3.4% -10.4% -6.1% ADIM - ADULT IMMUN FOREIGN TRVL SVCS CHIM - CHILDHOOD IMMUNIZATIONS 86IS - IMMUNIZATION SERVICES $ 230,110 $ 1,961,295 2,191,405 $ 270,000 $ 2,477,181 2,747,181 $ 270,000 $ 2,397,919 2,667,919 $ 257,195 $ 2,224,737 2,481,932 $ 232,000 $ 2,756,458 2,988,458 $ (38,000) 358,539 320,539 -14.1% 15.0% 12.0% 1,404,227 $ 175,723 1,579,950 $ 1,344,944 $ 234,442 1,579,386 $ 1,344,944 $ 215,986 1,560,930 $ 1,403,884 $ 186,054 1,589,938 $ 1,345,538 $ 200,182 1,545,720 $ 594 (15,804) (15,210) 0.0% -7.3% -1.0% 205,060 $ 1,835,871 49,487 2,090,418 $ 184,712 $ 1,818,366 50,289 2,053,367 $ 192,713 $ 1,815,929 49,049 2,057,691 $ 184,712 $ 1,814,790 50,279 2,049,781 $ (3,576) (10) (3,586) 0.0% -0.2% 0.0% -0.2% $ $ $ (113,190) 330,316 217,126 -20.3% 251.9% 31.6% 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 $ $ 191,311 $ 1,915,527 (6,204) 2,100,634 $ BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ 3,696,917 $ 3,696,917 $ 4,094,060 $ 4,094,060 $ 4,094,060 $ 4,094,060 $ 3,433,891 $ 3,433,891 $ 3,428,422 $ 3,428,422 $ (665,638) (665,638) -16.3% -16.3% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 4,962,522 $ 4,962,522 $ 4,792,284 $ 4,792,284 $ 6,240,674 $ 129,780 6,370,454 $ 5,007,001 $ 96,558 5,103,559 $ 5,157,951 $ 170,456 5,328,407 $ (1,082,723) 40,676 (1,042,047) -17.3% 31.3% -16.4% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 60,302 $ 60,302 $ - $ - $ - $ - $ 413,893 $ 413,893 $ 4,731 $ 4,731 $ TOTAL PROGRAMS $ 38,684,404 $ 43,383,309 $ 53,587,066 $ 44,552,921 $ 46,928,478 $ $ 750 4,731 4,731 (6,658,588) N/A N/A -12.4% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2010 ACTUAL PROGRAM / ACTIVITY FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % USES HICT - HIV COUNSELING AND TESTING HISV - HIV SURVEILLANCE AMD INV 86CM - HIV HCV SERVICES $ MDRC - MEDICAL RECORDS PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ $ $ $ 431,111 $ 198,307 629,418 $ 494,430 $ 152,439 646,869 $ 557,007 $ 131,151 688,158 $ 390,390 $ 241,755 632,145 $ 443,816 $ 461,467 905,283 $ 113,191 (330,316) (217,125) 20.3% -251.9% -31.6% 309,853 $ 169,903 479,756 $ 340,382 $ 314,041 654,423 $ 340,380 $ 314,041 654,421 $ 314,532 $ 228,986 543,518 $ 321,324 $ 335,175 656,499 $ 19,056 (21,134) (2,078) 5.6% -6.7% -0.3% 925,238 $ 1,027,433 1,952,671 $ 925,238 $ 1,027,433 1,952,671 $ 763,706 $ 840,531 1,604,237 $ 913,661 $ 1,112,399 2,026,060 $ 11,577 (84,966) (73,389) 1.3% -8.3% -3.8% EPIR - EPIDEMIOLOGICAL REPORTING SCII - SINGLE CASE INV INTERVENTIONS 86EG - EPI AND GEN DISEASE SURVEILL $ 733,806 $ 953,799 1,687,605 $ EMRT - PUB HLTH PREPAREDNESS RESPONSE 86EM - PUBLIC HEALTH EMERGENCY MGMT $ $ 5,780,438 $ 5,780,438 $ 2,441,375 $ 2,441,375 $ 9,466,925 $ 9,466,925 $ 4,809,467 $ 4,809,467 $ 3,836,357 $ 3,836,357 $ CCHC - CHILD CARE HLTH CONSULTATIONS DTSL - DENTAL SEALANTS FHPT - FAMILY HEALTH PARTNERSHIPS 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 $ $ 1,103,727 $ 385,243 967,116 674,379 73,534 397,648 710,301 (3,771) 48,683 196,995 607,121 5,160,976 $ 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 $ 2,389,116 $ 789,184 1,122,080 905,096 111,424 489,768 1,144,198 812,903 857,918 8,621,687 $ 2,085,019 $ 557,540 1,290,999 779,611 121,345 376,262 866,878 18,406 568,865 609,174 7,274,099 $ 2,696,596 $ 1,172,238 1,159,366 964,924 249,358 391,777 1,110,023 931,160 682,000 9,357,442 $ (307,480) (383,054) (37,286) (59,828) (137,934) 97,991 34,175 (118,257) 175,918 (735,755) HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS INDVDL $ $ 2,964,593 $ 2,964,593 $ 3,135,362 $ 3,135,362 $ 3,270,324 $ 3,270,324 $ 3,134,381 $ 3,134,381 $ 2,617,155 $ 2,617,155 $ 653,169 653,169 20.0% 20.0% CCSS - CHILD PASSENGER SAFETY PHPD - PUBLIC HEALTH POLICY DEVELOP 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 $ 923,760 $ 121,984 580,138 10,486,500 389,670 12,502,052 $ 1,015,317 $ 114,537 753,219 10,711,217 377,121 12,971,411 $ 1,057,651 $ 113,635 731,176 11,328,255 347,917 13,578,634 $ 1,008,870 $ 167,005 109,536 678,625 10,378,982 186,903 12,529,921 $ 1,163,372 $ 889,341 706,736 11,075,725 13,835,174 $ (105,721) (889,341) 113,635 24,440 252,530 347,917 (256,540) -10.0% N/A 100.0% 3.3% 2.2% 100.0% -1.9% 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 $ 24,390 $ 2,003,943 453,930 1,193,181 862,761 73,559 1,919,009 6,530,773 $ 32,555 $ 1,931,760 504,359 1,491,417 965,844 303,357 2,100,289 7,329,581 $ 50,699 $ 2,042,455 504,358 1,438,417 959,195 303,360 2,219,585 7,518,069 $ 32,427 $ 1,904,086 543,936 1,346,171 958,062 277,406 2,104,976 7,167,064 $ 32,913 $ 1,947,971 539,085 1,384,085 1,024,020 307,197 2,121,376 7,356,647 $ 17,786 94,484 (34,727) 54,332 (64,825) (3,837) 98,209 161,422 35.1% 4.6% -6.9% 3.8% -6.8% -1.3% 4.4% 2.1% 212,006 $ 2,630,866 96,813 2,939,685 $ 270,000 $ 3,480,212 98,049 3,848,261 $ 270,000 $ 3,441,568 98,049 3,809,617 $ 260,434 $ 2,934,307 97,840 3,292,581 $ 232,000 $ 3,690,451 97,640 4,020,091 $ 38,000 (248,883) 409 (210,474) 14.1% -7.2% 0.4% -5.5% 1,454,153 $ 194,910 1,649,063 $ 1,344,944 $ 234,442 1,579,386 $ 1,344,944 $ 215,986 1,560,930 $ 1,403,884 $ 186,054 1,589,938 $ 1,345,538 $ 200,182 1,545,720 $ (594) 15,804 15,210 0.0% 7.3% 1.0% 205,060 $ 1,835,871 49,487 2,090,418 $ 184,712 $ 1,818,366 50,289 2,053,367 $ 192,713 $ 1,815,929 49,049 2,057,691 $ 184,712 $ 1,814,790 50,279 2,049,781 $ 3,576 10 3,586 0.0% 0.2% 0.0% 0.2% 13.6% 13.6% $ $ 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 $ $ $ $ 5,630,568 5,630,568 59.5% 59.5% -12.9% -48.5% -3.3% -6.6% -123.8% 20.0% 3.0% N/A N/A -14.5% 20.5% -8.5% SFAZ - SMOKE FREE ARIZONA INSPECTIONS TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS 86TP - TOBACCO USE PREVENTION $ 197,229 $ 1,737,257 44,543 1,979,029 $ BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ 3,213,973 $ 3,213,973 $ 4,170,860 $ 4,170,860 $ 4,170,863 $ 4,170,863 $ 3,218,592 $ 3,218,592 $ 3,602,752 $ 3,602,752 $ 568,111 568,111 BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ (3,242) $ 1,806,788 86,509 732,356 61,083 2,683,494 $ 6,031 $ 2,138,998 104,055 858,318 91,317 3,198,719 $ 6,031 $ 3,593,846 104,055 988,095 91,317 4,783,344 $ 12,874 $ 2,935,169 89,447 926,247 55,578 4,159,682 $ 16,726 $ 3,485,867 100,618 530,909 92,948 4,227,068 $ (10,695) 107,979 3,437 457,186 (1,631) 556,276 -177.3% 3.0% 3.3% 46.3% -1.8% 11.6% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 1,467,501 $ 777,730 2,245,231 $ 2,011,113 $ 1,033,594 3,044,707 $ 2,017,574 $ 1,033,594 3,051,168 $ 1,817,819 $ (15,224) 1,027,957 2,830,552 $ 1,788,338 $ 4,731 195,085 1,988,154 $ 229,236 (4,731) 838,509 1,063,014 11.4% N/A 81.1% 34.8% DESK - DESKTOP SUPPORT ENIT - ENTERPRISE IT COLLABORATION 99IT - INFORMATION TECHNOLOGY $ 5,924 $ 349,693 355,617 $ 46,179 $ 271,475 317,654 $ 46,179 $ 271,475 317,654 $ 38,679 $ 266,654 305,333 $ - $ 143,121 143,121 $ 46,179 128,354 174,533 100.0% 47.3% 54.9% TOTAL PROGRAMS $ 50,801,703 $ 54,496,828 $ 65,497,832 $ 58,739,647 $ 58,167,304 $ 7,330,528 11.2% $ $ 751 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 33,638,327 50,574 33,688,901 3,677,314 1,201,393 4,878,707 FY 2011 ADOPTED $ $ $ $ 60,302 $ 27,964 88,266 $ 37,793,299 169,550 37,962,849 3,975,460 1,310,000 5,285,460 FY 2011 REVISED $ $ $ $ 100,000 $ 100,000 $ 47,951,429 169,250 48,120,679 3,975,460 1,355,927 5,331,387 FY 2011 FORECAST $ $ $ $ 100,000 $ 100,000 $ 39,211,174 352,271 39,563,445 3,411,391 1,429,968 4,841,359 FY 2012 ADOPTED $ $ $ $ 61,622 $ 51,495 113,117 $ 41,901,449 41,901,449 REVISED VS ADOPTED VAR % $ $ 3,330,376 $ 1,486,500 4,816,876 $ $ (6,049,980) -12.6% (169,250) -100.0% (6,219,230) -12.9% (645,084) 130,573 (514,511) -16.2% 9.6% -9.7% -10.0% N/A 80.2% 89,957 90,196 180,153 $ (10,043) 90,196 80,153 ALL REVENUES $ 38,655,874 $ 43,348,309 $ 53,552,066 $ 44,517,921 $ 46,898,478 $ (6,653,588) -12.4% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 28,530 28,530 $ $ 35,000 35,000 $ $ 35,000 35,000 $ $ 35,000 35,000 $ $ 30,000 30,000 $ $ (5,000) (5,000) -14.3% -14.3% TOTAL SOURCES $ 38,684,404 $ 43,383,309 $ 53,587,066 $ 44,552,921 $ 46,928,478 $ (6,658,588) -12.4% 752 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 21,734,843 $ 72,826 109,074 7,510,181 192,742 (6,475,606) 7,190,346 30,334,406 $ 25,338,096 $ 54,537 159,975 9,457,469 228,617 (8,085,016) 8,639,837 35,793,515 $ 27,458,970 $ 141,591 160,133 10,292,796 215,114 (7,512,917) 8,042,231 38,797,918 $ 24,093,091 $ 77,194 95,612 9,036,455 203,037 (7,600,648) 8,333,703 34,238,444 $ 27,464,131 $ 102,178 122,793 10,687,558 232,353 (7,667,593) 8,522,472 39,463,892 $ (5,161) 39,413 37,340 (394,762) (17,239) 154,676 (480,241) (665,974) 0.0% 27.8% 23.3% -3.8% -8.0% 2.1% -6.0% -1.7% SUBTOTAL $ 1,808,443 $ 1,767,983 19,951 437,482 (958,134) 854,889 3,930,614 $ 1,202,270 $ 2,060,037 25,230 92,500 (1,007,217) 903,715 3,276,535 $ 2,054,708 $ 2,151,093 (9,745) 216,410 (1,007,217) 932,312 4,337,561 $ 1,583,203 $ 1,750,553 24,310 310,918 (1,021,093) 1,059,806 3,707,697 $ 1,742,252 $ 1,946,379 38,817 130,531 (954,440) 851,938 3,755,477 $ 312,456 204,714 (48,562) 85,879 (52,777) 80,374 582,084 15.2% 9.5% -498.3% 39.7% -5.2% 8.6% 13.4% 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 $ 2,657 $ 3,108,340 6,106,625 2,438,150 254,833 1,095 1,040,575 366,068 182,956 68,387 1,172 165,089 (724) 97,303 13,832,526 $ 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 $ 5,270 $ 2,374,294 11,773,401 2,364,839 424,989 1,391,242 600,745 332,296 189,637 3,400 248,464 (422,348) 527,619 19,813,848 $ 3,121 $ 2,692,200 7,214,508 2,206,383 242,816 989,865 423,530 216,445 99,244 219,881 (329,956) 402,909 14,380,946 $ 59,335 $ 2,128,859 5,685,050 2,306,462 248,746 3,085,826 596,835 227,924 91,958 264,323 (1,467,554) 1,588,897 14,816,661 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 848,133 $ 80,935 265,763 1,194,831 $ 87,800 $ 452,190 20,000 226,283 (60,395) 180,395 906,273 $ 100,500 $ 563,948 20,000 202,646 (60,395) 180,395 1,007,094 $ 162,831 $ 317,627 25,000 173,099 (47,839) 75,622 706,340 $ 100,000 $ 1,274 101,274 $ ALL EXPENDITURES $ 49,292,377 $ 52,955,417 $ 63,956,421 $ 53,033,427 $ 58,137,304 $ 5,819,117 9.1% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,509,326 $ 1,509,326 $ 1,541,411 $ 1,541,411 $ 1,541,411 $ 1,541,411 $ 1,541,411 $ 1,541,411 $ 30,000 $ 30,000 $ 1,511,411 1,511,411 98.1% 98.1% TOTAL USES $ 50,801,703 $ 54,496,828 $ 65,497,832 $ 54,574,838 $ 58,167,304 $ 7,330,528 11.2% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 753 (54,065) -1025.9% 245,435 10.3% 6,088,351 51.7% 58,377 2.5% 176,243 41.5% N/A (1,694,584) -121.8% 3,910 0.7% 104,372 31.4% 97,679 51.5% 3,400 100.0% (15,859) -6.4% 1,045,206 247.5% (1,061,278) -201.1% 4,997,187 25.2% 500 563,948 20,000 201,372 (60,395) 180,395 905,820 0.5% 100.0% 100.0% 99.4% -100.0% 100.0% 89.9% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ - $ - $ - $ - $ - $ - $ 953 $ 953 $ - $ - $ $ FUND TOTAL SOURCES $ 34,220,463 $ 34,220,463 $ 38,522,849 $ 38,522,849 $ 48,726,606 $ 48,726,606 $ 40,101,291 $ 40,101,291 $ 42,524,645 $ 42,524,645 $ (6,201,961) (6,201,961) -12.7% -12.7% $ FUND TOTAL SOURCES $ 4,463,941 $ 4,463,941 $ 4,860,460 $ 4,860,460 $ 4,860,460 $ 4,860,460 $ 4,450,677 $ 4,450,677 $ 4,403,833 $ 4,403,833 $ (456,627) (456,627) -9.4% -9.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 38,684,404 $ 38,684,404 $ FY 2010 ACTUAL 43,383,309 $ 43,383,309 $ FY 2011 ADOPTED 53,587,066 $ 53,587,066 $ FY 2011 REVISED 44,552,921 $ 44,552,921 $ FY 2011 FORECAST 46,928,478 $ 46,928,478 $ FY 2012 ADOPTED 532 PUBLIC HEALTH GRANTS OPERATING 265 PUBLIC HEALTH FEES OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING - N/A N/A (6,658,588) -12.4% (6,658,588) -12.4% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 9,071,742 $ 9,071,742 $ 10,787,840 $ 10,787,840 $ 10,787,840 $ 10,787,840 $ 10,411,015 $ 10,411,015 $ 11,064,496 $ 11,064,496 $ $ 37,814,015 $ 13,295 37,827,310 $ 38,522,849 $ 38,522,849 $ 48,726,606 $ 743,445 49,470,051 $ 40,101,291 $ 21,583 40,122,874 $ 42,524,645 $ 42,524,645 $ 6,201,961 743,445 6,945,406 12.7% 100.0% 14.0% FUND TOTAL USES $ 3,885,528 $ 17,123 3,902,651 $ 4,860,460 $ 325,679 5,186,139 $ 4,860,460 $ 379,481 5,239,941 $ 3,899,368 $ 141,581 4,040,949 $ 4,403,833 $ 174,330 4,578,163 $ 456,627 205,151 661,778 9.4% 54.1% 12.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 50,771,285 $ 30,418 $ 50,801,703 $ 54,171,149 $ 325,679 $ 54,496,828 $ 64,374,906 $ 1,122,926 $ 65,497,832 $ 54,411,674 $ 163,164 $ 54,574,838 $ 57,992,974 $ 174,330 $ 58,167,304 $ 6,381,932 948,596 7,330,528 9.9% 84.5% 11.2% 532 PUBLIC HEALTH GRANTS OPERATING NON-RECURRING FUND TOTAL USES $ 265 PUBLIC HEALTH FEES OPERATING NON-RECURRING $ 754 (276,656) (276,656) -2.6% -2.6% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CLINIC SUPPORT SERVICES MEDICAL RECORDS PUBLIC HEALTH PHARMACY PROGRAM TOTAL EPI AND GEN DISEASE SURVEILL EPIDEMIOLOGICAL REPORTING SINGLE CASE INV INTERVENTIONS PROGRAM TOTAL FAMILY HEALTH CHILD CARE HLTH CONSULTATIONS DENTAL SEALANTS FAMILY HEALTH PARTNERSHIPS FAMILY PLANNING HEALTHY START LEAD HAZARD REDUCTION NEWBORN INTENSIVE CARE NURSE-FAMILY PARTNERSHIPS PARENT SUPPORT PREGNANCY CONNECTION TEEN PREGNANCY PREVENTION WELL WOMAN HEALTHCHECK PROGRAM TOTAL HEALTHCARE FOR HOMELESS INDVDL HEALTHCARE FOR THE HOMELESS PROGRAM TOTAL HIV HCV SERVICES HIV COUNSELING AND TESTING HIV SURVEILLANCE AMD INV PROGRAM TOTAL IMMUNIZATION SERVICES ADULT IMMUN FOREIGN TRVL SVCS CHILDHOOD IMMUNIZATIONS IMMUNIZATION EDUCATION PROGRAM TOTAL INFECTIOUS DISEASE CONTROL PHYS HEALTH SCREENING REFUGEES PUBLIC HEALTH LABORATORY STD CASE SURV INVESTIGATION STD EXAMINATIONS AMD TREATMENT TB SURVEILLANCE AMD INVEST TB TESTING AMD TREATMENT PROGRAM TOTAL PROMOTING HEALTHY LIFESTYLES CHILD PASSENGER SAFETY PROMTNG LIFETIME ACT FOR YOUTH PUBLIC HEALTH POLICY DEVELOP SUPP NUTRITION ASST ED INTERV WOMEN INFANTS AND CHILDREN WOMEN TOGETHER FOR HEALTH PROGRAM TOTAL PUBLIC HEALTH EMERGENCY MGMT PUB HLTH PREPAREDNESS RESPONSE FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .90 8.50 5.10 7.00 8.00 29.50 .90 9.50 5.10 7.00 7.00 29.50 .90 9.50 5.10 7.00 7.00 29.50 .90 11.50 5.10 7.00 7.00 31.50 .90 11.50 5.10 7.00 7.00 31.50 2.00 2.00 0.0% 21.1% 0.0% 0.0% 0.0% 6.8% 6.00 3.00 9.00 6.00 3.25 9.25 6.00 3.25 9.25 6.00 3.65 9.65 6.00 3.25 9.25 - 0.0% 0.0% 0.0% 8.50 9.50 18.00 6.50 8.50 15.00 6.50 8.50 15.00 7.00 10.00 17.00 6.50 9.50 16.00 1.00 1.00 0.0% 11.8% 6.7% 2.40 9.00 6.00 .40 9.90 1.00 5.00 2.50 4.00 40.20 29.00 2.35 11.00 14.50 1.60 4.20 4.90 2.00 2.50 4.00 76.05 29.00 2.35 11.00 .00 14.50 1.60 4.20 4.90 2.00 .00 2.50 4.00 76.05 29.00 4.35 11.00 15.50 2.00 4.40 6.40 9.10 5.00 86.75 29.50 2.35 11.00 15.50 2.00 4.40 6.40 8.60 5.00 84.75 .50 1.00 .40 .20 1.50 (2.00) 6.10 1.00 8.70 1.7% 0.0% 0.0% N/A 6.9% 25.0% 4.8% 30.6% (100.0%) N/A 244.0% 25.0% 11.4% 26.70 26.70 34.60 34.60 34.60 34.60 34.10 34.10 33.60 33.60 (1.00) (1.00) (2.9%) (2.9%) 9.60 3.40 13.00 8.60 3.40 12.00 8.60 3.40 12.00 5.00 7.50 12.50 4.00 7.50 11.50 (4.60) 4.10 (.50) (53.5%) 120.6% (4.2%) 2.00 25.00 1.00 28.00 2.00 25.00 1.00 28.00 2.00 25.00 1.00 28.00 2.00 28.00 1.00 31.00 2.00 26.00 1.00 29.00 1.00 1.00 0.0% 4.0% 0.0% 3.6% 7.00 7.25 19.50 14.50 1.33 23.17 72.75 11.25 7.25 19.00 13.75 4.50 20.75 76.50 11.25 7.25 19.00 13.75 4.50 20.75 76.50 12.75 7.25 19.00 13.75 4.50 23.75 81.00 12.75 7.25 19.00 13.75 4.50 23.75 81.00 1.50 3.00 4.50 13.3% 0.0% 0.0% 0.0% 0.0% 14.5% 5.9% 2.00 2.00 9.50 168.70 4.00 186.20 14.50 1.50 9.50 187.70 4.00 217.20 14.50 1.50 .00 9.50 187.70 4.00 217.20 15.00 6.00 9.80 186.40 2.00 219.20 15.00 6.00 9.30 186.90 217.20 .50 (1.50) 6.00 (.20) (.80) (4.00) - 3.4% (100.0%) N/A (2.1%) (0.4%) (100.0%) 0.0% 11.00 11.00 10.00 30.95 30.95 20.95 209.5% 755 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Program and Activity (continued) PROGRAM/ACTIVITY 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 11.00 11.00 10.00 30.95 30.95 20.95 209.5% 1.00 2.00 3.00 1.00 1.00 2.00 1.00 1.00 2.00 2.00 1.00 3.00 1.60 1.00 2.60 .60 .60 60.0% 0.0% 30.0% 4.00 .60 20.00 24.60 3.00 .65 19.00 22.65 3.00 .65 19.00 22.65 3.00 .65 19.00 22.65 3.00 .65 19.00 22.65 - 0.0% 0.0% 0.0% 0.0% 46.00 46.00 507.95 43.00 43.00 576.75 43.00 43.00 575.75 45.00 45.00 624.30 44.00 44.00 614.00 1.00 1.00 38.25 2.3% 2.3% 6.6% 756 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Market Range Title MARKET RANGE TITLE PUBLIC HEALTH Accountant Accounting Specialist Admin/Operations Specialist 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 Epidemiology Manager Epidemiology Supervisor Executive Assistant Field Operations Supervisor Finan/Business Analyst - Dept Financial Supervisor - Dept General Laborer Grant-Contract Admin Supv Grant-Contract Administrator Health Educator Health Educator Supervisor 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 Materials Handling Worker Materials Inventory Specialist 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 - Emergency Services Planner - Facilities 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 .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 - 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 1.00 757 FY 2011 REVISED 6.00 5.00 14.00 3.00 13.00 18.00 3.00 1.00 1.00 2.00 1.00 1.00 16.70 4.00 1.00 10.00 1.00 1.00 1.00 2.00 1.00 2.00 27.50 6.00 113.60 2.00 1.00 1.00 1.00 31.00 1.00 1.00 6.25 7.00 3.00 1.00 2.00 8.00 1.00 58.70 9.00 2.00 8.00 49.00 72.00 2.00 15.00 2.00 1.00 2.00 1.00 FY 2011 FY 2012 FORECAST ADOPTED 8.00 7.00 17.00 3.00 15.00 18.00 3.00 1.00 1.00 2.00 1.00 1.00 19.20 5.00 1.00 12.40 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 29.10 8.00 115.10 2.00 1.00 1.00 1.00 31.00 1.00 1.00 6.25 8.00 4.00 1.00 3.00 11.00 1.00 64.60 8.00 2.00 9.00 47.00 78.00 2.00 17.00 2.40 1.00 1.75 2.00 1.00 8.00 5.50 14.60 3.00 16.00 18.00 3.00 1.00 1.00 2.00 1.00 1.00 18.20 4.00 1.00 12.40 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 28.10 9.00 115.10 2.00 1.00 1.00 1.00 31.00 1.00 1.00 6.25 8.00 4.00 1.00 3.00 8.00 1.00 63.10 9.00 2.00 9.00 47.00 77.00 2.00 17.00 2.00 1.00 1.75 3.00 1.00 REVISED TO ADOPTED VARIANCE VAR % 2.00 .50 .60 3.00 1.50 2.40 1.00 1.00 .60 3.00 1.50 1.00 1.00 1.00 4.40 1.00 (2.00) 5.00 2.00 (.25) 3.00 - 33.3% 10.0% 4.3% 0.0% 23.1% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 9.0% 0.0% 0.0% 24.0% 0.0% N/A N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% 2.2% 50.0% 1.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 14.3% 33.3% N/A 0.0% 50.0% 0.0% 0.0% 7.5% 0.0% 0.0% 12.5% (4.1%) 6.9% 0.0% 13.3% 0.0% 0.0% (12.5%) N/A 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Market Range Title (continued) MARKET RANGE TITLE Procurement Officer - County Procurement Specialist Program Coordinator Programmer/Analyst Psychiatrist Public Health OPR Manager Public Health Program Administrator Radiologic Technologist Risk Mgmt Supervisor Social Worker Social Worker Supervisor Software Sys Engineer - Sr/Ld Special Projects Manager Trades Generalist Trainer Department Total FY 2010 ADOPTED 1.00 4.00 7.00 2.00 2.50 .50 10.50 2.00 1.00 1.00 507.95 FY 2011 ADOPTED 1.00 3.00 9.00 2.00 .50 2.00 .50 13.00 2.00 1.00 1.00 576.75 FY 2011 REVISED 1.00 3.00 6.00 2.00 .50 2.00 2.00 .50 13.00 1.00 1.00 1.00 575.75 FY 2011 FY 2012 FORECAST ADOPTED 1.00 3.00 10.00 2.00 1.00 2.00 2.00 .50 12.00 1.00 1.00 2.00 1.00 1.00 624.30 1.00 3.00 8.00 2.00 .50 1.00 2.00 2.00 .50 12.00 1.00 1.00 2.00 1.00 1.00 614.00 REVISED TO ADOPTED VARIANCE VAR % 2.00 1.00 (1.00) 1.00 2.00 38.25 0.0% 0.0% 33.3% 0.0% 0.0% N/A 0.0% 0.0% 0.0% (7.7%) 0.0% N/A N/A 0.0% 0.0% 6.6% Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 GENERAL 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS Department Total FY 2010 FY 2011 ADOPTED ADOPTED 127.25 127.25 55.00 51.00 325.70 398.50 507.95 576.75 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 127.25 132.65 131.25 4.00 3.1% 51.00 56.00 53.00 2.00 3.9% 397.50 435.65 429.75 32.25 8.1% 575.75 624.30 614.00 38.25 6.6% Significant Variance Analysis Staffing is increased as a result of available grant funds. Further staffing changes may be required based on actual grant awards received in FY 2012. General Adjustments: Base Adjustments: General Fund (100) • Increase Regular Benefits by $63,861 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $65,150 for retirement contribution rate increase. Public Health Fee Fund (265) • Increase Regular Benefits by $15,900 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $17,704 for retirement contribution rate increase. • Increase Other Services by $4,731 for banking fees. • Decrease Supplies by $95,118 to rightsize budget based on FY 2011 Forecast. • Reallocate $220,211 from Transfers Out to Internal Service Charges for the Central Service Cost Allocation (CSCA) for a net decrease of $52,769. • Increase Rent & Operating Leases by $10,504 for the increase in rental leases. • Decrease Services by $445,359 due to a decrease in Legal Services, Health Care Services, Other Services, Repairs and Maintenance, Travel, Education and Training, Postage, and Utilities. • Decrease Supplies by $55,202 due to a decrease in General Supplies, Fuel, Non-Capital and Equipment. 758 Maricopa County Annual Business Strategies FY 2012 Adopted Budget • • • • Department Strategic Plans and Budgets Public Health Increase Medical Supplies by $11,561 to rightsize budget based on FY 2011 Forecast. Decrease Capital by $89,890 for the decrease in Debt Service payments and the decrease in needed Vehicle purchases. Decrease Regular Pay by $15,858 for the reallocation of Epidemiology positions to the Public Health General Fund (100). Increase Salary and Benefits by $142,051 due to the decrease in Allocation Out. Public Health Fee Fund (265) Non Recurring/Non Project (0001) • Non recurring carry forward of $174,330 for the development of the Vital Registration Satellite Office. Public Health Grant Fund (532) • Increase Regular Benefits by $215,592 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $160,812 for retirement contribution rate increase. • Reduce revenues by $6,201,961 and expenditures by $6,578,365 to reflect expected grant awards for FY 2012. Target Adjustments: General Fund (100) • Increase budget by $141,338 for restatement of risk management charges from Non Departmental. • Increase budget by $6,307 for restatement of equipment services charges for vehicle maintenance and repair. Strategic Business Plan Update The Department of Public Health stopped providing the Parent Support, Women Together for Health, and Promoting Lifetime Activity for Youth services due to budget reductions. Their updated strategic plan reflects the elimination of these activities. The Maternal and Child Health block grant along with a redistribution of General Funds enabled the department to add Public Health Policy Development. 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. 759 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 78.4% FY 2011 FY 2011 REVISED FORECAST 89.8% 89.6% FY 2012 ADOPTED 88.5% REV VS ADOPTED VAR % (1.3%) -1.5% 77.4% 59.0% 70.8% 77.3% 18.3% 31.0% 58.0% 58.9% 58.2% 58.3% (0.6%) -1.0% 74.6% 59.7% 70.4% 74.6% 14.9% 25.0% 74.7% 74.6% 75.9% 81.0% 6.5% 8.7% Activities that comprise this program include: • Medical Records • 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 REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent registrations provided with a wait time 78.4% 89.8% 89.6% 88.5% (1.3%) -1.5% of 15 minutes or less Number registrations provided 25,861 24,500 23,677 26,000 1,500 6.1% Anticipated number registrations requested 25,861 24,500 24,369 26,000 1,500 6.1% Cost per registration $ 11.98 $ 13.89 $ 13.28 $ 12.36 $ 1.53 11.0% 100 - GENERAL TOTAL USES $ $ 309,853 309,853 $ $ 340,380 340,380 $ $ 314,532 314,532 $ $ 321,324 321,324 $ $ 19,056 19,056 5.6% 5.6% Activity Narrative: The anticipated number of registrations requested and the number of registrations provided are slightly above FY 2010 Actual levels. The 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. 760 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Output Demand Efficiency Revenue Measure Description 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 Number of prescriptions filled Number of prescriptions requested Cost per presciption filled FY 2010 ACTUAL 77.4% FY 2011 FY 2011 REVISED FORECAST 59.0% 70.8% FY 2012 ADOPTED 77.3% REV VS ADOPTED VAR % 18.3% 31.0% 58.0% 58.9% 58.2% 58.3% (0.6%) -1.0% 74.6% 59.7% 70.4% 74.6% 14.9% 25.0% 74.7% 74.6% 75.9% 81.0% 6.5% 8.7% (1.24) 0.0% 0.0% -6.7% $ 15,180 15,196 11.19 $ 17,000 17,000 18.47 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 7,903 7,903 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ $ 15,715 15,716 14.57 $ $ 254,619 $ (84,716) 169,903 $ $ 17,000 17,000 19.72 $ 13,000 13,000 $ $ 13,637 13,637 $ $ 13,000 13,000 $ $ 301,041 13,000 314,041 $ 258,571 $ (29,585) 228,986 $ 322,175 13,000 335,175 $ - 0.0% 0.0% Expenditure $ $ $ (21,134) (21,134) -7.0% 0.0% -6.7% 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 2010 ACTUAL 92.4% FY 2011 FY 2011 REVISED FORECAST 93.5% 92.2% 98.1% 13.7% 96.7% 11.0% 97.8% 12.9% FY 2012 ADOPTED 92.1% 95.0% 13.9% REV VS ADOPTED VAR % (1.4%) -1.5% (1.7%) 2.9% -1.7% 25.9% Activities that comprise this program include: • Epidemiological Reporting • Single Case Investigations & Intervention 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. 761 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Demand Efficiency Revenue 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 FY 2010 ACTUAL 92.4% FY 2011 FY 2011 REVISED FORECAST 93.5% 92.2% $ 100 - GENERAL TOTAL SOURCES $ $ - $ $ - $ $ 953 953 $ $ - $ $ 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ 662,915 70,891 733,806 $ 823,889 101,349 925,238 $ 729,413 34,293 763,706 $ 913,661 913,661 $ 98.1% 1,324 1,349 554.23 $ 96.7% 752 778 1,230.37 $ FY 2012 ADOPTED 92.1% 97.8% 864 883 883.92 $ REV VS ADOPTED VAR % (1.4%) -1.5% 95.0% 950 1,000 961.75 $ (1.7%) 198 222 268.62 - -1.7% 26.3% 28.5% 21.8% N/A N/A Expenditure $ $ $ $ $ (89,772) 101,349 11,577 -10.9% 100.0% 1.3% Base Adjustment: Public Health Fee Fund (265) • Reduce expenditures by $101,349 to maintain structural balance in the fund due to a reduction in Vital Registration revenue. Activity Narrative: Based on the FY 2011 Actual, the number of reports requested and provided are expected to increase significantly in FY 2012. This will cause the efficiency to increase in FY 2012 in comparison to the FY 2011 Revised. 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. 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 FY 2010 ACTUAL 13.7% FY 2011 FY 2011 REVISED FORECAST 11.0% 12.9% FY 2012 ADOPTED 13.9% REV VS ADOPTED VAR % 2.9% 25.9% 11,728 8,652 9,079 10,000 1,348 15.6% 85,861 78,407 70,190 72,000 (6,407) -8.2% 7.51 6.3% $ 81.33 $ 118.75 $ 92.58 $ 886,925 66,874 953,799 $ 926,084 101,349 $ 1,027,433 $ 804,661 35,870 840,531 $ 111.24 $ $ 1,112,399 $ 1,112,399 $ Expenditure 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ (186,315) 101,349 (84,966) -20.1% 100.0% -8.3% Base Adjustment: Public Health Fee Fund (265) • Reduce expenditures by $101,349 to maintain structural balance in the fund due to a reduction in Vital Registration revenue. 762 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Health Activity Narrative: In FY 2012 the anticipated number of disease reports received for investigation is expected to decrease as a result of the demand being unusually high in FY 2010 due to H1N1. 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. Program Results Measure Description Percent women with abnormal screening results receiving diagnostic services within 60 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 youth who report an increased ability to make healthy decisions as measured by the pre- and post-Youth Development Inventory Percent of child care providers in case management who make progress toward pathway goals Percent of families achieving case compliance as evidenced by number of pregnant mothers receiving regular prenatal care of infants receiving well care FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 87.5% 70.0% 70.0% 71.4% 1.4% 2.0% 83.5% 85.0% 83.3% 85.0% 0.0% 0.0% 88.9% 100.0% 88.4% 80.0% (20.0%) -20.0% 75.7% 100.0% 100.0% 100.0% 0.0% 0.0% 71.6% 74.6% 66.4% 71.4% (3.2%) -4.3% 64.5% 70.0% 70.9% 60.0% (10.0%) -14.3% 100.0% 68.8% 86.7% 68.8% 0.0% 0.0% 91.5% 85.3% 86.3% 85.3% 0.0% 0.0% 47.2% 55.2% 54.2% 55.2% 0.0% 0.0% 84.2% 77.0% 89.3% 77.0% 0.0% 0.0% 22.5% 64.7% 64.7% 65.0% 0.3% 0.5% N/A N/A N/A 80.0% N/A N/A 87.0% 85.0% 86.0% 86.7% 1.7% 2.0% Activities that comprise this program include: • Child Care Health Consultations • Dental Sealants • Lead Hazard Reduction • Nurse-Family Partnerships • Healthy Start • • • • 763 Well Women Healthcheck Family Health Partnerships Newborn Intensive Care Teen Pregnancy Prevention Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 Efficiency Measure Description Percent of child care providers in case management who make progress toward pathway goals Number of nurse consultation service contacts provided Number of child care providers in case management with pathway goals Anticipated number of nurse consultation service contacts requested Expenditure per nurse consultation service contact provided FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 80.0% REV VS ADOPTED VAR % N/A N/A 1,675 4,500 3,637 3,800 (700) -15.6% N/A N/A N/A 25 N/A N/A 1,675 4,500 3,637 3,800 (700) -15.6% $ 658.94 $ 530.91 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 830,965 830,965 $ 2,391,281 $ 2,391,281 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,103,727 $ 1,103,727 $ 2,389,116 $ 2,389,116 $ 573.28 $ 709.63 $ (178.72) -33.7% $ 2,085,019 $ 2,085,019 $ 2,696,596 $ 2,696,596 $ $ 305,315 305,315 12.8% 12.8% $ 2,085,019 $ 2,085,019 $ 2,696,596 $ 2,696,596 $ $ (307,480) (307,480) -12.9% -12.9% Revenue Expenditure Activity Narrative: New measures were implemented in FY 2011, so a comparison to FY 2010 Actual is not valid. The decrease in efficiency is a result of additional grant funds that are expected in FY 2012. 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 2010 ACTUAL 100.0% $ 2,530 2,530 239.97 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 2,400 2,400 357.47 $ 2,133 2,133 285.59 566,288 566,288 $ $ 857,918 857,918 $ $ 607,121 607,121 $ $ 857,918 857,918 $ $ FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 2,600 2,600 262.31 200 200 95.16 8.3% 8.3% 26.6% $ 609,174 609,174 $ $ 682,000 682,000 $ $ (175,918) (175,918) -20.5% -20.5% 609,174 609,174 $ $ 682,000 682,000 $ $ 175,918 175,918 20.5% 20.5% Expenditure Activity Narrative: The decrease in expenditures as well as the increase in efficiency in FY 2012 is a result of a decrease in available grant funding. 764 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of children needing sealants who 71.6% 74.6% 66.4% 71.4% (3.2%) -4.3% receive them Number eligible children receiving sealants 4,609 4,850 2,732 5,000 150 3.1% 6,437 6,500 4,114 7,000 500 7.7% Anticipated number children eligible to receive sealants Cost per eligible child receiving sealants $ 83.58 $ 162.72 $ 204.08 $ 234.45 $ (71.73) -44.1% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 311,060 311,060 $ $ 691,894 691,894 $ $ 471,759 471,759 $ 1,059,683 $ 1,059,683 $ $ 367,789 367,789 53.2% 53.2% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 83,100 302,143 385,243 $ 97,285 691,899 789,184 $ 85,781 471,759 557,540 $ $ (15,270) (367,784) (383,054) -15.7% -53.2% -48.5% Expenditure $ $ $ 112,555 1,059,683 $ 1,172,238 $ Activity Narrative: The increase in revenue and expenditures in FY 2012 is reflective of a new award received from the Dental Foundation. Due to this increase in funding it is anticipated that the number of children eligible to receive sealants as well as those receiving sealants will increase in FY 2012. In FY 2012 the increase in General Fund expenditures is due to the allocation of rent for office space. 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 FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of coalition members who report that 87.5% 70.0% 70.0% 71.4% 1.4% 2.0% there is progress towards implementation of plan goals. Number of partnerships developed or retained 8 7 10 12 5 71.4% Anticipated number of partnerships to be 8 7 10 12 5 71.4% developed or retained Cost per partnership developed $ 120,889.50 $ 160,297.14 $ 129,099.90 $ 96,613.83 $ 63,683.31 39.7% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 182,044 182,044 $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 704,598 262,518 967,116 $ 294,042 294,042 $ $ 203,384 203,384 $ $ 259,317 259,317 $ $ (34,725) (34,725) -11.8% -11.8% $ 1,087,615 203,384 $ 1,290,999 $ 900,049 259,317 $ 1,159,366 $ (72,011) 34,725 (37,286) -8.7% 11.8% -3.3% Expenditure $ 828,038 294,042 $ 1,122,080 $ Activity Narrative: In FY 2012 the increase in General Fund expenditures is due to the allocation of rent for office space. 765 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Family Health Partnerships Activity 14 100% 12 80% Cases 10 8 60% 6 40% 4 20% 2 0 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result 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 Cost per educational home visit FY 2010 ACTUAL 64.5% FY 2011 FY 2011 REVISED FORECAST 70.0% 70.9% 100.0% $ 31 33 2,372.06 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 68.8% $ 50 50 2,228.48 83,761 83,761 $ $ 73,534 73,534 $ $ FY 2012 ADOPTED 60.0% 86.7% $ 57 57 2,128.86 111,425 111,425 $ $ 111,424 111,424 $ $ REV VS ADOPTED VAR % (10.0%) -14.3% 68.8% 0.0% 0.0% 0.0% 0.0% -123.8% $ 50 50 4,987.16 $ (2,758.68) 121,345 121,345 $ $ 249,358 249,358 $ $ 137,933 137,933 123.8% 123.8% 121,345 121,345 $ $ 249,358 249,358 $ $ (137,934) (137,934) -123.8% -123.8% Expenditure Activity Narrative: The decrease in the percent of families who have increased knowledge of lead hazards is based on results of the number of clients scoring 100% on the pretest. 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. 766 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 91.5% FY 2011 FY 2011 REVISED FORECAST 85.3% 86.3% FY 2012 ADOPTED 85.3% REV VS ADOPTED VAR % 0.0% 0.0% 47.2% 55.2% 54.2% 55.2% 0.0% 0.0% 84.2% 77.0% 89.3% 77.0% 0.0% 0.0% $ 2,144 2,144 185.47 $ 1,600 1,600 306.11 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ 1,535 1,535 245.12 452,114 452,114 $ $ 397,648 397,648 $ $ $ 1,600 1,600 244.86 489,768 489,768 $ $ 489,768 489,768 $ $ $ 61.24 0.0% 0.0% 20.0% 376,262 376,262 $ $ 391,777 391,777 $ $ (97,991) (97,991) -20.0% -20.0% 376,262 376,262 $ $ 391,777 391,777 $ $ 97,991 97,991 20.0% 20.0% Expenditure 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 2010 ACTUAL 87.0% $ 1,146 1,146 619.81 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 85.0% 86.0% 1,800 1,800 635.67 $ 2,182 2,182 397.29 433,780 433,780 $ 1,080,943 $ 1,080,943 $ $ 710,301 710,301 $ 1,144,198 $ 1,144,198 $ $ $ FY 2012 ADOPTED 86.7% 2,000 2,000 555.01 866,878 866,878 866,878 866,878 REV VS ADOPTED VAR % 1.7% 2.0% $ 200 200 80.65 11.1% 11.1% 12.7% $ 1,110,023 $ 1,110,023 $ $ 29,080 29,080 2.7% 2.7% $ 1,110,023 $ 1,110,023 $ $ 34,175 34,175 3.0% 3.0% $ Expenditure 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. 767 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Efficiency REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of women receiving adequate number 83.5% 85.0% 83.3% 85.0% 0.0% 0.0% of prenatal care visits (as per American College of Obstetrics & Gynecology (ACOG) standards) Percent of infants receiving adequate 88.9% 100.0% 88.4% 80.0% (20.0%) -20.0% immunizations (as per American Academy of Pediatrics (AAP) standards) 75.7% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of eligible community members receiving educational services Number of case management services 416 400 325 400 0.0% received Number of maternal/child health educational 95 180 124 180 0.0% sessions received Anticipated number case management 416 400 192 400 0.0% services requested Anticipated number community based 96 180 124 180 0.0% maternal/child health educational sessions requested Cost per case management service received $ 1,621.10 $ 2,262.74 $ 2,398.80 $ 2,412.31 $ (149.57) -6.6% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 567,530 567,530 $ $ 905,096 905,096 $ $ 779,611 779,611 $ $ 964,924 964,924 $ $ 59,828 59,828 6.6% 6.6% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 674,379 674,379 $ $ 905,096 905,096 $ $ 779,611 779,611 $ $ 964,924 964,924 $ $ (59,828) (59,828) -6.6% -6.6% Expenditure Activity Narrative: Based on FY 2011 Actual, the percent of infants receiving adequate immunizations is expected to decrease in FY 2012. 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 Output Demand Efficiency Revenue Measure Description Percent youth who report an increased ability to make healthy decisions as measured by the pre- and post-Youth Development Inventory Number youth educated Anticipated number youth to be educated Cost per youth educated FY 2010 ACTUAL 22.5% $ 355 355 554.92 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 64.7% 64.7% $ 170 170 4,781.78 $ 137 137 4,152.30 193,363 193,363 $ $ 812,903 812,903 $ $ 196,995 196,995 $ $ 812,903 812,903 $ $ FY 2012 ADOPTED 65.0% $ 200 200 4,655.80 568,865 568,865 $ $ 568,865 568,865 $ $ REV VS ADOPTED VAR % 0.3% 0.5% $ 30 30 125.98 17.6% 17.6% 2.6% 931,160 931,160 $ $ 118,257 118,257 14.5% 14.5% 931,160 931,160 $ $ (118,257) (118,257) -14.5% -14.5% Expenditure Activity Narrative: The increase in funding in FY 2012 is due to additional grants received. Due to the increase in funding, the number of youth educated is expected to increase in FY 2012. 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. 768 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percent of visits made in the clinic FY 2010 ACTUAL 61.7% FY 2011 FY 2011 REVISED FORECAST 58.0% 65.1% FY 2012 ADOPTED 58.0% REV VS ADOPTED VAR % 0.0% 0.1% 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 61.7% 58.0% 65.1% 58.0% 0.0% 0.1% 34,968 39,132 33,159 28,160 (10,972) -28.0% 36,246 40,176 34,230 28,927 (11,249) -28.0% $ 84.78 $ 83.57 $ 94.53 $ 92.94 $ (9.37) -11.2% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,671,277 $ 2,671,277 $ 3,270,328 $ 3,270,328 $ 3,134,381 $ 3,134,381 $ 2,617,155 $ 2,617,155 $ $ (653,173) (653,173) -20.0% -20.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 2,964,593 $ 2,964,593 $ 3,270,324 $ 3,270,324 $ 3,134,381 $ 3,134,381 $ 2,617,155 $ 2,617,155 $ $ 653,169 653,169 20.0% 20.0% Expenditure Activity Narrative: The decrease in revenue and expenditures in FY2012 is due to the end of ARRA funding. This decrease in funding will negatively impact staffing levels; thus the demand and output will decrease significantly. 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 2010 ACTUAL 73.2% FY 2011 FY 2011 REVISED FORECAST 50.0% 62.3% FY 2012 ADOPTED 90.0% REV VS ADOPTED VAR % 40.0% 80.0% 82.0% 71.4% 83.4% 89.3% 17.9% 25.0% 36.5% 35.7% 39.6% 50.0% 14.3% 40.0% Activities that comprise this program include: • HIV Counseling & Testing • HIV Surveillance & Investigation 769 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 73.2% $ 2,067 2,067 208.57 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 50.0% 62.3% $ 2,000 2,000 278.50 $ 2,260 2,260 172.74 409,330 409,330 $ $ 557,006 557,006 $ $ 431,111 431,111 $ $ 557,007 557,007 $ $ FY 2012 ADOPTED 90.0% $ 2,500 2,500 177.53 390,390 390,390 $ $ 390,390 390,390 $ $ REV VS ADOPTED VAR % 40.0% 80.0% $ 500 500 100.98 25.0% 25.0% 36.3% 443,816 443,816 $ $ (113,190) (113,190) -20.3% -20.3% 443,816 443,816 $ $ 113,191 113,191 20.3% 20.3% Expenditure Activity Narrative: Revenue and expenditures are decreasing in FY 2012 due to a shift in funding from this Activity to HIV Surveillance & Investigation Activity to reflect the realignment in the usage of grant funds. 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 Cost per positive HIV case investigated FY 2010 ACTUAL 82.0% FY 2011 FY 2011 REVISED FORECAST 71.4% 83.4% 36.5% $ 617 1,051 321.41 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 35.7% $ 700 1,100 187.36 225,393 225,393 $ $ 198,307 198,307 $ $ FY 2012 ADOPTED 89.3% 39.6% $ 553 799 437.17 131,151 131,151 $ $ 131,151 131,151 $ $ REV VS ADOPTED VAR % 17.9% 25.0% 50.0% 14.3% 40.0% -20.0% -27.3% -339.8% $ 560 800 824.05 $ (140) (300) (636.69) 241,755 241,755 $ $ 461,467 461,467 $ $ 330,316 330,316 251.9% 251.9% 241,755 241,755 $ $ 461,467 461,467 $ $ (330,316) (330,316) -251.9% -251.9% Expenditure Activity Narrative: Revenue and expenditures are increasing in FY 2012 due to a shift in funding from the HIV Counseling & Testing Activity to this Activity as well as a new allocation from Ryan White grant funds to HIV Partner Services. 770 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 89.4% FY 2011 FY 2011 REVISED FORECAST 85.0% 88.6% FY 2012 ADOPTED 90.7% REV VS ADOPTED VAR % 5.7% 6.7% 42.0% 55.0% 55.0% 49.0% (6.0%) -10.9% 91.8% 90.7% 90.7% 90.7% 0.0% 0.0% 94.8% 94.4% 94.4% 94.4% 0.0% 0.0% Activities that comprise this program include: • 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 2010 ACTUAL 89.4% $ 2,619 2,619 80.95 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 265 - PUBLIC HEALTH FEES TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 85.0% 88.6% $ 3,000 3,000 90.00 $ 2,688 2,688 96.88 230,110 230,110 $ $ 270,000 270,000 $ $ 212,006 212,006 $ $ 270,000 270,000 $ $ FY 2012 ADOPTED 90.7% $ 2,837 2,837 81.78 257,195 257,195 $ $ 260,434 260,434 $ $ REV VS ADOPTED VAR % 5.7% 6.7% $ (163) (163) 8.22 -5.4% -5.4% 9.1% 232,000 232,000 $ $ (38,000) (38,000) -14.1% -14.1% 232,000 232,000 $ $ 38,000 38,000 14.1% 14.1% Expenditure Base Adjustment: Public Health Fee Fund (265) • Decrease revenue and expenditures $38,000 due to decrease in demand. 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. 771 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. 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 FY 2010 ACTUAL 42.0% $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,845,389 115,906 $ 1,961,295 $ 2,297,919 100,000 $ 2,397,919 $ 1,895,625 329,112 $ 2,224,737 $ 2,395,458 361,000 $ 2,756,458 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ 1,003,030 2,338,538 100,000 $ 3,441,568 $ $ $ 229,251 229,251 11.48 FY 2011 FY 2011 REVISED FORECAST 55.0% 55.0% $ 300,000 300,000 11.47 $ 190,766 190,766 15.38 FY 2012 ADOPTED 49.0% $ 200,000 200,000 18.45 REV VS ADOPTED VAR % (6.0%) -10.9% $ $ (100,000) (100,000) (6.98) -33.3% -33.3% -60.8% 97,539 261,000 358,539 4.2% 261.0% 15.0% 69,037 (56,920) (261,000) (248,883) 6.9% -2.4% -261.0% -7.2% Expenditure 854,888 1,660,137 115,841 $ 2,630,866 864,555 1,895,625 174,127 $ 2,934,307 933,993 2,395,458 361,000 $ 3,690,451 $ Base Adjustment: Public Health Fee Fund (265) • Increase revenue and expenditures $261,000 due to an increase in fee collection from The Arizona Partnership for Immunization (TAPI). Childhood Immunizations Activity 350000 60% 300000 50% 250000 40% Cases 200000 30% 150000 20% 100000 10% 50000 0 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result 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. 772 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Demand Efficiency Expenditure REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of children aged 2-5 in child care 91.8% 90.7% 90.7% 90.7% 0.0% 0.0% facilities that are up-to-date with all required immunizations Percent of children >5 in schools that are up-to94.8% 94.4% 94.4% 94.4% 0.0% 0.0% date with all the immunizations required to attend school Number individuals educated 2,352 2,200 1,737 2,000 (200) -9.1% Anticipated number individuals to be educated 2,352 2,200 260 2,000 (200) -9.1% Cost per individual educated $ 41.16 $ 44.57 $ 56.33 $ 48.82 $ (4.25) -9.5% 100 - GENERAL TOTAL USES $ $ 96,813 96,813 $ $ 98,049 98,049 $ $ 97,840 97,840 $ $ 97,640 97,640 $ $ 409 409 0.4% 0.4% 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 FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 84.0% 80.0% 91.0% 90.0% 10.0% 12.5% 21.8% 96.5% 20.0% 92.9% 21.0% 95.7% 21.4% 94.7% 1.4% 1.8% 7.1% 1.9% 52.3% 44.4% 50.9% 50.0% 5.6% 12.5% 73.2% 66.7% 72.9% 70.0% 3.3% 5.0% 95.9% 90.0% 94.8% 99.1% 9.1% 10.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 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. 773 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 100.0% $ 153,400 153,400 2.96 $ $ 453,930 453,930 FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 150,000 150,000 3.36 $ $ 504,358 504,358 $ 137,670 137,670 3.95 $ $ 543,936 543,936 REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% $ 156,000 156,000 3.46 $ $ 539,085 539,085 $ 6,000 6,000 (0.09) 4.0% 4.0% -2.8% $ $ (34,727) (34,727) -6.9% -6.9% 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 2010 ACTUAL 100.0% $ 62 63 393.39 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 70 70 724.27 $ 69 70 469.96 25,871 25,871 $ $ 50,699 50,699 $ $ 24,390 24,390 $ $ 50,699 50,699 $ $ FY 2012 ADOPTED 100.0% $ 73 73 450.86 32,427 32,427 $ $ 32,427 32,427 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ 3 3 273.41 4.3% 4.3% 37.7% 32,913 32,913 $ $ (17,786) (17,786) -35.1% -35.1% 32,913 32,913 $ $ 17,786 17,786 35.1% 35.1% 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. 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 FY 2010 ACTUAL 84.0% $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,680,768 4,987 $ 1,685,755 $ 1,945,061 14,000 $ 1,959,061 $ 1,587,047 823 $ 1,587,870 $ 1,852,429 2,500 $ 1,854,929 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ 3,492 3,492 573.87 FY 2011 FY 2011 REVISED FORECAST 80.0% 91.0% $ 3,500 3,500 583.56 $ 2,581 2,581 737.73 FY 2012 ADOPTED 90.0% $ 3,000 3,000 649.32 REV VS ADOPTED VAR % 10.0% 12.5% $ $ (500) (500) (65.77) -14.3% -14.3% -11.3% (92,632) (11,500) (104,132) -4.8% -82.1% -5.3% (9,645) 92,629 11,500 94,484 -11.6% 4.8% 82.1% 4.6% Expenditure 72,378 1,928,131 3,434 $ 2,003,943 83,397 1,945,058 14,000 $ 2,042,455 774 82,043 1,821,222 821 $ 1,904,086 93,042 1,852,429 2,500 $ 1,947,971 $ Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Base Adjustment: Public Health Fee Fund (265) • Decrease revenue and expenditures $11,500 due to lower than anticipated fee collection in prior years. 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 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES FY 2010 ACTUAL 21.8% 96.5% $ $ $ 17,947 18,436 66.48 50,574 256,230 306,804 FY 2011 FY 2011 REVISED FORECAST 20.0% 21.0% 92.9% 95.7% $ $ $ 17,500 18,000 82.20 60,000 270,000 330,000 $ $ $ 16,775 16,983 80.25 40,564 265,672 306,236 FY 2012 ADOPTED 21.4% 94.7% $ $ 17,500 18,000 79.09 REV VS ADOPTED VAR % 1.4% 7.1% 1.8% 1.9% $ 40,564 270,000 310,564 $ $ 1,073,521 40,564 270,000 $ 1,384,085 $ $ $ 3.10 0.0% 0.0% 3.8% (19,436) (19,436) -32.4% 0.0% -5.9% 34,897 19,436 (1) 54,332 3.1% 32.4% -0.0% 3.8% Expenditure 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 851,381 56,326 285,474 $ 1,193,181 $ 1,108,418 60,000 269,999 $ 1,438,417 $ 1,051,622 40,564 253,985 $ 1,346,171 $ 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. 775 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 52.3% FY 2011 FY 2011 REVISED FORECAST 44.4% 50.9% $ 170.71 $ 213.15 $ 204.45 $ 204.80 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 343,428 343,428 $ $ 296,777 296,777 $ $ 251,066 251,066 $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 546,341 316,420 862,761 $ 662,418 296,777 959,195 $ 648,608 309,454 958,062 $ 73.2% 66.7% 5,054 21,394 FY 2012 ADOPTED 50.0% 72.9% 4,500 17,500 REV VS ADOPTED VAR % 5.6% 12.5% 70.0% 4,686 19,728 3.3% 5,000 21,000 5.0% 500 3,500 11.1% 20.0% $ 8.35 3.9% 306,766 306,766 $ $ 9,989 9,989 3.4% 3.4% 717,254 306,766 $ 1,024,020 $ (54,836) (9,989) (64,825) -8.3% -3.4% -6.8% Expenditure $ $ $ $ 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. Measure Type Result Output Demand Efficiency Expenditure 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 100 - GENERAL TOTAL USES FY 2010 ACTUAL 95.9% $ 145 1,139 507.30 $ $ 73,559 73,559 FY 2011 FY 2011 REVISED FORECAST 90.0% 94.8% $ 150 1,000 2,022.40 $ $ 303,360 303,360 $ 115 750 2,412.23 $ $ 277,406 277,406 FY 2012 ADOPTED 99.1% $ 110 720 2,792.70 $ $ 307,197 307,197 REV VS ADOPTED VAR % 9.1% 10.1% $ (40) (280) (770.30) -26.7% -28.0% -38.1% $ $ (3,837) (3,837) -1.3% -1.3% Activity Narrative: The decrease in the number of positive cases reported is a result of better testing being conducted, which is reducing the rate of false positives. 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. 776 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 100.0% 11,122 11,122 172.54 $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 445,610 74,354 519,964 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,399,877 453,111 66,021 $ 1,919,009 $ FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ $ $ 9,000 9,000 246.62 593,291 83,000 676,291 $ $ $ 8,482 8,482 248.17 522,358 76,225 598,583 FY 2012 ADOPTED 100.0% $ $ 10,500 10,500 202.04 REV VS ADOPTED VAR % 0.0% 0.0% $ 531,176 75,000 606,176 $ $ 1,515,200 531,176 75,000 $ 2,121,376 $ $ $ 1,500 1,500 44.58 16.7% 16.7% 18.1% (62,115) (8,000) (70,115) -10.5% -9.6% -10.4% (25,712) 62,119 61,802 98,209 -1.7% 10.5% 45.2% 4.4% Expenditure $ 1,489,488 593,295 136,802 $ 2,219,585 $ 1,471,928 522,358 110,690 $ 2,104,976 $ Base Adjustment: Public Health Fee Fund (265) • Decrease revenue by $8,000 due to lower than anticipated fee collection in prior years. 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. Program Results Measure Description 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 of people who indicate they always use a car seat to protect their child(ren) from injury Rate of (disease) per 100,000 population FY 2010 ACTUAL 21.7% FY 2011 FY 2011 REVISED FORECAST 26.0% 30.0% FY 2012 ADOPTED 26.0% REV VS ADOPTED VAR % 0.0% 0.0% 64.8% 60.0% 60.0% 60.0% 0.0% 0.0% 29.5% 20.0% 20.0% 20.0% 0.0% 0.0% 12.7% 88.5% 94.0% 16.0% 85.6% 96.9% 16.0% 85.3% 96.9% 16.0% 90.4% 94.0% 0.0% 4.8% (2.9%) 0.0% 5.6% -3.0% N/A N/A N/A N/A N/A N/A Activities that comprise this program include: • Women Infants and Children • Child Passenger Safety • • Supplemental Nutrition Assistance Education and Intervention Public Health Policy Development 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. 777 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Result Output Output Demand Demand Efficiency Revenue Measure Description 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 Number of adults and children educated Number of children receiving nutrition education from their teachers Anticipated number of adults and children educated Anticipated number of children receiving nutrition education from their teachers Expenditure per adult/child educated FY 2010 ACTUAL 0.0% 21.7% FY 2011 FY 2011 REVISED FORECAST N/A N/A 26.0% 26.0% FY 2012 ADOPTED N/A 26.0% REV VS ADOPTED VAR % N/A N/A 0.0% 0.0% 64.8% 60.0% 60.0% 60.0% 0.0% 0.0% 29.5% 20.0% 20.0% 20.0% 0.0% 0.0% 12.7% 7,858 3,800 16.0% 6,000 5,000 16.0% 5,953 5,000 16.0% 7,000 5,000 0.0% 1,000 - 0.0% 16.7% 0.0% 7,858 6,000 5,953 7,000 1,000 16.7% 3,800 5,000 5,000 5,000 - 0.0% $ 73.83 $ 121.86 $ 114.00 $ 100.96 $ 20.90 17.2% 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 165,679 17,232 182,911 $ 387,935 16,400 404,335 $ 344,179 12,500 356,679 $ 331,380 17,180 348,560 $ (56,555) 780 (55,775) -14.6% 4.8% -13.8% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 273,568 291,694 14,876 580,138 $ 326,841 387,935 16,400 731,176 $ 321,891 344,179 12,555 678,625 $ 358,176 331,380 17,180 706,736 $ (31,335) 56,555 (780) 24,440 -9.6% 14.6% -4.8% 3.3% $ $ $ $ $ Expenditure $ $ $ $ $ Base Adjustment: Public Health Fee Fund (265) • Increase revenue and expenditures $780. 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. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of food drafts redeemed Number client encounters Anticipated number client encounters Cost per client encounter FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 88.5% 85.6% 85.3% 90.4% 4.8% 5.6% 1,024,046 1,090,000 911,793 900,000 (190,000) -17.4% 1,024,046 1,090,000 911,793 900,000 (190,000) -17.4% $ 10.24 $ 10.39 $ 11.38 $ 12.31 $ (1.91) -18.4% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 9,425,241 $ 9,425,241 $ 11,328,259 $ 11,328,259 $ 10,378,982 $ 10,378,982 $ 11,075,725 $ 11,075,725 $ $ (252,534) (252,534) -2.2% -2.2% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 10,486,500 $ 10,486,500 $ 11,328,255 $ 11,328,255 $ 10,378,982 $ 10,378,982 $ 11,075,725 $ 11,075,725 $ $ 252,530 252,530 2.2% 2.2% Expenditure Activity Narrative: The demand for this Activity is expected to decrease in FY 2012 due to the changes in immigration laws. The reduction in revenue and expenditures in FY 2012 is a result of the completion of the WIC satellite office construction. 778 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Women, Infants, and Children Activity 1200000 92% 1000000 90% 800000 Cases 88% 600000 86% 400000 200000 84% 0 82% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result Public Health Policy Development Activity The purpose of the Public Health Policy Development Activity is to provide policies and policy guidance to the community and local organizations so they can improve community health outcomes for citizens of Maricopa County. Mandates: This is a non-mandated Activity. Measure Type Result Output Demand Efficiency Measure Description Rate of (disease) per 100,000 population Number of new policies developed Number of new policies anticipated Total activity expenditure per policy developed FY 2010 ACTUAL N/A N/A N/A N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A FY 2012 ADOPTED N/A N/A N/A N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ $ - $ $ 148,589 148,589 $ $ 370,501 370,501 $ $ 370,501 370,501 N/A N/A 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ - $ - $ 18,416 148,589 167,005 $ 518,840 370,501 889,341 $ (518,840) (370,501) (889,341) N/A N/A N/A Expenditure $ $ $ $ $ Activity Narrative: This Activity was created mid-year in FY 2011. The number of new policies anticipated and developed will not be known until the new staff is hired and begins work on this Activity. The Maternal and Child Health block grant along with a redistribution of General Funds enabled the department to add the Public Health Policy Development Activity. 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. 779 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 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 Cost per person educated FY 2010 ACTUAL 94.0% $ 6,878 6,878 134.31 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ FY 2011 FY 2011 REVISED FORECAST 96.9% 96.9% $ 8,000 8,000 132.21 $ 3,487 3,487 289.32 439,148 439,148 $ $ 929,123 929,123 $ $ 163,664 760,096 923,760 $ 169,148 888,503 $ 1,057,651 $ FY 2012 ADOPTED 94.0% REV VS ADOPTED VAR % (2.9%) -3.0% $ 1,500 1,500 775.58 $ (6,500) (6,500) (643.37) 845,443 845,443 $ $ 960,192 960,192 $ $ 31,069 31,069 163,427 845,443 $ 1,008,870 $ 203,180 960,192 $ 1,163,372 $ (34,032) (71,689) (105,721) -81.3% -81.3% -486.6% 3.3% 3.3% Expenditure $ $ -20.1% -8.1% -10.0% Activity Narrative: In FY 2012 the Activity’s increase in General Fund expenditures is due to its allocation of rent for office space. 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 responsibilities in a public health emergency Percent of exercise evaluations rated as good or excellent FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% 40.1% 75.1% 75.1% FY 2012 ADOPTED 100.0% 95.0% REV VS ADOPTED VAR % 0.0% 0.0% 19.9% 26.5% Activities that comprise this program include: • Public Health Preparedness and Response Public Health Preparedness and Response Activity The purpose of the Public Health Preparedness and Response 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. 780 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Demand Efficiency Revenue 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 3,594,201 $ 3,594,201 $ 8,797,485 $ 8,797,485 $ 4,787,884 $ 4,787,884 $ 3,836,357 $ 3,836,357 $ (4,961,128) $ (4,961,128) -56.4% -56.4% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 5,780,438 $ 5,780,438 $ 9,466,925 $ 9,466,925 $ 4,809,467 $ 4,809,467 $ 3,836,357 $ 3,836,357 $ 5,630,568 $ 5,630,568 59.5% 59.5% 40.1% 2,664 2,664 2,169.83 75.1% $ 1,200 1,200 7,889.10 FY 2012 ADOPTED 100.0% 75.1% $ 973 973 4,942.93 REV VS ADOPTED VAR % 0.0% 0.0% 95.0% $ 1,500 1,500 2,557.57 19.9% $ 300 300 5,331.53 26.5% 25.0% 25.0% 67.6% Expenditure Activity Narrative: The large decrease in expenditures and revenue in FY 2012 is a result of the FY 2011 budget includes approximately $4 million of H1N1 grant revenue and expenditures. 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 of clients enrolled for the entire plan year who had an initial or periodic exam in the plan year Percent of Planning Council members indicating satisfaction w/ staff administrative duties FY 2010 ACTUAL N/A 100.0% FY 2011 FY 2011 REVISED FORECAST N/A N/A 100.0% 100.0% FY 2012 ADOPTED 55.0% 100.0% REV VS ADOPTED VAR % N/A N/A 0.0% 0.0% Activities that comprise this program include: • Ryan White Dental Insurance • 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. 781 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of clients enrolled for the entire plan year who had an initial or periodic exam in the plan year Number of Ryan White clients receiving dental insurance Anticipated number of applicants for Ryan White Dental Insurance Expenditure per client receiving dental insurance FY 2010 ACTUAL N/A $ FY 2011 FY 2011 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 55.0% 1,399 1,305 550 600 (705) -54.0% 1,474 1,374 674 600 (774) -56.3% (1,211.95) -117.6% 1,039.42 $ 1,030.61 $ 2,552.52 $ 2,242.56 $ Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,404,227 $ 1,404,227 $ 1,344,944 $ 1,344,944 $ 1,403,884 $ 1,403,884 $ 1,345,538 $ 1,345,538 $ $ 594 594 0.0% 0.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,454,153 $ 1,454,153 $ 1,344,944 $ 1,344,944 $ 1,403,884 $ 1,403,884 $ 1,345,538 $ 1,345,538 $ $ (594) (594) -0.0% -0.0% Expenditure Activity Narrative: Based on the FY 2011 Actual, the anticipated number of applicants as well as the number of Ryan White clients receiving dental insurance is expected to significantly decrease in FY 2012. 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 2010 ACTUAL 100.0% $ 67 95 2,909.10 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 74 82 2,918.73 $ $ 63 83 2,953.24 . 186,054 186,054 $ 175,723 175,723 $ $ 215,986 215,986 194,910 194,910 $ $ 215,986 215,986 $ $ 186,054 186,054 FY 2012 ADOPTED 100.0% $ 55 65 3,639.67 $ $ $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ (19) (17) (720.94) -25.7% -20.7% -24.7% 200,182 200,182 $ $ (15,804) (15,804) -7.3% -7.3% 200,182 200,182 $ $ 15,804 15,804 7.3% 7.3% 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. Program Results Measure Description Rate of tobacco use among 8th-grade children Percent attendees reporting that they will incorporate knowledge from the session into their practice Percent of inspected facilities in compliance FY 2010 ACTUAL 8.2% 89.2% FY 2011 FY 2011 REVISED FORECAST 10.0% 10.0% 95.0% 90.2% 59.2% 50.0% 782 51.2% FY 2012 ADOPTED 16.0% 86.1% 50.0% REV VS ADOPTED VAR % 6.0% 60.0% (8.9%) -9.4% 0.0% 0.0% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activities that comprise this program include: • Tobacco Use Prevention • Tobacco Use Prevention Training for Dental Professionals • 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 Number of students educated Anticipated number of students to be educated Cost per student educated $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,915,527 $ 1,915,527 $ 1,818,366 $ 1,818,366 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,737,257 $ 1,737,257 $ 1,818,366 $ 1,818,366 Efficiency Revenue FY 2010 ACTUAL 8.2% FY 2011 FY 2011 REVISED FORECAST 10.0% 10.0% 23,656 23,656 73.44 16,000 16,000 $ 113.65 FY 2012 ADOPTED 16.0% 18,854 15,334 $ 96.32 REV VS ADOPTED VAR % 6.0% 60.0% 20,000 20,000 $ 4,000 4,000 25.0% 25.0% 90.74 $ 22.91 20.2% $ 1,815,929 $ 1,815,929 $ 1,814,790 $ 1,814,790 $ $ (3,576) (3,576) -0.2% -0.2% $ 1,815,929 $ 1,815,929 $ 1,814,790 $ 1,814,790 $ $ 3,576 3,576 0.2% 0.2% 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. 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 FY 2010 ACTUAL 89.2% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 532 - PUBLIC HEALTH GRANTS TOTAL USES FY 2011 FY 2011 REVISED FORECAST 95.0% 90.2% FY 2012 ADOPTED 86.1% REV VS ADOPTED VAR % (8.9%) -9.4% 752 675 589 320 (355) -52.6% 752 675 589 320 (355) -52.6% 59.23 $ 74.50 $ 83.28 $ 157.12 $ (82.62) -110.9% $ $ (6,204) $ (6,204) $ 50,289 50,289 $ $ 49,049 49,049 $ $ 50,279 50,279 $ $ (10) (10) -0.0% -0.0% $ $ 44,543 44,543 50,289 50,289 $ $ 49,049 49,049 $ $ 50,279 50,279 $ $ 10 10 0.0% 0.0% Expenditure $ $ Activity Narrative: The decrease of the number of dental healthcare professionals requesting training and those trained are expected to decrease in FY 2012 due to the transition from training visits to individual provider offices to online training. It is expected that demand will increase and efficiency will increase after providers become accustomed to the change in the delivery of training. 783 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 REV VS ADOPTED FY 2010 FY 2011 FY 2011 FY 2012 ACTUAL REVISED FORECAST ADOPTED VAR % 59.2% 50.0% 51.2% 50.0% 0.0% 0.0% 446 400 410 250 (150) -37.5% 446 400 410 250 (150) -37.5% $ 442.22 $ 461.78 $ 470.03 $ 738.85 $ (277.07) -60.0% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 191,311 191,311 $ $ 184,712 184,712 $ $ 192,713 192,713 $ $ 184,712 184,712 $ $ - 0.0% 0.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 197,229 197,229 $ $ 184,712 184,712 $ $ 192,713 192,713 $ $ 184,712 184,712 $ $ - 0.0% 0.0% Expenditure Activity Narrative: The numbers of inspections needed and completed are expected to decrease in FY 2012 as a result of available grant funds in FY 2012. 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 2010 ACTUAL 62.4% FY 2011 FY 2011 REVISED FORECAST 85.0% 75.3% FY 2012 ADOPTED 60.0% REV VS ADOPTED VAR % (25.0%) -29.4% Activities that comprise this program include: • Birth and Death Certificates 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. 784 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 62.4% FY 2011 FY 2011 REVISED FORECAST 85.0% 75.3% FY 2012 ADOPTED 60.0% REV VS ADOPTED VAR % (25.0%) -29.4% 365,671 359,961 290,942 275,000 (84,961) -23.6% 365,671 359,961 290,942 275,000 (84,961) -23.6% $ 8.79 $ 11.59 $ 11.06 $ 13.10 $ (1.51) -13.1% Revenue 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 3,696,917 $ 3,696,917 $ 4,094,060 $ 4,094,060 $ 3,433,891 $ 3,433,891 $ 3,428,422 $ 3,428,422 $ $ (665,638) (665,638) -16.3% -16.3% 265 - PUBLIC HEALTH FEES TOTAL USES $ 3,213,973 $ 3,213,973 $ 4,170,863 $ 4,170,863 $ 3,218,592 $ 3,218,592 $ 3,602,752 $ 3,602,752 $ $ 568,111 568,111 13.6% 13.6% Expenditure Base Adjustment: Public Health Fee Fund (265) • Decrease revenues by $665,638 and operating expenditures by $742,441 due to lower than anticipated fee collection in prior year. Public Health Fee Fund (265) Non Recurring Non Project • Increase expenditures by $174,330 in order to use fund balance for the development of the Vital Registration satellite office. Activity Narrative: The number of certified copies of birth and death certificates requested is expected to decrease from FY 2010 Actual in FY 2012 due in part to a drop in the birth rate. Consequently the decrease in demand has caused a decrease in fee collections as well. Therefore expenditures in FY 2012 will decline proportionately with demand. However, by opening a satellite office the department expects to serve more clients and increase revenue. Birth and Death Certificates Activity 400000 100% 80% Cases 300000 60% 200000 40% 100000 20% 0 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output 785 Result Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 10,787,840 $ - FY 2011 Revised Budget $ 10,787,840 $ - $ 147,645 $ 141,338 6,307 - $ 10,935,485 $ - $ 129,011 $ 63,861 65,150 - $ 11,064,496 $ 1.2% - Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Public Health Fee Fund (265) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 4,860,460 $ 4,860,460 FY 2011 Revised Budget $ 4,860,460 $ 4,860,460 FY 2012 Budget Target $ 4,860,460 $ 4,860,460 $ 33,604 $ 15,900 17,704 4,731 $ 4,731 (494,962) $ (494,962) (456,627) (456,627) 4,403,833 $ -9.4% 4,403,833 -9.4% Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Bank ing Fees Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase General Government Activity Increase Supplemental Nutrition Assistance Education & Intervention Activity Decrease Adult Immunization & Foreign Travel Services Activity Increase Child Immunizations Activity Decrease Physical Health Screening Refugees Activity Decrease TB Testing & Treatment Activity Decrease Birth and Death Certifcates Activity FY 2012 Adopted Budget Percent Change from Target Amount $ $ $ 4,731 780 (38,000) 261,000 (11,500) (8,000) (665,638) $ 786 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants X ray Software Servers $ 325,679 $ - $ 53,802 $ 53,802 - $ 379,481 $ - $ (53,802) $ (53,802) (325,679) $ (325,679) - $ - $ - $ 174,330 $ 174,330 - $ 174,330 $ - Agenda Item: C-86-11-006-M-00 FY 2011 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants X ray Software Servers Non Recurring Non Recurring Carry Forward Agenda Item: C-86-11-006-M-00 $ FY 2012 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Development of Vital Registration Satellite Office Agenda Item: $ 174,330 FY 2012 Adopted Budget Percent Change from Target Amount Public Health Fee Fund (265) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 4,127,824 $ 4,281,755 $ 4,281,755 $ 4,689,129 $ 5,098,857 Sources: Operating Total Sources: $ $ 4,463,941 4,463,941 $ $ 4,860,460 4,860,460 $ $ 4,860,460 4,860,460 $ $ 4,450,677 4,450,677 $ $ 4,403,833 4,403,833 $ $ $ $ 3,899,368 141,581 4,040,949 $ $ 4,860,460 379,481 5,239,941 $ $ 4,860,460 325,679 5,186,139 $ 4,403,833 174,330 4,578,163 Uses: Operating Non-Recurring Total Uses: $ 3,885,528 17,123 3,902,651 Structural Balance $ 578,413 $ - $ - $ 551,309 $ - Accounting Adjustments $ 15 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ 4,689,129 $ 3,956,076 $ 3,902,274 $ 5,098,857 $ 4,924,527 787 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 38,522,849 $ 38,522,849 $ 10,203,757 $ 10,203,757 10,203,757 10,203,757 FY 2011 Revised Budget $ 48,726,606 $ 48,726,606 FY 2012 Budget Target $ 48,726,606 $ 48,726,606 $ 376,404 $ 215,592 160,812 - $ (6,578,365) $ (6,578,365) (6,201,961) (6,201,961) $ 42,524,645 $ -12.7% 42,524,645 -12.7% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Public Health Grant Recon Dec 2010 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: C-86-11-031-2-00 Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 788 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Public Works Analysis by Angie Flick, Management and Budget Supervisor 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 Sustainable Environment 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: Implementation of the ESCO energy services project along with other planned conservation projects are beginning to show results. FY11 consumption calculations show a 4% reduction in electricity. The goal of 10% reduction of water consumption has been exceeded. Projected demand shows the Department should meet or exceed the 2012 goal. Solid Waste Management Transfer Stations accepts nearly all recyclables. Due to cost and budget constraints, paint is the only item not accepted at this time. Department Specific 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: Preventive Maintenance performed by FMD has been reduced to 44% due to budget constraints. Transportation has targeted 69% of its Operations & Maintenance resources (about $9 million) to pavement preventative maintenance in FY 2011 which exceeds goal expectations. 789 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Safe Communities Department Strategic Plans and Budgets Public Works 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: Flood Control (FC) is exceeding performance expectations for this goal. Critical maintenance tasks are completed within an average of 3 days. The Facilities Management Division (FMD) is also exceeding performance expectations and has completed 100% of the critical maintenance tasks within the 14 day average. Transportation has not met the standard at this time, but is working to achieve this goal by 2013. In FY 2011, in Quarter 1 80% and in Quarter 2 81.8% of reported critical transportation maintenance tasks were completed within 14 days and an in Quarter 1 12.6% and in Quarter 2 14.7% of the reported tasks were open for over 90 days. Quality Transportation 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: FC is exceeding the 85% on-time delivery goal of Capital Improvement Program projects by 2014. During FY 2008, FC executed 93% of its Capital Improvement Program; during FY 2009, FC executed 94% of its Capital Improvement Program; during FY 2010, FC executed 72% of its Capital Improvement Program. Average implementation percentage across the three fiscal years has been 86%. For FY 2011, FC anticipates exceeding 90% execution of its Capital Improvement Program. Of the 17 construction projects completed (or anticipated to be completed) during FY 2009, FY 2010 and FY 2011, 17 (100%) are (or are anticipated to be) completed on time. Utilizing the developed five year Major Maintenance and Capital Improvement Plan, FMD has completed 93.4% of scheduled FY 2011 projects on time. Transportation continues with the implementation of its new project delivery processes, and is on track to achieve an 80% delivery rate for FY 2011. 790 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Safe Communities Department Strategic Plans and Budgets Public Works 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 nonstructural 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: By the end of FY11, flood control structures and floodplain delineations will have reduced the risk of loss of life or property due to storm water flooding for 2,072,785 or 67% of Maricopa County residents. As a direct result of FMD Protective Services efforts, the public and County employees are 90% safer on County property than in the surrounding geographic areas based on law enforcement statistics and security incident reports for both the Durango & Downtown locations. In Transportation’s efforts to reduce intersection fatalities, it has nearly finalized the Roadway Safety Improvement Program document which outlines a program focused on proactive preventative measures for intersections and run off the road crashes. Once completed by the end of FY 2011, Transportation will systematically identify crash locations for improvements over the next four years. Solid Waste Management continues to identify and record Illegal dump sites locations; however, due to remediation costs and budget constraints, illegal dump sites have not been cleaned up. Quality Workforce 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 Departments and District in the Public Works constellation are taking deliberate steps to correct deficiencies or misconceptions from the Employee Satisfaction Survey (ESS) this fiscal year. Those actions include having all management Performance Management Plans include a goal and measure for the ESS to recognize the progressive actions taken. To increase trust within the organization, a Public Works Ethics Advisory Committee was formed in October 2010 and staffed with eager volunteers. Additionally, each division is actively seeking input from staff, focusing on communication and effective information sharing. 791 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % RDCS - ROADWAY CONSTRUCTION 64BT - BUILD ROADS AND STRUCT $ $ 26,550,668 $ 26,550,668 $ 38,814,115 $ 38,814,115 $ 38,814,115 $ 38,814,115 $ 36,137,133 $ 36,137,133 $ 55,085,485 $ 55,085,485 $ REGU - RIGHT OF WAY REGULATION UREL - UTILITIES ENGINEERING 64ER - ENGINEER ROADS AND STRUCTURES $ 468,992 $ 296,831 765,823 $ 400,000 $ 263,089 663,089 $ 400,000 $ 263,089 663,089 $ 500,000 $ 609,904 1,109,904 $ 400,000 $ 250,000 650,000 $ (13,089) (13,089) 0.0% -5.0% -2.0% TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRFE - TRAFF DESIGN AND STUDIES TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT $ 46,253 $ 2,987 586,844 636,084 $ 51,043 $ 625,575 676,618 $ 51,043 $ 625,575 676,618 $ 77,958 $ 271,109 349,067 $ 26,615 $ 500,000 526,615 $ (24,428) (125,575) (150,003) -47.9% N/A -20.1% -22.2% 566,310 $ 12,411 578,721 $ 450,000 $ 20,000 470,000 $ 450,000 $ 20,000 470,000 $ 723,686 $ 9,196 732,882 $ 275,000 $ 10,000 285,000 $ (175,000) (10,000) (185,000) -38.9% -50.0% -39.4% - $ 4,481,046 220,400 4,701,446 $ - $ 4,481,046 220,400 4,701,446 $ 72,179 $ 4,717,698 206,553 4,996,430 $ - $ 4,747,203 455,740 5,202,943 $ 266,157 235,340 501,497 N/A 5.9% 106.8% 10.7% (286,974) (286,974) -55.0% -55.0% $ $ 16,271,370 16,271,370 41.9% 41.9% ROAD - ROAD AND ROW MAINTENANCE TROP - TRAFFIC OPERATIONS 64RB - ROADWAY MAINTENANCE $ MONT - LANDFILL POST CLOSURE MAINT TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE DISP AND RECYCLING COLL 67SW - SOLID WASTE MANAGEMENT $ $ 88,000 $ 4,253,741 222,139 4,563,880 $ SCRT - SECURITY 70PS - PROTECTIVE SERVICES $ $ 486,979 $ 486,979 $ 522,115 $ 522,115 $ 522,115 $ 522,115 $ 339,384 $ 339,384 $ 235,141 $ 235,141 $ FACI - FACILITIES MGMT PROF SUPP SVCS ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RWAY - REAL ESTATE SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 42,835 $ 28,849,219 2,383 1,973 28,896,410 $ 42,835 $ 35,597,851 1,000 67,592 35,709,278 $ 42,835 $ 35,597,851 1,000 67,592 35,709,278 $ 42,835 $ 34,038,661 3,378 58,596 34,143,470 $ 42,835 $ 36,018,113 1,000 67,592 36,129,540 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 94,277,856 $ 94,277,856 $ 97,476,955 $ 97,476,955 $ 97,476,955 $ 97,476,955 $ 94,829,593 $ 94,829,593 $ 87,213,395 $ 87,213,395 $ (10,263,560) (10,263,560) TOTAL PROGRAMS $ 156,756,421 $ 179,033,616 $ 179,033,616 $ 172,637,863 $ 185,328,119 $ 6,294,503 320,395 $ 495,526 131,233 58,754,166 539,050 355,725 60,596,095 $ 506,685 $ 638,663 186,887 97,948,000 674,123 571,697 100,526,055 $ 506,684 $ 638,664 186,886 97,948,000 674,749 571,697 100,526,680 $ 368,557 $ 595,652 185,960 71,925,280 657,816 414,313 74,147,578 $ 509,250 $ 699,476 190,487 115,550,123 686,181 504,908 118,140,425 $ (2,566) (60,812) (3,601) (17,602,123) (11,432) 66,789 (17,613,745) -0.5% -9.5% -1.9% -18.0% -1.7% 11.7% -17.5% 1,028,115 $ 1 1,323,636 461,185 2,812,937 $ 1,056,341 $ 1,426,563 492,596 2,975,500 $ 1,057,420 $ (2) 1,426,562 492,595 2,976,575 $ 965,394 $ 139 1,306,850 463,131 2,735,514 $ 954,725 $ 1,216,752 556,265 2,727,742 $ 102,695 (2) 209,810 (63,670) 248,833 9.7% 100.0% 14.7% -12.9% 8.4% 1,220,143 $ 1,316,609 397,577 639,809 522,176 4,096,314 $ 1,493,757 $ 1,659,242 414,644 678,924 834,226 5,080,793 $ 1,493,758 $ 1,660,282 414,645 678,924 834,226 5,081,835 $ 1,567,775 $ 1,444,648 364,561 590,196 376,958 4,344,138 $ 1,501,646 $ 1,557,808 378,144 672,809 764,074 4,874,481 $ (7,888) 102,474 36,501 6,115 70,152 207,354 -0.5% 6.2% 8.8% 0.9% 8.4% 4.1% 28,682,514 $ 4,503,880 33,186,394 $ 31,855,048 $ 5,081,675 36,936,723 $ 31,908,575 $ 5,081,675 36,990,250 $ 30,361,788 $ 5,026,536 35,388,324 $ 32,314,921 $ 5,083,580 37,398,501 $ (406,346) (1,905) (408,251) -1.3% 0.0% -1.1% 58,788 $ 246,011 369,771 519,247 369,893 1,563,710 $ 143,613 $ 379,948 416,441 559,984 472,230 1,972,216 $ 143,612 $ 379,947 416,442 562,985 472,230 1,975,216 $ 76,607 $ 300,285 403,851 473,530 363,082 1,617,355 $ 68,797 $ 397,360 427,782 524,448 427,935 1,846,322 $ 74,815 (17,413) (11,340) 38,537 44,295 128,894 52.1% -4.6% -2.7% 6.8% 9.4% 6.5% 1,737,252 $ 4,930,361 833,479 7,501,092 $ 7,066,031 $ 4,750,680 414,042 12,230,753 $ 7,084,229 $ 4,910,680 437,036 12,431,945 $ 6,538,754 $ 4,688,293 551,696 11,778,743 $ 1,517,098 $ 4,704,316 455,740 6,677,154 $ 5,567,131 206,364 (18,704) 5,754,791 78.6% 4.2% -4.3% 46.3% 515,200 $ 1,089,261 1,604,461 $ 678,749 $ 1,781,113 2,459,862 $ 678,747 $ 1,781,988 2,460,735 $ 658,808 $ 1,715,177 2,373,985 $ 656,151 $ 1,754,370 2,410,521 $ $ 420,262 420,262 0.0% 1.2% 0.0% 0.0% 1.2% -10.5% -10.5% 3.5% USES CMGT - TRANSPORTATION CONSTRUCTN MGT 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 TROP - TRAFFIC OPERATIONS 64RB - ROADWAY MAINTENANCE $ ENVC - ENVIRONMENTAL CLEARANCE PART - PROJECT PARTNERSHIPS POUT - TRANSPORTATION OUTREACH COMM PROG - TRANSP PROJECT PROGRAMMING TPLN - TRANSPORTATION SYSTEM PLANNING 64SD - TRANSPORTATION PLANNING $ MONT - LANDFILL POST CLOSURE MAINT TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE DISP AND RECYCLING COLL 67SW - SOLID WASTE MANAGEMENT FCMP - FLOODPLAIN REGULATION COMPLNCE FREV - FLOODPLAIN PERMITTING 69FH - FLOOD HAZARD REGULATION $ $ $ $ $ $ 792 22,596 27,618 50,214 3.3% 1.5% 2.0% Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2010 ACTUAL PROGRAM / ACTIVITY USES 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 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 198,485 $ 390,095 1,122,377 660,991 2,371,948 $ 254,940 $ 377,728 1,204,294 779,909 2,616,871 $ 254,940 $ 377,751 1,204,291 779,908 2,616,890 $ 237,521 $ 345,039 1,227,057 742,440 2,552,057 $ 248,750 $ 358,327 1,226,855 787,682 2,621,614 $ 6,190 19,424 (22,564) (7,774) (4,724) 2.4% 5.1% -1.9% -1.0% -0.2% 2,245,610 $ 4,979,531 7,225,141 $ 2,226,212 $ 6,897,680 9,123,892 $ 2,227,851 $ 6,898,908 9,126,759 $ 2,158,262 $ 6,633,878 8,792,140 $ 2,210,367 $ 7,204,991 9,415,358 $ 17,484 (306,083) (288,599) 0.8% -4.4% -3.2% 1,446,782 $ 1,669,189 5,489,117 8,605,088 $ 2,236,760 $ 2,559,522 6,566,845 11,363,127 $ 2,237,073 $ 2,562,469 6,566,844 11,366,386 $ 1,563,821 $ 1,892,107 6,752,012 10,207,940 $ 2,276,073 $ 1,892,359 7,068,112 11,236,544 $ (39,000) 670,110 (501,268) 129,842 -1.7% 26.2% -7.6% 1.1% - $ (482) (482) $ - $ - $ - $ - $ (22) $ (22) $ - $ - $ 281,094 $ 7,177,278 7,458,372 $ 4,574,873 $ 11,018,069 15,592,942 $ 4,574,874 $ 11,018,068 15,592,942 $ 4,471,589 $ 10,354,754 14,826,343 $ 6,225,982 $ 12,015,351 18,241,333 $ (1,651,108) (997,283) (2,648,391) -36.1% -9.1% -17.0% 78,090 $ 3,533,435 3,611,525 $ 77,952 $ 4,007,193 4,085,145 $ 77,952 $ 4,007,193 4,085,145 $ 79,932 $ 3,652,285 3,732,217 $ 79,331 $ 3,811,721 3,891,052 $ (1,379) 195,472 194,093 -1.8% 4.9% 4.8% 23,111,263 $ 24,062,870 47,174,133 $ 25,138,008 $ 26,456,532 51,594,540 $ 28,227,467 $ 26,816,531 55,043,998 $ 24,111,632 $ 23,366,119 47,477,751 $ 24,371,959 $ 26,872,667 51,244,626 $ 3,855,508 (56,136) 3,799,372 13.7% -0.2% 6.9% 196,081 $ 1,830,236 947,519 564,409 3,827,968 876,785 175,536 1,477,595 9,896,129 $ 276,838 $ 2,994,314 1,142,451 794,935 4,849,370 1,162,144 174,696 1,750,997 13,145,745 $ 276,837 $ 3,019,031 1,142,447 794,933 4,833,074 1,162,146 174,697 1,751,069 13,154,234 $ 233,918 $ 3,471,242 1,105,187 704,662 4,000,115 1,023,889 143,996 1,628,668 12,311,677 $ 276,618 $ 2,555,952 1,233,421 694,607 6,293,766 1,189,949 131,904 1,717,046 14,093,263 $ 219 463,079 (90,974) 100,326 (1,460,692) (27,803) 42,793 34,023 (939,029) 0.1% 15.3% -8.0% 12.6% -30.2% -2.4% 24.5% 1.9% -7.1% 3,439,223 $ 3,133,460 6,572,683 $ 3,569,345 $ 2,921,131 6,490,476 $ 3,569,345 $ 329,307 2,921,131 6,819,783 $ 3,568,664 $ 285,007 2,893,652 6,747,323 $ 3,524,543 $ 742,293 4,266,836 $ 44,802 329,307 2,178,838 2,552,947 1.3% 100.0% 74.6% 37.4% $ 1,392,675 $ 683,325 1,193,514 2,249,852 120,676 5,640,042 $ 1,707,337 $ 771,594 1,225,906 2,634,486 126,400 6,465,723 $ 1,708,420 $ 771,593 1,225,906 2,636,879 126,399 6,469,197 $ 1,566,329 $ 758,969 1,069,279 2,712,855 124,701 6,232,133 $ 1,867,703 $ 791,121 811,584 2,406,688 128,883 6,005,979 $ (159,283) (19,528) 414,322 230,191 (2,484) 463,218 -9.3% -2.5% 33.8% 8.7% -2.0% 7.2% TOTAL PROGRAMS $ 209,915,582 $ 282,660,363 $ 286,718,570 $ 245,265,196 $ 295,091,751 $ (8,373,181) -2.9% $ DAMS - DAM SAFETY HAZD - FLOOD CONTROL CAPITAL PROJECTS MAIN - FLOOD CTRL STRUCTURE MAINT 69HR - FLOOD HAZARD REMEDIATION $ FACP - PLANNING MJMT - MAJ MAINT PLAN IMP 70BC - CAPITAL FACILITY MANAGEMENT $ BLDR - BUILDINGS AND GROUNDS FAMT - FACILITIES MAINTENANCE 70OM - BLDG OPERATIONS AND MAINT $ $ $ $ PKMT - PARKING MANAGEMENT SCRT - SECURITY 70PS - PROTECTIVE SERVICES $ FACM - FACILITIES CONSTRUCTION MGMT FPDS - FAC PLANNING AND ENERGY MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT $ 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 $ 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 $ $ $ $ $ $ 793 - N/A N/A N/A Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST $ SUBTOTAL $ 765,823 $ 765,823 $ 663,089 $ 663,089 $ 663,089 663,089 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 7,077,396 $ 4,110,336 84,950,511 8,174,181 104,312,424 $ 573,971 $ 4,421,046 88,134,046 8,414,909 101,543,972 $ 573,971 4,421,046 88,134,046 8,414,909 101,543,972 $ 74,760,242 446,974 75,207,216 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ ALL REVENUES $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 46,547,554 434,868 46,982,422 $ $ 1,153,164 $ 455,762 1,608,926 $ 153,669,595 $ 114,800 $ 2,972,026 3,086,826 $ 156,756,421 $ 74,760,242 446,974 75,207,216 $ $ 928,000 $ 391,339 1,319,339 $ 178,733,616 $ 300,000 $ 300,000 $ 179,033,616 $ 794 $ $ 928,000 $ 391,339 1,319,339 $ 178,733,616 $ 300,000 $ 300,000 $ 179,033,616 $ FY 2012 ADOPTED 1,109,904 $ 1,109,904 $ 17,930,961 4,567,074 85,800,016 8,167,608 116,465,659 $ 53,090,940 414,000 53,504,940 $ $ $ 861,969 $ 395,391 1,257,360 $ 172,337,863 $ 300,000 $ 300,000 $ 172,637,863 $ REVISED VS ADOPTED VAR % 650,000 650,000 $ $ 40,879,487 4,597,203 77,990,758 8,412,636 131,880,084 $ 50,664,914 457,141 51,122,055 $ -2.0% -2.0% 40,305,516 7022.2% 176,157 4.0% (10,143,288) -11.5% (2,273) 0.0% 30,336,112 29.9% $ (24,095,328) 10,167 (24,085,161) -32.2% 2.3% -32.0% 810,001 $ 330,239 1,140,240 $ (117,999) (61,100) (179,099) -12.7% -15.6% -13.6% 184,792,379 $ (13,089) (13,089) $ 200,000 $ 335,740 535,740 $ 185,328,119 $ 6,058,763 (100,000) 335,740 235,740 6,294,503 3.4% -33.3% N/A 78.6% 3.5% Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 40,490,064 $ 153,920 603,960 13,743,259 614,548 (13,001,309) 11,667,035 54,271,477 $ 45,464,262 $ 405,701 759,540 16,493,767 951,252 (15,979,835) 11,686,684 59,781,371 $ 45,464,262 $ 405,701 759,540 16,493,767 1,280,559 (15,979,835) 10,485,473 58,909,467 $ 41,170,849 $ 180,217 711,187 15,004,478 1,121,189 (14,215,022) 11,303,149 55,276,047 $ 42,403,257 $ 228,680 758,844 16,136,660 852,568 (13,560,089) 11,302,351 58,122,271 $ 3,061,005 177,021 696 357,107 427,991 (2,419,746) (816,878) 787,196 6.7% 43.6% 0.1% 2.2% 33.4% -15.1% -7.8% 1.3% SUBTOTAL $ 2,996,877 $ 1,535 1,690,583 391,997 (227,322) 226,536 5,080,206 $ 3,789,997 $ 1,975,633 814,900 (299,803) 291,217 6,571,944 $ 3,794,997 $ 1,975,633 814,900 (299,803) 291,217 6,576,944 $ 3,895,287 $ 31 2,072,199 648,770 (295,407) 283,816 6,604,696 $ 4,601,436 $ 2,059,121 978,788 (482,458) 293,559 7,450,446 $ (806,439) (83,488) (163,888) 182,655 (2,342) (873,502) -21.3% N/A -4.2% -20.1% 60.9% -0.8% -13.3% SERVICES 0809 - DAMAGES PAID $ 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 $ 1,440 $ 302,501 29,525,774 864,731 43,199,720 968,055 5,679,981 104,080 165,496 565,312 20,608,503 (12,606,514) 12,594,505 101,973,584 $ - $ 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 $ - $ 336,081 900 35,169,648 782,549 56,099,879 1,001,560 5,687,222 197,468 284,934 682,281 27,408,795 (15,682,234) 15,963,826 127,932,909 $ - $ 272,956 647 32,342,227 798,162 53,505,133 985,580 5,401,964 178,088 232,517 595,026 23,740,766 (13,475,900) 13,531,395 118,108,561 $ - $ 451,809 900 37,230,877 750,315 49,222,274 92,800 9,923,823 200,270 304,758 682,281 27,468,796 (136,661) 265,284 126,457,526 $ (115,728) (2,061,229) 32,234 6,877,605 908,760 (4,236,601) (2,802) (19,824) (60,001) (15,545,573) 15,698,542 1,475,383 N/A -34.4% 0.0% -5.9% 4.1% 12.3% 90.7% -74.5% -1.4% -7.0% 0.0% -0.2% -99.1% 98.3% 1.2% CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 2,348,574 $ 1,575,547 422,438 2,372,388 34,686,751 560,518 41,966,216 $ 10,650,000 $ 977,340 254,800 7,745,671 67,086,000 728,400 87,442,211 $ 3,629,500 $ 1,002,059 254,800 7,745,671 76,298,428 728,400 89,658,858 $ 9,540,636 $ 186,666 535,677 5,483,774 45,566,870 375,407 61,689,030 $ 6,330,000 $ 1,861,776 7,603,355 87,225,000 39,514 1,863 103,061,508 $ (2,700,500) -74.4% 1,002,059 100.0% (1,606,976) -630.7% 142,316 1.8% (10,926,572) -14.3% 688,886 94.6% (1,863) N/A (13,402,650) -14.9% ALL EXPENDITURES $ 203,291,483 $ 279,091,699 $ 283,078,178 $ 241,678,334 $ 295,091,751 $ (12,013,573) OTHER FINANCING USES $ 0880 - TRANSFERS OUT ALL OTHER FINANCING USES $ 6,624,099 $ 6,624,099 $ 3,568,664 $ 3,568,664 $ 3,640,392 $ 3,640,392 $ 3,586,862 $ 3,586,862 $ - $ - $ TOTAL USES $ 209,915,582 $ 282,660,363 $ 286,718,570 $ 245,265,196 $ 295,091,751 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 795 3,640,392 3,640,392 (8,373,181) -4.2% 100.0% 100.0% -2.9% Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 223 TRANSPORTATION GRANTS NON-RECURRING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 613,445 $ 613,445 $ 604,827 $ 604,827 $ 604,827 $ 604,827 $ 426,007 $ 426,007 $ 317,853 $ 317,853 $ (286,974) (286,974) -47.4% -47.4% $ FUND TOTAL SOURCES $ 916,894 $ 916,894 $ 573,971 $ 573,971 $ 573,971 $ 573,971 $ 544,195 $ 544,195 $ 500,000 $ 500,000 $ (73,971) (73,971) -12.9% -12.9% $ 625 $ 116,354 116,979 $ - $ - $ - $ - $ (147) $ 75,038 74,891 $ - $ - $ SOURCES $ 95,289,395 $ 10,000 95,299,395 $ 98,701,418 $ 98,701,418 $ 98,701,418 $ 98,701,418 $ 96,532,755 $ 96,532,755 $ 88,278,036 $ 88,278,036 $ $ SOURCES $ 4,271,782 $ 4,271,782 $ 4,511,046 $ 4,511,046 $ 4,511,046 $ 4,511,046 $ 4,726,404 $ 4,726,404 $ 4,757,203 $ 4,757,203 $ $ SOURCES $ 232,179 $ 88,000 320,179 $ 318,400 $ 318,400 $ 318,400 $ 318,400 $ 194,893 $ 62,211 257,104 $ 289,966 $ 165,775 455,741 $ $ SOURCES $ 28,667,079 $ 28,667,079 $ 35,509,839 $ 35,509,839 $ 35,509,839 $ 35,509,839 $ 33,939,374 $ 33,939,374 $ $ SOURCES $ 59,132,928 $ 59,132,928 $ 75,612,541 $ 75,612,541 $ 75,612,541 $ 75,612,541 $ $ SOURCES $ (32,582,260) $ (32,582,260) $ (36,798,426) $ (36,798,426) $ (36,798,426) $ (36,798,426) $ 581 SOLID WASTE GRANTS OPERATING NON-RECURRING FUND TOTAL 232 TRANSPORTATION OPERATIONS OPERATING NON-RECURRING FUND TOTAL 290 WASTE TIRE OPERATING FUND TOTAL 580 SOLID WASTE MANAGEMENT OPERATING NON-RECURRING FUND TOTAL 988 PUBLIC WORKS FLOOD CONTROL OPERATING FUND TOTAL 234 TRANSPORTATION CAPITAL PROJECT NON-RECURRING FUND TOTAL 900 ELIMINATIONS NON-RECURRING FUND TOTAL SOURCES $ $ (10,423,382) (10,423,382) N/A N/A N/A -10.6% N/A -10.6% 246,157 246,157 5.5% 5.5% (28,434) 165,775 137,341 -8.9% N/A 43.1% 35,933,801 $ 35,933,801 $ 423,962 423,962 1.2% 1.2% 72,935,560 $ 72,935,560 $ 83,496,904 $ 83,496,904 $ 7,884,363 7,884,363 10.4% 10.4% (36,798,427) $ (36,798,427) $ (28,411,419) $ (28,411,419) $ 8,387,007 8,387,007 -22.8% -22.8% (10,068,671) 16,363,174 6,294,503 -7.2% 41.5% 3.5% DEPARTMENT OPERATING TOTAL SOURCES $ 129,074,505 $ 139,645,530 $ 139,645,530 $ 135,819,286 $ 129,576,859 $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ 27,681,916 $ 39,388,086 $ 39,388,086 $ 36,818,577 $ 55,751,260 $ DEPARTMENT TOTAL SOURCES $ 156,756,421 $ 179,033,616 $ 179,033,616 $ 172,637,863 $ 185,328,119 $ 796 - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Sources and Uses by Fund and Function (continued) FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 34,198,078 $ 738,939 34,937,017 $ 44,514,611 $ 1,061,000 45,575,611 $ 44,514,611 $ 4,510,459 49,025,070 $ 38,796,897 $ 2,923,524 41,720,421 $ 47,718,565 $ 1,337,495 49,056,060 $ $ FUND TOTAL USES $ 339,480 $ 339,480 $ 573,971 $ 573,971 $ 573,971 $ 573,971 $ 544,195 $ 544,195 $ 500,000 $ 500,000 $ 73,971 73,971 12.9% 12.9% $ FUND TOTAL USES $ 65,464 $ 65,464 $ - $ - $ 22,994 $ 22,994 $ 15,360 $ 15,360 $ - $ - $ 22,994 22,994 100.0% 100.0% $ 54,548,324 $ 35,567,886 90,116,210 $ 60,745,610 $ 37,582,426 98,328,036 $ 60,745,610 $ 37,920,963 98,666,573 $ 57,007,486 $ 37,668,041 94,675,527 $ 58,474,290 $ 29,929,227 88,403,517 $ 2,271,320 7,991,736 10,263,056 3.7% 21.1% 10.4% FUND TOTAL USES $ 24,750,908 $ 83,161 24,834,069 $ 27,086,421 $ 971,128 28,057,549 $ 27,086,421 $ 971,128 28,057,549 $ 25,399,886 $ 861,889 26,261,775 $ 27,118,765 $ 27,118,765 $ (32,344) 971,128 938,784 $ FUND TOTAL USES $ 4,993,215 $ 4,993,215 $ 4,816,896 $ 4,816,896 $ 4,976,896 $ 4,976,896 $ 4,754,508 $ 4,754,508 $ 4,757,203 $ 4,757,203 $ 219,693 219,693 4.4% 4.4% $ 1,972,488 $ 780,659 2,753,147 $ 2,008,369 $ 5,716,000 7,724,369 $ 2,008,369 $ 5,734,198 7,742,567 $ 1,971,686 $ 5,330,979 7,302,665 $ 1,993,701 $ 190,000 2,183,701 $ 14,668 5,544,198 5,558,866 0.7% 96.7% 71.8% USES $ 28,667,100 $ 28,667,100 $ 35,509,839 $ 35,509,839 $ 35,509,839 $ 44,300 35,554,139 $ 33,939,374 $ 33,939,374 $ 35,933,801 $ 35,933,801 $ (423,962) 44,300 (379,662) -1.2% 100.0% -1.1% $ USES $ 55,792,140 $ 55,792,140 $ 98,872,518 $ 98,872,518 $ 98,897,237 $ 98,897,237 $ 72,849,798 $ 115,550,123 $ 72,849,798 $ 115,550,123 $ (16,652,886) (16,652,886) -16.8% -16.8% $ USES $ (32,582,260) $ (32,582,260) $ (36,798,426) $ (36,798,426) $ (36,798,426) $ (36,798,426) $ (28,411,419) $ (28,411,419) $ (8,387,007) (8,387,007) 22.8% 22.8% DEPARTMENT OPERATING TOTAL USES $ 149,130,113 $ 174,681,746 $ 174,841,746 $ 161,869,837 $ 175,996,325 $ DEPARTMENT NON-RECURRING TOTAL USES $ 60,785,469 $ 107,978,617 $ 111,876,824 $ 83,395,359 $ 119,095,426 $ DEPARTMENT TOTAL USES $ 209,915,582 $ 282,660,363 $ 286,718,570 $ 245,265,196 $ 295,091,751 $ (1,154,579) (7,218,602) (8,373,181) -0.7% -6.5% -2.9% 223 TRANSPORTATION GRANTS NON-RECURRING 581 SOLID WASTE GRANTS NON-RECURRING $ FY 2011 ADOPTED 232 TRANSPORTATION OPERATIONS OPERATING NON-RECURRING FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING NON-RECURRING 290 WASTE TIRE OPERATING $ 580 SOLID WASTE MANAGEMENT OPERATING NON-RECURRING FUND TOTAL 988 PUBLIC WORKS FLOOD CONTROL OPERATING NON-RECURRING FUND TOTAL 234 TRANSPORTATION CAPITAL PROJECT NON-RECURRING FUND TOTAL 900 ELIMINATIONS NON-RECURRING FUND TOTAL USES $ $ 797 (36,798,427) $ (36,798,427) $ (3,203,954) 3,172,964 (30,990) -7.2% 70.3% -0.1% -0.1% 100.0% 3.3% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works 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 FACILITIES MAINTENANCE PROGRAM TOTAL BUILD ROADS AND STRUCT LAND SURVEYING SERVICES MATERIALS TECHNOLOGY TIP PROGRAM MGT TRANSPORTATION CONSTRUCTN MGT TRANSPORTATION PROJECT MGT PROGRAM TOTAL CAPITAL FACILITIES DEVELOPMENT FAC PLANNING AND ENERGY MGMT FACILITIES CONSTRUCTION MGMT PROGRAM TOTAL ENGINEER ROADS AND STRUCTURES IMPROVEMENT DISTRICT ADMIN RIGHT OF WAY REGULATION ROADS STRUCTURES STDS DSGN UTILITIES ENGINEERING PROGRAM TOTAL FLOOD HAZARD IDENTIFICATION FLOOD HAZARD PLANNING FLOODPLAIN DELINEATION PROGRAM TOTAL FLOOD HAZARD OUTREACH FLOOD CNTRL PUBLIC INFORMATION FLOOD CUSTOMER SERVICE FLOOD SAFETY EDUCATION FLOOD WARNING PROGRAM TOTAL FLOOD HAZARD REGULATION FLOODPLAIN PERMITTING FLOODPLAIN REGULATION COMPLNCE PROGRAM TOTAL FLOOD HAZARD REMEDIATION DAM SAFETY FLOOD CONTROL CAPITAL PROJECTS FLOOD CTRL STRUCTURE MAINT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT PROGRAM TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 3.85 26.00 5.00 17.45 8.70 17.00 28.00 4.00 110.00 3.85 26.00 5.00 17.45 9.70 17.00 28.00 3.00 110.00 3.85 26.00 5.00 17.45 9.70 17.00 28.00 3.00 110.00 3.85 24.50 5.00 17.45 9.70 17.00 28.00 3.00 108.50 3.85 26.00 5.00 18.45 9.70 17.00 28.00 2.00 110.00 1.00 (1.00) - 0.0% 0.0% 0.0% 5.7% 0.0% 0.0% 0.0% (33.3%) 0.0% 5.00 103.00 108.00 5.00 99.00 104.00 5.00 99.00 104.00 4.00 99.00 103.00 4.00 108.00 112.00 (1.00) 9.00 8.00 (20.0%) 9.1% 7.7% 16.00 11.00 9.00 11.00 4.00 51.00 16.00 11.00 9.00 11.00 4.00 51.00 16.00 11.00 9.00 11.00 4.00 51.00 16.00 12.00 8.00 11.00 4.00 51.00 16.00 12.00 8.00 11.00 4.00 51.00 1.00 (1.00) - 0.0% 9.1% (11.1%) 0.0% 0.0% 0.0% 10.00 6.00 16.00 13.00 9.00 22.00 13.00 9.00 22.00 13.00 10.00 23.00 16.00 10.00 26.00 3.00 1.00 4.00 23.1% 11.1% 18.2% 2.00 21.00 17.00 6.00 46.00 2.00 19.00 14.00 9.00 44.00 2.00 19.00 14.00 9.00 44.00 2.00 19.00 13.00 9.00 43.00 2.00 16.00 13.00 9.00 40.00 (3.00) (1.00) (4.00) 0.0% (15.8%) (7.1%) 0.0% (9.1%) 17.27 12.10 29.37 16.22 10.60 26.82 16.22 10.60 26.82 16.62 11.10 27.72 16.62 11.10 27.72 .40 .50 .90 2.5% 4.7% 3.4% 2.55 5.08 4.15 9.78 21.56 2.55 5.58 4.05 10.18 22.36 2.55 5.58 4.05 10.18 22.36 2.55 5.58 4.05 10.18 22.36 2.55 5.58 4.05 10.18 22.36 - 0.0% 0.0% 0.0% 0.0% 0.0% 14.60 7.55 22.15 15.20 8.65 23.85 15.20 8.65 23.85 15.20 8.65 23.85 15.20 8.65 23.85 - 0.0% 0.0% 0.0% 10.12 33.85 55.20 99.17 11.22 32.90 59.10 103.22 11.22 32.90 59.10 103.22 10.57 33.90 60.10 104.57 10.57 33.90 60.10 104.57 (.65) 1.00 1.00 1.35 (5.8%) 3.0% 1.7% 1.3% 17.00 3.00 9.00 16.50 2.00 47.50 17.00 3.00 9.00 17.50 2.00 48.50 17.00 3.00 9.00 17.50 2.00 48.50 19.00 2.00 6.50 17.50 2.00 47.00 18.00 2.00 7.00 17.50 2.00 46.50 1.00 (1.00) (2.00) (2.00) 5.9% (33.3%) (22.2%) 0.0% 0.0% (4.1%) 798 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Staffing by Program and Activity (continued) PROGRAM/ACTIVITY PROTECTIVE SERVICES PARKING MANAGEMENT SECURITY PROGRAM TOTAL ROADWAY MAINTENANCE ROAD AND ROW MAINTENANCE TRAFFIC OPERATIONS PROGRAM TOTAL SOLID WASTE MANAGEMENT LANDFILL POST CLOSURE MAINT WASTE DISP AND RECYCLING COLL WASTE TIRE COLLECT DISPOSAL PROGRAM TOTAL TRAFFIC MANAGEMENT EMERGENCY TRAFFIC MANAGEMENT REAL TIME TRAFFIC MANAGEMENT REGIONAL TRAFFIC MGT SUPPORT TRAFF DESIGN AND STUDIES TRAFF SIGNAL AND ITS FIELD SVS PROGRAM TOTAL TRANSPORTATION PLANNING ENVIRONMENTAL CLEARANCE PROJECT PARTNERSHIPS TRANSP PROJECT PROGRAMMING TRANSPORTATION OUTREACH COMM TRANSPORTATION SYSTEM PLANNING PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.50 77.00 78.50 1.50 77.00 78.50 1.50 77.00 78.50 1.50 76.00 77.50 1.50 74.00 75.50 (3.00) (3.00) 0.0% (3.9%) (3.8%) 171.00 55.00 226.00 164.00 54.00 218.00 164.00 54.00 218.00 164.00 54.00 218.00 153.00 54.00 207.00 (11.00) (11.00) (6.7%) 0.0% (5.0%) 8.00 8.00 12.50 28.50 9.00 7.00 12.50 28.50 9.00 7.00 12.50 28.50 6.50 8.00 13.00 27.50 9.00 7.00 10.50 26.50 (2.00) (2.00) 0.0% 0.0% (16.0%) (7.0%) 2.00 5.00 21.00 10.00 38.00 2.00 5.00 1.00 21.00 10.00 39.00 2.00 5.00 1.00 21.00 10.00 39.00 2.00 5.00 21.00 10.00 38.00 2.00 5.00 1.00 20.00 10.00 38.00 (1.00) (1.00) 0.0% 0.0% 0.0% (4.8%) 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 26.00 945.75 3.00 5.00 7.00 6.00 5.00 26.00 945.75 3.00 5.00 8.00 6.00 4.00 26.00 941.00 2.00 5.00 7.00 6.00 4.00 24.00 935.00 (1.00) (1.00) (2.00) (10.75) (33.3%) 0.0% 0.0% 0.0% (20.0%) (7.7%) (1.1%) Staffing by Market Range Title MARKET RANGE TITLE PUBLIC WORKS Accountant Accounting Specialist Admin/Operations Specialist Admin/Operations Supv Administrative Staff Supv Administrative Supervisor Administrator Applications Development Mgr Applications Development Supv Appraiser Supervisor Assistant County Manager Atmospheric Science Pro Business/Systems Analyst Business/Systems Analyst-Sr/Ld Chemical Applicatns Tech Chief Administrator - BOS Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Community Justice Coordinator Construction Maintenance Supv Contract Service Monitor - Facilities Crew Leader Database Administrator Deputy Director Development Svcs Specialist 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 3.00 13.00 16.00 3.00 2.00 10.00 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 4.00 12.00 16.00 3.00 2.00 9.00 799 FY 2011 REVISED 7.00 8.00 19.00 1.00 5.00 2.00 1.00 3.00 3.00 1.00 1.00 1.00 5.00 6.00 3.00 4.00 12.00 5.00 16.00 3.00 2.00 9.00 FY 2011 FY 2012 FORECAST ADOPTED 7.00 8.00 20.00 5.00 2.00 1.00 2.00 2.00 1.00 1.00 1.00 5.00 1.00 5.00 3.00 4.00 12.00 5.00 16.00 3.00 2.00 9.00 7.00 8.00 20.00 5.00 2.00 1.00 2.00 2.00 1.00 1.00 1.00 2.00 5.00 1.00 5.00 3.00 2.00 11.00 5.00 16.00 3.00 2.00 8.00 REVISED TO ADOPTED VARIANCE VAR % 1.00 (1.00) (1.00) (1.00) 2.00 1.00 (1.00) (2.00) (1.00) (1.00) 0.0% 0.0% 5.3% (100.0%) 0.0% 0.0% 0.0% (33.3%) (33.3%) N/A 0.0% 0.0% 0.0% N/A 0.0% N/A (16.7%) 0.0% (50.0%) (8.3%) 0.0% 0.0% 0.0% 0.0% (11.1%) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Staffing by Market Range Title (continued) MARKET RANGE TITLE Development Svcs Supervisor Director Director - Facilities Mgt Director - Geographic Information Systems 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 Facilities Manager - Capital Projects Facilities Project Manager Facilities Project Manager - Capital Facilities Project Manager Supervisor Field Operations Supervisor Finan/Business Analyst - Dept Financial Supervisor - Dept Financial Support Supv - Dept General Laborer General Maintenance Worker GIS Programmer/Analyst GIS Technician Grant-Contract Administrator Heavy Equipment Operator 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 Supervisor Materials Testing Technician Mechanic - Automotive Media Specialist Office Assistant Office Assistant Specialized Operations Manager Operations Supervisor - PW FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 9.00 9.00 7.00 9.00 26.00 56.75 27.75 7.00 18.00 35.00 3.00 4.00 23.00 18.00 13.00 58.00 38.00 2.00 57.00 56.00 3.00 3.00 22.00 21.00 5.00 6.00 1.00 1.00 2.00 2.00 3.00 3.00 62.00 62.00 11.00 11.00 1.00 1.00 40.00 39.00 1.00 1.00 3.00 5.00 1.00 3.00 3.00 1.00 1.00 9.00 7.00 30.00 40.00 4.00 4.00 1.00 3.00 3.00 1.00 1.00 1.00 1.00 3.00 11.00 1.00 12.00 14.00 3.00 3.00 5.00 5.00 1.00 1.00 5.00 5.00 32.50 29.50 9.00 10.00 4.00 8.00 12.00 800 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 N/A 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 9.00 9.00 10.00 1.00 11.1% 9.00 9.00 10.00 1.00 11.1% 56.75 55.00 54.00 (2.75) (4.8%) N/A N/A 34.00 35.00 35.00 1.00 2.9% 4.00 4.00 4.00 0.0% 23.00 23.00 23.00 0.0% 13.00 14.00 14.00 1.00 7.7% 37.00 38.00 38.00 1.00 2.7% N/A 56.00 56.00 56.00 0.0% 3.00 3.00 4.00 1.00 33.3% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 5.00 6.00 6.00 1.00 20.0% 1.00 1.00 1.00 0.0% 20.00 19.00 17.00 (3.00) (15.0%) 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 0.0% 62.00 62.00 58.00 (4.00) (6.5%) 11.00 10.00 10.00 (1.00) (9.1%) 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 39.00 41.00 41.00 2.00 5.1% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% N/A 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 36.00 37.00 36.00 0.0% 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 12.00 11.00 10.00 (2.00) (16.7%) 1.00 1.00 1.00 0.0% N/A 17.00 19.00 19.00 2.00 11.8% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 29.50 29.00 24.50 (5.00) (16.9%) 10.00 9.00 9.00 (1.00) (10.0%) N/A 9.00 9.00 12.00 3.00 33.3% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Staffing by Market Range Title (continued) MARKET RANGE TITLE 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 Public Works Chief Appraiser Real Property Manager Real Property Specialist Real Property Supervisor Road Technician Security Administrator 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 Manager Trades Specialist Trades Supervisor Traffic Signal Technician Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2010 FY 2011 ADOPTED ADOPTED 2.00 7.00 3.00 2.00 1.00 1.00 6.00 7.00 9.00 11.00 7.00 4.00 3.00 15.00 1.00 1.00 2.00 2.00 7.00 7.00 2.00 2.00 4.00 7.00 1.00 6.00 5.00 2.00 2.00 15.00 9.00 10.00 10.00 21.00 21.00 65.50 65.50 3.00 3.00 4.00 4.00 1.00 1.00 9.00 1.00 1.00 2.00 2.00 1.00 4.00 2.00 1.00 1.00 1.00 31.00 33.00 46.00 46.00 7.00 7.00 9.00 9.00 2.00 2.00 1.00 1.00 950.75 945.75 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 4.00 3.00 5.00 1.00 25.0% 1.00 1.00 1.00 0.0% 1.00 (1.00) (100.0%) 7.00 7.50 8.00 1.00 14.3% 11.00 9.00 8.00 (3.00) (27.3%) N/A 3.00 3.00 3.00 0.0% N/A 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 7.00 7.00 7.00 0.0% 2.00 2.00 2.00 0.0% 7.00 5.00 7.00 0.0% N/A 5.00 5.00 4.00 (1.00) (20.0%) 2.00 2.00 2.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 10.00 11.00 11.00 1.00 10.0% 3.00 3.00 (3.00) (100.0%) 21.00 21.00 21.00 0.0% 1.00 N/A 65.50 65.50 63.50 (2.00) (3.1%) 3.00 3.00 3.00 0.0% 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% N/A 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% N/A 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 33.00 31.00 33.00 0.0% 1.00 1.00 1.00 0.0% 46.00 46.00 50.00 4.00 8.7% 7.00 7.00 8.00 1.00 14.3% 9.00 9.00 9.00 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% 945.75 941.00 935.00 (10.75) (1.1% ) FY 2010 ADOPTED FY 2011 REVISED Staffing by Fund FULL TIME EQUIVALENT (FTE) 910 PUBLIC WORKS 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 181.50 522.00 32.00 12.50 18.00 184.75 950.75 FY 2011 ADOPTED 183.50 1.00 509.00 32.00 12.50 18.00 189.75 945.75 183.50 1.00 509.00 32.00 12.50 18.00 189.75 945.75 FY 2011 FY 2012 FORECAST ADOPTED 183.50 506.50 31.00 13.00 15.00 192.00 941.00 193.50 1.00 489.00 31.00 10.50 18.00 192.00 935.00 REVISED TO ADOPTED VARIANCE VAR % 10.00 (20.00) (1.00) (2.00) 2.25 (10.75) 5.4% 0.0% (3.9%) (3.1%) (16.0%) 0.0% 1.2% (1.1% ) Significant Variance Analysis Public Works reduced their staff by a total of 10.75 Full Time Equivalents (FTEs). Transportation reduced their staff by 20 FTEs for positions which had been vacant for some time. Flood Control and 801 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste had minor activity in regards to their FTEs. Facilities Management is increasing their FTEs by 10.0 due to the Integrated Workspace Management System and the Court Tower coming on-line in FY 2012. 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 Increase Regular Benefits by $13,260 for employee health and dental fixed benefit based on switching from an individual department rate to a countywide rate. o Increase Regular Benefits by $72,140 for retirement contribution rate increase. • Transportation Grants Fund (223): o Increase Regular Benefits by $48 for employee health and dental fixed benefit based on switching from an individual department rate to a countywide rate. o Increase Regular Benefits by $342 for retirement contribution rate increase. • Transportation Operations Fund (232): o Increase Regular Benefits by $24,432 for employee health and dental fixed benefit based on switching from an individual department rate to a countywide rate. o Increase Regular Benefits by $231,435 for retirement contribution rate increase. • Detention Fund (255): o Increase Regular Benefits by $1,488 for employee health and dental fixed benefit based on switching from an individual department rate to a countywide rate. o Increase Regular Benefits by $12,546 for retirement contribution rate increase. • Waste Tire Fund (290): o Increase Regular Benefits by $5,052 for employee health and dental fixed benefit based on switching from an individual department rate to a countywide rate. o Increase Regular Benefits by $3,498 for retirement contribution rate increase. • Waste Management Fund (580): o Increase Regular Benefits by $864 for employee health and dental fixed benefit based on switching from an individual department rate to a countywide rate. o Increase Regular Benefits by $6,289 for retirement contribution rate increase. • Public Works Flood Control Fund (988): o Increase Regular Benefits by $9,408for employee health and dental fixed benefit based on switching from an individual department rate to a countywide rate. o Increase Regular Benefits by $97,925 for retirement contribution rate increase. rate rate rate rate rate rate rate Revenues: • • • General Fund (100): o $286,974 decrease in security services provided to the Human Services Campus and the Library District. Transportation Operations (232): o $10,1453,288 decrease in Highways Users Revenue Fund (HURF) due to the State shifting resources to Department of Public Safety and the Division of Motor Vehicles as well as a downward trend in Elliott Pollack’s forecast. o $277,821 decrease in Licenses and Permits due to a downward trend in the housing and development market. Transportation Capital Projects (234): o $16,271,370 net increase in Revenue due to increase in revenue from the Northern Avenue Project. 802 Maricopa County Annual Business Strategies FY 2012 Adopted Budget • • Department Strategic Plans and Budgets Public Works o $40,379,487 increase in Grant Revenue due to the Northern Avenue Project. o $8,387,007 reduction in Revenue due to the decrease in HURF revenue. Waste Tire (290): o $246,157 increase in Revenue due to increased environmental fee payments received in FY 2011 from the State. Solid Waste Management (580): o $100,399 decrease in Revenue due to transfer station revenue decreases. o $98,000 decrease in Revenue due to interest earnings reduction for fund balance depletion. o $165,775 increase in Revenue in Non Recurring Non Project for the return of funding that remained in the capital fund for the transfer station upgrades. Expenditures: • • • • • General Fund (100): o $111,220 increase for County-wide janitorial contract increases. o $359,907 increase for staff and related operational costs for the Integrated Workspace Management System (IWMS). o $2,155,961 increase for maintenance costs associated with the Santa Fe Depot and the new Court Tower facilities opening. o $34,824 increase for restatement of risk management charges from Non Departmental. o $138,299 increase for restatement of equipment services charges for vehicle maintenance and repair. o $227,152 increase for restatement of baseline telecommunications. o $76,291 increase for restatement of radio charges. o $15,000 increase for restatement of construction audits. o $93,433 increase in Non Recurring Non Project for continuation of the Casegoods Management project. o $1,243,432 increase in Non Recurring Major Maintenance for the Data Center Generator project. Transportation Operations (232): o $232,099 decrease in risk management and other internal service charges. Waste Tire Fund (290): o $237,607 increase in expenditures due to expected cost of recycling tires. Solid Waste Management (580): o $190,000 increase in Non Recurring Non Project carry forward for water truck not received in FY 2011. Public Works Flood Control (988): o $168,595 increase carry forward for water truck not received in FY 2011. o $245,896 decrease for debt service payments on Technology Finance Program debts which have been paid in full. 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. 803 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works 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 contract insurance policies that do not lapse beyond expiration date 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 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 design projects serviced on time by Materials Technology FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 82.4% 82.4% FY 2012 ADOPTED 80.0% REV VS ADOPTED VAR % (2.4%) -2.9% 100.0% 82.4% 82.4% 80.0% (2.4%) -2.9% N/A 5.0% 5.0% 5.0% 0.0% 0.0% N/A N/A N/A 89.6% N/A N/A 100.0% 88.0% 88.0% 87.5% (0.5%) -0.6% 100.0% 88.0% 88.0% 87.5% (0.5%) -0.6% N/A 88.0% 88.0% 87.5% (0.5%) -0.6% N/A 90.0% 90.0% 80.0% (10.0%) -11.1% 85.0% 85.0% 85.0% 85.0% 0.0% 0.0% 90.2% 85.9% 85.4% 82.2% (3.7%) -4.4% 0.0% 8.0% 0.0% 2.7% (5.3%) -66.3% 81.0% N/A N/A 86.7% N/A N/A N/A 95.0% 95.0% 85.0% (10.0%) -10.5% N/A N/A N/A 86.7% N/A N/A 100.0% 100.0% 97.7% 100.0% 0.0% 0.0% Activities that comprise this program include: • Land Surveying Services • Materials Technology • Roadway Construction • • • Transportation Construction Management Transportation Improvement Program Management Transportation Project Management 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. 804 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 90.2% FY 2011 FY 2011 REVISED FORECAST 85.9% 84.8% 0.0% $ 164 197 3,286.89 $ $ 539,050 539,050 8.0% $ 265 300 2,546.22 $ $ 674,749 674,749 3.2% $ 198 280 3,322.30 $ $ 657,816 657,816 REV VS ADOPTED VAR % (3.7%) -4.4% FY 2012 ADOPTED 82.2% 2.7% (5.3%) -66.3% -30.2% -11.7% -45.7% -1.7% -1.7% $ 185 265 3,709.09 $ (80) (35) (1,162.86) $ $ 686,181 686,181 $ $ (11,432) (11,432) Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES Land Survey Requests 10% 300 8% 250 200 6% 150 4% 100 2% 50 0 0% FY 10 Actual FY 11 Revised Demand FY 11 Forecast FY 12 Adopted Output Result Construction Project Delay Claims Land Survey Requests and Impact on Construction Schedules 350 Activity Narrative: The increase from FY 2010 to FY 2011 in percent of construction project delay claims due to survey not meeting the schedule can be attributed to a change in the metholodology for calculating this result measure. The rate is decreasing from FY 2011 to FY 2012 as staff anticipates that delay claims would be based on certain tasks in the project, not based on the entire project. The number Land Survey requests are projected to decrease from FY 2011 to FY 2012 as larger survey projects are anticipated. Larger survey projects take more time, resulting in fewer projects being completed by the end of the fiscal year. The Department's efficiency will increase in FY 2012 with the anticipated decrease in output. 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. 805 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Output Output Output Demand Demand Demand Demand Efficiency Efficiency Measure Description Percent of design projects serviced on time by Materials Technology Number of miles County roadway pavement condition evaluations completed Number of quality assurance tests completed FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 97.7% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 851 1,540 1,515 1,540 - 0.0% 4,870 67 2,500 60 3,699 68 2,520 60 20 - 0.8% 0.0% 52 1,535 38 1,540 44 1,540 38 1,540 - 0.0% 0.0% 67 60 68 60 - 0.0% 38 2,500 414.72 44 3,724 393.17 38 2,520 454.21 Number of construction and maintenance projects completed for Quality Assurance testing Number of design projects serviced Number of miles County roadway pavement condition evaluations needed Number of construction and maintenance projects expecting to require Quality Assurance (field inspection and sampling) in house testing Number of design projects to be serviced Number of quality assurance tests requested Total expenditure per mile evaluated for pavement condition Total expenditure per design project serviced $ 52 4,870 582.29 $ 9,529.35 $ 16,806.95 $ 13,537.55 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 495,526 495,526 $ $ $ $ $ $ $ 20 (39.49) 0.0% 0.8% -9.5% $ 18,407.26 $ (1,600.32) -9.5% $ $ $ $ (60,812) (60,812) -9.5% -9.5% $ Expenditure 638,664 638,664 595,652 595,652 699,476 699,476 Activity Narrative: The Department is expecting a similar experience in demand and output in FY 2012. The expenditure increase is due to increased costs of supplies and the increase in health/dental and retirement costs. 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. 806 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 85.0% FY 2011 REVISED 85.0% 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL SOURCES $ 59,132,928 $ (32,582,260) $ 26,550,668 $ 75,612,541 $ (36,798,426) 38,814,115 $ 72,935,560 $ (36,798,427) 36,137,133 $ 83,496,904 $ (28,411,419) 55,085,485 $ 7,884,363 8,387,007 16,271,370 10.4% -22.8% 41.9% 232 - TRANSPORTATION OPERATIONS 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL USES $ 35,544,286 $ 55,792,140 (32,582,260) $ 58,754,166 $ 36,798,426 $ 97,948,000 (36,798,426) 97,948,000 $ 36,798,427 $ 71,925,280 (36,798,427) 71,925,280 $ 28,411,419 $ 115,550,123 (28,411,419) 115,550,123 $ 8,387,007 (17,602,123) (8,387,007) (17,602,123) 22.8% -18.0% 22.8% -18.0% N/A FY 2011 FORECAST 85.0% FY 2012 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% 1.00 1.00 0.77 (0.23) -23.0% N/A 1 N/A 175 N/A 1.00 N/A 1 N/A 175 N/A $ 97,948,000.00 1 175 1.00 1 175 $ 71,925,280.00 1 44 0.77 1 44 $ 115,550,123.00 (131) (0.23) (131) $ (17,602,123.00) 0.0% -74.9% -23.0% 0.0% -74.9% -18.0% N/A $ $ $ $ (2,066,436.30) -369.2% 559,702.86 411,001.60 2,626,139.16 Revenue Expenditure Activity Narrative: The demand and output regarding road lane miles scheduled and completed is decreasing due to the change in project types scheduled for FY 2012. In FY 2011, nearly half of the 17 projects were multi-lane roadway construction projects. For FY 2012, only two out of the 15 projects are roadway projects, with the remainder being bridge or traffic signal improvements. Revenue and expenditures are increasing overall as the Northern Parkway project gains momentum. This project has cost sharing partners. Transportation Construction Management Activity The purpose of the Transportation Construction Management Activity is to provide roadway and bridge construction oversight services to contractors so they can construct transportation improvements as specified per contract. 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 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) Percent of contract insurance policies that do not lapse beyond expiration date Contracted construction budget dollars Number of construction projects delivered Number of construction projects scheduled Total expenditure per constructed project 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2010 ACTUAL 100.0% $ $ FY 2011 FY 2011 REVISED FORECAST 82.4% 82.4% FY 2012 ADOPTED 80.0% REV VS ADOPTED VAR % (2.4%) -2.9% 100.0% 82.4% 82.4% 80.0% (2.4%) -2.9% N/A 5.0% 5.0% 5.0% 0.0% 0.0% N/A N/A N/A 89.6% N/A N/A 55,776 67,206,000 N/A 17 N/A 17 N/A $ 29,804.94 67,206,000 17 17 $ 21,679.82 69,753,000 15 15 $ 33,950.00 2,547,000 (2) (2) $ (4,145.06) 3.8% -11.8% -11.8% -13.9% $ $ $ $ $ $ 320,395 320,395 $ $ 506,684 506,684 368,557 368,557 509,250 509,250 (2,566) (2,566) -0.5% -0.5% Activity Narrative: The Department is expecting a similar experience in demand and output in FY 2012. The contracted construction budget dollars fluctuate each year based on the projects underway 807 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget in any given year. The slight expenditure increase is due to increased costs of supplies and the increase in health/dental and retirement costs. Transportation Improvement Program Management Activity The purpose of the Transportation Improvement Program Management Activity is to provide cash flow management services to Department of Transportation Management and project delivery teams so they can maximize the number and value of projects delivered to residents in the five year program. 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 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 FY 2010 ACTUAL 81.0% FY 2011 FY 2011 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 86.7% N/A 95.0% 95.0% 85.0% (10.0%) -10.5% N/A N/A N/A 86.7% N/A N/A 21 17 17 13 (4) -23.5% 18 17 17 15 (2) -11.8% $ 3,909.07 $ 33,629.24 $ 24,371.35 $ 38,839.08 $ (5,209.84) -15.5% $ $ 355,725 355,725 $ $ $ $ $ $ $ $ Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 571,697 571,697 414,313 414,313 504,908 504,908 66,789 66,789 11.7% 11.7% Activity Narrative: The result measures for this activity have been revised over the last two years as the Department works to make the measures reliable and meaningful. The number of projects underway in any given fiscal year changes as well as the size and scope of each project. The expenditure decrease in this activity is a direct result of staff reallocation to other activities anticipated during FY 2012. Transportation Project Management Activity The purpose of the Transportation Project Management Activity is to provide road and structure project scoping and design 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. 808 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Output Demand Efficiency REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of design projects executed per 100.0% 88.0% 88.0% 87.5% (0.5%) -0.6% approved schedule 100.0% 88.0% 88.0% 87.5% (0.5%) -0.6% Percent of design projects executed per approved budget N/A 88.0% 88.0% 87.5% (0.5%) -0.6% Percent of design projects executed per approved scope Percent of contracts awarded that are within N/A 90.0% 90.0% 80.0% (10.0%) -11.1% 10% of the Engineer’s estimate Number of design projects managed 25 25 25 24 (1) -4.0% Number of design projects to be managed this N/A 25 25 24 (1) -4.0% fiscal year Total activity expenditure per design project $ 5,249.32 $ 7,475.44 $ 7,438.40 $ 7,936.96 $ (461.52) -6.2% managed Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 131,233 131,233 $ $ 186,886 186,886 $ $ 185,960 185,960 $ $ 190,487 190,487 $ $ (3,601) (3,601) -1.9% -1.9% Activity Narrative: The Department is expecting a similar experience in demand and output in FY 2012. The slight expenditure increase is due to increased costs of supplies and the increase in health/dental and retirement costs. The FY 2012 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. Program Results Measure Description Percent of project plan reviews completed within 2 weeks of assignment Percent of project plans delivered within the agreed upon timeframe Percent of unincorporated Maricopa County communities that elect to make a collective contribution to the maintenance and development of infrastructure within their neighborhood Percent of improvement costs financed through funding options offered by Maricopa County 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 85.6% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 50.0% (50.0%) -50.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 97.4% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 809 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activities that comprise this program include: • Improvement District Administration • Right-of-Way Regulation • • Roads and Structures Standards and Design Utilities Engineering Improvement District Administration Activity The purpose of the Improvement District Administration Activity is to provide infrastructure financing and construction options to property owners so they can improve their neighborhoods. 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 Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of unincorporated Maricopa County N/A 100.0% 100.0% 50.0% (50.0%) -50.0% communities that elect to make a collective contribution to the maintenance and development of infrastructure within their neighborhood Percent of improvement costs financed N/A 100.0% 100.0% 100.0% 0.0% 0.0% through funding options offered by Maricopa County Number of improvement district petitions 4 4 4 5 1 25.0% processed Number of improvement options and/or district 7 8 8 9 1 12.5% petition requests received Total activity expenditure per improvement $ 31,491.84 $ 36,181.25 $ 36,181.25 $ 29,055.00 $ 7,126.25 19.7% district petition processed Expenditure 100 - GENERAL FUND TOTAL USES $ $ 125,967 125,967 $ $ 144,725 144,725 $ $ 144,725 144,725 $ $ 145,275 145,275 $ $ (550) (550) -0.4% -0.4% Activity Narrative: There are two Improvement Districts and only one is expected to make a collective contribution to the maintenance and development of the infrastructure within their neighborhood. Funding for this activity is in the Non Departmental General Fund budget. 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. 810 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 97.4% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 120 100 15.0% 25.0% 200 (120) 20.0% -23.1% 950 471 800 400 860 400 920 500 1,114 372 1,000 520 1,000 520 1,200 400 189 160 160 160 - 0.0% 471 400 400 500 100 25.0% 950 1,114 800 1,000 860 1,000 920 1,200 120 200 15.0% 20.0% 372 500 500 400 (100) -20.0% $ 189 1,393.30 $ 160 1,783.20 $ 160 1,519.59 $ 160 1,322.56 $ 460.65 0.0% 25.8% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 468,992 468,992 $ $ 400,000 400,000 $ $ 500,000 500,000 $ $ 400,000 400,000 $ $ - 0.0% 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,323,636 $ 1,323,636 $ 1,216,752 $ 1,216,752 $ $ 209,810 209,810 14.7% 14.7% Revenue Expenditure $ 1,426,562 $ 1,426,562 $ 1,306,850 $ 1,306,850 Activity Narrative: Most of the performance measures in this activity are expected to show slight growth from FY 2011 to FY 2012 based on the first two quarters worth of performance in FY 2011. The Oversize/Overweight permit applications demand is expected to decline based on actual performance in FY 2011. Expenditures are decreasing due to vacant positions in this activity not being utilized. 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. 811 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 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) FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 85.6% N/A 100.0% FY 2012 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 153 128 174 220 92 71.9% 16 10 10 24 14 140.0% N/A 156 185 128 198 174 200 220 15 92 8.1% 71.9% 16 10 10 24 14 140.0% N/A 185 198 200 15 8.1% $ 64,257.19 $ 105,742.00 $ 96,539.40 $ 39,780.21 $ 65,961.79 62.4% $ 1,028,115 $ 1,028,115 $ 1,057,420 $ 1,057,420 $ $ $ $ $ $ Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 965,394 965,394 954,725 954,725 102,695 102,695 9.7% 9.7% Project Plan Reviews (small, medium, and large) Number of project reviews 250 200 150 100 50 0 FY 10 Actual FY 11 Revised Demand FY 11 Forecast FY 12 Adopted Output Activity Narrative: The number of project plans (small, medium, large) required and provided are increasing from FY 2011 to FY 2012 due to a change in how project plans are defined. Previously, only the number of final plans was tracked. However, it was determined that this did represent the workload accurately. Therefore, these measures have been expanded to track the different stages for completing the project plans, such as 40% scoping, 70% design, etc. Expenditures are decreasing between FY 2011 and FY 2012 due to staffing reallocations among activities. 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. 812 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 912 900 900 900 - 0.0% 912 900 900 900 - 0.0% $ 505.69 $ 547.33 $ 514.59 $ 618.07 $ (70.74) -12.9% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 296,831 296,831 $ $ 263,089 263,089 $ $ 609,904 609,904 $ $ 250,000 250,000 $ $ (13,089) (13,089) -5.0% -5.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 461,185 461,185 $ $ 492,595 492,595 $ $ 463,131 463,131 $ $ 556,265 556,265 $ $ (63,670) (63,670) -12.9% -12.9% Revenue Expenditure Activity Narrative: The number of miles of utility relocation and construction required and completed is expected to stay consistent in FY 2012 at approximately 900 miles. However, the total expenditure per utility relocation and construction completed is increasing in FY 2012 due to staff returning to normal duties and funding from the utility relocation and construction support of the Court Tower project. In FY 2011, staff time was charged directly to the project. In FY 2012, the Court Tower project is expected to be completed so charges are anticipated to shift toward transportation operation. 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. 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 three weeks 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 2010 ACTUAL 94.0% 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 FY 2011 FY 2011 REVISED FORECAST 96.0% 96.8% FY 2012 ADOPTED 96.0% REV VS ADOPTED VAR % 0.0% 0.0% 97.6% 100.0% 98.9% 100.0% 0.0% 0.0% 81.2% 100.0% 87.8% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 97.7% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 92.1% 90.9% 94.4% 92.1% 1.2% 1.4% 813 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results (continued) Measure Description 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 FY 2010 ACTUAL 100.0% 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 FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 92.6% 92.2% 95.8% 97.7% 5.5% 6.0% 9.1% 91.9% 91.9% 90.9% (1.0%) -1.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 83.3% 83.3% 100.0% 16.7% 20.0% Activities that comprise this program include: • Emergency Traffic Management • Real Time Traffic Management • Regional Traffic Management Support • • Traffic Design and Studies Traffic Signals and Intelligent Transportation System Field 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. 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 FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 97.7% 100.0% 100.0% 115 FY 2012 ADOPTED 100.0% 100.0% 160 REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 129 0.0% 160 0.0% - 0.0% $ 132 3,457.19 $ 180 2,591.53 $ 148 2,826.05 $ 180 2,363.40 $ 228.13 0.0% 8.8% $ $ 397,577 397,577 $ $ 414,645 414,645 $ $ 364,561 364,561 $ $ 378,144 378,144 $ $ 36,501 36,501 8.8% 8.8% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 814 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: The Department is planning for the same number of incidents as in FY 2011. As incidents are by definition unpredictable, the Department’s best estimate is used for budgeting purposes. Expenditures are decreasing from FY 2011 to bring it more closely aligned with the forecasted expenditures in FY 2011. 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. Measure Type Result Result Result Result Output Output Demand Demand Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of traffic signals on Maricopa County 92.1% 90.9% 93.0% 92.1% 1.2% 1.4% roadways that provide optimum “green” time for high and low traffic volumes to achieve efficient traffic flow Percent of traveler information messages 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% posted within 15 minutes (during normal business hours) of verification Percent of Closed Circuit Television Cameras 92.6% 92.2% 100.0% 97.7% 5.5% 6.0% that are fully operational Percent of travel time saved on major 9.1% 91.9% 91.9% 90.9% (1.0%) -1.1% Maricopa County corridors as measured through the most current before and after study Number of Maricopa County traffic signals 94 100 39 32 (68) -68.0% optimized Number of traveler information messages 542 540 840 1,000 460 85.2% verified and posted Number of Maricopa County traffic signals 96 100 41 32 (68) -68.0% requiring optimization Number of traveler information messages 568 600 948 1,100 500 83.3% received Number of Closed Circuit Television Cameras 2 2 11 4 2 100.0% required Total activity expenditure per Maricopa County $ 6,806.48 $ 6,789.24 $ 15,133.23 $ 21,025.28 $ (14,236.04) -209.7% traffic signal optimized Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 93.5% $ $ 639,809 639,809 $ $ 678,924 678,924 $ $ 590,196 590,196 $ $ 672,809 672,809 Traffic Signals that provide optimum "green" time Efficient traffic flow 93.0% 92.5% 92.0% 91.5% 91.0% 90.5% 90.0% 89.5% FY 10 Actual FY 11 Revised FY 11 Forecast Result 815 FY 12 Adopted $ $ 6,115 6,115 0.9% 0.9% Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: Criteria for the traffic signal optimization is changing and will reduce the number of signals requiring optimization. This measure impacts the efficiency of this activity. However, overall expenditures are not changing significantly. The number of closed circuit television cameras required in a given year is typically between two to four cameras. FY 2011 is experiencing a spike due to the large number of cameras required in the Anthem development area. Continued growth in traveler messaging is expected through FY 2012. 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. 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 FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 83.3% 83.3% 100.0% 16.7% 20.0% 10 12 12 12 - 0.0% 4,898 2,800 3,188 4,800 2,000 71.4% 236 250 250 275 25 10.0% 10 12 12 12 - 0.0% 27,204 28,000 28,584 30,000 2,000 7.1% 171 580 580 600 20 3.4% 46.6% $ 106.61 $ 297.94 $ 118.24 $ 159.18 $ 138.76 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ 586,844 586,844 $ 573,971 51,604 625,575 $ 174,509 96,600 271,109 $ 500,000 500,000 $ (73,971) (51,604) (125,575) -12.9% -100.0% -20.1% 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 339,480 182,696 522,176 $ 573,971 260,255 834,226 $ 174,509 202,449 376,958 $ 73,971 (3,819) 70,152 12.9% -1.5% 8.4% Revenue $ $ $ $ $ Expenditure $ $ $ $ 500,000 264,074 764,074 $ $ Activity Narrative: The number of traveler information messages verified and posted decreased from FY 2010 to FY 2011 due to a failure in the Regional Archived Data Server (RADS) at the State 816 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department of Transportation. This failure is expected to be resolved and not impact messaging in FY 2012 where the output will return to close to FY 2010 levels. Grant funding drives the revenue and expenditure changes in this activity. Only one grant is expected for FY 2012 which is for the expansion of the Regional Emergency Action Coordinating Team (REACT) program to three cities: Scottsdale, Glendale and Peoria. 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. 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 three weeks 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% FY 2012 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 9 9 103 100 91 1011.1% 118 132 9 180 180 9 119 120 105 120 120 100 (60) (60) 91 -33.3% -33.3% 1011.1% $ 11,157.70 $ 146,289.89 $ 9,223.79 $ 184,475.78 $ 12,139.90 $ 14,025.71 $ 12,981.73 $ 15,578.08 $ (3,757.94) $ 168,897.70 -40.7% 91.6% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ $ $ $ $ $ $ - $ $ - N/A N/A 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,316,609 $ 1,316,609 $ 1,557,808 $ 1,557,808 $ $ 102,474 102,474 6.2% 6.2% Revenue 2,987 2,987 - - Expenditure $ 1,660,282 $ 1,660,282 $ 1,444,648 $ 1,444,648 Activity Narrative: The economic slowdown in Maricopa County has impacted the demand for plan review services in this activity. The measures surrounding traffic control devices were examined during FY 2011 and the Department determined that it would be more accurate to include roadway maintenance projects as well as transportation improvement projects. The FY 2012 demand and output is in line with the FY 2011 forecast. 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 817 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Measure Description Percent of unscheduled signal malfunction repair work orders completed within two hours Result Percent of preventative maintenance work orders completed within predetermined monthly schedule Percent of utility location work orders completed within two business days Number of signalized and Intelligent Transportation intersections maintained Number of work order requests submitted Total activity expenditure per signalized and Intelligent Transportation intersection maintained Result Output Demand Efficiency FY 2010 ACTUAL 94.0% FY 2011 FY 2011 REVISED FORECAST 96.0% 96.8% FY 2012 ADOPTED 96.0% REV VS ADOPTED VAR % 0.0% 0.0% 97.6% 100.0% 98.9% 100.0% 0.0% 0.0% 81.2% 100.0% 87.8% 100.0% 0.0% 0.0% 170 44 86 89 46 104.6% 1.3% 1.7% $ 1,911 7,177.31 $ 1,975 8,584.82 $ 2,067 8,435.90 $ 2,000 8,436.21 $ 25 148.60 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 46,253 46,253 $ $ 51,043 51,043 $ $ 77,958 77,958 $ $ 26,615 26,615 $ $ (24,428) (24,428) -47.9% -47.9% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,220,143 $ 1,220,143 $ 1,501,646 $ 1,501,646 $ $ (7,888) (7,888) -0.5% -0.5% Revenue Expenditure $ 1,493,758 $ 1,493,758 $ 1,567,775 $ 1,567,775 Activity Narrative: Revenues in this activity are decreasing as the Department will no longer be providing services to the City of Tolleson. The FY 2012 budget supports the Department in meeting 100% of their demand. Expenditures are increasing slightly due to the increased cost of health/dental benefits and retirement contributions. 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. 818 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Program Results Measure Description Percent of paved roadway system mileage with pavement condition rating of “very good 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 projects 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 hazardous potholes responded to and safety hazard mitigated within 24 hours of notification to MCDOT Operations Percent of road maintenance program dollars used to extend the life of roads Percent of County lane miles striped within operating targets for visibility Percent of County lane miles with Raised Pavement Markers Percent of emergency signs replaced within 3 hours of notification Percent of regional emergency hazard event responses to mitigate immediate safety hazards deployed within 15 minutes of notification to MCDOT Operations Percent of work zone jobsites completed within prescribed completion time limit FY 2010 ACTUAL 80.3% FY 2011 FY 2011 REVISED FORECAST 85.0% 85.0% FY 2012 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% 93.8% 100.0% 90.2% 80.0% (20.0%) -20.0% N/A N/A N/A 85.0% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 28.9% N/A N/A N/A N/A N/A 215.1% N/A N/A N/A N/A N/A 60.9% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Road and Right-of-Way Maintenance • Traffic Operations 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. 819 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Result Output Demand Efficiency Measure Description Percent of paved roadway system mileage with pavement condition rating of “very good or better” 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 projects 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 hazardous potholes responded to and safety hazard mitigated within 24 hours of notification to MCDOT Operations Percent of road maintenance program dollars used to extend the life of roads Number of paved lane miles maintained with surface treatments Number of street inventory (paved lane miles) scheduled to be maintained with surface treatments Total activity expenditure per paved lane mile maintained with surface treatments FY 2010 ACTUAL 80.3% FY 2011 FY 2011 REVISED FORECAST 85.0% 85.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 85.0% 93.8% 100.0% 90.2% 80.0% (20.0%) -20.0% N/A N/A N/A 85.0% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 28.9% N/A N/A 573 500 821 640 140 28.0% 443 500 821 640 140 28.0% $ 50,056.74 $ 63,817.15 $ 36,981.47 $ 50,492.06 $ 13,325.09 20.9% 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 450,000 450,000 $ $ $ 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 31,908,575 $ 31,908,575 $ Revenue $ 330,050 236,260 566,310 $ $ 369,686 354,000 723,686 $ 275,000 275,000 $ (175,000) (175,000) N/A -38.9% -38.9% (406,346) (406,346) N/A -1.3% -1.3% Expenditure 28,682,514 $ 28,682,514 $ 369,686 29,992,102 $ 30,361,788 $ 32,314,921 $ 32,314,921 $ $ Activity Narrative: The result for the percent of critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 days is decreasing significantly from the FY 2011 Revised expectation due to the fact that many of the maintenance tasks turn into projects. These projects typically take longer than 14 days which reduces the result percent. The number of lane miles that can be paved each year varies based on the type of road surface being paved. Expenditures are increasing slightly in FY 2012 due to a combination of a large decrease due to eleven vacant positions being removed from the budget in this activity offset by a number of pieces of equipment that did not arrive in FY 2011 and did not arrive. These equipment expenditures have been carried over to FY 2012. Expenditures are expected to be slightly higher than FY 2010 due to increased cost of employee benefits and operating costs such as fuel and paving supplies. Traffic Operations Activity The purpose of the Traffic Operations Activity is to provide traffic control device installation and maintenance services to the traveling public so they can efficiently, lawfully and safely navigate goods, services and people on Maricopa County 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. 820 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Output Output Output Demand Demand Demand Efficiency Efficiency Efficiency Revenue Measure Description Percent of County lane miles striped within operating targets for visibility Percent of County lane miles with Raised Pavement Markers Percent of emergency signs replaced within 3 hours of notification Percent of regional emergency hazard event responses to mitigate immediate safety hazards deployed within 15 minutes of notification to MCDOT Operations Percent of work zone jobsites completed within prescribed completion time limit Number of non-working hour emergency sign replacements Number of traffic signs installed, maintained, and repaired Number of Regional Emergency Event responses provided Number of work zone jobsites completed Number of County lane miles striped Number of County lane miles with Raised Pavement Markers installed Number of County lane miles requiring striping FY 2010 ACTUAL N/A Number of traffic signs requiring work activity Number of work zone jobsites requested Total expenditure per lane mile striped Total expenditure per traffic sign installed, maintained, or repaired Total expenditure per work zone completed FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 215.1% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 60.9% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100 N/A N/A N/A N/A N/A 10,000 N/A N/A N/A N/A N/A 20 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 4,800 4,000 1,530 N/A N/A N/A N/A N/A N/A N/A N/A N/A 6,000 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ N/A $ 14,760 6,000 1,270.90 508.36 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ 1,059.08 N/A N/A 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 12,411 12,411 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 4,503,880 $ 4,503,880 $ $ 20,000 20,000 $ $ 9,196 9,196 $ $ 10,000 10,000 $ $ (10,000) (10,000) -50.0% -50.0% $ 5,083,580 $ 5,083,580 $ $ (1,905) (1,905) -0.0% -0.0% Expenditure $ 5,081,675 $ 5,081,675 $ 5,026,536 $ 5,026,536 Activity Narrative: The Traffic Operations Activity is a new activity for FY 2012 that combines several activities utilized in previous years. The result of percent of County lane miles striped within operating targets for visibility appears high, however the crews stripe the roads twice a year as well as restriping the shoulder lines twice annually. The revenue generating service in this activity is manufacturing signs utilized by other departments and agencies. This service has seen a steady decline in demand has the economy has struggled. 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. 821 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 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 2010 ACTUAL 63.2% FY 2011 FY 2011 REVISED FORECAST 75.0% 63.2% FY 2012 ADOPTED 60.0% REV VS ADOPTED VAR % (15.0%) -20.0% 100.0% 88.0% 100.0% 86.7% (1.3%) -1.5% 82.0% 100.0% 100.0% 80.0% (20.0%) -20.0% N/A 100.0% 100.0% N/A N/A N/A 72.0% 100.0% 100.0% 80.0% (20.0%) -20.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Environmental Clearance • Project Partnerships • Transportation Outreach and Communications • • 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. Measure Type Result Output Demand Efficiency REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % 63.2% 75.0% 63.2% 60.0% (15.0%) -20.0% Percent of environmental clearances delivered prior to 70% project design completion Number of environmental clearances provided 19 20 19 20 0.0% Number of projects requiring environmental 31 20 19 20 0.0% clearance Total activity expenditure per environmental $ 3,094.11 $ 7,180.60 $ 4,031.95 $ 3,439.85 $ 3,740.75 52.1% clearance provided Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 58,788 58,788 $ $ 822 143,612 143,612 $ $ 76,607 76,607 $ $ 68,797 68,797 $ $ 74,815 74,815 52.1% 52.1% Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: Environmental clearance is not required on all projects. FY 2010 had an unusually high number of projects requiring environmental clearance. The projects planned for FY 2012 have a more typical need for environmental clearance. The FY 2012 performance measures and expenditure budget are in line with the Forecast for FY 2011. 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 88.0% 100.0% FY 2012 ADOPTED 86.7% REV VS ADOPTED VAR % (1.3%) -1.5% $ 30 25 8,200.37 25 25 $ 15,197.88 25 25 $ 12,011.40 30 30 $ 13,245.33 $ $ $ 246,011 246,011 $ $ $ $ $ $ $ $ 5 5 1,952.55 20.0% 20.0% 12.8% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 379,947 379,947 300,285 300,285 397,360 397,360 (17,413) (17,413) -4.6% -4.6% Activity Narrative: The Department is expecting to complete 30 partnership agreements based on the projects in the Transportation Improvement Program and the roadway maintenance/preservation program that are multi-jurisdictional. The expenditures increase is due to employee benefits cost increases and a lower percentage of time worked on capital projects by activity staff. Transportation Outreach and Communications Activity The purpose of the Transportation Outreach & Communications Activity is to provide external public and 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. 823 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Expenditure Measure Description 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 public outreach events completed Number of public outreach events required Total expenditure per public outreach event 232 - TRANSPORTATION OPERATIONS TOTAL USES FY 2010 ACTUAL 82.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 80.0% FY 2012 ADOPTED 80.0% REV VS ADOPTED VAR % (20.0%) -20.0% N/A 100.0% 100.0% N/A N/A N/A 72.0% 100.0% 80.0% 80.0% (20.0%) -20.0% -32.2% 33.3% -51.5% -2.7% -2.7% $ 44 44 8,403.89 $ $ 369,771 369,771 $ 59 30 7,058.34 23 28 $ 17,558.74 40 40 $ 10,694.55 $ (19) 10 (3,636.21) $ $ 416,442 416,442 $ $ $ $ $ $ (11,340) (11,340) 403,851 403,851 427,782 427,782 Activity Narrative: The FY 2012 result measures are in line with the Forecast for FY 2011, however, partner agencies will not be surveyed in FY 2012. The public outreach demand and output planned for FY 2012 are in line with the Department’s FY 2010 actual experience. Transportation Project Programming Activity The purpose of the Transportation Project Programming Activity is to provide transportation system analytics to Department Management so they can have the data they need to make the best decisions about projects for the residents of Maricopa County. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% 3 3 $ 173,082.33 6 6 $ 93,830.83 6 6 $ 78,921.67 6 6 $ 87,408.00 $ $ $ $ $ $ $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ 6,422.83 0.0% 0.0% 6.8% $ $ 38,537 38,537 6.8% 6.8% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 519,247 519,247 562,985 562,985 473,530 473,530 524,448 524,448 Activity Narrative: The Department anticipates completing the same number of Candidate Assessment Reports (CARs) in FY 2012 as they are doing in FY 2011. The decrease in expenditures is due to a position performing services in a different activity in FY 2012. 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. 824 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted 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. 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 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% 83 280 FY 2012 ADOPTED 100.0% 50 250 28 250 28 240 REV VS ADOPTED VAR % 0.0% 0.0% $ 4,456.54 $ 9,444.60 $ 12,967.21 $ 15,283.39 $ $ $ 369,893 369,893 $ $ 472,230 472,230 $ $ $ $ $ $ (22) (10) -44.0% -4.0% (5,838.79) -61.8% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 363,082 363,082 427,935 427,935 44,295 44,295 9.4% 9.4% Activity Narrative: The demand for this activity represents the total number of miles requiring a study. Each year the Department reduces the demand by completing studies on a number of miles. Study requirements vary depending on the corridor section. The next several sets of studies contain shorter mileage sections, although they generally require the same amount of study time and resources. 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 waste tires collected that are properly disposed in accordance with Arizona Statute Percent of waste tons collected that was recycled FY 2010 ACTUAL 90.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 90.0% FY 2012 ADOPTED 90.0% REV VS ADOPTED VAR % (10.0%) -10.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A N/A 20.0% N/A N/A Activities that comprise this program include: • Landfill Post-Closure Maintenance • Waste Tire Collection and Disposal • Waste Disposal and Recycling Collection 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. 825 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 90.0% 100.0% 90.0% 90.0% (10.0%) -10.0% Percent of closed landfills that are environmentally sound as indicated by Federal and State regulations Number of closed landfills maintained 10 10 10 10 0.0% Number of closed landfills requiring 10 10 10 10 0.0% maintenance Total activity expenditure per closed landfill $ 173,725.20 $ 708,422.90 $ 653,875.40 $ 151,709.80 $ 556,713.10 78.6% maintained Revenue 580 - SOLID WASTE MANAGEMENT TOTAL SOURCES $ $ 88,000 88,000 580 - SOLID WASTE MANAGEMENT TOTAL USES $ 1,737,252 $ 1,737,252 $ $ - $ $ 72,179 72,179 $ $ - $ $ - N/A N/A $ 5,567,131 $ 5,567,131 78.6% 78.6% Expenditure $ 7,084,229 $ 7,084,229 $ 6,538,754 $ 6,538,754 $ 1,517,098 $ 1,517,098 Activity Narrative: Expenditures in FY 2011 are elevated due to Queen Creek Landfill closure activity completed in FY 2011. The Gilbert Landfill and Cave Creek Landfill require significant maintenance efforts in FY 2012. The Non Recurring budget in this activity includes $191,000 for a water truck that did not arrive during FY 2011 as planned. 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 waste tires collected that are properly disposed in accordance with Arizona Statute Number of tons of waste tires properly disposed Number of tons of waste tires delivered from all collection sites Total expenditure per ton of waste tires properly disposed FY 2010 ACTUAL 100.0% $ FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 49,611 50,000 51,788 54,000 4,000 8.0% 49,611 50,000 51,788 54,000 4,000 8.0% 99.38 $ 98.21 $ 90.53 $ 87.12 $ 11.10 11.3% Revenue 290 - WASTE TIRE TOTAL SOURCES $ 4,253,741 $ 4,253,741 $ 4,481,046 $ 4,481,046 $ 4,717,698 $ 4,717,698 $ 4,747,203 $ 4,747,203 $ $ 266,157 266,157 5.9% 5.9% 290 - WASTE TIRE TOTAL USES $ 4,930,361 $ 4,930,361 $ 4,910,680 $ 4,910,680 $ 4,688,293 $ 4,688,293 $ 4,704,316 $ 4,704,316 $ $ 206,364 206,364 4.2% 4.2% Expenditure Activity Narrative: Revenue from the State of Arizona for tire disposal is expected to increase slightly from FY 2011. Consumers purchased used tires in the last couple of years. The used tire supply is expected to have dwindled such that consumers will need to purchase more new tires which generate the revenue for the Waste Tire Fund. The number of waste tires collected is expected to increase in FY 2012 with minimal increase in cost to accommodate the additional demand. The FY 2012 budget supports the Department in providing 100% of demanded services. 826 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Waste Disposal and Recycling Collection Activity The purpose of the Waste Disposal and Recycling Collection Activity is to provide collection, disposal and recycling services to 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. Measure Type Result Output Output Output Demand Efficiency Measure Description Percent of waste tons collected that was recycled Number of Maricopa County residents served FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A 20,935 Number of illegal dump site cleanups completed Number of waste tons collected Number of Maricopa County residents requesting services Total activity expenditure per Maricopa County $ resident served 12,400 REV VS ADOPTED VAR % N/A N/A FY 2012 ADOPTED 20.0% 17,148 20,000 7,600 61.3% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 2,000 20,000 N/A N/A N/A N/A 36.69 $ 35.24 $ 32.17 $ 22.79 $ 12.46 35.3% 116,978 105,161 222,139 $ 220,400 220,400 $ 75,038 131,515 206,553 $ 455,740 455,740 $ 235,340 235,340 N/A 106.8% 106.8% 22,994 (41,698) (18,704) 100.0% -10.1% -4.3% Revenue 581 - SOLID WASTE GRANTS 580 - SOLID WASTE MANAGEMENT TOTAL SOURCES $ 581 - SOLID WASTE GRANTS 580 - SOLID WASTE MANAGEMENT TOTAL USES $ $ $ $ $ $ Expenditure $ 65,464 768,015 833,479 $ $ 22,994 414,042 437,036 $ $ 15,360 536,336 551,696 $ $ 455,740 455,740 $ $ Activity Narrative: The Department modified some of its measures for FY 2012 and has begun to capture recycling metrics as part of its strategic business plan. Expenditures are increasing slightly in this activity due to employee benefit costs. The Department is meeting 100% of demand for services. Flood Hazard Regulation Program Program Results Measure Description Percent of floodplain permits and clearances completed within 90 days of submittal to the Percent of first review of map changes completed within 90 days of submittal to the Flood Control District. Percent of floodplain complaints investigated within 30 days of receipt Percent of floodplain use permit inspections completed within one day of request FY 2010 ACTUAL 86.8% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 87.5% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 93.4% 90.0% 90.0% 90.0% 0.0% 0.0% Activities that comprise this program include: • Floodplain Permitting • 827 Floodplain Regulation Compliance Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Floodplain Permitting Activity The purpose of the Floodplain Permitting Activity is to provide clearance and permitting services to the permit applicant so they can make changes needed to their plans or 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 Expenditure Measure Description Percent of floodplain permits and clearances completed within 90 days of submittal to the Flood Control District. Percent of first review of map changes completed within 90 days of submittal to the Flood Control District. Number of floodplain clearance and permit applications reviewed Number of map change reviews completed Number of floodplain clearance and permit applications submitted Number of map change reviews requested Total expenditure per map change review 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES FY 2010 ACTUAL 86.8% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% 87.5% 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 234 400 400 400 - 0.0% 8 234 8 400 8 400 8 400 - 0.0% 0.0% 8 $ 136,157.63 8 $ 222,748.50 8 $ 214,397.13 8 $ 219,296.25 $ 3,452.25 0.0% 1.5% $ 1,089,261 $ 1,089,261 $ 1,781,988 $ 1,781,988 $ 1,715,177 $ 1,715,177 $ 1,754,370 $ 1,754,370 $ $ 27,618 27,618 1.5% 1.5% Activity Narrative: The FY 2012 performance measures are in line with the Forecast for FY 2011. Expenditures are decreasing due to the reduction of one temporary position. Floodplain Regulation Compliance Activity The purpose of the Floodplain Regulation Compliance Activity is to provide inspection and enforcement services to property owners so they can develop their property without adversely impacting surrounding property. 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. 828 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of floodplain complaints investigated within 30 days of receipt Percent of floodplain use permit inspections completed within one day of request Number of floodplain complaints investigated Number of floodplain use permit inspections completed Number of floodplain complaints Number of floodplain use permits requiring inspection Total expenditure per floodplain complaint investigated Total expenditure per floodplain use permit inspection completed FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% 93.4% 90.0% 90.0% 90.0% 0.0% 0.0% 152 200 200 200 - 0.0% 668 1,000 1,000 1,000 - 0.0% 152 668 200 1,000 200 1,000 200 1,000 - 0.0% 0.0% $ 3,389.47 $ 3,393.74 $ 3,294.04 $ 3,280.76 $ 112.98 3.3% $ 771.26 $ 678.75 $ 658.81 $ 656.15 $ 22.60 3.3% $ $ 515,200 515,200 $ $ 678,747 678,747 $ $ 658,808 658,808 $ $ 656,151 656,151 $ $ 22,596 22,596 3.3% 3.3% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: The Department anticipates a consistent demand for services in this Activity. The decrease in expenditures is due to a combination of more staff time being dedicated to major projects and less costly supplies. 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. 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 FY 2010 ACTUAL 96.1% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 99.7% 100.0% 100.0% 100.0% 0.0% 0.0% 98.7% 98.0% 98.6% 98.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 95.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Flood Control Customer Service • Flood Control Public Information • • Flood Safety Education Flood Warning Flood Control Customer Service Activity The purpose of the Flood Control Customer Service Activity is to provide responsive flood hazard and mitigation advisory information services to the general public, government agencies and other entities 829 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget so they can make informed development decisions and be protected from loss of life and property damage due to flooding. Mandates: Activity not mandated. 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 FY 2010 ACTUAL 95.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% 6,268 3,000 3,000 3,000 - 0.0% 6,268 3,000 3,000 3,000 - 0.0% $ 62.24 $ 125.92 $ 115.01 $ 119.44 $ 6.47 5.1% $ $ 390,095 390,095 $ $ 377,751 377,751 $ $ 345,039 345,039 $ $ 358,327 358,327 $ $ 19,424 19,424 5.1% 5.1% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES Activity Narrative: Most of the demand for services in this Activity are driven by customer requests for property information. As building activity decreases in the County, so does the demand for information. Other services provided in this Activity are seeing an increase in demand, such as federal obligations related to the National Flood Insurance Program and other regulatory tasks. Expenditures remain fairly constant due to these other services provided in this activity. Flood Control Public Information Activity The purpose of the Flood Control 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. Measure Type Result Output Output Output Demand Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of affected residents surveyed who 96.1% 100.0% 100.0% 100.0% 0.0% 0.0% report that the printed and electronic materials were useful to understand the project or study Number of public meetings held 21 20 20 23 3 15.0% Number of printed materials produced 23 40 40 40 0.0% Number of website hits received 7,412,240 5,400,000 5,400,000 5,400,000 0.0% Number of public meetings required 12 20 20 23 3 15.0% Number of printed materials (including 36 40 40 40 0.0% brochures, advertisements and newsletters) needed Total activity expenditure per affected resident $ 0.03 $ 0.05 $ 0.04 $ 0.05 $ 0.00 2.4% that utilized the District website. Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ $ 198,485 198,485 $ $ 254,940 254,940 $ $ 237,521 237,521 $ $ 248,750 248,750 $ $ 6,190 6,190 2.4% 2.4% Activity Narrative: The number of public meetings required varies each based on studies being developed and projects requiring feedback. The performance metrics for FY 2012 are in line with the 830 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget current experience in FY 2011. The FY 2012 budget allows the department to meet 100% of the demand. 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 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 school and civic presentations Number of school and civic presentations requested Total expenditure per school and civic presentation FY 2010 ACTUAL 99.7% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 121 12 12 12 12 12 9 9 (3) (3) -25.0% -25.0% $ 5,462.74 $ 64,992.33 $ 61,870.00 $ 87,520.22 $ (22,527.89) -34.7% $ $ 660,991 660,991 $ $ $ $ $ $ $ $ Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES 779,908 779,908 742,440 742,440 787,682 787,682 (7,774) (7,774) -1.0% -1.0% Activity Narrative: The FY 2010 actual school and civic presentations represent visits to schools throughout Maricopa County (including incorporated jurisdictions) and presentations at a two-day Flood Control District hosted conference. For FY 2011 and FY 2012, the focus of the measure is on general education presentations to schools and civic groups in the unincorporated portions of Maricopa County to improve the National Flood Insurance Program rating. The FY 2012 budget supports the Department in meeting 100% of demand. 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. 831 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL 98.7% FY 2011 REVISED 98.0% FY 2011 FORECAST 98.6% FY 2012 ADOPTED 98.0% 100.0% 100.0% 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 2,320 0.0% 231,722 231,882 232,914 234,202 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 1 234,893 1 $ 1,122,377.00 1 236,615 1 $ 1,204,291.00 1 235,902 1 $ 1,227,057.00 1 234,202 1 $ 1,226,855.00 (2,413) $ (22,564.00) 1.0% 0.0% -1.0% 0.0% -1.9% 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ $ $ $ $ $ $ $ $ $ -1.9% -1.9% Expenditure 1,122,377 1,122,377 1,204,291 1,204,291 1,227,057 1,227,057 1,226,855 1,226,855 (22,564) (22,564) Days with Reliable Information Available 98.8% 270,000 98.6% 260,000 98.4% 250,000 240,000 98.2% 230,000 98.0% 220,000 97.8% 210,000 200,000 % of days wiht realiable information # of days x # of sensors 280,000 97.6% FY 10 Actual FY 11 Revised FY 11 Forecast Demand Output FY 12 Adopted Result Activity Narrative: The performance measures for this Activity are expected to remain relatively flat for FY 2012 compared to the last two years. Expenditures are increasing due to increased costs for supplies and employee benefits costs. 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 floodplains delineated (in linear miles) Percent of watershed square miles studied that provide residents with the information necessary to mitigate flood and erosion hazards FY 2010 ACTUAL 6838.3% FY 2011 FY 2011 REVISED FORECAST 68.9% 68.9% 30.0% N/A Activities that comprise this program include: • Flood Hazard Planning • Floodplain Delineation 832 47.0% FY 2012 ADOPTED 69.4% 55.3% REV VS ADOPTED VAR % 0.5% 0.7% N/A N/A Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Output Output Output Output Output Demand Demand Demand Efficiency Measure Description Percent of watershed square miles studied that provide residents with the information necessary to mitigate flood and erosion hazards Cumulative square miles of Area Drainage Master Studies or Plans completed through the end of this fiscal year Number of square miles of new Area Drainage Master Studies or Plans completed 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 Number of square miles of updated Area Drainage Master Studies or Plans 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 FY 2010 ACTUAL 30.0% $ FY 2011 FY 2011 REVISED FORECAST N/A 47.0% FY 2012 ADOPTED 55.3% REV VS ADOPTED VAR % N/A N/A 63 2,831 2,831 3,331 500 17.7% N/A N/A N/A 500 N/A N/A 10 27 27 27 - 0.0% 211,950 146,247 146,247 235,215 88,968 60.8% N/A N/A N/A 3 N/A N/A 2,563 6,022 6,022 6,022 - 0.0% 17 191 191 191 - 0.0% 1,453,857 2,908,493 2,908,493 2,908,493 - 0.0% 16.54 35.1% 23.49 $ 47.17 $ 45.36 $ 30.63 $ $ 7,204,991 $ 7,204,991 $ $ Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ 4,979,531 $ 4,979,531 $ 6,898,908 $ 6,898,908 $ 6,633,878 $ 6,633,878 (306,083) (306,083) -4.4% -4.4% Activity Narrative: Expenditures are increasing from FY 2011 to FY 2012 in this Activity due to staff and services resources being directed to studies associated with non-Capital projects. The Department revisited the performance measures associated with this activity and have added a measure to monitor yearly progress as well as cumulative progress on studies completed. 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 833 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget delineations and flood regulations; 48-3616 establishes the requirement for a survey and report of flood control problems and facilities. Measure Type Result Output Output Output Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 67.9% 68.9% 68.9% 69.4% 0.5% 0.7% Percent of floodplains delineated (in linear miles) Number of cumulative linear miles of 4,061 4,121 4,121 4,151 30 0.7% floodplains delineated through the end of the fiscal year Linear miles of floodplains currently under N/A N/A N/A 220 N/A N/A delineation study. Linear miles of floodplain delineated this fiscal N/A N/A N/A 30 N/A N/A year Total number of linear miles of floodplains 5,985 5,985 5,985 5,985 0.0% requiring delineation Total activity expenditure per linear mile of $ 37,426.83 $ 74,261.70 $ 71,942.07 $ 73,678.90 $ 582.80 0.8% floodplain delineated Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ 2,245,610 $ 2,245,610 $ 2,227,851 $ 2,227,851 $ 2,158,262 $ 2,158,262 $ 2,210,367 $ 2,210,367 $ $ 17,484 17,484 0.8% 0.8% Activity Narrative: The Department is consistently increasing the number of linear miles delineated toward the goal of all 5,985 linear floodplain miles being delineated. The expenditures are decreasing for FY 2012 due to capital equipment not being purchased. 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. 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 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 FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 4.4% 4.4% FY 2012 ADOPTED 9.2% REV VS ADOPTED VAR % 4.8% 109.0% 71.2% 100.0% 100.0% 100.0% 0.0% 0.0% 80.0% 50.0% 66.7% 60.0% 10.0% 20.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 72.7% 77.3% 77.3% 72.7% (4.5%) -5.9% 72.9% 100.0% 100.0% 100.0% 0.0% 0.0% 834 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 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. 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 FY 2010 ACTUAL 72.7% FY 2011 FY 2011 REVISED FORECAST 77.3% 77.3% 72.9% 100.0% 100.0% FY 2012 ADOPTED 72.7% REV VS ADOPTED VAR % -5.9% (4.5%) 100.0% 0.0% 0.0% - 4 3 4 - 0.0% 22 22 22 22 - 0.0% 2 4 3 4 - 0.0% 22 22 22 22 - 0.0% N/A $ 559,268.25 $ 521,273.67 $ 569,018.25 $ (9,750.00) -1.7% $ 1,563,821 $ 1,563,821 $ 2,276,073 $ 2,276,073 $ $ (39,000) (39,000) -1.7% -1.7% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ 1,446,782 $ 1,446,782 $ 2,237,073 $ 2,237,073 Activity Narrative: All 22 dam structures are assessed every year. The results of these assessments are the projects that will be pursued the following year. Expenditures are decreasing due to staff cost reductions. 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. 835 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Result 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 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 FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 4.4% 4.4% FY 2012 ADOPTED 9.2% REV VS ADOPTED VAR % 4.8% 109.0% 71.2% 100.0% 100.0% 100.0% 0.0% 0.0% 80.0% 50.0% 66.7% 60.0% 10.0% 20.0% (3) -37.5% 10 8 6 5 785 690 690 695 5 0.8% $ 17,297.30 $ 84,569.93 $ 62,445.78 $ 2,723.60 $ 81,846.33 96.8% $ 1,669,189 $ 1,669,189 $ 2,562,469 $ 2,562,469 $ 1,892,107 $ 1,892,107 $ 1,892,359 $ 1,892,359 $ $ 26.2% 26.2% Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES 670,110 670,110 Activity Narrative: The percent of capital projects implemented with multi-purpose features this fiscal year are anticipated to increase from FY 2011. District policy allows the use of the multi-purpose features in projects where this is feasible and consistent with flood control purposes. However this is not feasible in all projects. It is anticipated that 694.8 square miles will benefit from capital projects completed in FY 2012 up from 30.3 in FY 2011 which is lowering the efficiency measure during FY 2012. Expenditures in this activity will vary greatly every year depending upon the projects that are planned for the upcoming year. 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. 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. 836 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 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 Priority 1 (P1A) Work Orders completed Number of Work Order requests submitted Total activity expenditure per Work Order completed FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% 100.0% $ 100.0% FY 2012 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 58 40 38 30 (10) -25.0% 602 N/A 900 60 752 39 850 60 (50) - -5.6% 0.0% 819 9,118.13 $ 900 7,296.49 $ 752 8,978.74 850 8,315.43 $ (50) (1,018.93) -5.6% -14.0% $ 7,068,112 $ 7,068,112 $ $ (501,268) (501,268) -7.6% -7.6% $ Expenditure 988 - PUBLIC WORKS FLOOD CONTROL TOTAL USES $ 5,489,117 $ 5,489,117 $ 6,566,844 $ 6,566,844 $ 6,752,012 $ 6,752,012 Activity Narrative: The number of critical maintenance Priority 1 (P1) Work Orders completed is anticipated to decrease again in FY 2012 due to a division of P1 Work Orders into two categories. This has resulted in a modification to operating and maintenance procedures. The FY 2012 budget supports the Department in completing 100% of work orders submitted. Expenditures are increasing in FY 2012 due to the need to procure capital equipment. 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 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 Percent of facilities maintenance performed on a timebased 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 FY 2010 ACTUAL 75.6% FY 2011 FY 2011 REVISED FORECAST 72.9% 79.2% FY 2012 ADOPTED 79.2% REV VS ADOPTED VAR % 6.3% 8.6% 87.2% 87.1% 88.3% 88.3% 1.3% 1.4% 99.8% 85.0% 100.0% 100.0% 15.0% 17.6% 100.0% 98.8% 100.0% 99.9% 1.2% 1.2% 44.3% 50.0% 33.6% 33.3% (16.7%) -33.4% 97.0% 100.0% 97.0% 100.0% 0.0% 0.0% 93.6% 92.9% 92.2% 92.2% (0.7%) -0.8% 837 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 75.6% FY 2011 FY 2011 REVISED FORECAST 72.9% 79.2% FY 2012 ADOPTED 79.2% REV VS ADOPTED VAR % 6.3% 8.6% 87.2% 87.1% 88.3% 88.3% 1.3% 1.4% 99.8% 85.0% 100.0% 100.0% 15.0% 17.6% 100.0% 98.8% 100.0% 99.9% 1.2% 1.2% 2,743,859 2,743,859 $ 0.10 $ 281,094 281,094 2,837,049 2,837,049 $ 1.61 2,695,415 2,695,415 $ 1.66 3,173,430 3,173,430 $ 1.96 336,381 336,381 $ 11.9% 11.9% (0.35) -21.7% $ (1,744,655) 93,547 $ (1,651,108) -46.9% 10.9% -36.1% Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ $ 3,718,956 855,918 $ 4,574,874 $ 3,656,908 814,681 $ 4,471,589 $ 5,463,611 762,371 $ 6,225,982 Square Feet of Facilities to be Cleaned 3,300,000 3,200,000 3,100,000 3,000,000 2,900,000 2,800,000 2,700,000 2,600,000 2,500,000 2,400,000 FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Activity Narrative: Expenditures and the efficiency have increased due to the addition of the County’s Maintenance contracts to this activity's budget. FY 2012 reflects two major changes in this activity: the addition of square feet due to the completion of the new Court Tower and the Santa Fe Depot as well as a new janitorial contract with increased cost per square foot of service. Funding for the janitorial services were in Non Departmental during FY 2010 and moved to Public Works in FY 2011. 838 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 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 FY 2010 ACTUAL 44.3% FY 2011 FY 2011 REVISED FORECAST 50.0% 33.6% FY 2012 ADOPTED 33.3% REV VS ADOPTED VAR % (16.7%) -33.4% 97.0% 100.0% 97.0% 100.0% 0.0% 0.0% 93.6% 92.9% 92.2% 92.2% (0.7%) -0.8% 35,671,729 35,598,213 35,598,213 36,253,876 655,663 1.8% 35,671,729 35,598,213 35,598,213 36,253,876 655,663 1.8% Number of (factored) square feet required to be maintained Total expenditure per square foot maintained $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 4,902,520 2,274,758 $ 7,177,278 0.20 $ 0.31 $ 8,026,618 2,991,450 $ 11,018,068 $ 0.29 $ 7,640,903 2,713,851 $ 10,354,754 $ 0.33 $ (0.02) -7.1% $ 8,912,993 3,102,358 $ 12,015,351 $ (886,375) (110,908) (997,283) -11.0% -3.7% -9.1% $ Square Feet of Facilities to be Maintained 36,400,000 36,200,000 36,000,000 35,800,000 35,600,000 35,400,000 35,200,000 FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Activity Narrative: The County opened the Santa Fe Depot in FY 2011 and will be opening the new Court Tower in FY 2012 adding to the factored square feet of facilities to be maintained. Expenditures for additional staff, supplies and contract services have been moved from reserve in Non Departmental to the Department’s budget for the new facilities opening. 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. 839 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 68.9% FY 2011 FY 2011 REVISED FORECAST 69.4% 64.8% 12.9% N/A 16.9% 100.0% FY 2012 ADOPTED 62.8% 10.8% 100.0% REV VS ADOPTED VAR % (6.5%) -9.4% 10.2% 100.0% (6.7%) 0.0% -39.6% 0.0% Activities that comprise this program include: • Parking Management • 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 expenditures per vehicle parked in County garages and spaces FY 2010 ACTUAL 68.9% FY 2011 FY 2011 REVISED FORECAST 69.4% 64.8% REV VS ADOPTED VAR % (6.5%) -9.4% FY 2012 ADOPTED 62.8% 12.9% 14,694 16.9% 14,780 10.8% 20,128 10.2% 894,144 (6.7%) 879,364 -39.6% 5949.7% 21,312 14,780 20,128 894,144 879,364 5949.7% $ 5.31 $ 5.27 $ 3.97 $ 0.09 $ 5.19 98.3% $ $ 78,090 78,090 $ $ 77,952 77,952 $ $ 79,932 79,932 $ $ 79,331 79,331 $ $ (1,379) (1,379) -1.8% -1.8% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The number of vehicles needing to park in County garages and lots is expected to decrease in FY 2012 due to the reduction of work force within the County and the expected increase in use of public transportation due to rising fuel costs. The FY 2011 Revised demand and output reflected the number of parking spaces rather than the number of vehicles requiring parking over the course of a year. 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 840 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of safety and security issues N/A 100.0% 100.0% 100.0% 0.0% 0.0% responded to by Protective Services to secure the County's work and business environment Number of crimes reported on County 121,938 129,092 24,990 17,980 (111,112) -86.1% properties that were responded to by Protective Services Number of crime responses needed 121,938 129,092 24,990 17,980 (111,112) -86.1% Total expenditure per crime response by $ 28.98 $ 31.04 $ 146.15 $ 212.00 $ (180.96) -583.0% Protective Services Revenue 100 - GENERAL TOTAL SOURCES $ $ 486,979 486,979 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 3,489,194 44,241 $ 3,533,435 $ $ 522,115 522,115 $ $ 339,384 339,384 $ $ 235,141 235,141 $ $ (286,974) (286,974) -55.0% -55.0% $ 3,762,459 49,262 $ 3,811,721 $ 195,791 (319) 195,472 4.9% -0.7% 4.9% Expenditure $ 3,958,250 48,943 $ 4,007,193 $ 3,604,082 48,203 $ 3,652,285 $ Activity Narrative: The Department is experiencing a decrease in request for additional, specifically funded security services from the Library District and Public Health Clinics resulting in less revenue for FY 2012. Additionally, revenue is being decreased due to the County’s grant for security services at the Human Services Campus. Expenditures have been reduced due to the elimination of two security position that had previously provided services to these two agencies. 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. 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 customers satisfied with the usefulness and timeliness of information provided by Facilities Planning & Energy Management Percent of County facilities operating within energy efficiency standards (measured by kilowatt s per sq foot) Percent reduction in energy used by County facilities (kilowatt hours) FY 2010 ACTUAL 93.8% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 93.4% REV VS ADOPTED VAR % (6.6%) -6.6% N/A 100.0% 100.0% N/A N/A N/A N/A N/A N/A 42.5% N/A N/A N/A N/A N/A 32.9% N/A N/A N/A N/A N/A 105.3% N/A N/A Activities that comprise this program include: • Facilities Planning and Energy Management • Facility Construction Management 841 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Facilities Planning and Energy Management Activity The purpose of the Facilities Planning and Energy Management Activity is to provide project development and decision support services to County departments so they can make informed decisions about how to allocate and operate buildings and grounds as efficiently as possible. Mandates: Administrative Mandate Measure Type Result Result Result Output Demand Efficiency Expenditure Measure Description Percent of customers satisfied with the usefulness and timeliness of information provided by Facilities Planning & Energy Management Percent of County facilities operating within energy efficiency standards (measured by kilowatt s per sq foot) Percent reduction in energy used by County facilities (kilowatt hours) Number of planning services provided Number of planning services requested Expenditure per planning service provided 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED 42.5% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 32.9% N/A N/A N/A N/A N/A 105.3% N/A N/A N/A N/A N/A N/A N/A N/A N/A 200 N/A 200 N/A $ 134,363.34 N/A N/A N/A N/A N/A N/A (57,440) 1,304 (56,136) -0.4% 0.0% -0.2% $ 11,774,421 12,288,449 $ 24,062,870 $ 14,615,227 12,201,304 $ 26,816,531 $ 12,182,670 11,183,449 $ 23,366,119 $ 14,672,667 12,200,000 $ 26,872,667 $ $ Activity Narrative: This Activity is undergoing a couple of significant changes in FY 2012. Planning staff costs are being allocated out to projects aggressively in FY 2012. Three additional staff have been added to this Activity due to the implementation of the Integrated Workspace Management System. The net result is a slight increase in expenditures for FY 2012. The budget supports the Department in meeting 100% of the requests for planning services. Facility Construction Management Activity The purpose of the Facility Construction Management Activity is to provide new, retrofitted, renovated or remodeled facility project delivery services to Maricopa County Departments 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. 842 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 93.8% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% N/A 100.0% 128 50 100.0% 50 FY 2012 ADOPTED 93.4% REV VS ADOPTED VAR % (6.6%) -6.6% N/A N/A N/A 318 268 536.0% N/A 50 50 N/A N/A N/A 233 50 50 401 351 702.0% 4,667.38 $ 564,549.34 $ 482,232.64 $ 76,641.38 $ 487,907.96 86.4% $ 12,996,738 10,114,525 $ 23,111,263 $ 16,415,576 11,811,891 $ 28,227,467 $ 12,747,539 11,364,093 $ 24,111,632 $ 13,531,196 10,840,763 $ 24,371,959 $ 2,884,380 971,128 $ 3,855,508 17.6% 8.2% 13.7% Number of new, retrofitted, renovated or remodeled facility projects requested Total activity expenditure per new, retrofitted, renovated or remodeled facility project completed $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES Expenditure Activity Narrative: The number of facility projects varies year to year with respect to number as well as scope and complexity of projects. This Activity includes the projects that are part of the annual Major Maintenance Program. During FY 2011, there were several large projects that were one-time in nature that were funded through this activity. 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. 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 $2.777 billion, exclusive of land. It is, therefore, imperative that the system be managed with the same discipline that the County has used to manage their financial assets. This includes continual improvements to the Building System, not only from a capital perspective but also from an operations and maintenance perspective. Planning capital actions based on the needs of buildings, and not based exclusively on departmental needs, is required to maintain or improve facility conditions. The Facility Condition Index (FCI) provides a measurement tool and represents the relative physical condition of a building, a grouping of buildings or a building system. The FCI measures the estimated cost of the current deficiencies including recommended improvements and compares that with the 843 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works projected replacement cost of the facility, grouping of buildings or building system. Life cycle costing of building systems and components provides the basis of this measurement. The formula used to express the FCI is as follows: Facility Condition Index = Total Cost of Deficiencies ($) 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 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”. 844 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Major Maintenance Project Summary CURRENT EXPECTED PROJECT TITLE FCI FCI General Fund (100) Facility Renovation BARRET LAKE STATION (BLK0) Replace Emergency Generator Relocate Boathouse to Marina Future Projects BLACK CANYON HWY BUILDING (BKC0) Upgrade FAS (Ibex to Alerton Inversion) 21.20 20.22 CENTRAL COURT BUILDING (CCB0) Elevator upgrades 37.64 35.19 Future Projects DATA CENTER GENERATOR (DCGN) Install Data Center Generator - carryover DURANGO PARKING GARAGE (DPT0) Convert Garage Security & Controls to IP 0.00 -3.10 Based Sysytem DURANGO JUVENILE (DRV0) Court Bldg: Upgrade 1 Seimens panel 31.90 31.54 Reception: Upgrade 1 Siemens panel 58.47 57.37 Future Projects EAST COURT BUILDING (ECB0) Replace Electrical Panels 34.58 34.07 Future Projects EQUIPMENT SERVICES (EQS0) Repair & Paint Bldg Exterior Replace H/W Boiler HVAC Upgrade Siemens Panel 54.75 54.14 Future Projects JACKSON ST GARAGE (JSG0) Convert Garage Security & Controls to IP 0.00 -1.58 Based System NORTH SCOTTSDALE AIRPARK (APK0) Safety Repairs (sidewalks, rotted wood, falling 11.90 10.24 materials) Future Projects SECURITY BUILDING (SCB0) Referbish & seal windows Seal historic windows 44.85 39.44 Future Projects SOUTHEAST COMPLEX (SEC0) Replace/Install Light Poles (Lewis & A St) Replace Emergency Generator 20.24 19.79 Future Projects THOMPSON PK GENERATOR BLDG (TPT0) Replace Emergency Generator 100.25 97.41 WEST COURT BUILDING (WCB0) Upgrade AHU #2 37.37 36.22 Future Projects Facility Renovation Subtotal FY 2012 Year 1 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 84,445 58,162 26,283 37,336 37,336 1,000,000 1,000,000 1,193,432 1,193,432 1,301,692 1,301,692 34,002 18,990 15,012 284,714 284,714 212,764 119,182 66,636 26,946 510,000 510,000 FY 2013 Year 2 $ $ $ $ $ $ $ $ $ 20,249 $ 20,249 1,891,691 1,045,691 846,000 340,050 106,474 233,576 129,762 129,762 831,201 831,201 7,871,338 $ $ $ $ $ 845 60,000 60,000 2,575,000 1,000,000 1,575,000 600,000 600,000 95,000 95,000 300,000 300,000 - FY 2014 Year 3 $ $ $ $ $ $ $ $ $ 250,000 $ 250,000 175,000 175,000 531,000 531,000 4,586,000 $ $ $ $ $ FY 2015 Year 4 605,478 605,478 1,350,000 1,350,000 - $ $ $ $ $ $ $ $ $ - $ 50,000 50,000 1,350,000 1,350,000 3,355,478 $ $ $ $ $ FY 2016 Year 5 1,607,299 1,607,299 1,196,923 1,196,923 225,000 225,000 - $ $ $ $ $ $ $ $ $ - $ 1,300,000 1,300,000 425,000 425,000 4,754,222 $ $ $ $ $ FIVE YEAR TOTAL - $ - $ $ $ $ $ $ $ $ - $ 700,000 700,000 700,000 $ $ $ $ $ 144,445 58,162 26,283 60,000 37,336 37,336 5,787,777 2,000,000 3,787,777 1,193,432 1,193,432 1,901,692 1,901,692 129,002 18,990 15,012 95,000 2,831,637 284,714 2,546,923 737,764 119,182 66,636 26,946 525,000 510,000 510,000 270,249 20,249 250,000 3,191,691 1,045,691 846,000 1,300,000 1,265,050 106,474 233,576 925,000 129,762 129,762 3,137,201 831,201 2,306,000 20,073,606 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Major Maintenance Project Summary (continued) CURRENT EXPECTED PROJECT TITLE FCI FCI General Fund (100) Major Maintenance ENERGY MANAGEMENT PROGRAM (ENG0) N/A N/A $ ENVIRONMENTAL PROGRAM (ENV0) N/A N/A PROGRAM FEES (PFE0) N/A N/A CODE COMPLIANCE RESERVE (CCR0) N/A N/A BUILDING SECURITY PROGRAM (SCT0) N/A N/A LIFE/SAFETY PROGRAM (SFY0) N/A N/A BUILDING ASSESSMENT (AST0) N/A N/A MAJOR MAINT PROJECT RESERVE N/A N/A Major Maintenance Subtotal $ TOTAL FUND 100 $ PROJECT TITLE Detention Fund (255) Facility Renovation AVONDALE SUBSTATION (AVS0) Upgrade 1 Siemens panel DURANGO JAIL (DRJ0) Admin: Replace Electronic Controls Admin: Resurface Dock Area Admin: Improve Medical Holding Cell House D1: Improve Door Control Console House D1: Improve Door Controls House D2: Improve Door Controls House D3: Improve Door Controls House D3: Improve Safe Cells House D4: Improve Door Controls House D5: Improve Door Controls House D6: Improve Door Controls House D7: Improve Door Controls House D8: Improve Door Controls House D8: Install Emergency Generators House D8: Reconstruct Control Tower House D9: Improve Door Controls House D9: Install Emergency Generators House D9: Reconstruct Control Tower Future Projects DURANGO JUVENILE (DRV0) Replace Emergency Generator - Kitchen Replace Emergency Generator Upgrade 5 Siemen panels Future Projects ESTRELLA JAIL (ESJ0) Improve Showers with Epoxy Coating Future Projects FOURTH AVENUE JAIL (FAJ0) Convert Garage Secr & Cntrls Relocate HVAC Units within APS Vault Install Office Space near Dock Area for Future Projects GILA BEND SUBSTATION (GBS0) Paint Exterior of Bldg & Block Fence LBJ COMPLEX (LBJ0) Rework Horizontal Expansion Joints Soundproof Lawyer Visitation Rooms Chiller Plant Improvements Future Projects SHERIFF'S TRAINING ACADEMY (STA0) Replace Front Doors (Auditorium Side) Future Projects SOUTHEST JUVENILE (SEV0) Replace (2) Existing Chillers 10022 - 100 kw - (Now) - SE Juvenile Mesa Future Projects SOUTHEAST SHERIFF SUBSTATION (SES0) Replace Existing Fire Alarm System Future Projects CURRENT EXPECTED FCI FCI 62.60 67.34 67.34 67.34 61.49 61.49 61.49 58.15 58.15 61.49 61.49 61.49 61.49 13.60 13.60 13.60 13.60 13.60 13.60 64.06 66.91 66.38 60.59 59.35 58.58 55.34 54.81 58.58 58.58 58.58 58.58 11.83 3.99 10.73 12.71 8.79 12.16 60.37 60.37 60.37 59.67 59.74 59.83 18.88 17.66 0.00 0.00 0.00 -0.09 0.00 0.00 13.07 10.62 0.00 0.00 0.00 -0.17 0.00 -16.10 0 0 13.26 11.21 11.74 10.94 50.99 47.25 FY 2013 Year 2 $ $ $ $ $ $ $ $ $ FY 2014 Year 3 FY 2016 Year 5 FY 2015 Year 4 FIVE YEAR TOTAL 400,000 $ 100,000 500,000 200,000 200,000 250,000 250,000 1,900,000 $ 400,000 $ 100,000 500,000 200,000 200,000 250,000 250,000 2,091,905 3,991,905 $ 400,000 $ 100,000 500,000 200,000 200,000 250,000 250,000 3,322,427 5,222,427 $ 400,000 $ 100,000 500,000 200,000 200,000 250,000 250,000 1,923,683 3,823,683 $ 400,000 $ 100,000 500,000 200,000 200,000 250,000 250,000 5,977,905 7,877,905 $ 2,000,000 500,000 2,500,000 1,000,000 1,000,000 1,250,000 1,250,000 13,315,920 22,815,920 9,771,338 $ 8,577,905 $ 8,577,905 $ 8,577,905 $ 8,577,905 $ 42,889,526 FY 2013 Year 2 FY 2012 Year 1 $ 63.90 FY 2012 Year 1 26,000 26,000 1,422,308 324,430 47,774 25,963 55,534 32,512 79,800 79,800 106,729 79,800 79,800 79,800 79,800 21,772 118,240 35,271 21,772 118,240 35,271 209,773 67,257 37,656 104,860 365,000 365,000 612,190 206,011 243,690 162,489 31,805 31,805 1,461,544 217,497 43,577 1,200,470 10,913 10,913 505,671 400,000 105,671 374,720 374,720 - $ $ $ $ $ $ $ $ $ $ 846 570,000 570,000 275,666 275,666 1,530,097 1,530,097 155,000 155,000 500,000 500,000 100,000 100,000 750,000 750,000 FY 2014 Year 3 $ $ $ $ $ $ $ $ $ $ 609,500 609,500 2,932,923 2,932,923 691,106 691,106 - FY 2015 Year 4 $ $ $ $ $ $ $ $ $ $ 1,250,000 1,250,000 2,982,923 2,982,923 250,000 250,000 249,996 249,996 100,000 100,000 507,844 507,844 - FY 2016 Year 5 $ $ $ $ $ $ $ $ $ $ 2,000,000 2,000,000 3,000,000 3,000,000 250,000 250,000 90,763 90,763 - FIVE YEAR TOTAL $ $ $ $ $ $ $ $ $ $ 26,000 26,000 3,851,829 324,430 47,774 25,963 55,534 32,512 79,800 79,800 106,729 79,800 79,800 79,800 79,800 21,773 118,242 35,274 21,776 118,245 35,277 2,429,500 8,401,285 67,257 37,656 104,860 8,191,512 2,836,203 365,000 2,471,203 767,190 206,011 243,690 162,489 155,000 31,805 31,805 5,211,540 217,497 43,577 1,200,470 3,749,996 460,913 10,913 450,000 1,104,278 400,000 105,671 598,607 1,124,720 374,720 750,000 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Major Maintenance Project Summary (continued) PROJECT TITLE Detention Fund (255) Facility Renovation TOWERS JAIL (TWJ0) Reconfigure Sally Port Entrance w/ Man Gate West Side of Complex CURRENT EXPECTED FCI FCI FY 2012 Year 1 FY 2013 Year 2 FY 2014 Year 3 FY 2015 Year 4 FY 2016 Year 5 FIVE YEAR TOTAL $ 320,839 $ 54,446 1,380,000 $ - 1,107,234 $ - - $ - - $ - 2,808,073 54,446 Repave Parking Lot (Laundry & Loading Dock) 43.51 43.51 Install Roof Covering over Locker Area 3.49 3.49 Future Projects Facility Renovation Subtotal $ 225,320 41,073 5,340,763 $ 1,380,000 5,260,763 $ 1,107,234 5,340,763 $ 5,340,763 $ 5,340,763 $ 225,320 41,073 2,487,234 26,592,031 43.51 40.85 CURRENT EXPECTED PROJECT TITLE FCI FCI Detention Fund (255) Major Maintenance ENERGY MANAGEMENT PROGRAM (ENG0) N/A N/A $ ENVIRONMENTAL PROGRAM (ENV0) N/A N/A PROGRAM FEES (PFE0) N/A N/A CODE COMPLIANCE RESERVE (CCR0) N/A N/A BUILDING SECURITY PROGRAM (SCT0) N/A N/A LIFE/SAFETY PROGRAM (SFY0) N/A N/A BUILDING ASSESSMENT (AST0) N/A N/A MAJOR MAINT PROJECT RESERVE N/A N/A Major Maintenance Subtotal $ FY 2012 Year 1 FY 2013 Year 2 FY 2014 Year 3 FY 2015 Year 4 FY 2016 Year 5 FIVE YEAR TOTAL 250,000 $ 100,000 400,000 200,000 200,000 250,000 200,000 1,600,000 $ 250,000 $ 100,000 400,000 200,000 200,000 250,000 200,000 80,000 1,680,000 $ 250,000 $ 100,000 400,000 200,000 200,000 250,000 200,000 1,600,000 $ 250,000 $ 100,000 400,000 200,000 200,000 250,000 200,000 1,600,000 $ 250,000 $ 100,000 400,000 200,000 200,000 250,000 200,000 1,600,000 $ 1,250,000 500,000 2,000,000 1,000,000 1,000,000 1,250,000 1,000,000 80,000 8,080,000 TOTAL FUND 255 $ 6,940,763 $ 6,940,763 $ 6,940,763 $ 6,940,763 $ 6,940,763 $ 34,672,031 TOTAL MAJOR MAINTENANCE (100 & 255) $ 16,712,101 $ 15,518,668 $ 15,518,668 $ 15,518,668 $ 15,518,668 $ 77,561,557 847 Department Strategic Plans and Budgets Public Works Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 44,514,611 $ 604,827 FY 2011 Revised Budget $ 44,514,611 $ 604,827 $ 2,155,961 $ 2,155,961 - $ 15,000 $ 15,000 - $ 477,096 $ 34,824 138,229 227,752 76,291 - $ 47,162,668 $ 604,827 $ 84,770 $ 13,164 71,606 111,220 $ 111,220 - Adjustments: Base Adjustments New Facility Operating Costs Sante Fe Depot Court Tower Reallocations Reallocation Between Depts Construction Audits from Non Departmental Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Radio Chgs from Non Dept Agenda Item: $ $ 75,962 2,079,999 15,000 FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments County-wide Janitorial Contract Increase Fees and Other Revenues ProgRevenue Volume Inc/Dec Human Services Campus County Security Grant Security Services for Library Information and Communications Technology Technology Projects Other Technology Projects Integrated Work space Management System (IWMS) Agenda Item: $ $ $ $ FY 2012 Adopted Budget Percent Change from Target Amount 848 111,220 $ - $ - (286,974) (286,974) $ 359,907 $ 359,907 - $ 47,718,565 $ 1.2% 317,853 -47.4% (100,000) (186,974) 359,907 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works General Fund (100) (continued) Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget Adjustments: Major Maintenance Projects Assessor Admin Bldg Remodel Data Center Generator Non Recurring Site Feasibility Studies - $ 3,089,459 $ 1,546,027 1,543,432 360,000 $ 360,000 - $ 4,510,459 $ - $ (3,914,459) $ (1,546,027) (1,543,432) (825,000) (596,000) $ (360,000) (236,000) - $ - $ - $ 630 $ 96 534 93,433 $ 93,433 1,243,432 $ 1,243,432 - 1,337,495 $ - C-91-11-064-2-00 C-91-11-073-2-00 $ C-91-11-079-2-00 Agenda Item: C-91-11-064-2-00 C-91-11-073-2-00 $ C-91-11-079-2-00 FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Non Recurring Non Recurring Carry Forward 1,061,000 $ Agenda Item: FY 2011 Revised Budget Adjustments: Major Maintenance Projects Assessor Admin Bldg Remodel Data Center Generator Major Maintenance Program Non Recurring Site Feasibility Studies Other Non-Recurring $ Agenda Item: $ $ FY 2012 Adopted Budget g g $ 849 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Grants Fund (223) Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget $ 573,971 $ 573,971 FY 2011 Revised Budget $ 573,971 $ 573,971 $ (573,971) $ (573,971) (573,971) (573,971) $ - $ - $ 390 $ 48 342 - $ 499,610 $ 499,610 500,000 500,000 $ 500,000 $ 500,000 Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2012 Adopted Budget g g Transportation Grants Fund (223) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED (506,586) $ FY 2011 REVISED (176,536) $ FY 2011 FORECAST Beginning Spendable Fund Balance $ Sources: Non-Recurring Total Sources: $ $ 916,894 916,894 $ $ 573,971 573,971 $ $ 573,971 573,971 Uses: Non-Recurring Total Uses: $ $ 339,480 339,480 $ $ 573,971 573,971 $ $ Accounting Adjustments $ (97,997) $ - $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ $ (27,169) $ (27,169) $ (176,536) $ (176,536) $ (176,536) $ FY 2012 ADOPTED (27,169) $ (27,169) $ $ 544,195 544,195 $ $ 500,000 500,000 573,971 573,971 $ $ 544,195 544,195 $ $ 500,000 500,000 - $ - $ - (176,536) $ (176,536) $ (27,169) (27,169) $ $ (27,169) (27,169) Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 850 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Operations Fund (232) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 60,745,610 $ 98,701,418 FY 2011 Revised Budget $ 60,745,610 $ 98,701,418 $ (878,993) $ (878,993) - $ 59,866,617 $ 98,701,418 $ 255,867 24,432 231,435 (1,648,194) (3,454) (232,099) (1,412,641) - Adjustments: Restatements Risk Mgt Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Vacant Position Elimination Fees and Other Revenues ProgRevenue Volume Inc/Dec General Revenues State Shared HURF State Shared VLT Agenda Item: $ $ $ FY 2012 Adopted Budget Percent Change from Target Amount $ 851 $ $ $ $ 58,474,290 $ -2.3% (277,821) (277,821) (10,145,561) (10,143,288) (2,273) 88,278,036 -10.6% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Operations Fund (232) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring ASRS PEHPEP Liability Vehicles from PD and Air Qual Vehicle Air Quality to Transportation $ 37,582,426 $ - $ 338,537 $ 285,007 20,881 32,649 - $ 37,920,963 $ - $ (37,920,963) $ (285,007) (20,881) (32,649) (37,582,426) - $ - $ - $ 38,411,419 $ 38,411,419 (10,000,000) $ (10,000,000) - Agenda Item: C-49-11-013-M-00 C-49-11-042-2-00 C-91-11-235-V-00 FY 2011 Revised Budget Adjustments: Non Recurring ASRS PEHPEP Liability Vehicles from PD and Air Qual Vehicle Air Quality to Transportation Other Non-Recurring Agenda Item: C-49-11-013-M-00 C-49-11-042-2-00 C-91-11-235-V-00 FY 2012 Budget Target Adjustments: Capital Improvement Program Transfer to Capital Proj Fund General Revenues State Shared HURF Agenda Item: $ FY 2012 Recommended Budget $ 28,411,419 $ - FY 2012 Tentative Budget $ 28,411,419 $ - $ 1,517,808 $ 1,517,808 - $ 29,929,227 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2012 Adopted Budget Transportation Operations Fund (232) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 21,501,714 $ 22,094,824 $ 22,094,824 $ 26,688,126 $ 28,545,354 $ 95,289,395 10,000 95,299,395 $ 98,701,418 98,701,418 $ 98,701,418 98,701,418 $ 96,532,755 96,532,755 $ 88,278,036 88,278,036 $ $ $ $ $ 54,548,324 35,567,886 90,116,210 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 60,745,610 37,582,426 98,328,036 40,741,071 $ $ 3,227 $ $ 26,688,126 26,688,126 $ $ $ 60,745,610 37,920,963 98,666,573 37,955,808 $ $ - $ $ 22,468,206 22,468,206 852 $ $ $ 57,007,486 37,668,041 94,675,527 $ 58,474,290 29,929,227 88,403,517 37,955,808 $ 39,525,269 $ 29,803,746 $ - $ - $ - $ $ 22,129,669 22,129,669 $ $ 28,545,354 28,545,354 $ $ 28,419,873 28,419,873 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Capital Projects Fund (234) Expenditures Revenue CAPITAL IMPROVEMENTS FY 2011 Adopted Budget $ 98,872,518 $ 38,814,115 $ 24,719 $ 24,719 - FY 2011 Revised Budget $ 98,897,237 $ 38,814,115 FY 2012 Budget Target $ 98,897,237 $ 38,814,115 $ 16,652,886 $ 16,652,886 16,271,370 16,271,370 FY 2012 Recommended Budget Percent Change from Target Amount $ 115,550,123 $ 16.8% 55,085,485 41.9% FY 2012 Tentative Budget $ 115,550,123 $ 16.8% 55,085,485 41.9% $ 115,550,123 $ 16.8% 55,085,485 41.9% $ 48,550,000 $ 49,158,656 Adjustments: Capital Improvement Program Energy Conservation Project Adjustments: Capital Improvement Program Capital Improvement Prog Adj Agenda Item: C-91-11-139-2-00 Agenda Item: Percent Change from Target Amount FY 2012 Adopted Budget Percent Change from Target Amount MAG ALCP PROJECTS (ALCP) COUNTY ARTERIALS (ARTS) BRIDGE PRESERVATION (BRIG) DUST MITIGATION (DMIT) APS ES ESCO IMPROVEMENTS (ESCO) INTELLIGENT TRANS SYST ITS (INTL) PAVEMENT PRESERVATION (PAVE) PARTNERSHIP SUPPORT (PSUP) RIGHT-OF-WAY (RWAY) SAFETY PROJECTS (SAFE) TRAFFIC IMPROVEMENTS (TIMP) TRANSPORTATION PLANNING (TPLN) 10,445,000 8,440,000 4,170,000 131,956 2,500,000 13,580,000 2,825,000 280,000 4,730,000 8,400,000 1,630,000 FY 2012 Adopted CIP Projects $ 115,550,123 $ Expenditures 2,000,000 1,500,000 400,000 1,610,162 416,667 55,085,485 Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ 36,798,426 FY 2011 Revised Budget $ - $ 36,798,426 FY 2012 Budget Target $ - $ 36,798,426 $ - $ - (8,387,007) (8,387,007) FY 2012 Recommended Budget Percent Change from Target Amount $ - $ 28,411,419 -22.8% FY 2012 Tentative Budget $ - $ 28,411,419 -22.8% $ - $ 28,411,419 -22.8% Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: Percent Change from Target Amount FY 2012 Adopted Budget Percent Change from Target Amount 853 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Transportation Capital Projects Fund (234) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 49,663,283 $ 30,580,162 $ 30,580,162 $ 53,014,090 $ 53,099,852 Sources: Non-Recurring Total Sources: $ $ 59,132,928 59,132,928 $ $ 75,612,541 75,612,541 $ $ 75,612,541 75,612,541 $ $ 72,935,560 72,935,560 $ $ 83,496,904 83,496,904 Uses: Non-Recurring Total Uses: $ $ 55,792,140 55,792,140 $ $ 98,872,518 98,872,518 $ $ 98,897,237 98,897,237 $ $ 72,849,798 72,849,798 $ $ 115,550,123 115,550,123 Accounting Adjustments $ 10,019 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 53,014,090 53,014,090 $ $ 7,320,185 7,320,185 $ $ 7,295,466 7,295,466 $ $ 53,099,852 53,099,852 $ $ 21,046,633 21,046,633 Detention Fund (255) OPERATING FY 2011 Adopted Budget $ 27,086,421 $ - FY 2011 Revised Budget $ 27,086,421 $ - FY 2012 Budget Target $ 27,086,421 $ - $ 14,034 $ 1,488 12,546 18,310 $ (3,204) 21,514 - 27,118,765 $ 0.1% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ (6,940,763) $ - FY 2011 Revised Budget $ (6,940,763) $ - FY 2012 Budget Target $ (6,940,763) $ - $ 6,940,763 $ 6,940,763 - $ - $ -100.0% - Adjustments: Major Maintenance Projects Major Maintenance Program Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 854 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Waste Tire Fund (290) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Solid Waste Waste Tire Increase $ 4,816,896 $ 4,511,046 $ 160,000 $ 160,000 - $ 4,976,896 $ 4,511,046 $ (305,850) $ (305,850) - $ (160,000) $ (160,000) - $ 4,511,046 $ 4,511,046 $ 8,550 $ 5,052 3,498 237,607 $ 237,607 246,157 246,157 4,757,203 $ 5.5% 4,757,203 5.5% Agenda Item: C-91-11-225-M-00 FY 2011 Revised Budget Adjustments: Structural Balance Structural Balance Supplemental Funding Mid Year Adjustments Solid Waste Waste Tire Increase Agenda Item: C-91-11-225-M-00 FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ Waste Tire Fund (290) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 2,297,826 $ 2,195,624 $ 2,195,624 $ 1,576,397 $ 1,548,293 Sources: Operating Total Sources: $ $ 4,271,782 4,271,782 $ $ 4,511,046 4,511,046 $ $ 4,511,046 4,511,046 $ $ 4,726,404 4,726,404 $ $ 4,757,203 4,757,203 Uses: Operating Total Uses: $ $ 4,993,215 4,993,215 $ $ 4,816,896 4,816,896 $ $ 4,976,896 4,976,896 $ $ 4,754,508 4,754,508 $ $ 4,757,203 4,757,203 Structural Balance $ $ - Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,576,397 1,576,397 $ $ 1,889,774 1,889,774 $ $ 1,729,774 1,729,774 $ $ 1,548,293 1,548,293 $ $ 1,548,293 1,548,293 (721,433) $ (305,850) $ 855 (465,850) $ (28,104) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Management Fund (580) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,008,369 $ 318,400 FY 2011 Revised Budget $ 2,008,369 $ 318,400 $ (12,628) $ (12,628) - $ 1,995,741 $ 318,400 $ 7,153 864 6,289 (9,193) (9,193) - (100,399) (100,399) (98,000) (98,000) Adjustments: Restatements Risk Mgt Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec General Revenues Interest Revenue Agenda Item: $ $ $ $ $ $ $ FY 2012 Recommended Budget Percent Change from Target Amount $ 1,993,701 $ -0.1% 120,001 -62.3% FY 2012 Tentative Budget $ 1,993,701 $ -0.1% 120,001 -62.3% $ - $ - 169,965 169,965 $ 1,993,701 $ -0.1% 289,966 -8.9% Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments General Fund Subsidy for Transfer Stations Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 856 169,965 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Management Fund (580) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring Vehicle Air Qual to Pub Wk s SW - $ 18,198 $ 18,198 - $ 5,734,198 $ - $ (5,734,198) $ (18,198) (5,716,000) - $ - $ - $ - $ 1,506,000 $ 190,000 165,775 165,775 - C-91-11-175-V-00 Agenda Item: C-91-11-175-V-00 FY 2012 Budget Target Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Non Recurring Non Recurring Carry Forward Water Truck Other Non-Recurring ADEQ Required Landfill Maintenance Gilbert Landfill Cave Creek Remediation Vehicle Replacements 5,716,000 $ Agenda Item: FY 2011 Revised Budget Adjustments: Non Recurring Vehicle Air Qual to Pub Wk s SW Other Non-Recurring $ Agenda Item: $ $ 190,000 $ 175,000 740,000 200,000 201,000 1,316,000 - FY 2012 Recommended Budget $ 1,506,000 $ 165,775 FY 2012 Tentative Budget $ 1,506,000 $ 165,775 $ (1,316,000) $ (1,316,000) - $ 190,000 $ 165,775 Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Adopted Budget 857 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Management Fund (580) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 10,679,535 $ 8,303,013 $ 8,303,013 $ 8,246,578 $ 1,201,017 $ 232,179 88,000 320,179 $ 318,400 318,400 $ 318,400 318,400 $ 194,893 62,211 257,104 $ 289,966 165,775 455,741 1,971,686 5,330,979 7,302,665 $ $ 1,993,701 190,000 2,183,701 (1,776,793) $ (1,703,735) $ $ $ $ $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 11 $ - $ - $ - $ $ 8,246,578 8,246,578 $ 897,044 897,044 $ 878,846 878,846 $ 1,201,017 1,201,017 $ Ending Spendable Fund Balance: Committed Unassigned Total Ending Spendable Fund Balance $ $ 1,972,488 780,659 2,753,147 $ $ (1,740,309) $ $ 2,008,369 5,716,000 7,724,369 $ 2,008,369 5,734,198 7,742,567 $ (1,689,969) $ $ $ (1,689,969) $ $ $ - (526,943) (526,943) $ Solid Waste Grants Fund (581) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - $ 22,994 $ 22,994 - $ 22,994 $ - $ (22,994) $ (22,994) - FY 2012 Budget Target $ - $ - FY 2012 Adopted Budget $ - $ - Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sol Waste USDA Grant Carryover Agenda Item: C-91-11-082-M-00 FY 2011 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sol Waste USDA Grant Carryover Agenda Item: C-91-11-082-M-00 858 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Solid Waste Grants Fund (581) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST $ - $ 126,966 $ 126,966 $ (65,028) $ $ $ $ $ (147) 75,038 74,891 $ $ - $ $ - $ - 15,360 15,360 $ - $ - $ - Sources: Operating Non-Recurring Total Sources: $ 625 116,354 116,979 Uses: Non-Recurring Total Uses: $ 65,464 65,464 $ - $ 22,994 22,994 $ Structural Balance $ 625 $ - $ - $ Accounting Adjustments $ (116,543) $ - $ - $ $ - $ (65,028) (65,028) $ 126,966 126,966 $ 103,972 103,972 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2012 ADOPTED $ 859 $ $ (147) - (5,497) (5,497) $ $ (5,497) (5,497) (5,497) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Public Works Public Works Flood Control Fund (988) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 35,509,839 $ 35,509,839 FY 2011 Revised Budget $ 35,509,839 $ 35,509,839 $ 43,515 $ 43,515 - $ - 43,515 43,515 $ 35,553,354 $ 35,553,354 $ 107,333 $ 9,408 97,925 (77,301) $ 168,595 (245,896) - $ - 30,032 30,032 Adjustments: Restatements Risk Mgt Chgs from Non Dept Structural Balance Structural Balance Agenda Item: $ FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Debt Service Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2012 Recommended Budget Percent Change from Target Amount $ 35,583,386 $ 0.1% 35,583,386 0.1% FY 2012 Tentative Budget $ 35,583,386 $ 0.1% 35,583,386 0.1% $ 350,415 $ 350,415 350,415 350,415 $ 35,933,801 $ 1.1% 35,933,801 1.1% Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Equipment Carry Over Telecommunication Services Agenda Item: $ 272,927 77,488 FY 2012 Adopted Budget Percent Change from Target Amount Public Works Flood Control Fund (988) Fund Balance Summary FY 2010 ACTUAL Sources: Operating Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ $ 28,667,079 28,667,079 $ $ 35,509,839 35,509,839 $ $ 35,509,839 35,509,839 $ $ 33,939,374 33,939,374 $ $ 35,933,801 35,933,801 $ 28,667,100 28,667,100 $ $ $ 33,939,374 33,939,374 $ $ 35,509,839 44,300 35,554,139 $ $ 35,509,839 35,509,839 $ 35,933,801 35,933,801 (21) $ - $ - $ - $ - - $ - $ - (44,300) $ (44,300) $ - $ $ - $ Structural Balance $ Accounting Adjustments $ 21 $ - $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ $ - $ $ - $ $ 860 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder Analysis by Carmine L. Davis, Management and 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 Department Specific 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 2010, the Recorder processed 580,640 documents for FY 2011 of which 430,082 were processed electronically. This equates to 74.07% of total recorded documents being recorded from digital and electronic sources. 861 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 7,479,993 $ 51,048 183,692 7,714,733 $ 6,769,997 $ 50,000 180,000 6,999,997 $ 6,769,997 $ 50,000 180,000 6,999,997 $ 6,772,744 $ 49,198 178,058 7,000,000 $ 6,793,997 $ 50,000 156,000 6,999,997 $ 24,000 (24,000) - 0.4% 0.0% -13.3% 0.0% $ $ - $ - $ 3 $ 3 $ 3 $ 3 $ - $ - $ 3 $ 3 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 57,303 $ 57,303 $ - $ - $ - $ - $ 26,515 $ 26,515 $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 4,481,272 $ 4,481,272 $ 4,620,000 $ 4,620,000 $ 4,620,000 $ 4,620,000 $ 4,481,804 $ 4,481,804 $ 4,590,000 $ 4,590,000 $ (30,000) (30,000) -0.6% -0.6% TOTAL PROGRAMS $ 12,253,308 $ 11,620,000 $ 11,620,000 $ 11,508,319 $ 11,590,000 $ (30,000) -0.3% $ 692,797 $ 130,254 289,513 1,112,564 $ 1,043,843 $ 196,837 319,053 1,559,733 $ 1,043,842 $ 196,838 319,050 1,559,730 $ 845,983 $ 152,665 270,301 1,268,949 $ 1,088,326 $ 345,742 297,419 1,731,487 $ (44,484) (148,904) 21,631 (171,757) -4.3% -75.6% 6.8% -11.0% 123,090 $ 120,187 435,880 68,463 747,620 $ 123,092 $ 120,187 435,881 68,460 747,620 $ 122,131 $ 69,224 536,146 64,358 791,859 $ 123,220 $ 76,929 613,527 69,117 882,793 $ (128) 43,258 (177,646) (657) (135,173) -0.1% 36.0% -40.8% -1.0% -18.1% USES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 118,918 $ 112,547 393,225 61,930 686,620 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 2,472 $ 2,472 $ 10,896 $ 10,896 $ 10,896 $ 10,896 $ 10,895 $ 10,895 $ 6,100 $ 6,100 $ BUAS - BUSINESS APPLICATION DEV SUPP HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 2,625,494 $ 628,798 3,254,292 $ 3,703,062 $ 622,619 4,325,681 $ 3,703,065 $ 622,619 4,325,684 $ 3,188,875 $ 506,837 3,695,712 $ 6,004,352 $ 571,269 6,575,621 $ (2,301,287) 51,350 (2,249,937) -62.1% 8.2% -52.0% TOTAL PROGRAMS $ 5,055,948 $ 6,643,930 $ 6,643,930 $ 5,767,415 $ 9,196,001 $ (2,552,071) -38.4% 4,796 4,796 44.0% 44.0% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2010 ACTUAL 11,738,535 11,738,535 FY 2011 ADOPTED $ $ 57,303 $ 457,470 514,773 $ 11,119,802 11,119,802 FY 2011 REVISED $ $ 60,000 $ 440,198 500,198 $ 11,119,802 11,119,802 FY 2011 FORECAST $ $ 60,000 $ 440,198 500,198 $ 11,077,607 11,077,607 FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 11,185,802 11,185,802 $ $ 66,000 66,000 0.6% 0.6% 56,515 $ 374,197 430,712 $ 30,000 374,198 404,198 $ $ (30,000) (66,000) (96,000) -50.0% -15.0% -19.2% ALL REVENUES $ 12,253,308 $ 11,620,000 $ 11,620,000 $ 11,508,319 $ 11,590,000 $ (30,000) -0.3% TOTAL SOURCES $ 12,253,308 $ 11,620,000 $ 11,620,000 $ 11,508,319 $ 11,590,000 $ (30,000) -0.3% 862 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 2,673,206 $ 13,967 893,763 5,525 3,586,461 $ 2,940,170 $ 27,000 1,149,906 2,000 4,119,076 $ 2,940,170 $ 27,000 1,149,906 2,000 4,119,076 $ 2,725,608 $ 23,014 1,019,757 4,772 3,773,151 $ 2,977,050 $ 21,500 1,128,015 1,500 4,128,065 $ (36,880) 5,500 21,891 500 (8,989) -1.3% 20.4% 1.9% 25.0% -0.2% 411,835 $ 135,389 547,224 $ 1,012,025 $ 484,500 1,496,525 $ 1,012,025 $ 484,500 1,496,525 $ 921,478 $ 146,144 1,067,622 $ 581,125 $ 895,000 27,840 1,503,965 $ 430,900 (410,500) (27,840) (7,440) 42.6% -84.7% N/A -0.5% $ 135,893 $ 38,167 350,767 49,711 17,582 6,372 40,421 3,762 642,675 $ 224,900 $ 43,300 155,000 95,100 29,050 66,000 106,379 3,600 723,329 $ 224,900 $ 43,300 155,000 95,100 29,050 66,000 106,379 3,600 723,329 $ 207,400 $ 26,945 88,984 144,643 19,465 63,968 59,035 2,744 613,184 $ 384,900 $ 48,800 114,500 276,453 30,550 66,000 84,168 3,600 1,008,971 $ (160,000) -71.1% (5,500) -12.7% 40,500 26.1% (181,353) -190.7% (1,500) -5.2% 0.0% 22,211 20.9% 0.0% (285,642) -39.5% $ $ 279,588 $ 279,588 $ 305,000 $ 305,000 $ 305,000 $ 305,000 $ 313,458 $ 313,458 $ 2,555,000 $ 2,555,000 $ (2,250,000) -737.7% (2,250,000) -737.7% ALL EXPENDITURES $ 5,055,948 $ 6,643,930 $ 6,643,930 $ 5,767,415 $ 9,196,001 $ (2,552,071) -38.4% TOTAL USES $ 5,055,948 $ 6,643,930 $ 6,643,930 $ 5,767,415 $ 9,196,001 $ (2,552,071) -38.4% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ 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 0850 - UTILITIES SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ FUND TOTAL SOURCES $ 7,714,733 $ 7,714,733 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ $ FUND TOTAL SOURCES $ 4,538,575 $ 4,538,575 $ 4,620,000 $ 4,620,000 $ 4,620,000 $ 4,620,000 $ 4,508,319 $ 4,508,319 $ 4,590,000 $ 4,590,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 12,253,308 $ 12,253,308 $ FY 2010 ACTUAL 11,620,000 $ 11,620,000 $ FY 2011 ADOPTED 11,620,000 $ 11,620,000 $ FY 2011 REVISED 11,508,319 $ 11,508,319 $ FY 2011 FORECAST 11,590,000 $ 11,590,000 $ FY 2012 ADOPTED 236 RECORDERS SURCHARGE OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING REVISED VS ADOPTED VAR % (30,000) (30,000) 0.0% 0.0% -0.6% -0.6% (30,000) -0.3% (30,000) -0.3% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,649,614 $ 1,649,614 $ 2,095,117 $ 2,095,117 $ 2,095,117 $ 2,095,117 $ 1,893,399 $ 1,893,399 $ 2,251,263 $ 2,251,263 $ $ FUND TOTAL USES $ 3,406,334 $ 3,406,334 $ 3,498,813 $ 1,050,000 4,548,813 $ 3,498,813 $ 1,050,000 4,548,813 $ 3,498,807 $ 375,209 3,874,016 $ 3,494,738 $ 3,450,000 6,944,738 $ 4,075 0.1% (2,400,000) -228.6% (2,395,925) -52.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 5,055,948 $ - $ 5,055,948 $ 5,593,930 $ 1,050,000 $ 6,643,930 $ 5,593,930 $ 1,050,000 $ 6,643,930 $ 5,392,206 $ 375,209 $ 5,767,415 $ 5,746,001 $ 3,450,000 $ 9,196,001 $ (152,071) -2.7% (2,400,000) -228.6% (2,552,071) -38.4% 236 RECORDERS SURCHARGE OPERATING NON-RECURRING 863 (156,146) (156,146) -7.5% -7.5% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Recorder 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 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 1.00 1.00 7.00 3.00 2.00 1.00 1.00 7.00 (1.00) (1.00) 0.0% 0.0% (50.0%) 0.0% (12.5%) 22.00 4.00 26.00 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% 23.00 5.00 1.00 29.00 63.00 24.00 4.00 1.00 29.00 63.00 24.00 4.00 1.00 29.00 63.00 25.00 4.00 1.00 30.00 63.00 25.00 4.00 1.00 30.00 63.00 1.00 1.00 - 4.2% 0.0% 0.0% 3.4% 0.0% 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 2010 FY 2011 ADOPTED ADOPTED 2.00 2.00 5.00 5.00 1.00 1.00 4.00 4.00 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 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 21.00 21.00 3.00 3.00 1.00 1.00 1.00 1.00 6.00 6.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 63.00 63.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 0.0% 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 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% 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% 21.00 21.00 21.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 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% 63.00 63.00 63.00 0.0% FY 2010 FY 2011 ADOPTED ADOPTED 36.00 36.00 27.00 27.00 63.00 63.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 36.00 36.00 36.00 0.0% 27.00 27.00 27.00 0.0% 63.00 63.00 63.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 236 RECORDERS SURCHARGE Department Total 864 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Recorder General Adjustments General Fund (100) Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $17,280 decrease to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $11,881. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $13,628 is restated for FY 2012 consolidated risk management charges. • $147,917 is a restatement of FY 2011 baseline telecommunications. Recorder’s Surcharge Fund (236) Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $12,960 decrease to the department budget. Additionally, retirement/long-term disability charges are increasing, impacting the department by $15,492. Technology: Increase Non-Recurring/Non-Project by $3,450,000 for printer, laptop and PC refreshes, RFID tags and interegators, consolidated records system and KIOSK hardware, SAN refresh and other drives, servers and miscellaneous hardware. Interest Revenue: Interest revenue is decreasing due to the global financial markets’ low interest rates. As a result, the Recorder’s Office submitted a FY 2012 operating budget under target in interest revenues for $30,000. Other Base Adjustments: The Recorder’s Office submitted a FY 2012 Operating budget under target for expenditures for $6,607 due to a decrease in miscellaneous expenses. 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. 865 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Recorder Program Results Measure Description Percentage of customers satisfied with the timeliness in returning documents presented for recording 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 89.0% REV VS ADOPTED VAR % (11.0%) -11.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 97.0% 96.7% 97.0% 0.0% 0.0% 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. 866 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Revenue Measure Description Percentage of customers satisfied with the timeliness in returning documents presented for recording Percentage of documents recorded digitally successfully recorded without error Number of documents recorded. Number of documents recorded digitally Number of documents presented for recording Number of documents presented for digital recording Expenditure per document recorded FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% N/A 100.0% N/A N/A N/A N/A 100.0% 1,125,000 822,500 1,175,000 822,500 N/A $ 0.93 FY 2012 ADOPTED 89.0% 100.0% 1,130,640 850,124 1,180,640 850,124 $ 0.75 REV VS ADOPTED VAR % (11.0%) -11.0% 1,150,000 805,000 1,150,000 805,000 $ 0.95 $ 0.0% 0.0% 25,000 (17,500) (25,000) (17,500) 2.2% -2.1% -2.1% -2.1% (0.02) -2.0% 100 - GENERAL TOTAL SOURCES $ 7,479,993 $ 7,479,993 $ 6,769,997 $ 6,769,997 $ 6,772,744 $ 6,772,744 $ 6,793,997 $ 6,793,997 $ $ 24,000 24,000 0.4% 0.4% 100 - GENERAL TOTAL USES $ $ $ 1,043,842 $ 1,043,842 $ $ $ 1,088,326 $ 1,088,326 $ $ (44,484) (44,484) -4.3% -4.3% Expenditure 692,797 692,797 845,983 845,983 Activity Narrative: The FY 2012 revenues for the Document Operations Activity are projected to increase from FY 2011 due to more complex recordings, such as bankruptcy and foreclosure documents. The current resources can accommodate the number of recordings. The increase in FY 2012 expenditure is due to a departmental restructuring as public assistance expenses are now included in this activity. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 97.0% 96.7% N/A N/A N/A $ 820,000 900,000 0.39 $ 450,000 500,000 0.60 FY 2012 ADOPTED 97.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 820,000 900,000 0.36 $ 0.03 0.0% 0.0% 6.8% Revenue 100 - GENERAL TOTAL SOURCES $ $ 183,692 183,692 $ $ 180,000 180,000 $ $ 178,058 178,058 $ $ 156,000 156,000 $ $ (24,000) (24,000) 100 - GENERAL TOTAL USES $ $ 289,513 289,513 $ $ 319,050 319,050 $ $ 270,301 270,301 $ $ 297,419 297,419 $ $ 21,631 21,631 -13.3% -13.3% Expenditure 867 6.8% 6.8% Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2012 Adopted Budget Mail Out Activity Documents Maileds 1,000,000 800,000 600,000 400,000 200,000 0 FY 10 Actual FY 11 Revised FY 11 Forecast Demand FY 12 Adopted Output Activity Narrative: Expenditures are expected to decline due to efficiencies in the mail out program. 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. 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% N/A N/A N/A $ 77,500 77,500 2.54 $ 17,500 17,500 8.72 REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ADOPTED 100.0% $ 77,500 77,500 4.46 $ 100 - GENERAL TOTAL SOURCES $ $ 51,048 51,048 $ $ 50,000 50,000 $ $ 49,198 49,198 $ $ 50,000 50,000 $ $ 100 - GENERAL 236 - RECORDERS SURCHARGE TOTAL USES $ 41,234 89,020 130,254 $ 46,838 150,000 196,838 $ 43,387 109,278 152,665 $ 45,742 300,000 345,742 $ (1.92) - 0.0% 0.0% -75.6% 0.0% 0.0% Expenditure $ $ $ $ $ 1,096 (150,000) (148,904) 2.3% -100.0% -75.6% Activity Narrative: The FY 2012 budget supports the Department in meeting 100% of the demand for documents scanned. Revenues for the Micrographics Activity are expected to be consistent with FY 2011 due to a flat number of requests for microfiche information by real estate companies based on the number of home sales. The increase in expenditures for this activity is due to necessary preservation of early recorded paper documents, which need to be protected with acid-free sleeves. 868 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,095,117 $ 7,000,000 FY 2011 Revised Budget $ 2,095,117 $ 7,000,000 $ 161,545 $ 13,628 147,917 - $ 2,256,662 $ 7,000,000 $ (5,399) $ (17,280) 11,881 - $ 2,251,263 $ -0.2% 7,000,000 0.0% Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 869 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 3,498,813 $ 4,620,000 FY 2011 Revised Budget $ 3,498,813 $ 4,620,000 FY 2012 Budget Target $ 3,498,813 $ 4,620,000 $ 2,532 $ (12,960) 15,492 (6,607) $ (6,607) (30,000) (30,000) 3,494,738 $ -0.1% 4,590,000 -0.6% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ 1,050,000 $ - FY 2011 Revised Budget $ 1,050,000 $ - $ (1,050,000) $ (1,050,000) - $ - $ - $ 3,450,000 $ 3,450,000 - $ 3,450,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Base Adjustments Other Base Adjustments Printer, Laptop & PC Refreshes RFID Tags & Interegators - Inventory Project Consolidated Records System & KIOSK Hardware SAN Refresh Drives, Servers & Miscellaneous Hardware Agenda Item: $ FY 2012 Adopted Budget 870 345,000 250,000 375,000 2,000,000 480,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 3,810,641 $ 4,738,411 $ 4,738,411 $ 4,942,886 $ 5,577,189 Sources: Operating Total Sources: $ $ 4,538,575 4,538,575 $ $ 4,620,000 4,620,000 $ $ 4,620,000 4,620,000 $ $ 4,508,319 4,508,319 $ $ 4,590,000 4,590,000 $ $ $ $ 3,498,807 375,209 3,874,016 $ $ 3,498,813 1,050,000 4,548,813 $ $ 3,498,813 1,050,000 4,548,813 $ 3,494,738 3,450,000 6,944,738 Uses: Operating Non-Recurring Total Uses: $ 3,406,334 3,406,334 Structural Balance $ 1,132,241 $ 1,121,187 $ 1,121,187 $ 1,009,512 $ 1,095,262 Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 4,942,886 4,942,886 $ $ 4,809,598 4,809,598 $ $ 4,809,598 4,809,598 $ $ 5,577,189 5,577,189 $ $ 3,222,451 3,222,451 871 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Research and Reporting Analysis by Mary Driessen, Senior Management and Budget Analyst 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 Citizen Satisfaction By 2016, 90% of respondents will report satisfaction with the Customer Satisfaction survey. Status: The Department continues to work with County departments to make sure they are collecting the right data and the information they need to meet their goals. The Department is also working with the Public Trust Strategic group to make sure the data collected is useful and used. Quality Workforce By 2016, 90% of respondents will report satisfaction with the Employee Satisfaction Survey (ESS). Status: The Department has been and will continue to work departments to integrate the ESS results with their Performance Department is also working with the Office of Enterprise Technology if the ESS can be administered on-line while maintaining the confidentiality needed for the results to be valid and useful. Quality Workforce with County Plans. The (OET) to see controls and By 2016, 90% of respondents will report satisfaction with the Exit Interview survey. Status: The Department is currently working to modify questionnaire to better meet the data needs of departments using the data. The Department is also researching the possibility of extending the process to include employees who transfer from one department to another. 872 Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES OACS - OUTSIDE AGENCY CONTRACT SURVEY 46RR - RESEARCH AND REPORTING FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 97,283 $ 97,283 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 72,000 $ 72,000 $ 22,000 22,000 44.0% 44.0% TOTAL PROGRAMS $ 97,283 $ 50,000 $ 50,000 $ 50,000 $ 72,000 $ 22,000 44.0% (14,000) $ 242,108 228,108 $ - $ 50,000 186,156 236,156 $ - $ 50,000 186,158 236,158 $ - $ 50,000 168,129 218,129 $ - $ 72,000 166,949 238,949 $ (22,000) 19,209 (2,791) N/A -44.0% 10.3% -1.2% 8,698 $ 8,698 61,373 78,769 $ 8,697 $ 8,697 61,373 78,767 $ 8,822 $ 8,508 63,581 80,911 $ 9,618 $ 9,618 102,455 121,691 $ (921) (921) (41,082) (42,924) -10.6% -10.6% -66.9% -54.5% 5,217 5,217 71.3% 71.3% (40,498) -12.6% 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 $ $ 8,894 $ 8,291 63,325 80,510 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 516 $ 516 $ 7,316 $ 7,316 $ 7,316 $ 7,316 $ 4,687 $ 4,687 $ 2,099 $ 2,099 $ TOTAL PROGRAMS $ 309,134 $ 322,241 $ 322,241 $ 303,727 $ 362,739 $ Sources and Uses by Category FY 2010 CATEGORY ACTUAL INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ 97,283 97,283 SUBTOTAL $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 72,000 72,000 $ $ 22,000 22,000 44.0% 44.0% $ 22,000 44.0% ALL REVENUES $ 97,283 $ 50,000 $ 50,000 $ 50,000 $ 72,000 TOTAL SOURCES $ 97,283 FY 2010 ACTUAL $ 50,000 FY 2011 ADOPTED $ 50,000 FY 2011 REVISED $ 50,000 FY 2011 FORECAST $ 72,000 FY 2012 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 $ REVISED VS ADOPTED VAR % FY 2012 ADOPTED $ 22,000 44.0% REVISED VS ADOPTED VAR % 207,156 $ 41,797 2 62,809 2,135 (14,000) 299,899 $ 224,633 $ 24,604 71,776 5,061 (92,000) 71,000 305,074 $ 224,633 $ 24,604 71,776 5,061 (92,000) 71,000 305,074 $ 202,358 $ 39,084 68,363 3,674 (92,000) 71,000 292,479 $ 230,284 $ 26,414 106,033 5,000 (118,000) 95,000 344,731 $ $ SUBTOTAL $ 6,082 $ 6,082 $ 6,367 $ 6,367 $ 6,367 $ 6,367 $ 5,754 $ 5,754 $ 5,939 $ 5,939 $ SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING SUBTOTAL $ ALL EXPENDITURES $ - $ 2,049 1,104 3,153 $ 309,134 $ 2,000 $ 3,000 1,000 3,945 555 300 10,800 $ 322,241 $ 2,000 $ 3,000 1,000 3,945 555 300 10,800 $ 322,241 $ 664 $ 1,750 332 1,785 763 200 5,494 $ 303,727 $ - $ 3,000 1,010 7,203 556 300 12,069 $ 362,739 $ 2,000 (10) (3,258) (1) (1,269) (40,498) 100.0% 0.0% -1.0% -82.6% -0.2% 0.0% -11.8% -12.6% TOTAL USES $ 309,134 $ 322,241 $ 322,241 $ 303,727 $ 362,739 $ (40,498) -12.6% SUPPLIES 0801 - GENERAL SUPPLIES 873 (5,651) (1,810) (34,257) 61 26,000 (24,000) (39,657) 428 428 -2.5% -7.4% N/A -47.7% 1.2% 28.3% -33.8% -13.0% 6.7% 6.7% Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 97,283 $ 97,283 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 72,000 $ 72,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 97,283 $ 97,283 $ FY 2010 ACTUAL 50,000 $ 50,000 $ FY 2011 ADOPTED 50,000 $ 50,000 $ FY 2011 REVISED 50,000 $ 50,000 $ FY 2011 FORECAST 72,000 $ 72,000 $ FY 2012 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING 22,000 22,000 44.0% 44.0% 22,000 44.0% 22,000 44.0% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 309,134 $ 309,134 $ 322,241 $ 322,241 $ 322,241 $ 322,241 $ 303,727 $ 303,727 $ 362,739 $ 362,739 $ (40,498) (40,498) -12.6% -12.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 309,134 $ 309,134 $ 322,241 $ 322,241 $ 322,241 $ 322,241 $ 303,727 $ 303,727 $ 362,739 $ 362,739 $ (40,498) (40,498) -12.6% -12.6% Staffing by Program and Activity PROGRAM/ACTIVITY 460 RESEARCH AND REPORTING ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL RESEARCH AND REPORTING COUNTY SPONSORED SURVEYS PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .50 .20 .20 .90 .50 .20 .20 .90 .50 .20 .20 .90 .50 .20 .20 .90 .80 .20 .20 1.20 .30 .30 60.0% 0.0% 0.0% 33.3% 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.55 4.55 5.75 (.30) (.30) - (6.2%) (6.2%) 0.0% Staffing by Market Range Title MARKET RANGE TITLE RESEARCH AND REPORTING Director - Research & Report Office Assistant Office Assistant Specialized Program Coordinator Department Total FY 2010 ADOPTED 1.00 1.25 3.00 .50 5.75 FY 2011 ADOPTED 1.00 1.25 3.00 .50 5.75 FY 2011 REVISED 1.00 1.25 3.00 .50 5.75 FY 2011 FY 2012 FORECAST ADOPTED 1.00 1.25 3.00 .50 5.75 1.00 1.25 3.00 .50 5.75 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Fund DEPARTMENT/FUND 460 RESEARCH AND REPORTING 100 GENERAL Department Total FY 2010 ADOPTED 5.75 5.75 FY 2011 ADOPTED 5.75 5.75 FY 2011 REVISED 5.75 5.75 FY 2011 FY 2012 FORECAST ADOPTED 5.75 5.75 5.75 5.75 REVISED TO ADOPTED VARIANCE VAR % - 0.0% 0.0% General Adjustments Base Adjustments: General Fund (100)  Increase Regular Benefits by $ 31,209 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate.  Increase Regular Benefits by $2,218 for retirement contribution rate increase. 874 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Target Adjustments: General Fund (100)  Increase budget by $562 for restatement of risk management charges from Non Departmental.  Increase budget by $6,509 for restatement of baseline telecommunications. 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. Program Results Measure Description Percent of eligible respondents who are interviewed for a county-departmentcontracted survey project (Rate of Response or Participation Rate) Percent of eligible respondents who are interviewed for a county-sponsored survey project (Rate of Response or Participation Rate) Percent of eligible respondents who are interviewed for outside agency survey projects (Rate of Response or Participation Rate) FY 2010 ACTUAL 97.4% FY 2011 FY 2011 REVISED FORECAST 95.4% 95.0% FY 2012 ADOPTED 91.8% REV VS ADOPTED VAR % (3.6%) -3.8% 90.4% 95.0% 87.0% 89.1% (5.9%) -6.2% 95.5% 96.0% 88.0% 99.2% 3.2% 3.4% Activities that comprise this program include:  County Department Contracted Surveys  County Sponsored Surveys  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 Demand Efficiency Measure Description Percent of eligible respondents who are interviewed for a county-departmentcontracted survey project (Rate of Response or Participation Rate) Number of county-department-contracted survey projects completed Number of county-department-contractedsurvey projects requested Expenditure per county-department-contracted survey project completed FY 2010 ACTUAL 97.4% FY 2011 FY 2011 REVISED FORECAST 95.4% 95.0% REV VS ADOPTED VAR % (3.6%) -3.8% FY 2012 ADOPTED 91.8% N/A N/A N/A 9 N/A N/A N/A N/A N/A 9 N/A N/A N/A N/A N/A $ - N/A N/A - N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ (14,000) $ (14,000) $ 875 - $ $ - $ $ - $ $ Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measurements for this department are new for FY 2012. 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. Measure Type Result Output Demand Efficiency Measure Description Percent of eligible respondents who are interviewed for a county-sponsored survey project (Rate of Response or Participation Rate) Number of county-sponsored survey projects completed Number of county-sponsored survey projects requested Expenditure per county-sponsored survey project completed FY 2010 ACTUAL 90.4% FY 2011 FY 2011 REVISED FORECAST 95.0% 87.0% REV VS ADOPTED VAR % (5.9%) -6.2% FY 2012 ADOPTED 89.1% N/A N/A N/A 55 N/A N/A N/A N/A N/A 55 N/A N/A N/A N/A N/A $ 3,035.44 N/A N/A 19,209 19,209 10.3% 10.3% Expenditure 100 - GENERAL TOTAL USES $ $ 242,108 242,108 $ $ 186,158 186,158 $ $ 168,129 168,129 $ $ 166,949 166,949 $ $ Activity Narrative: Measurements for this department are new for FY 2012. 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 Demand Efficiency Measure Description Percent of eligible respondents who are interviewed for outside agency survey projects (Rate of Response or Participation Rate) Number of outside-agency survey projects completed Number of outside-agency survey projects requested Expenditure per outside-agency survey project completed FY 2010 ACTUAL 95.5% FY 2011 FY 2011 REVISED FORECAST 96.0% 88.0% FY 2012 ADOPTED 99.2% REV VS ADOPTED VAR % 3.2% 3.4% N/A N/A N/A 1 N/A N/A N/A N/A N/A 1 N/A N/A N/A N/A N/A $ 72,000.00 N/A N/A Revenue 100 - GENERAL TOTAL SOURCES $ $ 97,283 97,283 $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 72,000 72,000 $ $ 22,000 22,000 44.0% 44.0% 100 - GENERAL TOTAL USES $ $ - $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 72,000 72,000 $ $ (22,000) (22,000) -44.0% -44.0% Expenditure Activity Narrative: In FY 2012, the Department will conduct one survey for the State of Arizona for $72,000. Measurements for this department are new for FY 2012. 876 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 322,241 $ 50,000 FY 2011 Revised Budget $ 322,241 $ 50,000 $ 7,071 $ 562 6,509 - $ 329,312 $ 50,000 $ 33,427 $ 31,209 2,218 - $ - $ - 22,000 22,000 $ 362,739 $ 10.2% 72,000 44.0% Adjustments: Restatements Risk Mgt Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Other IGA Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 877 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Analysis by Jacqueline M. Edwards, Management and 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 Fiscal Strength By 2015, the Cost of Risk will be at or less than 1%. Status: The cost of risk has remained stable at 0.93%. Risk Management projects the cost of risk to be 1% or less at the end of FY 2011 and through FY 2012. Quality Workforce By 2015, the injury incident rate will not increase each year by more than 1% over the 3-year-average. Status: In FY 2010, the injury incident rate decreased to 3.65 from 3.7 in FY 2009. For FY 2011 and FY 2012, Risk Management continues to work towards further stabilizing the injury incident rate when compared to the prior 3-year average. Quality Workforce By 2015, voluntary, non-retirement turnover will be 10% or less. Status: For FY 2011, the non-retirement turnover rate increased to over 10%. Positions have been filled and personnel stabilized. Risk Management projects that the rate will be less than 10% by the end of FY 2011 and will continue to be stable for FY 2012. 878 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity FY 2010 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 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 1,067,254 $ 718,596 10,534,254 9,010,070 993,288 641,074 5,820,948 28,785,484 $ 941,179 $ 623,249 9,623,818 5,724,625 1,034,933 1,053,495 5,330,708 24,332,007 $ 941,179 $ 623,249 9,623,818 5,724,625 1,034,933 1,053,495 5,330,708 24,332,007 $ 941,179 $ 623,249 9,623,858 5,732,025 1,034,933 610,701 6,338,615 24,904,560 $ 491,703 $ 320,025 7,414,735 3,403,379 668,000 684,975 2,773,373 15,756,190 $ (449,476) (303,224) (2,209,083) (2,321,246) (366,933) (368,520) (2,557,335) (8,575,817) -47.8% -48.7% -23.0% -40.5% -35.5% -35.0% -48.0% -35.2% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 720,000 $ 720,000 $ 720,000 $ 720,000 $ 7,714 $ 7,714 $ 475,000 $ 475,000 $ (245,000) (245,000) -34.0% -34.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 768,716 $ 768,716 $ - $ - $ - $ - $ 672,569 $ 672,569 $ - $ - $ TOTAL PROGRAMS $ 29,554,200 $ 25,052,007 $ 25,052,007 $ 25,584,843 $ 16,231,190 $ (8,820,817) N/A N/A -35.2% USES RMPT - RECORDS MANAGEMENT SERVICES 73BS - BUSINESS SERVICES $ $ - $ - $ - $ - $ - $ - $ 63 $ 63 $ - $ - $ 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 $ $ 92,279 $ 153,396 35,070,538 4,875,054 1,270,326 1,484,005 6,948,440 49,894,038 $ 1,400,571 $ 922,251 13,668,930 8,405,473 1,547,272 1,550,765 7,755,025 35,250,287 $ 1,400,570 $ 922,250 13,668,928 8,405,477 1,547,272 1,550,765 7,755,025 35,250,287 $ 1,048,844 $ 780,402 10,326,044 6,970,691 1,656,447 1,525,366 7,112,332 29,420,126 $ 1,159,622 $ 814,077 18,340,634 8,702,545 1,833,546 1,834,387 7,333,323 40,018,134 $ 240,948 108,173 (4,671,706) (297,068) (286,274) (283,622) 421,702 (4,767,847) 17.2% 11.7% -34.2% -3.5% -18.5% -18.3% 5.4% -13.5% ENSS - ENVIRONMENTAL MANAGEMENT SVCS 75EM - ENVIRONMENTAL MANAGEMENT $ $ 287,753 $ 287,753 $ 454,262 $ 454,262 $ 454,262 $ 454,262 $ 479,838 $ 479,838 $ 462,859 $ 462,859 $ (8,597) (8,597) -1.9% -1.9% SAMA - SAFETY MANAGEMENT SERVICES 75SM - SAFETY MANAGEMENT $ $ 673,809 $ 673,809 $ 749,449 $ 749,449 $ 749,450 $ 749,450 $ 712,133 $ 712,133 $ 739,468 $ 739,468 $ 9,982 9,982 1.3% 1.3% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 62,173 $ 91,188 30,509 380,809 3,210 567,889 $ 92,059 $ 89,528 32,460 252,632 16,229 482,908 $ 92,056 $ 89,530 32,459 252,634 16,228 482,907 $ 75,063 $ 86,041 40,410 383,289 13,945 598,748 $ 63,847 $ 108,999 56,683 302,996 35,785 568,310 $ 28,209 (19,469) (24,224) (50,362) (19,557) (85,403) 30.6% -21.7% -74.6% -19.9% -120.5% -17.7% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 186,696 $ 347,804 534,500 $ 207,485 $ 207,485 $ 207,485 $ 207,485 $ 207,485 $ 207,485 $ 2,123,925 $ 2,123,925 $ (1,916,440) (1,916,440) -923.7% N/A -923.7% TOTAL PROGRAMS $ 51,957,989 $ 37,144,391 $ 37,144,391 $ 31,418,393 $ 43,912,696 $ (6,768,305) -18.2% $ 879 - N/A N/A Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST 231,120 $ 7,425,672 21,115,572 28,772,364 $ 206,295 $ 5,496,752 18,628,960 24,332,007 $ 206,295 $ 5,496,752 18,628,960 24,332,007 $ 768,716 $ 13,120 781,836 $ 720,000 $ 720,000 $ 720,000 $ 720,000 $ 162,576 5,496,752 18,672,955 24,332,283 FY 2012 ADOPTED $ REVISED VS ADOPTED VAR % $ 42,373 $ 3,468,260 12,245,557 15,756,190 $ (163,922) (2,028,492) (6,383,403) (8,575,817) -79.5% -36.9% -34.3% -35.2% 672,569 $ 579,991 1,252,560 $ 475,000 $ 475,000 $ (245,000) (245,000) -34.0% N/A -34.0% (8,820,817) -35.2% ALL REVENUES $ 29,554,200 $ 25,052,007 $ 25,052,007 $ 25,584,843 $ 16,231,190 TOTAL SOURCES $ 29,554,200 FY 2010 ACTUAL $ 25,052,007 FY 2011 ADOPTED $ 25,052,007 FY 2011 REVISED $ 25,584,843 FY 2011 FORECAST $ 16,231,190 FY 2012 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 $ $ $ (8,820,817) -35.2% REVISED VS ADOPTED VAR % 1,363,252 $ 27,082 102 405,766 3,973 1,800,175 $ 1,338,708 $ 68,006 430,911 2,400 1,840,025 $ 1,338,708 $ 68,006 430,911 2,400 1,840,025 $ 1,380,037 $ 57,260 781 448,001 2,318 69,488 1,957,885 $ 1,401,570 $ 58,859 465,293 2,500 41,897 1,970,119 $ SUBTOTAL $ 49,589 $ 3,473 30,393 83,455 $ 57,500 $ 5,500 7,000 70,000 $ 57,500 $ 5,500 7,000 70,000 $ 66,310 $ 3,469 5,722 75,501 $ 50,000 $ 5,500 27,000 82,500 $ 7,500 13.0% 0.0% (20,000) -285.7% (12,500) -17.9% 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 $ 4,900,396 $ 44,520,662 18,070 2,084 415,366 17,899 2,357 2,640 794 7,400 49,887,668 $ 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 $ 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 $ 7,553,719 $ 20,904,134 19,492 1,865 650,000 23,637 3,663 6,034 904 667 29,164,115 $ 7,343,338 $ 31,669,944 29,000 2,500 650,000 2,152,945 4,250 6,800 1,300 41,860,077 $ 1,066,882 12.7% (7,565,751) -31.4% (7,500) -34.9% (1,500) -150.0% 0.0% (343,430) -19.0% 0.0% 0.0% 0.0% 1,000 100.0% (6,850,299) -19.6% $ SUBTOTAL $ (5) $ (5) $ 17,103 $ 17,103 $ 17,103 $ 17,103 $ 13,407 $ 13,407 $ - $ - $ ALL EXPENDITURES $ 51,771,293 $ 36,936,906 $ 36,936,906 $ 31,210,908 $ 43,912,696 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 186,696 $ 186,696 $ 207,485 $ 207,485 $ 207,485 $ 207,485 $ 207,485 $ 207,485 $ - $ - $ TOTAL USES $ 51,957,989 $ 37,144,391 $ 37,144,391 $ 31,418,393 $ 43,912,696 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0950 - DEBT SERVICE $ (62,862) 9,147 (34,382) (100) (41,897) (130,094) 17,103 17,103 (6,975,790) 207,485 207,485 (6,768,305) -4.7% 13.5% N/A -8.0% -4.2% N/A -7.1% 100.0% 100.0% -18.9% 100.0% 100.0% -18.2% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 29,554,200 $ 29,554,200 $ 25,052,007 $ 25,052,007 $ 25,052,007 $ 25,052,007 $ 25,584,843 $ 25,584,843 $ 16,231,190 $ 16,231,190 $ (8,820,817) (8,820,817) -35.2% -35.2% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 29,554,200 $ 29,554,200 $ 25,052,007 $ 25,052,007 $ 25,052,007 $ 25,052,007 $ 25,584,843 $ 25,584,843 $ 16,231,190 $ 16,231,190 $ (8,820,817) (8,820,817) -35.2% -35.2% 880 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Risk Management Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 51,957,989 $ 51,957,989 $ 37,144,391 $ 37,144,391 $ 37,144,391 $ 37,144,391 $ 31,418,393 $ 31,418,393 $ 43,912,696 $ 43,912,696 $ (6,768,305) (6,768,305) -18.2% -18.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 51,957,989 $ 51,957,989 $ 37,144,391 $ 37,144,391 $ 37,144,391 $ 37,144,391 $ 31,418,393 $ 31,418,393 $ 43,912,696 $ 43,912,696 $ (6,768,305) (6,768,305) -18.2% -18.2% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CLAIMS AND INSURANCE AUTO LIABILITY AUTO PROPERTY DAMAGE GENERAL LIABILITY MEDICAL MALPRACTICE PROPERTY DAMAGE UNEMPLOYMENT WORKERS COMPENSATION PROGRAM TOTAL ENVIRONMENTAL MANAGEMENT ENVIRONMENTAL MANAGEMENT SVCS PROGRAM TOTAL SAFETY MANAGEMENT SAFETY MANAGEMENT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.10 1.29 .68 .48 .30 3.85 1.10 1.45 .90 .48 .32 4.25 1.10 1.45 .90 .48 .32 4.25 .48 1.50 1.03 .63 .52 4.15 .53 1.55 1.03 .68 .57 4.35 (.58) .10 .13 .20 .25 .10 (52.3%) 6.9% 13.9% 41.7% 78.1% 2.4% .79 1.55 3.66 1.53 .84 .30 1.59 10.24 .70 .75 3.45 1.60 .80 .30 1.55 9.15 .70 .75 3.45 1.60 .80 .30 1.55 9.15 .63 .68 3.75 1.60 .75 .30 1.20 8.90 .63 .68 3.75 1.60 .75 .30 1.20 8.90 (.08) (.08) .30 (.05) (.35) (.25) (10.7%) (10.0%) 8.7% 0.0% (6.3%) 0.0% (22.6%) (2.7%) 1.79 1.79 1.70 1.70 1.70 1.70 1.95 1.95 1.95 1.95 .25 .25 14.7% 14.7% 8.02 8.02 23.90 7.90 7.90 23.00 7.90 7.90 23.00 8.00 8.00 23.00 7.80 7.80 23.00 (.10) (.10) - (1.3%) (1.3%) 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Claims Adjuster Database Report Writer Analyst Deputy Director Director - Risk Management Engineer Financial Supervisor - Dept Office Assistant Risk Mgmt Supervisor Safety Representative Department Total FY 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 .90 4.25 5.00 4.75 4.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 6.00 6.00 23.90 23.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% N/A 5.00 4.00 4.00 (1.00) (20.0%) 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 1.00 N/A 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% 2.00 1.00 1.00 (1.00) (50.0%) 6.00 6.00 6.00 0.0% 23.00 23.00 23.00 0.0% FY 2010 FY 2011 ADOPTED ADOPTED 23.90 23.00 23.90 23.00 FY 2011 FY 2011 REVISED FORECAST 23.00 23.00 23.00 23.00 Staffing by Fund DEPARTMENT/FUND 675 RISK MANAGEMENT Department Total 881 FY 2012 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 23.00 0.0% 23.00 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Risk Management General Adjustments Base Adjustments: • • • • • • • • • • • • Reduce Base Internal Service Charge revenues by $8,575,817 based on a funding plan at 80% confidence for FY 2012 and 80% in FY 2013. Reduce revenue by $245,000 to reflect lower than anticipated interest earnings. Increase expenditures by $6,498,869 due to an increase in claims and related costs based on an 80% confidence level. Increase Regular Benefits by $2,484 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. Increase Regular Benefits by $12,741 for retirement contribution rate increase. Decrease Temporary Pay by $9,147 to right-size budget based on FY 2011 Forecast. Decrease Salary Savings by $20,169 and Benefits Savings by $1,308 based on FY 2011 Forecast. Increase Regular Pay and Fringe Benefits by $60,642 due to the creation of a Deputy Director position and to fully fund all current positions. Allocation in of $41,897 from County Manager’s Office to fund 30% of salary and benefits for Risk Management Consultant. Decrease General Supplies by $7,500 to right-size budget based on FY 2010 Actuals and FY 2011 Forecast. Increase Services by $143,945 due to an increase in Repairs, Parking Rent, and in-house Legal Fees. Reallocate $17,103 from Debt Service payments to Non-Capital Equipment for the out-right purchase of laptops and projectors for a net increase of $2,897. 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 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 FY 2010 ACTUAL 47.5% 56.1% 0.9% FY 2011 FY 2011 REVISED FORECAST 40.6% 40.0% 55.4% 35.2% 1.0% 1.0% 31.9% 31.9% 38.8% 31.6% 36.7% 27.7% 21.8% 55.6% 19.8% 37.1% Activities that comprise this program include: • General Liability • Auto Liability • Medical Malpractice • Auto Property Damage 27.5% 20.8% 34.9% 29.2% 36.3% • • • 882 FY 2012 ADOPTED 44.3% 50.5% 0.9% REV VS ADOPTED VAR % 3.7% 9.1% (4.9%) -8.8% (0.1%) -9.2% 34.1% 32.8% 30.8% 31.6% 35.9% Property Damage Unemployment Worker’s Compensation 6.4% 11.0% (24.8%) 11.8% (1.2%) 23.0% 50.7% -44.6% 59.5% -3.3% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Result Output Demand Efficiency Revenue 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 2010 ACTUAL 0.9% FY 2011 FY 2011 REVISED FORECAST 1.0% 1.0% FY 2012 ADOPTED 0.9% 31.9% 27.7% 27.5% 34.1% 580 476 456 628 454 429 415 460 $ 60,466.44 $ 28,716.24 $ 22,644.83 $ 29,204.83 $ 675 - RISK MANAGEMENT TOTAL SOURCES $ 10,534,254 $ 10,534,254 $ 9,623,818 $ 9,623,818 $ 9,623,858 $ 9,623,858 675 - RISK MANAGEMENT TOTAL USES $ 35,070,538 $ 35,070,538 $ 13,668,928 $ 13,668,928 $ 10,326,044 $ 10,326,044 REV VS ADOPTED VAR % (0.1%) -9.2% 6.4% 152 31 (488.60) 23.0% 31.9% 7.2% -1.7% $ 7,414,735 $ 7,414,735 $ (2,209,083) $ (2,209,083) -23.0% -23.0% $ 18,340,634 $ 18,340,634 $ (4,671,706) $ (4,671,706) -34.2% -34.2% Expenditure Activity Narrative: Comparing to FY 2010 Actual, the number of claims opened and pending and claims closed are anticipated to increase while cost per claim will decrease. Overall costs in this activity are increasing over FY 2011 due to projected claims based on actuary projections. However in comparison to FY 2010 Actual, efficiencies will be gained in FY 2012. General Liabillity Activity 700 40% 600 30% Cases 500 400 20% 300 200 10% 100 0 0% FY 10 Actual FY 11 Budget FY 11 Forecast FY 12 Recomm Demand Output 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. 883 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 REV VS ADOPTED FY 2010 FY 2011 FY 2011 FY 2012 ACTUAL REVISED FORECAST ADOPTED VAR % 47.5% 40.6% 40.0% 44.3% 3.7% 9.1% 121 112 102 108 (4) -3.6% 64 69 64 61 (8) -11.6% $ 762.64 $ 12,505.09 $ 10,282.78 $ 10,737.24 $ 1,767.85 14.1% 675 - RISK MANAGEMENT TOTAL SOURCES $ 1,067,254 $ 1,067,254 675 - RISK MANAGEMENT TOTAL USES $ $ $ $ 941,179 941,179 $ $ 941,179 941,179 $ $ 491,703 491,703 $ $ (449,476) (449,476) -47.8% -47.8% $ 1,159,622 $ 1,159,622 $ $ 240,948 240,948 17.2% 17.2% Expenditure 92,279 92,279 $ 1,400,570 $ 1,400,570 $ 1,048,844 $ 1,048,844 Activity Narrative: In comparison to FY 2010 Actual, claims opened and pending as well as claims closed are both anticipated to slightly decrease. Based on the FY 2011 Forecast efficiencies are expected to increase in FY 2012, which is due to actuary projections. 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. 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 REV VS ADOPTED FY 2010 FY 2011 FY 2011 FY 2012 ACTUAL REVISED FORECAST ADOPTED VAR % 31.9% 21.8% 20.8% 32.8% 11.0% 50.7% 97 68 57 88 20 29.4% 76 78 69 67 (11) -14.1% $ 50,258.29 $ 123,609.96 $ 122,292.82 $ 98,892.56 $ 24,717.40 20.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ 9,010,070 $ 9,010,070 $ 5,724,625 $ 5,724,625 $ 5,732,025 $ 5,732,025 $ 3,403,379 $ 3,403,379 $ (2,321,246) $ (2,321,246) 675 - RISK MANAGEMENT TOTAL USES $ 4,875,054 $ 4,875,054 $ 8,405,477 $ 8,405,477 $ 6,970,691 $ 6,970,691 $ 8,702,545 $ 8,702,545 $ $ -40.5% -40.5% Expenditure (297,068) (297,068) -3.5% -3.5% Activity Narrative: Overall expenditures are up, but the percentage of claims closed has increased as well. In comparing the FY 2011 Revised, the activity is expected to decrease cost per claim closed. The overall increase in expenditures is due to claims that are projected by the actuary based on what is to be paid. 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. 884 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 REV VS ADOPTED FY 2010 FY 2011 FY 2011 FY 2012 ACTUAL REVISED FORECAST ADOPTED VAR % 56.1% 55.4% 35.2% 50.5% (4.9%) -8.8% 365 472 406 376 (96) -20.3% 163 213 288 186 (27) -12.7% $ 420.26 $ 1,953.92 $ 1,922.17 $ 2,165.10 $ (211.18) -10.8% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 718,596 718,596 $ $ 623,249 623,249 $ $ 623,249 623,249 $ $ 320,025 320,025 $ $ (303,224) (303,224) -48.7% -48.7% 675 - RISK MANAGEMENT TOTAL USES $ $ 153,396 153,396 $ $ 922,250 922,250 $ $ 780,402 780,402 $ $ 814,077 814,077 $ $ 108,173 108,173 11.7% 11.7% Expenditure Activity Narrative: Overall expenditures have decreased from FY 2011 Revised. Claims opened and pending as well as claims closed have increased over FY 2010 Actual levels. However, claims opened and pending has slightly decreased from FY 2011 Revised, resulting in the lower expenditure level. Expenditures are increasing over FY 2010 due to projected claims based on actuary projections. 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 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 38.8% 55.6% 34.9% 30.8% (24.8%) -44.6% 54 100 89 48 (52) -52.0% 35 45 64 39 (6) -13.3% $ 23,524.56 $ 15,472.72 $ 18,611.76 $ 38,198.88 $ (22,726.16) -146.9% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 993,288 993,288 $ 1,034,933 $ 1,034,933 $ 1,034,933 $ 1,034,933 $ $ 668,000 668,000 $ $ (366,933) (366,933) -35.5% -35.5% 675 - RISK MANAGEMENT TOTAL USES $ 1,270,326 $ 1,270,326 $ 1,547,272 $ 1,547,272 $ 1,656,447 $ 1,656,447 $ 1,833,546 $ 1,833,546 $ $ (286,274) (286,274) -18.5% -18.5% Expenditure Activity Narrative: actuary projections. Expenditures are increasing over FY 2010 due to projected claims based on 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. 885 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 REV VS ADOPTED FY 2010 FY 2011 FY 2011 FY 2012 ACTUAL REVISED FORECAST ADOPTED VAR % 31.6% 19.8% 29.2% 31.6% 11.8% 59.5% 1,016 1,100 1,002 1,268 168 15.3% 369 420 371 431 11 2.6% $ 1,460.63 $ 1,409.79 $ 1,522.32 $ 1,446.68 $ (36.89) -2.6% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 641,074 641,074 $ 1,053,495 $ 1,053,495 $ $ 675 - RISK MANAGEMENT TOTAL USES $ 1,484,005 $ 1,484,005 $ 1,550,765 $ 1,550,765 $ 1,525,366 $ 1,525,366 610,701 610,701 $ $ 684,975 684,975 $ $ (368,520) (368,520) -35.0% -35.0% $ 1,834,387 $ 1,834,387 $ $ (283,622) (283,622) -18.3% -18.3% Expenditure Activity Narrative: Due to changes in the economy and a related increase in claims, expenditures 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 in comparison to the FY 2011 Revised measure. 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. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of WC claims closed Number of WC claims closed Number of claims opened and pending Cost per WC claim closed REV VS ADOPTED FY 2010 FY 2011 FY 2011 FY 2012 ACTUAL REVISED FORECAST ADOPTED VAR % 36.7% 37.1% 36.3% 35.9% (1.2%) -3.3% 1,269 1,240 1,257 1,300 60 4.8% 865 836 867 906 70 8.4% $ 5,475.52 $ 6,254.05 $ 5,658.18 $ 5,641.02 $ 613.03 9.8% 675 - RISK MANAGEMENT TOTAL SOURCES $ 5,820,948 $ 5,820,948 $ 5,330,708 $ 5,330,708 $ 6,338,615 $ 6,338,615 $ 2,773,373 $ 2,773,373 $ (2,557,335) $ (2,557,335) 675 - RISK MANAGEMENT TOTAL USES $ 6,948,440 $ 6,948,440 $ 7,755,025 $ 7,755,025 $ 7,112,332 $ 7,112,332 $ 7,333,323 $ 7,333,323 $ $ -48.0% -48.0% Expenditure 421,702 421,702 5.4% 5.4% Activity Narrative: Overall expenditures have decreased from FY 2011 Revised. Based on the FY 2011 Forecast, the number of claims closed is expected to increase and efficiencies are expected to increase in FY 2012. 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 2010 ACTUAL (19.2%) FY 2011 FY 2011 REVISED FORECAST 0.4% 0.4% 99.4% 94.9% 886 95.2% FY 2012 ADOPTED (19.2%) 99.4% REV VS ADOPTED VAR % (19.7%) -4450.0% 4.5% 4.7% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. 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 FY 2010 ACTUAL (19.2%) $ 675 - RISK MANAGEMENT TOTAL USES $ $ FY 2011 FY 2011 REVISED FORECAST 0.4% 0.4% 99.4% 17,157 17,268 9.82 $ 673,809 673,809 $ $ 94.9% 16,100 16,958 11.64 $ 749,450 749,450 $ $ FY 2012 ADOPTED (19.2%) 95.2% 16,461 16,884 43.26 $ 712,133 712,133 $ $ REV VS ADOPTED VAR % (19.7%) -4450.0% 99.4% 16,676 16,773 11.09 $ 739,468 739,468 $ $ 4.5% 576 (185) 0.55 9,982 9,982 4.7% 3.6% -1.1% 4.7% 1.3% 1.3% Activity Narrative: Overall expenditures in FY 2012 are to decrease slightly in comparison to FY 2011 Revised as well as the number of County employees. In comparing FY 2011 Revised, efficiencies are expected to increase along with the percentage of County employees not injured in FY 2012. 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 2010 ACTUAL 26.4% FY 2011 FY 2011 REVISED FORECAST (1.0%) (1.0%) Activities that comprise this program include: • Environmental Management Services 887 FY 2012 ADOPTED (35.8%) REV VS ADOPTED VAR % (34.8%) 3478.9% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Output Demand Efficiency Expenditure FY 2010 ACTUAL 26.4% FY 2011 FY 2011 REVISED FORECAST (1.0%) (1.0%) REV VS ADOPTED VAR % (34.8%) 3478.9% 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 $ 2,766.86 $ 5,678.28 $ 5,997.98 $ 4,450.57 $ 675 - RISK MANAGEMENT TOTAL USES $ $ 287,753 287,753 $ $ 454,262 454,262 $ $ 479,838 479,838 $ $ 462,859 462,859 $ $ 104 126 80 100 FY 2012 ADOPTED (35.8%) 80 100 104 126 24 26 30.0% 26.0% 1,227.71 21.6% (8,597) (8,597) -1.9% -1.9% 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 in comparison to FY 2011 Forecast. The department is expecting an increase in projects for FY 2012. Thus expenditures are increasing to pay for these additional projects as well as specialized consultants for Phase I and Phase II environmental work assessments. 888 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliation Risk Management Fund (675) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 37,144,391 $ 25,052,007 FY 2011 Revised Budget $ 37,144,391 $ 25,052,007 FY 2012 Budget Target $ 37,144,391 $ 25,052,007 $ 15,225 $ 2,484 12,741 6,753,080 $ 254,211 (8,575,817) - 6,498,869 - $ - (8,575,817) (245,000) (245,000) 43,912,696 $ 18.2% 16,231,190 -35.2% Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Decrease Temporary Pay Right-size General Supplies Increase Repairs, Park ing Rent, and Legal Fees Right-size Salary and Benefit Savings Allocation in from County Manager's Office for Risk Management Consultant Increase Salary & Benefits to add Deputy Director position and fully fund all positions Non-Capital Equipment net increase for laptops and projector outright purchases Internal Service Charges General Revenues Interest Revenue $ $ (9,147) (7,500) 143,945 21,477 41,897 60,642 2,897 $ FY 2012 Adopted Budget Percent Change from Target Amount $ Risk Management Fund (675) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 33,303,636 $ 23,027,606 $ 23,027,606 $ 23,530,790 $ 40,536,483 Sources: Operating Total Sources: $ $ 29,554,200 29,554,200 $ $ 25,052,007 25,052,007 $ $ 25,052,007 25,052,007 $ $ 25,584,843 25,584,843 $ $ 16,231,190 16,231,190 Uses: Operating Total Uses: $ $ 51,957,989 51,957,989 $ $ 37,144,391 37,144,391 $ $ 37,144,391 37,144,391 $ $ 31,418,393 31,418,393 $ $ 43,912,696 43,912,696 Structural Balance $ (5,833,550) $ (27,681,506) Accounting Adjustments $ 12,630,943 $ - $ - $ 22,839,243 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 23,530,790 23,530,790 $ $ 10,935,222 10,935,222 $ $ 10,935,222 10,935,222 $ $ 40,536,483 40,536,483 $ $ 12,854,977 12,854,977 (22,403,789) $ (12,092,384) $ 889 (12,092,384) $ Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sheriff Analysis by Jannah Oglesbee, Management and Budget Analyst and Ryan Wimmer, 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. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES IARP - INMATE ADDICTIVE RECOVERY IEPA - INMATE EDUCATION $ INRL - INMATE RELEASE INSS - INMATE CANTEEN AND SPEC SVCS ISTP - INMATE SKILLS TRAINING MEAL - INMATE MEALS 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 $ $ 58,204 $ 354,314 FY 2011 ADOPTED FY 2011 REVISED 74,393 $ 357,729 FY 2011 FORECAST 86,523 $ 411,947 55,083 $ 437,819 FY 2012 ADOPTED 61,841 $ 351,119 REVISED VS ADOPTED VAR % (24,682) (60,828) -28.5% -14.8% 4,296 18,000 0.0% 0.0% 28.6% N/A 136,500 10,380,552 18,178 - 136,500 10,799,768 15,000 - 138,600 10,799,768 15,000 - 184,100 10,652,046 15,440 13,339 138,600 10,799,768 19,296 18,000 33,158,917 44,106,665 $ 31,660,955 43,044,345 $ 33,865,955 45,317,793 $ 31,606,736 42,964,563 $ 32,298,116 43,686,740 $ (1,567,839) (1,631,053) -4.6% -3.6% 118,629 $ 63,408 182,037 $ 111,038 $ 111,038 $ 111,038 $ 73,846 184,884 $ 121,995 $ 68,380 190,375 $ 182,115 $ 3,376 185,491 $ 71,077 (70,470) 607 64.0% -95.4% 0.3% 718,172 $ 427,858 489,000 $ 312,858 489,000 $ 312,858 609,421 $ 285,417 639,000 $ 270,587 150,000 (42,271) 30.7% -13.5% DSTR - DISASTER AND DISRUPTION RESP ENFO - ENF SUPPORT AND SPEC RESPONSE 1,415,810 402,669 1,063,736 350,500 3,120,210 1,950,500 1,323,457 1,504,504 866,523 1,946,436 (2,253,687) (4,064) -72.2% -0.2% INTL - INTELLIGENCE INVT - INVESTIGATIONS 1,200,000 4,581,360 2,598,125 5,216,652 3,615,764 4,412,674 (803,978) N/A -15.4% PATR - PATROL PPEV - PROPERTY AND EVIDENCE WRNT - WARRANTS INFO PROCESSING 50EN - ENFORCEMENT $ 10,367,462 5,388 57,184 19,175,903 $ 9,928,681 14,000 65,000 14,821,900 $ 9,884,409 14,000 65,000 21,052,629 $ 9,839,561 4,672 54,799 17,237,595 $ 9,655,414 14,000 113,874 17,918,508 $ (228,995) 48,874 (3,134,121) -2.3% 0.0% 75.2% -14.9% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 404,719 $ 404,719 $ 475,800 $ 475,800 $ 475,800 $ 475,800 $ 399,000 $ 399,000 $ 425,568 $ 425,568 $ (50,232) (50,232) -10.6% -10.6% GGOV - GENERAL GOVERNMENT $ 154,719 $ - $ - $ 125,886 $ 14,743,225 $ 14,743,225 N/A $ 154,719 $ - $ - $ 125,886 $ 14,743,225 $ 14,743,225 N/A TOTAL PROGRAMS $ 64,024,043 $ 58,453,083 $ 67,031,106 $ 60,917,419 $ 76,959,532 $ 9,928,426 14.8% 99GV - GENERAL GOVERNMENT 890 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2010 ACTUAL PROGRAM / ACTIVITY USES 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 FMGT - FLEET MANAGEMENT MCSI - INFORMATION TECHNOLOGY PROF - EMPLOYEE PROFESSIONAL STANDARD TRAG - MANDATED ENF AND DET TRAINING 50CO - CENTRALIZED MCSO OPERATIONS $ $ $ $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 786,215 $ 1,249,763 1,514,718 565,978 4,430,954 5,221,631 18,896,663 431,301 8,466,088 17,455,868 14,923,204 87,767,919 (3) 161,710,299 $ 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 $ 1,430,975 $ 1,830,139 1,770,705 604,180 5,109,919 3,900,524 18,182,070 693,239 9,181,905 20,466,525 15,417,678 82,512,676 161,100,535 $ 960,664 $ 1,343,718 1,659,314 526,486 4,783,500 4,365,845 19,131,511 504,627 7,345,740 15,942,556 14,175,105 82,033,008 152,772,074 $ 1,673,565 $ 2,225,506 1,748,090 411,228 5,120,544 4,632,711 17,631,714 2,727,538 7,934,866 16,486,729 12,921,833 84,561,199 158,075,523 $ (242,590) (395,367) 22,615 192,952 (10,625) (732,187) 550,356 (2,034,299) 1,247,039 3,979,796 2,495,845 (2,048,523) 3,025,012 -17.0% -21.6% 1.3% 31.9% -0.2% -18.8% 3.0% -293.4% 13.6% 19.4% 16.2% -2.5% N/A 1.9% 239,415 $ 2,127,922 2,115,991 4,309,818 8,793,146 $ 200,910 $ 3,220,529 2,365,023 5,139,385 10,925,847 $ 200,909 $ 3,220,530 2,365,023 5,139,385 10,925,847 $ 261,372 $ 2,136,547 2,243,658 4,297,719 8,939,296 $ 313,173 $ 2,246,049 2,368,976 3,726,853 8,655,051 $ (112,264) 974,481 (3,953) 1,412,532 2,270,796 -55.9% 30.3% -0.2% 27.5% 20.8% 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 $ 4,096,285 $ 3,189,748 1,072,241 14,427,569 879,022 2,765,921 17,532,432 2,605 26,646,120 806,068 106,378 1,823,660 73,348,049 $ 4,135,290 $ 2,749,324 1,898,526 10,383,885 982,446 3,033,064 16,672,059 599 27,850,157 893,263 22,468 1,699,664 70,320,745 $ 4,076,193 $ 3,156,305 1,795,111 11,625,260 1,089,022 3,254,515 17,772,352 29,870,138 965,353 25,313 1,842,646 75,472,208 $ 20,092 33,443 (722,870) 2,802,309 (210,000) (488,594) (239,920) 2,605 (3,224,018) (159,285) 81,065 (18,986) (2,124,159) 0.5% 1.0% -67.4% 19.4% -23.9% -17.7% -1.4% 100.0% -12.1% -19.8% 76.2% -1.0% -2.9% 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 SRCH - SEARCH AND RESCUE WRNT - WARRANTS INFO PROCESSING 50EN - ENFORCEMENT $ $ 3,957,248 $ 2,519,718 840,763 9,822,393 1,103,984 4,352,369 16,370,174 1 26,862,354 865,911 (34,749) 1,556,953 68,217,119 $ BLDR - BUILDINGS AND GROUNDS 70OM - BLDG OPERATIONS AND MAINT $ $ 2,032,553 $ 2,032,553 $ 1,949,988 $ 1,949,988 $ 1,949,991 $ 1,949,991 $ 2,155,799 $ 2,155,799 $ 2,427,788 $ 2,427,788 $ (477,797) (477,797) -24.5% -24.5% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 100,616 $ 700,918 2,542,979 7,309,520 653,605 244,492 11,552,130 $ 102,283 $ 1,301,843 2,444,989 3,933,008 746,656 128,201 8,656,980 $ 102,283 $ 1,301,847 2,444,992 3,932,998 746,654 128,200 8,656,974 $ 125,063 $ 1,043,169 2,422,082 4,618,707 594,523 72,145 8,875,689 $ 161,757 $ 1,060,022 2,284,785 5,286,216 455,952 1,228 9,249,960 $ (59,474) 241,825 160,207 (1,353,218) 290,702 126,972 (592,986) -58.1% 18.6% 6.6% -34.4% 38.9% 99.0% -6.8% - $ 6,704,617 6,704,617 $ - $ 6,658,241 6,658,241 $ 9,262 $ 6,658,241 6,667,503 $ 9,262 $ 6,648,303 6,657,565 $ 23,000,000 $ 9,392,797 32,392,797 $ $ 2,133,956 $ 2,593,554 650,194 447,460 246,211 270,272 6,341,647 $ 2,824,430 $ 1,742,931 768,234 412,411 264,647 307,149 6,319,802 $ 2,824,430 $ 1,742,933 768,233 412,411 264,645 307,150 6,319,802 $ 2,918,804 $ 1,370,573 700,423 449,827 279,554 247,696 5,966,877 $ 2,294,036 $ 2,466,974 610,257 463,042 343,744 236,994 6,415,047 $ 530,394 (724,041) 157,976 (50,631) (79,099) 70,156 (95,245) 18.8% -41.5% 20.6% -12.3% -29.9% 22.8% -1.5% TOTAL PROGRAMS $ 265,351,511 $ 260,361,416 $ 268,968,701 $ 255,688,045 $ 292,688,374 $ (23,719,673) -8.8% 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 VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ $ $ 891 (22,990,738) -248226.5% (2,734,556) -41.1% (25,725,294) -385.8% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 61,000 61,000 $ $ 81,000 81,000 $ $ 81,000 81,000 $ $ 97,500 97,500 $ $ 81,000 81,000 $ $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 4,702,677 3,794,965 8,497,642 $ 3,490,213 1,013,823 4,504,036 $ 5,575,532 4,851,527 10,427,059 $ 3,883,224 3,088,274 6,971,498 $ 2,143,382 4,766,462 6,909,844 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 41,245,019 657,172 87,565 41,989,756 $ $ $ 40,312,454 11,128,657 73,795 51,514,906 $ $ 41,319,994 11,107,768 89,715 52,517,477 $ $ 41,319,994 11,107,768 89,715 52,517,477 $ SUBTOTAL $ 2,456,955 $ 2,456,955 $ 797,770 797,770 $ $ 3,452,770 3,452,770 $ $ 1,856,709 1,856,709 $ 154,719 $ 10,863,971 11,018,690 $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ $ $ 108,300 $ 444,500 552,800 $ $ 108,300 $ 444,500 552,800 $ - 0.0% 0.0% $ (3,432,150) (85,065) (3,517,215) -61.6% -1.8% -33.7% $ 40,531,395 $ 11,257,768 75,000 51,864,163 $ (788,599) 150,000 (14,715) (653,314) -1.9% 1.4% -16.4% -1.2% $ $ 2,802,500 $ 2,802,500 $ (650,270) (650,270) -18.8% -18.8% -2.1% 1.9% 1.1% -7.2% $ 82,074 $ 394,732 476,806 $ 106,068 452,732 558,800 $ $ (2,232) 8,232 6,000 ALL REVENUES $ 64,024,043 $ 58,453,083 $ 67,031,106 $ 60,917,419 $ 62,216,307 $ (4,814,799) OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ - $ $ - $ $ 14,743,225 14,743,225 $ $ 14,743,225 14,743,225 N/A N/A TOTAL SOURCES $ 64,024,043 $ 58,453,083 $ 67,031,106 $ 60,917,419 $ 76,959,532 $ 9,928,426 14.8% 892 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 155,251,604 $ 172,752 4,522,857 61,532,805 4,239,869 (17,037,790) 15,216,300 223,898,397 $ 154,752,788 $ 342,420 3,070,281 65,127,142 4,343,165 (18,658,134) 16,996,162 225,973,824 $ 156,536,977 $ 342,420 3,187,492 65,985,596 4,854,943 (18,658,133) 16,996,161 229,245,456 $ 152,472,300 $ 228,669 2,429,040 63,929,810 4,313,510 (18,163,243) 16,603,819 221,813,905 $ 152,199,688 $ 241,510 2,458,920 63,460,187 4,345,116 (16,711,084) 15,051,122 221,045,459 $ 4,337,289 100,910 728,572 2,525,409 509,827 (1,947,049) 1,945,039 8,199,997 2.8% 29.5% 22.9% 3.8% 10.5% -10.4% 11.4% 3.6% SUBTOTAL $ 15,799,888 $ 48,029 3,129,823 605,537 (1,597,768) 1,018,008 19,003,517 $ 11,345,670 $ 149,341 2,818,921 56,360 (2,136,606) 1,468,161 13,701,847 $ 12,456,239 $ 149,341 3,205,365 411,360 (2,136,606) 1,468,161 15,553,860 $ 11,915,184 $ 60,234 3,310,863 167,790 (1,966,339) 1,468,163 14,955,895 $ 16,178,527 $ 77,985 3,553,603 562,500 (1,368,783) 806,954 19,810,786 $ (3,722,288) 71,356 (348,238) (151,140) (767,823) 661,207 (4,256,926) -29.9% 47.8% -10.9% -36.7% -35.9% 45.0% -27.4% 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 $ 2,519,828 $ 795,598 954,624 3,244,826 4,996,932 281,612 5,470,149 915,914 127,982 298,805 486,105 (1,050,179) 951,540 19,993,736 $ 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 $ 212,299 $ 950,401 1,913,767 3,867,692 5,006,937 331,186 5,932,007 875,379 431,142 251,242 493,222 (1,220,612) 1,220,612 20,265,274 $ 387,808 $ 711,695 878,980 3,523,963 3,502,318 428,292 5,778,776 723,871 107,246 266,696 398,522 (1,592,679) 1,592,662 16,708,150 $ 222,199 $ 919,054 3,796,551 3,435,521 5,448,150 23,291,441 10,858,612 1,071,928 341,324 315,726 470,623 (1,650,065) 1,650,065 50,171,129 $ (9,900) -4.7% 31,347 3.3% (1,882,784) -98.4% 432,171 11.2% (441,213) -8.8% (22,960,255) ####### (4,926,605) -83.1% (196,549) -22.5% 89,818 20.8% (64,484) -25.7% 22,599 4.6% 429,453 35.2% (429,453) -35.2% (29,905,855) -147.6% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 1,095,965 158,976 1,196,920 (330,792) 330,792 2,451,861 $ - $ 847,464 270,040 1,091,107 (558,065) 558,065 2,208,611 $ - $ 1,567,464 558,040 1,178,607 (558,065) 558,065 3,304,111 $ 90,515 $ 1,063,527 90,929 382,312 (186,013) 186,017 1,627,287 $ - $ 836,000 825,000 1,661,000 $ N/A 731,464 46.7% (266,960) -47.8% 1,178,607 100.0% (558,065) -100.0% 558,065 100.0% 1,643,111 49.7% ALL EXPENDITURES $ 265,347,511 $ 259,761,416 $ 268,368,701 $ 255,105,237 $ 292,688,374 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 4,000 $ 4,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ - $ - $ TOTAL USES $ 265,351,511 $ 260,361,416 $ 268,968,701 $ 255,705,237 $ 292,688,374 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 893 (24,319,673) 600,000 600,000 (23,719,673) -9.1% 100.0% 100.0% -8.8% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL SOURCES $ 11,710,299 $ (111,461) 11,598,838 $ 11,141,754 $ 11,141,754 $ 11,141,754 $ 11,141,754 $ 10,997,759 $ 10,997,759 $ 11,364,279 $ 11,364,279 $ $ FUND TOTAL SOURCES $ 6,782,625 $ 6,782,625 $ 4,824,306 $ 4,824,306 $ 8,542,329 $ 8,542,329 $ 6,304,394 $ 6,304,394 $ 5,709,844 $ 5,709,844 $ $ FUND TOTAL SOURCES $ 29,396 $ 29,396 $ 26,300 $ 26,300 $ 26,300 $ 26,300 $ 23,991 $ 23,991 $ 26,300 $ 26,300 $ $ SOURCES $ 1,920,393 $ 1,920,393 $ - $ - $ 2,655,000 $ 2,655,000 $ 1,268,926 $ 1,268,926 $ 2,000,000 $ 2,000,000 $ (655,000) (655,000) -24.7% -24.7% $ SOURCES $ 1,838,066 $ 1,838,066 $ - $ - $ 2,205,000 $ 2,205,000 $ 850,164 $ 850,164 $ 1,560,000 $ 1,560,000 $ (645,000) (645,000) -29.3% -29.3% $ SOURCES $ 10,526,160 $ 10,526,160 $ 10,799,768 $ 10,799,768 $ 10,799,768 $ 10,799,768 $ 10,700,847 $ 10,700,847 $ 10,799,768 $ 14,743,225 25,542,993 $ $ SOURCES $ 95,279 $ 95,279 $ 97,215 $ 97,215 $ 97,215 $ 97,215 $ 77,722 $ 77,722 $ 80,500 $ 80,500 $ (16,715) (16,715) -17.2% -17.2% $ SOURCES $ 31,233,286 $ 31,233,286 $ 31,563,740 $ 31,563,740 $ 31,563,740 $ 31,563,740 $ 30,693,616 $ 30,693,616 $ 30,675,616 $ 30,675,616 $ (888,124) (888,124) -2.8% -2.8% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 64,135,504 $ (111,461) $ 64,024,043 $ FY 2010 ACTUAL 58,453,083 $ - $ 58,453,083 $ FY 2011 ADOPTED 67,031,106 $ - $ 67,031,106 $ FY 2011 REVISED 60,917,419 $ - $ 60,917,419 $ FY 2011 FORECAST 62,216,307 $ 14,743,225 $ 76,959,532 $ FY 2012 ADOPTED 251 SHERIFF GRANTS OPERATING 203 SHERIFF DONATIONS OPERATING $ FY 2011 ADOPTED 212 SHERIFF RICO OPERATING FUND TOTAL 214 SHERIFF JAIL ENHANCEMENT OPERATING FUND TOTAL 252 INMATE SERVICES OPERATING NON-RECURRING FUND TOTAL 254 INMATE HEALTH SERVICES OPERATING FUND TOTAL 255 DETENTION OPERATIONS OPERATING FUND TOTAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 251 SHERIFF GRANTS OPERATING 203 SHERIFF DONATIONS OPERATING NON-RECURRING 212 SHERIFF RICO OPERATING 214 SHERIFF JAIL ENHANCEMENT OPERATING NON-RECURRING $ 14,743,225 14,743,225 0.0% 0.0% 0.0% N/A 136.5% -7.2% (4,814,799) 14,743,225 N/A 9,928,426 14.8% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 61,380,923 $ 61,380,923 $ 60,527,995 $ 60,527,995 $ 74,452,020 $ 74,452,020 $ (13,071,097) (13,071,097) -21.3% N/A -21.3% $ FUND TOTAL USES $ 6,079,630 $ 6,079,630 $ 4,824,306 $ 4,824,306 $ 8,542,329 $ 8,542,329 $ 6,323,119 $ 6,323,119 $ 5,709,844 $ 5,709,844 $ 2,832,485 2,832,485 33.2% 33.2% $ FUND TOTAL USES $ 46,350 $ 46,350 $ 26,300 $ 26,300 $ 26,300 $ 20,000 46,300 $ 20,422 $ 20,422 $ 26,300 $ 26,300 $ 20,000 20,000 0.0% 100.0% 43.2% $ FUND TOTAL USES $ 1,892,458 $ 1,892,458 $ - $ - $ 2,655,000 $ 2,655,000 $ 1,268,926 $ 1,268,926 $ 2,000,000 $ 2,000,000 $ 655,000 655,000 24.7% 24.7% $ 1,356,528 $ 1,356,528 $ - $ - $ 2,205,000 $ 2,205,000 $ 173,334 $ 173,334 $ 1,560,000 $ 2,000,000 3,560,000 $ 14,162,169 $ (262) 14,161,907 $ 10,799,768 $ 10,799,768 $ 10,799,768 $ 9,262 10,809,030 $ 10,130,290 $ 9,262 10,139,552 $ 10,799,768 $ 23,000,000 33,799,768 $ - $ - $ 97,215 $ 600,000 697,215 $ 97,215 $ 600,000 697,215 $ 2,344 $ 600,000 602,344 $ 80,500 $ 80,500 $ 16,715 600,000 616,715 17.2% 100.0% 88.5% $ 180,257,843 $ 182,132,904 $ 182,132,904 $ 176,410,790 $ 173,059,942 $ 500,000 500,000 221,563 FUND TOTAL USES $ 180,257,843 $ 182,632,904 $ 182,632,904 $ 176,632,353 $ 173,059,942 $ 9,072,962 500,000 9,572,962 5.0% 100.0% 5.2% $ $ FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING NON-RECURRING - -33.2% -33.2% 61,380,923 $ 61,380,923 $ FUND TOTAL USES $ 254 INMATE HEALTH SERVICES OPERATING NON-RECURRING (2,832,485) (2,832,485) 2.0% N/A 2.0% 61,557,344 $ (549) 61,556,795 $ FUND TOTAL USES $ 252 INMATE SERVICES OPERATING NON-RECURRING 222,525 222,525 DEPARTMENT OPERATING TOTAL USES $ 265,352,322 $ 259,261,416 $ 267,839,439 $ 254,857,220 $ 267,688,374 $ DEPARTMENT NON-RECURRING TOTAL USES $ (811) $ 1,100,000 $ 1,129,262 $ 830,825 $ 25,000,000 $ DEPARTMENT TOTAL USES $ 265,351,511 $ 260,361,416 $ 268,968,701 $ 255,688,045 $ 292,688,374 $ 894 645,000 (2,000,000) (1,355,000) 29.3% N/A -61.5% 0.0% (22,990,738) ####### (22,990,738) -212.7% 151,065 0.1% (23,870,738) ####### (23,719,673) -8.8% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT RISK MANAGEMENT PROGRAM TOTAL BLDG OPERATIONS AND MAINT BUILDINGS AND GROUNDS PROGRAM TOTAL CENTRALIZED MCSO OPERATIONS EMPLOYEE PROFESSIONAL STANDARD FLEET MANAGEMENT INFORMATION TECHNOLOGY MANDATED ENF AND DET TRAINING PROGRAM TOTAL CUSTODY MANAGEMENT ADULT DETENTION MANAGEMENT INMATE ADDICTIVE RECOVERY INMATE CANTEEN AND SPEC SVCS INMATE EDUCATION INMATE FINGERPRINT IDENT INMATE LABOR INMATE MEALS INMATE RELATED MANDATES INMATE RELEASE INMATE SKILLS TRAINING INMATE TRANSPORT INTAKE PROGRAM TOTAL ENFORCEMENT CIVIL PROCESS DISASTER AND DISRUPTION RESP DISPATCH ENF SUPPORT AND SPEC RESPONSE EXTRADITIONS INTELLIGENCE INVESTIGATIONS PATROL PROPERTY AND EVIDENCE WARRANTS INFO PROCESSING PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT INFRASTRUCTURE NETWORK SVCS PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.00 34.00 20.00 40.00 12.00 2.00 109.00 1.00 32.00 20.00 32.00 12.00 1.00 98.00 1.00 32.00 20.00 32.00 12.00 1.00 98.00 2.00 45.00 17.00 35.00 10.00 109.00 2.00 46.00 17.00 33.00 8.00 106.00 1.00 14.00 (3.00) 1.00 (4.00) (1.00) 8.00 100.0% 43.8% (15.0%) 3.1% (33.3%) (100.0%) 8.2% 34.00 34.00 34.00 34.00 34.00 34.00 39.00 39.00 39.00 39.00 5.00 5.00 14.7% 14.7% 34.00 2.00 7.20 82.00 125.20 32.00 2.00 6.60 77.00 117.60 32.00 2.00 6.60 77.00 117.60 31.00 4.00 8.00 49.00 92.00 31.00 4.00 8.00 49.00 92.00 (1.00) 2.00 1.40 (28.00) (25.60) (3.1%) 100.0% 21.2% (36.4%) (21.8%) 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 1,366.00 7.00 28.00 35.00 35.00 9.00 282.00 141.00 101.00 263.00 249.00 2,516.00 1,366.00 7.00 28.00 35.00 35.00 9.00 282.00 141.00 101.00 .00 263.00 249.00 2,516.00 1,466.00 7.00 28.00 34.00 36.00 7.00 174.00 123.00 104.00 269.00 223.00 2,471.00 1,447.00 7.00 29.00 34.00 36.00 7.00 174.00 122.00 104.00 267.00 222.00 2,449.00 81.00 1.00 (1.00) 1.00 (2.00) (108.00) (19.00) 3.00 4.00 (27.00) (67.00) 5.9% 0.0% 3.6% (2.9%) 2.9% (22.2%) (38.3%) (13.5%) 3.0% N/A 1.5% (10.8%) (2.7%) 54.00 37.00 123.00 4.00 53.00 153.00 295.50 13.00 37.00 769.50 53.00 42.00 117.00 4.00 34.00 151.00 304.00 10.00 37.00 752.00 53.00 .00 42.00 117.00 4.00 34.00 151.00 304.00 10.00 37.00 752.00 52.00 11.00 46.00 105.00 3.00 45.00 162.00 348.00 14.00 36.00 822.00 52.00 11.00 44.00 104.00 3.00 44.00 162.00 345.00 14.00 36.00 815.00 (1.00) 11.00 2.00 (13.00) (1.00) 10.00 11.00 41.00 4.00 (1.00) 63.00 (1.9%) N/A 4.8% (11.1%) (25.0%) 29.4% 7.3% 13.5% 40.0% (2.7%) 8.4% 19.40 13.00 10.50 6.00 4.25 4.65 57.80 3,662.50 19.40 13.00 10.50 6.00 4.25 4.25 57.40 3,575.00 19.40 13.00 10.50 6.00 4.25 4.25 57.40 3,575.00 19.00 13.00 9.00 6.00 5.00 4.00 56.00 3,589.00 19.00 13.00 9.00 6.00 5.00 4.00 56.00 3,557.00 (.40) (1.50) .75 (.25) (1.40) (18.00) (2.1%) 0.0% (14.3%) 0.0% 17.6% (5.9%) (2.4%) (0.5%) 895 Maricopa County Annual Business Strategies FY 2012 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-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 Educator Supervisor - Detention Elected Emergency Dispatch Supervisor Emergency Dispatcher Emergency Operator Environmental Specialist Equipment Operator Executive Assistant Executive Assistant - Elected Official Field Operations Supervisor Finan/Business Analyst - Dept Financial Supervisor - Dept Fingerprint Analyst Fingerprint Supervisor Fingerprint Technician Food Service Worker Food Services Assistant Manager Food Services Manager Food Services Shift Supervisor Food Services Supervisor General Laborer General Laborer Supervisor GIS Programmer/Analyst GIS Programmer/Analyst - Ld GIS Technician Help Desk Coordinator Human Resources Specialist Human Resources Supervisor Human Resources Support Supv FY 2010 FY 2011 ADOPTED ADOPTED 4.00 4.00 13.00 12.00 2.00 2.00 20.00 19.00 1.00 1.00 1.00 1.00 4.00 4.00 7.00 6.00 3.00 3.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 5.00 4.00 1.00 1.00 1.00 1.00 3.00 3.00 4.00 4.00 4.00 4.00 8.00 4.00 4.00 8.00 3.00 3.00 2.00 2.00 8.00 8.00 1,896.00 1,743.00 13.00 11.00 72.00 64.00 215.00 201.00 1.00 1.00 2.00 2.00 17.00 17.00 14.00 14.00 1.00 1.00 4.00 4.00 25.00 29.00 5.00 6.00 4.00 4.00 1.00 3.00 1.00 1.00 2.00 2.00 1.00 1.00 4.00 4.00 16.00 15.00 3.00 3.00 12.00 15.00 7.00 77.00 10.00 17.00 33.00 58.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 5.00 5.00 3.00 2.00 2.00 2.00 896 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 4.00 4.00 4.00 0.0% 12.00 12.00 12.00 0.0% 2.00 2.00 2.00 0.0% 19.00 19.00 19.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 5.00 5.00 5.00 0.0% 3.00 3.00 3.00 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% 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 4.00 4.00 4.00 0.0% 4.00 4.00 4.00 0.0% 4.00 4.00 4.00 0.0% 8.00 8.00 8.00 0.0% 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 8.00 8.00 8.00 0.0% 1,743.00 1,872.00 1,848.00 105.00 6.0% 11.00 11.00 11.00 0.0% 64.00 65.00 65.00 1.00 1.6% 201.00 207.00 201.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 17.00 17.00 17.00 0.0% 14.00 14.00 14.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 29.00 29.00 29.00 0.0% 6.00 6.00 6.00 0.0% 4.00 4.00 4.00 0.0% 3.00 3.00 3.00 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% 4.00 4.00 4.00 0.0% 15.00 15.00 15.00 0.0% 3.00 3.00 3.00 0.0% 15.00 15.00 15.00 0.0% 77.00 10.00 10.00 (67.00) (87.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 17.00 12.00 12.00 (5.00) (29.4%) 1.00 1.00 1.00 0.0% 58.00 34.00 34.00 (24.00) (41.4%) 4.00 4.00 4.00 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% 3.00 3.00 3.00 0.0% 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) MARKET RANGE TITLE Internal Auditor Investigator 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 - 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 Property & Evidence Custodian 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 2010 FY 2011 ADOPTED ADOPTED 1.00 1.00 5.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 54.00 63.00 7.00 7.00 4.00 4.00 19.00 17.00 36.00 32.00 632.00 621.00 92.00 89.00 12.00 11.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 20.00 18.00 5.00 5.00 2.00 2.00 1.00 1.00 1.00 2.00 60.00 59.00 32.00 28.00 3.00 3.00 1.00 1.00 4.00 6.00 8.00 7.00 4.00 4.00 5.00 5.00 2.00 3.00 3.00 3.00 .50 5.00 5.00 1.00 1.00 3.00 3.00 3.00 2.00 6.00 6.00 3.00 3.00 1.00 2.00 46.00 48.00 5.00 3.00 7.00 8.00 46.00 43.00 7.00 8.00 1.00 3.00 3.00 5.00 5.00 2.00 2.00 1.00 1.00 3.00 3.00 2.00 7.00 1.00 1.00 2.00 2.00 3,662.50 3,575.00 897 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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% 2.00 2.00 2.00 0.0% 63.00 63.00 63.00 0.0% 7.00 7.00 7.00 0.0% 4.00 4.00 4.00 0.0% 17.00 17.00 17.00 0.0% 32.00 32.00 30.00 (2.00) (6.3%) 621.00 595.00 595.00 (26.00) (4.2%) 89.00 89.00 89.00 0.0% 11.00 11.00 11.00 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% 2.00 2.00 2.00 0.0% 18.00 18.00 18.00 0.0% N/A 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 59.00 59.00 59.00 0.0% 28.00 28.00 28.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 5.00 5.00 5.00 0.0% 4.00 4.00 4.00 0.0% 5.00 5.00 5.00 0.0% 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 0.0% N/A 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 6.00 6.00 6.00 0.0% 3.00 3.00 3.00 0.0% 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 0.0% 48.00 48.00 48.00 0.0% 3.00 3.00 3.00 0.0% 8.00 8.00 8.00 0.0% 43.00 43.00 43.00 0.0% 8.00 8.00 8.00 0.0% N/A 3.00 3.00 3.00 0.0% 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 7.00 7.00 7.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 3,575.00 3,589.00 3,557.00 (18.00) (0.5% ) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Fund FULL TIME EQUIVALENT (FTE) 100 GENERAL 251 SHERIFF GRANTS 252 INMATE SERVICES 255 DETENTION OPERATIONS Department Total FY 2010 FY 2011 ADOPTED ADOPTED 908.50 919.00 29.00 18.00 164.00 95.00 2,561.00 2,543.00 3,662.50 3,575.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 919.00 973.00 971.00 52.00 5.7% 18.00 29.00 29.00 11.00 61.1% 95.00 95.00 95.00 0.0% 2,543.00 2,492.00 2,462.00 (81.00) (3.2%) 3,575.00 3,589.00 3,557.00 (18.00) (0.5% ) Significant Variance Analysis o o o Inactivate two vacant Law Enforcement Lieutenant positions (2.0 FTE) in the General Fund (100) and four vacant Detention Officer Sergeant positions (4.0 FTE) in the Detention Fund (255) based on staffing ratio benchmarks from similar jurisdictions. Inactivate 20 vacant Detention Officer and two vacant Detention Officer Sergeant positions (22.0 FTE) at the Towers Jail in the Detention Fund (255) based on declines in inmate population. Shift 32.1 FTE positions from the General Fund (100) to the Detention Fund (255) and 85.0 FTE positions from the Detention Fund (255) to the General Fund (100) in order to align the function of the positions with the funding source. General Adjustments Target Adjustments: General Fund (100) o Increase budget by $1,521,418 for restatement of risk management charges from NonDepartmental. o Increase budget by $1,704,580 for restatement of equipment services charges for vehicle maintenance and repair. o Increase budget by $2,047,987 for restatement of baseline telecommunications. o Increase budget by $879,721 for restatement of radio communications. Detention Fund (255) o Decrease budget by $1,568,151 for restatement of risk management charges from NonDepartmental. o Increase budget by $1,019,005 for restatement of radio communications. Base Adjustments: General Fund (100) o Increase revenue budget by $117,525 for Intergovernmental Charges for Services due to increases from agreements with municipalities to provide contract law enforcement and communication services. o Increase revenue budget by $105,000 for projected increases in Civil/Tax Sale Fees. o Decrease Regular Benefits by $478,224 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. o Increase Regular Benefits by $930,781 for retirement contribution rate increase. o Decrease Temporary Pay expenditure budget by $100,000 based on FY 2011 forecasted spending. o Decrease expenditure budget by $565,071 due to decreases in Other Benefits, Other Services, and Debt Service per FY 2011 forecast and FY 2012 requested budget. o Increase expenditure budget by $2,425,353 due a reduction in the indirect cost allocation to the Detention Fund (255) based on FY 2010 actual expenditures. 898 Maricopa County Annual Business Strategies FY 2012 Adopted Budget o o Department Strategic Plans and Budgets Sheriff Increase expenditure budget by $4,499,343 for law enforcement positions (53.9 FTE) shifted from the Detention Fund (255) in order to align the function of the positions with the funding source. Reduce the expenditure budget by $199,771 as a result of inactivating two regular vacant Law Enforcement Lieutenant positions (2.0 FTE) based on staffing ratio benchmarks from similar jurisdictions. Sheriff RICO Fund (212) • Reduce revenue and expenditure appropriations by $655,000 to right-size to anticipated revenue. Sheriff Jail Enhancement Fund (214) • Reduce revenue and expenditure appropriations by $645,000 to right-size to anticipated revenue. • (Non Recurring) Budget expenditures of $2,000,000 for mandated State contribution. Sheriff Grants Fund (251) • Decrease Regular Benefits by $14,268 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $25,993 for retirement contribution rate increase. • Reduce General Supplies by $11,725 for structural balance. • Reduce revenues and expenditures by $2,832,485 to reconcile with anticipated grant revenue in FY 2012. Inmate Services Fund (252) • Decrease Regular Benefits by $46,740 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $31,507 for retirement contribution rate increase. • Increase expenditure budget by $27,692 for banking fees that will be charged to the department for the first time in FY 2012. • Increase expenditure budget by $7,200 in General Supplies to reinstate a uniform allowance for detention staff ($300 each). • (Non Recurring) Budget revenue of $14,743,225 transferred from the General Fund (100) for repayment of spending on law enforcement functions. • (Non Recurring) Budget expenditures of $21,000,000 for mandated State contribution. Inmate Health Services Fund (254) • Reduce revenue and expenditure appropriations by $16,715 to right-size to anticipated revenue. Detention Fund (255) • Decrease Regular Benefits by $1,224,588 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase Regular Benefits by $925,274 for retirement contribution rate increase. • Decrease expenditure budget by $484,959 to right-size Overtime pay and benefits based on FY 2011 forecasted spending. • Decrease expenditure budget by $130,274 due to decreases in Other Benefits and Rent and Operating Leases per FY 2011 forecast and FY 2012 requested budget. • Decrease expenditure budget by $2,425,353 due a reduction in the indirect cost allocation from the General Fund (100) based on FY 2010 actual expenditures. 899 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget • Decrease expenditure budget by $4,499,343 due to law enforcement positions (53.9 FTE) shifted to the General Fund (100) in order to align the function of the positions with the funding source. 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 Percent of Eligible inmate population participating in education classes Percent of fingerprint sets processed Percent of available inmate labor hours worked Percent of Accurate inmate releases (inmates released according to procedure) Percent of requested items sold Percent of MEAL activity food costs avoided using donated food Percent of prisoners handled within 24 hours (booked/classified/or released) Percent of Inmates not assaulted by other inmates while in custody FY 2010 ACTUAL 72.0% FY 2012 ADOPTED 70.2% REV VS ADOPTED VAR % N/A N/A 11.5% N/A 18.8% 15.0% N/A N/A 59.6% 63.0% 63.4% 61.6% -1.4% -2.3% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 77.3% N/A 77.0% N/A 77.0% N/A 77.0% N/A 0.0% N/A 0.0% N/A 99.6% 100.0% 99.9% 100.0% 0.0% 0.0% 99.8% 99.6% 99.7% 99.8% 0.2% 0.2% N/A N/A N/A N/A N/A N/A Percent of seriously mentally ill addictive treatment participants who don't return to jail within two years • • • • • • • FY 2011 FY 2011 REVISED FORECAST N/A 70.0% 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. 900 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Mandates: This is a non-mandated activity. Measure Type Result Measure Description Percent of Inmates graduating from Alpha classes who do not return to jail within 2 years FY 2010 ACTUAL 72.0% FY 2011 FY 2011 REVISED FORECAST N/A 70.0% FY 2012 ADOPTED 72.0% REV VS ADOPTED VAR % N/A N/A Output # of Alpha program participants Output Demand Number of Inmates graduating from Alpha classes # of Alpha program applicants Efficiency Cost per Alpha program participant $ 676.60 $ 2,181.36 $ 1,056.84 $ 2,298.85 $ 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 58,204 58,204 $ $ 86,523 86,523 $ $ 55,083 55,083 $ $ 61,841 61,841 $ $ (24,682) (24,682) -28.5% -28.5% 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 52,230 716,065 17,920 786,215 $ 75,028 1,355,947 $ 1,430,975 $ 71,997 888,667 960,664 $ 61,614 1,611,351 600 $ 1,673,565 $ 13,414 (255,404) (600) (242,590) 17.9% -18.8% N/A -17.0% 1,162 656 909 728 72 11.0% 259 260 211 168 (92) -35.4% (604) -49.3% (117.49) -5.4% 800 1,224 894 620 Revenue Expenditure $ $ $ Activity Narrative: This activity is slated for expansion using the Inmate Services Fund (252). Base Adjustments: Inmate Services Fund (252) • Decrease Other Services by $19,659 for structural balance. 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. 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 Inmates participating in education classes FY 2010 ACTUAL 11.5% FY 2011 FY 2011 REVISED FORECAST N/A 18.8% FY 2012 ADOPTED 15.0% REV VS ADOPTED VAR % N/A N/A 59.6% 63.0% 63.4% 61.6% (1.4%) -2.2% 1,990 2,199 2,028 1,924 (275) -12.5% 3,339 3,488 3,198 3,123 (365) -10.5% 3,339 3,488 3,198 3,123 (365) -10.5% # of inmate population eligible for education classes Number of Inmate population eligible for education classes Cost per inmate education participant $ 157.04 $ 208.06 $ 165.67 $ 289.18 $ (81.11) -39.0% 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 354,314 354,314 $ $ 411,947 411,947 $ $ 437,819 437,819 $ $ 351,119 351,119 $ $ (60,828) (60,828) -14.8% -14.8% 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 266,450 837,617 145,696 $ 1,249,763 $ 355,860 1,325,596 148,683 $ 1,830,139 $ 300,553 918,550 124,615 $ 1,343,718 $ 346,725 1,780,346 98,435 $ 2,225,506 $ 9,135 (454,750) 50,248 (395,367) 2.6% -34.3% 33.8% -21.6% Expenditure 901 $ Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: Additional funding has been budgeted in the Inmate Services Fund (252) to allow for expansion of jail education programs. The number of participants in these programs will depend on several factors, including the ability to appropriately staff the programs. 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 Measure Description Percent of fingerprint sets processed # of Fingerprint sets processed (verified) Number of Fingerprint sets taken Cost per fingerprint set processed (verified) FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 139,287 144,296 138,477 141,200 (3,096) -2.1% 120,462 170,448 140,742 141,200 (29,248) -17.2% $ 10.87 $ 12.27 $ 11.98 $ 12.38 $ (0.11) -0.9% 255 - DETENTION OPERATIONS TOTAL USES $ 1,514,718 $ 1,514,718 Expenditure $ 1,770,705 $ 1,770,705 $ 1,659,314 $ 1,659,314 $ 1,748,090 $ 1,748,090 $ $ 22,615 22,615 1.3% 1.3% Activity Narrative: The number of bookings has decreased which has slightly raised the cost per fingerprint set processed. 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. 902 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure 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 2010 ACTUAL 100.0% 3,509,352 3,509,352 $ 0.16 3,509,352 3,509,352 $ 0.17 3,509,352 3,509,352 $ 0.15 3,509,352 3,509,352 $ 0.12 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ $ $ $ $ 565,978 565,978 FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% 604,180 604,180 526,486 526,486 FY 2012 ADOPTED 100.0% 411,228 411,228 REV VS ADOPTED VAR % 0.0% 0.0% $ 0.05 0.0% 0.0% 31.9% $ $ 192,952 192,952 31.9% 31.9% Activity Narrative: The number of inmate labor hours reported has not been impacted by the decrease in inmate population. 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 2010 ACTUAL 100.0% $ 121,627 121,628 36.43 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 124,036 124,036 41.20 $ 118,513 118,513 40.36 136,500 136,500 $ $ 138,600 138,600 $ $ 137,077 5,119 4,288,758 $ 4,430,954 $ 139,764 4,970,155 $ 5,109,919 $ FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 113,000 113,000 45.31 $ 184,100 184,100 $ $ 138,600 138,600 $ $ 149,025 4,634,475 $ 4,783,500 $ 136,885 4,983,659 $ 5,120,544 $ (11,036) (11,036) (4.12) - -8.9% -8.9% -10.0% 0.0% 0.0% Expenditure $ 2,879 (13,504) (10,625) 2.1% N/A -0.3% -0.2% Activity Narrative: The decrease in inmates released is consistent with the overall decrease in inmate population. 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. 903 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of requested items sold # of items sold # of items requested Cost per item sold REV VS ADOPTED FY 2010 FY 2011 FY 2011 FY 2012 ACTUAL REVISED FORECAST ADOPTED VAR % 77.3% 77.0% 77.0% 77.0% 0.0% 0.0% 301,000 308,916 296,127 292,168 (16,748) -5.4% 389,221 404,324 385,376 377,824 (26,500) -6.6% $ 17.35 $ 12.63 $ 14.74 $ 15.86 $ (3.23) -25.6% 252 - INMATE SERVICES TOTAL SOURCES $ 10,380,552 $ 10,380,552 $ 10,799,768 $ 10,799,768 $ 10,652,046 $ 10,652,046 $ 10,799,768 $ 10,799,768 $ $ 203 - SHERIFF DONATIONS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ $ - 0.0% 0.0% Expenditure 32,179 5,182,968 6,484 $ 5,221,631 3,900,524 $ 3,900,524 4,365,845 $ 4,365,845 4,627,711 5,000 $ 4,632,711 $ (727,187) (5,000) (732,187) N/A -18.6% N/A -18.8% Activity Narrative: Items not sold are items requested by indigent inmates. Indigent inmates receive certain items at no cost. 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 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A N/A N/A N/A N/A N/A 142,769 148,016 137,014 134,388 (13,628) -9.2% 142,769 148,016 137,014 134,388 (13,628) -9.2% $ 132.36 $ 122.84 $ 139.63 $ 131.20 $ (8.36) -6.8% $ 1,502,426 17,394,237 $ 18,896,663 $ 1,264,236 16,917,834 $ 18,182,070 $ 2,069,082 22,268 17,040,161 $ 19,131,511 $ 3,240,363 8,065 14,383,286 $ 17,631,714 $ (1,976,127) (8,065) 2,534,548 $ 550,356 -156.3% N/A 15.0% 3.0% Activity Narrative: Court Security falls in this activity. Court Security is funded by the General Fund (100) and staffed with Law Enforcement Officers. The Law Enforcement positions assigned specifically to inmate transport are being converted to Detention Officers as positions become vacant. These positions will continue to be funded with the Detention Fund (255). 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. 904 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency TBD # of Inmate Skills Training Participants # of Inmates Eligible for Skills Training Cost of skills training program per participant REV VS ADOPTED FY 2010 FY 2011 FY 2011 FY 2012 ACTUAL REVISED FORECAST ADOPTED VAR % N/A N/A N/A N/A N/A N/A 5,402 6,464 5,488 4,512 (1,952) -30.2% 5,402 6,464 5,488 4,512 (1,952) -30.2% $ 79.84 $ 107.25 $ 91.95 $ 604.51 $ (497.26) -463.7% 203 - SHERIFF DONATIONS TOTAL SOURCES $ $ 18,178 18,178 $ $ 15,000 15,000 $ $ 15,440 15,440 $ $ 203 - SHERIFF DONATIONS 252 - INMATE SERVICES TOTAL USES $ 519 430,782 431,301 $ 35,000 658,239 693,239 $ 1,400 503,227 504,627 $ Measure Description Revenue 19,296 19,296 $ $ 19,299 2,708,239 $ 2,727,538 $ 4,296 4,296 28.6% 28.6% Expenditure $ $ $ 15,701 (2,050,000) $ (2,034,299) 44.9% -311.4% -293.4% Activity Narrative: The FY 2012 budget includes funding from the Inmate Services Fund (252) for improving and expanding this activity’s programs. Base Adjustments: Inmate Services Fund (252) • (Non Recurring) Budget expenditures of $2,000,000 to develop programs promoting inmate welfare. 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 2010 ACTUAL N/A 8,055 8,055 $ FY 2011 FY 2011 REVISED FORECAST N/A N/A 8,927 8,148 8,927 8,148 262.78 $ 306 1,514,825 6,950,957 $ 8,466,088 $ $ 257.14 $ 50 1,367,571 7,814,284 $ 9,181,905 $ FY 2012 ADOPTED N/A 7,600 7,600 209.82 $ 16 1,326,070 6,019,654 $ 7,345,740 $ REV VS ADOPTED VAR % N/A N/A (1,327) -14.9% (1,327) -14.9% 261.02 $ (3.88) -1.5% 1,872,033 6,062,833 $ 7,934,866 $ 50 (504,462) 1,751,451 $ 1,247,039 100.0% N/A -36.9% 22.4% 13.6% 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. 905 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Output Demand Efficiency Revenue 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 2010 ACTUAL N/A 10,761,746 4,580,385 10,761,746 $ 1.62 13,462,552 18,038,080 13,462,552 $ 1.52 11,520,705 11,267,405 11,520,705 $ 1.38 10,082,076 17,029,282 10,081,776 $ 1.64 (3,380,476) (1,008,798) (3,380,776) $ (0.11) 255 - DETENTION OPERATIONS TOTAL SOURCES $ $ $ $ $ $ 13,339 13,339 $ $ $ $ 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 1,850,723 15,605,145 $ 17,455,868 $ 1,921,203 14,021,353 $ 15,942,556 $ - FY 2011 FY 2011 REVISED FORECAST N/A N/A - FY 2012 ADOPTED N/A 18,000 18,000 REV VS ADOPTED VAR % N/A N/A -25.1% -5.6% -25.1% -7.6% 18,000 18,000 N/A N/A $ 1,964,800 2,014,996 $ 3,979,796 97.4% 10.9% 19.4% Expenditure $ 2,017,515 18,449,010 $ 20,466,525 52,715 16,434,014 $ 16,486,729 Activity Narrative: Currently, there is no method to calculate the percent of costs avoided using donated food. Food donations have decreased in recent years due to the declining economy. 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 Expenditure 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 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES FY 2010 ACTUAL 99.6% FY 2011 FY 2011 REVISED FORECAST 100.0% 99.9% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 120,453 130,600 120,812 113,256 (17,344) -13.3% 120,485 130,648 120,842 113,256 (17,392) -13.3% $ 123.89 $ 10,874 2,053,806 12,858,524 $ 14,923,204 $ $ 118.05 $ 117.33 $ 69,727 15,347,951 $ 15,417,678 $ 114.09 $ 68,413 14,106,692 $ 14,175,105 $ 74,797 12,847,036 $ 12,921,833 $ 3.96 (5,070) 2,500,915 $ 2,495,845 3.4% N/A -7.3% 16.3% 16.2% 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. 906 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Measure Description % of Inmates not assaulted by other inmates while in custody FY 2010 ACTUAL 99.8% Output Demand Efficiency Revenue # Inmates Detained Number of inmates requiring detention Quarterly cost per inmate detained $ 214 - SHERIFF JAIL ENHANCEMENT 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL SOURCES $ 1,838,066 87,565 31,233,286 $ 33,158,917 $ 2,205,000 97,215 31,563,740 $ 33,865,955 $ 850,164 76,295 30,680,277 $ 31,606,736 214 - SHERIFF JAIL ENHANCEMENT 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 1,307,600 86,460,319 $ 87,767,919 $ 2,205,000 97,215 80,210,461 $ 82,512,676 $ 8,055 8,055 2,724.19 FY 2011 FY 2011 REVISED FORECAST 99.6% 99.7% $ 8,927 8,927 2,310.76 $ 8,148 8,148 2,516.97 FY 2012 ADOPTED 99.8% (1,327) (1,327) (470.86) -14.9% -14.9% -20.4% $ 1,560,000 80,500 30,657,616 $ 32,298,116 $ (645,000) (16,715) (906,124) $ (1,567,839) -29.3% -17.2% -2.9% -4.6% $ 1,560,000 80,500 82,920,699 $ 84,561,199 $ 29.3% 17.2% -3.4% -2.5% $ 7,600 7,600 2,781.62 REV VS ADOPTED VAR % 0.2% 0.2% $ Expenditure 173,334 2,344 81,857,330 $ 82,033,008 645,000 16,715 (2,710,238) $ (2,048,523) Activity Narrative: Due to the decreased inmate population and recent staff realignments, 53.9 FTE positions were shifted from the Detention Fund (255) to the General Fund (100) and 26.0 FTE Detention vacant positions were inactivated. Even though inmate population is lower, budgeted expenditures in this activity have increased due to increases for Regular Pay, Fringe Benefits, and Other Personal Services, and in the General Supplies budget to fund a uniform allowance. Regular pay has increased in this activity due to an increase of 81.0 FTE shifted from other activities. The booking and per diem rates charged to cities and towns for holding inmates in County detention facilities were left flat in FY 2012 at $188.48 and $73.54, respectively. These rates and the methodology used to develop them will be reviewed by an outside consultant in FY 2012. Jail Housing Rates FY 2011 FY 2012 Booking $188.48 $188.48 Per Diem $73.54 $73.54 Base Adjustments: Detention Fund (255) • Reduce booking and per diem revenue by $888,124 based on FY 2011 forecast. This decline in revenue is due to the decline in inmate population. 907 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget • • • Increase expenditure budget by $664,500 in General Supplies to reinstate a uniform allowance for detention staff ($300 each). Reduce expenditure budget by $1,088,490 due to the inactivation of 20 Detention Officer and two Detention Officer Sergeant vacant positions at Towers Jail (22.0 FTE). This reduction in staffing levels will not negatively affect detention operations as the inmate population has declined in recent years. Reduce expenditure budget by $260,583 as a result of inactivation four vacant Detention Officer Sergeant positions (4.0 FTE) based on staffing ratio benchmarks from similar jurisdictions. 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 Percent of vehicles receiving preventative maintenance in 24 hrs. or less Percent of Information System Availability (24x7) Percent of Applicants that meet Sheriff's Office new hire standards FY 2010 ACTUAL 72.0% Prcent FTE meeting mandated proficiency FY 2011 FY 2011 REVISED FORECAST 73.0% 81.0% FY 2012 ADOPTED 81.0% REV VS ADOPTED VAR % 8.0% 11.0% 100.1% 100.0% 100.0% 100.0% 0.0% 0.0% 58.0% 14.3% 22.0% 24.0% 9.7% 67.8% N/A 100.0% 45.7% 100.0% 0.0% 0.0% Activities that comprise this program include: • Fleet Management • Information Technology • Employee Professional Standards • • 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 2010 ACTUAL 72.0% FY 2011 FY 2011 REVISED FORECAST 73.0% 81.0% 724 $ $ $ 744 82.70 743 $ (23,133) $ 262,548 239,415 $ 908 764 67.60 FY 2012 ADOPTED 81.0% 736 $ (69,148) $ 270,057 200,909 $ 750 88.84 REV VS ADOPTED VAR % 8.0% 11.0% 728 $ 735 107.55 (48,513) $ 309,885 261,372 $ 48,874 264,299 313,173 $ $ $ (15) -2.0% (29) (39.95) -3.8% -59.1% (118,022) 5,758 (112,264) 170.7% 2.1% -55.9% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. Measure Type Result Output Demand Efficiency Revenue REV VS ADOPTED Measure FY 2010 FY 2011 FY 2011 FY 2012 Description ACTUAL REVISED FORECAST ADOPTED VAR % % of Information System Availability (24x7) 100.1% 100.0% 100.0% 100.0% 0.0% 0.0% Days information/telecommunications systems 365 365 364 365 0.0% operational (24x7) Number of Days 365 365 365 365 0.0% information/telecommunications systems required MCSI cost per operational day $ 5,628.95 $ 8,622.81 $ 5,869.63 $ 6,153.56 $ 2,469.25 28.6% 100 - GENERAL TOTAL SOURCES $ $ 118,629 118,629 $ $ 111,038 111,038 $ $ 100 - GENERAL 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 1,069,293 $ 1,381,257 (262) 20,200 1,058,891 1,819,073 $ 2,127,922 $ 3,220,530 $ 121,995 121,995 $ $ 182,115 182,115 $ $ $ 1,513,748 10,000 722,301 $ 2,246,049 $ 71,077 71,077 64.0% 64.0% Expenditure 615,834 6,732 1,513,981 $ 2,136,547 (132,491) 10,200 1,096,772 $ 974,481 -9.6% 50.5% 60.3% 30.3% 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 2010 ACTUAL 58.0% $ 330 410 6,412.09 FY 2011 FY 2011 REVISED FORECAST 14.3% 22.0% $ 804 804 2,941.57 $ 441 561 5,087.66 FY 2012 ADOPTED 24.0% REV VS ADOPTED VAR % 9.7% 68.1% 78 318 $ 30,371.49 (726) (486) $ (27,429.92) -90.3% -60.4% -932.5% $ $ 50.1% -132.9% -0.2% Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 694,915 1,421,076 $ 2,115,991 $ 1,715,041 649,982 $ 2,365,023 $ 1,134,797 1,108,861 $ 2,243,658 855,020 1,513,956 $ 2,368,976 $ 860,021 (863,974) (3,953) Activity Narrative: Internal Affairs comprises more than half of this activity. Only data associated with hiring background checks and interview components is reported, which results in an artificially high cost per Sheriff’s Office applicant standards review. 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. 909 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 FY 2010 ACTUAL 100.0% 2,783 FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% 2,794 2,751 2,783 2,794 2,794 FY 2012 ADOPTED 100.0% 2,689 3,055 2,751 REV VS ADOPTED VAR % 0.0% 0.0% (105) -3.8% 2,689 2,689 (105) (105) -3.8% -3.8% Cost per mandated training program participant $ 387.19 $ 459.86 $ 390.63 $ 346.49 $ 113.37 24.7% 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 63,408 63,408 $ $ 73,846 73,846 $ $ 68,380 68,380 $ $ 3,376 3,376 $ $ (70,470) (70,470) -95.4% -95.4% 100 - GENERAL 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 839,522 46,947 3,423,349 $ 4,309,818 $ 305,395 4,833,990 $ 5,139,385 $ (249,582) $ 315,133 55,183 3,376 4,492,118 3,408,344 $ 4,297,719 $ 3,726,853 $ (9,738) (3,376) 1,425,646 $ 1,412,532 -3.2% N/A 29.5% 27.5% Revenue Expenditure 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. Program Results Measure Description Percent of level 1 priority calls dispatched under threshold (within standards--10 seconds) Percent of Zero-injury Enforcement Support Specialized Responses Percent of Court employees surveyed who respond they feel reasonably secure at work Percent subjects returned within court requested time frame Percent of Jail and Criminal Intelligence items forwarded to law enforcement Percent of General investigation cases cleared by arrest Percent of cases cleared Percent of Participants (respondents) who benefit from MCSO crime prevention program Percent of Priority 1 calls responded to within 5 minutes or less Percent of item records managed with automation Percent Calls for SMI evaluations resulting in transport to a non-jail facility Percent of missions resulting in rescue FY 2010 ACTUAL 91.4% FY 2011 FY 2011 REVISED FORECAST 91.0% 93.0% FY 2012 ADOPTED 93.0% REV VS ADOPTED VAR % 2.0% 2.2% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 9.2% 9.2% 9.2% 0.0% 0.0% 16.9% N/A 16.9% 16.9% N/A N/A 33.8% N/A N/A N/A 36.9% N/A 36.9% N/A N/A N/A N/A N/A 53.2% 50.7% 50.2% 50.0% -0.7% -1.4% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 97.0% 100.0% 100.0% 98.5% -1.5% -1.5% 910 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % TBD N/A N/A N/A N/A N/A N/A Number of items served or processed 31,257 39,696 26,445 39,570 (126) -0.3% TBD N/A N/A N/A N/A N/A N/A Number of items received for action 39,936 54,824 37,869 45,722 (9,102) -16.6% Cost per item served or procesed (as defined) $ 126.60 $ 103.19 $ 156.37 $ 103.01 $ 0.18 0.2% Revenue 100 - GENERAL TOTAL SOURCES $ $ 718,172 718,172 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 3,956,996 252 $ 3,957,248 $ $ 489,000 489,000 $ $ 609,421 609,421 $ $ 639,000 639,000 $ $ 150,000 150,000 30.7% 30.7% $ 4,076,193 $ 4,076,193 $ 19,990 102 20,092 0.5% 100.0% 0.5% Expenditure $ 4,096,183 102 $ 4,096,285 $ 4,135,209 81 $ 4,135,290 $ 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. 911 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A 230,849 234,944 FY 2012 ADOPTED N/A 225,056 REV VS ADOPTED VAR % N/A N/A 223,009 (11,935) -5.1% # of Incoming police service communications Cost per Police Service call dispatched. $ 230,849 10.92 $ 234,944 13.58 $ 225,056 12.22 $ 223,009 14.15 $ (11,935) (0.58) -5.1% -4.2% 100 - GENERAL TOTAL SOURCES $ $ 427,858 427,858 $ $ 312,858 312,858 $ $ 285,417 285,417 $ $ 270,587 270,587 $ $ (42,271) (42,271) -13.5% -13.5% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 1,362,570 1,157,148 $ 2,519,718 $ 1,678,074 1,478,231 $ 3,156,305 $ 120,425 (86,982) 33,443 6.7% -6.3% 1.0% Expenditure $ 1,798,499 1,391,249 $ 3,189,748 $ 1,358,101 1,391,223 $ 2,749,324 $ Activity Narrative: The Detention Fund portion of this activity represents the communication within the jails that is handled through the Dispatch Activity. 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. 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 Demand Efficiency Revenue Measure Description TBD # of Days MCSO is prepared to respond to threats and disasters. # of Days MCSO is required to be prepared to respond to threats and disasters Preparedness cost per day $ FY 2010 ACTUAL N/A 365 FY 2011 FY 2011 REVISED FORECAST N/A N/A 367 275 365 2,303.46 367 $ 2,921.64 FY 2012 ADOPTED N/A 365 275 $ REV VS ADOPTED VAR % N/A N/A (2) -0.5% 365 (2) -0.5% 6,903.73 $ 4,918.11 $ (1,996.47) -68.3% 866,523 866,523 $ (2,253,687) $ (2,253,687) -72.2% -72.2% 251 - SHERIFF GRANTS TOTAL SOURCES $ 1,415,810 $ 1,415,810 $ 3,120,210 $ 3,120,210 $ 1,323,457 $ 1,323,457 $ $ 100 - GENERAL 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ Expenditure $ 25,385 813,842 1,536 840,763 3,485 1,063,736 5,020 $ 1,072,241 463,286 1,419,119 16,121 $ 1,898,526 928,588 866,523 $ 1,795,111 $ $ (925,103) -26545.3% 197,213 18.5% 5,020 100.0% (722,870) -67.4% 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. 912 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 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 FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2012 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 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 (4,064) (4,064) 0.0% 0.0% -38.7% -0.2% Revenue 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS TOTAL SOURCES $ 392,848 9,821 402,669 340,000 1,600,000 10,500 $ 1,950,500 296,786 1,200,000 7,718 $ 1,504,504 340,000 1,600,000 6,436 $ 1,946,436 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 9,042,130 13,652 92,225 27,514 646,872 $ 9,822,393 $ 10,029,179 3,718,023 9,700 670,667 $ 14,427,569 $ 8,395,939 1,361,166 18,990 607,790 $ 10,383,885 $ 9,566,853 1,604,353 7,001 447,053 $ 11,625,260 $ $ $ $ $ $ Expenditure $ 462,326 2,113,670 2,699 223,614 $ 2,802,309 4.6% 56.8% 27.8% N/A N/A 33.3% 19.4% Activity Narrative: The department reports that this activity is comprised of multiple significant service areas where data is tracked separately and cannot be reported under one number. 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 Measure Description (%) Subjects returned within court requested time frame # Subjects returned Demand # Requests for return of subjects Efficiency Cost per subject returned Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2010 ACTUAL 100.0% $ FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% 422 528 456 384 (144) -27.3% 422 528 456 384 (144) -27.3% 2,616.08 $ 1,664.81 $ 2,154.49 $ 1,103,984 $ 1,103,984 $ 14,509 864,513 879,022 $ 4,816 977,630 982,446 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ $ 2,835.99 $ (1,171.18) -70.3% 274 1,088,748 $ 1,089,022 $ 14,235 (224,235) (210,000) 98.1% -25.9% -23.9% $ 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. 913 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A $ 251 - SHERIFF GRANTS TOTAL SOURCES $ 1,200,000 $ 1,200,000 $ $ 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ $ FY 2012 ADOPTED 8.2% REV VS ADOPTED VAR % 9.2% 9.2% 40,476 N/A 24,345 48,690 N/A N/A 40,476 N/A 24,345 48,690 N/A N/A 107.53 N/A $ 124.59 $ 66.84 N/A N/A - $ $ - $ $ - N/A N/A 389,267 2,643,797 $ 3,033,064 $ 911,713 2,342,802 $ 3,254,515 $ - $ $ 100,082 2,665,839 $ 2,765,921 $ Expenditure 174,260 1,510,106 16,335 1,914 2,649,754 $ 4,352,369 $ (811,631) 323,037 (488,594) -811.0% N/A N/A N/A 12.1% -17.7% Activity Narrative: This data include Jail Intelligence information only. 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 FY 2010 ACTUAL 16.9% FY 2011 FY 2011 REVISED FORECAST N/A 7.7% $ 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL SOURCES $ 2,660,967 1,920,393 $ 4,581,360 $ 2,561,652 2,655,000 $ 5,216,652 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 7,988,455 2,381,867 1,704,645 779 4,294,428 $ 16,370,174 $ 7,606,188 2,575,092 2,655,000 4,696,152 $ 17,532,432 33.8% 16,319 5,522 4,664 1,003.14 33.8% 9,384 5,808 9,384 $ 1,868.33 FY 2012 ADOPTED 16.9% 36.9% 6,548 4,724 6,534 $ 2,546.13 REV VS ADOPTED VAR % N/A N/A 36.9% 6,548 4,152 3,684 $ 3.1% (2,836) (1,656) (5,700) 9.2% -30.2% -28.5% -60.7% 2,714.16 $ (845.83) -45.3% $ 2,346,838 1,268,926 $ 3,615,764 $ 2,412,674 2,000,000 $ 4,412,674 $ $ (148,978) (655,000) (803,978) -5.8% -24.7% -15.4% $ 8,234,848 2,472,128 1,268,926 4,696,157 $ 16,672,059 $ 8,891,233 2,395,655 2,000,000 4,485,464 $ 17,772,352 $ (1,285,045) 179,437 655,000 210,688 $ (239,920) -16.9% 7.0% 24.7% N/A 4.5% -1.4% Expenditure 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. Mandates: This is a non-mandated activity. 914 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 TOTAL USES FY 2010 ACTUAL N/A $ $ FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED N/A REV VS ADOPTED 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 N/A N/A N/A 1,855 750 2,605 100.0% 100.0% 100.0% 1 1 $ 1,855 750 2,605 $ $ $ 599 599 $ - $ $ $ Activity Narrative: This activity is not used in FY 2012. 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 2010 ACTUAL 53.2% FY 2011 FY 2011 REVISED FORECAST 50.7% 50.2% $ 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ 9,474,040 893,422 $ 10,367,462 $ 9,334,858 549,551 $ 9,884,409 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 25,842,024 871,110 5,178 144,042 $ 26,862,354 $ 25,904,054 596,696 750 144,620 $ 26,646,120 FY 2012 ADOPTED 50.0% REV VS ADOPTED VAR % (0.7%) -1.4% 168,031 176,464 170,510 166,308 (10,156) -5.8% 1,899 168,157 1,924 176,580 1,932 170,585 1,920 166,372 (4) (10,208) -0.2% -5.8% 159.87 $ 151.00 $ 163.33 $ 179.61 $ (28.61) -18.9% $ 9,225,933 613,628 $ 9,839,561 $ 9,438,577 216,837 $ 9,655,414 $ $ 103,719 (332,714) (228,995) 1.1% -60.5% -2.3% $ 27,293,722 467,311 89,124 $ 27,850,157 $ 29,653,301 216,837 $ 29,870,138 $ (3,749,247) 379,859 750 144,620 $ (3,224,018) -14.5% 63.7% 100.0% N/A 100.0% -12.1% Expenditure 915 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget Base Adjustments: General Fund (100) • Increase expenditure budget by $405,000 in General Supplies to reinstate a uniform allowance for law enforcement staff ($600 each). 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A 30,655 N/A N/A N/A N/A FY 2012 ADOPTED N/A 22,429 N/A N/A N/A $ REV VS ADOPTED VAR % N/A N/A 26,680 N/A 13,340 N/A N/A N/A N/A N/A N/A N/A N/A - 0.0% 0.0% 39.83 $ 36.18 100 - GENERAL TOTAL SOURCES $ $ 5,388 5,388 $ $ 14,000 14,000 $ $ 4,672 4,672 $ $ 14,000 14,000 $ $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 368,999 496,912 865,911 $ 258,997 547,071 806,068 $ 292,065 601,198 893,263 $ 273,060 692,293 965,353 $ Expenditure $ $ $ $ $ (14,063) (145,222) (159,285) -5.4% -26.5% -19.8% 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. 916 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 97.0% 100.0% 100.0% 98.5% (1.5%) -1.5% 45 52 38 96 44 84.6% 45 52 38 96 44 84.6% $ (772.20) $ 2,045.73 $ 591.26 $ 263.68 $ 1,782.05 87.1% 100 - GENERAL 203 - SHERIFF DONATIONS TOTAL USES $ Expenditure $ (34,749) $ (34,749) $ 106,328 50 106,378 $ $ 22,452 16 22,468 $ $ 25,313 25,313 $ $ 81,015 50 81,065 76.2% 100.0% 76.2% 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. Measure Type Result Output Demand Efficiency Revenue Measure Description TBD # of Items Processed Number of Items received Cost per item processed FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A N/A N/A N/A N/A N/A 51,783 50,528 49,899 49,988 (540) -1.1% 77,448 77,920 70,441 70,180 (7,740) -9.9% $ 30.07 $ 36.09 $ 34.06 $ 36.86 $ (0.77) -2.1% 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ 100 - GENERAL 251 - SHERIFF GRANTS TOTAL USES $ 1,556,953 $ 1,556,953 $ 57,184 57,184 $ $ 65,000 65,000 $ $ 54,799 54,799 $ 55,000 58,874 113,874 $ $ 1,783,772 58,874 $ 1,842,646 $ $ $ (10,000) 58,874 48,874 -15.4% N/A 75.2% 39,888 (58,874) (18,986) 2.2% N/A -1.0% Expenditure $ 1,823,660 $ 1,823,660 $ 1,681,213 18,451 $ 1,699,664 $ 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 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A FY 2012 ADOPTED N/A REV VS ADOPTED 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. 917 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL N/A N/A N/A N/A $ 2,627 2,029,926 $ 2,032,553 FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A $ 8,168 1,941,823 $ 1,949,991 $ 165,002 1,990,797 $ 2,155,799 FY 2012 ADOPTED N/A N/A N/A N/A $ 300,604 2,127,184 $ 2,427,788 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A $ $ (292,436) -3580.3% (185,361) -9.5% (477,797) -24.5% Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 61,380,923 $ 11,141,754 FY 2011 Revised Budget $ 61,380,923 $ 11,141,754 $ 6,153,686 $ 1,521,418 1,704,560 2,047,987 879,721 - $ 67,534,609 $ 11,141,754 $ 452,557 $ (478,224) 930,781 (459,842) $ (260,071) - (199,771) - Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Radio Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Uniform Allowance Rightsize Temp Pay Rightsize Personal Services, Supplies, Services per FY11 Forecast & FY12 Request Vacant Position Elimination Inactivate Two Law Enforcement Lieutenant Vacancies (Per Benchmark Staffing) Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase in IGA Revenue Increase in Civil/Tax Sale Fees Reallocations Reallocation Between Funds Indirect Cost Allocation to Detention Fund (Updated based on FY10 Actuals) Reallocation of Sheriff General and Detention Funds Law Enforcement Positions Shifted from Detention Fund FY 2012 Adopted Budget Percent Change from Target Amount $ $ 405,000 (100,000) (565,071) $ (199,771) $ $ - $ - 222,525 222,525 $ 6,924,696 $ 2,425,353 - 4,499,343 - 117,525 105,000 $ 2,425,353 $ 4,499,343 $ 918 74,452,020 $ 10.2% 11,364,279 2.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Donations Fund (203) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 26,300 $ 26,300 FY 2011 Revised Budget $ 26,300 $ 26,300 FY 2012 Budget Target $ 26,300 $ 26,300 FY 2012 Adopted Budget Percent Change from Target Amount $ 26,300 $ 0.0% 26,300 0.0% Sheriff Donations Fund (203) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 122,604 $ 131,940 $ 131,940 $ 105,651 $ 109,220 Sources: Operating Total Sources: $ $ 29,396 29,396 $ $ 26,300 26,300 $ $ 26,300 26,300 $ $ 23,991 23,991 $ $ 26,300 26,300 $ 46,350 46,350 $ $ $ 20,422 20,422 $ $ 26,300 20,000 46,300 $ $ 26,300 26,300 $ 26,300 26,300 (16,954) $ - $ - $ 3,569 $ - Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 105,651 105,651 $ $ 131,940 131,940 $ $ 111,940 111,940 $ $ 109,220 109,220 $ $ 109,220 109,220 919 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff RICO Fund (212) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ - $ - $ 1,327,500 $ 1,327,500 1,327,500 1,327,500 $ 1,327,500 $ 1,327,500 1,327,500 1,327,500 FY 2011 Revised Budget $ 2,655,000 $ 2,655,000 FY 2012 Budget Target $ 2,655,000 $ 2,655,000 $ (655,000) $ (655,000) (655,000) (655,000) $ 2,000,000 $ -24.7% 2,000,000 -24.7% Adjustments: Fees and Other Revenues RICO Fund Increase Supplemental Funding Mid Year Adjustments Establish FY 2011 RICO Approp Agenda Item: C-50-11-062-M-00 C-49-11-009-2-00 Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Sheriff RICO Fund (212) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED Beginning Spendable Fund Balance $ (27,933) $ Sources: Operating Total Sources: $ $ 1,920,393 1,920,393 Uses: Operating Total Uses: $ $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED 10,575 $ 10,575 $ - $ - $ $ - $ $ 2,655,000 2,655,000 $ $ 1,268,926 1,268,926 $ $ 2,000,000 2,000,000 1,892,458 1,892,458 $ $ - $ $ 2,655,000 2,655,000 $ $ 1,268,926 1,268,926 $ $ 2,000,000 2,000,000 27,935 $ - $ - $ - $ - (2) $ - $ - $ - $ - 10,575 10,575 $ $ 10,575 10,575 $ $ - $ $ - - $ $ 920 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Jail Enhancement Fund (214) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ - $ - $ 1,102,500 $ 1,102,500 1,102,500 1,102,500 $ 1,102,500 $ 1,102,500 1,102,500 1,102,500 FY 2011 Revised Budget $ 2,205,000 $ 2,205,000 FY 2012 Budget Target $ 2,205,000 $ 2,205,000 $ (645,000) $ (645,000) (645,000) (645,000) $ 1,560,000 $ -29.3% 1,560,000 -29.3% Adjustments: Fees and Other Revenues Jail Enhancement Fund Increase Supplemental Funding Mid Year Adjustments Establish FY 2011 JEF Approp Agenda Item: C-50-11-066-M-00 C-49-11-008-2-00 Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON-RECURRING FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 2,000,000 $ 2,000,000 - $ 2,000,000 $ - Adjustments: Other Mandates State Contribution Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount Sheriff Jail Enhancement Fund (214) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 884,969 $ 1,339,166 $ 1,339,166 $ 1,366,514 $ 2,043,344 Sources: Operating Total Sources: $ $ 1,838,066 1,838,066 $ $ - $ $ 2,205,000 2,205,000 $ $ 850,164 850,164 $ $ 1,560,000 1,560,000 $ $ $ $ 173,334 173,334 $ $ 2,205,000 2,205,000 $ $ - $ 1,560,000 2,000,000 3,560,000 Uses: Operating Non-Recurring Total Uses: $ 1,356,528 1,356,528 Structural Balance $ 481,538 $ - $ - $ 676,830 $ - Accounting Adjustments $ 7 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,366,514 1,366,514 $ $ 1,339,166 1,339,166 $ $ 1,339,166 1,339,166 $ $ 2,043,344 2,043,344 $ $ 43,344 43,344 921 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Grants Fund (251) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 4,824,306 $ 4,824,306 $ 3,718,023 $ 1,600,000 2,118,023 3,718,023 1,600,000 2,118,023 FY 2011 Revised Budget $ 8,542,329 $ 8,542,329 FY 2012 Budget Target $ 8,542,329 $ 8,542,329 $ 11,725 $ (14,268) 25,993 (11,725) $ (11,725) - Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sheriff Illegal Immigration Sheriff FY 11 Grant Recon Agenda Item: C-50-11-005-G-00 C-50-11-040-2-00 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ (2,832,485) $ (2,832,485) (2,832,485) (2,832,485) $ 5,709,844 $ -33.2% 5,709,844 -33.2% Sheriff Grants Fund (251) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED (1,448,590) $ FY 2011 REVISED $ Sources: Operating Total Sources: $ $ 6,782,625 6,782,625 $ $ 4,824,306 4,824,306 $ $ 8,542,329 8,542,329 $ $ 6,304,394 6,304,394 $ $ 5,709,844 5,709,844 Uses: Operating Total Uses: $ $ 6,079,630 6,079,630 $ $ 4,824,306 4,824,306 $ $ 8,542,329 8,542,329 $ $ 6,323,119 6,323,119 $ $ 5,709,844 5,709,844 Structural Balance $ 702,995 $ - $ - $ $ - Accounting Adjustments $ 77,095 $ - $ - $ $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (952,145) (952,145) $ 922 (952,145) $ FY 2012 ADOPTED Beginning Spendable Fund Balance (668,500) (668,500) $ (952,145) $ FY 2011 FORECAST (952,145) (952,145) $ (668,500) (18,725) - (687,225) (687,225) $ $ (687,225) (687,225) (687,225) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 10,799,768 $ 10,799,768 FY 2011 Revised Budget $ 10,799,768 $ 10,799,768 FY 2012 Budget Target $ 10,799,768 $ 10,799,768 $ (15,233) $ (46,740) 31,507 34,892 $ 27,692 7,200 - $ (19,659) $ (19,659) - $ 10,799,768 $ 0.0% 10,799,768 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Bank ing Fees Other Base Adjustments Uniform Allowance Structural Balance Structural Balance Agenda Item: $ $ 7,200 FY 2012 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring ASRS PEHPEP Liability - $ 9,262 $ 9,262 - $ 9,262 $ - $ (9,262) $ (9,262) - $ - $ - $ 2,000,000 $ 2,000,000 14,743,225 - $ 21,000,000 $ 21,000,000 14,743,225 - $ 23,000,000 $ 14,743,225 C-49-11-013-M-00 Agenda Item: C-49-11-013-M-00 FY 2012 Budget Target Adjustments: Base Adjustments Other Base Adjustments Development of Programs to Promote Inmate Welfare Repayment of Inmate Svs Funds Other Mandates State Contribution - $ Agenda Item: FY 2011 Revised Budget Adjustments: Non Recurring ASRS PEHPEP Liability $ Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 923 2,000,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 11,847,961 $ 8,308,126 $ 8,308,126 $ 8,212,216 $ 8,773,511 $ 10,526,160 10,526,160 $ $ 10,799,768 10,799,768 $ 10,700,847 10,700,847 $ $ 10,799,768 10,799,768 10,799,768 14,743,225 25,542,993 10,799,768 10,799,768 $ $ 10,130,290 9,262 10,139,552 $ $ 10,799,768 9,262 10,809,030 $ $ 14,162,169 $ (262) 14,161,907 $ $ 10,799,768 23,000,000 33,799,768 Structural Balance $ (3,636,009) $ - $ - $ 570,557 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 8,212,216 8,212,216 $ $ 8,308,126 8,308,126 $ $ 8,298,864 8,298,864 $ $ 8,773,511 8,773,511 $ $ 516,736 516,736 Expenditures Revenue Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ $ $ Inmate Health Services Fund (254) OPERATING FY 2011 Adopted Budget $ 97,215 $ 97,215 FY 2011 Revised Budget $ 97,215 $ 97,215 FY 2012 Budget Target $ 97,215 $ 97,215 $ - $ (16,715) $ (16,715) (16,715) (16,715) - 80,500 $ -17.2% 80,500 -17.2% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ Inmate Health Services Fund (254) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 529,416 $ 620,590 $ 620,590 $ 624,695 $ 100,073 Sources: Operating Total Sources: $ $ 95,279 95,279 $ $ 97,215 97,215 $ $ 97,215 97,215 $ $ 77,722 77,722 $ $ 80,500 80,500 $ $ $ 2,344 600,000 602,344 $ $ 97,215 600,000 697,215 $ $ 97,215 600,000 697,215 $ $ - $ 80,500 80,500 Structural Balance $ 95,279 $ - $ - $ 75,378 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 624,695 624,695 $ $ 20,590 20,590 $ $ 20,590 20,590 $ $ 100,073 100,073 $ $ 100,073 100,073 Uses: Operating Non-Recurring Total Uses: 924 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 182,132,904 $ 31,563,740 FY 2011 Revised Budget $ 182,132,904 $ 31,563,740 $ (549,146) $ (1,568,151) 1,019,005 - $ 181,583,758 $ 31,563,740 $ (299,314) $ (1,224,588) 925,274 (1,299,806) $ 49,267 - (1,349,073) - Adjustments: Restatements Risk Mgt Chgs from Non Dept Radio Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Uniform Allowance Rightsize Overtime Rightsize Personal Services, Supplies, Services per FY11 Forecast & FY12 Request Vacant Position Elimination Inactivate 20 Detention Officer and Two D.O. Sergeant Vacancies at Towers Jail Inactivate Four D.O. Sergeant Vacancies (Per Benchmark Staffing) Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Book ing and Per Diem Revenue Based on FY11 Forecast Reallocations Reallocation Between Funds Indirect Cost Allocation from General Fund (Updated based on FY10 Actuals) Reallocation of Sheriff General and Detention Funds Law Enforcement Positions Shifted to General Fund FY 2012 Adopted Budget Percent Change from Target Amount $ $ 664,500 (484,959) (130,274) $ (1,088,490) (260,583) $ $ $ - $ - $ (6,924,696) $ (2,425,353) - (4,499,343) - (888,124) (2,425,353) (4,499,343) $ 925 (888,124) (888,124) 173,059,942 $ -4.7% 30,675,616 -2.8% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Analysis by Scott Rothe, Principal Management and Budget Analyst Summary Mission The mission of the Superior Court is to provide equal justice under law to litigants, defendants, victims, and the public so that they can resolve disputes. Vision The Superior Court of Arizona in Maricopa County will be the leader in delivering justice through innovation and effective programs. Strategic Goals Access to Justice By June 30, 2013 95% of civil cases filed in the Superior Court will be resolved within 18 months and 99% resolved after 24 months. Status: This is a new goal for FY 2012. Access to Justice By June 30, 2013, 85% of criminal felony cases filed in Superior Court will be resolved within 180 days, and 90% will be resolved within 365 days. Status: This is a new goal for FY 2012. Access to Justice By June 30, 2013, 96% of family cases filed in Superior Court will be resolved within 12 months and 99% after 24 months. Status: This is a new goal for FY 2012. Access to Justice By June 30, 2014, 85% of probate cases filed in the Superior Court will meet case monitoring compliance standards. The other 15% will meet case monitoring standards by June 30, 2015. Status: This is a new goal for FY 2012. Citizen Satisfaction By June 30, 2014, 85% of the Superior Court users surveyed agree that the Court treats its customers with fairness, equality and respect. Status: This is a new goal for FY 2012. Citizen Satisfaction By June 30, 2014, 90% of the Superior Court users surveyed agree that the Court is accessible. Status: This is a new goal for FY 2012. 926 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Specific By June 30, 2014, voluntary workforce turnover will be at 10% or lower. Status: This is a new goal for FY 2012. Department Specific By June 30, 2015, 85% of the Superior Court Judicial Officers and Administrators surveyed, agree that the Court Management System meets their needs. Status: This is a new goal for FY 2012. Sources and Uses by Program and Activity FY 2010 ACTUAL PROGRAM / ACTIVITY SOURCES CPAD - CAPITAL ADJUDICATION FELA - FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ CVAD - CIVIL ADJUDICATION 80CV - CIVIL AND TAX JUSTICE FPRE - FAMILY PRE DECREE JUDGMENT FPST - FAMILY POST DECREE JUDGMENT 80FA - FAMILY ADJUDICATION $ JDEL - JUV DELINQUENCY ADJUDICATION JDEP - JUV DEPENDENCY ADJUDICATION 80JJ - JUVENILE JUSTICE CITR - CT INTERPRETATION TRANSLATION CSEC - COURT SECURITY JURR - JURORS OCRK - COURT RECORD KEEPING PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ 177,516 $ 2,986,447 3,163,963 $ 177,516 $ 3,103,250 3,280,766 $ 177,516 $ 3,796,374 3,973,890 $ 186,853 $ 3,386,576 3,573,429 $ 180,856 $ 4,044,865 4,225,721 $ 3,340 248,491 251,831 $ $ 3,781,586 $ 3,781,586 $ 4,133,307 $ 4,133,307 $ 4,133,307 $ 4,133,307 $ 3,657,636 $ 3,657,636 $ 3,703,500 $ 3,703,500 $ (429,807) (429,807) $ 2,881,400 $ 1,422,388 4,303,788 $ 2,285,758 $ 1,350,182 3,635,940 $ 2,464,590 $ 1,350,182 3,814,772 $ 2,259,670 $ 1,368,950 3,628,620 $ 2,619,064 $ 1,426,151 4,045,215 $ 154,474 75,969 230,443 100,365 $ 864,448 964,813 $ 262,016 $ 906,632 1,168,648 $ 262,016 $ 906,632 1,168,648 $ 116,726 $ 844,266 960,992 $ 142,590 $ 818,108 960,698 $ (119,426) (88,524) (207,950) -45.6% -9.8% -17.8% 220 $ 322,707 898,607 66,999 1,754,374 3,042,907 $ 500 $ 8,601 915,083 65,040 1,713,500 2,702,724 $ 500 $ 8,601 915,083 65,040 1,713,500 2,702,724 $ - $ 43,789 767,477 64,302 1,725,559 2,601,127 $ 500 $ 2,800 837,300 65,040 1,713,500 2,619,140 $ (5,801) (77,783) (83,584) 0.0% -67.4% -8.5% 0.0% 0.0% -3.1% 490,858 $ 490,858 $ 464,531 $ 464,531 $ 464,531 $ 464,531 $ 440,955 $ 440,955 $ 464,531 $ 250,000 714,531 $ 250,000 250,000 0.0% N/A 53.8% - $ 41 172,073 $ 1,500 4,500 172,073 $ 1,500 4,500 - $ 6,146 1,500 - $ 1,500 151,200 (172,073) 146,700 -100.0% 0.0% 3260.0% (400) (25,773) -80.0% -14.4% $ $ $ $ EPTA - ESTATE PROB AND TRUST ADMIN PBMH - PROBATE AND MENTAL HEALTH 80PM - PROBATE MENTAL HEALTH COURT $ BDGT - BUDGETING HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT $ $ 1.9% 6.5% 6.3% -10.4% -10.4% 6.3% 5.6% 6.0% PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 466 507 $ 500 178,573 $ 500 178,573 $ 570 8,216 $ 100 152,800 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 91,956 $ 91,956 $ - $ - $ - $ - $ 88,984 $ 88,984 $ - $ - $ BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT $ 30,000 $ 1,608,668 - $ 1,637,580 - $ 1,637,580 - $ 1,582,759 - $ 1,560,000 (77,580) N/A -4.7% 99IT - INFORMATION TECHNOLOGY - N/A N/A $ 1,638,668 $ 1,637,580 $ 1,637,580 $ 1,582,759 $ 1,560,000 $ (77,580) -4.7% TOTAL PROGRAMS $ 17,479,046 $ 17,202,069 $ 18,074,025 $ 16,542,718 $ 17,981,605 $ (92,420) -0.5% 927 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2010 ACTUAL PROGRAM / ACTIVITY USES CPAD - CAPITAL ADJUDICATION FELA - FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ CVAD - CIVIL ADJUDICATION TAXA - TAX ADJUDICATION 80CV - CIVIL AND TAX JUSTICE $ $ FPRE - FAMILY PRE DECREE JUDGMENT FPST - FAMILY POST DECREE JUDGMENT 80FA - FAMILY ADJUDICATION JDEL - JUV DELINQUENCY ADJUDICATION JDEP - JUV DEPENDENCY ADJUDICATION 80JJ - JUVENILE JUSTICE CITR - CT INTERPRETATION TRANSLATION CSEC - COURT SECURITY JURR - JURORS OCRK - COURT RECORD KEEPING PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT $ $ $ $ $ $ $ FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % 469,820 $ 15,199,566 15,669,386 $ 557,778 $ 17,746,371 18,304,149 $ 557,779 $ 18,439,495 18,997,274 $ 503,307 $ 18,677,803 19,181,110 $ 475,433 $ 18,530,195 19,005,628 $ 82,346 (90,700) (8,354) 14.8% -0.5% 0.0% 6,643,924 $ 391,525 7,035,449 $ 8,705,512 $ 481,655 9,187,167 $ 8,709,066 $ 481,655 9,190,721 $ 9,116,497 $ 478,727 9,595,224 $ 9,357,031 $ 492,228 9,849,259 $ (647,965) (10,573) (658,538) -7.4% -2.2% -7.2% 7,892,400 $ 3,895,847 11,788,247 $ 9,401,038 $ 4,294,767 13,695,805 $ 9,779,870 $ 4,494,767 14,274,637 $ 9,550,198 $ 4,366,079 13,916,277 $ 10,184,683 $ 4,788,372 14,973,055 $ (404,813) (293,605) (698,418) -4.1% -6.5% -4.9% 3,714,532 $ 3,933,499 7,648,031 $ 4,876,385 $ 4,678,861 9,555,246 $ 4,880,069 $ 4,678,861 9,558,930 $ 4,591,454 $ 4,543,722 9,135,176 $ 4,763,550 $ 4,579,451 9,343,001 $ 116,519 99,410 215,929 2.4% 2.1% 2.3% 3,406,305 $ 6,474,037 4,875,815 3,855,165 3,411,265 22,022,587 $ 3,950,804 $ 5,767,108 4,533,821 4,284,597 3,907,107 22,443,437 $ 3,950,806 $ 5,817,139 4,538,775 4,484,596 3,907,107 22,698,423 $ 3,515,703 $ 6,156,796 4,247,539 3,788,778 3,471,887 21,180,703 $ 3,862,835 $ 5,970,060 4,319,479 4,004,218 3,857,908 22,014,500 $ 87,971 (152,921) 219,296 480,378 49,199 683,923 2.2% -2.6% 4.8% 10.7% 1.3% 3.0% 1,880,929 $ 845,571 2,726,500 $ 2,242,955 $ 888,053 3,131,008 $ 2,355,956 $ 888,051 3,244,007 $ 2,266,611 $ 895,397 3,162,008 $ 2,065,609 $ 1,819,092 3,884,701 $ 290,347 (931,041) (640,694) 12.3% -104.8% -19.8% 234,404 $ 344,198 1,784,735 3,323,682 485,985 463,316 6,636,320 $ 222,180 $ 344,198 1,784,737 3,311,210 485,986 463,316 6,611,627 $ 79,009 $ 87,706 1,651,957 3,220,943 308,869 446,645 5,795,129 $ 71,088 $ 544,787 1,748,630 3,608,788 492,914 463,316 6,929,523 $ 151,092 (200,589) 36,107 (297,578) (6,928) (317,896) 68.0% -58.3% 2.0% -9.0% -1.4% 0.0% -4.8% EPTA - ESTATE PROB AND TRUST ADMIN PBMH - PROBATE AND MENTAL HEALTH 80PM - PROBATE MENTAL HEALTH COURT $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 102,046 $ 45,375 1,624,390 3,271,642 386,228 5,429,681 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 367,968 $ 367,968 $ 372,513 $ 372,513 $ 372,513 $ 372,513 $ 377,975 $ 377,975 $ 1,415,516 $ 1,415,516 $ (1,043,003) (1,043,003) -280.0% -280.0% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 2,344,148 $ 2,356,613 489,692 453,826 5,644,279 $ 2,150,961 $ 1,514,061 379,360 544,547 4,588,929 $ 4,225,960 $ 1,514,061 879,359 544,548 7,163,928 $ 3,379,029 $ 1,139,688 270,014 461,816 5,250,547 $ 5,290,912 $ 1,200,920 324,481 561,585 7,377,898 $ (1,064,952) 313,141 554,878 (17,037) (213,970) -25.2% 20.7% 63.1% -3.1% -3.0% TOTAL PROGRAMS $ 78,332,128 $ 87,914,574 $ 92,112,060 $ 87,594,149 $ 94,793,081 $ (2,681,021) -2.9% $ 928 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category FY 2010 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 1,541,925 1,541,925 $ $ 1,488,714 1,488,714 $ $ 1,667,546 1,667,546 $ $ 1,301,085 1,301,085 $ $ 1,932,995 $ 1,932,995 $ 265,449 265,449 15.9% 15.9% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 2,725,215 13,088,279 15,813,494 $ $ $ 1,936,295 13,182,852 15,119,147 $ $ 1,946,118 14,362,941 16,309,059 $ $ 1,946,118 13,669,817 15,615,935 2,469,404 $ 13,445,786 15,915,190 $ 523,286 (917,155) (393,869) 26.9% -6.4% -2.4% $ SUBTOTAL $ 1,539 1,539 $ $ 2,900 2,900 $ $ 2,900 2,900 $ $ 1,423 1,423 $ $ 2,100 2,100 $ $ (800) (800) -27.6% -27.6% $ $ $ 88,984 $ 32,079 121,063 $ 104,920 26,400 131,320 $ $ 62,920 31,600 94,520 $ SUBTOTAL $ 91,956 30,132 122,088 $ 42,000 (5,200) 36,800 66.8% -16.5% 38.9% ALL REVENUES $ 17,479,046 $ 17,202,069 $ 18,074,025 $ 16,542,718 $ 17,981,605 $ (92,420) -0.5% TOTAL SOURCES $ 17,479,046 FY 2010 ACTUAL $ 17,202,069 FY 2011 ADOPTED $ 18,074,025 FY 2011 REVISED $ 16,542,718 FY 2011 FORECAST $ 17,981,605 FY 2012 ADOPTED FINES & FOREFEITS 0637 - FINES & FORFEITS 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 $ 62,920 $ 31,600 94,520 $ $ $ (92,420) -0.5% REVISED VS ADOPTED VAR % 51,642,307 $ 456,967 115,291 16,753,266 95,708 (14,434,234) 8,989,995 63,619,300 $ 59,271,577 $ 694,764 122,613 19,861,668 244,260 (15,061,450) 9,617,230 74,750,662 $ 59,280,293 $ 694,765 122,613 19,865,175 235,003 (15,073,920) 9,617,230 74,741,159 $ 58,508,598 $ 679,818 137,307 20,583,185 33,230 (14,997,848) 9,342,693 74,286,983 $ 59,455,321 $ 683,203 115,058 21,739,182 32,540 (14,426,320) 8,935,140 76,534,124 $ 1,966,283 $ 10,414 488,745 2,465,442 $ 2,158,000 $ 16,200 2,174,200 $ 3,514,098 $ 16,200 280,200 3,810,498 $ 2,589,229 $ 11,077 68,759 2,669,065 $ 2,182,996 $ 16,200 110,000 2,309,196 $ 5,678,199 $ 486,863 2,169,369 120,340 1,027,690 343,811 83,782 42,658 528,176 7,505 10,488,393 $ 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 $ 5,119,324 $ 474,000 3,502,467 116,858 992,343 348,400 105,072 35,819 508,800 463,316 11,666,399 $ 4,676,066 $ 221,340 2,452,374 137,992 928,134 341,653 118,145 46,716 517,407 446,645 9,886,472 $ 5,112,166 $ 270,607 3,661,506 153,269 974,200 1,508,971 107,200 36,700 513,982 463,316 12,801,917 $ 7,158 0.1% 203,393 42.9% (159,039) -4.5% (36,411) -31.2% 18,143 1.8% (1,160,571) -333.1% (2,128) -2.0% (881) -2.5% (5,182) -1.0% N/A 0.0% (1,135,518) -9.7% $ 1,532,985 $ 6,771 219,237 1,758,993 $ - $ 663,110 663,110 $ 1,230,894 $ 663,110 1,894,004 $ 663,633 $ 87,996 751,629 $ 3,100,000 $ 47,844 3,147,844 $ (1,869,106) -151.8% N/A 615,266 92.8% (1,253,840) -66.2% ALL EXPENDITURES $ 78,332,128 $ 87,914,574 $ 92,112,060 $ 87,594,149 $ 94,793,081 $ (2,681,021) -2.9% TOTAL USES $ 78,332,128 $ 87,914,574 $ 92,112,060 $ 87,594,149 $ 94,793,081 $ (2,681,021) -2.9% 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 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 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ $ $ 929 (175,028) 11,562 7,555 (1,874,007) 202,463 (647,600) 682,090 (1,792,965) -0.3% 1.7% 6.2% -9.4% 86.2% -4.3% 7.1% -2.4% 1,331,102 170,200 1,501,302 37.9% 0.0% 60.7% 39.4% Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 1,758,686 $ 1,758,686 $ 1,393,080 $ 1,393,080 $ 1,393,080 $ 1,393,080 $ 1,285,618 $ 1,285,618 $ 1,302,200 $ 1,302,200 $ (90,880) (90,880) -6.5% -6.5% $ FUND TOTAL SOURCES $ 1,541,924 $ 1,541,924 $ 2,145,648 $ 2,145,648 $ 2,324,480 $ 2,324,480 $ 1,845,426 $ 1,845,426 $ 3,002,400 $ 3,002,400 $ 677,920 677,920 29.2% 29.2% $ FUND TOTAL SOURCES $ 607,758 $ 607,758 $ 570,600 $ 570,600 $ 570,600 $ 570,600 $ 598,086 $ 598,086 $ 570,600 $ 570,600 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 498,003 $ 498,003 $ 464,531 $ 464,531 $ 464,531 $ 464,531 $ 447,155 $ 447,155 $ 464,531 $ 464,531 $ - 0.0% 0.0% $ SOURCES $ 1,537,309 $ 1,537,309 $ 1,390,000 $ 1,390,000 $ 1,390,000 $ 1,390,000 $ 1,467,843 $ 1,467,843 $ 1,390,000 $ 1,390,000 $ - 0.0% 0.0% $ SOURCES $ 6,734,907 $ 6,734,907 $ 6,477,000 $ 6,477,000 $ 6,477,000 $ 6,477,000 $ 5,739,510 $ 5,739,510 $ 5,797,540 $ 5,797,540 $ $ SOURCES $ 1,514,531 $ 1,514,531 $ 1,425,000 $ 1,425,000 $ 1,425,000 $ 1,425,000 $ 1,495,374 $ 1,495,374 $ 1,425,000 $ 1,425,000 $ - 0.0% 0.0% $ SOURCES $ 2,196,920 $ 2,196,920 $ 2,329,600 $ 2,329,600 $ 3,022,724 $ 3,022,724 $ 2,611,528 $ 2,611,528 $ 3,022,724 $ 3,022,724 $ - 0.0% 0.0% $ SOURCES $ 617,142 $ 617,142 $ 585,000 $ 585,000 $ 585,000 $ 585,000 $ 592,161 $ 592,161 $ 585,000 $ 585,000 $ - 0.0% 0.0% $ SOURCES $ 111,120 $ 111,120 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 106,422 $ 106,422 $ 115,921 $ 115,921 $ - 0.0% 0.0% $ SOURCES $ 172,630 $ 172,630 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 173,438 $ 173,438 $ 115,007 $ 115,007 $ - 0.0% 0.0% $ SOURCES $ 188,116 $ 188,116 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 180,157 $ 180,157 $ 190,682 $ 190,682 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 17,479,046 $ 17,479,046 $ 17,202,069 $ 17,202,069 $ 18,074,025 $ 18,074,025 $ 16,542,718 $ 16,542,718 $ 17,981,605 $ 17,981,605 $ 238 SUPERIOR COURT GRANTS OPERATING 208 JUDICIAL ENHANCEMENT OPERATING 256 PROBATE FEES OPERATING 257 CONCILIATION COURT FEES OPERATING FUND TOTAL 259 SUPERIOR COURT SPECIAL REVENUE OPERATING FUND TOTAL 261 LAW LIBRARY OPERATING FUND TOTAL 264 SUPERIOR COURT FILL THE GAP OPERATING FUND TOTAL 271 EXPEDITED CHILD SUPPORT OPERATING 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 930 (679,460) (679,460) (92,420) (92,420) -10.5% -10.5% -0.5% -0.5% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Fund and Function (continued) FY 2010 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 63,925,495 $ 63,925,495 $ 71,111,106 $ 71,111,106 $ 72,298,636 $ 72,298,636 $ 69,758,597 $ 69,758,597 $ 73,456,676 $ 3,100,000 76,556,676 $ (1,158,040) (3,100,000) (4,258,040) -1.6% N/A -5.9% $ FUND TOTAL USES $ 1,691,200 $ 1,691,200 $ 2,145,648 $ 2,145,648 $ 2,324,480 $ 2,324,480 $ 1,845,426 $ 1,845,426 $ 3,002,400 $ 3,002,400 $ (677,920) (677,920) -29.2% -29.2% $ 319,419 $ 319,419 $ 570,600 $ 570,600 $ 570,600 $ 400,000 970,600 $ 390,286 $ 400,000 790,286 $ 570,600 $ 300,000 870,600 $ 100,000 100,000 0.0% 25.0% 10.3% 389,531 $ 389,531 $ 464,531 $ 100,000 564,531 $ 464,531 $ 213,000 677,531 $ 464,531 $ 213,000 677,531 $ 464,531 $ 100,000 564,531 $ 113,000 113,000 0.0% 53.1% 16.7% 1,695,930 $ 1,695,930 $ 1,390,000 $ 1,390,000 $ 1,390,000 $ 200,000 1,590,000 $ 1,390,000 $ 200,000 1,590,000 $ 1,390,000 $ 312,500 1,702,500 $ (112,500) (112,500) 0.0% -56.3% -7.1% 6,033,579 $ 488,202 6,521,781 $ 6,477,000 $ 559,000 7,036,000 $ 6,477,000 $ 1,784,000 8,261,000 $ 6,419,827 $ 1,552,000 7,971,827 $ 5,797,540 $ 232,000 6,029,540 $ 679,460 1,552,000 2,231,460 10.5% 87.0% 27.0% 827,291 $ 298,420 1,125,711 $ 1,425,000 $ 1,425,000 $ 1,425,000 $ 1,425,000 $ 1,172,519 $ 1,172,519 $ 1,425,000 $ 1,425,000 $ - 0.0% N/A 0.0% 1,795,871 $ 1,795,871 $ 2,329,600 $ 2,329,600 $ 3,022,724 $ 3,022,724 $ 2,385,294 $ 2,385,294 $ 3,022,724 $ 100,000 3,122,724 $ USES $ 445,580 $ 445,580 $ 585,000 $ 335,479 920,479 $ 585,000 $ 535,479 1,120,479 $ 585,000 $ 396,059 981,059 $ $ USES $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ $ USES $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ $ USES $ 190,682 $ 190,682 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 77,545,506 $ 786,622 $ 78,332,128 $ 238 SUPERIOR COURT GRANTS OPERATING $ FY 2011 ADOPTED 208 JUDICIAL ENHANCEMENT OPERATING NON-RECURRING FUND TOTAL USES $ 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 NON-RECURRING FUND TOTAL $ USES $ $ USES $ $ USES $ $ USES $ $ (100,000) (100,000) 0.0% N/A -3.3% 585,000 $ 312,500 897,500 $ 222,979 222,979 0.0% 41.6% 19.9% 115,921 $ 115,921 $ 115,921 $ 115,921 $ - 0.0% 0.0% 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ - 0.0% 0.0% 190,682 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 200,000 390,682 $ 86,920,095 $ 994,479 $ 87,914,574 $ 88,979,581 $ 3,132,479 $ 92,112,060 $ 84,833,090 $ 2,761,059 $ 87,594,149 $ 90,136,081 $ 4,657,000 $ 94,793,081 $ 931 0.0% (200,000) N/A (200,000) -104.9% (1,156,500) (1,524,521) (2,681,021) -1.3% -48.7% -2.9% Maricopa County Annual Business Strategies FY 2012 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 RISK MANAGEMENT PROGRAM TOTAL COMMUNITY SUPERVISION JUV COMP MONITORING SUPVN JUV PRE DISP INVESTIGATIONS JUV RESTITUTION AND PUBLIC SVC ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CIVIL AND TAX JUSTICE CIVIL ADJUDICATION TAX ADJUDICATION PROGRAM TOTAL COURT OPERATIONS SUPPORT COURT RECORD KEEPING COURT SECURITY CT INTERPRETATION TRANSLATION JURORS PUB INFO AND COMMUNITY OUTRCH PROGRAM TOTAL CRIMINAL JUSTICE CAPITAL ADJUDICATION FELONY ADJUDICATION PROGRAM TOTAL FAMILY ADJUDICATION FAMILY POST DECREE JUDGMENT FAMILY PRE DECREE JUDGMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT HELP DESK SUPPORT PROGRAM TOTAL JUVENILE JUSTICE JUV DELINQUENCY ADJUDICATION JUV DEPENDENCY ADJUDICATION PROGRAM TOTAL PROBATE MENTAL HEALTH COURT ESTATE PROB AND TRUST ADMIN PROBATE AND MENTAL HEALTH PROGRAM TOTAL DEPARTMENT TOTAL FY 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .50 10.50 1.50 7.95 .30 .25 21.00 .50 11.50 1.50 6.95 .30 .25 21.00 .50 11.50 1.50 6.95 .30 .25 21.00 .50 16.50 1.50 6.75 .25 25.50 8.00 8.00 (.50) (3.50) (1.50) (6.95) (.30) (.25) (13.00) (100.0%) (30.4%) (100.0%) (100.0%) (100.0%) (100.0%) (61.9%) 29.10 6.00 29.20 6.00 .00 29.20 6.00 27.10 6.00 6.00 44.53 5.60 6.00 15.33 (.40) N/A 52.5% (6.7%) 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 6.00 42.00 31.00 31.50 12.00 122.50 5.00 41.00 33.00 30.50 12.00 121.50 (1.00) 2.00 (1.00) - (16.7%) 0.0% 6.5% (3.2%) 0.0% 0.0% 94.00 6.00 100.00 99.00 5.00 104.00 99.00 5.00 104.00 105.00 5.00 110.00 106.00 5.00 111.00 7.00 7.00 7.1% 0.0% 6.7% 42.50 139.00 39.50 13.00 41.50 275.50 47.50 133.00 41.10 14.00 36.50 272.10 47.50 133.00 41.10 14.00 36.50 272.10 44.50 134.00 41.10 14.00 35.50 269.10 44.50 133.00 41.00 15.00 35.50 269.00 (3.00) (.10) 1.00 (1.00) (3.10) (6.3%) 0.0% (0.2%) 7.1% (2.7%) (1.1%) 6.00 242.00 248.00 6.00 243.00 249.00 6.00 243.00 249.00 5.00 243.00 248.00 5.00 235.00 240.00 (1.00) (8.00) (9.00) (16.7%) (3.3%) (3.6%) 54.00 125.00 179.00 52.00 121.00 173.00 52.00 121.00 173.00 52.00 121.00 173.00 54.00 122.00 176.00 2.00 1.00 3.00 3.8% 0.8% 1.7% 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 38.00 11.00 14.00 12.00 75.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 60.50 62.00 122.50 61.30 63.50 124.80 61.30 63.50 124.80 63.00 62.00 125.00 62.00 62.00 124.00 .70 (1.50) (.80) 1.1% (2.4%) (0.6%) 29.00 13.00 42.00 1,163.50 30.00 12.00 42.00 1,161.40 30.00 12.00 42.00 1,161.40 30.00 12.00 42.00 1,164.60 26.00 23.00 49.00 1,165.50 (4.00) 11.00 7.00 4.10 (13.3%) 91.7% 16.7% 0.4% 932 Maricopa County Annual Business Strategies FY 2012 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 Law Researcher Bailiff Business/Systems Analyst Business/Systems Analyst-Sr/Ld Collections Supervisor Collector Communicatn Ofcr/Govt Liaison Computer Operator Conference Officer Counselor Court Commissioner Court Interpreter Court Interpreter Manager Court Interpreter Supervisor Court Reporter Court Reporter Manager Data Security Analyst Database Administrator Deputy Director Director - Superior Court 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 Associate Human Resources Mngr - Courts Human Resources Specialist Human Resources Supervisor Human Resources Support Supv IT Division Manager IT Senior Manager IT Services Supv Judicial Assistant Justice System Administrator Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Justice System Manager Legal Assistant Librarian Library Clerk Library Manager Library Paraprofessional FY 2010 FY 2011 ADOPTED ADOPTED 5.00 5.00 16.00 16.00 11.00 8.00 1.00 1.00 2.00 1.00 21.00 21.80 11.00 9.00 1.50 2.00 1.00 1.00 3.00 5.00 2.00 2.00 2.00 2.00 2.00 2.00 5.00 5.00 114.00 114.00 4.00 4.00 2.00 2.00 1.00 1.00 3.00 3.00 2.00 2.00 5.00 5.00 10.00 13.00 10.00 11.00 58.00 58.00 31.50 32.10 3.00 4.00 55.50 56.50 1.00 1.00 1.00 1.00 8.00 8.00 1.00 1.00 2.00 5.00 1.00 1.00 4.00 4.00 3.00 3.00 2.00 2.00 7.00 7.00 3.00 3.00 5.00 5.00 5.00 5.00 1.00 1.00 4.00 4.00 2.00 2.00 3.00 3.00 2.00 2.00 151.00 152.00 165.00 164.00 21.00 20.00 26.00 24.00 12.00 12.00 5.00 5.00 .50 .50 1.00 1.00 5.00 5.00 933 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 6.00 7.00 2.00 40.0% 16.00 18.00 18.00 2.00 12.5% 8.00 (8.00) (100.0%) 1.00 (1.00) (100.0%) 1.00 (1.00) (100.0%) 21.80 21.00 19.00 (2.80) (12.8%) 9.00 1.00 1.00 (8.00) (88.9%) 2.00 (2.00) (100.0%) 1.00 1.00 1.00 0.0% 5.00 2.00 2.00 (3.00) (60.0%) 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 N/A 5.00 (5.00) (100.0%) 4.00 4.00 4.00 N/A 114.00 114.00 114.00 0.0% 4.00 4.00 4.00 0.0% 2.00 2.00 3.00 1.00 50.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 5.00 5.00 5.00 0.0% 13.00 13.00 13.00 0.0% 11.00 11.00 11.00 0.0% 58.00 59.00 59.00 1.00 1.7% 32.10 32.10 32.00 (.10) (0.3%) 1.00 1.00 1.00 N/A 4.00 4.00 4.00 0.0% 56.50 53.50 51.50 (5.00) (8.8%) 1.00 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 8.00 5.00 5.00 (3.00) (37.5%) 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 7.00 7.00 7.00 0.0% 3.00 3.00 3.00 0.0% 5.00 5.00 6.00 1.00 20.0% N/A 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 152.00 157.00 158.00 6.00 3.9% 6.00 7.00 7.00 N/A 164.00 163.00 162.00 (2.00) (1.2%) 20.00 19.00 19.00 (1.00) (5.0%) 24.00 27.00 29.00 5.00 20.8% 11.00 11.00 11.00 N/A 12.00 13.00 14.00 2.00 16.7% 5.00 5.00 5.00 0.0% .50 .50 .50 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 0.0% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title (continued) MARKET RANGE TITLE Management Analyst Materials Handling Worker Materials Inventory Specialist 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 Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2010 FY 2011 ADOPTED ADOPTED 8.00 9.00 5.00 5.00 4.50 4.50 23.00 20.00 2.00 2.00 3.00 2.00 1.00 10.00 10.00 6.00 6.00 2.00 2.00 2.00 1.00 1.00 1.00 9.00 9.00 5.00 5.00 1.00 1.00 123.00 115.00 4.00 4.00 9.00 11.00 4.00 5.00 95.00 95.00 1.00 1.00 3.00 3.00 1.00 1.00 5.00 5.00 2.00 2.00 8.00 8.00 3.00 3.00 1.00 1.00 1,163.50 1,161.40 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 9.00 10.00 9.00 0.0% 5.00 (5.00) (100.0%) 5.00 5.00 5.00 N/A 4.50 4.50 4.50 0.0% 20.00 19.00 18.00 (2.00) (10.0%) 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 (1.00) (100.0%) 10.00 10.00 10.00 0.0% 6.00 6.00 6.00 0.0% 2.00 2.00 2.00 0.0% 1.00 4.00 4.00 3.00 300.0% 1.00 (1.00) (100.0%) 9.00 9.00 9.00 0.0% 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 115.00 113.00 113.00 (2.00) (1.7%) 4.00 4.00 4.00 0.0% 11.00 11.00 11.00 0.0% 5.00 5.00 7.00 2.00 40.0% 95.00 95.00 95.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 5.00 6.00 5.00 0.0% 2.00 2.00 2.00 0.0% 8.00 8.00 8.00 0.0% 1.00 1.00 1.00 N/A 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 1,161.40 1,164.60 1,165.50 4.10 0.4% FY 2010 FY 2011 ADOPTED ADOPTED 1,101.00 1,099.60 5.00 4.00 25.50 25.80 32.00 32.00 1,163.50 1,161.40 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1,099.60 1,102.60 1,103.50 3.90 0.4% 4.00 7.00 7.00 3.00 75.0% 25.80 23.00 23.00 (2.80) (10.9%) 32.00 32.00 32.00 0.0% 1,161.40 1,164.60 1,165.50 4.10 0.4% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 208 JUDICIAL ENHANCEMENT 238 SUPERIOR COURT GRANTS 264 SUPERIOR COURT FILL THE GAP Department Total Significant Variance Analysis Six (6.0 FTE) positions were added due to higher workload and an increasing complexity of probate cases; and 1.0 FTE Trades Generalist was shifted to the Adult Probation Department (110). Multiple intra-departmental shifts of positions (between market titles, funds and activities) were made for FY 2012 based upon changing workloads and areas of need. 934 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court General Adjustments Target Adjustments: General Fund (100) • Increase budget by $12,955 for restatement of risk management charges from NonDepartmental. • Increase budget by $28,633 for restatement of equipment service charges for vehicle maintenance and repair. • Increase budget by $1,259,917 for restatement of baseline telecommunications. Base Adjustments: General Fund (100) • Increase regular benefits by $879,090 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase regular benefits by $456,349 for a retirement contribution rate increase. • Reduce revenue by $90,880 due to fewer lengthy trials (decline in intergovernmental charges from the State of Arizona Lengthy Trial Fund), and a decline in fines, forfeits and miscellaneous fees. • Increase expenditures by $250,990 to offset the health and dental fixed benefit rate differential for judges who choose to participate in the State benefit plan rather than the less costly County benefit plan. The County began paying the entire cost of Superior Court Judges salaries and benefits in FY 2011. • Reduce administrative personal services indirect cost allocations-out to the Superior Court Special Revenue Fund (259) by $627,311 due to a decline in complex civil litigation fees. • Reduce General Fund expenditures by $51,761 and shift 1.0 FTE Trades Generalist position to the Adult Probation Department (110), including $36,145 for salaries and $15,616 for benefits. • Reduce debt service expenditures by $615,266 resulting from less frequent replacement of technology. The County has discontinued the practice of replacing computers and other technology on a regular cycle. • Reduce other operating expenditures by $796,592, including reductions in general supplies, personal services allocations-out, fringe benefits, postage/shipping, health care services and legal services; and increases in repairs and maintenance, rent and operating leases non-capital equipment, overtime pay, temporary pay and regular pay. • Reduce internal service charge expenditures by $80,735 as a correction to the telecommunications Target restatement. General Fund (100) Non Recurring/Non Project (0001) • Increase expenditure budget by $3,100,000 to support the rewrite of the Integrated Court Information System (iCIS), allowing the Superior Court to address data center upgrades, case management systems, and electronic courtroom support. Superior Court Judicial Enhancement Fund (208) • Increase regular benefits by $5,460 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase regular benefits by $2,617 for a retirement contribution rate increase. • Reduce other services by $8,077 to maintain structural balance. 935 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Judicial Enhancement Fund (208) Non Recurring/Non Project (0001) • Increase expenditure budget by $300,000 to support the rewrite of the Integrated Court Information System (iCIS), allowing the Superior Court to address data center upgrades, case management systems, and electronic courtroom support. Superior Court Grants Fund (238) • Increase regular benefits by $17,940 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase regular benefits by $7,871 for a retirement contribution rate increase. • Increase Grant Fund revenue by $677,920 based on an anticipated increase in Title IV-D intergovernmental charges for services from the Arizona Department of Economic Security, and on other pending grants. • Reconcile Grant Fund expenditures with an increase of $652,109 in other expenditures. Superior Court Special Revenue Fund (259) • Reduce administrative personal services indirect cost allocations-in from the General Fund (100) by $627,311. • Reduce remaining expenditures by $52,149, including reductions in legal service and other services, and increases in general supplies and postage/freight/shipping. • Superior Court Special Revenue Fund (259) Non Recurring/Non Project (0001) • The one-time expenditure of $1,400,000 budgeted and forecasted for FY 2011 will not be repeated from the Special Revenue Fee Fund in FY 2012. The non-recurring expenditure was for consultants for the Integrated Court Information System (iCIS) upgrades. The contract consultants have been 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) • Carry-over $232,000 from the FY 2011 one-time expenditure budget of $384,000 for the Jury Rewrite Project. The funding is being used by the department for contract consultants to develop and write the programming necessary for the jury system. The project is scheduled to be completed and fully operational in the first quarter of 2012. Superior Court Fill the Gap Fund (264) • Increase regular benefits by $24,960 for employee health and dental fixed benefit rate based on switching from an individual department rate to a countywide rate. • Increase regular benefits by $10,927 for a retirement contribution rate increase. • Reduce general supplies by $35,887 to maintain structural balance. Superior Court Fill the Gap Fund (264) Non Recurring/Non Project (0001) • Increase expenditure budget by $100,000 to support the rewrite of the Integrated Court Information System (iCIS), allowing the Superior Court to address data center upgrades, case management systems, and electronic courtroom support. 936 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Strategic Business Plan Update The Superior Court went through a systematic and facilitated review and update of their strategic business plan; the changes are reflected in this document. All of the Court’s activities and performance measures were validated and reworded with a renewed customer focus and clarification of the measures. The former Tax Adjudication Program is eliminated, and its two activities (large record tax adjudication and small record tax adjudication) are brought into the combined Civil and Tax Justice Program. The new program now includes the civil adjudication activity and the tax adjudication activity. The Juvenile Justice Program maintains its two activities: the juvenile delinquency adjudication activity and the juvenile dependency adjudication activity. The purpose statements are updated. The Court Operations Support Program maintains four of its six activities: court record-keeping; jurors; court security; and public information and community outreach. Its two other activities (court translation and court interpretation) are now combined into a new court interpretation and translation activity. The Criminal Justice Program continues the capital adjudication activity, and combines the felony DUI adjudication activity and the general felony adjudication activity into a new felony adjudication activity. The Family Adjudication maintains its two activities: the family pre-decree/judgment activity and the family post-decree/judgment activity. The purpose statements are updated. The former Mental Health Program and Probate Court Program are now merged into a new Probate and Mental Health Court Program. The new program includes two activities: the estate probates and trust administration activity and the probate and mental health activity. Programs and Activities Civil and Tax Justice Program The purpose of the Civil and Tax Justice Program is to provide resolutions in civil and tax cases to litigants so they can have fair and timely justice. 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. Percent of tax cases resolved within 9 months (KRM). • FY 2010 ACTUAL 96.5% FY 2011 FY 2011 REVISED FORECAST 95.0% 95.2% N/A N/A • Activities that comprise this program include: Civil Adjudication 937 N/A • FY 2012 ADOPTED 95.0% 89.5% Tax Adjudication REV VS ADOPTED VAR % 0.0% 0.0% N/A N/A Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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. 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. FY 2010 ACTUAL 96.5% $ 259 - SUPERIOR COURT SPECIAL REV TOTAL SOURCES $ 3,781,586 $ 3,781,586 $ 4,133,307 $ 4,133,307 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REV TOTAL USES $ 3,098,300 94,720 3,450,904 $ 6,643,924 $ 4,671,238 94,332 3,943,496 $ 8,709,066 72,465 73,046 91.68 FY 2011 FY 2011 REVISED FORECAST 95.0% 95.2% $ 68,400 72,000 127.33 72,000 76,000 129.96 $ 3,657,636 $ 3,657,636 $ 5,099,400 66,542 3,950,555 $ 9,116,497 $ 72,285 71,500 126.12 FY 2012 ADOPTED 95.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 3,600 4,000 (2.63) 5.3% 5.6% -2.1% $ 3,703,500 $ 3,703,500 $ $ (429,807) (429,807) -10.4% -10.4% $ 5,647,810 65,721 3,643,500 $ 9,357,031 $ (976,572) 28,611 299,996 (647,965) -20.9% 30.3% 7.6% -7.4% $ Expenditure $ Activity Narrative: The increase in civil case filings is directly related to the economic downturn being experienced in Maricopa County. The General Fund will support 60.4% of the activity (compared with 53.6% in FY 2011) due to a reduction in revenue in the Superior Court Special Revenue Fund (259) along with an intra-departmental shift of 7.0 FTE positions funded from the General Fund to the Civil Adjudication Activity, due to the number of civil cases filed. Civil Adjudication Activity 78000 97% 76000 97% 74000 96% Cases 72000 96% 70000 95% 68000 66000 95% 64000 94% FY 10 Actual FY 11 Revised Demand FY 11 Forecast FY 12 Adopted Output Result Tax Adjudication Activity The purpose of the 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. 938 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Output Output Demand Demand Efficiency Expenditure Measure Description Percent of tax cases resolved within 9 months (KRM). Number of Large Record Tax cases resolved. Number of Small Record Tax cases resolved. Number of all record tax cases resolved. Number of Large Record Tax cases filed. Number of Small Record Tax cases filed. Cost per tax case resolved. 100 - GENERAL TOTAL USES FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A $ $ 391,525 391,525 N/A N/A N/A N/A N/A N/A $ $ 481,655 481,655 FY 2012 ADOPTED 89.5% N/A N/A N/A N/A N/A N/A $ $ $ 478,727 478,727 $ $ REV VS ADOPTED VAR % N/A N/A 1,000 900 1,900 1,425 1,050 259.07 492,228 492,228 $ $ N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A (10,573) (10,573) -2.2% -2.2% Activity Narrative: This is a new Activity for FY 2012, merging the former Large and Small Tax Adjudication Activities into one activity. Court Operations Support Program The purpose of the Court Operations Support Program is to provide ancillary support services to defendants, justice partners, and the public so they can receive timely and just resolutions. Program Results Measure Description Percent of Spanish Interpretations. Percent of people screened without incident. Percent of Jurors reporting for service. Percent of hearings recorded electronically. Percent of user satisfaction. FY 2010 ACTUAL N/A N/A N/A N/A N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A 96.5% N/A N/A N/A N/A N/A N/A Activities that comprise this program include: • Court Interpretation & Translation • Jurors • Public Information & Community Outreach • • FY 2012 ADOPTED 88.4% 96.0% 10.0% N/A N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Court Security Court Record Keeping Court Interpretation and Translation Activity The purpose of the Court Interpretation and Translation Activity is to provide interpretation and translation 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. 939 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Spanish Interpretations. Number of Interpretation requests completed. Number of Interpretation requests received. Cost per Interpretation request completed. FY 2010 ACTUAL N/A N/A N/A N/A 100 - GENERAL TOTAL SOURCES $ $ 220 220 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 3,151,249 59,800 195,256 $ 3,406,305 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED N/A N/A 88.4% N/A N/A 43,980 N/A N/A 44,000 N/A N/A $ 87.83 $ $ 500 500 $ $ - $ $ 500 500 $ $ $ 3,631,995 230,840 $ 3,862,835 $ - 0.0% 0.0% Expenditure $ 3,725,004 225,802 $ 3,950,806 $ 3,261,120 254,583 $ 3,515,703 $ 93,009 (5,038) 87,971 2.5% N/A -2.2% 2.2% Activity Narrative: New Activity for FY 2012, merging the former Court Interpretation and the Translation activities into one activity. Court Security Activity The purpose of the Court Security Activity is to provide physical and electronic deterrent services to Court participants 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A N/A 96.5% 96.0% N/A N/A 3,724,866 3,750,000 3,212,264 3,200,000 (550,000) -14.7% 3,724,866 3,750,000 3,212,264 3,200,000 (550,000) -14.7% $ 1.74 $ 1.55 $ 1.97 $ 1.87 $ (0.32) -20.4% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ 6,474,037 $ 6,474,037 322,707 322,707 $ $ 8,601 8,601 $ $ 43,789 43,789 $ $ 2,800 2,800 $ $ (5,801) (5,801) -67.4% -67.4% $ 5,970,060 $ 5,970,060 $ $ (152,921) (152,921) -2.6% -2.6% Expenditure $ 5,817,139 $ 5,817,139 $ 6,156,796 $ 6,156,796 Activity Narrative: The number of people entering each court facility declined during FY 2011. It is unknown how the opening of the new downtown court tower in mid-FY 2012 will affect the system-wide number of people entering court facilities. Jurors Activity The purpose of the Jurors Activity is to provide impartial jury panels to defendants and litigants so that they can benefit from 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. 940 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of jurors reporting for service. Number of jurors sent to a courtroom. Number of jurors reporting for service. Cost per juror sent to a courtroom. FY 2010 ACTUAL N/A N/A N/A N/A 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV TOTAL SOURCES $ 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV TOTAL USES $ 4,762,514 113,301 $ 4,875,815 $ 803,574 95,033 898,607 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED N/A N/A 10.0% N/A 42,850 40,320 N/A 50,092 48,000 N/A $ 99.13 $ 107.13 $ 794,083 121,000 915,083 $ $ $ 653,408 114,069 767,477 $ 716,300 121,000 837,300 $ $ 4,198,479 121,000 $ 4,319,479 $ $ $ (77,783) (77,783) -9.8% 0.0% -8.5% 199,296 20,000 219,296 4.5% 14.2% 4.8% Expenditure $ 4,397,775 141,000 $ 4,538,775 $ 4,092,224 155,315 $ 4,247,539 $ Activity Narrative: The jury trial rate during FY 2011 has been lower than expected. Though Civil case filings have increased, these types of cases are not cases suited for jury trials. Court Record Keeping Activity The purpose of the Court Record Keeping Activity is to provide a court case record to court participants and litigants so they can be ensured an 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 Superior Court. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of hearings recorded electronically. 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 2010 ACTUAL N/A 218,115 FY 2011 FY 2011 REVISED FORECAST N/A N/A 215,000 218,736 $ 17.67 $ 20.86 $ 17.32 $ 18.31 259 - SUPERIOR COURT SPECIAL REV TOTAL SOURCES $ $ 66,999 66,999 $ $ 65,040 65,040 $ $ 64,302 64,302 $ $ 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 3,778,834 65,040 11,291 $ 3,855,165 218,115 215,000 FY 2012 ADOPTED N/A 218,736 218,736 REV VS ADOPTED VAR % N/A N/A 3,736 1.7% 218,736 3,736 1.7% $ 2.55 12.2% 65,040 65,040 $ $ - 0.0% 0.0% $ 3,939,178 65,040 $ 4,004,218 $ 410,915 69,463 480,378 9.4% 0.0% 100.0% 10.7% Expenditure $ 4,350,093 65,040 69,463 $ 4,484,596 $ 3,723,738 65,040 $ 3,788,778 $ Activity Narrative: The Superior Court has not begun collecting data on the new output associated with recording hearings electronically. Public Information & Community Outreach Activity The purpose of the Public Information and Community Outreach Activity is to provide website access to the public and litigants so they can access case information and court forms without having to make a trip to a courthouse. Mandates: This is not a mandated activity of the Superior Court. 941 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A N/A N/A N/A N/A N/A 312,221,460 270,878,184 289,871,560 290,000,000 19,121,816 7.1% 313,376,090 270,878,184 290,548,410 300,000,000 29,121,816 10.8% $ 0.01 $ 0.01 $ 0.01 $ 0.01 $ (0.00) -33.0% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV 261 - LAW LIBRARY TOTAL SOURCES $ 2,068 252,600 1,499,706 $ 1,754,374 $ 500 288,000 1,425,000 $ 1,713,500 246,795 1,478,764 $ 1,725,559 $ 500 288,000 1,425,000 $ 1,713,500 $ 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV 261 - LAW LIBRARY TOTAL USES $ 2,011,834 273,720 1,125,711 $ 3,411,265 $ 2,194,107 288,000 1,425,000 $ 3,907,107 $ 2,039,810 259,558 1,172,519 $ 3,471,887 $ 2,144,908 288,000 1,425,000 $ 3,857,908 $ $ - 0.0% 0.0% 0.0% 0.0% 49,199 49,199 2.2% 0.0% 0.0% 1.3% $ Expenditure $ Activity Narrative: Activity revenue and expenditures are kept relatively steady for FY 2012, even with a budgeted 7.1% increase in the number of website sessions completed. If statewide eFiling of cases are moved to the State Administrative Office of the Courts, the number of visits to the County website could decline. Criminal Justice Program The purpose of the Criminal Justice Program is to provide felony cases to defendants, victims, and the public so they can have timely and just legal resolutions. Program Results Measure Description Percent of Capital cases resolved within 545 days. Percent of General Felony cases resolved within 180 days. FY 2010 ACTUAL 8.2% FY 2011 FY 2011 REVISED FORECAST 33.3% 27.5% 82.1% 90.0% Activities that comprise this program include: • Capital Adjudication FY 2012 ADOPTED 30.0% 85.3% • REV VS ADOPTED VAR % -3.3% -10.0% 81.4% -8.6% -9.5% Felony 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. Measure Type Result Output Demand Efficiency Revenue 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 2010 ACTUAL 8.2% FY 2011 FY 2011 REVISED FORECAST 33.3% 27.5% $ 65 32 7,228.00 36 40 $ 15,493.86 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 177,516 177,516 $ $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL USES $ 292,306 177,514 469,820 $ FY 2012 ADOPTED 30.0% REV VS ADOPTED VAR % (3.3%) -10.0% $ 51 32 9,868.76 40 32 $ 11,885.83 4 (8) 3,608.04 11.1% -20.0% 23.3% $ 177,516 177,516 $ $ 186,853 186,853 $ $ 180,856 180,856 $ $ 3,340 3,340 1.9% 1.9% 377,671 180,108 557,779 $ 316,454 186,853 503,307 $ 291,535 183,898 475,433 $ 86,136 (3,790) 82,346 22.8% -2.1% 14.8% Expenditure $ 942 $ $ $ $ Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: An 11.1% budgeted decline in the number of Capital cases resolved in FY 2012 would allow for a continued decline in the backlog of Capital cases in Maricopa County. County Attorney filing policies will define the activity demand. Cases Capital Adjudication Activity 70 35% 60 30% 50 25% 40 20% 30 15% 20 10% 10 5% 0 0% FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Result Output Felony Adjudication Activity The purpose of the General Felony Adjudication Activity is to provide resolved felony cases to defendants and victims so they can be afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. 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. FY 2010 ACTUAL 82.1% $ 33,573 34,538 452.73 $ FY 2011 FY 2011 REVISED FORECAST 90.0% 89.9% $ 41,000 41,000 449.74 $ 31,415 31,305 594.55 $ FY 2012 ADOPTED 81.4% $ 31,200 31,600 593.92 REV VS ADOPTED VAR % (8.6%) -9.5% $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REV 264 - SUPERIOR COURT FILL THE GAP TOTAL SOURCES 58 140,894 595,076 56,070 2,194,349 $ 2,986,447 $ 500 142,550 570,600 60,000 3,022,724 $ 3,796,374 69 147,094 581,608 46,277 2,611,528 $ 3,386,576 $ 100 391,441 570,600 60,000 3,022,724 $ 4,044,865 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REV 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 13,328,447 172,541 49,254 60,000 1,589,324 $ 15,199,566 $ 15,442,644 145,940 63,452 60,000 2,727,459 $ 18,439,495 $ 16,279,918 147,094 60,080 60,000 2,130,711 $ 18,677,803 $ 15,227,276 394,815 56,220 60,000 2,791,884 $ 18,530,195 $ $ (9,800) (9,400) (144.18) -23.9% -22.9% -32.1% (400) 248,891 248,491 -80.0% 174.6% 0.0% 0.0% 0.0% 6.5% 215,368 (248,875) 7,232 (64,425) (90,700) 1.4% -170.5% 11.4% 0.0% -2.4% -0.5% Expenditure $ Activity Narrative: A decline in crime rates have resulted in a 22.9% decline in the budgeted demand for this activity. Total budgeted expenditures will increase by 0.5% in FY 2012, due almost entirely to a reallocation of Grant Fund (238) revenue to this activity. 943 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Felony Adjudication Activity 50000 92% 90% 88% 86% 84% 82% 80% 78% 76% 40000 Cases 30000 20000 10000 0 FY 10 Actual FY 11 Revised FY 11 Forecast FY 12 Adopted Demand Output Result Family Adjudication Program The purpose of the Family Adjudication Program is to provide resolved pre-decree and post-decree cases to litigants so they can have timely and just legal resolutions. 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 2010 ACTUAL 96.9% 100.0% FY 2011 FY 2011 REVISED FORECAST 92.0% 97.3% 100.0% 100.0% FY 2012 ADOPTED 96.1% 95.7% REV VS ADOPTED VAR % 4.1% 4.4% -4.3% -4.3% Program Results Activities that comprise this program include: • Family Pre Decree/Judgment • Family Post Decree/Judgment Family Pre-Decree/Judgment Activity The purpose of the Family Pre-Decree/Judgment Activity is to provide resolved pre-decree Family Court cases to litigants so they can receive timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Family Adjudication Program. A.R.S. Title 25 includes the statutes regarding Marital and Domestic Relations, including Marriage; Husband and Wife, Property and Contract Rights; Dissolution of Marriage; Child Custody and Visitation; Family Support Duties; Maternity and Paternity Proceedings; Covenant Marriage; Uniform Child Custody Jurisdiction and Enforcement Act; and Uniform Interstate Family Support Act. 944 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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 2010 ACTUAL 96.9% FY 2011 FY 2011 REVISED FORECAST 92.0% 97.3% REV VS ADOPTED VAR % 4.1% 4.4% FY 2012 ADOPTED 96.1% 30,177 31,500 31,072 30,600 (900) -2.9% 31,527 33,000 31,256 31,000 (2,000) -6.1% $ 261.54 $ 310.47 $ 307.36 $ 332.83 $ (22.36) -7.2% $ 30 228,702 1,531,682 842,454 109,558 $ 32,896 810,766 1,390,000 115,921 $ 523,239 1,462,257 104,914 $ 100 998,036 1,390,000 115,921 $ (32,796) 187,270 - -99.7% 23.1% 0.0% N/A 0.0% Revenue 100 - GENERAL 238 - SUPERIOR COURT GRANTS 257 - CONCILIATION COURT FEES 259 - SUPERIOR COURT SPECIAL REV 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION TOTAL SOURCES 168,974 $ 2,881,400 115,007 $ 2,464,590 169,260 $ 2,259,670 115,007 $ 2,619,064 $ 4,699,276 348,912 65,690 1,695,930 851,664 115,921 $ 6,847,823 912,976 66,219 1,590,000 131,924 115,921 $ 7,023,336 523,239 68,732 1,590,000 113,963 115,921 $ 7,126,722 998,036 66,497 1,702,500 60,000 115,921 115,007 $ 7,892,400 115,007 $ 9,779,870 115,007 $ 9,550,198 115,007 $ 10,184,683 $ 154,474 0.0% 6.3% (278,899) (85,060) (278) (112,500) 71,924 - -4.1% -9.3% -0.4% -7.1% 54.5% 0.0% (404,813) 0.0% -4.1% Expenditure 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 257 - CONCILIATION COURT FEES 259 - SUPERIOR COURT SPECIAL REV 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION TOTAL USES $ $ Activity Narrative: The FY 2012 expenditure increase of $404,813 is due to the non-recurring contract cost increase discussed in the next paragraph, an internal transfer of two positions to this activity, and to fringe benefit rate increases. Family Pre-Decree/Judgment Activity 34000 98% 33000 96% 32000 Cases 94% 31000 92% 30000 29000 90% 28000 88% FY 10 Actual FY 11 Revised Demand FY 11 Forecast FY 12 Adopted Output Result Conciliation Court Fees Fund (257) Non Recurring/Non Project (0001) • The one-time expenditure budget of $312,500 ($112,500 above the amount budgeted for FY 2011) 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. 945 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Family Post-Decree/Judgment Activity The purpose of the Family Post-Decree/Judgment Activity is to provide resolved post-decree Family Court cases to litigants so they can receive timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Family Adjudication Program. A.R.S. Title 25 includes the statutes regarding Marital and Domestic Relations, including Marriage; Husband and Wife, Property and Contract Rights; Dissolution of Marriage; Child Custody and Visitation; Family Support Duties; Maternity and Paternity Proceedings; Covenant Marriage; Uniform Child Custody Jurisdiction and Enforcement Act; and Uniform Interstate Family Support Act. 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 2010 ACTUAL 100.0% $ FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % (4.3%) -4.3% FY 2012 ADOPTED 95.7% 18,560 22,000 18,930 18,400 (3,600) -16.4% 18,560 22,000 18,930 19,000 (3,000) -13.6% 209.91 $ 204.31 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL SOURCES 629,522 607,892 184,974 $ 1,422,388 $ $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL USES $ 3,185,832 73,753 445,580 190,682 $ 3,895,847 230.64 $ 260.24 $ (55.93) -27.4% 550,500 24,000 585,000 190,682 $ 1,350,182 586,282 21,102 584,461 177,105 $ 1,368,950 $ 580,100 70,369 585,000 190,682 $ 1,426,151 $ 29,600 46,369 75,969 5.4% 193.2% 0.0% 0.0% 5.6% $ 3,159,606 24,000 1,120,479 190,682 $ 4,494,767 $ 3,173,236 21,102 981,059 190,682 $ 4,366,079 $ 3,429,821 70,369 897,500 390,682 $ 4,788,372 $ (270,215) (46,369) 222,979 (200,000) (293,605) -8.6% -193.2% N/A 19.9% -104.9% -6.5% Revenue $ $ Expenditure $ Activity Narrative: The FY 2012 expenditure increase of $293,605 is due to the net non-recurring contract cost increase discussed in the next paragraph, an internal transfer of one position to this activity, and to fringe benefit rate increases. Expedited Child Support Fund (271) / Domestic Relations Mediation Education Fund (282) Non Recurring/Non Project (0001) • A one-time expenditure of $512,500 is budgeted for outside vendors contracted to provide parenting conferences for litigants in Family Court. The amount includes $312,500 from the Expedited Child Support Fund ($84,059 below the amount budgeted for FY 2011), and a new expenditure of $200,000 from the Domestic Relations Mediation Education Fund. 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 provide adjudicated dependency and delinquency matters to juveniles so they can have timely and just legal resolutions. 946 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Program Results Measure Description Percent of adjudication hearings for nondetained juveniles held within 30 days. Percent of preliminary protective hearings held within 7 days after removal from home. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A Activities that comprise this program include: • Juvenile Delinquency Adjudication N/A ● FY 2012 ADOPTED 95.0% N/A REV VS ADOPTED VAR % N/A N/A 97.6% N/A N/A Juvenile Dependency Adjudication Juvenile Delinquency Adjudication Activity The purpose of the Juvenile Delinquency Adjudication Activity is to provide adjudicated dependency and delinquency matters to juveniles so they can 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 Output Demand Efficiency Revenue Measure Description Percent of adjudication hearings for nondetained juveniles held within 30 days. Number of Delinquency cases resolved. Number of hearings. Number of Delinquency cases filed. Cost per Delinquency case resolved. FY 2010 ACTUAL N/A $ 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 3,620,652 93,880 $ 3,714,532 FY 2011 FY 2011 REVISED FORECAST N/A N/A 12,258 N/A 11,787 303.03 $ 100,365 100,365 $ $ 13,000 N/A 13,500 375.39 $ 262,016 262,016 $ $ FY 2012 ADOPTED 95.0% 10,712 N/A 10,594 428.63 $ 116,726 116,726 $ (2,600) N/A (2,300) (82.64) -20.0% N/A -17.0% -22.0% 142,590 142,590 $ $ (119,426) (119,426) -45.6% -45.6% $ 4,525,382 143,959 94,209 $ 4,763,550 $ (5,740) (11,218) 133,477 116,519 -0.1% -8.5% 58.6% 2.4% $ $ 10,400 10,800 11,200 458.03 REV VS ADOPTED VAR % N/A N/A Expenditure $ 4,519,642 132,741 227,686 $ 4,880,069 $ 4,358,672 116,726 116,056 $ 4,591,454 $ Activity Narrative: The hearing-related Result and Output measures are new for FY 2012. Juvenile Dependency Adjudication Activity The purpose of the Juvenile Dependency Adjudication Activity is to provide established dependency to juveniles so they can ensure 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. 947 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Measure Type Result Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of preliminary protective hearings held N/A N/A N/A 97.6% N/A N/A within 7 days after removal from home. Number of Dependency cases resolved. 8,426 8,800 8,994 8,400 (400) -4.5% Number of preliminary protective hearings. N/A N/A N/A 8,400 N/A N/A Number of Dependency cases filed. 8,487 9,000 9,354 8,400 (600) -6.7% Cost per Dependency case resolved. $ 466.83 $ 531.69 $ 505.19 $ 545.17 $ (13.48) -2.5% Output Output Demand Efficiency Revenue 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 864,448 864,448 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 3,068,087 865,412 $ 3,933,499 $ $ 906,632 906,632 $ $ 844,266 844,266 $ $ 818,108 818,108 $ $ (88,524) (88,524) -9.8% -9.8% $ 3,687,596 837,644 54,211 $ 4,579,451 $ 63,550 90,071 (54,211) 99,410 1.7% 9.7% N/A 2.1% Expenditure $ 3,751,146 927,715 $ 4,678,861 $ 3,672,098 844,266 27,358 $ 4,543,722 $ Activity Narrative: The hearing-related Result and Output measures are new for FY 2012. Probate and Mental Health Court Program The purpose of the Probate and Mental Health Court Program is to provide resolved probate and mental health cases to litigants so they can have timely and just legal resolutions. Program Results Measure Description Percent of Cases reviewed within 30 days of the required due date. Percent of probate cases in compliance with case-processing standards. FY 2010 ACTUAL 100.0% FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% N/A N/A Activities that comprise this program include: • Estate Probates & Trust Administration FY 2012 ADOPTED 96.0% N/A • REV VS ADOPTED VAR % -4.0% -4.0% 96.0% N/A N/A Probate and Mental Health Estate Probates & Trust Administration Activity The purpose of the Estate Probates and Trust Administration Activity is to provide case reviews that are completed within required due dates to litigants so they can have their property and rights 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 2010 ACTUAL 100.0% $ 39,392 39,392 47.75 256 - PROBATE FEES TOTAL SOURCES $ $ 490,858 490,858 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 256 - PROBATE FEES TOTAL USES $ 1,491,398 389,531 $ 1,880,929 FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% $ 34,000 34,000 69.29 $ $ 464,531 464,531 $ 36,545 36,545 62.02 $ $ 440,955 440,955 FY 2012 ADOPTED 96.0% $ 36,000 36,000 57.38 $ $ REV VS ADOPTED VAR % (4.0%) -4.0% $ 2,000 2,000 11.91 5.9% 5.9% 17.2% 464,531 464,531 $ $ - 0.0% 0.0% $ 1,501,078 564,531 $ 2,065,609 $ 120,210 57,137 113,000 290,347 7.4% 100.0% 16.7% 12.3% Expenditure $ 1,621,288 57,137 677,531 $ 2,355,956 948 $ 1,586,532 2,548 677,531 $ 2,266,611 $ Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: An expenditure increase of 12.3% is included for FY 2012, most of which provides for 6.0 FTE new Probate staff. The number of active cases reviewed is estimated to increase by 5.9% for FY 2012. Base Adjustments: General Fund (100) Increase General Fund expenditures by $374,679 and add 6.0 FTE Probate staff, including $270,032 for salaries and $103,747 for benefits. 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 increased demand and output, expanding the number of cases requiring additional work outside the normal expertise of court administration and judicial officers. Probate and Mental Health Activity The purpose of the Probate and Mental Health Activity is to provide resolved probate, mental health, and competency issues to litigants and defendants so they can 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. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of Probate cases in compliance with case-processing standards. Number of Mental Health cases resolved. Number of Probate cases. Number of Mental Health cases filed. Cost per Mental Health case resolved. FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A FY 2012 ADOPTED 96.0% N/A N/A N/A N/A $ 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ - $ $ - $ $ - 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL USES $ 845,571 845,571 $ 888,051 888,051 $ 895,397 895,397 $ $ REV VS ADOPTED VAR % N/A N/A 2,600 36,000 2,600 699.65 N/A N/A N/A N/A 250,000 250,000 $ $ 250,000 250,000 $ 1,569,092 250,000 $ 1,819,092 $ (681,041) (250,000) (931,041) N/A N/A N/A N/A N/A N/A Expenditure $ $ $ $ -76.7% N/A -104.8% Activity Narrative: This activity is new for FY 2012. Both the Estates Probate and Trust Administration Activity and the Probate and Mental Health Activity were free-standing programs prior to being combined into the new Probate and Mental Health Program for FY 2012. Some shifting of budget and positions was initiated for FY 2012 as the new activities became better defined. 949 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer 71,111,106 $ 1,393,080 $ 1,187,530 $ 1,187,530 - $ 72,298,636 $ 1,393,080 $ (1,187,530) $ (1,187,530) 1,301,505 $ 12,955 28,633 1,226,618 33,299 - $ 72,412,611 $ 1,393,080 $ 1,335,439 $ 879,090 456,349 (1,117,914) $ (1,117,914) - Agenda Item: MEMO FY 2011 Revised Budget Adjustments: Reallocations Jud Branch Interdeptl Transfer Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Radio Chgs from Non Dept $ Agenda Item: MEMO $ FY 2012 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services for 6.0 FTE New Probate Positions Reduce I.T. Debt Service Expenditures Reduce Other Operating Expenditures Correction to Telecomm Restatement Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Revenue Due to Declines in Lengthy Trials, Fines, Forfeits and Misc Rev. Other Mandates 100% Sup Court Judges Salaries Increase Regular Benefits to Fund State Fixed Benefit Differential Reallocations Reallocation Between Funds Reduce Indirect Cost Allocations-Out to Superior Court Special Revenue Fund (259) Reallocation Between Depts Shift 1.0 FTE Trades Generalist to Adult Probation Department (110) FY 2012 Adopted Budget Percent Change from Target Amount $ $ $ $ 374,679 (615,266) (796,592) (80,735) $ - $ - $ 250,990 $ 250,990 - $ 575,550 $ 627,311 - (51,761) - (90,880) 250,990 $ 627,311 $ (51,761) $ 950 (90,880) (90,880) 73,456,676 $ 1.4% 1,302,200 -6.5% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court General Fund (100) (continued) Expenditures Revenue Integrated Court Info Rewrite FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - FY 2012 Tentative Budget $ - $ - $ 3,100,000 $ - $ 3,100,000 $ - Percent Change from Target Amount Adjustments: Information and Communications Technology Other IT Non-Recurring Integrated Court Information System iCIS Rewrite Agenda Item: $ 3,100,000 FY 2012 Adopted Budget Percent Change from Target Amount Superior Court Judicial Enhancement Fund (208) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 570,600 $ 570,600 FY 2011 Revised Budget $ 570,600 $ 570,600 FY 2012 Budget Target $ 570,600 $ 570,600 $ 8,077 $ 5,460 2,617 (8,077) $ (8,077) - 570,600 $ 0.0% 570,600 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue Integrated Court Info Rewrite FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - FY 2012 Tentative Budget $ - $ - $ 300,000 $ - $ 300,000 $ - Percent Change from Target Amount Adjustments: Information and Communications Technology Other IT Non-Recurring Integrated Court Information System (iCIS) Rewrite Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 951 300,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2010 ACTUAL Beginning Spendable Fund Balance Sources: Clerk of the Superior Court (160) Superior Court (800) Operating Total Sources: Uses: Clerk of the Superior Court (160) Superior Court (800) Operating Clerk of the Superior Court (160) Superior Court (800) Non-Recurring Total Uses: FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED $ 571,893 $ 1,029,293 $ 1,029,293 $ 1,318,846 $ 1,582,748 $ 1,185,113 607,758 1,792,871 1,792,871 $ 1,100,000 570,600 1,670,600 1,670,600 $ 1,100,000 570,600 1,670,600 1,670,600 $ 1,169,953 598,086 1,768,039 1,768,039 $ 1,100,000 570,600 1,670,600 1,670,600 $ $ $ $ $ 521,441 319,419 840,860 $ $ 205,056 205,056 1,045,916 Structural Balance $ 952,011 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ $ $ $ 279,000 279,000 1,949,600 $ (2) $ 1,318,846 1,318,846 $ 1,100,000 570,600 1,670,600 $ $ $ $ $ $ $ 1,100,000 570,600 1,670,600 $ $ 279,000 400,000 679,000 2,349,600 - $ - 750,293 750,293 $ $ $ $ $ 633,351 390,286 1,023,637 $ $ $ $ $ 1,100,000 570,600 1,670,600 $ $ 80,500 400,000 480,500 1,504,137 $ $ 300,000 300,000 1,970,600 - $ 744,402 $ - $ - $ - $ - $ $ 350,293 350,293 $ $ 1,582,748 1,582,748 $ $ 1,282,748 1,282,748 Expenditures Revenue Superior Court Grants Fund (238) OPERATING FY 2011 Adopted Budget $ 2,145,648 $ 2,145,648 $ 178,832 $ 178,832 178,832 178,832 FY 2011 Revised Budget $ 2,324,480 $ 2,324,480 FY 2012 Budget Target $ 2,324,480 $ 2,324,480 $ 25,811 $ 17,940 7,871 - $ 652,109 $ 652,109 677,920 677,920 $ 3,002,400 $ 29.2% 3,002,400 29.2% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Superior Court FY 11 Grant Recon Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: C-80-11-011-2-00 Agenda Item: FY 2012 Adopted Budget Percent Change from Target Amount 952 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED (25,995) $ FY 2011 REVISED $ Sources: Operating Total Sources: $ $ 1,541,924 1,541,924 $ $ 2,145,648 2,145,648 $ $ 2,324,480 2,324,480 $ $ 1,845,426 1,845,426 $ $ 3,002,400 3,002,400 Uses: Operating Total Uses: $ $ 1,691,200 1,691,200 $ $ 2,145,648 2,145,648 $ $ 2,324,480 2,324,480 $ $ 1,845,426 1,845,426 $ $ 3,002,400 3,002,400 Structural Balance $ (149,276) $ - $ - $ - $ - Accounting Adjustments $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ $ (151,702) (151,702) $ (25,995) (25,995) $ (25,995) $ FY 2012 ADOPTED Beginning Spendable Fund Balance 23,569 (25,995) $ FY 2011 FORECAST (25,995) (25,995) $ (151,702) (151,702) (151,702) $ (151,702) (151,702) (151,702) $ Probate Fees Fund (256) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 464,531 $ 464,531 FY 2011 Revised Budget $ 464,531 $ 464,531 FY 2012 Budget Target $ 464,531 $ 464,531 FY 2012 Adopted Budget Percent Change from Target Amount $ 464,531 $ 0.0% 464,531 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring NCSC Probate Procedures Study - $ 113,000 $ 113,000 - $ 213,000 $ - $ (213,000) $ (113,000) (100,000) - $ - $ - $ 100,000 $ 100,000 - $ 100,000 $ - C-80-11-004-2-00 Agenda Item: C-80-11-004-2-00 FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Contract Accountants and Investigators 100,000 $ Agenda Item: FY 2011 Revised Budget Adjustments: Non Recurring NCSC Probate Procedures Study Other Non-Recurring $ Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 953 100,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Probate Fees Fund (256) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 470,663 $ 547,249 $ 547,249 $ 579,135 $ 348,759 Sources: Operating Total Sources: $ $ 498,003 498,003 $ $ 464,531 464,531 $ $ 464,531 464,531 $ $ 447,155 447,155 $ $ 464,531 464,531 $ $ $ 464,531 213,000 677,531 $ $ 464,531 213,000 677,531 $ $ 464,531 100,000 564,531 $ $ 389,531 389,531 $ 464,531 100,000 564,531 Structural Balance $ 108,472 $ - $ - $ (17,376) $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 579,135 579,135 $ $ 447,249 447,249 $ $ 334,249 334,249 $ $ 348,759 348,759 $ $ 248,759 248,759 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Conciliation Court Fees Fund (257) OPERATING FY 2011 Adopted Budget $ 1,390,000 $ 1,390,000 FY 2011 Revised Budget $ 1,390,000 $ 1,390,000 FY 2012 Budget Target $ 1,390,000 $ 1,390,000 FY 2012 Adopted Budget Percent Change from Target Amount $ 1,390,000 $ 0.0% 1,390,000 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring Parent Conf Non Recurring Exp - $ 200,000 $ 200,000 - $ 200,000 $ - $ (200,000) $ (200,000) - $ - $ - $ 312,500 $ 312,500 - $ 312,500 $ - C-80-11-007-2-00 Agenda Item: C-80-11-007-2-00 FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Parent Conference Report Providers - $ Agenda Item: FY 2011 Revised Budget Adjustments: Non Recurring Parent Conf Non Recurring Exp $ Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 954 312,500 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Conciliation Court Fees Fund (257) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 693,397 $ 387,127 $ 387,127 $ 534,774 $ 412,617 Sources: Operating Total Sources: $ $ 1,537,309 1,537,309 $ $ 1,390,000 1,390,000 $ $ 1,390,000 1,390,000 $ $ 1,467,843 1,467,843 $ $ 1,390,000 1,390,000 $ 1,695,930 1,695,930 $ $ $ 1,390,000 200,000 1,590,000 $ $ 1,390,000 200,000 1,590,000 $ $ 1,390,000 1,390,000 $ 1,390,000 312,500 1,702,500 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (158,621) $ - $ - $ 77,843 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 387,127 387,127 $ $ 187,127 187,127 $ $ 412,617 412,617 $ $ 100,117 100,117 Expenditures Revenue 534,774 534,774 $ $ Superior Court Special Revenue Fund (259) OPERATING FY 2011 Adopted Budget $ 6,477,000 $ 6,477,000 FY 2011 Revised Budget $ 6,477,000 $ 6,477,000 FY 2012 Budget Target $ 6,477,000 $ 6,477,000 $ (52,149) $ (52,149) - $ (627,311) $ (627,311) (679,460) (679,460) - 5,797,540 $ -10.5% 5,797,540 -10.5% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Reduce Allocations-In from Superior Court General Fund (100) $ $ $ (627,311) FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue JURY SYSTEM REWRITE FY 2011 Adopted Budget $ 384,000 $ - FY 2011 Revised Budget $ 384,000 $ - $ (384,000) $ - $ - $ - $ 232,000 $ 232,000 - $ 232,000 $ - Adjustments: Information and Communications Technology Other IT Non-Recurring Agenda Item: FY 2012 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Jury System Rewrite Program Resources Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 955 232,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 2,577,395 $ 2,358,138 $ 2,358,138 $ 2,790,518 $ 558,201 Sources: Operating Total Sources: $ $ 6,734,907 6,734,907 $ $ 6,477,000 6,477,000 $ $ 6,477,000 6,477,000 $ $ 5,739,510 5,739,510 $ $ 5,797,540 5,797,540 $ $ 6,419,827 1,552,000 7,971,827 $ $ 6,477,000 1,784,000 8,261,000 $ $ 6,477,000 559,000 7,036,000 $ $ 6,033,579 488,202 6,521,781 $ 5,797,540 232,000 6,029,540 Structural Balance $ 701,328 $ - $ - $ $ - Accounting Adjustments $ (3) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,799,138 1,799,138 $ $ 574,138 574,138 $ $ 558,201 558,201 $ $ 326,201 326,201 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: 2,790,518 2,790,518 $ $ $ (680,317) Law Library Fees Fund (261) OPERATING FY 2011 Adopted Budget $ 1,425,000 $ 1,425,000 FY 2011 Revised Budget $ 1,425,000 $ 1,425,000 FY 2012 Budget Target $ 1,425,000 $ 1,425,000 FY 2012 Adopted Budget Percent Change from Target Amount $ 1,425,000 $ 0.0% 1,425,000 0.0% Law Library Fees Fund (261) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 930,737 $ 1,414,890 $ 1,414,890 $ 1,319,555 $ 1,642,410 Sources: Operating Total Sources: $ $ 1,514,531 1,514,531 $ $ 1,425,000 1,425,000 $ $ 1,425,000 1,425,000 $ $ 1,495,374 1,495,374 $ $ 1,425,000 1,425,000 $ $ $ $ 1,172,519 1,172,519 $ $ 1,425,000 1,425,000 $ $ 1,425,000 1,425,000 $ 1,425,000 1,425,000 $ - $ - $ 322,855 $ - (2) $ - $ - $ - $ - 1,414,890 1,414,890 $ $ 1,414,890 1,414,890 $ $ 1,642,410 1,642,410 $ $ 1,642,410 1,642,410 Uses: Operating Non-Recurring Total Uses: $ 827,291 298,420 1,125,711 Structural Balance $ 687,240 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,319,555 1,319,555 $ $ 956 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Fill the Gap Fund (264) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 2,329,600 $ 2,329,600 $ 693,124 $ 693,124 693,124 693,124 FY 2011 Revised Budget $ 3,022,724 $ 3,022,724 FY 2012 Budget Target $ 3,022,724 $ 3,022,724 $ 35,887 $ 24,960 10,927 (35,887) $ (35,887) - 3,022,724 $ 0.0% 3,022,724 0.0% Adjustments: Supplemental Funding Mid Year Adjustments State Aid to Courts FY 2011 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: C-80-11-005-2-00 Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue Integrated Court Info Rewrite FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - FY 2012 Tentative Budget $ - $ - $ 100,000 $ - $ 100,000 $ - Percent Change from Target Amount Adjustments: Information and Communications Technology Other IT Non-Recurring Integrated Court Information System (iCIS) Rewrite Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 957 100,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Fill the Gap Fund (264) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 4,071 $ 533,818 $ 533,818 $ 405,116 $ 631,350 Sources: Operating Total Sources: $ $ 2,196,920 2,196,920 $ $ 2,329,600 2,329,600 $ $ 3,022,724 3,022,724 $ $ 2,611,528 2,611,528 $ $ 3,022,724 3,022,724 $ $ $ 2,385,294 2,385,294 $ $ 3,022,724 3,022,724 $ $ 2,329,600 2,329,600 $ $ 1,795,871 1,795,871 $ 3,022,724 100,000 3,122,724 Structural Balance $ 401,049 $ - $ - $ 226,234 $ - Accounting Adjustments $ (4) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 533,818 533,818 $ $ 533,818 533,818 $ $ 631,350 631,350 $ $ 531,350 531,350 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: 405,116 405,116 $ $ Expedited Child Support Fund (271) OPERATING FY 2011 Adopted Budget $ 585,000 $ 585,000 FY 2011 Revised Budget $ 585,000 $ 585,000 FY 2012 Budget Target $ 585,000 $ 585,000 FY 2012 Adopted Budget Percent Change from Target Amount $ 585,000 $ 0.0% 585,000 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget Adjustments: Non Recurring Parent Conf Non Recurring Exp - $ 200,000 $ 200,000 - $ 535,479 $ - $ (535,479) $ (200,000) (335,479) - $ - $ - $ 312,500 $ 312,500 - $ 312,500 $ - C-80-11-007-2-00 Agenda Item: C-80-11-007-2-00 FY 2012 Budget Target Adjustments: Non Recurring Other Non-Recurring Parent Conference Report Providers 335,479 $ Agenda Item: FY 2011 Revised Budget Adjustments: Non Recurring Parent Conf Non Recurring Exp Other Non-Recurring $ Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 958 312,500 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 625,493 $ 765,037 $ 765,037 $ 797,055 $ 408,157 Sources: Operating Total Sources: $ $ 617,142 617,142 $ $ 585,000 585,000 $ $ 585,000 585,000 $ $ 592,161 592,161 $ $ 585,000 585,000 $ $ $ 585,000 396,059 981,059 $ $ 585,000 535,479 1,120,479 $ $ 585,000 335,479 920,479 $ $ 445,580 445,580 $ 585,000 312,500 897,500 Structural Balance $ 171,562 $ - $ - $ 7,161 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 797,055 797,055 $ $ 429,558 429,558 $ $ 229,558 229,558 $ $ 408,157 408,157 $ $ 95,657 95,657 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Spousal Maintenance Enforcement Enhancement (276) OPERATING FY 2011 Adopted Budget $ 115,921 $ 115,921 FY 2011 Revised Budget $ 115,921 $ 115,921 FY 2012 Budget Target $ 115,921 $ 115,921 FY 2012 Adopted Budget Percent Change from Target Amount $ 115,921 $ 0.0% 115,921 0.0% Spousal Maintenance Enforcement Enhancement (276) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 141,860 $ 124,627 $ 124,627 $ 137,058 $ 127,559 Sources: Operating Total Sources: $ $ 111,120 111,120 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 106,422 106,422 $ $ 115,921 115,921 Uses: Operating Total Uses: $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 115,921 115,921 Structural Balance $ (4,801) $ - $ - $ $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 124,627 124,627 $ $ 124,627 124,627 $ $ 127,559 127,559 $ $ 127,559 127,559 137,058 137,058 $ $ 959 (9,499) Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2012 Adopted Budget Children’s Issues Education Fund (281) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 115,007 $ 115,007 FY 2011 Revised Budget $ 115,007 $ 115,007 FY 2012 Budget Target $ 115,007 $ 115,007 FY 2012 Adopted Budget Percent Change from Target Amount $ 115,007 $ 0.0% 115,007 0.0% Children’s Issues Education Fund (281) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 300,337 $ 323,407 $ 323,407 $ 357,961 $ 416,392 Sources: Operating Total Sources: $ $ 172,630 172,630 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 173,438 173,438 $ $ 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 $ 57,623 $ - $ - $ 58,431 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 357,961 357,961 $ $ 323,407 323,407 $ $ 323,407 323,407 $ $ 416,392 416,392 $ $ 416,392 416,392 Expenditures Revenue Domestic Relation Mediation Education Fund (282) OPERATING FY 2011 Adopted Budget $ 190,682 $ 190,682 FY 2011 Revised Budget $ 190,682 $ 190,682 FY 2012 Budget Target $ 190,682 $ 190,682 FY 2012 Adopted Budget Percent Change from Target Amount $ 190,682 $ 0.0% 190,682 0.0% 960 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Superior Court Domestic Relation Mediation Education Fund (282) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2011 Adopted Budget $ - $ - FY 2011 Revised Budget $ - $ - FY 2012 Budget Target $ - $ - $ 200,000 $ 200,000 - $ 200,000 $ - Adjustments: Non Recurring Other Non-Recurring Parent Conference Report Providers Agenda Item: $ 200,000 FY 2012 Adopted Budget Percent Change from Target Amount Domestic Relation Mediation Education Fund (282) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 276,288 $ 271,728 $ 271,728 $ 273,722 $ 263,197 Sources: Operating Total Sources: $ $ 188,116 188,116 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 180,157 180,157 $ $ 190,682 190,682 $ 190,682 190,682 $ $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 190,682 190,682 $ 190,682 200,000 390,682 (2,566) $ - $ - $ (10,525) $ - 271,728 271,728 $ $ 271,728 271,728 $ $ 263,197 263,197 $ $ 63,197 63,197 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 273,722 273,722 $ $ 961 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2012 Adopted Budget Treasurer Analysis by Carmine L. Davis, Management and 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 2010 ACTUAL PROGRAM / ACTIVITY SOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 738 $ 738 $ 353,841 $ 353,841 $ 353,841 $ 353,841 $ 124,719 $ 124,719 $ 353,841 $ 353,841 $ - 0.0% 0.0% TOTAL PROGRAMS $ 738 $ 353,841 $ 353,841 $ 124,719 $ 353,841 $ - 0.0% ACCT - AGENCY ACCOUNTING TRAC - TREASURER ACCOUNTING 43AP - ACCOUNTING $ 125,445 $ 280,276 405,721 $ 111,140 $ 303,830 414,970 $ 111,139 $ 303,831 414,970 $ 113,210 $ 316,049 429,259 $ 111,773 $ 336,931 448,704 $ (634) (33,100) (33,734) -0.6% -10.9% -8.1% CLTS - CLIENT SERVICE TXSV - TAX SERVICES 43TP - PROPERTY TAX $ 648,889 $ 654,583 1,303,472 $ 649,466 $ 827,486 1,476,952 $ 649,465 $ 827,486 1,476,951 $ 659,356 $ 717,193 1,376,549 $ 651,487 $ 907,807 1,559,294 $ (2,022) (80,321) (82,343) -0.3% -9.7% -5.6% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 6,552 $ 136,461 51,449 813,142 20,578 1,028,182 $ - $ 146,311 51,715 1,071,431 17,826 1,287,283 $ - $ 146,312 51,716 1,071,427 17,826 1,287,281 $ - $ 142,516 51,728 918,681 18,855 1,131,780 $ - $ 135,168 52,417 898,374 17,333 1,103,292 $ 11,144 (701) 173,053 493 183,989 N/A 7.6% -1.4% 16.2% 2.8% 14.3% - $ 19,980 19,980 $ - $ 2,273 2,273 $ - $ 2,273 2,273 $ - $ 2,265 2,265 $ 228,449 $ 2,273 230,722 $ $ 372,285 $ 31,703 33,770 437,758 $ 861,836 $ 58,411 68,385 988,632 $ 861,838 $ 58,411 68,386 988,635 $ 873,286 $ 62,211 68,215 1,003,712 $ 1,101,404 $ 59,223 69,270 1,229,897 $ (239,566) (812) (884) (241,262) -27.8% -1.4% -1.3% -24.4% TOTAL PROGRAMS $ 3,195,113 $ 4,170,110 $ 4,170,110 $ 3,943,565 $ 4,571,909 $ (401,799) -9.6% USES $ $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ 962 (228,449) N/A 0.0% (228,449) -10050.5% Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2010 ACTUAL FY 2011 ADOPTED 738 738 $ $ FY 2011 REVISED 49,500 49,500 FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ $ 49,500 49,500 $ $ 26,998 26,998 $ $ 49,500 49,500 $ $ - 0.0% 0.0% $ SUBTOTAL $ - $ - $ 304,341 $ 304,341 $ 304,341 304,341 $ $ 97,721 $ 97,721 $ 304,341 304,341 $ $ - 0.0% 0.0% ALL REVENUES $ 738 $ 353,841 $ 353,841 $ 124,719 $ 353,841 $ - 0.0% TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ 738 $ FY 2010 ACTUAL 353,841 $ 353,841 $ 124,719 $ 353,841 FY 2011 FY 2011 FY 2011 FY 2012 ADOPTED REVISED FORECAST ADOPTED $ 0.0% REVISED VS ADOPTED VAR % 2,257,105 $ 37,436 745,316 18,280 3,058,137 $ 2,711,966 $ 28,301 6,336 895,124 20,000 3,661,727 $ 2,711,966 $ 28,301 6,336 895,124 20,000 3,661,727 $ 2,713,045 $ 31,984 2,172 936,135 17,880 3,701,216 $ 2,955,333 $ 28,302 6,336 1,020,326 8,000 4,018,297 $ SUBTOTAL $ 25,165 $ 325 25,490 $ 28,000 $ 500 28,500 $ 28,000 $ 500 28,500 $ 18,412 $ 265 18,677 $ 23,000 $ 500 23,500 $ 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 $ 44,498 $ 13,952 4,819 3,723 4,523 4,391 180 35,400 111,486 $ 35,000 $ 163,933 8,000 219,950 5,000 3,000 5,000 40,000 479,883 $ 35,000 $ 163,933 8,000 219,950 5,000 3,000 5,000 40,000 479,883 $ 11,847 $ 106,746 7,457 46,477 5,065 1,188 18,290 26,602 223,672 $ 10,000 $ 135,892 8,000 9,815 228,449 79,956 3,000 15,000 40,000 530,112 $ ALL EXPENDITURES $ 3,195,113 $ 4,170,110 $ 4,170,110 $ 3,943,565 $ 4,571,909 $ (401,799) -9.6% TOTAL USES $ 3,195,113 $ 4,170,110 $ 4,170,110 $ 3,943,565 $ 4,571,909 $ (401,799) -9.6% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL $ (243,367) (1) (125,202) 12,000 (356,570) 5,000 5,000 -9.0% 0.0% 0.0% -14.0% 60.0% -9.7% 17.9% 0.0% 17.5% 25,000 71.4% 28,041 17.1% 0.0% 210,135 95.5% (228,449) N/A (74,956) -1499.1% 0.0% (10,000) -200.0% 0.0% (50,229) -10.5% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 738 $ 738 $ 49,500 $ 49,500 $ 49,500 $ 49,500 $ 26,998 $ 26,998 $ 49,500 $ 49,500 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 97,721 $ 97,721 $ 304,341 $ 304,341 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 738 $ 738 $ FY 2010 ACTUAL 353,841 $ 353,841 $ FY 2011 ADOPTED 353,841 $ 353,841 $ FY 2011 REVISED 124,719 $ 124,719 $ FY 2011 FORECAST 353,841 $ 353,841 $ FY 2012 ADOPTED 741 TAXPAYER INFORMATION OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FUND TOTAL USES $ 3,151,415 $ 43,698 3,195,113 $ 3,865,769 $ 3,865,769 $ 3,865,769 $ 3,865,769 $ 3,845,844 $ 3,845,844 $ 4,267,568 $ 4,267,568 $ $ FUND TOTAL USES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 97,721 $ 97,721 $ 304,341 $ 304,341 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,151,415 $ 43,698 $ 3,195,113 $ 4,170,110 $ - $ 4,170,110 $ 4,170,110 $ - $ 4,170,110 $ 3,943,565 $ - $ 3,943,565 $ 4,571,909 $ - $ 4,571,909 $ 741 TAXPAYER INFORMATION OPERATING $ 0.0% 0.0% REVISED VS ADOPTED VAR % 963 (401,799) (401,799) (401,799) (401,799) -10.4% N/A -10.4% 0.0% 0.0% -9.6% N/A -9.6% Maricopa County Annual Business Strategies FY 2012 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 2010 ADOPTED FY 2011 ADOPTED FY 2011 REVISED FY 2011 FY 2012 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 1.19 4.79 5.98 1.29 4.59 5.88 1.29 4.59 5.88 1.29 5.59 6.88 1.29 4.59 5.88 - 0.0% 0.0% 0.0% 8.87 1.50 .95 .70 12.02 7.82 1.10 .90 .30 10.12 .00 7.82 1.10 .90 .30 10.12 .10 7.72 1.10 .90 .30 10.12 8.92 1.00 .90 .30 11.12 1.10 (.10) 1.00 N/A 14.1% (9.1%) 0.0% 0.0% 9.9% - 9.00 1.00 1.00 11.00 9.00 1.00 1.00 11.00 9.00 1.00 1.00 11.00 11.00 1.00 1.00 13.00 2.00 2.00 22.2% 0.0% 0.0% 18.2% 13.00 10.00 23.00 41.00 11.00 11.00 22.00 49.00 11.00 11.00 22.00 49.00 11.00 11.00 22.00 50.00 11.00 11.00 22.00 52.00 3.00 0.0% 0.0% 0.0% 6.1% Staffing by Market Range Title MARKET RANGE TITLE 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 Database Administrator Elected Executive Assistant Finan/Business Analyst -County Financial Manager - County Financial Supervisor - County Human Resources Specialist Internal Auditor IS Architect 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 2010 FY 2011 ADOPTED ADOPTED 5.00 5.00 (1.00) 3.00 3.00 1.00 1.00 3.00 3.00 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 2.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 8.00 8.00 7.00 1.00 2.00 1.00 1.00 1.00 3.00 41.00 49.00 964 REVISED TO ADOPTED FY 2011 FY 2011 FY 2012 REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 5.00 4.00 (1.00) (20.0%) N/A 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 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) (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 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 2.00 2.00 2.00 0.0% N/A 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 8.00 8.00 8.00 0.0% 7.00 7.00 7.00 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 2.00 2.00 1.00 100.0% 3.00 3.00 3.00 0.0% 49.00 50.00 52.00 3.00 6.1% Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Treasurer Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2010 FY 2011 ADOPTED ADOPTED 41.00 49.00 41.00 49.00 FY 2011 FY 2011 FY 2012 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 49.00 50.00 52.00 3.00 6.1% 49.00 50.00 52.00 3.00 6.1% General Adjustments General Fund Personnel: Health insurance premiums for medical and dental coverage are being calculated using a countywide rate for FY 2012 instead of the department specific rate used in FY 2011. This fixed benefit change results in a $13,524 decrease to the department budget as they were paying a higher fixed rate in FY 2011. Additionally, retirement/long-term disability charges are increasing, impacting the department by $24,576. The FY 2012 operating budget also includes the addition of a Chief Auditor for the department in the amount of $82,340. Internal Services Restatement: The FY 2012 budget includes a restatement of internal service charges in the General Fund that formerly had been budgeted centrally in Non Departmental. • $6,179 is restated for FY 2012 consolidated risk management charges. • $170 is a restatement of the estimated FY 2011 vehicle maintenance and repair costs. • $73,609 is a restatement of FY 2011 baseline telecommunications. Taxpayer Information Fund Personnel: The FY 2012 operating budget includes the addition of a Database Administrator and Software Architect. 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 time month-end balance/close by due date FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST 100.0% 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include: • Agency Accounting • 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. 965 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2012 Adopted Budget 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; 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 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 month-end balances/closes 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 2010 ACTUAL N/A FY 2011 REVISED 100.0% FY 2011 FORECAST 100.0% FY 2012 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 2,375,186,500 6 4 4,229,000,000 12 8 4,238,737,800 12 8 4,409,737,800 12 8 180,737,800 - 4.3% 0.0% 0.0% 2,375,186,500 4 4,229,000,000 8 4,238,737,800 8 4,409,737,800 8 180,737,800 - 4.3% 0.0% $ $ 0.000053 31,361.25 $ $ 0.000026 13,892.38 $ $ 0.000027 14,151.25 $ $ 0.000025 13,971.63 $ $ 0.000001 (79.25) 3.6% -0.6% $ $ 125,445 125,445 $ $ 111,139 111,139 $ $ 113,210 113,210 $ $ 111,773 111,773 $ $ (634) (634) -0.6% -0.6% Expenditure 100 - GENERAL TOTAL USES 966 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: The Agency Accounting Activity is anticipating an increase in the dollars apportioned in FY 2012, requiring a small increase in resources to accommodate the demand. 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, 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 2010 Description ACTUAL Number of Treasurer's Journal Entries created 1,030 Number of Cash Receipts Processed 5,260 Number of Treasurer's Journal Entries 1,030 expected (historical) Number of Cash Receipts Anticipated to be 5,260 Processed (historical) Expenditure per Treasurer's Journal Entries $ 272.11 Expenditure per Number of Cash Receipts $ 53.28 Processed FY 2011 REVISED 2,600 11,100 2,600 FY 2011 FORECAST 2,709 11,195 2,709 FY 2012 ADOPTED 2,709 11,177 2,709 11,100 11,177 11,177 REV VS ADOPTED VAR % 109 4.2% 77 0.7% 109 4.2% 77 0.7% $ $ 116.86 27.37 $ $ 116.67 28.23 $ $ 124.37 30.15 $ $ (7.52) (2.77) -6.4% -10.1% $ $ 303,831 303,831 $ $ 316,049 316,049 $ $ 336,931 336,931 $ $ (33,100) (33,100) -10.9% -10.9% Expenditure 100 - GENERAL TOTAL USES $ $ 280,276 280,276 Activity Narrative: The number of journal entries and cash receipts processed in FY 2012 is anticipated to increase, requiring a small increase in resources to accommodate the demand. 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 facility Percent of Tax Bills Correctly Mailed Back Tax Sale - Percent of Back Tax Collected FY 2010 ACTUAL N/A N/A N/A N/A FY 2011 FY 2011 REVISED FORECAST 99.0% 45.6% 39.1% 39.1% 100.0% 100.0% 967 100.0% 100.0% FY 2012 ADOPTED 100.0% 33.8% 100.0% 100.0% REV VS ADOPTED VAR % 1.0% 1.0% (5.3%) -13.5% 0.0% 0.0% 0.0% 0.0% Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activities that comprise this program include: • Client Services Activity • 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 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 Output Demand Demand Efficiency Efficiency Measure Description Payments Posted - Percent of Levy collected Percentage of levy collected by Lock Box facility Number of Lock Box payments posted. Amount of levy collected Amount of Levy Number of tax payments posted Number of payments anticipated (parcels x 2) Number of Lock Box payments anticipated (historical) Expenditure per Number of tax payments posted Expenditure per Number of Lock Box payments posted FY 2010 ACTUAL FY 2011 REVISED 99.0% 39.1% N/A N/A FY 2011 FORECAST 45.6% 39.1% FY 2012 ADOPTED 100.0% 33.8% REV VS ADOPTED VAR % 1.0% 1.0% (5.3%) -13.5% 410,000 2,375,186,500 45,933,260,000 1,545,000 1,545,000 404,327 750,000 4,064,128,000 4,064,128,000 2,783,536 2,800,000 750,000 750,000 4,418,805,800 4,418,801,800 2,940,168 2,800,000 750,000 750,000 4,700,000,000 4,700,000,000 2,800,000 2,800,000 750,000 635,872,000 635,872,000 16,464 - 0.0% 15.6% 15.6% 0.6% 0.0% 0.0% $ 0.42 $ 0.23 $ 0.22 $ 0.23 $ 0.00 0.3% $ 1.58 $ 0.87 $ 0.88 $ 0.87 $ (0.00) -0.3% $ $ 648,889 648,889 $ $ 649,465 649,465 $ $ 659,356 659,356 $ $ 651,487 651,487 $ $ (2,022) (2,022) -0.3% -0.3% Expenditure 100 - GENERAL TOTAL USES 968 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2012 Adopted Budget Activity Narrative: The Client Services Activity is anticipating an increase in the amount of the levy collected in FY 2012; consequently, expenditures are projected to increase slightly 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 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 Result Output Output Output Output Demand Demand Efficiency Efficiency Measure FY 2010 FY 2011 FY 2011 FY 2012 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Tax Bills Correctly Mailed N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% Back Tax Sale - Percent of Tax Bills Collected Number of Tax Bills Correctly Mailed 1,679,956 1,503,768 2,368,409 1,503,768 0.0% Number of Tax Bills Liens Sold at Sale 25,800 22,352 11,176 22,352 0.0% Number of Tax Bills mailed 1,679,956 1,503,768 2,368,409 1,503,768 0.0% Amount of Tax Bills N/A 39,884,088 19,942,044 39,884,088 0.0% Number of Total Taxable Parcels in County 1,681,459 1,690,000 2,461,525 1,690,000 0.0% Number of Parcels with Delinquent Tax Bills 258,000 29,668 53,871 29,668 0.0% Expenditure per Number of Tax Bills Correctly $ 0.39 $ 0.55 $ 0.30 $ 0.60 $ (0.05) -9.7% Mailed Expenditure per Number of Tax Bills Liens $ 25.37 $ 37.02 $ 64.17 $ 40.61 $ (3.59) -9.7% Sold at Sale Expenditure 100 - GENERAL TOTAL USES $ $ 654,583 654,583 $ $ 827,486 827,486 $ $ 717,193 717,193 $ $ 907,807 907,807 $ $ (80,321) (80,321) -9.7% -9.7% Activity Narrative: The number of taxable parcels and delinquent tax bills are both expected to remain flat in FY 2012. However, there is an increase in the expenditure budget for the Activity of Tax Services as additional resources are utilized on this effort. 969 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2012 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 3,865,769 $ 49,500 FY 2011 Revised Budget $ 3,865,769 $ 49,500 $ 79,958 $ 6,179 170 73,609 - $ 3,945,727 $ 49,500 $ 11,052 $ (13,524) 24,576 82,340 $ 82,340 - $ 4,039,119 $ 2.4% 49,500 0.0% $ 228,449 $ 228,449 - $ 4,267,568 $ 8.2% 49,500 0.0% Adjustments: Restatements Risk Mgt Chgs from Non Dept Equip Svcs Chgs from Non Dept Telecomm Chgs from Non Dept Agenda Item: FY 2012 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Emp Health Dental Prem Realloc Retirement Contributions Base Adjustments Other Base Adjustments Chief Auditor Position Agenda Item: $ $ 82,340 FY 2012 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Software Architect Position Database Administrator Position Agenda Item: $ FY 2012 Adopted Budget Percent Change from Target Amount 970 122,618 105,831 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Treasurer Taxpayer Information Fund (741) Expenditures Revenue OPERATING FY 2011 Adopted Budget $ 304,341 $ 304,341 FY 2011 Revised Budget $ 304,341 $ 304,341 FY 2012 Budget Target $ 304,341 $ 304,341 $ 304,341 $ 0.0% 304,341 0.0% $ 304,341 $ 0.0% 304,341 0.0% Software Architect Position Database Administrator Position Total $ 122,619 105,832 228,451 $ FY 2012 Tentative Budget Percent Change from Target Amount Software Architect Position Database Administrator Position State Mandates Total $ (122,619) (105,832) 228,451 - $ $ FY 2012 Adopted Budget Percent Change from Target Amount Taxpayer Information Fund (741) Fund Balance Summary FY 2010 ACTUAL FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECAST FY 2012 ADOPTED Beginning Spendable Fund Balance $ 223,360 $ 223,360 $ 223,360 $ 278,170 $ 278,170 Sources: Operating Total Sources: $ $ - $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 97,721 97,721 $ $ 304,341 304,341 Uses: Operating Total Uses: $ $ - $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 97,721 97,721 $ $ 304,341 304,341 Accounting Adjustments $ 54,810 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 278,170 278,170 $ $ 223,360 223,360 $ $ 223,360 223,360 $ $ 278,170 278,170 $ $ 278,170 278,170 971 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Department Strategic Plans and Budgets Treasurer 972 Maricopa County Annual Business Strategies FY 2012 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. The County’s CIP is divided into three parts: Facility CIP, Technology CIP and Transportation CIP. The Facility CIP includes typical land and building improvements as described above. The Technology CIP includes the major technology projects that substantially impact the way the County does business. Project codes allow the County to segregate all costs associated with a project which then allows Finance to appropriately capitalize the expenses. The Transportation CIP, more commonly known as the Transportation Improvement Program (TIP), includes projects that are associated with roads and bridges. The County groups similar individual projects into funding bins which is the level at which the Board of Supervisors approves funding. The bin system allows the Department to shift resources between individual projects providing for a more efficient operation. 973 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement The CIP spans a five-year period beginning with Fiscal Year 2011-12 and ending Fiscal Year 2015-16. The total anticipated cost for projects presented in the FY 2011-12 CIP is $933 million. CAPITAL IMPROVEMENT PROGRAM FY 2012 through FY 2016 ALL FUNDS $423,985,494 $184,453,137 $125,216,980 FY2012 FY2013 FY2014 $106,352,817 FY2015 $92,950,167 FY2016 The largest portion of expenditures for the County’s five-year Capital Improvement Program is the new Court Tower project and other public safety related projects with 59.4% of the total. Transportation Projects (Highways and Streets) make up the second largest portion of the Capital Improvement Program, at 27.3% of the total. The remaining 13.3% encompasses funding for Culture and Recreation and General Government projects. Uses of Capital Funds - FY 2012 $423,985,494 Culture & Recreation 0.3% General Government 13.1% Highways & Streets 27.3% Public Safety 59.4% 974 Maricopa County Annual Business Strategies FY 2012 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 2010-11 Capital Improvement Program. CIP Allocation by Fund General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ ADOPTED FY 2011 THROUGH FY 2015 ADOPTED FY 2012 THROUGH FY 2016 (Increase)/ Decrease 305,585 $ 245,477,581 151,700,000 397,483,166 $ 125,000 $ 141,222,086 206,651,134 347,998,220 $ 180,585 104,255,495 (54,951,134) 49,484,946 $ 410,177,136 $ 101,686,195 10,000,000 521,863,331 $ 465,995,791 $ 101,873,974 17,090,610 584,960,375 $ (55,818,655) (187,779) (7,090,610) (63,097,044) TOTAL MARICOPA COUNTY $ 919,346,497 $ 932,958,595 $ (13,612,098) 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 $17,090,610 1.83% Technology Capital Improvement Fund $206,651,134 22.15% Detention Fund $101,873,974 10.92% Transportation Capital Fund $465,995,791 49.95% General Fund County Improvement Fund $141,222,086 15.14% Intergovernmental Capital Projects Fund $125,000 0.01% 975 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Capital Projects Budget The capital projects budget is Year 1 of the Five-Year Capital Improvement Program. The FY 2012 Maricopa County Capital Projects budget is $424 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 2011 expenditures are shown in the table below. CAPITAL BUDGET BY FUND FUND FY 2011 ADOPTED FY 2011 REVISED FY 2011 FORECASTED FY 2012 ADOPTED General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 232,683 $ 389,383 $ 334,443 $ 445 GENERAL FUND COUNTY IMPROVEMENT 196,836,794 197,464,364 135,457,347 460 TECHNOLOGY CAPITAL IMPROVEMENT 56,134,813 56,134,813 41,367,362 Subtotal General Fund $ 253,204,290 $ 253,988,560 $ 177,159,152 $ 125,000 95,154,377 99,002,554 194,281,931 Special Revenue 234 TRANSPORTATION CAPITAL PROJECT $ 98,872,518 $ 98,897,237 $ 455 DETENTION CAPITAL PROJECTS 69,929,821 69,299,796 461 DETENTION TECHNOLOGY IMPROVEMENT 5,718,000 5,718,000 Subtotal Special Revenue $ 174,520,339 $ 173,915,033 $ 72,849,798 $ 15,755,823 1,959,340 90,564,961 $ 115,550,123 101,873,974 12,279,466 229,703,563 TOTAL MARICOPA COUNTY $ 427,724,629 $ 427,903,593 $ 267,724,113 $ 423,985,494 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 2012 FY 2013 FY 2014 FY 2015 FY 2016 GENERAL FUND PROJECTS Chambers Swing Space Remodel $ 135,749 $ 139,821 $ 144,016 $ 148,337 $ 152,787 Court Tower 5,459,162 11,280,498 11,501,364 11,730,718 11,968,909 Maricopa Regional Trail System 113,983 124,257 117,478 MCSO Crime Lab Relocation 43,119 66,620 68,618 70,677 72,797 General Fund Subtotal $ 5,638,030 $ 11,600,922 $ 11,838,255 $ 12,067,210 $ 12,194,493 976 Maricopa County Annual Business Strategies FY 2012 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. 977 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Project Detail One capital project is budgeted for support from the Intergovernmental Capital Projects Fund (422), a total of ten (10) projects for support from the General Fund (445), and three (3) capital projects in the Detention Capital Project Fund (455). The projects are as follows: 422 INTERGOVERNMENTAL CAPITAL PROJECTS FUND Vulture Mountain Study Previous Actuals $ TOTAL FUND 422 $ 445 GENERAL FUND COUNTY IMPROVEMENT FUND Chambers Sw ing Space Remodel Projected FY 2011 - $ $ Previous Actuals $ Court Tow er MCSO Crime Lab Relocation $ $ $ 125,000 125,000 Year 2 FY 2013 $ $ Year 1 FY 2012 419,174 $ 2,399,905 Year 3 FY 2014 - $ $ Year 2 FY 2013 $ Year 4 FY 2015 - $ $ Year 3 FY 2014 - $ - - Year 5 2016 - $ $ Year 4 FY 2015 - - 8,229,359 45,656,922 120,985,196 50,548,800 - - - 5,083,452 4,873,635 - - Energy Conservation Projects Maricopa Regional Trail System 50,000 50,000 Projected FY 2011 - Clerk of Superior Court Remodel Year 1 FY 2012 $ - $ $ Year 5 2016 - - 5-Year Total $ $ $ 5-Year Total - - 125,000 125,000 Total Project $ 2,399,905 175,000 175,000 Total Project $ Page 994 Page 2,819,079 979 981 - 8,229,359 8,229,359 - - 50,548,800 217,190,918 983 - - 4,873,635 9,957,087 985 986 1,665,553 391,261 875,477 776,334 794,725 496,650 - 2,943,186 5,000,000 23,138 1,985,907 2,606,806 - - - - 2,606,806 4,615,851 989 - - 2,373,811 - - - - 2,373,811 2,373,811 990 Old Courthouse Remodel/Rehabilitation Sheriff's Headquarter Project - - 20,000,000 44,000,000 - - - 64,000,000 64,000,000 992 Southeast Facility Remodel - - 3,178,584 - - - - 3,178,584 3,178,584 993 100,000 317,464,689 994 Vulture Mountain Study TOTAL FUND 445 $ 455 DETENTION CAPITAL PROJECTS FUND Court Tow er 47,345,613 $ Previous Actuals $ 32,000 128,896,990 $ $ $ Year 1 FY 2012 Projected FY 2011 - 68,000 95,154,377 - $ 28,391,973 44,776,334 $ Year 2 FY 2013 $ 794,725 $ Year 3 FY 2014 - $ 496,650 Year 4 FY 2015 - $ - $ $ Year 5 2016 - $ 68,000 141,222,086 $ 5-Year Total - $ 28,391,973 Total Project $ 28,391,973 Page 983 Energy Conservation Projects - 8,629,421 5,342,176 - - - - 5,342,176 13,971,597 985 Sheriff's Headquarter Project - - 16,000,000 - - - - 16,000,000 16,000,000 992 Project Reserve TOTAL FUND 455 $ - $ 8,629,421 52,139,825 $ 101,873,974 $ - $ 978 - $ - $ - 52,139,825 $ 101,873,974 52,139,825 $ 110,503,395 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Chambers Swing Space Remodel Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 301 S. 4th Avenue 5 Facilities Management None October, 2011 Project Description The project consists of the renovation of the Chambers Building first floor space into a permanent swing space to accommodate future projects requiring temporary employee relocations. Purpose Statement The purpose of the Facility Construction Management Activity is to provide new, retrofitted, renovated or remodeled facility project delivery services to Maricopa County Departments so they can occupy facilities that meet their functional needs and are delivered within budget and on schedule to deliver services to residents. The purpose of remodeling space at the Chambers Building is to provide a permanent location to be utilized for temporary department relocations to accommodate remodeling of their existing space. Strategic Goals Addressed 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 • Facilities Operations & Maintenance Program Strategic Plan Activities Supported • Facility Construction Management Activity 979 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Result Measures Measure Percent of customers who report they are satisfied or very satisfied with the cleanliness of county facilities Percent of MC departments and agency customers who are satified or very satisfied with the services of Facilities Mgmt & Operations per the annual Customer Satisfaction Survey FY 2011 Year-To-Date Actual FY 2011 Year-End Projected FY 2012 Projected with Capital Improvement 75.6% 79.2% 81.0% 93.6% 92.2% 93.0% Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 Funding Source Actuals FY 2011 FY 2012 FY 2013 General Fund Cty Improv (445) $ - $ 419,174 $ 2,399,905 $ - $ - $ - $ - $ - $ - $ - $ - $ Project Total $ - $ 419,174 $ 2,399,905 $ 5-Year Total 2,399,905 $ 2,399,905 $ Total Project 2,819,079 2,819,079 Year 4 FY2015 Year 5 FY2016 Operating Cost Summary Year 1 FY2012 FY2011 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 $ 980 $ - Year 2 FY2013 $ $ - Year 3 FY2014 $ $ - $ $ - $ $ - 32,661 $ 33,641 $ 34,650 $ 35,690 $ 36,760 103,088 $ 106,181 $ 109,366 $ 112,647 $ 116,026 $ 135,749 $ 139,821 $ 144,016 $ 148,337 $ 152,787 32,661 $ 33,641 $ 34,650 $ 35,690 $ 36,760 103,088 106,181 109,366 112,647 116,026 $ 135,749 $ 139,821 $ 144,016 $ 148,337 $ 152,787 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Clerk of the Superior Court Remodel Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 201 W. Jefferson Street 5 Facilities Management None October, 2012 Project Description The remodel project is designed to update and bring into compliance the Clerk of the Superior Court space located in the Central and West Court buildings. The existing space requires environmental remediation, refurbishment and a new configuration to come into compliance with the current ADA and Maricopa County space standards. Staff will be transitioned into swing space during the complete remodel and rehabilitation. Purpose Statement 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. The remodel will enhance the Clerk of the Court’s ability to meet their docketing and case filing needs. Strategic Goals Addressed 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. 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. 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 981 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement quality of the work environment as evidenced by the achievement of a 6.2 or higher Employee Satisfaction rating. Strategic Plan Programs Supported • Court Records Program Strategic Plan Activities Supported • • Case Establishment Activity Electronic Document Activity Result Measures Measure Percent of Adult cases established within stated time frames Percent of electronic documents available within established timeframes Percent of incomplete or inaccurate electronic documents in a statistical sample of eFiled and scanned electronic court documents after the intial audit FY 2011 Year-To-Date Actual FY 2011 Year-End Projected FY 2012 Projected with Capital Improvement 99.95% 98.86% 98.86% 77.70% 74.67% 78.62% 0.12% 0.12% 0.12% Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 Funding Source Actuals FY 2011 FY 2012 FY 2013 General Fund Cty Improv (445) $ - $ - $ 8,229,359 $ - $ - $ - $ - $ - $ - $ - $ - $ Project Total $ - $ - $ 8,229,359 $ 5-Year Total 8,229,359 $ 8,229,359 $ Total Project 8,229,359 8,229,359 Operating Cost Summary There is no operating cost impact as the equivalent staff will be relocating to the newly remodeled space. 982 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Court Tower Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 175 W. Madison Street - Phoenix 5 Facilities Management None February, 2012 Project Description The new 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 just south of the current Superior Court buildings. 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 and related space for Court support, and the County’s Restorative Justice Program. Purpose Statement The new Court Tower will serve as the anchor facility for the full service downtown courthouse square. 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 983 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Result Measures FY 2011 Year-To-Date Actual Measure Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days FY 2011 Year-End Projected FY 2012 Projected with Capital Improvement 91% 91% 95% 76% 76% 80% Funding/Cost Summary Previous Projected Funding Source Actuals FY 2011 Financing Series 2008 (441) $ 46,506,143 $ - $ Financing Series 2007 (440) 48,269,919 General Fund Cty Improv (445) 45,656,922 120,985,196 Detention Fund (455) Project Total $ 140,432,984 $ 120,985,196 $ Year 1 FY 2012 Year 2 FY 2013 Year 3 FY 2014 - $ 50,548,800 28,391,973 78,940,773 $ - $ - $ - Year 4 Year 5 5-Year FY 2015 FY 2016 Total $ - $ - $ - $ 50,548,800 28,391,973 $ - $ - $ 78,940,773 $ Total Project 46,506,143 48,269,919 217,190,918 28,391,973 340,358,953 Operating Cost Summary Year 1 FY2012 FY2011 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ - $ $ - Year 2 FY2013 $ $ - Year 3 FY2014 $ $ - Year 4 FY2015 $ $ - Year 5 FY2016 $ $ - Post-Construction Managing Dept Operating Costs Personal Services $ $ 576,464 $ 576,887 $ 594,193 $ 612,018 $ 630,377 Supplies & Services 3,379,163 4,882,698 10,703,611 10,907,171 11,118,700 11,338,532 Capital Outlay Total $ 3,379,163 $ 5,459,162 $ 11,280,498 $ 11,501,364 $ 11,730,718 $ 11,968,909 Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ $ 576,464 $ 576,887 $ 594,193 $ 612,018 $ 630,377 3,379,163 4,882,698 10,703,611 10,907,171 11,118,700 11,338,532 Total $ 3,379,163 $ 5,459,162 $ 11,280,498 $ 11,501,364 $ 11,730,718 $ 11,968,909 984 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Energy Conservation Projects Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Countywide All Facilities Management None June, 2012 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 $25,831,159. 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 Planning and Energy Management Funding/Cost Summary Previous Projected Year 1 Year 2 FY 2011 FY 2012 FY 2013 Actuals $ - $ 5,083,452 $ 4,873,635 $ 8,629,421 5,342,176 90,585 949,237 131,956 182,216 548,481 Project Total $ - $ 15,483,392 $ 10,347,767 $ Funding Source General Fund Cty Improv (445) Detention Fund (455) Intergovernmental Cap Proj (422) Other Sources (234) Other Sources (654) Other Sources (990) Year 3 FY 2014 - $ - $ - Year 4 Year 5 5-Year FY 2015 FY 2016 Total $ - $ - $ 4,873,635 $ 5,342,176 131,956 $ - $ - $ 10,347,767 $ Total Project 9,957,087 13,971,597 90,585 1,081,193 182,216 548,481 25,831,159 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. 985 Maricopa County Annual Business Strategies FY 2012 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, 2015 Project Description The Maricopa Trail program will design and build a regional trail to connect the Maricopa County Parks with a shared use, non-motorized linear park experience. It will link communities and assist them in becoming more livable by creating 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 2011, 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 3 additional trailheads at Lake Pleasant, 7th Street and Linda Lane, and on the Flood Control District McMicken Dam. Also, a one mile portion of Segment 7 will be built on the west end of South Mountain Park. 986 Maricopa County Annual Business Strategies FY 2012 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 Strategic Plan Activities Supported • • Recreation Activity Maintenance & Development Activity Result Measures RESULT MEASURE Percent of trail users satisfied with condition of trail FY 2011 Year-To-Date Actual 91% FY 2011 FY 2012 Projected Year-End with Capital Projected Improvement 91% 91% Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Funding Source Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project General Fund Cty Improv (445) $ 1,665,553 $ 391,261 $ 875,477 $ 776,334 $ 794,725 $ 496,650 $ - $ 2,943,186 $ 5,000,000 Intergovernmental Cap Proj (422) 996,937 996,937 Project Total $ 2,662,490 $ 391,261 $ 875,477 $ 776,334 $ 794,725 $ 496,650 $ - $ 2,943,186 $ 5,996,937 987 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Operating Cost Summary FY 2011 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay Year 2 FY 2013 Year 3 FY 2014 Year 4 FY 2015 Year 5 FY 2016 Total $ 141,261 $ 154,620 $ 162,351 $ 170,469 $ 178,992 $ 250,000 600,000 500,000 500,000 200,000 391,261 $ 754,620 $ 662,351 $ 670,469 $ 378,992 $ - Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ 141,261 $ 154,620 $ 256,334 $ 274,725 $ 283,249 $ 250,000 600,000 520,000 520,000 213,221 391,261 $ 754,620 $ 776,334 $ 794,725 $ 496,470 $ - Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 1 FY 2012 $ Total $ - 988 $ $ - $ 93,983 $ 104,257 $ 104,257 $ 20,000 20,000 13,221 $ 113,983 $ 124,257 $ 117,478 $ - Maricopa County Annual Business Strategies FY 2012 Adopted Budget MCSO Crime Lab Relocation Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Durango Complex 5 Facilities Management None October, 2011 Project Description The project is to remodel building 1916 at the Durango Complex for occupation by the Maricopa County Sheriff’s Office Crime Lab and position them for certification by the State. Purpose Statement To relocate MCSO Crime Lab from their current location in the First Avenue Jail so that facility can be demolished. Result Measures FY 2010-11 Year-To-Date Actual 1,820 20% 2,435 Measure Number of Cases Cleared Percent of Cases Cleared by Arrest Number of Warrants Processed FY 2010-11 FY 2012 Projected Year-End with Capital Projected Improvement 3,640 4,152 20% 20% 49,270 49,270 Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 Funding Source Actuals FY 2011 FY 2012 FY 2013 General Fund Cty Improv (445) $ 23,138 $ 1,985,907 $ 2,606,806 $ - $ - $ - $ - $ - $ - $ - $ - $ Project Total $ 23,138 $ 1,985,907 $ 2,606,806 $ Operating Cost Summary Year 1 FY2012 FY2011 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 FY2013 $ $ - Year 3 FY2014 $ $ - Year 4 FY2015 $ $ - Year 5 FY2016 $ $ - $ 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 72,797 989 5-Year Total 2,606,806 $ 2,606,806 $ Total Project 4,615,851 4,615,851 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Old Courthouse Remodel/Rehabilitation Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 125 W. Washington Street 5 Facilities Management None February, 2012 Project Description The original county courthouse at 125 W. Washington Street was built in 1929. Restoration and rehabilitation measures are necessary to keep this historic building functional. It will include restoring the steel frames and fixed transoms, sashes and replacing 1/16-inch-thick glazing with more energy efficient glazing for the exterior windows. The cast iron ornaments and window surrounds will also be restored. Fixed and operable soundproofing window systems will be placed on the interior side of the east-facing courtrooms and judges’ chambers. Fixed and operable interior window coverings to lessen the sound infiltration and increase energy efficiency will also be installed. In addition the project will repair the leak above the sixth floor roof/gutter system, deteriorated/damaged roof drains, leaders, vents, and similar items, and replace damaged or missing clay roof tiles with replica or similar clay tiles above the 6th floor. Deteriorated mortar joints located in all façades will be restored; deteriorated terra cotta ornaments will also be repaired. Non-original stucco will be removed from exterior east façade and replica cast stone veneer will be installed. Other aesthetic improvements will also be made. The project will also provide electrical and HVAC infrastructure improvements to support the proposed Justice Museum. Purpose Statement The purpose of the Facility Construction Management Activity is to provide new, retrofitted, renovated or remodeled facility project delivery services to Maricopa County Departments so they can occupy facilities that meet their functional needs and are delivered within budget and on schedule to deliver services to residents. 990 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Strategic Goals Addressed 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 • Facilities Operations & Maintenance Program Strategic Plan Activities Supported • Facility Construction Management Activity Result Measures Measure Percent of customers who report they are satisfied or very satisfied with the cleanliness of county facilities Percent of MC departments and agency customers who are satified or very satisfied with the services of Facilities Mgmt & Operations per the annual Customer Satisfaction Survey FY 2011 Year-To-Date Actual FY 2011 Year-End Projected FY 2012 Projected with Capital Improvement 75.6% 79.2% 81.0% 93.6% 92.2% 93.0% Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 Funding Source Actuals FY 2011 FY 2012 FY 2013 General Fund Cty Improv (445) $ - $ - $ 2,373,811 $ - $ - $ - $ - $ - $ - $ - $ - $ Project Total $ - $ - $ 2,373,811 $ 991 5-Year Total 2,373,811 $ 2,373,811 $ Total Project 2,373,811 2,373,811 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Sheriff’s Headquarters Relocation Project Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: 5th Avenue and Madison 5 Facilities Management None August, 2013 Project Description The project is to provide a newly constructed facility to house the operations of the Maricopa County Sheriff’s Executive Headquarters as well as new space for the Emergency 911 Call Center and MCSO Communications Operations. Purpose Statement The purpose of the Facility Construction Management Activity is to provide new, retrofitted, renovated or remodeled facility project delivery services to Maricopa County Departments so they can occupy facilities that meet their functional needs and are delivered within budget and on schedule to deliver services to residents. Strategic Goals Addressed 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 • Facilities Operations & Maintenance Program Strategic Plan Activities Supported • Facility Construction Management Activity Result Measures Measure Percent of customers who report they are satisfied or very satisfied with the cleanliness of county facilities Percent of MC departments and agency customers who are satified or very satisfied with the services of Facilities Mgmt & Operations per the annual Customer Satisfaction Survey FY 2011 Year-To-Date Actual FY 2011 Year-End Projected FY 2012 Projected with Capital Improvement 75.6% 79.2% 81.0% 93.6% 92.2% 93.0% Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Funding Source Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total General Fund Cty Improv (445) $ - $ - $ 20,000,000 $ 44,000,000 $ - $ - $ - $ 64,000,000 $ Detention Fund (455) 16,000,000 16,000,000 Project Total $ - $ - $ 36,000,000 $ 44,000,000 $ - $ - $ - $ 80,000,000 $ 992 Total Project 64,000,000 16,000,000 80,000,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Southeast Facility Remodel Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 222 E. Javelina Avenue - Mesa 5 Facilities Management None April, 2012 Project Description The project will provide for the remodel of County Attorney, Public Defender and Adult Probation areas for staff relocations to include upgrading electrical and HVAC distribution systems to support the upgrade of the IT system in the County Attorney areas. This will include upgrading all cabling to CAT 6 standards. The project also includes remodeling the Hurley Building to relocate Facilities Management staff from the Southeast Court Facility. This will include bringing County Information Technology infrastructure to this building which currently is not connected to the County system. Purpose Statement The purpose of the Facility Construction Management Activity is to provide new, retrofitted, renovated or remodeled facility project delivery services to County Departments so they can occupy facilities that meet their functional needs and are delivered within budget and on schedule to deliver services to residents. The purpose of remodeling space at the Southeast Facility is to provide improved efficiency and better space utilization for the court and county departments that work in that facility. Strategic Goals Addressed 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 • Facilities Operations & Maintenance Program Strategic Plan Activities Supported • Facility Construction Management Activity Result Measures Measure Percent of customers who report they are satisfied or very satisfied with the cleanliness of county facilities Percent of MC departments and agency customers who are satified or very satisfied with the services of Facilities Mgmt & Operations per the annual Customer Satisfaction Survey FY 2011 Year-To-Date Actual FY 2011 Year-End Projected FY 2012 Projected with Capital Improvement 75.6% 79.2% 81.0% 93.6% 92.2% 93.0% Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 Funding Source Actuals FY 2011 FY 2012 FY 2013 General Fund Cty Improv (445) $ - $ - $ 3,178,584 $ - $ - $ - $ - $ - $ - $ - $ - $ Project Total $ - $ - $ 3,178,584 $ 993 5-Year Total 3,178,584 $ 3,178,584 $ Total Project 3,178,584 3,178,584 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Vulture Mountain Study Project Location: County District(s): Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Wickenburg 4 Parks & Recreation Bureau of Land Management (BLM) June 30, 2012 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 to undergo several assessments and has indicated that it may take more than two years for their staff to prepare these studies. In addition, BLM requires an area master plan to 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 also include some of the facilities found at other Regional Mountain Parks. The project is funded at $150,000 with $100,000 in Fund 445 and $50,000 in Fund 422, transferred from the Park’s Enhancement Fund (Fund 241). For FY12, the total project budget will increase to $275,000 with an additional $125,000 transferred to Fund 422 from the Park’s Enhancement Fund (Fund 241). Park master planning will allow for refinement of the estimated total project costs. At this time, initial infrastructure costs are 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 994 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement relatively unsupervised manner. As the County continues to grow in and around the Wickenburg area, 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 FY 2011 Year-To-Date Actual RESULT MEASURE Percent increase in regional park acreage over previous year 0% FY 2011 Year-End Projected 0% FY 2012 Projected with Capital Improvement 50% Funding/Cost Summary Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Funding Source Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project General Fund Cty Improv (445) $ - $ 32,000 $ 68,000 $ - $ - $ - $ - $ 68,000 $ 100,000 Intergovernmental Cap Proj (422) 50,000 125,000 125,000 175,000 Project Total $ - $ 82,000 $ 193,000 $ - $ - $ - $ - $ 193,000 $ 275,000 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. 995 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Technology Capital Improvement Program Summary Technology capital improvement projects are budgeted in both the Technology Improvement Fund (460) and the Detention Technology Improvement Fund (461). The projects typically require more than one year to complete and these funds are utilized to capture all costs associated with the project so that the Finance Department can appropriately capitalize the projects. Project Detail A total of eleven capital projects are identified as follows: 460 TECHNOLOGY IMPROVEMENT FUND Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project 1,726,088 $ 17,287,800 1,000,000 12,151,400 13,729,990 1,123,000 39,655,342 8,108,000 4,220,934 99,002,554 $ 1,125,262 $ 6,000,000 10,327,430 25,197,944 42,650,636 $ - $ 4,800,000 35,197,944 39,997,944 $ - $ 10,000,000 10,000,000 $ - $ 2,851,350 $ 4,953,900 28,087,800 29,086,200 1,000,000 1,000,000 12,151,400 12,151,400 24,057,420 24,399,709 1,123,000 1,123,000 15,000,000 125,051,230 131,351,230 8,108,000 8,250,000 4,220,934 4,220,934 15,000,000 $ 206,651,134 $ 216,536,373 $ Contact Center System - County Telephone System Court Security Integration Enterprise Data Center Infrastructure Refresh Phase 2 Integrated Workplace Mgmt System Radio System Sheriff 911 Center Equipment Sheriff HQ IT Infrastructure Project Total $ 461 DETENTION TECHNOLOGY IMPROVEMENT Correctional Health Zone H $ Electronic Medical Records System NICE Vision System Project Total $ $ $ 2,102,550 $ 998,400 342,289 6,300,000 142,000 9,885,239 $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ - $ 1,959,340 1,959,340 $ 3,349,950 $ 3,229,516 5,700,000 12,279,466 $ - $ 4,207,000 4,207,000 $ 996 - $ 604,144 604,144 $ - $ $ - $ $ 3,349,950 $ 8,040,660 5,700,000 17,090,610 $ 3,349,950 10,000,000 5,700,000 19,049,950 Page 997 999 1000 1002 1003 1005 1007 1008 1009 Page 998 1001 1006 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Contact Call Center Project Location: Capital Improvement 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. This project will replace the legacy contact center technology with a modern, state of the art system designed to improve functionality and meet the County’s needs for many years. 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. Result Measures RESULT MEASURE FY 2010 Actual FY 2011 Forecast FY 2012 Projected with Capital Improvement 99.3% 99.5% 99.8% Percent of time Voice Systems are operational during a quarter 24/7. Funding/Cost Summary Funding Source Tech Cap Impr Fund (460) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ 2,102,550 $ 2,102,550 $ 1,726,088 $ 1,726,088 $ 1,125,262 $ 1,125,262 $ - $ $ - $ $ - $ $ 2,851,350 $ 2,851,350 $ 4,953,900 4,953,900 Operating Cost Summary Projected FY 2011 Post-Deployment Managing Dept Operating Costs Supplies & Services $ Total $ - 997 Year 1 FY 2012 $ $ - Year 2 FY 2013 $ $ - Year 3 FY 2014 Year 4 FY 2015 Year 5 FY 2016 $ 391,230 $ 391,230 $ 391,230 $ 391,230 $ 391,230 $ 391,230 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Correctional Health Zone H Infrastructure Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Correctional Health Services Correctional Health Services Office of Enterprise Technology FY 2012 Project Description The Correctional Health Zone H Infrastructure project will provide a reliable and stable network platform for Correctional Health Services that will ensure maintainability and operational excellence for its existing systems and any new technology it wishes to incorporate. Purpose Statement The purpose of the Correctional Health Zone H Infrastructure project is to ensure timely and satisfactory installment of infrastructure critical to Correctional Health Services’ needs so it can meet its strategic goals and deliver results to its clients with maximum efficiency and effectiveness. 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 Tech Impr Fund (461) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ - $ $ 3,349,950 $ 3,349,950 $ - Operating Cost Summary Operating costs have yet to be determined. 998 $ $ - $ $ - $ $ - $ $ 3,349,950 $ 3,349,950 $ 3,349,950 3,349,950 Maricopa County Annual Business Strategies FY 2012 Adopted Budget County Telephone System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement All County Departments/Locations Office of Enterprise Technology All County IT Groups FY 2014 Project Description The current telephone system is a Nortel SL-100 system which includes voice mail and call center systems. The new Court Tower 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. Result Measures RESULT MEASURE Percent of time Voice Systems are operational during a quarter 24/7. FY 2010 Actual FY 2011 Forecast FY 2012 Projected with Capital Improvement 99.3% 99.5% 99.8% Funding/Cost Summary Funding Source Tech Cap Impr Fund (460) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ 998,400 $ 17,287,800 $ 998,400 $ 17,287,800 $ 6,000,000 $ 6,000,000 $ 4,800,000 $ 4,800,000 $ - $ $ Year 2 FY 2013 Year 3 FY 2014 - $ 28,087,800 $ 29,086,200 $ 28,087,800 $ 29,086,200 Operating Cost Summary Projected Year 1 FY 2011 FY 2012 Post-Construction Managing Dept Operating Costs Personal Services $ $ Supplies & Services Capital Outlay Total $ $ - 999 $ 200,443 $ 2,021,760 $ 2,222,203 $ 345,744 $ 2,695,680 3,041,424 $ Year 4 FY 2015 356,115 $ 3,369,600 1,216,426 4,942,141 $ Year 5 FY 2016 366,799 3,369,600 405,475 4,141,874 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Court Security Integration Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 175 W. Madison Street - Phoenix Facilities Management None FY 2012 Project Description This project will replace the outdated Security Command Center (SCC) in the Central Court Building with a new SCC in the new downtown Court Tower. The current Security Command Center is outdated and operating at maximum capacity. A new system located in the new Court Tower building will provide for additional capacity, remote monitoring of seventeen outlying County facilities along with internet addressable equipment for added system flexibility. Purpose Statement The purpose of the Court Security Integration Project is to ensure that County information technology systems and equipment are able to operate seamlessly and consistently for all users. The new data center will meet all prevailing industry standards for effective and secure data center operations. Strategic Goals Addressed Ensure safe communities and a streamlined, integrated justice system. Funding/Cost Summary Funding Source Tech Cap Impr Fund (460) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ - $ $ 1,000,000 $ 1,000,000 $ - $ $ 1000 - $ $ - $ $ - $ $ 1,000,000 $ 1,000,000 $ 1,000,000 1,000,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Electronic Medical Records Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Correctional Health Services Correctional Health Services Office of Enterprise Technology FY 2014 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 Tech Imp Fund (461) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ 1,959,340 $ 1,959,340 $ 3,229,516 $ 3,229,516 $ 4,207,000 $ 4,207,000 $ Operating Cost Summary Operating costs have yet to be determined. 1001 604,144 $ 604,144 $ - $ $ - $ $ 8,040,660 $ 10,000,000 8,040,660 $ 10,000,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Enterprise Data Center Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 175 W. Madison Street - Phoenix Office of Enterprise Technology None FY 2012 Project Description The County’s current enterprise data center is in the basement of the downtown Administration Building. Due to multiple deficiencies of the current location, the data center will be moved to a more appropriate location in the new downtown Court Tower. This project will address the infrastructure and equipment needs that are required to relocate the data center to its new location along with the cost of upgrading data center equipment that is due for lifecycle replacement. Purpose Statement The purpose of the Enterprise Data Center Project is to ensure that County information technology systems and equipment are able to operate seamlessly and consistently for all users. The new data center will meet all prevailing industry standards for effective and secure data center operations. 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 Funding Source Tech Cap Impr Fund (460) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ - $ 12,151,400 $ $ 12,151,400 $ - 1002 $ $ - $ $ - $ $ - $ 12,151,400 $ 12,151,400 $ 12,151,400 $ 12,151,400 Maricopa County Annual Business Strategies FY 2012 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 2016 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 2012 and includes the completion of studies on the two remaining large campuses as well as other remote locations to determine the project plan and requirements of the refresh. Durango Campus: The project will complete the Durango Campus Zone 3 refresh over two years and fund the study to determine Zone 2 needs. Southeast Regional Facility: Completion of Zone 2 infrastructure needs study. Remote County Locations: Completion of Zone 2 and Zone 3 infrastructure needs study. 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. Result Measures RESULT MEASURE Percent of customers satisfied with Help Desk calls processed. FY 2010 Actual 96% FY 2012 Projected with Capital Improvement 98% FY 2011 Forecast 96% Funding/Cost Summary Technology Capital Improvement Fund (460) Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project Infrastructure Refresh Phase 2 Southeast Campus Infrastructure Study $ Remote Site Infrastructure Durango Infrastructure Project Total $ - $ $ - $ 100,000 $ - $ 307,711 342,289 13,322,279 10,327,430 342,289 $ 13,729,990 $ 10,327,430 $ 1003 - $ $ - $ $ - $ $ 100,000 $ 307,711 23,649,709 24,057,420 $ 100,000 307,711 23,991,998 24,399,709 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Operating Cost Summary Projected FY 2011 Post-Deployment Managing Dept Operating Costs Supplies & Services $ Total $ - Year 1 FY 2012 $ $ 1004 - Year 2 FY 2013 $ $ - Year 3 FY 2014 $ $ - Year 4 FY 2015 Year 5 FY 2016 $ 1,200,000 $ 1,200,000 $ 2,000,000 $ 2,000,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Integrated Workplace Management System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Facilities Management Public Works Information Technology Office of Enterprise Technology FY 2012 Project Description Implement an Integrated Workplace Management System (IWMS) to provide a standard repository for building and equipment information to County departments for many uses including Risk Management, Telecommunication Operations, Real Estate, and Facilities Management. An automated system will allow building design and space configuration information to be stored in a centralized database as well as allow for ease in relocations, remodels and other building configuration scenarios. Building renewal and preventive maintenance schedules can be automatically configured to create appropriate work orders for Facilities Management personnel. Purpose Statement The purpose of the IWMS is to ensure that County space is properly maintained, insured and has appropriate information technology assigned for the various uses of the County. The IWMS will create a central shared database of space information that can be utilized by many departments in their efforts to provide services for County property and space functions. Strategic Goals Addressed 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. Funding/Cost Summary Funding Source Tech Cap Impr Fund (460) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ - $ $ 1,123,000 $ 1,123,000 $ - 1005 $ $ - $ $ - $ $ - $ $ 1,123,000 $ 1,123,000 $ 1,123,000 1,123,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Nice Vision Replacement Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement County Jail Facilities Sheriff’s Office None FY 2012 Project Description The Nice Vision Replacement project will upgrade and/or replace the current video surveillance system that is in place throughout the Maricopa County jail system. The system must accurately and reliably record 24 hours per day, 7 days per week and store approximately six months of data. This system allows for monitoring of the facilities, inmates and Officers. It is used to conduct random inspections of staff to verify that security walks are being conducted in accordance with policy, and is frequently used to resolve complaints of misconduct or mistreatment of inmates and staff. The stored data is requested regularly during the course of litigation. Purpose Statement The purpose of the Nice Vision Replacement project is to ensure the accurate and reliable recording of daily events at the jail facilities so that staff and inmates’ activities can be monitored. Strategic Goals Addressed Ensure safe communities and a streamlined, integrated justice system. Funding/Cost Summary Funding Source Detention Tech Imp Fund (461) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ - $ $ 5,700,000 $ 5,700,000 $ - 1006 $ $ - $ $ - $ $ - $ $ 5,700,000 $ 5,700,000 $ 5,700,000 5,700,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Radio System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Various locations around the County Office of Enterprise Technology None FY 2017 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. Result Measure RESULT MEASURE Percent of time Smartzone System is operating at 100 percent of capacity during a quarter. FY 2010 Actual FY 2011 Forecast FY 2012 Projected with Capital Improvement 100% 100% 100% Funding/Cost Summary Funding Source Tech Cap Impr Fund (460) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ 6,300,000 $ 39,655,342 $ 25,197,944 $ 35,197,944 $ 10,000,000 $ 15,000,000 $ 125,051,230 $ 131,351,230 6,300,000 $ 39,655,342 $ 25,197,944 $ 35,197,944 $ 10,000,000 $ 15,000,000 $ 125,051,230 $ 131,351,230 Operating Cost Summary Projected FY 2011 Post-Deployment Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - Year 1 FY 2012 $ $ 1007 Year 2 FY 2013 Year 3 FY 2014 Year 4 FY 2015 Year 5 FY 2016 $ 178,786 $ 323,445 $ 397,222 $ 409,138 205,920 205,920 462,251 2,225,702 3,537,738 42,000 678,000 2,798,000 3,940,000 3,798,000 247,920 $ 1,062,706 $3,583,696 $ 6,562,924 $ 7,744,876 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Sheriff 911 Center Equipment Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 911 Call Center Maricopa County Sheriff’s Office None August, 2013 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 visitors have reliable access to 911 dispatchers to accommodate the reporting of emergencies and the dispatching of officers. Strategic Goals Addressed Ensure safe communities and a streamlined, integrated justice system. Funding/Cost Summary Funding Source Tech Cap Impr Fund (460) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ 142,000 $ 142,000 $ 8,108,000 $ 8,108,000 $ - 1008 $ $ - $ $ - $ $ - $ $ 8,108,000 $ 8,108,000 $ 8,250,000 8,250,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Sheriff Headquarters IT Infrastructure 5th Avenue and Madison Facilities Management Sheriff Information Technology August, 2013 Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Project Description The Maricopa County Sheriff’s Office will be relocating to a new facility at 5th Avenue and Madison in Phoenix. All studies of the infrastructure needs for this facility indicate that additional information technology infrastructure will be required to make the space usable for the Sheriff’s operations. Purpose Statement The purpose of this project is to provide information technology infrastructure for the new Sheriff’s Headquarters. Strategic Goals Addressed Ensure safe communities and a streamlined, integrated justice system. Funding/Cost Summary Funding Source Tech Cap Impr Fund (460) $ Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project - $ $ - $ $ 4,220,934 $ 4,220,934 $ - 1009 $ $ - $ $ - $ $ - $ $ 4,220,934 $ 4,220,934 $ 4,220,934 4,220,934 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Transportation Capital Improvement Program 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. TIP funding is approved at the bin level, which are groupings of similar projects. Each bin has a reserve to provide funding for additional scoping studies or for projects that were not completed as planned by the end of the prior fiscal year. 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. 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. Federal funding and partner contributions are projected to be $55,085,485, an increase of $16.3 million over FY 2011. Federal funding for FY 2012 is projected to be $40,379,487 with the majority of the federal funding ($34.9 million) for the Northern Parkway project. Partnership contributions are projected to be $14,705,998 with the majority of the funding also for the Northern Parkway project. 1010 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement The Transportation priorities for the next five years are to continue the established priorities: • Complete regional significant projects as planned. • Maintain the existing system through increased emphasis on pavement preservation. • Reduce congestion through intersection improvements and the use of Intelligent Transportation Systems to improve traffic flow. • Reduce dust pollution by continuing to pave system dirt roads. • Start new regional significant projects as funding allows. A significant portion of the FY 2012 Transportation Improvement Program (TIP) expenditures planned over the next five years will be for projects from the Arterial Street Life Cycle Program (ALCP) of the Maricopa Association of Governments (MAG) Regional Transportation Plan (RTP). The TIP expenditure budget is $115,550,123. The major expenditure is for Northern Parkway Phase 1 which is 41% of the FY 2012 budget. Construction authorization is expected in April 2011 to allow construction to begin in FY 2012 and completed in FY 2013. Other major construction expenditures include repairs to the historic Old U.S. 80 Bridge which are planned to be completed in time for the State Centennial Celebration; improvements to County Arterials ($10.4 million); Pavement Preservation ($13.6 million); Safety Improvements ($4.7 million); Dust Mitigation ($4.2 million) and Traffic Improvements ($8.4 million). A total of 22 projects are planned to be completed in FY2012. Project Detail A total of 12 capital project bins and 1 project are budgeted for as follows: 234 TRANSPORTATION CAPITAL PROJECTS Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Project 2,501,249 $ 954,830 $ 8,440,000 $ 1,570,000 $ County Arterials 7,711,011 12,947,261 10,445,000 8,765,000 Dust Mitigation 243,038 780,244 4,170,000 3,980,000 Intelligent Transportation Systems 625,347 963,262 2,500,000 1,201,000 MAG ALCP Projects 7,789,496 12,740,234 48,550,000 36,750,000 Partnership Support 5,163,646 900,568 2,825,000 2,175,000 Pavement Preservation 2,113,247 5,401,446 13,580,000 9,070,000 Transportation Planning 8,492,639 1,392,655 1,630,000 1,630,000 Right-of-way 6,703,931 158,704 280,000 280,000 Safety Improvement Projects 698,856 1,057,250 4,730,000 8,170,000 Traffic Improvements 1,905,288 1,353,049 8,400,000 9,940,000 Transportation Administration 7,124,353 458,142 9,868,167 9,288,167 Energy Conservation Projects 817,218 131,956 Project Total $ 51,072,102 $ 39,924,862 $ 115,550,123 $ 92,819,167 $ Bridge Preservation $ 1,570,000 $ 1,030,000 $ 1,030,000 $ 14,660,000 20,175,000 17,334,000 3,030,000 3,030,000 3,030,000 340,000 1,710,000 280,000 35,457,000 41,503,000 35,543,000 2,175,000 2,140,000 2,140,000 4,030,000 4,030,000 4,030,000 1,630,000 1,630,000 1,630,000 280,000 280,000 280,000 10,155,000 7,555,000 510,000 2,480,000 2,230,000 2,230,000 8,013,167 10,543,167 9,913,167 83,820,167 $ 95,856,167 $ 77,950,167 $ 13,640,000 $ 71,379,000 17,240,000 6,031,000 197,803,000 11,455,000 34,740,000 8,150,000 1,400,000 31,120,000 25,280,000 47,625,835 131,956 465,995,791 $ 17,096,079 92,037,273 18,263,282 7,619,609 218,332,730 17,519,214 42,254,693 18,035,294 8,262,635 32,876,106 28,538,337 55,208,329 949,174 556,992,755 Page 1013 1015 1018 1020 1023 1027 1029 1031 1032 1033 1035 1039 985 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. 1011 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement 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 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 2010 FY 2011 FY 2012 Actual RESULT MEASURE Forecast Budget Percent of Transportation Improvement Program projects delivered on time 67% 78% 85% Note: Does not include 8 projects advanced and completed to replace 4 delayed projects 1012 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Bridge Preservation Managing Department: Project Partner(s): Capital Improvement Transportation T188 Federal funds T254 Flood Control District Scheduled Completion Dates: Improvement District Scheduled Completion 5 1 4 3rd Qtr FY 2012 3rd Qtr FY 2012 4th Qtr FY 2012 Old US 80 Bridge at Gila River Riggs Road at Sonoqui Wash Miller Road Bridge at Buckeye Irrigation Canal Purpose Statement: The purpose of the Bridge Preservation project is to construct new bridges and box culverts and 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 large vehicles 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 $6.2M with $4M budget in FY 2012 to complete construction. T254 – Riggs Road at Sonoqui Wash The Flood Control District will construct the bridge as part of their channelization project. The County will contribute $2M to construct the bridge in FY 2012. T304 – Miller Road Bridge at Buckeye Irrigation Canal The canal bridge deck is cracking. The bridge will be rehabilitated to increase the load carrying capacity of the bridge to allow heavier vehicles to use the bridge. A total of $1.2M is budget in FY 2012 to complete the project. In addition to the above projects, 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. T383 – 75th Ave Bridge at the Salt River The purpose of this study is to determine the type and cost of a bridge at 75th Ave across the Salt River. T386 – Salome Bridge at Central Arizona Project Canal 1013 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement The Salome Bridge is on a favored route for overweight vehicles entering the metropolitan area from the west. The purpose of this study is to determine if it is feasible to increase the bridge rating to accommodate heavier vehicles. A total of $35K is budgeted for staff to complete the study during FY 2012. Funding/Cost Summary: Previous Funding Source Actuals Highway User Revenue Funds $ 2,501,249 Grant Funds Project Total $ 2,501,249 Previous Cost by Sub-Project Actuals T188 - Old US 80 Bridge @ Gila River $ 2,069,375 T254 - Riggs Rd at Sonoqui Wash 359,396 T304 - Miller Rd Bridge at BID Canal 72,478 T383 - 75th Ave Bridge at Salt River T392 - Salome Bridge at CAP Canal Bin BRIG Project Reserve Project Total $ 2,501,249 Projected FY 2011 $ 954,830 $ 954,830 Projected FY 2011 $ 80,984 650,380 159,366 64,100 $ 954,830 Year 1 FY 2012 $ 6,940,000 1,500,000 $ 8,440,000 Year 1 FY 2012 $ 4,040,000 2,000,000 1,200,000 170,000 35,000 995,000 $ 8,440,000 Year 2 Year 3 Year 4 FY 2013 FY 2014 FY 2015 $ 1,570,000 $ 1,570,000 $ 1,030,000 $ 1,570,000 $ 1,570,000 $ 1,030,000 Year 2 Year 3 Year 4 FY 2013 FY 2014 FY 2015 $ - $ - $ 540,000 540,000 1,030,000 1,030,000 1,030,000 $ 1,570,000 $ 1,570,000 $ 1,030,000 Year 5 FY 2016 $ 1,030,000 $ 1,030,000 Year 5 FY 2016 $ 1,030,000 $ 1,030,000 5-Year Total $ 12,140,000 1,500,000 $ 13,640,000 5-Year Total $ 4,040,000 2,000,000 1,200,000 1,250,000 35,000 5,115,000 $ 13,640,000 Total Project $ 15,596,079 1,500,000 $ 17,096,079 Total Project $ 6,190,359 3,009,776 1,431,844 1,250,000 99,100 5,115,000 $ 17,096,079 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 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 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 $ Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - $ $ 3,405 $ 4,898 1,598 9,900 $ - 1014 $ $ 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 2012 Adopted Budget County Arterials Managing Department: Project Partner(s): Capital Improvement Transportation T098 – Town of Gilbert T178 – Town of Queen Creek, Pinal County T251 – Town of Queen Creek Scheduled Completion Dates: Improvement Williams Field Road from Gilbert to Lindsay Road Ellsworth Road from Hunt Highway to Riggs Road Deer Valley Road El Mirage to Lake Pleasant District 1 1 4 Dysart at Camelback New River Road: Country Club to 27th Ave New River Road: Desert Hills to 10th St New River Road: 10th St to Circle Mountain 4 3 3 3 Scheduled Completion 2nd QTR FY 2012 2nd QTR FY 2012 4th QTR FY 2013 4th QTR FY 2012 4th QTR FY 2015 4th QTR FY 2016 4th QTR FY 2016 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: 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. Construction will begin in the summer of 2011 once right-of-way condemnation is complete. Estimated cost to complete the project is $4.4M. 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 $16.1M. A total of $220K is budgeted in FY 2012 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 $24.4M. A total of $525,000 is budgeted in FY 2012 for design. 1015 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement T251 – Riggs Road from Ellsworth to Meridian The purpose of this project is to complete a cultural resource data recovery and archaeological investigation prior to starting design of the interim roadway. The County will contribute a total of $2.1M toward the project. Construction is not programmed at this time and is subject to obtaining funding. T320 – Dysart at Camelback This project is a result of a scoping study of Dysart Road from Indian School to Glendale. The study recommended improvement of the Dysart and Camelback intersection to improve safety, reduce congestion, and improve traffic flow. A total of $1.4M is budgeted in FY 2012 to complete construction of the intersection. T327 – New River Road: Country Club to 27th Avenue This project is a result of a scoping study for New River Road. It will add a dual center turning lane, paved shoulders, drainage improvement and alignment improvements so travelers will have a safer route to travel. Total cost is estimated to be $12M with $610K budgeted in FY 2012. Construction is tentatively planned for FY 2015. T360 – New River Road: Desert Hills to 10th Street This project is also the result of a scoping study for New River Road. It will add a dual center turning lane, paved shoulders, drainage improvement and alignment improvements so travelers will have a safer route to travel. Total cost is estimated to be $12M. Construction is tentatively planned for FY 2016 with the design starting in FY 2013. T375 – Riggs Road from Hawes to Ellsworth In addition to the other projects, funding has been budgeted to begin a scoping study (preliminary design and cost estimate) to determine the type and cost of improvements need for this additional project. When Riggs road is completed to Meridian it is expected to generate sufficient traffic volume that this segment of Riggs Road will also require improvement so that motorists will have a safer, less congested route to travel. A total of $240K is budgeted in FY 2012 to determine the type of improvements required. T381 – New River Road: 10th Street to Circle Mountain This project is also the result of a scoping study for New River Road. It will add a dual center turning lane, paved shoulders, drainage improvement and alignment improvements so travelers will have a safer route to travel. Total cost is estimated to be $10M. Construction is tentatively planned for FY 2016 with $30K budgeted to start design in FY 2012. 1016 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Funding/Cost Summary: Previous Projected Funding Source Actuals FY 2011 Highway User Revenue Funds $ 7,711,011 $ 3,447,261 $ Partnership Contributions/IGA/IDA 9,500,000 Grant Funds Project Total $ 7,711,011 $ 12,947,261 $ Previous Projected Cost by Sub-Project Actuals FY 2011 T098 - Williams FLD: Gilbert -Lindsay $ 602,483 $ 320,207 $ T178 - Ellsworth RD: Hunt Hwy - Riggs 4,778,275 11,064,773 T248 - Deer Valley: EL Mirage to LK P 1,524,865 578,540 T251 - Riggs: Ellsworth to Meridian 34,357 10,310 T320 - Dysart Indian School to Glendale 162,429 92,481 T327 - New River Road: Country Rd to 27th Ave 608,603 844,403 T360 - New River Rd: Dsrt Hills to 10th St 36,547 T375 - Riggs Rd: Hawes to Ellsworth T381 - New River: 10th St to Cir Mtn T382 - New River: W Cir Mtn to Skunk Creek Bin ARTS Project Reserve Project Total $ 7,711,011 $ 12,947,261 $ Year 1 FY 2012 8,445,000 2,000,000 10,445,000 Year 1 FY 2012 4,350,000 220,000 525,000 2,050,000 1,390,000 610,000 240,000 30,000 1,030,000 10,445,000 $ $ $ $ Year 2 FY 2013 8,765,000 8,765,000 Year 2 FY 2013 4,025,000 2,790,000 290,000 630,000 1,030,000 8,765,000 $ $ $ $ Year 3 FY 2014 6,360,000 8,300,000 14,660,000 Year 3 FY 2014 8,500,000 1,870,000 1,800,000 1,430,000 30,000 1,030,000 14,660,000 $ $ $ $ Year 4 FY 2015 20,175,000 20,175,000 Year 4 FY 2015 9,250,000 5,175,000 2,350,000 1,430,000 940,000 1,030,000 20,175,000 $ $ $ $ Year 5 FY 2016 17,334,000 17,334,000 Year 5 FY 2016 7,570,000 6,310,000 2,424,000 1,030,000 17,334,000 $ $ $ $ 5-Year Total 61,079,000 8,300,000 2,000,000 71,379,000 5-Year Total 4,350,000 220,000 22,300,000 2,050,000 1,390,000 10,445,000 12,010,000 240,000 9,830,000 3,394,000 5,150,000 71,379,000 $ $ $ $ Total Project 72,237,273 17,800,000 2,000,000 92,037,273 Total Project 5,272,690 16,063,048 24,403,405 2,094,667 1,644,910 11,898,006 12,046,547 240,000 9,830,000 3,394,000 5,150,000 92,037,273 Operating Cost Summary: Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Current Project Operating Costs for User Department Personal Sevices $ 92,235 $ 95,002 $ 115,388 $ 118,850 $ 122,415 $ 141,418 Supplies & Services 119,098 122,671 151,574 156,121 160,805 187,678 Capital Outlay 25,850 26,626 35,652 36,721 37,823 46,150 Total $ 237,183 $ 244,298 $ 302,614 $ 311,692 $ 321,043 $ 375,246 Post Construction User Department Operating Costs Personal Sevices $ 92,235 $ Supplies & Services 119,098 Capital Outlay 25,850 Total $ 237,183 $ Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - $ $ 112,028 $ 147,159 34,613 293,800 $ 115,388 $ 151,574 35,652 302,614 $ 118,850 $ 156,121 36,721 311,692 $ 137,299 $ 182,212 44,805 364,317 $ 146,528 195,028 48,547 390,103 17,026 $ 24,488 7,988 49,502 $ - - 14,884 $ 21,407 6,983 43,274 $ 5,110 7,350 2,397 14,857 1017 $ $ $ $ Maricopa County Annual Business Strategies FY 2012 Adopted Budget Dust Mitigation Managing Department: Project Partner(s): Capital Improvement Transportation T249 Federal funds Scheduled Completion Dates: Improvement Fig Springs: New River to 7th Avenue Forest Road: McDowell to Rio Verde Low volume Roads CAT III District 3 2 2,5 Scheduled Completion 4th Qtr FY 2013 4th Qtr FY 2012 2nd Qtr FY 2012 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: T184 – Fig Springs: New River to 7th Avenue This project will pave Fig Springs from New River to 7th Avenue to reduce fugitive dust so that motorists will have a safer, less dusty route to travel. The estimated cost is $1.9M with $710K budgeted in FY 2012. 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 $516K with $380K budgeted in FY 2012 to complete construction. T363 – Low Volume Roads Category III This project will pave 105th Street from Jensen to McKellips, Shawnee Drive from 37th Avenue to 35th Avenue, and Ivanhoe Street from Dusty Lane to 45th Avenue to reduce fugitive dust so that motorists will have a safer, less dusty route to travel. The estimated construction cost is $823K with $650K budgeted in FY 2012 to complete construction. T366 – Low Volume Roads Scoping Study In addition to the above projects, $400K has been budgeted in FY 2012 to identify the next group of unpaved roads and to begin scoping studies (preliminary design and cost estimate) to determine the type and cost of improvements need to pave them for dust mitigation. 1018 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Funding/Cost Summary: Previous Funding Source Actuals Highway User Revenue Funds $ 243,038 Grant Funds Project Total $ 243,038 Previous Cost by Sub-Project Actuals T184 - Fig Springs: New River to 7th Ave $ 123,035 T249 - Forest RD McDowell - Rio Verde 120,004 T363 - CAT III Roads T366 - LVR Scoping Bin DMIT Project Reserve Project Total $ 243,038 Projected FY 2011 $ 780,244 $ 780,244 Projected FY 2011 $ 134,474 16,147 173,025 456,598 $ 780,244 $ $ $ $ Year 1 FY 2012 3,770,000 400,000 4,170,000 Year 1 FY 2012 710,000 380,000 650,000 400,000 2,030,000 4,170,000 $ $ $ $ Year 2 FY 2013 3,980,000 3,980,000 Year 2 FY 2013 950,000 3,030,000 3,980,000 $ $ $ $ Year 3 FY 2014 3,030,000 3,030,000 Year 3 FY 2014 3,030,000 3,030,000 $ $ $ $ Year 4 FY 2015 3,030,000 3,030,000 Year 4 FY 2015 3,030,000 3,030,000 $ $ $ $ Year 5 FY 2016 3,030,000 3,030,000 Year 5 FY 2016 3,030,000 3,030,000 $ $ $ $ 5-Year Total 16,840,000 400,000 17,240,000 5-Year Total 1,660,000 380,000 650,000 400,000 14,150,000 17,240,000 $ $ $ $ Total Project 17,863,282 400,000 18,263,282 Total Project 1,917,509 516,151 823,025 856,598 14,150,000 18,263,282 Operating Cost Summary: Projected Year 1 Year 2 Year 3 Year 4 Year 5 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Current Project Operating Costs for User Department Personal Sevices $ 16,530 $ 17,026 $ 17,537 $ 25,288 $ 31,008 $ 37,048 Supplies & Services $ 23,775 $ 24,488 $ 25,223 $ 36,371 $ 44,598 $ 53,286 Capital Outlay 7,755 7,988 8,227 11,864 14,547 17,381 Total $ 48,060 $ 49,502 $ 50,987 $ 73,523 $ 90,153 $ 107,715 Post Construction User Department Operating Costs Personal Sevices $ 16,530 $ Supplies & Services 23,775 Capital Outlay 7,755 Total $ 48,060 $ Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - $ $ 19,296 $ 27,753 9,053 56,102 $ 24,551 $ 35,312 11,518 71,382 $ 30,105 $ 43,299 14,123 87,527 $ 35,969 $ 51,734 16,875 104,578 $ 42,158 60,636 19,778 122,572 2,270 $ 3,265 1,065 6,600 $ 7,015 $ 10,089 3,291 20,395 $ 4,817 $ 6,928 2,260 14,004 $ 4,961 $ 7,136 2,328 14,425 $ 5,110 7,350 2,397 14,857 1019 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Intelligent Transportation Systems (ITS) Managing Department: Project Partner(s): Transportation All – MAG has allocated Federal funds Scheduled Completion Dates: Improvement 99th Avenue: Olive to Bell Road Bell Road: State Route 303 to 75th Avenue Olive Avenue: Litchfield Road to State Route 101 MCDOT Traffic Management Center Upgrade MC 85 from Litchfield Road to 83rd Ave District 4 4 4 5 5 Scheduled Completion 2nd Qtr FY 2012 4th Qtr FY 2012 4th Qtr FY 2013 4th Qtr FY 2012 4th Qtr FY 2015 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. A total of $260K is budgeted in FY 2012 to complete construction. 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 303 and 75th 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 2012 with an estimated total project cost of $844K. A total of $705K is budgeted for FY 2012 to complete the project. 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 $924K. 1020 Maricopa County Annual Business Strategies FY 2012 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 2013. The FY 2012 budget includes $5K for staff to secure federal funding and start the construction process. T321 – MCDOT Traffic Management Center Relocation The purpose of this project is to make building modifications prior to installing equipment and software upgrades for 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. It is being handled as a separate project to avoid federal oversight requirements. Cost to complete the modifications is $700K. T352 – MC 85 from Litchfield Road to 83rd Avenue The purpose of this project is to install fiber optic cable and wireless connections along MC 85 between Litchfield Road and 83rd Avenue so that commuters will have a faster and safer commute. Construction for this project is planned for FY 2015 with design starting in FY 2014. T389 – E-Intellidrive Study Phase III Part of a national study this study will install new technology (equipment and software) on a County corridor to demonstrate signal operations for emergency and transit vehicles. A total of $15K is budgeted for FY 2012 to complete the study. Funding/Cost Summary: Previous Actuals $ 625,347 Project Total $ 625,347 Previous Actuals Cost by Sub-Project T287 - 99th Ave: Olive to Bell INTL $ 195,111 T288 - Bell Rd SR303 to 75th INTL 55,643 T289 - MCDOT TMC Upgrade 314,397 T292 - Olive Ave: Litchfield Rd to Loop 101 INTL 60,196 T321 - TMC Building Upgrade T352 - MC 85 Litchfield to 83rd Ave ITS T389 - E-IntelliDrive Study Ph III Bin INTL Project Reserve Project Total $ 625,347 Funding Source Highway User Revenue Funds Grant Funds Projected FY 2011 $ 963,262 $ 963,262 Projected FY 2011 $ 679,984 83,535 75,109 40,430 84,204 $ 963,262 $ $ $ $ Year 1 FY 2012 889,838 1,610,162 2,500,000 Year 1 FY 2012 260,000 705,000 535,000 5,000 700,000 15,000 280,000 2,500,000 1021 $ $ $ $ Year 2 FY 2013 1,201,000 1,201,000 Year 2 FY 2013 921,000 280,000 1,201,000 Year 3 FY 2014 $ 340,000 $ 340,000 Year 3 FY 2014 $ 60,000 280,000 $ 340,000 $ $ $ $ Year 4 FY 2015 1,710,000 1,710,000 Year 4 FY 2015 1,430,000 280,000 1,710,000 Year 5 FY 2016 $ 280,000 $ 280,000 Year 5 FY 2016 $ 280,000 $ 280,000 $ $ $ $ 5-Year Total 4,420,838 1,610,162 6,031,000 5-Year Total 260,000 705,000 535,000 926,000 700,000 1,490,000 15,000 1,400,000 6,031,000 $ $ $ $ Total Project 6,009,447 1,610,162 7,619,609 Total Project 1,135,095 844,178 924,506 1,026,626 784,204 1,490,000 15,000 1,400,000 7,619,609 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Operating Cost Summary: Projected FY 2011 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay Year 2 FY 2013 Year 3 FY 2014 Year 4 FY 2015 Year 5 FY 2016 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 Capital Outlay Total $ 320,155 $ 391,220 $ 399,044 $ 407,025 $ 415,166 $ 423,469 283,689 287,702 353,456 389,325 395,312 $ 431,418 603,844 $ 678,922 $ 752,500 $ 796,350 $ 810,477 $ 854,887 Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 1 FY 2012 $ Total $ - 1022 $ $ - $ $ $ 60,000 60,000 $ $ 90,000 90,000 $ $ 90,000 120,000 90,000 $ 120,000 Maricopa County Annual Business Strategies FY 2012 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 T195 – Cities of El Mirage, Glendale & Surprise T199 – City of Mesa & Salt River Pima Maricopa Indian Community (potential funding partners) T341 – City of Surprise T344, T367 - T370 – City of El Mirage Scheduled Completion Dates: Improvement District Scheduled Completion Northern Avenue: Phase I Sarival to Dysart 4 4th QTR FY 2013 El Mirage Picerne to Bell 4 4th QTR FY 2013 El Mirage Northern to Olive 4 4th QTR FY 2014 Northern Avenue: Dysart to 111th Ave 4th QTR FY 2015 4 Northern Avenue: Reems & Litchfield Overpasses 4 4th QTR FY 2014 Northern Avenue: Northern at State Route 101 4 4th QTR FY 2016 El Mirage Olive to Cactus 4 To be Determined* El Mirage Thunderbird to Grand To be Determined* 4 Thunderbird El Mirage to Grand 4 To be Determined* 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 *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. 1023 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Project Descriptions: 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. The project is contingent on successful financial partnership formation. 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) having three travel lanes in each direction 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. 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 2010. Total cost for this first phase is $77M with $24.4M budgeted for FY 2012 to complete right-of-way acquisition and start construction. A total of $41.6M is budgeted in FY 2012 on this project. 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 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 2016 with $4M budget to start the project. 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 $32M, the first step is to form the financial partnership to secure MAG funding from the Regional Transportation Plan and the Salt River Indian Community. A total of $540K is budgeted in FY 2012 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. Engineering design changes reduced the cost estimate for the project to $4.3M which is a significant reduction from the initial estimate of $18.8M. The cost reduction study reduced the scope of this segment by reducing the roadway width greatly reducing the right-of-way cost. Design is underway and a total of $1M is budgeted in FY 2012. Construction is tentatively planned for FY 2013. The City of Surprise will contribute $1M toward the project. 1024 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement 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 $23.8M. 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 2013 and is contingent on successful financial partnership formation. T344 – El Mirage Road: 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 $400K is budgeted in FY 2012 to begin design efforts once agreement on the project scope is reached and the financial partnership formed. The City of El Mirage will contribute $500K toward the project. T347 – Northern Avenue: Dysart to 111th Avenue This is the second phase of the 20 year multi-phased project in partnership with the Maricopa Association of Governments, the Cities of El Mirage, Glendale, Peoria, and Surprise. A total of $34.3M is budget for this phase with $3M budget for FY 2012. This schedule is contingent on sufficient funding being available. T367 – El Mirage Road: Olive to Cactus 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 Road from two to four lanes with a dual left turn lane in the middle. A total of $430K is budgeted in FY 2012 to begin design efforts once agreement on the project scope is reached and the financial partnership formed. The City of El Mirage will be the lead agency and the County will contribute up to $6M total toward the projects in the El Mirage corridor from Northern to Picerne. Construction is contingent on funding. T368 – El Mirage Road: Thunderbird to Grand 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 Road from two to four lanes with a dual left turn lane in the middle. The City of El Mirage will be the lead agency and the County will contribute up to $6M total toward the projects in the El Mirage corridor from Northern to Picerne. Construction is contingent on funding. T369 – Northern Avenue: Reems and Litchfield Overpasses These two overpasses are part of the second phase of the 20 year multi-phased project in partnership with the Maricopa Association of Governments, the Cities of El Mirage, Glendale, Peoria, and Surprise. A total of $8.8M is budget for this phase with $430K budgeted for FY 2012. This schedule is contingent on sufficient funding being available. T370 –Thunderbird Road: El Mirage to Grand This project emanated from the study of El Mirage Road from Northern to Bell (T167). The purpose of this project is to widen Thunderbird from two to four lanes with a dual left turn lane in the middle. The City of El Mirage will be the lead agency and the County will contribute up to $6M total toward the projects in the El Mirage corridor from Northern to Picerne. This schedule is contingent on sufficient funding being available. 1025 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement T371 – Northern Avenue: Agua Fria Bridge This bridge is part of the 20 year multi–phased project in partnership with the Maricopa Association of Governments, the Cities of El Mirage, Glendale, Peoria, and Surprise. At the present time funding has not been programmed for this bridge in the five year spending plan. T372 – Northern Avenue: Northern at State Route 101 This project is part of the 20 year multi–phased project in partnership with the Maricopa Association of Governments, the Cities of El Mirage, Glendale, Peoria, and Surprise. A total of $9.9M is budget for this phase in the current five-year spending plan with design to start in FY 2014. This schedule is contingent on sufficient funding being available. Funding/Cost Summary: Previous Projected Year 1 Actuals FY 2011 FY 2012 $ 7,789,496 $ 12,740,234 $ (608,656) $ 34,869,325 14,289,331 Project Total $ 7,789,496 $ 12,740,234 $ 48,550,000 $ Negative numbers indicate repayment of prior or future expenditures Year 2 Year 3 FY 2013 FY 2014 5,909,483 $ 6,866,412 $ 18,718,000 3,982,000 11,122,517 23,608,588 35,750,000 $ 34,457,000 $ Year 4 Year 5 5-Year Total FY 2015 FY 2016 Total Project 20,735,597 $ 6,650,747 $ 39,553,583 $ 60,083,313 16,043,000 33,101,000 106,713,325 106,713,325 3,724,403 (5,208,747) 47,536,092 47,536,092 40,503,000 $ 34,543,000 $ 193,803,000 $ 214,332,730 Projected Year 1 Year 2 Year 3 FY 2011 FY 2012 FY 2013 FY 2014 12,487,849 $ 41,620,000 $ 15,160,000 $ 2,141,000 $ 15,131 11,856 1,000,000 1,000,000 1,095 540,000 3,150,000 5,900,000 166,081 1,050,000 3,050,000 1,100,000 54,159 400,000 1,840,000 5,220,000 990 3,050,000 10,520,000 10,690,000 3,073 430,000 430,000 430,000 570,000 7,800,000 576,000 1,030,000 1,030,000 1,030,000 12,740,234 $ 48,550,000 $ 36,750,000 $ 35,457,000 $ Year 4 Year 5 5-Year Total FY 2015 FY 2016 Total Project 2,066,000 $ - $ 60,987,000 $ 77,404,625 4,075,000 4,075,000 7,910,699 1,000,000 1,000,000 4,000,000 4,028,459 22,300,000 31,890,000 31,894,612 4,100,000 4,282,878 2,050,000 20,650,000 23,800,000 23,800,000 7,460,000 7,516,395 10,006,000 34,266,000 34,266,990 860,000 863,073 8,800,000 8,800,000 50,000 2,450,000 2,500,000 2,500,000 3,001,000 6,338,000 9,915,000 9,915,000 1,030,000 1,030,000 5,150,000 5,150,000 41,503,000 $ 35,543,000 $ 197,803,000 $ 218,332,730 Funding Source Highway User Revenue Funds Partnership Contributions/IGA/IDA Grant Funds Previous Cost by Sub-Project Actuals T195 - Northern Ave: SR 303 to Grand $ 3,929,776 $ T199 - Dobson RD Bridge @ Salt River 3,820,568 T305 - Power Rd Pecos To Santan Fwy 16,603 T339 - Gilbert Rd Bridge 3,517 T341 - El Mirage Picerne to Bell 16,797 T342 - McKellips Rd - SR 101 to Alma School T344 - El Mirage Northern to Olive 2,236 T347 - Northern Parkway: Dysart to 111th/Auga Fria T367 - El Mirage: Olive to Cactus T369 - Northern Parkway: Reems/Litchfield Overpass T370 - Thunderbird: El Mirage to Grand T372 - Northern Parkway: Northern Ave at L101 Bin ALCP Project Reserve Project Total $ 7,789,496 $ Operating Cost Summary: Projected Year 1 FY 2011 FY 2012 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 2013 Year 3 FY 2014 Year 4 FY 2015 Year 5 FY 2016 1,416,964 $ 1,442,614 $ 1,493,334 $ 1,545,799 2,038,010 2,074,903 2,147,853 2,223,314 664,764 676,798 700,593 725,207 4,119,738 $ 4,194,315 $ 4,341,781 $ 4,494,320 Costs 1,295,952 $ 1,394,817 $ 1,400,596 $ 1,476,891 $ 1,500,776 $ 1,599,069 1,863,960 1,999,172 2,014,469 2,114,323 2,158,557 2,284,208 607,992 645,402 657,085 680,188 704,085 730,002 3,767,904 $ 4,039,391 $ 4,072,150 $ 4,271,402 $ 4,363,418 $ 4,613,279 Net User Department Operating Costs (post less current) Personal Sevices $ $ 59,986 $ Supplies & Services 79,294 Capital Outlay 19,170 Total $ $ 158,450 $ Note: Negative Net User Department Operating Costs indicates partner assumes 1026 (16,368) $ 34,277 $ (23,541) 39,421 (7,679) 3,390 (47,588) $ 77,087 $ maintenance responsibilities 7,442 $ 10,704 3,491 21,637 $ 53,269 60,894 4,795 118,958 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Partnership Support Managing Department: Project Partner(s): Capital Improvement Transportation See Project Descriptions Scheduled Completion Dates: Improvement Special Projects Small Cities Assistance Program Buckeye Annexation Arizona Benchmarking Study Iron Avenue District TBD TBD 4 All 2 Scheduled Payment Date 4th QTR 2012 4th QTR 2012 1st QTR FY 2012 On–going 1st QTR FY 2012 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 $500K to Small Cities Transportation Assistance Program (SCTAP) projects which will be selected by the Transportation Advisory Board at a future meeting. 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 2012 amount is $400K which is the fourth and final payment. 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 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 2010 due to budget issues. A total of $35K has been set aside in the event the study is continued in FY 2012 by the member agencies. T388 – Iron Avenue The County will contribute $250K to the City of Mesa for improvements to Iron Avenue. 1027 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Funding/Cost Summary: Previous Projected Funding Source Actuals FY 2011 Highway User Revenue Funds $ 2,663,648 $ 483,901 Partnership Contributions/IGA/IDA 2,499,998 416,667 Project Total $ 5,163,646 $ 900,568 Previous Projected Cost by Sub-Project Actuals FY 2011 T003 - Special Projects $ 2,571,054 $ T009 - Small Cities Assist Prog 1,872,592 500,568 T284 - Buckeye Annexation 700,000 400,000 T302 - AZ Benchmarking Study 20,000 T388 - Iron Ave IGA Bin PSUP Project Reserve Project Total $ 5,163,646 $ 900,568 $ $ $ $ Year 1 FY 2012 2,408,333 416,667 2,825,000 Year 1 FY 2012 1,510,000 500,000 400,000 35,000 250,000 130,000 2,825,000 $ $ $ $ Year 2 FY 2013 1,758,333 416,667 2,175,000 Year 2 FY 2013 1,510,000 500,000 35,000 130,000 2,175,000 Operating Cost Summary: Not applicable 1028 $ $ $ $ Year 3 FY 2014 1,758,333 416,667 2,175,000 Year 3 FY 2014 1,510,000 500,000 35,000 130,000 2,175,000 $ $ $ $ Year 4 FY 2015 1,723,333 416,667 2,140,000 Year 4 FY 2015 1,510,000 500,000 130,000 2,140,000 $ $ $ $ Year 5 FY 2016 1,723,333 416,667 2,140,000 Year 5 FY 2016 1,510,000 500,000 130,000 2,140,000 5-Year Total $ 9,371,665 2,083,335 $ 11,455,000 5-Year Total $ 7,550,000 2,500,000 400,000 105,000 250,000 650,000 $ 11,455,000 Total Project $ 12,519,214 5,000,000 $ 17,519,214 Total Project $ 10,121,054 4,873,160 1,500,000 125,000 250,000 650,000 $ 17,519,214 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Pavement Preservation Managing Department: Project Partner(s): Capital Improvement Transportation None Scheduled Completion Dates: Improvement Gilbert Road Low Water Crossing Flood Repair McDowell Road: Perryville Road to ½ mile east Miller Road: Interstate 10 (I– 10) to one mile north Sun City West Mill and Overlay Ph 2 Buckeye Yard Improvements Vehicle Locating System and Radio Upgrade District 1,2 4 4 4 4 N/A Scheduled Completion 2nd QTR FY 2012 4th QTR FY 2013 4th QTR FY 2013 2nd QTR FY 2012 4th QTR FY 2013 4th QTR FY 2013 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: T285 – Gilbert Road Low Water Crossing Flood Repair The crossing was washed out by releases from Granite Reef Dam in the midst of construction. The construction project was stopped and a damage assessment made. Construction will begin this summer and be complete in FY 2012. A total of $445K is budgeted to complete the project. 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 2012 for the purchase of the radios $2.4M to complete the total project. If funding is available this project will be accelerated. 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 $586K with $90K budgeted in FY 2012 to complete design. 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 $562K with $90K budgeted in FY 2012 to complete design. T377 - Sun City West Mill and Overlay Phase 2 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 $6M with $1.2M budget in FY 2012 to complete the project. 1029 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement T378 - Buckeye Yard Improvements The Buckeye Yard needs major repairs to it septic system and well water system. These repairs will be started and the building replaced. Total cost is estimated to be $2.7M with $1.2M budgeted in FY 2012 to start the project. In addition to the above project a$10M has been budget for overlay projects. Funding/Cost Summary: Previous Funding Source Actuals Highway User Revenue Funds $ 2,113,247 Project Total $ 2,113,247 Previous Cost by Sub-Project Actuals T285 - Gilbert Rd LWC Flood Repair $ 1,181,669 T291 - VLS and Radio Upgrade 909,698 T337 - McDowell Rd Perryville to 1/2 m east 2,514 T338 - Miller Rd I-10 to 1 m north 19,367 T377 - Sun City West Mill and Overlay Ph 2 T387 - Buckeye Yard Improvements Bin PAVE Project Reserve Project Total $ 2,113,247 Projected FY 2011 $ 5,401,446 $ 5,401,446 Projected FY 2011 $ 346,283 222,000 53,709 13,488 4,765,966 $ 5,401,446 Year 1 FY 2012 $ 13,580,000 $ 13,580,000 Year 1 FY 2012 $ 445,000 595,000 90,000 90,000 1,180,000 1,150,000 10,030,000 $ 13,580,000 Year 2 FY 2013 $ 9,070,000 $ 9,070,000 Year 2 FY 2013 $ 640,000 440,000 440,000 1,520,000 6,030,000 $ 9,070,000 Year 3 FY 2014 $ 4,030,000 $ 4,030,000 Year 3 FY 2014 $ 4,030,000 $ 4,030,000 Year 4 FY 2015 $ 4,030,000 $ 4,030,000 Year 4 FY 2015 $ 4,030,000 $ 4,030,000 Year 5 FY 2016 $ 4,030,000 $ 4,030,000 Year 5 FY 2016 $ 4,030,000 $ 4,030,000 5-Year Total $ 34,740,000 $ 34,740,000 5-Year Total $ 445,000 1,235,000 530,000 530,000 1,180,000 2,670,000 28,150,000 $ 34,740,000 Total Project $ 42,254,693 $ 42,254,693 Total Project $ 1,972,952 2,366,698 586,223 562,855 5,945,966 2,670,000 28,150,000 $ 42,254,693 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 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 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 $ Net User Department Operating Costs (post less current) Personal Sevices $ Supplies & Services Capital Outlay Total $ - $ $ 47,673 $ 68,567 22,365 138,605 $ 49,103 $ 70,624 23,036 142,763 $ 50,576 $ 72,743 23,727 147,046 $ 52,093 $ 74,925 24,439 151,457 $ - - - - 1030 $ $ $ $ $ $ $ $ 53,656 77,173 25,172 156,001 - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Transportation Planning Managing Department: Project Partner(s): Capital Improvement Transportation Town of Buckeye and the City of Surprise Scheduled Completion Dates: Study Deer Valley Parkway: US 60 to Turner Parkway Wild Rose Parkway: Sun Valley to US 60 Candidate Assessment Reports #1,2 & 3 District Scheduled Completion 4 4th quarter of FY 2013 4 4th quarter of FY 2013 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 2012 for planning studies. Study Descriptions: T005 – Deer Valley Parkway: US 60 to Turner Parkway This Parkway Feasibility Study will focus only on corridor feasibility and alignment. The Town of Buckeye and the City of Surprise are within the 13 mile study corridor. The estimated study cost is $350K. The study is planned for completion in FY 2013. T005 – Wild Rose Parkway: Sun Valley to US 60 This Parkway Feasibility Study will focus only on corridor feasibility and alignment. The Town of Buckeye and the City of Surprise are within the 11 mile study corridor. The estimated study cost is $350K. The study is planned for completion in FY 2013. Funding/Cost Summary: Previous Funding Source Actuals Highway User Revenue Funds $ 8,492,639 Project Total $ 8,492,639 Previous Cost by Sub-Project Actuals T005 - Candidate Assessment Reports $ 8,492,639 Bin TPLN Project Reserve Project Total $ 8,492,639 Projected FY 2011 $ 1,392,655 $ 1,392,655 Projected FY 2011 $ 1,392,655 $ 1,392,655 Year 1 FY 2012 $ 1,630,000 $ 1,630,000 Year 1 FY 2012 $ 1,400,000 230,000 $ 1,630,000 Year 2 FY 2013 $ 1,630,000 $ 1,630,000 Year 2 FY 2013 $ 1,400,000 230,000 $ 1,630,000 Operating Cost Summary: Not applicable 1031 Year 3 FY 2014 $ 1,630,000 $ 1,630,000 Year 3 FY 2014 $ 1,400,000 230,000 $ 1,630,000 Year 4 FY 2015 $ 1,630,000 $ 1,630,000 Year 4 FY 2015 $ 1,400,000 230,000 $ 1,630,000 Year 5 FY 2016 $ 1,630,000 $ 1,630,000 Year 5 FY 2016 $ 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 $ 18,035,294 $ 18,035,294 Total Project $ 16,885,294 1,150,000 $ 18,035,294 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Right-of-Way Managing Department: Project Partner(s): Capital Improvement 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 2012 budget is $100K to acquire right-of-way when identified. Funding/Cost Summary: Previous Funding Source Actuals Highway User Revenue Funds $ 6,703,931 Project Total $ 6,703,931 Previous Cost by Sub-Project Actuals T008 - Prop Mgmt /Prior Years Projects $ (145,444) T011 - ROW In-Fill/Road Inventory Sys 6,849,375 Bin RWAY Project Reserve Project Total $ 6,703,931 Projected FY 2011 $ 158,704 $ 158,704 Projected FY 2011 $ 18,705 139,999 $ 158,704 Year 1 FY 2012 $ 280,000 $ 280,000 Year 1 FY 2012 $ 50,000 100,000 130,000 $ 280,000 Year 2 FY 2013 $ 280,000 $ 280,000 Year 2 FY 2013 $ 50,000 100,000 130,000 $ 280,000 Operating Cost Summary: Not applicable 1032 Year 3 FY 2014 $ 280,000 $ 280,000 Year 3 FY 2014 $ 50,000 100,000 130,000 $ 280,000 Year 4 FY 2015 $ 280,000 $ 280,000 Year 4 FY 2015 $ 50,000 100,000 130,000 $ 280,000 Year 5 FY 2016 $ 280,000 $ 280,000 Year 5 FY 2016 $ 50,000 100,000 130,000 $ 280,000 5-Year Total $ 1,400,000 $ 1,400,000 5-Year Total $ 250,000 500,000 650,000 $ 1,400,000 Total Project $ 8,262,635 $ 8,262,635 Total Project $ 123,261 7,489,374 650,000 $ 8,262,635 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Safety Improvements Managing Department: Project Partner(s): Capital Improvement Transportation None Scheduled Completion Date: Improvement Indian School Road at Beardsley Canal New River Road: Skunk Creek to Country Road MC 85 at 83rd Ave New River Rd: I-17 Frontage Rd to 27th Ave District Scheduled Completion 4 4th quarter of FY 2012 4th quarter of FY 2014 3 4th quarter of FY 2015 3 3 4th quarter of FY 2015 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 $1.4M. The Maricopa Water District requested additional right-of-way for utility relocation delaying the start of construction. T312 – New River Road: Skunk Creek to Country Road This project will add a dual center turning lane, paved shoulders, drainage improvement and alignment improvements eliminating the S–curve west of Figs Springs so the traveling public will have a safer commute. The estimated cost is $8M with $2M budgeted in FY 2012 to complete design and begin buying right-of-way. Construction is tentatively planned for FY 2014. T345 – MC 85 at 83rd Avenue This project will add a dual center turning lane, improve the 83rd Avenue intersection so the traveling public will have a safer commute. The estimated cost is $9.8M with $750K budgeted in FY 2012 to complete design and begin buying right-of-way. Construction is tentatively planned for mid FY 2014. T376 - New River Road: I-17 Frontage Rd to 27th Avenue This project will add a dual center turning lane, paved shoulders, drainage improvement and alignment improvements so the traveling public will have a safer commute. The estimated cost is $11.1M with $250K budgeted in FY 2012 to start design. Construction is tentatively planned to start in FY 2014. 1033 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Funding/Cost Summary: Previous Actuals $ 698,856 Project Total $ 698,856 Previous Cost by Sub-Project Actuals T277 - Indian School Road at Beardsley Canal $ 153,771 T312 - New River Rd: Skunk Creek to Country Rd 545,085 T345 - MC 85 at 83rd Ave and center turn lane expansion T376 - New River Rd: I-17 Frontage Rd to 27th Ave Bin SAFE Project Reserve Project Total $ 698,856 Funding Source Highway User Revenue Funds Projected FY 2011 $ 1,057,250 $ 1,057,250 Projected FY 2011 $ 59,105 207,497 604,010 186,638 $ 1,057,250 $ $ $ $ Year 1 FY 2012 4,730,000 4,730,000 Year 1 FY 2012 1,180,000 2,040,000 750,000 250,000 510,000 4,730,000 Operating Cost Summary: Not applicable 1034 $ $ $ $ Year 2 FY 2013 8,170,000 8,170,000 Year 2 FY 2013 2,620,000 1,500,000 3,540,000 510,000 8,170,000 $ $ $ $ Year 3 FY 2014 10,155,000 10,155,000 Year 3 FY 2014 2,550,000 3,525,000 3,570,000 510,000 10,155,000 $ $ $ $ Year 4 FY 2015 7,555,000 7,555,000 Year 4 FY 2015 3,475,000 3,570,000 510,000 7,555,000 Year 5 FY 2016 $ 510,000 $ 510,000 Year 5 FY 2016 $ 510,000 $ 510,000 $ $ $ $ 5-Year Total 31,120,000 31,120,000 5-Year Total 1,180,000 7,210,000 9,250,000 10,930,000 2,550,000 31,120,000 $ $ $ $ Total Project 32,876,106 32,876,106 Total Project 1,392,876 7,962,582 9,854,010 11,116,638 2,550,000 32,876,106 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Traffic Improvements Managing Department: Capital Improvement Transportation T272 Gila River Indian Community T281 Town of Queen Creek Scheduled Completion Dates: Improvement McDowell & McKellips Intersections Southern at Meridian Road Bell Road intersections Olive at Cotton Lane District 2 2 4 4 1 4 4 4 4 Elliot at Sossaman Olive at Reems Peoria and Olive signal Upgrades Meeker at Wilson Way R H Johnson at Trail Ridge Traffic Calming Broadway at Watson Baseline at Miller Olive at Sarival Fire Station at 99th Ave and Sun City Blvd Peoria at 99th Ave All 4 4 4 4 4 Scheduled Completion 4th Qtr FY 2012 4th Qtr FY 2012 4th Qtr FY 2012 4th Qtr FY 2013 3rd Qtr FY 2013 4th Qtr FY 2013 4th Qtr FY 2012 4th Qtr FY 2012 3rd Qtr FY 2013 On-going 2nd Qtr FY 2014 2nd Qtr FY 2014 4th Qtr FY 2013 1st Qtr FY 2012 3rd Qtr FY 2012 Purpose Statement: The purpose of the 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: T004 – Warranted Traffic Improvements The purpose of this Warranted Traffic Improvements 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 proposed traffic signals and 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. A total of $2M is budgeted for scoping studies in FY 2012. T290 – McDowell Road at 92nd Street, Alma School, and Longmore, and, at two intersections on McKellips Road at Alma School and at 92nd Street This project will install intelligent transportation system equipment at three intersections on McDowell Road at 92nd Street, Alma School, and Longmore; and, at two intersections on McKellips Road at Alma School and at 92nd Street. Design is currently in progress with $295K budget for FY 2012 to complete construction. 1035 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement 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 and is budgeted in FY 2012. 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 estimated cost to complete the project is $815K and is budgeted in FY 2012. T324 – Olive at Cotton Lane This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost to complete the project is $2M with $170K budgeted in FY 2012 to begin design. T333 – Elliot at Sossaman This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost to complete the project is $1M with $120K budgeted in FY 2012 to purchase right-of-way. T334 – Olive at Reems This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost to complete the project is $2.5M with $720K budgeted in FY 2012 to complete design and relocate utilities. T335 – Peoria and Olive Signal Upgrades This project will replace obsolete traffic signals to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost of completion of the project is $900K with $818K budgeted in FY 2012 to complete the installation. T357 – Meeker at Wilson Way This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost of completion of the project is $647K with $555K budgeted in FY 2012 to complete the installation. T358 – R H Johnson at Trail Ridge This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost of completion of the project is $407K with $355K budget in FY 2012 to complete the installation. T365 – Traffic Calming This project will install speed bumps and other devices on local roads to reduce traffic speed and make other minor improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. A total of $200K is budgeted in FY 2012 for this effort. 1036 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement T373 – Broadway at Watson This project will replace obsolete traffic signals to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost to complete the project is $125K which is planned for FY 2014. T374 – Baseline at Miller This project will replace obsolete traffic signals to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost to complete the project is $125K which is planned for FY 2014. T378 – Olive at Sarival This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost of completion of the project is $3.9M with $420K budgeted in FY 2012 to start design. T379 – Fire Station at 99th Avenue and Sun City Boulevard At the request of the Fire Marshall, this project will install traffic signals to allow emergency vehicles to safely exit the station and safely enter traffic in response to an emergency call. The estimated cost of the project is $57K with $43K budget in FY 2012 to complete the installation T380 – Peoria at 99th Avenue This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. The estimated cost of completion of the project is $380K with $350K budgeted in FY 2012 to complete the installation. In addition to the above project a scoping study will be conducted for: T391 – Avondale Blvd at MC 85 Requested by the City of Avondale, this study will investigate the need for pedestrian, vehicle and railroad safety improvements at this intersection. Total cost of the study is $85K with $40K budgeted in FY 2012 to complete the scoping study. 1037 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement Funding/Cost Summary: Previous Actuals $ 1,905,288 Project Total $ 1,905,288 Previous Cost by Sub-Project Actuals T004 - Warranted Traffic Improvements $ 1,264,780 T290 - Traffic signal Upgrade 5 locations 3,929 T315 - Southern at Meridian 242,120 T323 - Sun City Signal Upgrades on Bell Rd 243,809 T324 - Olive Ave at Cotton Lane 51,763 T333 - Elliot Rd at Sossaman 43,773 T334 - Olive at Reems 22,906 T335 - Peoria and Olive Ave Signal Upgrades 18,768 T357 - Meeker at Wilson Way 13,439 T358 - RH Johnson at Trail Ridge T365 - Traffic Calming T373 - Broadway at Watson Signal Installation T374 - Baseline at Miller Signal Installation T378 - Olive at Sarival T379 - Fire Station 99th Ave and Sun City Blvd T380 - Peoria at 99th Ave T391 - Avondale at MC 85 Bin TIMP Project Reserve Project Total $ 1,905,288 Funding Source Highway User Revenue Funds Projected FY 2011 $ 1,353,049 $ 1,353,049 Projected FY 2011 $ 3,239 28,707 192,296 539,133 1,297 157,637 30,002 64,121 78,595 52,487 64,106 51,549 14,880 30,000 45,000 $ 1,353,049 $ $ $ $ Year 1 Year 2 FY 2012 FY 2013 8,400,000 $ 9,940,000 8,400,000 $ 9,940,000 Year 1 Year 2 FY 2012 FY 2013 1,970,000 $ 2,000,000 295,000 1,510,000 815,000 170,000 1,800,000 120,000 720,000 720,000 1,740,000 817,500 555,000 355,000 200,000 200,000 420,000 3,450,000 42,500 350,000 40,000 20,000 30,000 8,400,000 $ 9,940,000 $ $ $ $ Year 3 FY 2014 2,480,000 2,480,000 Year 3 FY 2014 2,000,000 200,000 125,000 125,000 30,000 2,480,000 $ $ $ $ Year 4 FY 2015 2,230,000 2,230,000 Year 4 FY 2015 2,000,000 200,000 30,000 2,230,000 $ $ $ $ Year 5 FY 2016 2,230,000 2,230,000 Year 5 FY 2016 2,000,000 200,000 30,000 2,230,000 $ $ $ $ 5-Year Total 25,280,000 25,280,000 5-Year Total 9,970,000 295,000 1,510,000 815,000 1,970,000 840,000 2,460,000 817,500 555,000 355,000 1,000,000 125,000 125,000 3,870,000 42,500 350,000 40,000 140,000 25,280,000 $ $ $ $ Total Project 28,538,337 28,538,337 Total Project 11,238,019 327,636 1,944,416 1,597,942 2,023,060 1,041,410 2,512,908 900,389 647,034 407,487 1,064,106 125,000 125,000 3,921,549 57,380 380,000 85,000 140,000 28,538,337 Operating Cost Summary: Projected Year 1 Year 2 FY 2011 FY 2012 FY 2013 Current Project Operating Costs for User Department Personal Sevices $ 703,638 $ 817,542 $ 899,601 $ Supplies & Services 790,650 918,698 1,010,910 Capital Outlay Total $ 1,494,288 $ 1,736,240 $ 1,910,511 $ Year 3 FY 2014 Year 4 FY 2015 Year 5 FY 2016 942,750 $ 1,026,520 $ 1,114,468 1,059,399 1,153,534 1,252,364 2,002,149 $ 2,180,054 $ 2,366,832 Post Construction User Department Operating Costs Personal Sevices $ 793,730 $ 873,399 $ 915,291 $ 969,686 $ 1,054,264 $ 1,143,044 Supplies & Services 891,940 981,466 1,028,543 1,089,667 1,184,711 1,284,476 Capital Outlay Total $ 1,685,670 $ 1,854,865 $ 1,943,834 $ 2,059,353 $ 2,238,975 $ 2,427,520 Net User Department Operating Costs (post less current) Personal Sevices $ 90,092 $ Supplies & Services 101,290 Capital Outlay Total $ 191,382 $ 55,857 $ 62,768 118,625 $ 1038 15,691 $ 17,632 33,323 $ 26,936 $ 30,269 57,204 $ 27,744 $ 31,177 58,920 $ 28,576 32,112 60,688 Maricopa County Annual Business Strategies FY 2012 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 $500K in FY 2012. 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 $7M has been budgeted 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 $868K 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 $1.5M is budget for scoping studies and investigations. Funding/Cost Summary: Previous Funding Source Actuals Highway User Revenue Funds $ 7,124,353 Project Total $ 7,124,353 Previous Cost by Sub-Project Actuals T001 - TIP Development $ 3,153,793 T002 - Project Reserves Account 2,211,407 T006 - Unallocated Force Account 30,820 T012 - General Civil Engineering 1,728,333 Project Total $ 7,124,353 Projected FY 2011 $ 387,030 $ 387,030 Projected FY 2011 $ 416,048 42,094 $ 458,142 $ $ $ $ Year 1 FY 2012 9,939,279 9,939,279 Year 1 FY 2012 500,000 7,000,000 868,167 1,500,000 9,868,167 $ $ $ $ Year 2 FY 2013 9,288,167 9,288,167 Year 2 FY 2013 500,000 5,000,000 1,788,167 2,000,000 9,288,167 Operating Cost Summary: Not applicable 1039 $ $ $ $ Year 3 FY 2014 8,013,167 8,013,167 Year 3 FY 2014 450,000 5,000,000 963,167 1,600,000 8,013,167 $ $ $ $ Year 4 FY 2015 10,543,167 10,543,167 Year 4 FY 2015 450,000 5,000,000 1,993,167 3,100,000 10,543,167 $ $ $ $ Year 5 FY 2016 9,913,167 9,913,167 Year 5 FY 2016 450,000 5,000,000 1,463,167 3,000,000 9,913,167 5-Year Total $ 47,696,947 $ 47,696,947 5-Year Total $ 2,350,000 27,000,000 7,075,835 11,200,000 $ 47,625,835 Total Project $ 55,208,329 $ 55,208,329 Total Project $ 5,919,841 29,211,407 7,106,655 12,970,427 $ 55,208,329 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Capital Improvement 1040 Maricopa County Annual Business Strategies FY 2012 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, 2010. 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, 2010. 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, 2010. 1041 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona As of June 30, 2010 Year Ending June 30 2006 2007 2008 2009 2010 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 81,188,067 181,245,043 173,670,000 163,900,000 153,285,000 9,212,000 6,812,000 4,612,000 0 0 154,267 103,077 82,519 193,591 174,442 5,115,000 4,715,000 4,295,000 3,850,000 3,385,000 546,202 205,765 0 0 0 50,093,644 51,135,339 14,956,315 16,312,891 33,039,132 $ 112,528,427 $ 226,120,017 $ 232,753,163 $ 219,078,930 $ 171,800,757 $ 36,933 $ 29,957 $ 0 $ 0 $ 0 $ 36,933 $ 29,957 $ 0 $ 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. 1042 Maricopa County Annual Business Strategies FY 2012 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. 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. 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 1043 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service 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. 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. 1044 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service The following table represents the County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 2009-10 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2009-10 Secondary Assessed Valuation 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 57,984,051,727 $ 8,697,607,759 8,697,607,759 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. Examples of the rating systems are: RATING AGENCIES BOND RATINGS Explanation of corporate/municipal bond ratings Premium quality High quality Medium quality 1045 Fitch Moody’s Standard & Poor’s AAA AA A Aaa Aa A AAA AA A Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service 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 Maricopa County’s issuer credit rating for general obligation bonds received a change in scale on May 1, 2010 from Aa1 to Aaa from Moody’s Investor Service. Moody's recalibrated its US municipal ratings from the municipal scale to the global scale to enhance the comparability of its credit ratings across its rated universe. The County’s lease revenue bonds received a change in scale from a bond rating of Aa2 to Aa1 and its Certificates of Participation, Series 2000, received a change in scale from Aa3 to Aa2, effective May 1, 2010. The recalibration does not reflect a change in credit quality or a change in credit opinion of an issue or issuer, the recalibration is simply a change in scale. Moody's Investor Service - Change to Global Scale May 1, 2010 Standard & Poor’s Rating Service affirmed its 'AAA' issuer credit rating (ICR) for Maricopa County’s General Obligation bonds on March 28, 2011. Standard & Poor’s also affirmed its bond rating of ‘AA+’ for Maricopa County’s Lease Revenue and Refunding Bonds, Series 2007A and 2007B. Standard & Poor’s Rating Service Press Release dated March 28, 2011, states “The issuer credit rating reflects what we view as the county's consistently strong and improving general fund financial position despite declines in revenue due to the recent economic downturn and the county's proactive budget adjustments…. We believe Maricopa County's strong financial management, reflected in its proactive budgetary adjustments and continued strong reserves, continues to provide support for the 'AAA' rating.” Fitch Ratings affirmed its 'AAA' issuer credit rating (ICR) for Maricopa County’s General Obligation bonds on April 1, 2011. Fitch Ratings also affirmed its bond rating of AA+ on Maricopa County’s Lease Revenue bonds and Certificates of Participation. Fitch Ratings Press Release dated April 1, 2011, states “County management is tenured and has demonstrated the ability to date to respond effectively to deteriorating economic and revenue forces and maintains a solid financial posture; Fitch has consistently noted management as a positive credit factor….. Despite the economic pressures and their impact on various revenue sources, the county’s financial profile remains healthy. Operating reserves remain robust, as management has adjusted spending levels over the past several fiscal years.” Additional information on Maricopa County's bond ratings and the bond rating recalibration can be viewed on the Department of Finance’s webpage at the following location: http://www.maricopa.gov/Finance/debt.aspx 1046 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service The following illustrates a history of the County’s various debt ratings. Type of Debt General Obligation Fitch AAA AAA AA+ AA AA Date Date Date Rating Rating Standard & Rating Assigned Moody's Assigned Poor's Assigned 4/01/11 Aaa 5/01/10 AAA 3/28/11 4/25/07 Aa1 4/30/09 AAA 3/21/07 11/11/03 Aa1 4/26/07 A+ 4/11/97 12/4/01 Aa3 12/6/01 A 5/27/94 4/5/00 Aa3 5/26/00 AA 6/2/76 A-1 11/6/98 A-2 3/17/97 A 6/13/94 Aa 7/26/93 Aa-1 8/21/81 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. 1047 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA Audited 6/30/09 GOVERNMENTAL ACTIVITES Lease Revenue Bonds (5) Certificates of Participation (5) Capital Leases Direct Net Debt Overlapping Debt (1) Overall Net Debt Audited 6/30/10 Projected 6/30/11 Projected 6/30/12 $ 163,900,000 $ 153,285,000 $ 142,140,000 $ 131,555,000 3,850,000 3,385,000 2,895,000 2,375,000 51,135,339 14,956,315 6,557,176 13,583 $ 218,885,339 $ 171,626,315 $ 151,592,176 $ 133,943,583 7,904,280,982 8,334,595,733 8,777,099,892 9,284,621,276 $ 8,123,166,321 $ 8,506,222,048 $ 8,928,692,068 $ 9,418,564,859 Population Estimate (2) Full Value of Taxable Property (3) $ 4,023,331 516,184,657 $ 4,217,427 444,097,352 $ 4,328,379 363,787,640 $ Ratios (4) Direct Net Debt Per Capita $ 54 $ 41 $ 35 $ 30 Overall Net Debt Per Capita $ 2,019 $ 2,017 $ 2,063 $ 2,122 Direct Net Debt As Percentage Of Full Value Property Overall Net Debt As % Of FV Property FV Property Per Capita $ 0.042% 0.039% 1.57% 1.92% 128,298 $ 105,301 $ 0.042% 2.45% 84,047 $ 4,438,459 360,149,764 0.037% 2.62% 81,143 Notes: (1) Projected overlapping debt for 2011 and 2012 was based on a three year average increase for general obligation Bonds: Cities, Towns, School Districts and Special Assessment Districts. Source: www.azdor.gov/ReportsResearch/ReportofBondedIndebtedness.aspx (2) Projections for 2010, 2011 and 2012 are based on estimates provided by the Department of Economic Security. Source: www.workforce.az.gov (3) Full Cash Value Taxable Property Estimates: 2011 and 2012 provided by Maricopa County Assessor’s Office (in thousands of dollars). (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 (5) 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. 1048 Maricopa County Annual Business Strategies FY 2012 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, 2010, the County had no outstanding general obligation debt, (0.00% of taxable property), while the 6 percent limit was $3,479,043,104 and the 15 percent limit was $8,697,607,759. Lease Revenue Bonds On June 1, 2001, the Maricopa County Public Finance Corporation issued $124,855,000 of Lease Revenue Bonds to pay for the acquisition of, construction of, and equipment for the Public Service Building, Forensic Science Center, Superior Court Customer Service Center, parking garages, and related projects. 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 being made by the County. Bonds maturing on and after July 1, 2012, are subject to optional redemption in increments of $5,000 on July 1, 2011, 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 December 3, 2003, the Maricopa County Public Finance Corporation issued $16,880,000 of Lease Revenue Refunding Bonds for the current refunding of various certificates of participation (Series 2000, 1996, 1994, and 1993), capital leases, and an installment purchase contract, which were legally defeased as of June 1, 2004. The County will be obligated to make lease payments to extinguish the refunding debt when due until all lease payments under the lease have been paid. The County’s obligation to make lease payments will be subject to and dependent upon annual appropriations being made by the County. The bonds are not subject to optional redemption prior to maturity; however, in the event of nonappropriation, the bonds would terminate and be subject to special mandatory redemption at par plus accrued interest, without premium. On August 9, 2005, the Maricopa County Public Finance Corporation defeased a portion of the Lease Revenue Bonds, Series 2001, in the amount of $10,605,000. The County contributed the cash to 1049 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service advance refund the bonds, which mature on July 1, 2006 through July 1, 2015. Bonds maturing on and after July 1, 2012, are callable on July 1, 2011, and are redeemable at par plus accrued interest. The outstanding principal balance of $6,000,000 will be paid by investments held in an irrevocable trust with a fair value of $7,146,209. Accordingly, the trust account assets and liability for these defeased bonds are not included in the County’s financial statements. This portion of the lease revenue bonds was initially entered into by the Maricopa County Medical Center, which was transitioned to the Maricopa County Special Health Care District, a separate legal entity, on January 1, 2005. As a result of the transition, the Maricopa County Medical Center transferred this obligation to the County and the District reimburses the County for the principal and interest associated with this debt in accordance with the intergovernmental agreement between the County and the District. Although the County defeased this portion of the bonds, the District is still obligated to reimburse the County for the applicable principal and interest pursuant to the intergovernmental agreement. On May 23, 2007, the Maricopa County Public Finance Corporation issued $108,100,000 of Lease Revenue Bonds to pay for the acquisition, construction, and renovation of 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. 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 being made by the County. Bonds maturing on and 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. SUMMARY OF LEASE REVENUE BOND PRINCIPAL AMOUNTS OUTSTANDING BY ISSUE As of June 30, 2010 Bond Issue 2001 Lease Revenue Bonds 2003 Lease Revenue Refunding Bonds 2007A Lease Revenue Bonds 2007B Lease Revenue Refunding Bonds Total Amount $ 14,740,000 2,370,000 103,335,000 32,840,000 $ 153,285,000 1050 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2010 Year Ending June 30 2011 2012 2013 2014 2015 2016-20 2021-25 2026-30 2031-32 Total $ $ Principal 11,145,000 10,585,000 11,205,000 11,375,000 11,840,000 28,255,000 24,235,000 30,565,000 14,080,000 153,285,000 Interest 6,630,595 6,103,790 5,602,040 5,118,505 4,579,180 17,505,325 12,241,620 5,819,825 497,000 $ 64,097,880 $ Total Debt Service $ 17,775,595 16,688,790 16,807,040 16,493,505 16,419,180 45,760,325 36,476,620 36,384,825 14,577,000 $ 217,382,880 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, 2010 Year Ending June 30 2011 2012 2013 2014 2015 2016 Total Principal $ 1,603,528 1,075,113 1,132,999 1,197,388 1,261,778 1,335,273 $ 7,606,079 $ $ Interest 363,562 297,639 237,723 174,162 106,848 36,231 1,216,165 Total Debt Service $ 1,967,090 1,372,752 1,370,722 1,371,550 1,368,626 1,371,504 $ 8,822,244 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 1051 Maricopa County Annual Business Strategies FY 2012 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, 2010 Bond Issue Queen Creek Water Marquerite Drive 7th Street North Plymouth Street Total Amount $ 17,728 3,212 22,130 131,372 $ 174,442 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, 2010. 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. SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2010 Certificate of Participation Issues Total Certificates of Participation, Series 2000 1052 $ Amount 3,385,000 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service DEBT SERVICE REQUIREMENTS TO MATURITY Certificates of Participation Maricopa County, Arizona As of June 30, 2010 Governmental Activities Year Ending June 30 2011 2012 2013 2014 2015 2016 Total Principal $ 490,000 520,000 545,000 575,000 610,000 645,000 $ 3,385,000 $ $ Interest 166,000 $ 140,490 113,060 83,653 51,945 17,737 572,885 $ Total Debt Service 656,000 660,490 658,060 658,653 661,945 662,737 3,957,885 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, 2010. Capital Leases Governmental Activities Maricopa County, Arizona Fiscal Year Ending June 30, 2010 2011 $ 8,741,834 2012 6,654,323 2013 13,758 Total minimum lease payments Less: Amount representing interest 1053 15,409,915 (453,600) Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service Short-Term Borrowing On July 1, 2009, the County renewed the $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, 2010. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2010, the County had not borrowed against the line of credit. The municipal revolving line of credit was renewed to June 30, 2011. On July 1, 2009, the County entered into a $5,325,903 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 June 30, 2010. The letter of credit was reserved against the municipal revolving line of credit. During fiscal year 2010, the letter of credit had not been drawn upon. The irrevocable standby letter of credit was renewed to July 1, 2011, for $5,649,751. 1054 Maricopa County Annual Business Strategies FY 2012 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 Chief Financial Officer coordinates the administration and issuance of debt, as designated by the County Manager. The Chief Financial Officer 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 Chief Financial Officer as the “designee” for administration of this policy. Use of Debt Financing Debt financing includes General Obligation Bonds, Revenue Bonds, Certificates of Participation, Lease/Purchase agreements, and other obligations permitted to be issued or incurred under Arizona law. Method of Sale Debt issues of the County may be sold by competitive, negotiated, or private placement sale methods unless otherwise limited by state law. The selected method of sale will be the option which is expected to result in the lowest cost and most favorable terms given the financial structure used, market conditions, and prior experience. Competitive Sale The County will use the competitive sale method unless there are compelling reasons which indicate that a negotiated sale or private placement would have a more favorable result due to prevailing conditions in the market, a financing structure which requires special pre-marketing efforts, or factors are present that are expected to result in an insufficient number of competitive bids. Advantages of using a competitive sale is that the issuer is getting the lowest net interest cost on that day 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. 1055 Maricopa County Annual Business Strategies FY 2012 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 Bond Counsel renders 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 The Financial Advisor advises 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. 1056 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service Continuing Disclosure of County Financial Information Annual financial statements and other pertinent credit information, including the Comprehensive Annual Financial Report (CAFR), will be provided by the County upon request. A copy of the CAFR can be viewed from the Maricopa County home page at: http://www.maricopa.gov/finance/. All material that has a pertinent bearing on County finances will be provided to the agencies that maintain a rating on County securities. The Chief Financial Officer shall be responsible for providing ongoing disclosure information to established national information repositories and for maintaining compliance with disclosure standards 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 1057 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Debt Service meeting with representatives of the rating agencies will be scheduled every few years or whenever a major project is initiated. Modification to Policies These policies will be reviewed annually and significant changes may be made with the approval of the County Manager. Significant policy changes will be presented to the Board of Supervisors for approval. 1058 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments Attachments Budgeting for Results Guidelines and Priorities Approved by the Board of Supervisors on December 13, 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 2012 is expected to decline by nearly $7.1 billion (15.1%) from FY 2011. The base budget will again 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 2012. Base Budget Targets: 1. 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 2011 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) Transfer of responsibility for payment of all “base” internal service charges from Non Departmental to specific user departments. e) Addition of central service cost allocation charges to funds that were not assessed these charges in FY 2011 and prior years. f) 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. 1059 Maricopa County Annual Business Strategies FY 2012 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 budget may provide for use of fund balances committed 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 committed for budget stabilization may be used to offset a portion of an operating deficit, so long as such use meets the criteria set forth in the Board’s budget adoption action and 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 2012 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. 1060 Maricopa County Annual Business Strategies FY 2012 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 1061 Maricopa County Annual Business Strategies FY 2012 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 adopt guidelines and priorities for results initiative requests. The Office of Management and 1062 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 1063 Maricopa County Annual Business Strategies FY 2012 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. 1064 Maricopa County Annual Business Strategies FY 2012 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. 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. 1065 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 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 monthly (except July) summary of budget variances by major fund and department or by lower appropriation level, and Office of Management and Budget will investigate any negative year-todate variances. 1066 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 11. Any departments with a negative year-to-date expenditure or revenue variance in the General and/or Detention Funds must provide a written explanation and corrective action plan to the Department of Finance and the Office of Management and Budget. Upon request, a written explanation and corrective action plan may also be required for negative variances in other funds. 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. 1067 Maricopa County Annual Business Strategies FY 2012 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 taxes 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 taxes 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 commit a portion of the fund balance in the General Fund for budget stabilization purposes. The General Fund committed balance will be sufficient to eliminate cash flow borrowing in the General Fund and in other funds as necessary. 2. Spendable beginning fund balances will be estimated and included in the annual budget. Fund balances may be appropriated for the following specific uses, consistent with the legallyauthorized purposes of the fund: • • • 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. Proceeds from the sale of real property will be set aside 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. 4. In cases where an expenditure can be funded by more than one component of fund balance (restricted, committed, assigned or unassigned), the following is the flow assumption: • First, expenditures will draw on unassigned fund balances, 1068 Maricopa County Annual Business Strategies FY 2012 Adopted Budget • • • Attachments Second, expenditures will draw on assigned fund balances (if applicable), Third, expenditures will draw on committed fund balances, and Fourth, expenditures will draw on restricted fund balances. 5. Use of fund balances must be consistent with the Tax Reduction Policy Guidelines, as outlined below. 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 burden at current or lower levels. 2. The Board of Supervisors/Board of Directors may reduce property taxes under the following conditions: • • • • • The tax reduction is sustainable for the foreseeable future according to reasonable and conservative forecasts. The budget is currently structurally balanced, e.g., recurring revenue exceeds recurring expenditures and will remain so into the future according to reasonable and conservative forecasts. The fund balance in the General Fund 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. 1069 Maricopa County Annual Business Strategies FY 2012 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). • Justification of why budget savings, including savings from deleted positions, should be used to create new positions and not result in a budget reduction 1070 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 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. 1071 Maricopa County Annual Business Strategies FY 2012 Adopted Budget • Attachments 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. 1072 Maricopa County Annual Business Strategies FY 2012 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  Each department/agency will develop and submit to the Office of Management and Budget a department/agency strategic plan as part of the budget process.  All strategic plans will be developed and presented to the Office of Management and Budget in required format as outlined in the Managing for Results Resource Guide. All strategic plans will be submitted according to the annual budget calendar. 1073 Maricopa County Annual Business Strategies FY 2012 Adopted Budget   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  The Office of Management and Budget and the Department of Finance will develop and maintain a financial structure aligned with the Managing for Results system.  The Board of Supervisors directs the Office of Management and Budget to review department/agency strategic plans and performance measures as a basis for making funding recommendations. 3. Reporting Results  Departments/Agencies will report quarterly to the Office of Management and Budget on their family of measures for budget and planning purposes according to the annual budget calendar.  The Office of Management and Budget will prepare and distribute a summary of measures. 4. Evaluating Results  Internal Audit will review and report on strategic plans and performance measures. 5. Decision Making and Accountability  The Board of Supervisors directs all Management to use performance information to manage activities effectively and efficiently.  Management will consider performance information in making policy and program decisions. 1074 Maricopa County Annual Business Strategies FY 2012 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. 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. 1075 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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.  Indirect costs will always be included (applied for) in the financial section of the grant application.  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. 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. 1076 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 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. 1077 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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 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 1078 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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 in-kind match before utilizing County Overhead (A-87). If the required match exceeds the amount of in-kind 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 in-kind impact. b) Departmental Indirect Cost Allocation Plan(s). The County’s 2 CFR Part 225 (OMB Circular A87) 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 A-87) 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. 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. 1079 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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 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. 1080 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 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 1081 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments Non Departmental Policy Purpose The purpose of this policy is to provide guidelines for development and administration of the Non Departmental 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 Board-approved special projects or initiatives Expenditure items will be listed in the Recommended budget, and individual items are subject to Board approval. Procedures Budget Process Non Departmental 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. 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 1082 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 1083 Maricopa County Annual Business Strategies FY 2012 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. 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 1084 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 1085 Maricopa County Annual Business Strategies FY 2012 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, structurallybalanced 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, b. A list of all Market Range Titles that will undergo furloughs, as well as the anticipated frequency and duration of the proposed furloughs. 1086 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 1087 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments Budget Calendar FY 2012 Budget Calendar 12/13/2010 Board Approves FY 2011-12 Budgeting for Results Guidelines and Priorities December OMB Issues Department Budget Targets, Internal Charges, Forms and Instructions Early Jan - Late Feb Departments Submit Budget Requests March and April 2011 Elected Official and Judicial Branch Budget Presentations to the Board of Supervisors 2/10/2011 Assessed Values and Levy Limits Reported by Assessor 3/11/2011 Departments Submit Final CIP Budgets Late Jan - Early Mar OMB Analyzes Department Budgets, Develops Recommendations March OMB and Departments Review Budget Recommendations April OMB Consolidates Budget, Prepares Budget Document 5/23/2011 FY 2012 Recommended Budget Presentation Tentative Adoption of FY 2012 Budget May - June Publication of Tentative Budget and Truth in Taxation Notice 6/20/2011 Final Adoption of FY 2012 Budget 8/15/2011 Adoption of the FY 2012 Property Tax Levy 1088 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments Fund Descriptions 100 General Fund: 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. 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. §22-284. 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. §12284.01. 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. 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. 1089 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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 lowincome 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. §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 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. 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. 1090 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. §11-475.01. 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 non-department specific grant activity. 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 1091 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. §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 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. §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 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. §13-1809 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, §131807, §13-2002 or §13-2310, whether by final judgment, settlement or 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 1092 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 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. §12-284. 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. 1093 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 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 ever-increasing 1094 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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. 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’ shortterm 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. 1095 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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 selfinsured 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. 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. §42-18116, $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- 1096 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 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 special-needs 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. 1097 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments Revenue Source Codes Revenue Revenue Source Name Source 601 Property Taxes 605 Tax Penalties and Interest 606 610 Sales Tax Licenses and Permits 615 Grants 620 Other Intergovernmental Revenues 621 Payments in Lieu of Taxes 625 State Shared Sales Tax 626 State Shared Highway User Revenue 630 Sate Shared Vehicle License Taxes 634 635 Intergovernmental Charges for Services Other Charges for Services 636 Internal Service Charges 637 Fines and Forfeits 638 Patient Services Revenues 645 650 Interest Earnings Miscellaneous Revenue 651 652 680 Gain on Fixed Assets Proceeds From Financing Transfers In Comments Amounts collected on property taxes assessed on real, secured and unsecured personal property. 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. Amounts collected for a sales tax levied by the County. 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. Contributions or gifts of cash or other assets from the federal and/or state government to be used or expended by the county for a specified purpose, activity or facility. Other non-grant revenues levied by the federal to state government and shared with the county on a predetermined basis. Payments from other governments or other local units/organizations for owned properties falling within the County's geographical boundaries on which it cannot levy property taxes. Transaction Privilege Taxes levied by the state government and shared with the County, based on a statutory distribution formula. 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. 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. Charges for service provided to other public entities. Various types of County charges for services and other related activities. Revenue collected by internal service fund department of the County for centralized internal service operations, (telecom, equipment services, reprographics, etc…). Amounts collected for a compliance violation of any applicable laws, policy or other authoritative rule or amounts collected through confiscation. Charges for patient and third-party reimbursements for healthcare related services. Revenue from holdings invested for earnings purposes. Any and all revenue that cannot be reasonably classified to another specific revenue code. Gains received from the sale of fixed assets. Proceeds from financing transactions. Inflow of monies transferred between funds within the County. 1098 Maricopa County Annual Business Strategies FY 2012 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 General Supplies Medical Supplies 803 804 Fuel Non-Capital Equipment 805 806 810 Supplies - Allocation Out Supplies - Allocation In 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 fuel. 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. Used to allocate supply charges to another fund/department. Used to allocate supply charges from another fund/department. 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. 1099 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Object 855 861 865 Description Interest Expense Gain/Loss on Fixed Assets Depreciation 872 873 880 890 910 Services - Allocation Out Services - Allocation In Transfers Out Loss on Fixed Assets Land 915 Building and Improvements 920 Capital Equipment 930 Vehicles and Construction Equipment 940 Infrastructure 950 Debt Service 955 956 Capital - Allocation Out Capital - Allocation In Attachments Comment Interest charges for negative cash and investment balances. Used to record gain/loss on disposition/sale of fixed assets. Expense charged for the loss of value of an asset as a result of it's use. Used to allocate service charges to another fund/department. Used to allocate service charges from another fund/department. Movement of monies between (outflow) funds within the County. Used to record loss on disposition/sale of fixed assets. 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. Used to allocate capital charges to another fund/department. Used to allocate capital charges from another fund/department. 1100 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments Statutory Requirements The following sections of the Arizona Revised Statutes are relevant to Maricopa County’s budget and budget process: §42-17101. Annual county and municipal financial statement and estimate of expenses On or before the third Monday in July each year the governing body of each county and incorporated city or town shall prepare: 1. A full and complete statement of the political subdivision's financial affairs for the preceding fiscal year. 2. An estimate of the different amounts that will be required to meet the political subdivision's public expense for the current fiscal year entered in the minutes of the governing body and containing the items prescribed by section 42-17102. 3. A summary schedule of estimated expenditures and revenues that shall be: (a) Entered in the minutes of the governing body. (b) Prepared according to forms supplied by the auditor general. §42-17102. Contents of estimate of expenses A. The annual estimate of expenses of each county, city and town shall include: 1. An estimate of the amount of money required for each item of expenditure necessary for county, city or town purposes. 2. The amounts necessary to pay the interest and principal of outstanding bonds. 3. The items and amounts of each special levy provided by law. 4. An amount for unanticipated contingencies or emergencies. 5. A statement of the receipts for the preceding fiscal year from sources other than direct property taxes. 6. The amounts that are estimated to be received during the current fiscal year from sources other than direct property taxes and voluntary contributions. 7. The amounts that were actually levied and the amounts that were actually collected for county, city or town purposes on the primary and secondary property tax rolls of the preceding fiscal year. 8. The amounts that were collected through primary property taxes and secondary property taxes levied for the years before the preceding fiscal year. 9. The amount that is proposed to be raised by direct property taxation for the current fiscal year for the general fund, bonds, special assessments and district levies. 10. The separate amounts to be raised by primary property tax levies and by secondary property tax levies for the current fiscal year. 1101 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 11. The amount of voluntary contributions estimated to be received pursuant to section 48-242, based on the information transmitted to the governing body by the department of revenue. 12. The maximum amount that can be raised by primary property tax levies by the county, city or town pursuant to article 2 of this chapter for the current fiscal year. 13. The amount that the county, city or town proposes to raise by secondary property tax levies and the additional amounts, if any, that the county, city or town will levy pursuant to the authority given to the governing body by the voters at an election called pursuant to article 5 of this chapter. 14. The property tax rate for county, city or town purposes for the preceding fiscal year for the primary property tax and the secondary property tax. 15. The estimated property tax rate for county, city or town purposes for the current fiscal year for the primary property tax and the secondary property tax. 16. The expenditure limitation for the preceding fiscal year and the total amount that was proposed to be spent for the preceding fiscal year. 17. The total expenditure limitation for the current fiscal year. 18. The amount of monies received from primary property taxation in the preceding fiscal year in excess of the maximum allowable amount as computed pursuant to article 2 of this chapter. B. The estimate shall be fully itemized according to forms supplied by the auditor general showing under separate headings: 1. The amounts that are estimated as required for each department, public office or official. 2. A complete disclosure and statement of the contemplated expenditures for the current fiscal year, showing the amount proposed to be spent from each fund and the total amount of proposed public expense. C. The total of amounts proposed in the estimates to be spent shall not exceed the expenditure limitation established for the county, city or town. §42-17103. Publication of estimates of expenses and notice of public hearing and special meeting A. The governing body of each county, city or town shall publish the estimates of expenses, or a summary of the estimate of expenses and a notice of a public hearing and special meeting of the governing body to hear taxpayers and make tax levies at designated times and places. The summary shall set forth sources and uses of funds, and include consolidated revenues and expenditures by category, department and fund, truth in taxation calculations, and primary and secondary property tax levies. A complete copy of the estimate of expenses shall be made available at the city, town or county libraries, and city, town or county administrative offices. 1102 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments B. The estimates and notice shall be published once a week for at least two consecutive weeks after the estimates are tentatively adopted in the official newspaper of the county, city or town, if there is one, and, if not, in a newspaper of general circulation in the county, city or town. C. If a truth in taxation notice and hearing is required under section 42-17107, the governing body may combine the notice under this section with the truth in taxation notice. §42-17104. Hearing and special meeting on expenditures and tax levy A. The governing body of each county, city or town shall hold a public hearing and special meeting on or before the fourteenth day before the day on which it levies taxes as stated in the notice under section 42-17103. Any taxpayer may appear and be heard in favor of or against any proposed expenditure or tax levy. B. If a truth in taxation notice and hearing is required under section 42-17107, the governing body may combine the hearing under this section with the truth in taxation hearing. §42-17105. Adoption of budget A. After the hearing on estimates under section 42-17104 is concluded, the governing body shall convene in a special meeting and finally determine and adopt estimates of proposed expenditures for the purposes stated in the published proposal. B. The adopted estimates constitute the budget of the county, city or town for the current fiscal year. C. The total amounts that are proposed to be spent in the budget shall not exceed the total of amounts that were proposed for expenditure in the published estimates. §42-17106. Expenditures limited to budgeted purposes; transfer of monies A. Except as provided in subsection B, a county, city or town shall not: 1. Spend money for a purpose that is not included in its budget. 2. Spend money or incur or create a debt, obligation or liability in a fiscal year in excess of the amount stated for each purpose in the finally adopted budget for that year, except as provided by law, regardless of whether the county, city or town has received at any time, or has on hand, monies or revenue in excess of the amount required to meet expenditures, debts, obligations and liabilities that are incurred under the budget. B. A governing body may transfer monies between budget items if all of the following apply: 1. The monies are available. 2. The transfer is in the public interest and based on a demonstrated need. 3. The transfer does not result in a violation of the limitations prescribed in article IX, sections 19 and 20, Constitution of Arizona. 4. A majority of the members of the governing body votes affirmatively on the transfer at a public meeting. 1103 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments §42-17107. Truth in taxation notice and hearing; roll call vote on tax increase; definition A. On or before February 10 of the tax year, the county assessor shall transmit and certify to the property tax oversight commission and to the governing body of the county, city or town the total net primary assessed values that are required to compute the levy limit prescribed by section 42-17051. If the proposed primary property tax levy, excluding amounts that are attributable to new construction, is greater than the amount levied by the county, city or town in the preceding tax year in the county, city or town: 1. The governing body shall publish a notice that meets the following requirements: (a) The notice shall be published twice in a newspaper of general circulation in the county, city or town. The first publication shall be at least fourteen but not more than twenty days before the date of the hearing. The second publication shall be at least seven but not more than ten days before the date of the hearing. (b) The notice shall be published in a location other than the classified or legal advertising section of the newspaper in which it is published. (c) The notice shall be at least one-fourth page in size and shall be surrounded by a solid black border at least one-eighth inch in width. (d) The notice shall be in the following form, with the "truth in taxation hearing notice of tax increase" headline in at least eighteen point type: Truth in Taxation Hearing Notice of Tax Increase In compliance with section 42-17107, Arizona Revised Statutes, __________ (name of county, city or town) is notifying its property taxpayers of __________'s (name of county, city or town) intention to raise its primary property taxes over last year's level. __________ (name of county, city or town) is proposing an increase in primary property taxes of $__________ or _____%. For example, the proposed tax increase will cause __________'s (name of county, city or town) primary property taxes on a $100,000 home to increase from $__________ (total taxes that would be owed without the proposed tax increase) to $__________ (total proposed taxes including the tax increase). This proposed increase is exclusive of increased primary property taxes received from new construction. The increase is also exclusive of any changes that may occur from property tax levies for voter approved bonded indebtedness or budget and tax overrides. All interested citizens are invited to attend the public hearing on the tax increase that is scheduled to be held __________ (date and time) at __________ (location). 1104 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 2. In lieu of publishing the truth in taxation notice, the governing body may mail the truth in taxation notice prescribed by paragraph 1, subdivision (d) to all registered voters in the county, city or town at least ten but not more than twenty days before the date of the hearing on the estimates pursuant to section 42-17104. 3. In addition to publishing the truth in taxation notice under paragraph 1 or mailing the notice under paragraph 2, the governing body shall issue a press release containing the truth in taxation notice. 4. The governing body shall consider a motion to levy the increased property taxes by roll call vote. 5. Within three days after the hearing, the governing body shall mail a copy of the truth in taxation notice, a statement of its publication or mailing and the result of the governing body's vote under paragraph 4 to the property tax oversight commission. 6. The governing body shall hold the truth in taxation hearing on or before the adoption of the county, city or town budget under section 42-17105. B. If the governing body fails to comply with the requirements of this section, the governing body shall not fix, levy or assess an amount of primary property taxes that exceeds the preceding year's amount, except for amounts attributable to new construction. C. For the purposes of this section, "amount attributable to new construction" means the net assessed valuation of property added to the tax roll since the previous year multiplied by a property tax rate computed by dividing the primary property tax levy of the county, city or town in the preceding year by the estimate of the total net assessed valuation of the county, city or town for the current year, excluding the net assessed valuation attributable to new construction. §42-17151. County, municipal, community college and school tax levy A. On or before the third Monday in August each year the governing body of each county, city, town, community college district and school district shall: 1. Fix, levy and assess the amount to be raised from primary property taxation and secondary property taxation. This amount, plus all other sources of revenue, as estimated, and unencumbered balances from the preceding fiscal year, shall equal the total of amounts proposed to be spent in the budget for the current fiscal year. 2. Designate the amounts to be levied for each purpose appearing in the adopted budget. 3. Fix and determine a primary property tax rate and a secondary property tax rate, each rounded to four decimal places on each one hundred dollars of taxable property shown by the finally equalized valuations of property, less exemptions, that appear on the tax rolls for the fiscal year and that when extended on those valuations will produce, in the aggregate, the entire amount to be raised by direct taxation for that year. 1105 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments B. The governing body of a county, city, town or community college district shall not fix, levy or assess an amount of primary property taxes in excess of the amount permitted by section 42-17051, subsection A, paragraph 7 or section 42-17005 as determined by the property tax oversight commission. C. Within three days after the final levies are determined for a county, city, town or community college district, the chief county fiscal officer shall notify the property tax oversight commission of the amount of the primary property tax levied. 1106 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 1107 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments MARICOPA COUNTY Summary of Tax Levy and Tax Rate Information Fiscal Year 2012 2011 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) $ 2012 517,847,364 $ 538,196,523 492,224,342 $ 477,571,468 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes General Fund - Override election Flood Control District Library District $ $ 68,019,592 20,479,676 Total secondary property taxes C. Total property tax levy amounts 62,401,172 19,070,066 $ 88,499,268 $ 81,471,238 $ 580,723,610 $ 559,042,706 $ 477,457,612 9,893,322 487,350,934 $ 463,244,324 9,586,693 472,831,017 $ $ 85,844,290 1,772,602 87,616,892 $ 79,027,101 1,629,424 80,656,525 $ 574,967,826 $ 553,487,542 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 ** $ 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 1.0508 1.2407 1.0508 1.2407 0.1489 0.0412 0.1780 0.0492 * 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 201112 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 $477,571,468; for Flood Control District is $62,401,172 and for Library District is $19,070,066. 1108 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2012 SOURCES OF REVENUES Taxes TAX PENALTIES & INTEREST PAYMENTS IN LIEU OF TAXES STATE SHARED SALES TAX STATE SHARED VEHICLE LICENSE $ ESTIMATED REVENUES ** ACTUAL REVENUES* ESTIMATED REVENUES 2011 2011 2012 21,000,000 10,060,000 369,740,752 113,380,026 $ 25,000,000 10,568,220 369,732,348 113,301,612 $ 23,300,000 11,775,550 369,740,752 111,119,076 Licenses and permits LICENSES AND PERMITS 2,285,000 2,290,629 2,203,000 Intergovernmental GRANTS OTHER INTERGOVERNMENTAL 22,538 4,041,475 20,530 3,833,857 4,773,201 Charges for services INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES PATIENT SERVICES REVENUE 12,057,601 26,411,426 7,200 12,113,117 28,007,844 14,237 11,717,822 28,283,339 6,876 Fines and forfeits FINES & FORFEITS 14,440,741 13,812,675 14,036,087 7,000,000 8,184,033 5,000,000 Investments INTEREST EARNINGS Miscellaneous MISCELLANEOUS REVENUE 4,228,226 Total General Fund $ * 584,674,985 4,644,224 $ 591,523,326 3,680,426 $ 585,636,129 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. Road Fund TRANSPORTATION OPERATIONS $ Total Road Fund $ 98,401,418 98,401,418 $ $ 96,232,755 96,232,755 $ $ 88,078,036 88,078,036 Health Services Fund PATIENT SERVICES REVENUE $ Total Health Services Fund $ 1,445,642 1,445,642 $ $ 1,503,763 1,503,763 $ $ 1,561,500 1,561,500 List Fund: GRANTS, MISC. REVENUE, ETC. $ Total _____________________ $ 516,887,343 516,887,343 $ $ 488,097,051 488,097,051 $ $ 499,332,231 499,332,231 616,734,403 87,616,892 $ 585,833,569 87,616,892 $ 588,971,767 80,656,525 586,932,330 (2,039,437) $ 2,699,846 4,621,745 $ 2,703,871 4,848,977 $ 1,248,182 4,621,745 Total Debt Service Funds $ 7,321,591 $ 7,552,848 $ 5,869,927 38,814,115 630,000 1,005,000 $ 36,137,133 620,603 1,021,737 45,978 9,565,969 $ 55,085,485 Total Special Revenue Funds $ NON-DEPARTMENTAL STADIUM DISTRICT PUBLIC WORKS LIBRARY DISTRICT STADIUM DISTRICT NON DEPARTMENTAL FLOOD CONTROL DISTRICT $ 4,908,000 Total Capital Projects Funds $ 45,357,115 $ 47,391,420 $ 68,279,993 $ 143,911,426 16,622,983 806,795 16,909,239 25,052,007 $ 137,889,683 18,044,381 795,958 16,356,894 25,584,843 $ 137,805,460 15,972,983 806,795 13,909,239 16,231,190 Total Internal Service Funds $ 203,302,450 $ 198,671,759 $ 184,725,667 BUS STRATEGIES HLTH CARE PROG ENTERPRISE TECHNOLOGY MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT ELIMINATIONS * * ** 751,100 806,408 11,637,000 $ (197,440,887) $ (189,857,717) $ (185,063,790) Total Eliminations Funds $ (197,440,887) $ (189,857,717) $ (185,063,790) TOTAL ALL FUNDS $ 1,259,949,657 $ 1,241,115,205 $ 1,248,419,693 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. Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget Includes revenues from adopted budget plus any approved adjustments 1109 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2012 FUND GENERAL FUND COUNTY MANAGER $ NON DEPARTMENTAL PUBLIC HEALTH Total General Fund $ SPECIAL REVENUE FUNDS PARKS AND RECREATION INTERFUND TRANSFERS 2012 IN OTHER FINANCING 2012 SOURCES $ NON DEPARTMENTAL ANIMAL CARE AND CONTROL PUBLIC HEALTH PUBLIC WORKS FLOOD CONTROL DISTRICT STADIUM DISTRICT SHERIFF Total Special Revenue Funds $ $ $ $ $ $ 13,000,000 274,081,445 30,000 287,111,445 $ $ $ 160,050 35,050 306,000 178,759,107 200,000 30,000 335,740 200,000 115,500 14,743,225 194,324,622 DEBT SERVICE FUNDS NON DEPARTMENTAL $ STADIUM DISTRICT Total Debt Service Funds $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ NON DEPARTMENTAL PUBLIC WORKS STADIUM DISTRICT Total Capital Projects Funds $ INTERNAL SERVICE FUNDS COUNTY MANAGER $ Total Permanent Funds $ ELIMINATIONS FUNDS ELIMINATIONS COUNTY $ COUNTY MANAGER PARKS AND RECREATION PUBLIC WORKS FLOOD CONTROL DISTRICT STADIUM DISTRICT Total Eliminations Funds $ TOTAL ALL FUNDS $ $ $ $ $ $ $ $ $ $ 28,411,419 45,000,000 2,064,221 $ $ $ $ $ $ $ $ 13,000,000 13,000,000 $ $ (325,307,382) $ (13,000,000) (35,050) (28,411,419) (45,000,000) (2,179,721) $ (413,933,572) $ $ 200,000 1110 - $ - 96,126,199 $ 45,000,000 107,554,375 28,411,419 864,221 181,830,015 $ 200,000 23,578,935 1,200,000 24,778,935 19,349,950 1,140,559 $ $ $ 115,500 115,500 30,580,428 $ $ 30,580,428 (325,307,382) (13,000,000) (35,050) (28,411,419) (45,000,000) (2,179,721) (413,933,572) - Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2012 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2011 FUND/DEPARTMENT GENERAL FUND ADULT PROBATION $ AIR QUALITY 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 COUNTY ATTORNEY COUNTY ATTORNEY CIVIL COUNTY MANAGER EDUCATION SERVICES ELECTIONS EMERGENCY MANAGEMENT ENTERPRISE TECHNOLOGY ENVIRONMENTAL SERVICES FINANCE BUS STRATEGIES HLTH CARE PROG HUMAN SERVICES INTERNAL AUDIT JUSTICE COURTS JUVENILE DEFENDER JUVENILE PROBATION LEGAL ADVOCATE LEGAL DEFENDER MANAGEMENT AND BUDGET MATERIALS MANAGEMENT MEDICAL EXAMINER NON DEPARTMENTAL PARKS AND RECREATION PLANNING AND DEVELOPMENT PUBLIC DEFENDER PUBLIC FIDUCIARY PUBLIC HEALTH PUBLIC WORKS RECORDER RESEARCH AND REPORTING SHERIFF SUPERIOR COURT TREASURER HUMAN RESOURCES Total General Fund $ SPECIAL REVENUE FUNDS ADULT PROBATION AIR QUALITY ANIMAL CARE AND CONTROL CLERK OF THE SUPERIOR COURT CORRECTIONAL HEALTH COUNTY ATTORNEY $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 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 11,486,110 5,131,362 2,298,381 20,300,000 173,881 7,181,486 3,878,840 3,248,204 217,137,087 2,063,610 1,572,354 14,353,098 5,449,565 16,124,198 9,231,434 10,483,641 2,965,780 2,021,461 6,757,790 222,019,546 693,436 33,264,709 2,459,102 10,752,840 45,575,611 2,095,117 322,241 61,380,923 71,111,106 3,865,769 2,923,840 1,002,647,392 $ 18,408,431 $ 17,048,804 13,296,801 11,929,875 52,274,224 15,736,300 1111 (102,577) $ 236,139 259,401 22,538 (268,530) 214,666 (276,114) 98,300 (259,401) 200,000 (1) 338,782 (1,000,000) 40,898 83,189 1 (2,783,074) (194,339) 3,449,459 1,187,530 1,246,867 $ 628,031 $ 180,144 709,943 2,497,754 ACTUAL EXPENDITURES/ EXPENSES* 2011 56,965,406 $ BUDGETED EXPENDITURES/ EXPENSES 2012 33,043,265 2,440,517 10,376,015 41,720,421 1,893,399 303,727 60,527,995 69,758,597 3,845,844 2,670,267 824,202,154 $ 54,654,939 1,373,295 257,903 23,327,979 355,672 355,672 355,672 355,672 355,672 1,573,565 1,608,755 30,561,351 2,668,485 25,893,853 3,071,763 60,070,204 9,903,083 4,884,709 2,087,883 14,368,149 236,250 8,449,211 4,326,249 3,598,613 237,003,448 2,260,912 1,590,290 15,615,281 5,989,844 16,756,982 9,256,389 10,268,731 3,224,295 2,099,903 6,911,513 171,861,456 1,098,011 1,015,855 32,986,216 3,100,020 11,034,496 49,056,060 2,251,263 362,739 74,452,020 76,556,676 4,267,568 3,046,837 996,761,404 17,332,378 $ 14,327,781 10,656,929 9,071,798 51,197,450 12,703,268 23,645,110 14,784,522 13,452,289 11,756,620 51,969,893 17,735,873 257,903 23,019,941 346,428 346,428 341,896 343,102 344,725 1,363,590 1,034,042 29,058,523 2,617,047 24,907,188 3,069,826 56,341,730 12,000,078 2,960,714 2,186,569 17,378,913 157,557 6,842,117 4,049,838 3,096,583 181,179,694 2,063,610 1,549,683 14,345,164 5,777,305 15,247,870 8,772,763 10,283,112 2,606,594 1,869,271 6,755,174 97,525,717 616,006 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2012 FUND/DEPARTMENT SPECIAL REVENUE FUNDS (CONTINUED) COUNTY MANAGER EDUCATION SERVICES ELECTIONS EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES FLOOD CONTROL DISTRICT G BUS STRATEGIES HLTH CARE PROG HUMAN SERVICES JUSTICE COURTS JUVENILE DEFENDER 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 $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2011 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2011 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 3,015,970 3,152,955 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 $ ACTUAL EXPENDITURES/ EXPENSES* 2011 195,697 7,660 (2,580,796) 60,210 97,019 123,700 328,572 (6,670,129) 291,159 309,587 5,881,004 512,301 8,607,285 1,400,000 3,009,956 21,758,022 $ BUDGETED EXPENDITURES/ EXPENSES 2012 4,668,373 5,484,473 1,064,410 1,252,167 18,618,350 32,312,991 6,280,672 66,650,530 6,911,629 32,276 39,157,681 14,860 94,953 21,331,738 358,502 1,617,256 6,602,616 7,377,596 1,770,106 42,657,412 127,108,115 3,874,016 194,577,242 4,422,575 17,835,552 97,721 727,463,416 $ 1,576,151 11,132,738 2,211,630 1,592,935 21,803,691 37,426,423 6,921,762 61,048,848 9,330,385 52,938 42,460,376 63,348 195,237 24,564,950 160,140 73,834,466 7,775,289 8,312,987 3,545,927 47,102,808 130,485,568 6,944,738 218,236,354 1,756,115 18,236,405 304,341 870,420,857 17,624,080 $ 6,611,336 24,235,416 $ 19,408,417 6,631,968 26,040,385 60,000,000 DEBT SERVICE FUNDS NON DEPARTMENTAL $ STADIUM DISTRICT Total Debt Service Funds $ 17,172,330 $ 6,611,335 23,783,665 $ 451,750 $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ LIBRARY DISTRICT NON DEPARTMENTAL PUBLIC WORKS STADIUM DISTRICT Total Capital Projects Funds $ 60,548,481 $ 6,040,000 328,852,111 98,872,518 3,000 494,316,110 $ $ 178,964 $ 52,640,194 $ 5,418,634 163,392,192 72,849,798 3,000 294,303,818 $ 145,188,761 $ 19,435,207 13,634,342 739,379 285,000 $ 650,000 3,119,595 x 91,440 130,947,656 $ 18,501,102 16,160,253 780,763 36,936,906 215,934,595 $ 4,146,035 $ 31,210,908 197,600,682 $ 141,557,367 17,814,490 14,591,343 804,333 13,000,000 43,912,696 231,680,229 ELIMINATIONS FUNDS ELIMINATIONS $ Total Eliminations Funds $ (193,790,887) $ (193,790,887) $ (3,650,000) $ (3,650,000) $ (189,857,717) $ (189,857,717) $ (185,063,790) (185,063,790) TOTAL ALL FUNDS $ 2,362,231,276 $ 24,131,638 $ 1,877,947,769 $ INTERNAL SERVICE FUNDS OG BUS STRATEGIES HLTH CARE PROG $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES MATERIALS MANAGEMENT COUNTY MANAGER RISK MANAGEMENT Total Internal Service Funds $ * 451,750 $ 154,245 24,719 308,435,371 115,550,123 3,000 483,988,494 2,423,827,579 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. 1112 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2012 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2011 DEPARTMENT/FUND ADULT PROBATION: ADULT PROBATION FEES $ DETENTION OPERATIONS ADULT PROBATION GRANTS GENERAL Department Total $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2011 ACTUAL EXPENDITURES/ EXPENSES * 2011 BUDGETED EXPENDITURES/ EXPENSES 2012 12,288,792 $ $ 12,194,373 $ 6,119,639 58,479,190 76,887,621 $ 628,031 97,423 725,454 $ 5,138,005 56,965,406 74,297,784 $ 13,177,506 6,028,224 4,439,380 54,654,939 78,300,049 Department Total $ $ 13,005,400 4,043,404 17,048,804 $ $ 15,462 74,682 90,144 $ $ 11,028,238 3,299,543 14,327,781 $ 1,373,295 11,591,040 3,118,800 16,083,135 ANIMAL CARE AND CONTROL: ANIMAL CONTROL FIELD OPERATION $ ANIMAL CONTROL GRANTS ANIMAL CONTROL LICENSE SHELTER GENERAL Department Total $ 3,192,433 $ 1,572,785 8,531,583 257,903 13,554,704 $ $ $ 2,884,839 $ 1,100,472 6,671,618 257,903 10,914,832 $ 3,440,503 1,387,617 8,324,169 257,903 13,410,192 $ Department Total $ 23,117,643 $ 23,117,643 $ 236,139 $ 236,139 $ 23,019,941 $ 23,019,941 $ 23,327,979 23,327,979 BOARD OF SUPERVISORS DIST 1: GENERAL $ Department Total $ 346,428 $ 346,428 $ $ $ 346,428 $ 346,428 $ 355,672 355,672 BOARD OF SUPERVISORS DIST 2: GENERAL $ Department Total $ 346,428 $ 346,428 $ $ $ 346,428 $ 346,428 $ 355,672 355,672 BOARD OF SUPERVISORS DIST 3: GENERAL $ Department Total $ 346,428 $ 346,428 $ $ $ 341,896 $ 341,896 $ 355,672 355,672 BOARD OF SUPERVISORS DIST 4: GENERAL $ Department Total $ 346,428 $ 346,428 $ $ $ 343,102 $ 343,102 $ 355,672 355,672 BOARD OF SUPERVISORS DIST 5: GENERAL $ Department Total $ 346,428 $ 346,428 $ $ $ 344,725 $ 344,725 $ 355,672 355,672 1,363,590 $ 1,363,590 $ $ $ 1,363,590 $ 1,363,590 $ 1,573,565 1,573,565 AIR QUALITY: GENERAL AIR QUALITY FEES AIR QUALITY GRANT ASSESSOR: GENERAL CALL CENTER: GENERAL $ $ Department Total $ 1113 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2012 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2011 DEPARTMENT/FUND BUS STRATEGIES HLTH CARE PROG: GENERAL PUBLIC HEALTH GRANTS CMG HIGH OPTION CMG LOW OPTION OAP IN OAP HIGH OPTION OAP LOW OPTION CHOICE FUND H.S.A. FI DENTAL PPO COINSURANCE CONSUMER CHOICE 70 PERCENT STD 60 PERCENT STD 50 PERCENT STD 40 PERCENT STD BEHAVIORAL HEALTH WELLNESS CONTRACT ADMINISTRATION MED INCENTIVE AND PENALTIES BENEFIT ADMINISTRATION FLEX SPENDING HEALTH FLEX SPENDING DEP CARE VISION STAND ALONE VISION FI PREPAID DENTAL FI LIFE AND AD AND D SUPPLEMENTAL LIFE EMPLOYEE ASSISTANCE SI DENTAL DEPENDENT LIFE VOLUNTARY BENEFITS CIGNA FOR SENIORS Department Total CLERK OF THE BOARD: GENERAL Department Total $ 217,137,087 6,651,736 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 2,019,342 2,261,183 715,536 1,351,050 75,644 409,832 1,130,769 3,880,123 196,253 3,510,313 506,927 306,930 559,200 368,977,584 $ 284,999 $ $ 1,243,944 1,243,944 $ $ 259,401 259,401 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 VICTIM LOCATION Department Total $ 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 $ 2,702,337 2,702,337 $ $ CONSTABLES: GENERAL $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2011 $ Department Total $ $ ACTUAL EXPENDITURES/ EXPENSES * 2011 (1) $ 285,000 $ 237,003,448 6,921,762 38,798,632 1,201,113 17,985,367 29,754,654 2,187,205 5,514,104 4,997,323 11,358,884 1,711,120 2,173,104 477,494 234,901 2,104,872 3,693,698 381,852 3,370,482 2,804,131 989,885 1,327,632 $ 402,461 1,082,153 3,553,392 188,938 3,504,378 508,706 307,618 550,258 318,408,022 $ 418,926 1,130,769 3,880,123 206,332 3,573,945 506,927 285,492 488,400 385,482,577 $ $ 1,034,042 1,034,042 $ $ 1,608,755 1,608,755 709,943 $ 2,341,696 3,514,424 1,270,526 1,190,554 29,058,523 713,851 40,747 38,130,321 $ 45,900 2,633,772 3,758,000 1,834,948 2,309,000 30,561,351 1,100,000 75,000 42,317,971 22,538 22,538 $ $ 2,617,047 2,617,047 $ $ 2,668,485 2,668,485 225,277 484,666 1114 181,179,694 6,280,672 35,389,516 1,137,886 16,779,477 28,622,928 2,220,649 5,032,553 5,267,875 12,060,984 1,830,861 1,530,588 322,394 334,473 79,865 1,744,874 650,542 253,470 1,000,000 2,005,348 2,396,360 741,756 1,447,353 BUDGETED EXPENDITURES/ EXPENSES 2012 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2012 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2011 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2011 DEPARTMENT/FUND CORRECTIONAL HEALTH: CORRECTIONAL HEALTH GRANT $ DETENTION OPERATIONS GENERAL Department Total $ 50,000 52,224,224 3,071,763 55,345,987 $ $ $ CONTRACT COUNSEL: GENERAL $ Department Total $ 25,571,574 25,571,574 COUNTY ATTORNEY CIVIL: GENERAL $ Department Total $ COUNTY ATTORNEY: CHECK ENFORCEMENT PROGRAM $ COUNTY ATTORNEY FILL THE GAP COUNTY ATTORNEY GRANTS COUNTY ATTORNEY RICO CRIM JUSTICE ENHANCEMENT DIVERSION GENERAL VICTIM COMP AND ASSISTANCE VICTIM COMP RESTITUTION INT Department Total $ $ 49,360 51,148,090 3,069,826 54,267,276 $ 50,000 51,919,893 3,071,763 55,041,656 $ $ (268,530) $ (268,530) $ 24,907,188 24,907,188 $ $ 25,893,853 25,893,853 11,486,110 11,486,110 $ $ (276,114) $ (276,114) $ 12,000,078 12,000,078 $ $ 9,903,083 9,903,083 346,000 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 $ 344,994 1,744,056 5,237,224 2,000,000 1,401,778 1,927,155 56,341,730 33,352 14,709 69,044,998 $ 346,000 1,792,043 6,747,174 6,000,000 1,056,900 1,653,756 60,070,204 100,000 40,000 77,806,077 $ $ 7,242,398 $ EDUCATION SERVICES: EDUCATIONAL SUPPLEMENTAL PROG $ GENERAL SCHOOL COMMUNICATION SCHOOL GRANT SCHOOL TRANSPORTATION SMALL SCHOOL SERVICE Department Total $ 1,492,670 2,298,381 102,240 2,238,480 600,000 157,204 6,888,975 $ Department Total $ 2,782,320 20,300,000 23,082,320 EMERGENCY MANAGEMENT: EMERGENCY MANAGEMENT $ GENERAL PALO VERDE Department Total $ 968,457 173,881 397,654 1,539,992 ENTERPRISE TECHNOLOGY: GENERAL $ TELECOMMUNICATIONS Department Total $ 7,181,486 19,435,207 26,616,693 $ 214,666 1,458,856 5,131,362 652,180 $ 75,000 422,754 2,000,000 COUNTY MANAGER: DETENTION OPERATIONS $ GENERAL NON DEPARTMENTAL GRANT COUNTY MANAGER RISK MANAGEMENT Department Total $ ELECTIONS: ELECTIONS GRANT GENERAL BUDGETED EXPENDITURES/ EXPENSES 2012 ACTUAL EXPENDITURES/ EXPENSES * 2011 2,712,420 $ 1,163,436 2,960,714 3,504,937 $ $ 7,629,087 $ $ 1,240,075 2,186,569 84,758 3,703,387 322,481 133,772 7,671,042 $ 3,152,955 $ 3,152,955 $ $ $ $ $ 1,064,410 17,378,913 18,443,323 $ 195,697 $ $ 195,697 $ 907,237 157,557 344,930 1,409,724 (259,401) $ 650,000 390,599 $ 6,842,117 18,501,102 25,343,219 $ $ 1115 $ $ 98,300 3,015,970 3,114,270 $ $ $ $ $ $ $ $ 1,282,863 4,884,709 293,288 13,000,000 19,460,860 1,614,559 2,087,883 128,763 8,679,759 600,000 109,657 13,220,621 2,211,630 14,368,149 16,579,779 1,030,081 236,250 562,854 1,829,185 8,449,211 17,814,490 26,263,701 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2012 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2011 DEPARTMENT/FUND EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2011 ENVIRONMENTAL SERVICES: ENVIRONMENTAL SERVICES GRANT $ ENVIRONMTL SVCS ENV HEALTH GENERAL Department Total $ 740,661 20,113,714 3,878,840 24,733,215 $ 7,660 EQUIPMENT SERVICES: EQUIPMENT SERVICES $ Department Total $ 13,634,342 13,634,342 $ $ $ Department Total $ 3,248,204 3,248,204 $ $ FLOOD CONTROL DISTRICT: FLOOD CONTROL $ FLOOD CONTROL GRANTS FLOOD CONTROL CAPITAL PROJECTS Department Total $ 36,603,605 800,000 60,548,481 97,952,086 FINANCE: GENERAL GENERAL COUNSEL: GENERAL HUMAN RESOURCES: GENERAL $ Department Total $ $ ACTUAL EXPENDITURES/ EXPENSES * 2011 $ BUDGETED EXPENDITURES/ EXPENSES 2012 $ 664,787 17,953,563 4,049,838 22,668,188 $ 689,100 21,114,591 4,326,249 26,129,940 3,119,595 3,119,595 $ $ 16,160,253 16,160,253 $ $ 14,591,343 14,591,343 200,000 200,000 $ $ 3,096,583 3,096,583 $ $ 3,598,613 3,598,613 $ $ $ $ $ 32,083,313 229,678 52,640,194 84,953,185 36,860,323 566,100 60,000,000 97,426,423 $ $ $ $ 7,660 $ $ $ $ $ 2,923,840 $ $ 2,670,267 $ 3,046,837 Department Total $ 2,923,840 $ $ 2,670,267 $ 3,046,837 16,933,099 $ (5,740,088) $ 13,082,756 $ 2,063,610 48,888,613 67,885,322 $ 3,159,292 (2,580,796) $ 2,063,610 53,567,774 68,714,140 $ 13,486,394 1,976,289 2,260,912 45,586,165 63,309,760 $ Department Total $ 1,572,354 1,572,354 $ $ $ $ 1,549,683 1,549,683 $ $ 1,590,290 1,590,290 JUSTICE COURTS: GENERAL $ JUSTICE COURTS SPECIAL REVENUE JUST COURTS PHOTO ENFORCEMENT JUSTICE CT JUDICIAL ENHANCEMNT Department Total $ 14,353,098 5,706,615 2,251,936 1,781,501 24,093,150 $ $ $ $ $ 14,345,164 5,107,355 963,473 840,801 21,256,793 15,615,281 6,472,572 921,000 1,936,813 24,945,666 5,449,565 $ 5,449,565 $ HUMAN SERVICES: CDBG HOUSING TRUST $ DETENTION OPERATIONS GENERAL HUMAN SERVICES GRANTS Department Total $ INTERNAL AUDIT: GENERAL PUBLIC ADVOCATE: GENERAL $ PUBLIC DEFENDER GRANTS Department Total $ 1116 338,782 60,210 398,992 $ $ 5,777,305 32,276 5,809,581 $ $ $ 5,989,844 52,938 6,042,782 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2012 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2011 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2011 JUVENILE PROBATION: DETENTION OPERATIONS $ GENERAL JUVENILE PROBATION DIVERSION JUVENILE PROBATION GRANTS JUVENILE PROBATION SPECIAL FEE JUVENILE RESTITUTION Department Total $ 33,206,895 16,124,198 386,633 5,296,477 4,204,187 25,000 59,243,390 LEGAL ADVOCATE: GENERAL $ PUBLIC DEFENDER TRAINING Department Total $ 9,231,434 37,398 9,268,832 LEGAL DEFENDER: GENERAL $ LEGAL DEFENDER FILL THE GAP PUBLIC DEFENDER TRAINING Department Total $ 10,483,641 59,000 101,168 10,643,809 6,040,000 $ $ $ (1,000,000) 97,019 $ (902,981) $ $ 40,898 $ $ 40,898 $ $ 83,189 $ $ 83,189 $ LIBRARY DISTRICT: LIBRARY DIST CAP IMPROVEMENT $ LIBRARY DISTRICT GRANTS LIBRARY DISTRICT LIBRARY INTERGOVERNMENTAL Department Total $ 19,313,257 2,735,160 28,088,417 $ 123,700 MANAGEMENT AND BUDGET: GENERAL $ Department Total $ 2,965,780 2,965,780 $ $ 1 1 MATERIALS MANAGEMENT: GENERAL $ REPROGRAPHICS Department Total $ 2,021,461 739,379 2,760,840 $ MEDICAL EXAMINER: GENERAL $ MEDICAL EXAMINER GRANT Department Total $ 6,757,790 53,648 6,811,438 NON DEPARTMENTAL: COUNTY IMPROVEMENT DEBT $ COUNTY IMPROVEMENT DEBT 2 DETENTION CAPITAL PROJECTS DETENTION OPERATIONS FINANCING SERIES 2007 FINANCING SERIES 2008 GENERAL GENERAL FUND CTY IMPROV INTERGOVERNMENTAL CAP PROJ NON DEPARTMENTAL GRANT TECHNOLOGY CAP IMPROVEMENT DETENTION TECH CAP IMPROVEMENT WASTE MANAGEMENT Department Total $ 9,762,550 7,409,780 69,929,821 31,145,869 222,019,546 196,836,794 232,683 24,026,158 56,134,813 5,718,000 474,133 623,690,147 ACTUAL EXPENDITURES/ EXPENSES * 2011 $ $ $ $ $ $ $ 9,256,389 63,348 9,319,737 10,268,731 59,000 136,237 10,463,968 $ $ $ $ 2,606,594 2,606,594 $ $ 3,224,295 3,224,295 $ 1,869,271 780,763 2,650,034 $ 2,099,903 804,333 2,904,236 $ $ $ $ $ 451,750 $ (630,025) (33,694) (2,783,074) 627,570 156,700 (6,636,435) 1117 10,283,112 59,000 35,953 10,378,065 $ 33,027,151 16,756,982 306,633 4,983,658 4,132,934 10,000 59,217,358 83,564 21,832,590 2,648,796 24,564,950 328,572 328,572 $ 8,772,763 14,860 8,787,623 $ 5,418,634 75,000 18,521,578 2,735,160 26,750,372 115,000 8,700 91,440 91,440 30,461,724 15,247,870 358,481 4,118,798 4,203,190 15,488 54,405,551 BUDGETED EXPENDITURES/ EXPENSES 2012 (8,847,208) $ 6,755,174 358,502 7,113,676 10,214,300 7,409,780 15,755,823 1,499,413 $ $ $ $ $ 97,525,717 135,457,347 334,443 9,885,239 1,959,340 117,843 280,159,245 $ 6,911,513 160,140 7,071,653 11,994,437 7,413,980 101,873,974 55,210,503 171,861,456 95,154,377 125,000 18,139,553 99,002,554 12,279,466 484,410 573,539,710 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2012 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2011 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2011 ACTUAL EXPENDITURES/ EXPENSES * 2011 PARKS AND RECREATION: GENERAL $ LAKE PLEASANT RECREATION SVCS PARKS AND RECREATION GRANTS PARKS DONATIONS PARKS ENHANCEMENT FUND PARKS SOUVENIR SPUR CROSS RANCH CONSERVATION Department Total $ 693,436 2,357,278 4,820 249,389 4,232,044 137,140 340,000 8,014,107 PLANNING AND DEVELOPMENT: GENERAL $ DEL WEBB PLANNING AND DEVELOPMENT FEES Department Total $ 9 7,834,399 7,834,408 PUBLIC DEFENDER: GENERAL $ PUBLIC DEFENDER FILL THE GAP PUBLIC DEFENDER GRANTS PUBLIC DEFENDER TRAINING Department Total $ 33,264,709 1,483,701 445,651 438,134 35,632,195 $ (194,339) $ $ $ Department Total $ 2,459,102 2,459,102 $ $ PUBLIC HEALTH: GENERAL $ PUBLIC HEALTH FEES PUBLIC HEALTH GRANTS Department Total $ 10,752,840 4,965,928 37,236,649 52,955,417 $ PUBLIC FIDUCIARY: GENERAL $ $ 200,000 91,159 $ 291,159 $ $ 309,587 309,587 $ $ $ $ 2 7,377,594 7,377,596 $ 1,015,855 235 8,312,752 9,328,842 $ $ $ 2,440,517 2,440,517 $ $ 3,100,020 3,100,020 $ 10,376,015 3,820,738 38,836,674 53,033,427 $ 11,034,496 4,578,163 42,524,645 58,137,304 53,802 5,827,202 5,881,004 $ 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 4,548,813 6,643,930 $ $ $ RESEARCH AND REPORTING: GENERAL $ Department Total $ 322,241 322,241 $ $ $ 24,719 285,007 160,000 3,986,479 $ 26,261,775 41,720,421 32,520,088 15,360 7,203,148 72,849,798 544,195 55,873,744 4,689,805 241,678,334 $ 112,974 4,407,826 184,950 330,591 8,873,300 (194,339) $ 3,449,459 44,300 22,994 1118 $ 1,098,011 2,738,948 32,986,216 2,678,475 449,732 417,720 36,532,143 $ $ $ 33,043,265 961,360 437,724 371,022 34,813,371 PUBLIC WORKS: DETENTION OPERATIONS $ GENERAL PUBLIC WORKS FLOOD CONTROL SOLID WASTE GRANTS SOLID WASTE MANAGEMENT TRANSPORTATION CAPITAL PROJECT TRANSPORTATION GRANTS TRANSPORTATION OPERATIONS WASTE TIRE Department Total $ 28,057,549 45,575,611 34,090,553 616,006 2,133,695 67,493 129,869 3,838,598 154,334 278,627 7,218,622 BUDGETED EXPENDITURES/ EXPENSES 2012 $ $ $ $ 27,118,765 49,056,060 35,933,801 2,183,701 115,550,123 500,000 59,992,098 4,757,203 295,091,751 $ 1,893,399 3,874,016 5,767,415 $ 2,251,263 6,944,738 9,196,001 $ $ 303,727 303,727 $ $ 362,739 362,739 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2012 DEPARTMENT/FUND RISK MANAGEMENT: RISK MANAGEMENT $ Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2011 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2011 $ $ $ $ 31,210,908 31,210,908 $ $ 43,912,696 43,912,696 $ 176,649,545 60,527,995 2,344 10,139,552 20,422 6,323,119 173,334 1,268,926 255,105,237 $ 173,059,942 74,452,020 80,500 33,799,768 26,300 5,709,844 3,560,000 2,000,000 292,688,374 182,632,904 61,380,923 97,215 10,799,768 26,300 4,824,306 $ 259,761,416 STADIUM DISTRICT: BALLPARK OPERATIONS $ CACTUS LEAGUE OPERATIONS LONG TERM PROJECT RESERVE STADIUM DIST DEBT SERIES 2002 Department Total $ 3,754,472 99,143 3,000 6,611,335 10,467,950 $ Department Total $ 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 $ 3,865,769 304,341 4,170,110 $ Department Total $ Total all Departments $ $ 9,262 20,000 3,718,023 2,205,000 2,655,000 8,607,285 $ $ 1,400,000 $ $ 1,400,000 $ $ $ SUPERIOR COURT: CHILDRENS ISSUES EDUCATION $ CONCILIATION COURT FEES DOM REL MEDIATION EDUCATION EXPEDITED CHILD SUPPORT GENERAL JUDICIAL ENHANCEMENT LAW LIBRARY PROBATE FEES SPOUSAL MAINT ENF ENHANCEMENT SUPERIOR COURT FILL THE GAP SUPERIOR COURT GRANTS SUPERIOR COURT SPECIAL REVENUE Department Total $ ELIMINATIONS BUDGETED EXPENDITURES/ EXPENSES 2012 36,936,906 36,936,906 SHERIFF: DETENTION OPERATIONS $ GENERAL INMATE HEALTH SERVICES INMATE SERVICES SHERIFF DONATIONS SHERIFF GRANTS SHERIFF JAIL ENHANCEMENT SHERIFF RICO Department Total $ SPECIAL LITIGATION: GENERAL ACTUAL EXPENDITURES/ EXPENSES * 2011 $ $ $ $ 200,000 200,000 1,187,530 400,000 113,000 $ 693,124 178,832 1,225,000 4,197,486 $ $ $ $ $ (193,790,887) $ (193,790,887) $ (3,650,000) $ (3,650,000) $ 2,362,231,276 $ 4,352,352 70,223 3,000 6,611,336 11,036,911 24,131,638 $ $ $ $ 1,656,972 99,143 3,000 6,631,968 8,391,083 $ $ 115,007 1,590,000 190,682 981,059 69,758,597 790,286 1,172,519 677,531 115,921 2,385,294 1,845,426 7,971,827 87,594,149 3,845,844 97,721 3,943,565 $ $ $ $ (189,857,717) $ (189,857,717) $ 1,877,947,769 $ 115,007 1,702,500 390,682 897,500 76,556,676 870,600 1,425,000 564,531 115,921 3,122,724 3,002,400 6,029,540 94,793,081 4,267,568 304,341 4,571,909 (185,063,790) (185,063,790) 2,423,827,579 *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. 1119 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Attachments 1120 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Glossary Glossary Activity: A set of services with a common purpose that produces Outputs and Results for customers. Adopted: 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. 1121 Maricopa County Annual Business Strategies FY 2012 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 2012 to pay for an expenditure budgeted for FY 2011 for which an obligation has been incurred that cannot be paid by June 30, 2011. 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. 1122 Maricopa County Annual Business Strategies FY 2012 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): 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/Equity: An amount composed of accumulated excess or deficiency of revenues less expenditures in a fund. This is measured at the beginning or end of a fiscal year. Furlough: Mandatory unpaid leave imposed on employees by a department facing a severe financial crisis. 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 are sold to raise funding for capital expenditures. General Obligation Bonds must be approved by a majority of Maricopa County residents. 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. 1123 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Glossary 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. MCAO: Maricopa County Attorney’s Office. MCSO: Maricopa County Sheriff’s Office. 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. MMC: Maricopa Medical Center. Object Code: Identifies the expenditure type (e.g., cash, accounts payable, real property taxes, salaries and wages). OMB: Office of Management and Budget. 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 position control number is assigned to a position once OMB has verified that it has been budgeted appropriately and that 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. 1124 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Glossary 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. 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 1125 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Glossary 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. 1126 Maricopa County Annual Business Strategies FY 2012 Adopted Budget Acknowledgements Acknowledgements The Fiscal Year 2011-12 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, Lee Ann Bohn, Kimberly Bonham, Lauren Cochran, Carmine Davis, Mary Driessen, Jacqueline Edwards, Shannon Fitzgerald, Angie Flick, Cindy Goelz, Brian Hushek, Dreamlyn Johnson, Mark Mason, Jannah Oglesbee, Jack Patton, Scott Rothe, Harold Siguenza, Dexter Thomas, Sandi Wilson, Ryan Wimmer. In addition, special thanks to the following Office of Enterprise Technology team who were instrumental in providing the system support and reports needed to produce this document: Andy Duclos, Patricia Encinas, Tamy Harmon, Dean Johnson, Duane Lee, Rick Pope and Enrique Ramirez and to the following Business Strategies and Health Care Programs staff, Chris Bradley, Kirk Jaeger and Janet Woolum, for providing guidance and support on the County’s Managing for Results initiative. 1127