MARICOPA COUNTY FY 2013 Annual Business Strategies Adopted Budget Credits Board of Supervisors Max W. Wilson, District 4, Chairman Fulton Brock, District 1 Don Stapley, District 2 Andrew Kunasek, District 3 Mary Rose Garrido Wilcox, District 5 County Manager Tom Manos 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 recreational lands Contribute to an effective 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 2013 Adopted Budget Table of Contents Table of Contents Motions Motions 1 Transmittal Letter Transmittal Letter Revenue Outlook Property Taxes Expenditure Uses Structurally Balanced Budgeting and Historical Overview Econometric and Demographic Trends Economic Development State Budget Impacts Justice and Public Safety Technology Infrastructure and Capital Improvement Health Care Issues Employee Issues and Concerns Conclusions 3 4 6 7 8 9 11 11 12 16 18 19 21 County Profile Introduction History County Seal and Flag Climate and Topography 23 23 24 25 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 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 37 37 37 Maricopa County Annual Business Strategies FY 2013 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 Performance Measurement 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 38 38 41 41 41 42 43 43 43 45 45 45 45 45 46 46 46 46 47 47 47 47 47 48 48 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 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 Strategic Priority 6: Effective Economy 51 52 53 53 53 53 54 54 54 54 55 55 57 58 60 61 64 ii Maricopa County Annual Business Strategies FY 2013 Adopted Budget Table of Contents Strategic Priority 7: Quality Transportation Strategic Priority 8: Citizen Satisfaction Strategic Priority 9: Fiscal Strength Strategic Priority 10: Quality Workforce 66 67 68 69 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 Property Tax Levy Adoption iii 71 71 72 73 74 75 76 76 77 77 77 77 78 78 78 78 78 78 80 81 81 81 81 82 82 83 83 83 83 84 84 84 84 84 85 85 85 85 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Table of Contents Fiscal Year 2013 Budget Process Fiscal Year 2014 Budget Process Budget Adjustment Process Programmatic Budgeting 85 85 85 86 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 Appropriated Expenditures and Other Uses by Department, Fund and Function Class iv 87 88 89 92 96 97 101 101 101 101 105 105 105 106 106 107 107 108 108 109 109 110 110 111 111 112 113 113 113 114 114 114 114 116 118 119 122 123 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Table of Contents 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 140 144 145 151 153 155 156 157 160 162 162 164 168 Mandates Summary Introduction Summary Public Safety Health, Welfare and Sanitation Highways and Streets General Government Culture and Recreation Education 177 178 179 180 181 181 182 182 Financial Forecast Executive Summary Overall Fiscal Position Forecast Drivers Forecast Assumptions Revenues Expenditures Capital Projects Financial Forecast Schedules 183 183 185 187 187 189 189 191 Department Strategic Business Plans and Budgets Adult Probation Air Quality Animal Care and Control Assessor Board of Supervisors, District 1 Board of Supervisors, District 2 195 226 244 260 268 271 v Maricopa County Annual Business Strategies FY 2013 Adopted Budget Table of Contents 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 Manager Education Service Elections Emergency Management Enterprise Technology Environmental Services Equipment Services Facilities Management Finance Human Resources Human Services Integrated Criminal Justice Information System Internal Audit Justice Courts Juvenile Probation Management and Budget Medical Examiner Parks and Recreation Planning and Development Procurement Services Public Defense System Public Fiduciary Public Health Recorder Research and Reporting Risk Management Sheriff Superior Court Transportation Treasurer Waste Resources & Recycling 274 277 280 283 328 333 343 382 389 407 435 453 471 481 493 507 537 546 565 575 590 614 619 625 645 678 687 702 725 745 756 798 806 845 855 861 879 924 958 992 1002 Capital Improvement Program Executive Summary 1013 vi Maricopa County Annual Business Strategies FY 2013 Adopted Budget Table of Contents Capital Improvement Program Capital Projects Budget Operating & Capital Budgets – Their Relationship Intergovernmental and County Improvement Capital Projects General Fund and Special Revenue Funds Summary Project Detail Recently Completed Projects Technology Capital Improvement Program Summary Project Detail Transportation Capital Improvement Program Summary Project Detail Managing for Results for All Projects 1013 1016 1016 1017 1017 1018 1018 1036 1036 1036 1049 1049 1050 1050 Debt Service Debt Management Plan Debt Obligations by Type Debt Policies 1075 1082 1087 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 Budget Calendar Fund Descriptions Revenue Source Codes Expenditure Object Codes Statutory Requirements Arizona State Auditor General Forms 1091 1093 1098 1101 1103 1106 1108 1115 1117 1119 1120 1129 1130 1132 1136 Glossary Glossary 1151 Acknowledgements Acknowledgements 1157 vii Maricopa County Annual Business Strategies FY 2013 Adopted Budget Table of Contents viii Maricopa County Annual Business Strategies FY 2013 Adopted Budget Motions Motion Adopted Budget Adoption 1) Adopt the Fiscal Year 2013 Budget in the amount of $2,278,653,993 by total appropriation for each department, fund and function class. This represents a decrease of $33,972,781 from the Tentative Budget of $2,312,626,774. 2) Approve the allocations for Economic Development Agencies, Non-Profit Organizations and Agricultural Extension as specified in the FY 2013 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 class, as requested and approved by the Presiding Judge of the Superior Court, without any further Board approval. b) Contract Counsel, Legal Advocate, Legal Defender, Public Advocate 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 class, 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 class 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. d) The budget for Operating Major Maintenance projects will be appropriated at the department, fund and function category rather than department, fund and function class. 4) Pursuant to A.R.S §11-275, the Board of Supervisors authorizes the transfer of any monies received in the General Obligation – Debt Service Fund (312) to be reported in the General Fund (100). Amended Motion: 5) In addition to the motions above, approve the transfer and expenditure of $100,000 from NonDepartmental General Fund (100) Non-Operating (0001) Contingency to a new appropriation in Human Services (220) General Fund (100) Non-Operating (0001). These monies will be used to provide funding for Community Action Program (CAP) Services within Gila Bend and Guadalupe. 1 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Motions 2 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter Transmittal Letter To: Max W. Wilson, Chairman, District 4 Fulton Brock, Supervisor, District 1 Don Stapley, Supervisor, District 2 Andrew Kunasek, Supervisor, District 3 Mary Rose Wilcox, Supervisor, District 5 The FY 2013 recommended budget was developed with the expectation that Maricopa County would require another disciplined operating budget. The economy continues to be sluggish and difficult to predict. While economists are expecting a return to steady growth, the pace has been slow. This slow growth in revenues is creating budgetary caution. The economy continues to be sluggish and difficult to predict. At the beginning of the fiscal year, strong yearover-year jail excise and state-shared sales taxes provided hope that the fiscal corner had been turned. Sales and jail taxes grew year-over-year at 6% plus from July through November, and then dropped from December through April. The average growth of stateshared sales taxes was 3.14%, and jail excise taxes was 4.4% for the past 5 months, thus lowering expectations. Vehicle license tax (VLT) collections are of greater concern. Year-todate, the VLT revenues are $1.2 million below last year through April. This revenue stream has been difficult to trend. For FY 2013, the budget for this revenue stream is very conservative. The 2013 budget guidelines approved by the Board of Supervisors on December 12, 2011, set a probability of subdued budgetary growth. With the exception of those departments with very critical needs, departmental budgets are flat or slightly lower than in FY 2012. Expansions of services or new programs are in the criminal justice arena where investment in funding will result in increased public safety, decreased jail populations or greater efficiencies. The recommended expenditure budget appropriation is $2,312,626,774, which is a net decrease of $37,784,025 from the FY 2012 revised budget. The decrease is due to a $33 million operating budget reduction and a $4.7 million reduction in capital and technology improvements and other one-time expenses. The State of Arizona assisted with the reduction in costs by eliminating the county contributions that had previously been required. The operating budget decreased by $32,993,769 or 2.0%, as compared to the 2012 revised budget. In addition to the $26.1 million decrease in county contributions to the state, there were also decreases in mandated health care programs, a reduction in the number of man hours anticipated, elimination of vacant positions, program cost decreases occurred because of volume reductions, and general contingency was reduced. These reductions were offset slightly by the following increases: jail maintenance of effort, a new justice court precinct, retirement contribution increases, and justice system contingencies. The Tentative Budget followed the Budgeting for Results Guidelines and Priorities approved by the Board of Supervisors. These policy guidelines outline the strategic direction that was taken 3 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter as departmental budgets were prepared, and the Office of Management and Budget consolidated the budget information. 1. No increase in the overall property tax rate from FY 2011, resulting in a significant decrease in property taxes. 2. No anticipated employee compensation funding. 3. Departmental budget targets flat to last year with adjustments for Board approved changes, state mandates, and the decrease in budgeted hours. 4. Base budget should be within the target, and structural balance should be maintained within funds, whenever possible. 5. The General Fund will not backfill reductions in grant funding. 6. Internal Service Funds (ISFs) charges will be allocated to funds/activities. 7. State contributions will be paid from Special Revenue Funds, if necessary. 8. No budget reductions anticipated, but departments should be prepared to offer reduction of up to 5%. 9. No additional funding is expected for new or expanded programs. Requests for additional funding must be for critical issues only. 10. Use of fund balances reserves will be considered if recommended for uses in accordance with Reserve and Tax Reduction Policy. 11. The Capital Improvement Program (CIP) will be developed within available non recurring sources to meet strategic goals and long-range infrastructure needs. 12. New Information Technology Projects will be considered when there is a three year ROI or are of a critical operational nature. The guidelines adopted by the Board were closely followed during the development of the FY 2013 budget. Elected Officers and the Management Team within Maricopa County were cognizant of the fiscal constraints and worked collaboratively with the Office of Management and Budget to reach budget agreements and to achieve structural balance. All of the Elected Row Officers signed their budget agreements during the budget cycle. The cooperation of all of the County officers was necessary for achieving a budget that will move the County forward while attaining a significant reduction in property taxes for the citizens of Maricopa County. Revenue Outlook Maricopa County has a philosophy of budgeting revenues very conservatively. This approach has allowed us to maintain fiscal stability, structurally balance the budget, and fund new capital and technology without incurring debt. For the last decade, Maricopa County has been able to obtain a fund balance pick-up at year end to utilize for cash expenditures, allowing us to avoid interest costs and General Obligation Bonds. Revenues for FY 2012 did grow, but only slightly. The State-shared Sales tax collections are $22.6 million or 7.4% above budget year-to-date. The FY 2012 budget was adopted with the expectation that there would be a decline from FY 2011. Receipts for FY 2011 were $380.8 million, and the FY 2012 sales tax revenue was budgeted at $369.7 million. The Jail Excise taxes are $5.2 million or 5.7% over budget year-to-date. Again, the budget for FY 2012 is 1.2% lower than actual for FY 2011. State-shared Vehicle License taxes (VLT) are over budget by $1.7 million in the General Fund and $242,688 in the Highway User Revenue Funds 4 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter (HURF). However, this revenue has been sporadic and was under budget for eight of the last ten months in the General Fund. In the Transportation fund, HURF revenue collections have been ahead of budget for all ten months of the fiscal year but behind the prior year actuals. However, the positive variance has receded in recent months. A 14.4% positive variance was achieved in July 2011. The margin has narrowed in subsequent months and was only 2.8% in April. The recommended revenue budget for FY 2013 includes the following assumptions. These growth increases have been applied to the FY 2012 forecast. State Shared Sales Tax: Vehicle License Tax: Jail Excise Tax: Highway User Revenue: +2.0% Flat +3.8% +1.4% Maricopa County utilizes Elliott Pollack and Company as our economist, along with data from Marshal Vest at the University of Arizona. Each year we compare the year-to-date actual financial results with the forecast information received through the economists. For the past several years, the Office of Management and Budget has budgeted revenues at a lower level than recommended by the economists. This strategy has served us well. State-shared sales taxes are budgeted to be $404,078,237, which is $9.4 million below the estimate received by Pollack. The difference is a combination of the economist estimating a growth factor of 3.5% versus 2.0% by the budget office, and the year-end FY 2012 forecast being utilized by the County being approximately $2.9 million lower than that of our economist. State-shared Vehicle License Taxes are hard to determine. New car sales are a significant factor in receiving increased revenues, since the vehicle’s depreciated value is utilized to assess the tax. For FY 2012, the forecast shows a decline of 3.9% or $4.4 million over FY 2011. The FY 2013 budget is flat to forecast. This is slightly less than the Pollack forecast of 2.0% growth. The Jail Excise Tax is a local tax approved by the voters in 1998 for use in building and operating the adult and juvenile detention facilities and to lower the inmate and juvenile populations. This revenue has had the strongest performance in the past year. We are expecting a 4.0% growth when we end FY 2012. The growth factor for the FY 2013 budget is 3.8% or $4.4 million. This is consistent with the growth projections recommended by Elliott Pollack and Company. Highway User Revenues Funds (HURF) are collected principally from a $0.18 per gallon tax on fuel sold within the State of Arizona. This is state-shared revenue that is distributed to the counties and deposited in the Transportation Operating Fund. The budgeted increase for next year is 1.4%. This is only slightly less than our economist’s forecast. However, there has been a formula adjustment made by the State of Arizona which will result in additional revenue being received. Therefore, this revenue will be adjusted upward in the final budget. 5 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter Property Taxes Maricopa County’s primary property tax levy, excluding the SRP payment in lieu of taxes, will drop by $52.5 million in FY 2013. The net assessed value has dropped by $4.2 billion from FY 2012, but the tax rate being applied has remained flat at 1.2407 per $100 of assessed valuation. The budget guidelines acknowledged this issue and the Board of Supervisors called for the Office of Management and Budget to maintain the same tax rate as was adopted in FY 2012. For most taxpayers, because their homes are losing assessed value and the property tax rate is remaining flat, they will be receiving a property tax reduction. The average impact on a residential property tax owner is a $19.59 tax reduction. The Full Cash median home value in FY 2012 was $124,500 and has dropped to $111,000 for FY 2013. The recommended FY 2013 budgeted levy, including the SRP payment in lieu of taxes, is $433.5 million as compared with $485.6 million in the FY 2012 adopted budget. Property tax assessed valuations have declined significantly over the past several years. This decline is forecasted to continue through FY 2015. In FY 2010, our primary net assessed value was $49.68 billion in Maricopa County. When we reach the bottom of the valuation decline in FY 2015, it is expected to be $31.35 billion. This is a 40.4% decrease over a 5 year period. These $49.68 $50 significant declines in the $46.84 property tax assessed $44.88 $45 valuations have caused our revenues to contract, budgets $38.93 $40 $38.49 to tighten, and projects to be postponed. Future assessed $33.64 $34.26 $35 $33.81 valuation declines will continue $31.35 $30.94 $31.01 to have a negative impact on $30.19 $30 $28.07 the County operations, and future efficiencies will need to $25 be achieved in order to continue with structural balance. Billions Primary Net Assessed Value April 2012 pessimistic f orecast, Elliott D. Pollack and Company The Board of Supervisors has made a conscious decision to set the property tax levy significantly below the legally assessed maximum levy calculation. The maximum tax levy could have been $558.2 million. Maricopa County is under the limit by $133.1 million. In addition, using the state mandated “Truth in Taxation” levy calculation, the Board’s tax rate will be $0.1765 below the “Truth in Taxation” tax rate, and the County is under the “Truth in Taxation” levy by $60.5 million. Utilizing the median-valued home of $111,000, the property tax bill on that home would have been $157.31 using the Truth in Taxation rate. The County tax bill on a median home will be $137.72, a savings of $19.59 or 12.5%. Another way that Maricopa County has saved 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 6 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter year, they expanded this category to also include large technology projects. This means that the County is paying cash for the Sheriff’s 911 Center and Headquarters Building, 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 those approved in 1986. Finally, the last significant issue to discuss are 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 $7.8 million, and the Library District is lowering its levy by $2.1 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. Expenditure Uses Maricopa County’s expenditures are primarily made up of criminal justice and health care related costs. The chart below outlines the expenditure uses for FY 2013. The largest category is criminal justice and public safety. It comprises 50.90% of our expenditures. A number of departments and offices are part of the public safety category including: Superior Court, Adult Probation, Juvenile Probation, County Attorney, Sheriff, Clerk of the Superior Court, Public Defense Services, Emergency Management, Justice Courts, Public Fiduciary, Planning and Development, and Constables. Last year these expenses were 50.44% of the budget. There will be more on the specifics of justice and law enforcement in a later section. FY 2013 Recommended Budget Uses of Funds: $2,312,626,774 Highways and Streets, 7.09% Culture and Education, 0.91% Recreation, 0.50% General Government, 17.46% Health, Welfare and Sanitation, 23.14% Public Safety, 50.90% The other large category is Health, Welfare and Sanitation which is 23.14% of the total expenditures. This category is made up of Public Health, Health Care Programs, Correctional Health, Medical Examiner, Human Services, Animal Care and Control, Air Quality, Environmental Services and Waste Resources and Recycling. Demand for services is on the rise in these departments. The largest portion of this category is the Arizona Health Care Cost Containment Systems (AHCCCS) and Arizona Long Term Care System (ALTCS) programs that are managed by the State of Arizona but funded partially by Arizona counties. There is a section below that outlines the costs within the recommended budget for Health Care Programs. Other costs that make up the countywide expenditures are: General Government (17.46%), Highway and Streets (7.09%), Education (0.91%), and Culture and Recreation (0.50%). 7 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter Structurally Balanced Budgeting and Historical Overview The great recession that hit the world in 2008 and has continued through the last several years had a devastating impact on many governments around the nation. Certainly, weathering the storm was not for the weary. In Maricopa County, we worked through the fiscal downturn by following the fiscal policies that have brought success to our County for many decades. The Board of Supervisors has adopted conservative budget policies and practices that are grounded in good government principals. Structural balance is our most basic of those principals. It means that recurring revenues meet or exceed recurring expenditures. Because of structural balance, we have been able to fund capital building and technology projects with cash and keep our expenditures in check. This intense fiscal control is present in the FY 2013 budget. The County has been ratcheting down expenditures since FY 2007, 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 2008 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 FY 2008. The Board of Supervisors implemented a freeze on hiring, capital and contingency funds. Administrative budgets in all departments and offices 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 and revenue reduction. The FY 2009 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 FTE vacant and filled positions were eliminated during this fiscal year. It was also necessary to utilize our budget stabilization account to pay-off debt and lower the burden on operating expenditures. The FY 2010 budget included additional budget balancing reductions of $130.3 million. The largest reductions included $24.5 million from the elimination of vacant positions, $47.3 million from the reduced cost of providing services; $12.9 million due to paying off capital leases, and $53.7 million in Non Departmental expenditures. The FY 2011 budget included operating and non-operating budget reductions of $87.3 million. Many FY 2011 reductions occurred in Non Departmental, where most countywide expenditures are budgeted. The reductions which were recommended in Non Departmental 8 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter 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 FY 2012 budget again had operational cost savings. The operating budget was reduced by $38.7 million. Savings were associated with $4.7 million elimination of vacant positions and increased vacancy savings. Reductions in grants and intergovernmental agreements totaled over $20 million. 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 occurred due to lower volumes and other program reductions throughout County departments. The recommended budget for FY 2013 includes many additional reductions in order to maintain structural balance. The net change in mandated state health contributions is a $4.2 million reduction. Moving the primary and general election costs from operating to non recurring is a $5.1 million decline. Elimination of the state/county contribution resulted in a $26.1 million in savings. Finally, there was $11.4 million in reduction in costs due to volume changes, efficiencies and abolishing vacant positions. There are two fund types that are not in structural balance in FY 2013. The first one being the self-funded insurance programs funded through the Benefits Trust Funds. These Benefits Trust Funds are several different product lines offered by the Employee Benefits division of Business Strategies and Health Care Programs. The types of funds include various medical plans, two dental plans, wellness, vision care, and short disabilities. During the FY 2013 plan redesign, adjustments have been made to the medical plans that are carrying a negative balance. Collectively, the employee benefit plans have a significant positive fund balance. The Risk Management Fund is also not in structural balance due to anticipated large, nonroutine claims that may hit in the coming fiscal year. A non recurring contingency has been set aside to assist if any of these liabilities occur in FY 2013. Econometric and Demographic Trends The economic outlook for the nation, state, and Maricopa County has improved over the past year. Foreclosures are declining, and housing prices are rebounding. Economists are predicting a return to steady growth. In fact, the real GDP at a national level has been growing since 2010. All economic indicators are growing, however, quite slowly. This is not what happened in the Greater Phoenix area during past recessionary cycles. In the past, Maricopa County has been one of the first areas to recover. While our fundamental economic base is sound because of the sharp decline that was experienced during this recession, recovery will be exceedingly gradual. Elliott Pollack, our commissioned economist, cautioned Maricopa County in his last quarterly update. He stated that the recession is officially over but that the County should “take care with spending.” This budget attempts to do just that. While we are beginning to return to normalcy, there is still a very cautionary tone to this plan. “The full recovery date for the County continues to be 2015 for most economic statistics. This includes the absorption of all excess housing, a 9 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter full employment recovery, a full retail sales activity recovery, and the absorption of all excess commercial real estate.” Elliott D. Pollack and Company, April 2012 The Office of Management and Budget continues to track the economic trends, with the help of the University of Arizona, State of Arizona economic information and Elliott Pollack’s quarterly updates. The major changes in the economic data are shown below. • • • • • • Consumer Spending modest Excess industrial capacity Modest housing recovery Limited commerical construction Continued pressure on state and local governments Limited policy options for the Federal government The State of Arizona has grown at a tremendous rate for the last 50 plus years. From 1950 – 1960, we placed 4th in population growth. From 1960 – 2006, Arizona was in either 2nd or 3rd place for population growth each year. However, from 2007 – 2010, the State of Arizona ranked 44th in population growth. During that same period, our employment growth was 49th and our personal income growth was 46th out of the 50 states. In fact, in Greater Phoenix, from 2009-2011, there was a significant decline in jobs according to the Department of Commerce (see chart above). This recent recession was clearly not in line with our explosive growth history. On a positive note, employment statistics are improving. The region is beginning to reclaim our past growth history. This is necessary in order for the County to achieve financial recovery at the personal, governmental, and commercial levels. Growth in jobs over the next several years will be modest but increasing. By 2013, we should see 3.0% job growth in the Greater Phoenix area. The Phoenix-Mesa employment growth rates will place us 5th in national job growth by the end of 2012, according to Arizona State University and the U.S. Bureau of Labor Statistics. 10 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter Economic Development Maricopa County has continued to support efforts to develop and expand the regional economy. The budget continues County financial support of more than $1.1 million for several key regional non-profit economic development agencies, including the Greater Phoenix Economic Council, the Greater Phoenix Chamber of Commerce Bid Source Program, and the Greater Phoenix Convention and Visitors Bureau. The budget also includes continued support for the International Genomics Consortium. Along with these ongoing efforts, Maricopa County has participated in major regional economic development projects that create high-paying, export-oriented jobs and capital investment. County funds are allocated judiciously after careful fiscal impact analysis and review by the County’s Economic Development Committee. This year, the County has committed $1 million as part of a package of incentives to locate a new IT center to support the world-wide operations of Silicon Valley Bank (SVB). SVB plans to create 460 new jobs with salaries averaging $88,000 per year at its new IT center in Tempe. County funds will be provided only when jobs are created and can be taken back if the jobs are not maintained. The County’s investment will be recovered in additional new tax revenue within a few years. Meanwhile, the $20 million set aside last year for the First Solar plant in Mesa remains with the County, as the firm has indefinitely put off plans to create the new jobs required for the incentive. Originally, First Solar was to invest up to $1.6 billion in capital investments. The County is investigating the expansion plan with First Solar and our legal counsel. If the new manufacturing jobs are not going to materialize, then it may be possible to release the funds for utilization in other economic or non recurring projects. State Budget Impacts After years of increasing cost shifts to local governments as a means to balance its budget, the State of Arizona passed a budget for FY 2013 which reversed many of the prior burdens. The County no longer is required to make a contribution to the State of Arizona which cost the County $26.4 million in FY 2012. Another huge positive development was the reversal of the law that would have shifted responsibility to the County to house inmates sentenced to less than a year. This unfunded mandate would have resulted in additional on-going operating costs of over $30 million. While the state continued the diversion of Highway User Revenue Funds to fund the Department of Public Safety, they reversed the action taken in FY 2012 to divert an additional amount to the state’s Motor Vehicle Division. This change should result in the restoration of almost $6.7 million in funding to the County’s Transportation Department. This revenue restoration is not reflected in the recommended budget but will be adjusted prior to final budget adoption. Also continuing is the requirement to have the County pay 50% of the cost of treatment and confinement associated with Sexually Violent Persons, as well as Maricopa County paying 100% of Superior Court Judges’ salaries. A new impact of FY 2013 involves the closing of the State Capital Post-Conviction Public Defender’s Office. These responsibilities will now need to be handled by the County’s Public Defense System. The initial estimate of the cost for this shift if $650,000. The state also will be sweeping Court Funds, which could ultimately result in less special revenue funds for the Court system in the County. On the horizon for FY 2014, the state passed legislation that will 11 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter divert a portion of the State-shared Sales Tax to fund infrastructure improvements for the benefit of a manufacturing facility. This will cost the County approximately $2.5 million of revenue. A good news item for public employees is that there was legislative action taken to reverse the cost share for contributions to the Arizona State Retirement System (ASRS). In the prior year, the law was changed to require employees to pay 53% of the contribution and lowered the employer rated to 47%. A recent action taken during the 2012 legislative session restores the cost share to a 50%/50% split. The County will not be impacted by this change because the budget for FY 2012 had originally assumed that the split would be at 50%. Funding is included in the FY 2013 budget for the 50% split. Justice and Public Safety Justice and Public Safety continues to be our largest expenditure category, composing over 50.9% of our annual expenses. The percentage continues to grow with each subsequent fiscal year. This year is not an exception. In the coming fiscal year, the County will confront managing the adult and juvenile detention populations, aging jail facilities, the need for new technology, the expansion of a new justice court, analyzing opportunities to reduce recidivism through new programs and dealing with a continued backlog of capital defense cases. These are a few of the challenges expected in FY 2013. Public Defense Services continues to deal with the aftermath of the capital case crisis that began in 2006. As background, once a capital case has completed the trial and appeal phases, it enters the post-conviction relief (PCR) phase during which the defendant’s conviction and sentence are essentially reviewed for errors. Attorney appointments to capital (PCR) cases are made by the Supreme Court. Historically, very few attorneys met the Supreme Court’s standard for trying capital PCR cases. As a result, many defendants waited years before they were appointed counsel, and a backlog developed. In 2011, the Supreme Court relaxed its standard. More attorneys qualified to handle these cases under the new rule, and the Supreme Court proceeded with appointing counsel to backlogged cases. The County’s PCR caseload spiked from a steady level of three to four cases annually to thirty-two. While the State of Arizona’s Office of Post-Conviction Relief (an agency funded jointly by the State and counties) could handle a handful of cases each year with their small team of inhouse attorneys, they did not have the capacity to respond to this spike. As stated, contract attorneys are appointed to these cases by the State Supreme Court, but the County must cover the costs. Besides the financial burden stemming from the sheer volume of cases, there appears to be a 12 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter growing number of requests for two, rather than the traditional one, defense attorneys to be appointed at the PCR phase. In FY 2012, capital PCR cases were expected to cost the County $2.5 million more than budgeted. Further exacerbating the growing expense of capital PCR cases is the State’s recent decision to no longer fund its Office of Post-Conviction Relief beginning in FY 2013. As a result, the State will no longer handle any capital PCR cases and will no longer bear any of the associated expenses. Indigent Defense is currently determining how best to handle this change and minimize the additional financial burden to the County. A budgetary adjustment will be necessary between the recommended tentative and final budget to accommodate the state funding change. Over the past several years, volumes in the criminal justice system have been stagnant or reduced. This is true for the adult and juvenile detention populations as well. However, while both show downward trends, it is important to note that the staffing levels have been reduced. By eliminating vacant positions, the functional capacity in both the adult and juvenile systems has been reduced as well. The monthly data for adult population shows that the County has hit a six year low point of 6,859 (monthly average) in December 2010, and has been slowing climbing since that lowermost point. The April adult inmate population average is 7,525. The Sheriff’s Office will see a 4.9% increase in their detention budget for FY 2013, primarily due to an increase in the administrative allocation from the General Fund and an increase in fuel costs and IT software needs. In addition, a staffing study is being completed by MGT of America, Inc., to evaluate the appropriate staffing levels in the jail facilities. Juvenile detention’s average daily population has experienced similar declines. As of today, juvenile is slightly over their functional capacity. While the population soared to over 440 in 2006, it is now hovering around 240. 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 and probation functions has been reduced in recent years. In the FY 2013 budget, there has been further reduction in both the General Fund and the Detention Fund, as vacant positions were either transferred to special revenue funds or deleted due to volume reductions. On the law enforcement side, the Maricopa County Sheriff’s Office (MCSO) is funded primarily with General Fund revenues. The FY 2013 recommended budget has a 3.9% reduction in expenses. This is primarily due to a reallocation of administrative costs between the Detention and General Funds. However, it is offset by an increase in fuel costs, training expenses, expansion of the shift differential and a decrease in vacancy savings. The Office of Management and Budget (OMB) has been leading the collaborative efforts with Sheriff’s Office, mandated by the Board Resolution that was approved on June 20, 2011. This resolution calls for County Administration to work jointly with MCSO on internal audits, financial controls, IT collaborative activities, operational efficiency reviews, and oversight functions. As a result, there have been significant progresses made in improving operations and policies, as well as recommending investments in new and replacement technology that can save money and advance the office into new business models. As part of the resolution actions, MCSO is working cooperatively on four distinct staffing and best practices studies with OMB. An outside consulting firm, MGT of America, Inc., will determine if additional staff is needed in enforcement, detention, administrative functions and information technology. Contingency 13 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter funds have been set aside to support additional staff or one-time infrastructure costs if the studies recommend new staff or related technological or infrastructure improvements. The mission of the Maricopa County Attorney’s Office (MCAO) is to provide quality prosecution, victims’ services, crime prevention and legal counsel for County government. Case filings are up over this time last year, and total cases terminated are down. The pending active case inventory in Superior Court is creeping upward, indicating that the caseloads are on the rise. This MCAO continues to undergo change under its new leadership. Staffing levels are being re-evaluated, and key programs, such as training, are being resurrected. The budget for FY 2013 is increasing by 1.4% due to a decrease in personnel savings. A number of positions previously left vacant are being filled as case filings increase. Another change in the MCAO recommended budget is the merging of the civil division with the prosecution budget. This change was completed in the recommended budget. A restatement of $8.3 million was made to consolidate these two branches into one budget. The County Attorney’s Civil Legal Services division provides legal advice and representation to County officers and administrators during litigation and with other legal matters. In the coming year, the Civil Legal Services division has begun to take a more active role in the Pre-AHCCCS pending litigation, which is the largest outstanding litigation from a financial perspective. The office assumed responsibility for staffing the litigation support that was previously housed in County Administration. The Justice Courts are 25 independent community courts that deal with civil and criminal traffic, misdemeanor offenses, small claims, evictions, orders of protection, injunctions, and other minor civil and criminal offenses. Justice Courts receive revenue in the form of fines, fees and other miscellaneous revenue which helps to fund their operation. The pie chart shows that the majority of the Justice Court Filings justice court filing is for civil DUI March 2012 traffic offenses. In January, 316 282 653 All other Criminal Traffic 2013, the 26th Justice Court, 3,803 Country Meadows, will be Civil Traffic 6,166 added to Maricopa County. This new JP Court will be in Misdemeanor the Southwestern region of the Small Claims county. When a new Southwest Regional Court Eviction Actions Center is built, it will be housed in that facility. In the Other Civil 4,086 meantime, it will reside in leased space. Funding the 10,947 Orders of Protection new Justice of the Peace (JP) 977 Injunctions against and related support staff and 1,813 Harrassment additional expenses has been budgeted for the last six months of the fiscal year. 14 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter With the addition of a new Justice Court, the need to add an additional Constable has been created. Each Justice Court is mandated to have an elected Constable to provide execution of mandated civil and criminal processes in support of the JP Court. The Constables have been working diligently on a strategic goal to generate revenue equal to 100% of their operating costs on an annual basis. In FY 2011, the offices generated revenue at 54.32% of the operating costs. The Warrant Program is a pilot program that was funded to actively pursue unpaid fines associated with court rulings. This program has been successful and has produced in excess of the cost of the new staff that manages the operation. For FY 2013, $177,674 has been added to the budget to fund this new revenue generating program. The revenue created from the program will more than offset the cost of operations. Superior Court of Arizona in Maricopa County is funded by the Maricopa County government, primarily through the General Fund. Unlike other counties throughout Arizona, an additional cost burden has been laid on Maricopa. Maricopa County is required to pay for 100% of the Superior Court judge’s salaries. In the rest of the counties, the cost is split between the counties and the state. This change occurred recently during the financial upheaval at the state level and is an inequity in which legislative relief will be sought in the future. Within the Superior Court, there are a number of trends that require close monitoring. Caseloads appear to be on the rise, although only slightly. Disposition of court trials are trending downward, while grand jury indictments and active pending criminal cases appear to be trending upward. The Superior Court’s budget is flat to last year. Hopefully, the Superior Court will gain efficiencies in the new Court Tower. The Courts were able to move into the new South Court Tower in February 2012. This new “state of the art” facility should assist with caseload management. This budget also recommends funding for the Regional Homeless Court which was authorized by the legislature during this past session. It will allow the Presiding Judge to establish a homeless court to adjudicate cases filed in JP or municipal court for homeless defendants. It will be based at the Human Services Campus in the Lodestar Day Resource Center. Adult Probation caseloads in pretrial services have been on the rise. In the FY 2012 budget, shifts were made to move pre-trial supervision expenses from the General Fund to the Detention Fund. This is an allowable use of the Detention Fund and was needed to offset the resource poor General Fund. The FY 2013 recommended budget has over $1.2 million for various jail populations management programs in Adult Probation, such as: prison Pretrial Supervision Defendants on Electronic Monitoring 400 378 362 350 319 319 297 300 270 254 250 228 215 200 208 196 193 202 209 187 194 203 212 218 216 224 229 206 191 180 150 100 50 0 Mar-10 Jun-10 Sep-10 15 Dec-10 Mar-11 Jun-11 Sep-11 Dec-11 Mar-12 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter reentry, pretrial electronic monitoring, standard pretrial services, pretrial bail and bonds and drug court. Funding these programs will help to keep the inmate population in the jails manageable. Finally, there are a number of additional jail and juvenile population management pilot programs that are being recommended for funding in FY 2013. The first is the Cradles to Crayons program requested by the Superior Court. This program is designed for 0 – 3 age children in the dependency system that incorporates infant mental health services and parenting skills training into reunification plans. This program is funded at $1.2 million in the recommended budget. With funding from the Detention Fund, there are several new initiatives included in the recommended FY 2013 budget. One is the expansion of the Community Justice Support Services program. This program is currently being piloted in the Southeast Valley. Clients are referred from Adult Probation and accepted if they meet certain criteria needed for success. This program assists individuals who are on probation to transition back into a productive status in the community. The program provides assistance with housing, food, transportation, community services, and job placement. If evidence-based outcomes indicate success of the program, it will be expanded to the West Valley. Six months of funding at $815,550 has been included in the FY 2013 budget. Another program, which will provide assistance to jail inmates transitioning back into the community, is the MCSO Tents Transition Center. The Sheriff’s Office has requested $5.0 million to build infrastructure to begin this program in the FY 2013 budget. It is being recommended. Maricopa County Educational Services Agency (MCESA) requested funding for a Juvenile Transition Program. This program will work with justice system providers, mental health organizations, workforce development, youth services and other organizations to implement a systemic program to coordinate support services. It will ensure high school graduation, college completion and/or career readiness. The goal is to reduce rates of recidivism. This program is being recommended for a two-year pilot program. Again, it will be funded from one-time Detention Funds at $2.8 million. 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 with either cash that has been set aside, or through lease reversions and savings identified 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 used for General Fund IT projects and the Detention Technology Improvement Fund (461) for Detention Fund IT projects. There are eight projects budgeted in FY 2013 in the Technology Capital Improvement Funds: the Contact Center System, County Voice of Internet Protocol (VoIP) and Unified Communications 16 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter (UC) System, Enterprise Data and Disaster Recovery Centers, Infrastructure Refresh Phase 2, Integrated Workplace Management System, Radio System, the Infrastructure for the Sheriff’s Headquarters and a refresh of the audio/visual equipment in the Board of Supervisors’ Auditorium and Conference Room. The Correctional Health Electronic Medical Records System, the Correctional Health Zone H secure network segment, and the Jail NICE Vision refresh are projects for FY 2013 budgeted for in the Detention Technology Capital Improvement Fund. All of these technology projects are modernizing and updating the County’s infrastructure, communication, security systems, proactive system monitoring and essential business tools. The new South Court Tower, which had a budget of $340.3 million, was reduced mid-year to $335 million and the savings were reallocated to three Solar Photovoltaic projects. The new Court Tower was dedicated on February 14, 2012. These Solar Photovoltaic projects were a high priority for the Board of Supervisors as they continue their commitment to green government. Other new projects recommended in the FY 2013 budget are related to more efficient use of space and reduced reliance on leased properties. These include the relocation of the Grand Jury functions and the remodel and tenant improvements in the Security Building to accommodate the Office of the Legal Advocate. Construction on the new Sheriff’s Office Headquarters broke ground in May 2012. The plan for Energy Conservation Projects, that will improve lighting systems, building automation and 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. Rebates and incentives are already being received as well as the benefit from reduced utility usage. This project will lower the County’s carbon footprint into the future. 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 FY 2012 include the Chambers Swing Space remodel, which is now accommodating the Clerk of the Court staff during their current remodel, the Old Courthouse Rehabilitation, and the Sheriff’s Office Crime Lab Relocation. 17 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter Health Care Issues 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. Total anticipated mandated health care costs will total $228.3 million for FY 2013. The largest mandated contribution, at $148.5 million, is to the Arizona Long Term Care System (ALTCS), the State’s Medicaid long-term care program. The ALTCS contribution was reduced $6 million and is based on statutory formulas, which require the State to share the impact of lower costs with the counties. The County will also have to pay $20.2 million to the Arizona Health Care Cost Containment System’s (AHCCCS) Medicaid system for acute medical care. In addition, Maricopa County’s mandated contributions to the State’s behavioral health programs through a court order (Arnold v. Sarn) will total $48.4 million for FY 2013, an increase of $2.0 million from FY 2012 or 5% adjustment. The Medical Examiner’s Office falls under the Health, Welfare and Sanitation category of expenses. This budget added $648,900 in expenditures to the financial plan to add staff at various levels to bring workloads back to industry standards. Pathologists and medical support staff levels were increased. As a result, each pathologist will have their caseload decreased from 1:350 to 1:250. This will align with the national standards. Correctional Health Services (CHS) provides health care in the adult detention facilities throughout our six facilities. This service is critical to the welfare of the inmates who are either pre-sentenced or serving out their sentence with the Maricopa County Sheriff’s Office. CHS was without accreditation by the National Commission on Correctional Health Care (NCCHC) since January 9, 2009. Great efforts and additional expenses were incurred in order to regain the accreditation. Funding for 24/7 provider coverage in the intake and many additional mental health professionals was added in the past several years. In September 2011, the six County jails and the nine clinical areas of CHS underwent a comprehensive accreditation survey by the NCCHC. On November 18, 2011, the NCCHC accreditation committee met and reviewed the results from the survey conducted in September, and CHS was awarded accreditation upon verification to all six facilities with five qualifications that required additional clarification. CHS submitted the requested information to the accreditation committee, and on March 19, 2012, CHS received notification that their accreditation status was upgraded to full accreditation. This was a great achievement for Maricopa County Correctional Health Services and will help limit liabilities into the future. CHS has also embarked on the implementation of an Electronic Medical Record (EMR) system. This is a comprehensive record that will integrate medical, mental health, dental and all patient care activities including medications. The EMR implementation will launch in May 2012, and the budget has been carried over from the current fiscal year. Implementation will take more than a year. It is a necessary element to move towards dismissal of a long-standing 18 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter federal court monitoring issue, Graves v. Arpaio. services for the County jail inmates. The end result will be improved health Payments to the State to house Sexually Violent Persons (SVP) at the Arizona State Hospital are a new and growing liability for the County. Starting in FY 2010, the State began billing Maricopa County for 25% of the cost for these persons, who are institutionalized under a civil commitment process after completing a sentence for criminal offenses. The number of commitments increases month by month, and the average daily population has grown. The increase in cost share from 25% to 50% instituted in FY 2012 was partly offset by a reduction in the daily rates charged by the Arizona State Hospital. In addition, the annual growth in patient population has declined from over 13% in FY 2011 to 9.3% in FY 2012. The total cost in FY 2013 is budgeted and expected to be $4.0 million. 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 continue to remain positive. For FY 2011, it was 5.85 out of a possible 8.0 scale. This is the fourth highest rating achieved in the 14 years. Other notable observations are that employees scored customer service a work priority at 6.88 out of 8.0, and the kind of work you do at 6.75 out of 8.0. These scores indicate that employees feel they are making a difference in the lives of the citizens of Maricopa County. Maricopa County has minimized the cost of our employee benefits program through innovative approaches to providing health care insurance and by promoting healthy lifestyles. Since going self-insured in July 2007, we have avoided significant costs of traditional fully funded insurance products. With no pay increases and rising health care costs, employee benefits are increasingly important to employees. The County provides health and other benefits to over 11,000 employees and, when combined with their covered family members, a total of over 19 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter 25,000 individuals. For FY 2013, we have mitigated significant benefits cost increases while maintaining, if not improving, the quality of our benefit programs. While double-digit increases in employee benefit costs are the national trend, the County’s costs have been held to an increase of less than 3%, or $3 million overall. Benefit cost-containment was achieved by simplification of plan options; intelligent benefit plan design that encourages employees and their families to make cost-effective choices for their health care, and wellness programs that are designed to have a long-term positive impact on health care costs. FY 2013 medical and pharmacy plans were consolidated to three clear, distinct and understandable options – an HMO, a PPO and a high-deductible plan with Health Savings Account. Preventive care is free to the patient, while co-pays and deductibles are structured to encourage employees to use appropriate levels of care. The County also provides a robust wellness program funded by the Benefits Trust Fund. Benefit’s 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. Employees will continue to get reduced premiums for not using tobacco and participating in biometric screenings and health assessments. Starting next year, tobacco users will be able to receive the premium reduction as soon as they commit to a tobacco-cessation program and keep the reduction if they successfully quit. In 2012, Maricopa County was recognized for its wellness efforts by the Phoenix Business Journal when it was awarded a Valley’s Healthiest Employer Award. This is the second year we have achieved this distinction. Funding for market or performance increases has not occurred for four years and will not be funded again in FY 2013. Despite this reality, Maricopa County has very low attrition rates. The annual voluntary turnover rate for Voluntary Turnover 2011 was 5.88%. While performance increases cannot be funded in the By Fiscal Year coming fiscal year, Maricopa County continues to support the Rewarding 14.30% 14.00% 12.35% Ideas Program, Tuition 11.60% 12.00% Reimbursement, Peak Performers 10.00% 9.60% Program and the Attorney Loan 8.00% Repayment Program. Additionally, 5.16% 6.00% 5.77% the County has set aside funding in 5.90% 5.20% 4.00% the FY 2013 budget for another 2.00% Vacation Buy Back Program. These supplemental employee reward programs allow County management * FY To Date (9-Month Period: 07/01/2011 to 03/31/2012) to continue to reward excellent performance and to encourage career progression. 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 per 20 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter event to employees throughout the year for providing superior customer service, completion of a special project, or for other successful assignments. During FY 2012, the Board approved a change to the program that would award employees with a cash award versus the previous gift card award. A new software application was developed to track these awards. The program is funded at $75 per filled FTE. The budget for this program is $750,000 in the FY 2013 recommended tentative budget. The new HR/Payroll system (ADP), put in place in FY 2012, is live and functioning as expected. The County is seeing operational efficiencies and more accuracies as various processes are now automated. New features were added in the current system including: Manager Self Service, Time off Requests and Real-time Time Collection. The real-time time collection project is expected to install an estimated 350 biometric time clocks throughout County facilities throughout FY 2013. Once the real-time time collection project is complete, over 9,600 Maricopa County employees will be recording their time and attendance in realtime. This and the other programs are the embodiment of instituting industry “best practices.” In the FY 2013 budget, there is funding to continue to expand the functionality of the HR system by enhancing our capabilities with the talent management and learning applications modules. This will allow managers to tie departmental strategic plans and individual performance and training plans together. Conclusions The FY 2013 Recommended Tentative Budget is a fiscally sound, responsible budget for the citizens of Maricopa County. It provides a significant property tax reduction and reduces total expenditures by $37.8 million and reduces the operating budget by $33.0 million or 2.0%. It accomplishes this while ensuring that critical public safety and other essential programs are sufficiently funded and in some cases, enhanced. I am proud to present this budget to you. I want to thank the Board of Supervisors for their continued financial 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 continued ability to find efficiencies and to save money. This budget could not have been balanced without their participation, innovative ideas, and assistance. Sincerely, Tom Manos Maricopa County Manager 21 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transmittal Letter On June 18, 2012, the Maricopa County Board of Supervisors adopted the FY 2013 Budget totaling $2,278,653,993. The overall budget decreased $33,972,791 from the Tentative Adopted Budget due to the dissolution of the Public Works Department. On August 20, 2012, the Maricopa County Board of Supervisors approved the FY 2013 Tax Levy and Rate. 22 Maricopa County Annual Business Strategies FY 2013 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 2013 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 2013 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 development of several canals. Tonto National Forest borders the County on the east, Sonora 25 Maricopa County Annual Business Strategies FY 2013 Adopted Budget County Profile 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 per Maricopa County Median Age square mile and the United States has a density of 87 persons 40 per square mile. The recent economic downturn and housing 34.6 33 35 32 market slump are the main factors in the recent slowing in 29.7 30 27 26.7 population growth. However, many of the fundamentals 25 remain in place for the community to again greatly outperform 20 15 the rest of the nation over the longer term. 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 34.6 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 10 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 58 per 1000 women, indicating high levels of in-migration. There is a high level of inmigration from all age categories, especially by individuals between 18 and 34 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 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 26 Maricopa County Annual Business Strategies FY 2013 Adopted Budget County Profile 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 Workforce Indicators including the Salt River Project, Arizona Power Service, the Central Arizona Project, and various Per capita income $ 25,350 smaller municipal and private utility providers. Median household income $ 50,410 This utility infrastructure continues to facilitate the transformation of the desert valley into the vibrant Total workforce 1,890,366 economy within Maricopa County today. The Mean travel time to work (minutes) 25.3 other critical aspects of transportation and educational systems have provided the needed Families above poverty line 88% support and training for the continuously Median Priced Home $111,000* developing economy within the County. Relying upon this basic infrastructure, the County has a Median family income $ 59,067 full-service economy that provides large markets Source: U.S. Census Bureau (2009 ACS), in retail, health care, research, customer service, *Maricopa County Assessor’s Office, Full Cash Value TY12 FY13 entertainment, financial and banking, wholesale trade, agricultural, arts and cultural, construction, manufacturing, light industry, distribution, and recreation and leisure services. Principal employers in Maricopa County are the State of Arizona, WalMart Stores, Inc, Banner Health System the City of Phoenix and Wells Fargo and Company. Maricopa County’s quality of life, cost of living, skilled workforce, good universities and favorable business climate contribute to the improvement of its economy. Maricopa County’s economic base continues to evolve and become more diverse. The reliance on tourism and construction is decreasing as other industries grow. 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 enhances the area’s ability to develop and attract bioscience-related companies. In addition, the Arizona State University-Capital Center campus in Phoenix enhances downtown and the businesses located there. The County expanded its presence in the solar industry with the First Solar manufacturing operation, providing 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 2011) and a joint biomedical campus downtown between ASU and the University of Arizona. Several community and technical colleges provide both general education and more specialized education in trades throughout the valley. The prestigious Thunderbird School of Global Management is also located in the valley and has been consistently ranked #1 in international business by U.S. News & World Report. 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 27 Maricopa County Annual Business Strategies FY 2013 Adopted Budget County Profile 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 44,000 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 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 28 Maricopa County Annual Business Strategies FY 2013 Adopted Budget County Profile 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 15 Major League teams. The City of Glendale is home to the new University of Phoenix Football Stadium, which opened in 2006 and was home to Super Bowl XLII. The area is world famous for golfing and golf tournaments such as the FBR Open. NASCAR racing is conducted at Phoenix International Raceway and speed boating is conducted at Firebird raceway. Sports fans can also enjoy a variety of inter-collegiate athletics on ASU’s Tempe campus and at several local community colleges. 29 Maricopa County Annual Business Strategies FY 2013 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 13,900 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 2013 Adopted Budget County Profile Organizational Changes During FY 2012, there were organizational changes to create the departments of Facilities Management, Transportation, Waste Resources and Recycling and the Integrated Criminal Justice Information System (ICJIS). The County Attorney Civil Division also became part of the County Attorney’s Office. These changes are reflected in the FY 2013 Budget. In addition, immediately prior to the beginning of FY 2013, the County Manager implemented a new reporting structure, adding a new Deputy County Manager and increasing the number of Assistant County Managers to three. The new structure is reflected below. Maricopa County Citizens Superintendent of Schools County Attorney Constables Sheriff Board of Supervisors Clerk of the Court Assessor Treasurer Recorder Elected Appointed STAR Call Center Clerk of the Board County Manager Elections Internal Audit Procurement Services Risk Management Deputy County Manager Assistant County Manager Assistant County Manager Assistant County Manager Deputy County Manager Finance Animal Care & Control Planning & Development Enterprise Technology Equipment Services Emergency Management Parks & Recreation Facilities Management Management & Budget Human Resources Contract Legal Defender Counsel Correctional Health Bus. Strat. & Health Care Programs Legal Defender Public Health Human Services Contract Public Advocate Counsel Medical Examiner Public Defender Research & Reporting Air Quality Legal Advocate NonDepartmental Transportation Public Defense Services Environmental Services Public Fiduciary Waste Resources & Recycling 31 Maricopa County Annual Business Strategies FY 2013 Adopted Budget County Profile Integrated Criminal Justice Information Systems (ICJIS) 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 District 4: Supervisor Max Wilson (Chairman) 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 E. Russell County Attorney: Bill Montgomery 32 Maricopa County Annual Business Strategies FY 2013 Adopted Budget County Profile Clerk of the Superior Court: Michael K Jeanes Recorder: Helen Purcell Sheriff: Joseph M Arpaio Superintendent of Schools: Dr. Don Covey Treasurer: Charles “Hos” Hoskins 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 Judge Robert Oberbillig Peter Reinstein David Talamante 33 Judge David Udall Connie Contes Craig Blakey Maricopa County Annual Business Strategies FY 2013 Adopted Budget Judge Benjamin Norris Roger Brodman Dean Fink Susan Brnovich David Gass Hugh Hegyi Norman Davis Eddward Ballinger, Jr. Warren Granville Thomas LeClaire Joseph Kreamer Daniel Martin J. Kenneth Mangum Samuel Myers Brian Hauser Susanna Pineda Michael McVey William Brotherton, Jr. Joseph Welty Brian Ishikawa Crane McClennen Mark Aceto M. Jean Hoag Dawn Bergin Jeanne Garcia Danielle Viola Teresa Sanders Andrew Klein County Profile Judge 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 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 Christopher Whitten Michael Kemp Judge Linda Miles Margaret Mahoney Gary Donahoe Harriett Chavez Larry Grant George Foster, Jr. M. Scott McCoy Raymond Lee Sally Duncan Peter Thompson John Rea 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 Department Judicial Officer Department Judicial Officer Superior Court Presiding Judge Juvenile Presiding Judge Criminal Presiding Judge Probate/Mental Health P.J. Southeast Presiding Judge Northeast Presiding Judge Hon. N. Davis Hon. E. Ballinger Hon. D. Rayes Hon. R. Mroz Hon. D. Talamante Hon. M. McVey Associate P.J. Civil P.J. Family P.J. Tax P.J. Northwest P.J. Hon. E. Ballinger Hon. R. Oberbillig Hon. C. Hyatt Hon. D. Fink Hon. H. Chavez Justice of the Peace Jeff Fine C Steven McMurry, Presiding JP Keith Frankel Mark Chiles Jimmie R. Hernandez Steven Sarkis Meg Burton-Cahill Joe B Getzwiller Gary Handley Andy Gastelum Kyle Jones 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 Justice of the Peace Melanie DeForest 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 34 Maricopa County Annual Business Strategies FY 2013 Adopted Budget County Profile Presiding Judge of the Superior Court: Hon. Norman J. Davis The Presiding Judge of the Superior Court oversees the Superior Court and the Adult and Juvenile Probation departments. The Presiding Judge is appointed by, and serves at the pleasure of, the Arizona Supreme Court. Associate presiding judges are selected by the Presiding Judge to assist with administrative duties. The Presiding Judge appoints a Court Administrator to assist in the management of non-judicial staff and various ancillary and administrative support functions. 35 Maricopa County Annual Business Strategies FY 2013 Adopted Budget County Profile 36 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget At A Glance Budget at a Glance Introduction For 17 years, Maricopa County’s Office of Management and Budget has received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation award, and has received Special Recognition for Performance Measures and the Capital Improvement Program four times in the last five years. 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 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. - 37 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget At A Glance 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 53 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 38 Maricopa County Annual Business Strategies FY 2013 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 Public Defense System. Maricopa County Strategic Priorities/Goals: • Access to Justice o By 2012, 95% of civil cases filed in Superior Court will be resolved within 18 months, and 99% within 24 months. o By 2013, 85% of criminal felony cases filed in Superior Court will be resolved within 180 days, and 90% within 365 days. Public Defense System Mission Statement: 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. Public Defense System Strategic Goals: o 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 improves quality control for clients and improved cost control for citizens. • The Public Defense System (PDS) projects that 71% of all non-capital cases assigned in areas in which the staffed offices provide services will be assigned to a staffed office in FY 2013. In FY 2011, the department reached 69.5% and is at 69.9% through January FY 2012. o 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. • One case was assigned to the Office of Contract Counsel (OCC) in FY 2012 due to capacity limitations in the staffed offices. Since that time, no cases have had to go to the OCC for capacity reasons. PDS is holding two capital attorney positions vacant in Legal Defender, while it determines if demand is sufficient to require them. There have been significant changes in administration in both the Court and the Office of the County Attorney. These changes have caused uncertainty in the system and PDS has opted to leave the positions vacant until it can be determined how the changes will affect capital cases. 39 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget At A Glance Program Name: ADULT CRIMINAL REPRESENTATION Program Purpose: The purpose of the Adult Criminal Representation Program is to provide effective legal representation to assigned indigent adults charged with, or appealing convictions of, felony and misdemeanor offenses so they can be assured that their rights are protected as required by Federal and State law. Program Results Measure Description Percent Of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts Percent Of Non-Capital Complex Felony Cases Resolved Within 270 Days of Arraignment/Assignment (whichever is later) Percent Of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts Percent Of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Percent Of Capital Cases with Disposition Less than Capital Percent Of Probation Representation Cases With Disposition Other Than Revocation Percent Of Misdemeanors with Disposition to Lesser Charges or Fewer Counts Percent of Appeal and Trial/Post-Conviction Relief Cases in Which the Outcome is Other Than Affirmed FY 2011 ACTUAL 67.7% FY 2012 FY 2012 REVISED FORECAST 67.0% 62.1% FY 2013 ADOPTED 62.2% REV VS ADOPTED VAR % -4.8% -7.1% 36.5% 40.5% 46.1% 39.6% -0.9% -2.3% 98.0% 97.8% 95.8% 96.5% -1.3% -1.4% 76.2% 79.4% 74.6% 77.2% -2.3% -2.8% 90.0% 80.0% 100.0% 91.7% 11.7% 14.6% 79.5% 79.4% 82.1% 82.6% 3.2% 4.1% 87.5% 88.4% 88.4% 85.9% -2.5% -2.8% N/A 40.0% 35.5% 31.9% -8.1% -20.1% 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. 40 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Output Demand Efficiency Measure Description Percent Of Non-Capital Felony Cases Resolved to Conclusion in the Regional Court Centers or Early Disposition Courts Percent Of Non-Capital Complex Felony Cases Resolved Within 270 Days of Arraignment/Assignment (whichever is later) Percent Of Non-Capital Felony Cases with Disposition to Lesser Charges or Fewer Counts Percent Of Non-Complex Felony Cases Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Non-Capital Felony Cases Resolved to Conclusion Net Non-Capital Felony Cases Assigned Cost per Non-Capital Felony Case Resolved to Conclusion Budget At A Glance FY 2011 ACTUAL 67.7% FY 2012 FY 2012 REVISED FORECAST 67.0% 62.1% REV VS ADOPTED VAR % (4.8%) -7.1% 36.5% 40.5% 46.1% 39.6% (0.9%) -2.3% 98.0% 97.8% 95.8% 96.5% (1.3%) -1.4% 76.2% 79.4% 74.6% 77.2% (2.3%) -2.8% (357) -2.3% (704) (30.02) -4.2% -2.1% (41,233) 295,767 254,534 N/A -9.2% 27.5% 16.7% (41,431) 38,935 57,528 55,032 -0.2% 8.7% 8.2% 0.2% 16,943 $ FY 2013 ADOPTED 62.2% 16,626 1,353.13 15,840 $ 16,784 1,456.20 15,704 $ 15,529 1,475.69 15,483 $ 16,080 1,486.22 $ Revenue 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP TOTAL SOURCES $ 17,502 431,118 1,403,199 $ 1,851,819 $ 449,732 1,076,687 $ 1,526,419 $ 408,499 988,443 $ 1,396,942 $ 408,499 1,372,454 $ 1,780,953 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP TOTAL USES $ 21,903,527 432,428 590,105 $ 22,926,060 $ 21,918,670 447,434 700,100 $ 23,066,204 $ 21,898,365 394,595 623,098 $ 22,916,058 $ 21,960,101 408,499 642,572 $ 23,011,172 $ $ 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: Revenue Outlook, Property Taxes, Expenditure Uses, Structurally Balanced Budgeting and Historical Overview, Econometric and Demographic Trends, Economic Development, State Budget Impacts, Justice and Public Safety, Technology Infrastructure and Capital Improvement, Health Care Issues 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. 41 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget At A Glance Special Revenue Funds are revenues that are raised for a specific purpose. They are used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. However, these funds are not used for major capital projects. Capital Projects Funds are used to separate funds for capital acquisition and construction from operating funds. This helps avoid distortions in operating trend information that can arise when capital and operating funds are mixed. Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general 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 Courts 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. 42 Maricopa County Annual Business Strategies FY 2013 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. Fiscal Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 State Shared Sales Tax Annual Growth Rate Collections 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% 385,487,679 5.2% * 396,155,134 2.8% ** 404,078,237 2.0% *** 423,473,992 4.8% *** 442,530,322 4.5% *** 460,231,535 4.0% *** 474,038,481 3.0% *** 495,370,213 4.5% *Forecast **Budget ***Source Elliott D. Pollack & Co. grow th rate 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. Listed to the left are the actual State Shared Sales Tax collections for the last eight fiscal years, forecasted totals for FY 2012, the budget for FY 2013 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. There was a slight recovery in FY 2011; however, the gains were offset in FY 2012 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 limited growth for FY 2013 and therefore, State Shared Sales Taxes are budgeted to increase by 2 percent for FY 2013. 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 the estimated beginning fund balances, projected Sources and Uses for the upcoming fiscal year, and the resulting estimated fund balances at the end of the upcoming fiscal year, classified based on GASB 54 fund balance classifications. 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. The CIP section includes buildings, infrastructure and technology projects. The following is an example: Electronic Medical Records Project Location: Correctional Health Services 43 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Managing Department: Project Partner(s): Scheduled Completion Date: Budget At A Glance 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. It will increase the required documentation and the availability of patient information throughout the delivery system Strategic Goals Addressed By 2014, 100% of Correctional Health Services’ patient health records will be in an electronic format. Strategic Plan Programs Supported • • • Inpatient Program Outpatient Program Correctional Health Support Services Program Strategic Plan Activities Supported • • • • Inpatient Medical Activity Inpatient Mental Health Activity Outpatient Treatment and Evaluation Activity Clinical Support Activity Result Measures Measure Percent of patients triaged within 24 hours FY 2011 Actual 91.3% FY 2012 Forecast 99.6% FY 2013 Projected with Capital Improvement 100.0% 94.7% 96.0% 100.0% 90.6% 92.3% 100.0% Percent of prescriptions written that are given within three days Percent of initial health assessments completed within 14 calendar days Funding/Cost Summary EMR CHS ELECTRONIC MEDICAL RECORD SYSTEM 461 - DETENTION TECH CAP IMPROVEMENT $ Project Total $ Previous Actuals 841,876 841,876 Projected $ $ FY 2012 1,803,747 1,803,747 Year 1 $ $ Year 2 FY 2013 3,102,042 3,102,042 $ $ Operating Cost Summary Operating costs have yet to be determined. 44 FY 2014 2,035,590 2,035,590 Year 3 $ $ FY 2015 2,216,745 2,216,745 $ $ Year 4 Year 5 FY 2016 FY 2017 - $ - $ 5-Year - $ - $ Total 7,354,377 7,354,377 Total $ $ Project 10,000,000 10,000,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget At A Glance Associated Impacts of Capital Spending Capital spending is necessary to ensure that County departments have adequate facilities, infrastructure and technology in place to provide mandated services to the public. The Major Maintenance description in the Facilities Management 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. 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. Performance Measurement 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. The County-wide goal, priorities and progress are discussed in the Strategic Direction section of this document. Progress towards the goals is reported annually, with many measures coming directly from individual agency strategic plans. Managing for Results also provides the tools for departments to establish strategic plans, outlining the goals of the agency and aligning the goals to the County-wide strategic priorities. Through the Planning for Results process in the Managing for Results cycle. department strategic plans establish performance measures which measure the results experienced by the customer as well as outputs, demands and efficiencies. The measures are tied to the services delivered and the goals of the agency. See the Departmental Strategic Business Plans and Budgets section for each department’s mission statements, vision (optional), goals, strategic programs, activities, services, metrics and 45 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget At A Glance mandates. This section discusses progress on each departmental goal as well as historical and targeted performance data for the services delivered. 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 staff (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, 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 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 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 Guidelines, Budgeting for Results Accountability Policy, and the 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. 46 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget At A Glance 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. The 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. 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: 47 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget At A Glance Demand Measure: A measure of the number of total units of service or product anticipated to be demanded or needed by the customer. Examples include, number of residents eligible for job training or number of building inspection applications received. Personal Services: A category of expenditures within the budget that includes salaries, benefits, temporary help, special pay, overtime, and salary adjustments. Fund: A fund is used to account for revenues and expenditures with a specified purpose. Family of Measures: A set of the four categories of performance measures that are used to measure the performance of an activity. The categories of measure are result, output, demand, and efficiency. Acronyms used in this document are defined in the Glossary section, with examples below. FTE (Full Time Equivalent): A value equivalent to the number of employees paid full time (forty hours per week, or from 2,080 to 2,096 hours per year, depending on the calendar). A half-time position that is paid 20 hours per week equates to 0.5 FTE; four half-time positions, each paid for 20 hours per week, equals 2.0 FTE, and so on. A single position may have an FTE value greater than zero, but not greater than 1.0. A group of positions has an aggregate FTE value based on the FTE values of the specific positions within a group. ISF (Internal Service Fund): A proprietary fund that accounts for the financing of goods or services provided by one department to other departments on a cost-reimbursement basis like a business. The County and Community It Serves Statistical and supplemental data that describes Maricopa County and the community it serves, including other pertinent background information related to the services provided, may be found in the County Profile section. This section also provides statistical information that defines the community such as demographics (e.g., population, composition of population, and land area). Supplemental and other pertinent information regarding Maricopa County and the local community and economy (e.g., major industries, employment, building permits issued, healthcare services provided, and maps) can be found in both the County Profile and Financial Forecast sections. The Annual Business Strategies Document This document is formatted and printed to enhance understanding for the reader. Page formats are consistent, each showing the current section of the document in the header, the page number at the bottom, and the department name at the top of each page in the Departmental Strategic Business Plans and Budgets section. Large bold headings identify what is being presented, and the use of “(continued)” on the top of pages is added when deemed essential and when related information is split between pages. Although this document is large, as is the County it represents, the information presented is vital to a full understanding of Maricopa County, its budget, budget processes, mandates, impacts, and the citizens it serves. The level of detail presented in this document was requested by the management, Elected Officials, and the citizens of Maricopa County. Charts and graphs are provided throughout the document with sufficient information to be easily understood by the casual reader. Changes in type sizes and styles are avoided in this document. The entire document utilizes consistent type styles and sizes for headings, body text and graphics, the use of which adds to the overall presentation and comprehension of the data provided. See the County 48 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget At A Glance Profile, Mandates, and Departmental Strategic Business Plans and Budget sections to view the areas containing the most charts and graphs. 49 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget At A Glance 50 Maricopa County, Arizona FY 2013 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: 51 Maricopa County, Arizona FY 2013 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. 52 Maricopa County, Arizona FY 2013 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. 53 Maricopa County, Arizona FY 2013 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. 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 Quality Workforce Fiscal Strength Safe Communities Access to Justice Strategic P riorities Citizen Satisfaction Public Health Individual Empowerment Quality Transportation Effective Economy 54 Sustainable Environment Maricopa County, Arizona FY 2013 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: Violent Crime Rate in Maricopa County (per 100,000 inhabitants) 600 500 509.9 490.8 455.2 393.7 400 440.0 370.8 300 200 100 0 2006 2007 2008 2009 2010 2015 GOAL Source: FBI Crime in the United States 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 community 55 Maricopa County, Arizona FY 2013 Adopted Budget Strategic Direction Where We Are: Property Crime Rate in Maricopa County (crimes per 100,000 inhabitants) 6,000 5,000 4,878 4,653 4,256 4,000 4,170 3,602 3,534 2009 2010 3,000 2,000 1,000 0 2006 2007 2008 2014 GOAL 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: Juvenile Recidivism Rate 25.0% (% of juveniles re-offending [adjudicated] within 365 days of the first referral) 20.0% 15.0% 14.9% 15.4% 15.0% 2010 2011 2015 GOAL 10.0% 5.0% 0.0% Source: Maricopa County Juvenile Probation Department 56 Maricopa County, Arizona FY 2013 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 Case Type FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 Goal Criminal Felony Cases (% resolved within 180 days) 88.9% 81.2% 81.3% 82.1% 81.3% 85.0% Civil Cases (% resolved within 18 mths) 95.0% 95.0% 92.6% 96.5% 94.8% 95.0% Family Cases (% resolved within 12 mths) 95.0% 95.0% 96.0% 96.9% 97.0% 96.0% Probate Cases (% meeting case-monitoring compliance standards) n/a n/a n/a 100.% 100% 85.0% Source: Maricopa County Superior Court, n/a=not available 57 Maricopa County, Arizona FY 2013 Adopted Budget Strategic Priority 3: Strategic Direction Public Health Promote and Protect the Public Health of the Community No greater challenge faces Arizonans than their physical health. The health care challenge comes in many forms: Its accessibility to underserved populations, its cost and its performance. Yet, Maricopa County government’s historic role has been even more fundamental – the protection of county residents from chronic disease and the prevention of illness caused by the environment. There is also a crucial public education mission. As we have come to appreciate more and more, much of our individual health is determined by lifestyle – the food we eat, the amount of rest, relaxation and exercise we get, the precautions we take in our daily lives, from annual physical checkups and monitoring, immunizations against disease to frequently washing our hands. Arizona, often considered a haven for retirees, has always been a comparatively young state. But with the aging of the large Baby Boomer generation, it too faces an increase in its aging population over the next decade. Maricopa County government, as a steward of the public health and a responsible employer, must promote healthy lifestyles and a culture of good health habits to young and old. We are determined to be both an advocate and a model of good health and a leader in the promotion of healthy, sustainable population. 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: Data for this goal are not yet available 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: Data for this goal are not yet available. Strategic Goal 3. By 2015, reduce childhood obesity to 15.5%, as measured by data from the Pediatric Nutrition Surveillance System (PedNSS). 58 Maricopa County, Arizona FY 2013 Adopted Budget Strategic Direction 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. 59 Maricopa County, Arizona FY 2013 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. Why this is Important: Self-sufficiency means not having to forgo one basic need for another—such as housing, health care, child care or food—due to a lack of income. Low to moderate-income workers and their families benefit when workers gain skills that increase income, build savings, and gain and sustain assets. Local employers benefit from a stronger, more skilled and crisis-resistant workforce, and communities benefit from safe neighborhoods, thriving small businesses and the general financial stability of residents. Where We Are: • In FY 2010, the department’s Customer Satisfaction Survey indicated that 93% of residents receiving services from the Maricopa County Human Services Department agreed that they were able to move toward self-sufficiency, and 96% agreed that the services helped their families live better. The 2010 survey represents the baseline information related to the self-sufficiency measure. 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 post-secondary education will provide life-long opportunities and enhance their future success. Where We Are: 60 Maricopa County, Arizona FY 2013 Adopted Budget Strategic Direction Strategic Priority 5: 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 longterm 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 12,000 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: 35 31.7 30 Energy Use (kWh) per sq. ft. in County Buildings 29.6 27.6 28.1 27.9 26.9 26.0 Fiscal Year 2008 Fiscal Year 2009 Fiscal Year 2010 Fiscal Year 2011 FY13 GOAL 25 20 15 10 5 0 Fiscal Year 2006 Fiscal Year 2007 Source: Maricopa County Facilities Management Department 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. 61 Maricopa County, Arizona FY 2013 Adopted Budget Strategic Direction Why this is Important: Maricopa County maintains a personal fleet of over 2,000 vehicles and maintains a road network of 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: 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: Strategic Goal 4: By 2015, all new buildings built by Maricopa County will achieve Leadership in Energy and Environmental Design (LEED) certification. 62 Maricopa County, Arizona FY 2013 Adopted Budget Strategic Direction 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 storm-water runoff, increase groundwater recharge, utilize sustainable transportation systems and support other societal benefits. Where We Are: Facilities Management Department as well as the Library District and Parks and Recreation all have built LEED certified buildings: • Downtown Justice Center - Certified • Estrella Mountain Regional Park Nature Center - Certified • Santa Fe Freight Depot - Gold Certified • White Tank Library and Nature Center - Platinum Certified 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. Where we are: Data for this goal are not yet available. 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: Data for this goal are not yet available. 63 Maricopa County, Arizona FY 2013 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. The 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. 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. Where We Are: Strategic Goal 2: By FY 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. Why this is Important: Prudent spending plans and responsible spending are keys 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. 64 Maricopa County, Arizona FY 2013 Adopted Budget Strategic Direction Where We Are: 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. 65 Maricopa County, Arizona FY 2013 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. Why this is Important: In 2009, there were 33,808 fatalities on our Nation’s roadways. Of these, 7,043 (20.8% of total fatalities) were intersection or intersection related. An intersection is a planned point of conflict in the roadway system. With different crossing and entering movements by both drivers and pedestrians, an intersection is one of the most complex traffic situations that motorists encounter. Dangers are compounded when we add the element of speeding motorists who disregard traffic controls. Intersection safety is a national, state, and local priority. Where we are: Total number of intersection fatalities trend over time: 2008: 7 2009: 5 2010: 3 • According to data from MCDOT, the County has experienced a reduction in the total number of intersection fatalities for three consecutive years, and has achieved the goal. The County will continue to track this measure. 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: 66 Maricopa County, Arizona FY 2013 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: 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, and accountable for results. Where We Are: 67 Maricopa County, Arizona FY 2013 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 keeping 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 • $/child immunization • $/dog shelter day • $/1000 Board of Supervisors’ • $/child enrolled in Head • $/property tax bill constituents Start Where We Are: The priority implementation team, led by the Office of Management and Budget, has been working on defining the basket of goods that will be measured as well as the methodology used to ensure consistency in measurement. An initial list of suggested services for the basket of commonly provided services and functions was developed and partner departments were identified based on that list. Work continues on defining the basket of commonly provided services and functions based on the feedback from the partners. Strategic Goal 2: By FY 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. 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: 68 Maricopa County, Arizona FY 2013 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: 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: 69 Maricopa County, Arizona FY 2013 Adopted Budget Strategic Direction 70 Maricopa County Annual Business Strategies FY 2013 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. 71 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process • Departments will report on their family of performance measures for budget and planning purposes quarterly, according to the annual budget calendar. • 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. 72 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process • 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. • 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. 73 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process • 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. • 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 shall 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. 74 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process • 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. • 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: 75 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process • 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. • 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 be 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). 76 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process 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 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. 77 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process 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. 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. 78 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process Government-wide financial statements – provide information about the primary government (the County) and its component units. The statements include a statement of net assets and a statement of activities. These statements report the financial activities of the overall government, except for fiduciary activities. They also distinguish between the governmental and business-type activities of the County and between the County and its discretely presented component unit. Governmental activities generally are financed through taxes and intergovernmental revenues. Business-type activities are financed in whole or in part by fees charged to external parties. The statement of activities presents a comparison between direct expenses and program revenues for each function of the County’s governmental activities and segment of its business-type activities. Direct expenses are those that are specifically associated with a program or function and, therefore, are clearly identifiable to a particular function. The County allocates indirect expenses to programs or functions. Program revenues include: • Charges to customers or applicants for goods, services, or privileges provided, • Operating grants and contributions, and • Capital grants and contributions, including special assessments. Revenues that are not classified as program revenues, including internally dedicated resources, unrestricted grant revenues, and all County levied taxes or taxes not levied by the County that are not restricted to a specific program, are reported as general revenues. Generally, the effect of interfund activity has been eliminated from the government-wide financial statements to minimize the double counting of internal activities. However, charges for interfund services provided and used are not eliminated if doing so would distort the direct costs and program revenues reported by the departments concerned. Fund financial statements – provide information about the County’s funds, including fiduciary funds and blended component units. Separate statements are presented for the governmental, proprietary, and fiduciary fund categories. The emphasis of fund financial statements is on major governmental and enterprise funds, each displayed in a separate column. All remaining governmental and enterprise funds are aggregated and reported as nonmajor funds. Fiduciary funds are aggregated and reported by fund type. Proprietary fund revenues and expenses are classified as either operating or nonoperating. Operating revenues and expenses generally result from transactions associated with the fund’s principal activity. Accordingly, revenues, such as user charges and net patient service revenues, in which each party receives and gives up essentially equal values, are reported as operating revenues. Nonoperating revenues, such as subsidies and investment income, result from transactions in which the parties do not exchange equal values. Revenues generated by ancillary activities are also reported as nonoperating revenues. Operating expenses include the cost of services, administrative expenses, and depreciation on capital assets. Other expenses, such as interest expense, are considered to be nonoperating expenses. 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 79 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process 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 Refunding Bonds, Series 2003; Lease Revenue Bonds, Series 2007A; Lease Revenue Refunding Bonds, Series 2007B; and other long-term obligations. Funding is provided by transfers from the General Fund and intergovernmental revenue from the Maricopa County Special Health Care District, a separate legal entity. 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. 80 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process The County’s business-type activities, enterprise funds, and the discretely presented component unit of the County follow Financial Accounting Standards Board (FASB) Statements and Interpretations issued on or before November 30, 1989; Accounting Principles Board Opinions; and Accounting Research Bulletins, unless those pronouncements conflict with GASB pronouncements. Cash and Investments For purposes of its statements of cash flows, the County considers only those highly liquid investments with a maturity of three months or less, at the time when they are purchased, to be cash equivalents. Nonparticipating interest-earning investment contracts are stated at cost. Money market investments and participating interest-earning investment contracts, with a remaining maturity of one year or less at time of purchase, are stated at amortized cost. All other investments are stated at fair market value. Inventories The County accounts for its inventories in the governmental funds using the purchase method. Inventories of the governmental funds consist of expendable supplies held for consumption and are recorded as expenditures at the time of purchase. Amounts on hand at year-end are shown on the balance sheet as an asset, for informational purposes only, and are offset by a fund balance reserve to indicate that they do not constitute “available spendable resources.” These inventories are stated at weighted-average cost. Inventories of the proprietary funds are recorded as assets when purchased and as expenses when consumed. The amount shown on the statement of net assets for the enterprise funds is valued at cost using the first-in, first-out method. The amount shown on the statement of net assets for the internal service funds is valued at cost using the moving-average method. Property Tax Calendar The County levies real property taxes and commercial personal property taxes, on or before the third Monday in August, that become due and payable in two equal installments. The first installment is due on the first day of October and becomes delinquent after the first business day of November. The second installment is due on the first day of March of the next year and becomes delinquent after the first business day of May. During the year, the County also levies mobile home personal property taxes that are due the second Monday of the month following receipt of the tax notice and become delinquent 30 days later. A lien assessed against real and personal property attaches on the first day of January preceding assessment and levy. Capital Assets Capital assets, which include property, plant, equipment, and infrastructure assets (e.g., roads, bridges, sidewalks, and similar items), are reported in the government-wide statements and the proprietary funds. Capital assets are defined as assets with an initial, individual cost of more than $5,000. Such assets are recorded at historical cost or estimated historical cost if purchased or constructed. Donated capital assets are recorded at estimated fair market value at the date of donation. 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: 81 Maricopa County Annual Business Strategies FY 2013 Adopted Budget TYPE OF ASSETS Buildings Budget Policies and Process ESTIMATED USEFUL LIFE (IN YEARS) DISCRETELY PRESENTED PRIMARY GOVERNMENT COMPONENT UNIT 20 - 50 20 - 30 Infrastructure 25 – 50 Autos and trucks 3 - 10 7 Other equipment 3 - 20 5-7 All infrastructure assets are reported on the government-wide financial statements. Infrastructure maintained by the County Department of Transportation consists of roadways, bridges and related assets. These assets will not be depreciated as they are maintained using the modified approach. Under the modified approach, the County’s roadway and bridge systems are being preserved at a specified condition level established by the County. The Flood Control District accounts for the County’s remaining infrastructure assets consisting of drainage systems, dams, flood channels and canals. For the Department of Transportation’s infrastructure assets owned prior to fiscal year 2002, the County estimated their historical cost. The fair market value for right-of-way assets was estimated based on current regional land acquisitions and deflated by the trended growth rate, as determined by the County assessed valuation from the State of Arizona Department of Revenue Abstract of the Assessment Roll for vacant land, agriculture and government property not including legally exempt land. The fair market value for roadway system assets was estimated based on current construction costs and deflated using the Price Trends for Federal-Aid Highway Construction, published by the U.S. Department of Transportation, Federal Highway Administration, Office of Program Administration and Office of Infrastructure. Flood Control District infrastructure assets are accounted for using the straight-line depreciation method with a useful life between 25 and 50 years. For infrastructure assets owned prior to fiscal year 2002, the County used internal records, maintained by the department, to estimate Flood Control’s historical cost for these assets. Investment Income Investment income is composed of interest, dividends, and net changes in the fair market value of applicable investments. Compensated Absences Compensated absences consist of vacation leave and a calculated amount of sick leave earned by employees based on services already rendered. Employees may accumulate up to 360 hours of vacation leave, but any vacation hours in excess of the maximum amount that are unused at calendar year-end convert to sick leave. Upon termination of employment, all unused vacation benefits are paid to employees. Accordingly, vacation benefits are accrued as a liability in the financial statements. Employees may accumulate an unlimited number of sick leave hours. Generally, sick leave benefits provide for ordinary sick pay and are cumulative but are forfeited upon termination of employment. Because sick leave benefits do not vest with employees, a liability for sick leave benefits is not accrued 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). 82 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process 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 Public Defense System. Budgeted amounts are reported as originally adopted or as adjusted by authorization from the Board of Supervisors. The County budgets for Governmental Fund types on a basis consistent with the County’s financial reporting and 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 (for current Fiscal Year) 83 Jan Feb Mar Apr May Jun Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process The process may not exactly follow the general calendar in some years. Each year, certain circumstances, such as delays in the State of Arizona’s budget approval process, may affect and alter specific dates. The annual budget calendar is provided In the Attachments section of this document. Financial Forecasting The Office of Management and Budget (OMB) updates the County’s five-year financial forecast on a quarterly basis throughout the fiscal year for several major funds, including the General and Detention Funds. The five-year forecast provides a conservative estimate of the County’s fiscal condition given realistic economic trends, current Board policies, and existing laws. The forecast does not incorporate anticipated policy changes, spending priorities, or proposed new revenue sources. The forecast update in November is particularly important, as it sets the stage for the upcoming budget-development process. Later forecasts inform the decision-making process as the budget is prepared, reviewed, and adopted. The current five-year forecast is presented in the Financial Forecast section of this document. Planning for Results Through the summer and fall, departments review and update their strategic business plans in accordance with the Managing for Results process. Departments update their strategic issues and goals, and set initial performance targets for their Activities and Programs. The Board of Supervisors may also consider updating the County-wide strategic plan. The current County strategic plan is presented in the Strategic Direction section of this document, while department strategic business plans are presented in the Department Strategic Business Plans and Budgets section. Budget Guidelines and Priorities The five-year financial forecast and Planning for Results set the stage for adoption of budget guidelines and priorities for the upcoming fiscal year. The Board of Supervisors typically adopts the guidelines and priorities in early December. Current Guidelines and Priorities are discussed in the Transmittal Letter, and presented in their entirety in the Attachments section. 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. 84 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process Budget Adoption Tentative Adoption The Board of Supervisors tentatively adopts the budget in late May. The Board may choose to change the Recommended budget, or adopt it as presented. Once tentatively adopted, the total amount of budgeted expenditures from local funds may not be increased. Tentative Adoption opens a statutorily prescribed period for public review and comment on the budget. The budget and notice of subsequent public hearings must be published once a week for at least two consecutive weeks after Tentative Adoption in the County’s official newspaper or in a newspaper of general circulation. Public budget presentations may also be held during this period to elicit citizen feedback. Final Adoption In late June, the Board of Supervisors holds a public hearing on the 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 2013 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 2013 Budgeting for Results Guidelines and Priorities were adopted by the Board of Supervisors on December 12, 2011. Department budget targets and instructions for FY 2013 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 early 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 2013 Recommended Budget was presented to the Board of Supervisors on May 21, 2012 and tentatively adopted the same day. Final Adoption of the budget occurred on June 18, 2012. Property Tax levies and rates were adopted on August 20, 2012. 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 2014 Budget Process The FY 2014 budget process is anticipated to mirror that of FY 2013. 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 85 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Policies and Process the transfer does not result in a violation of the County’s constitutional property tax levy and expenditure limitations. Once approved, budget adjustments are entered in the detailed budget and reflected in budget and accounting reports. Programmatic Budgeting Budgeting on a programmatic basis in Maricopa County is defined by the Managing for Results process. Managing for Results required a shift in the focus of budgeting and monitoring from the object of expenditure (salaries, supplies, etc.) to the purpose of expenditures (prosecuting crimes, issuing permits, etc.). • Services are defined in Managing for Results as the deliverables or products that the customer receives. Services are expressed as nouns, not verbs, thus are defined in terms of what the customer actually receives from the County rather than in terms of what the department “does.” • Services are grouped into Activities, which are defined as a set of Services with a common purpose or result that produces Outputs and Results for customers. Activities become the “building blocks” of Maricopa County’s performance-based budget in Budgeting for Results. Each Activity has a “Family of Measures” that includes Results, Outputs, Demands and Efficiencies. • Activities are in turn grouped into Programs, which are a set of Activities that have a common purpose or result. A Program is a higher-level management view of a collection of Activities. The Program/Activity/Service structure is fully incorporated into Maricopa County’s accounting and budgeting structure. 86 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type SPECIAL REVENUE GENERAL BEGINNING FUND BALANCE $ 247,432,960 $ 172,421,433 $ SOURCES OF FUNDS OPERATING PROPERTY TAXES $ 420,010,153 $ - $ TAX PENALTIES & INTEREST 23,973,708 SALES TAXES 121,452,195 LICENSES AND PERMITS 2,213,000 38,704,496 GRANTS 143,959,512 OTHER INTERGOVERNMENTAL 4,623,602 14,724,226 PAYMENTS IN LIEU OF TAXES 11,714,503 STATE SHARED SALES TAX 404,078,237 STATE SHARED HIGHWAY USER REV 84,652,860 STATE SHARED VEHICLE LICENSE 109,193,522 8,412,636 INTERGOV CHARGES FOR SERVICES 13,247,300 39,258,257 OTHER CHARGES FOR SERVICES 26,908,370 69,994,247 INTERNAL SERVICE CHARGES PATIENT SERVICES REVENUE 7,000 1,858,060 FINES & FORFEITS 11,270,300 17,793,019 INTEREST EARNINGS 4,000,000 2,724,385 MISCELLANEOUS REVENUE 3,246,776 7,674,970 GAIN ON FIXED ASSETS 200,000 TRANSFERS IN 170,562,926 TOTAL OPERATING SOURCES $ 1,034,486,471 $ 721,971,789 $ NON-RECURRING LICENSES AND PERMITS GRANTS INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTEREST EARNINGS MISCELLANEOUS REVENUE TRANSFERS IN TOTAL NON-RECURRING SOURCES $ $ - $ - $ TOTAL SOURCES $ 1,034,486,471 185,285 $ 856,053 391,373 65,010 13,500 1,511,221 $ $ 723,483,010 $ USES OF FUNDS OPERATING PERSONAL SERVICES $ 443,243,656 $ 428,203,120 $ SUPPLIES 14,273,013 39,391,099 SERVICES 398,204,371 206,463,068 CAPITAL 3,287,758 8,343,018 OTHER FINANCING USES 175,477,673 1,175,494 TOTAL OPERATING USES $ 1,034,486,471 $ 683,575,799 $ NON-RECURRING PERSONAL SERVICES $ SUPPLIES SERVICES CAPITAL OTHER FINANCING USES TOTAL NON-RECURRING USES $ ENDING FUND BALANCE: RESTRICTED COMMITTED UNASSIGNED 12,204,057 33,306,046 - $ 16,736,830 16,736,830 $ $ (13,551,774) $ $ - $ - 63,276,214 $ 5,675,555 (18,751,159) 16,736,830 28,221,332 551,941 - 87 59,693,042 $ 1,272,306,436 - $ 9,620,415 9,620,415 $ $ 206,581,116 ELIMINATIONS $ - TOTAL $ 1,272,306,436 185,285 $ - $ 47,042,199 8,791,579 391,373 13,204 65,010 264,955,253 (264,955,253) 321,443,903 $ (264,955,253) $ $ 2,282,997,717 $ (599,321,094) 185,285 47,042,199 8,791,579 391,373 13,204 65,010 56,488,650 $ 1,683,676,623 - $ 12,410,750 $ 883,857,526 $ - $ 883,857,526 11,905,204 65,569,316 (7,012,224) 58,557,092 183,712,872 788,380,311 (150,700,450) 637,679,861 50,630 28,418,236 28,418,236 176,653,167 (176,653,167) - $ 208,079,456 $ 1,942,878,556 $ (334,365,841) $ 1,608,512,715 - $ 4,721,205 $ 7,546,184 59,849,210 314,681,043 124,094,494 - $ 510,892,136 $ $ 38,395,990 SUBTOTAL - $ - $ 420,010,153 $ - $ 420,010,153 23,973,708 23,973,708 121,452,195 121,452,195 40,917,496 40,917,496 143,959,512 143,959,512 19,347,828 19,347,828 11,714,503 11,714,503 404,078,237 404,078,237 84,652,860 84,652,860 117,606,158 117,606,158 58,957,254 4,407,085 58,957,254 34,170,518 131,073,135 131,073,135 157,712,674 157,712,674 (157,712,674) 1,865,060 1,865,060 29,063,319 29,063,319 635,424 7,359,809 7,359,809 35,000 10,956,746 10,956,746 200,000 200,000 4,949,797 176,653,167 (176,653,167) 4,949,797 $ 196,960,701 $ 1,961,553,814 $ (334,365,841) $ 1,627,187,973 $ 285,141,074 $ - $ - $ - $ 46,186,146 8,791,579 13,204 30,107,786 225,213,552 30,120,990 $ 280,191,277 $ $ 845,703,833 $ INTERNAL SERVICE $ 780,554,944 - $ 2,044,612 1,140,444 3,185,056 $ 3,697,528 $ 6,261,076 $ 164,790 3,044,589 162,727,030 74,015,582 10,075,990 8,713,650 70,767,622 70,093,137 247,432,960 $ 162,128,034 $ TOTAL USES $ 1,281,919,431 STRUCTURAL BALANCE CAPITAL PROJECTS DEBT SERVICE $ 510,892,136 4,949,797 $ 184,954,082 369,849,800 - 453,487 $ 1,187,771 12,086,513 915,630 14,643,401 $ $ 222,722,857 $ 2,877,975,087 $ (11,118,755) $ $ 15,133,296 $ - $ 11,943,334 308,678,335 334,386,313 264,955,253 (264,955,253) 935,096,531 $ (264,955,253) $ 48,565,117 $ 4,877,222 (9,891,038) $ (599,321,094) 15,133,296 11,943,334 308,678,335 334,386,313 670,141,278 $ 2,278,653,993 18,675,258 $ - $ 18,675,258 325,016,745 $ 380,954,518 (28,642,197) - $ 325,016,745 380,954,518 (28,642,197) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Sources and Uses of Funds Health, Welfare & Sanitation, 23.49% FY 2013 Adopted Budget Uses: $ 2,278,653,993 General Government, 17.68% Education, 1.04% Public Safety, 50.08% Culture and Recreation, 0.51% Highways and Streets, 7.20% 88 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes RECONCILIATION OF CHANGES IN APPROPRIATED EXPENDITURES AND OTHER USES FY 2012 ADOPTED TO FY 2012 REVISED SPECIAL REVENUE GENERAL FY 2012 Adopted Budget $ 1,283,872,849 $ DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE 855,735,347 $ 19,408,417 $ 454,565,922 $ 348,100 $ ELIMINATIONS TOTAL 231,680,229 $ (512,646,642) $ 2,332,616,122 Operating Adjustments: Fees and Other Revenues $ Grants, Donations and Intergovernmental Agreements - $ (165,452) - $ - $ - $ - $ 13,256,423 - - - - Non Recurring - 38,702 - - - (38,702) Other Supplemental Funding - 40,000 - - 4,968,442 (5,008,442) 13,683,225 $ - $ - $ 4,968,442 $ (5,047,144) $ 951,985 $ - $ (951,985) $ Total Operating Adjustments $ (165,452) $ 348,100 13,090,971 13,439,071 Non Recurring Adjustments: Capital Improvement Program $ - $ - $ 146,866 3,839,736 - - - - Other Non Recurring - 1,035,206 - - 20,846 (61,752) Supplemental Funding - 4,219,015 - - - (4,219,015) Grants, Donations and Intergovernmental Agreements - $ Total Non Recurring Adjustments $ 146,866 $ 10,045,942 $ - $ (951,985) $ FY 2012 Revised Budget $ 1,283,854,263 $ 879,464,514 $ 19,408,417 $ 453,613,937 $ 89 20,846 $ (4,280,767) $ 3,986,602 994,300 4,980,902 236,669,517 $ (521,974,553) $ 2,351,036,095 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) SPECIAL REVENUE GENERAL FY 2012 Revised Budget $ 1,283,854,263 $ DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE 879,464,514 $ 19,408,417 $ 453,613,937 $ ELIMINATIONS TOTAL 236,669,517 $ (521,974,553) $ 2,351,036,095 Operating Adjustments: State Budget-Balancing Impacts: State Contribution $ (26,156,051) $ - $ - $ - $ - $ - $ (26,156,051) $ (26,156,051) $ - $ - $ - $ - $ - $ (26,156,051) (349,800) $ Mandated State Health Contributions: AHCCCS Contribution $ ALTCS Contribution Arnold v. Sarn Contribution $ Other Mandated Expenditures: Jail Excise Tax MOE $ Primary and General Elections - $ - $ - $ - $ - $ (5,985,300) - - - - - 2,072,884 - - - - - (4,262,216) $ - $ - $ - $ - $ - $ 2,876,714 $ - $ - $ - $ - $ - $ - - - - - (5,100,000) New Justice Precincts 369,517 (349,800) (5,985,300) 2,072,884 (4,262,216) 2,876,714 (5,100,000) 59,366 - - - - $ (1,853,769) $ 59,366 $ - $ - $ - $ - $ 428,883 $ (5,763,627) $ 5,763,627 $ - $ - $ - $ - $ (2,007,156) 1,235,137 - - - - (772,019) $ (7,770,783) $ 6,998,764 $ - $ - $ - $ - $ (772,019) $ (1,560,209) $ (1,294,255) $ (36,461) $ - $ (2,890,925) (1,794,403) Reallocations: Reallocation Between Funds Reallocation of ISF Charges Between Funds - Employee Related Costs: Adjust Hours Per FTE Retirement Contributions $ - $ - $ 5,060,025 3,692,516 - - 78,776 - 8,831,317 3,499,816 $ 2,398,261 $ - $ - $ 42,315 $ - $ 5,940,392 6,325,274 $ 3,420,453 $ 2,462,135 $ (11,819,883) $ Central and Internal Service Charge Changes: Internal Service Charges $ Central Service Cost Allocation (816,419) $ 5,508,855 $ 3,420,453 $ - $ - $ - - - $ - $ 2,462,135 $ (11,819,883) $ - $ - $ - $ 20,300,816 $ - - - - - - - $ - $ - - 387,979 (816,419) (428,440) Capital Related Transfers, Expenditures and Debt Service: Operating Fund Transfers $ Debt Service - $ - Other Technology Projects (967,041) $ - $ (1,274) (2,671,587) - - (967,041) $ (1,274) $ (2,671,587) $ 20,300,816 $ - $ (13,252,904) $ - $ - $ - $ - $ - - - - 20,300,816 (2,672,861) (967,041) 16,660,914 Grants and Intergovernmental Agreements: Grants $ Intergovernmental Agreements 266,913 604,373 (13,252,904) 871,286 $ 266,913 $ (12,648,531) $ - $ - $ - $ - $ (12,381,618) $ (8,248,838) $ (12,097,370) $ - $ - $ - $ - $ (20,346,208) - - - - Contingencies: General Contingency Justice System Contingency 1,558,973 Sheriff's Office Contingency - 1,558,973 $ 11,056,326 4,366,461 $ 9,047,138 (3,050,232) $ - $ - $ - $ - $ 20,103,464 1,316,229 $ 2,348,687 $ (1,870,166) $ - $ - $ (39,906) $ - $ (1,855,776) - - - - - - - - - - - - (32,448,155) (2,189,810) Base Adjustments: Personnel Savings Vacant Position Elimination (652,282) GIO Reallocation 496,600 Reallocation from Public Works Reorg 1,524,626 HCM Litigation Support (2,189,810) (33,972,781) 438,615 (2,508,058) 496,600 - - - - - Medical Examiner Staffing Increase 537,149 - - - - - 537,149 Article 5 Administration 147,890 - - - - - 147,890 PDS Post Conviction Relief 357,155 - - - - - 357,155 53,872 - - - - - 53,872 485,251 - - - - - 485,251 (31,252) - - - 31,252 (5,175,332) - - (11,323,236) 5,008,442 Superior Court Homeless Court Sheriff CAD/RMS Vehicle Transfers - New Facility Operating Costs Program Volume Changes and Structural Bala (800,000) 94,487 Other Adjustments Total - Operating Adjustments 1,148,967 730,825 - - $ 3,552,592 $ (42,174,482) $ - $ - $ (12,112,070) $ 5,039,694 $ (45,694,266) $ (23,815,223) $ (44,997,675) $ (2,671,587) $ - $ (9,607,620) $ 13,520,627 $ (67,571,478) 90 (748,928) - (800,000) (11,395,639) 1,130,864 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) SPECIAL REVENUE GENERAL DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS TOTAL NON RECURRING Non Recurring Adjustments Repayment of Payroll Discrepancy: Repayment of Detention Funds $ (15,084,926) $ - $ - $ - $ - $ - $ (15,084,926) (15,015,259) - - - - - (15,015,259) $ (30,100,185) $ - $ - $ - $ - $ - $ (30,100,185) $ 11,432,897 $ - $ - $ - $ - $ - $ 11,432,897 $ - $ - $ - $ 12,000,000 $ - $ (12,000,000) $ - 7,993,856 $ 19,813,960 $ - $ 18,484,070 $ - $ (80,877,580) $ Repayment of Inmate Svs Funds Other Mandated Expenditures: Primary and General Elections Debt Service Debt Service Capital Projects and Related Fund Transfers: On-going and Prior Year Capital Projects and Fund Transfers $ (34,585,694) Southwest Court Tower Design - - - 4,034,060 - - Cooperative Extension TI Reserve - - - 850,000 - - 850,000 Grand Jury Relocation - - - 3,802,283 - - 3,802,283 - 1,000,000 - - - 1,000,000 1,000,000 - - - - Jail Master Plan Court Master Plan $ 8,993,856 $ 20,813,960 $ - $ 27,170,413 $ - $ 4,034,060 1,000,000 (80,877,580) $ (23,899,351) IT Projects Sheriff CAD/RMS System $ Other IT Projects 317,940 $ 317,940 4,125,560 3,840,696 - - - - 7,966,256 $ 4,443,500 $ 3,840,696 $ - $ - $ - $ - $ 8,284,196 $ 11,770,778 $ 1,000,000 $ - $ - $ - $ - $ 12,770,778 4,947,948 - - - - Major Maintenance Program Major Maintenance Program Durango Jail Major Maintenance Total Major Maintenance Program - 4,947,948 $ 11,770,778 $ 5,947,948 $ - $ - $ - $ - $ $ 17,718,726 $ 480,000 $ (40,906) $ - $ - $ (20,846) $ 61,752 $ 480,000 $ 7,853 $ 5,992 $ - $ - $ - $ - $ 13,845 (126,691) $ (3,351,981) $ - $ - $ - $ - $ (3,478,672) $ 9,669,636 $ 1,347,525 8,300,000 4,682,060 23,999,221 $ 9,746,106 $ 7,100,000 10,000,000 26,846,106 $ - $ - $ - $ - $ - $ - $ - $ - $ 19,415,742 1,347,525 15,400,000 14,682,060 50,845,327 $ 33,764 $ (4,219,015) $ - $ - $ - $ 4,219,015 $ 33,764 10,875 $ - $ - $ - $ - $ - $ - - - - - 2,019,788 Vehicle Transfers and Replacements Vehicle Transfers and Replacements Personnel Related Expenditures Personnel Related Expenditures Grant Reconciliation and Related Expenditures Grant Reconciliation and Related Expenditure $ Contingencies: General Contingency Justice System Contingency Risk Management Contingency Sheriff's Office Contingency $ Reallocation Between Funds Reallocation Between Funds Other Non Recurring Expenditures: Superior Court Homeless Court $ 10,875 Superior Court Cradles to Crayons Program 2,019,788 Public Defense Post Conviction Relief 1,184,560 - - - - - 1,184,560 - 2,787,056 - - - - 2,787,056 2,550,000 - - - - - 2,550,000 932,556 - - - - - 932,556 - - - - (994,300) MCESA Juvenile Transition Program Solid Waste Subsidy Internal Service Charges Co Atty Non Recurring Increase - Other Expenditures (15,752,381) (994,300) (40,398,562) - 18,107,786 (4,318,194) (2,270,355) (44,631,706) $ (9,054,602) $ (38,605,806) $ - $ 18,107,786 $ (4,318,194) $ (2,270,355) $ (36,141,171) Total - Non Recurring Adjustments $ 21,880,391 $ 11,236,994 $ - $ 57,278,199 $ (4,339,040) $ (90,867,168) $ (4,810,624) FY 2013 Adopted Budget $ 1,281,919,431 $ 845,703,833 $ 16,736,830 $ 510,892,136 $ 91 222,722,857 $ (599,321,094) $ 2,278,653,993 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department FY 2011 ACTUAL ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ SUBTOTAL $ ELECTED 120 - ASSESSOR $ 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 17,898,117 $ 24,126,991 8,180,075 17,563,587 67,768,770 $ 317,670 21,525,510 13,917,936 4,237,270 1,414,292 12,054,879 2,948,527 11,189 66,801,045 123,228,318 APPOINTED 150 - EMERGENCY MANAGEMENT $ 1,088,492 180 - FINANCE 983,176 200 - COUNTY MANAGER 3,463,865 220 - HUMAN SERVICES 59,021,736 260 - CORRECTIONAL HEALTH 58,362 290 - MEDICAL EXAMINER 379,914 300 - PARKS AND RECREATION 6,479,147 310 - HUMAN RESOURCES 323,265 340 - PUBLIC FIDUCIARY 1,115,495 390 - BUS STRATEGIES HLTH CARE PROG 140,603,149 410 - ENTERPRISE TECHNOLOGY 19,385,340 440 - PLANNING AND DEVELOPMENT 7,153,643 460 - RESEARCH AND REPORTING 470 - NON DEPARTMENTAL 1,763,091,345 520 - PUBLIC DEFENDER 2,287,945 540 - LEGAL DEFENDER 137,252 550 - LEGAL ADVOCATE 27,199 560 - CONTRACT COUNSEL 23,648 570 - PUBLIC ADVOCATE 18,433 640 - TRANSPORTATION 135,011,183 670 - WASTE RESOURCES AND RECYCLING 4,918,546 700 - FACILITIES MANAGEMENT 83,191 730 - PROCUREMENT SERVICES 1,825,742 740 - EQUIPMENT SERVICES 16,961,063 750 - RISK MANAGEMENT 25,413,868 790 - ANIMAL CARE AND CONTROL 13,888,619 850 - AIR QUALITY 15,801,305 860 - PUBLIC HEALTH 40,374,345 880 - ENVIRONMENTAL SERVICES 20,510,603 910 - PUBLIC WORKS 33,454,782 SUBTOTAL $ 2,313,884,653 ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ SUBTOTAL $ FY 2012 ADOPTED $ $ 17,309,999 $ 24,465,917 9,456,225 17,981,605 69,213,746 $ 240,000 22,407,320 15,863,073 6,382,840 1,504,722 11,590,000 10,493,810 353,841 76,959,532 145,795,138 $ 1,531,289 539,864 294,388 59,378,559 56,500 462,908 6,211,043 297,841 968,462 144,734,098 15,972,983 8,013,252 72,000 1,436,179,614 2,207,645 111,155 13,836 52,938 143,863,521 5,212,944 82,712 1,264,644 13,909,239 16,231,190 14,263,381 13,966,520 46,928,478 19,561,856 35,933,801 $ 1,988,316,661 (698,846,563) $ (698,846,563) $ $ 1,806,035,178 FY 2012 REVISED $ $ $ 1,732,125,372 17,649,782 $ 24,465,917 9,585,257 16,966,693 68,667,649 $ 240,000 21,715,261 16,218,623 6,382,840 1,524,897 11,590,000 10,493,810 353,841 80,269,209 148,788,481 $ 1,676,223 539,864 3,964,002 68,484,835 56,500 462,908 6,215,863 297,841 968,462 144,734,098 15,972,983 8,013,252 72,000 1,441,834,917 2,207,645 111,155 13,836 52,938 143,869,021 5,257,274 82,712 1,264,644 18,877,681 16,231,190 14,263,381 14,632,639 46,928,478 19,562,856 35,933,801 $ 2,012,582,999 (471,200,173) $ (471,200,173) $ $ $ FY 2013 ADOPTED 17,621,758 $ 22,442,765 7,313,012 15,209,236 62,586,771 $ 289,015 17,535,568 15,497,987 4,471,517 1,550,892 11,728,383 8,534,371 353,841 81,842,785 141,804,359 $ 1,401,408 656,031 4,500,354 62,286,990 57,380 664,397 6,434,465 202,658 1,152,209 145,484,174 16,077,014 8,287,416 72,000 1,606,122,912 1,804,472 125,374 22,996 15,581 111,897,146 5,309,337 116,890 1,240,462 17,421,543 16,354,043 13,538,953 13,879,826 45,271,396 20,085,778 34,367,481 $ 2,134,850,686 (480,488,084) $ (480,488,084) $ $ 1,749,551,045 92 FY 2012 FORECAST $ $ $ $ (1,249,810) (2,023,217) (1,102,988) (990,733) (5,366,748) -7.1% -8.3% -11.5% -5.8% -7.8% 240,000 $ 17,414,404 16,217,741 5,791,830 1,515,522 11,167,000 18,214,523 364,341 67,819,081 138,744,442 $ (4,300,857) (882) (591,010) (9,375) (423,000) 7,720,713 10,500 (12,450,128) (10,044,039) 0.0% -19.8% 0.0% -9.3% -0.6% -3.6% 73.6% 3.0% -15.5% -6.8% $ 1,533,732 $ 574,856 290,575 54,258,738 56,500 438,252 6,461,206 297,841 968,462 147,024,469 16,454,383 8,069,276 72,000 1,495,153,854 2,187,967 132,736 22,996 150,263,638 4,889,572 73,998 1,043,464 16,682,320 32,120,415 13,745,123 14,617,195 44,900,281 19,378,678 $ 2,031,712,527 $ (619,400,801) $ (619,400,801) $ $ 1,719,841,015 16,399,972 22,442,700 8,482,269 15,975,960 63,300,901 REVISED VS ADOPTED VARIANCE % (142,491) -8.5% 34,992 6.5% (3,673,427) -92.7% (14,226,097) -20.8% 0.0% (24,656) -5.3% 245,343 3.9% 0.0% 0.0% 2,290,371 1.6% 481,400 3.0% 56,024 0.7% 0.0% 53,318,937 3.7% (19,678) -0.9% 21,581 19.4% 9,160 66.2% N/A (52,938) -100.0% 6,394,617 4.4% (367,702) -7.0% (8,714) -10.5% (221,180) -17.5% (2,195,361) -11.6% 15,889,225 97.9% (518,258) -3.6% (15,444) -0.1% (2,028,197) -4.3% (184,178) -0.9% (35,933,801) -100.0% 19,129,528 1.0% (550,081,247) $ (550,081,247) $ (69,593,163) (69,593,163) 14.5% 14.5% $ 1,683,676,623 $ (65,874,422) -3.8% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2011 ACTUAL GENERAL FUND JUDICIAL 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST SUBTOTAL $ 17,622,229 $ 24,160 1,563,537 19,209,926 $ 16,981,532 $ 23,000 1,302,200 18,306,732 $ 16,981,532 $ 23,000 1,302,200 18,306,732 $ 15,464,600 $ 19,714 1,696,393 17,180,707 $ 15,464,600 19,750 1,696,300 17,180,650 ELECTED 120 - ASSESSOR $ 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 317,670 $ 11,264,484 73,708 4,159,800 1,414,292 7,644,993 146,361 11,189 11,072,491 36,104,988 $ 240,000 $ 11,557,600 127,200 4,171,210 1,504,722 7,000,000 117,000 49,500 11,364,279 36,131,511 $ 240,000 $ 11,557,600 127,200 4,171,210 1,524,897 7,000,000 117,000 49,500 11,325,518 36,112,925 $ 289,015 $ 8,230,757 56,889 4,371,314 1,550,892 7,138,383 117,266 49,500 11,697,512 33,501,528 $ APPOINTED 180 - FINANCE $ 983,176 200 - COUNTY MANAGER 959 290 - MEDICAL EXAMINER 324,160 310 - HUMAN RESOURCES 323,265 340 - PUBLIC FIDUCIARY 1,115,495 390 - BUS STRATEGIES HLTH CARE PROG 149,209 410 - ENTERPRISE TECHNOLOGY 460 - RESEARCH AND REPORTING 470 - NON DEPARTMENTAL 1,050,009,493 520 - PUBLIC DEFENDER 96,616 540 - LEGAL DEFENDER 17,323 560 - CONTRACT COUNSEL 23,648 670 - WASTE RESOURCES AND RECYCLING 700 - FACILITIES MANAGEMENT 83,191 730 - PROCUREMENT SERVICES 1,011,784 860 - PUBLIC HEALTH 953 880 - ENVIRONMENTAL SERVICES 115,697 SUBTOTAL $ 1,054,254,969 MARICOPA COUNTY $ 1,109,569,883 $ REVISED VS ADOPTED VARIANCE % FY 2013 ADOPTED $ (1,516,932) (3,250) 394,100 (1,126,082) -8.9% -14.1% 30.3% -6.2% 240,000 $ 8,250,000 48,000 3,633,010 1,515,522 7,000,000 117,000 60,000 11,423,534 32,287,066 $ (3,307,600) (79,200) (538,200) (9,375) 10,500 98,016 (3,825,859) 0.0% -28.6% -62.3% -12.9% -0.6% 0.0% 0.0% 21.2% 0.9% -10.6% 539,864 1,100 302,768 297,841 968,462 6,876 72,000 1,001,215,738 53,693 82,712 457,849 30,000 $ 1,004,028,903 $ 539,864 1,100 302,768 297,841 968,462 6,876 72,000 1,001,215,738 53,693 82,712 457,849 30,000 $ 1,004,028,903 $ 656,031 548 310,829 202,658 1,152,209 2,521,425 72,000 1,027,720,319 69,567 116,890 520,933 30,000 $ 1,033,373,409 $ 574,856 $ 600 322,388 297,841 968,462 7,000 501,400 72,000 981,702,389 71,452 132,369 73,998 282,000 12,000 985,018,755 $ 34,992 (500) 19,620 124 501,400 (19,513,349) 17,759 132,369 (8,714) (175,849) (18,000) (19,010,148) 6.5% -45.5% 6.5% 0.0% 0.0% 1.8% N/A 0.0% -1.9% 33.1% N/A N/A N/A -10.5% -38.4% N/A -60.0% -1.9% $ 1,058,467,146 $ 1,058,448,560 $ 1,084,055,644 $ 1,034,486,471 $ (23,962,089) -2.3% 93 $ $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2011 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2012 ADOPTED FY 2012 REVISED SUBTOTAL $ 17,898,117 $ 6,504,762 8,155,915 16,000,050 48,558,844 $ 17,309,999 $ 7,484,385 9,433,225 16,679,405 50,907,014 $ ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 190 - COUNTY ATTORNEY 210 - ELECTIONS 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 10,261,026 $ 13,844,228 77,470 4,409,886 2,802,166 55,728,554 87,123,330 $ 10,849,720 $ 15,735,873 2,211,630 4,590,000 10,376,810 304,341 65,595,253 109,663,627 $ 10,157,661 16,091,423 2,211,630 4,590,000 10,376,810 304,341 68,943,691 112,675,556 $ 1,676,223 3,962,902 68,484,835 56,500 160,140 6,290,913 6,921,762 8,013,252 307,431,279 2,153,952 111,155 13,836 52,938 88,783,536 5,257,274 14,263,381 14,632,639 46,928,478 19,532,856 35,933,801 630,661,652 $ 793,698,125 APPOINTED 150 - EMERGENCY MANAGEMENT $ 200 - COUNTY MANAGER 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 390 - BUS STRATEGIES HLTH CARE PROG 440 - PLANNING AND DEVELOPMENT 470 - NON DEPARTMENTAL 520 - PUBLIC DEFENDER 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 570 - PUBLIC ADVOCATE 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCLING 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 910 - PUBLIC WORKS SUBTOTAL $ 1,088,492 3,462,906 59,021,736 58,362 55,754 6,479,147 6,171,997 7,153,643 294,410,477 2,191,329 119,929 27,199 18,433 97,000,701 4,918,546 13,888,619 15,801,305 40,373,392 20,394,906 33,454,782 606,091,655 $ 1,531,289 293,288 59,378,559 56,500 160,140 6,246,093 6,921,762 8,013,252 301,775,976 2,153,952 111,155 13,836 52,938 88,778,036 5,212,944 14,263,381 13,966,520 46,928,478 19,531,856 35,933,801 611,323,756 MARICOPA COUNTY 741,773,829 $ 771,894,397 $ FY 2011 ACTUAL DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY MARICOPA COUNTY $ FY 2012 ADOPTED 17,649,782 $ 7,484,385 9,562,257 15,664,493 50,360,917 $ $ $ $ 17,621,758 $ 6,978,165 7,293,298 13,512,843 45,406,064 $ 9,304,811 15,441,098 100,203 4,590,000 8,417,105 304,341 70,145,273 108,302,831 $ 1,401,408 4,499,806 62,286,990 57,380 353,568 6,469,515 4,247,412 8,287,416 303,845,994 1,734,905 125,374 22,996 15,581 86,983,787 5,309,337 13,538,953 13,879,826 45,271,396 20,055,778 34,367,481 612,754,903 $ 766,463,798 FY 2012 REVISED REVISED VS ADOPTED VARIANCE % FY 2013 ADOPTED $ $ $ 16,399,972 6,978,100 8,462,519 14,279,660 46,120,251 9,164,404 16,169,741 2,158,820 4,167,000 18,097,523 304,341 56,395,547 106,457,376 $ $ $ $ (1,249,810) (506,285) (1,099,738) (1,384,833) (4,240,666) -7.1% -6.8% -11.5% -8.8% -8.4% (993,257) 78,318 (52,810) (423,000) 7,720,713 (12,548,144) (6,218,180) -9.8% 0.5% -2.4% -9.2% 74.4% 0.0% -18.2% -5.5% $ 1,533,732 $ 289,975 54,258,738 56,500 115,864 6,496,256 7,023,535 8,069,276 298,116,867 2,116,515 132,736 22,996 95,285,913 4,757,203 13,745,123 14,617,195 44,900,281 19,366,678 570,905,383 $ (142,491) -8.5% (3,672,927) -92.7% (14,226,097) -20.8% 0.0% (44,276) -27.6% 205,343 3.3% 101,773 1.5% 56,024 0.7% (9,314,412) -3.0% (37,437) -1.7% 21,581 19.4% 9,160 66.2% (52,938) -100.0% 6,502,377 7.3% (500,071) -9.5% (518,258) -3.6% (15,444) -0.1% (2,028,197) -4.3% (166,178) -0.9% (35,933,801) -100.0% (59,756,269) -9.5% $ 723,483,010 $ (70,215,115) FY 2012 FORECAST FY 2013 ADOPTED -8.8% REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 15,538,882 $ 15,538,882 $ 24,827,117 $ 24,827,117 $ 24,827,117 $ 24,827,117 $ 24,824,923 $ 24,824,923 $ 33,306,046 33,306,046 $ $ 8,478,929 8,478,929 34.2% 34.2% $ 15,538,882 $ 24,827,117 $ 24,827,117 $ 24,824,923 $ 33,306,046 $ 8,478,929 34.2% FY 2011 ACTUAL CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 640 - TRANSPORTATION $ FY 2012 FORECAST $ SUBTOTAL $ 403,132,493 71,742,374 474,874,867 $ 474,874,867 FY 2012 ADOPTED $ FY 2012 REVISED $ 108,360,783 83,496,904 191,857,687 $ 191,857,687 $ $ 108,360,783 83,496,904 191,857,687 $ 191,857,687 94 FY 2012 FORECAST $ $ 249,731,676 53,324,775 303,056,451 $ 303,056,451 FY 2013 ADOPTED $ REVISED VS ADOPTED VARIANCE % $ 182,028,552 $ 103,112,522 285,141,074 $ 73,667,769 19,615,618 93,283,387 68.0% 23.5% 48.6% $ 285,141,074 $ 93,283,387 48.6% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2011 ACTUAL INTERNAL SERVICE FY 2012 ADOPTED FY 2012 REVISED APPOINTED 200 - COUNTY MANAGER $ 390 - BUS STRATEGIES HLTH CARE PROG 410 - ENTERPRISE TECHNOLOGY 730 - PROCUREMENT SERVICES 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT SUBTOTAL $ - $ 134,281,943 19,385,340 813,958 16,961,063 25,413,868 196,856,172 $ 13,000,000 $ 137,805,460 15,972,983 806,795 13,909,239 16,231,190 197,725,667 $ 13,000,000 137,805,460 15,972,983 806,795 18,877,681 16,231,190 202,694,109 MARICOPA COUNTY 196,856,172 197,725,667 202,694,109 $ FY 2011 ACTUAL ELIMINATIONS APPOINTED 200 - COUNTY MANAGER $ 300 - PARKS AND RECREATION 390 - BUS STRATEGIES HLTH CARE PROG 640 - TRANSPORTATION SUBTOTAL $ ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ $ FY 2012 ADOPTED FY 2012 FORECAST $ FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % $ 3,379,585 $ 138,715,337 16,077,014 719,529 17,421,543 16,354,043 192,667,051 $ - $ 141,063,934 15,952,983 761,464 16,682,320 32,120,415 206,581,116 $ $ 192,667,051 206,581,116 FY 2012 REVISED $ FY 2012 FORECAST $ FY 2013 ADOPTED (13,000,000) -100.0% 3,258,474 2.4% (20,000) -0.1% (45,331) -5.6% (2,195,361) -11.6% 15,889,225 97.9% 3,887,007 1.9% 3,887,007 1.9% REVISED VS ADOPTED VARIANCE % - $ (33,731,892) (33,731,892) $ (13,000,000) $ (35,050) (28,411,419) (41,446,469) $ (13,000,000) $ (75,050) (28,411,419) (41,486,469) $ (3,379,585) $ (35,050) (28,411,416) (31,826,051) $ - $ (35,050) (1,070,000) (48,134,797) (49,239,847) $ $ SUBTOTAL $ (698,846,563) $ (698,846,563) $ (471,200,173) $ (471,200,173) $ (480,488,084) $ (480,488,084) $ (619,400,801) $ (619,400,801) $ (550,081,247) $ (550,081,247) $ (69,593,163) (69,593,163) 14.5% 14.5% $ (732,578,455) $ (512,646,642) $ (521,974,553) $ (651,226,852) $ (599,321,094) $ (77,346,541) 14.8% 95 13,000,000 -100.0% 40,000 -53.3% (1,070,000) N/A (19,723,378) 69.4% (7,753,378) 18.7% Maricopa County Annual Business Strategies FY 2013 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 $ ELECTED 120 - ASSESSOR $ 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ APPOINTED 150 - EMERGENCY MANAGEMENT $ 180 - FINANCE 200 - COUNTY MANAGER 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 310 - HUMAN RESOURCES 340 - PUBLIC FIDUCIARY 390 - BUS STRATEGIES HLTH CARE PRO 410 - ENTERPRISE TECHNOLOGY 440 - PLANNING AND DEVELOPMENT 460 - RESEARCH AND REPORTING 470 - NON DEPARTMENTAL 520 - PUBLIC DEFENDER 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCL 700 - FACILITIES MANAGEMENT 730 - PROCUREMENT SERVICES 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES SUBTOTAL $ 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ - $ 15,464,600 19,750 1,696,300 17,180,650 $ FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE DEBT SERVICE SUBTOTAL 16,399,972 $ 6,978,100 8,462,519 14,279,660 46,120,251 $ - $ - $ - $ - $ - $ 240,000 $ - $ 8,250,000 9,164,404 48,000 16,169,741 3,633,010 2,158,820 1,515,522 7,000,000 4,167,000 117,000 18,097,523 60,000 304,341 11,423,534 56,395,547 32,287,066 $ 106,457,376 $ - $ - $ - $ - $ - $ 574,856 600 322,388 297,841 968,462 7,000 501,400 72,000 981,702,389 71,452 132,369 73,998 282,000 12,000 985,018,755 $ 1,533,732 $ 289,975 54,258,738 56,500 115,864 6,496,256 7,023,535 8,069,276 298,116,867 2,116,515 132,736 22,996 95,285,913 4,757,203 13,745,123 14,617,195 44,900,281 19,366,678 $ 570,905,383 $ - $ $ 1,034,486,471 - $ $ 723,483,010 $ $ $ ELIMINATIONS 16,399,972 $ 22,442,700 8,482,269 15,975,960 63,300,901 $ 240,000 $ 17,414,404 16,217,741 5,791,830 1,515,522 11,167,000 18,214,523 364,341 67,819,081 138,744,442 $ - $ - $ - $ 1,533,732 $ 574,856 290,575 54,258,738 56,500 438,252 6,496,256 297,841 968,462 141,063,934 148,094,469 15,952,983 16,454,383 8,069,276 72,000 33,306,046 182,028,552 1,495,153,854 2,187,967 132,736 22,996 103,112,522 198,398,435 4,889,572 73,998 761,464 1,043,464 16,682,320 16,682,320 32,120,415 32,120,415 13,745,123 14,617,195 44,900,281 19,378,678 33,306,046 $ 285,141,074 $ 206,581,116 $ 2,080,952,374 $ - $ 33,306,046 96 - $ $ 285,141,074 - $ 206,581,116 $ - $ 2,282,997,717 TOTAL - $ - $ - $ $ 16,399,972 22,442,700 8,482,269 15,975,960 63,300,901 240,000 17,414,404 16,217,741 5,791,830 1,515,522 11,167,000 18,214,523 364,341 67,819,081 138,744,442 1,533,732 - $ 574,856 290,575 54,258,738 56,500 438,252 (35,050) 6,461,206 297,841 968,462 (1,070,000) 147,024,469 16,454,383 8,069,276 72,000 1,495,153,854 2,187,967 132,736 22,996 (48,134,797) 150,263,638 4,889,572 73,998 1,043,464 16,682,320 32,120,415 13,745,123 14,617,195 44,900,281 19,378,678 (49,239,847) $ 2,031,712,527 $ (550,081,247) $ (550,081,247) $ (599,321,094) $ 1,683,676,623 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category FY 2011 ACTUAL ALL FUNDS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VARIANCE % FY 2013 ADOPTED TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST 486,152,703 $ 472,831,017 $ 472,831,017 $ 472,831,017 $ 420,010,153 $ (52,820,864) -11.2% 25,014,288 23,300,000 23,300,000 24,800,000 23,973,708 673,708 112,451,806 109,584,249 109,584,249 117,005,968 121,452,195 11,867,946 10.8% SUBTOTAL $ 623,618,797 $ 605,715,266 $ 605,715,266 $ 614,636,985 $ 565,436,056 $ (40,279,210) -6.6% 0606 - SALES TAXES 2.9% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ 37,816,945 $ 38,502,526 $ 38,502,526 $ 38,518,087 $ 41,102,781 $ 2,600,255 6.8% SUBTOTAL $ 37,816,945 $ 38,502,526 $ 38,502,526 $ 38,518,087 $ 41,102,781 $ 2,600,255 6.8% $ 150,457,320 $ 185,495,692 $ 201,672,994 $ 163,058,664 $ 191,001,711 $ INTERGOVERNMENTAL 0615 - GRANTS (10,671,283) -5.3% 0620 - OTHER INTERGOVERNMENTAL 17,256,089 19,095,666 20,087,134 20,087,947 19,347,828 (739,306) -3.7% 0621 - PAYMENTS IN LIEU OF TAXES 10,868,668 11,775,550 11,775,550 11,735,769 11,714,503 (61,047) -0.5% 385,487,679 369,740,752 369,740,752 396,155,134 404,078,237 34,337,485 85,975,735 77,990,758 77,990,758 76,929,654 84,652,860 6,662,102 8.5% 121,637,534 119,531,712 119,531,712 116,946,114 117,606,158 (1,925,554) -1.6% SUBTOTAL $ 771,683,025 $ 783,630,130 $ 800,798,900 $ 784,913,282 $ 828,401,297 $ 27,602,397 3.4% 0634 - INTERGOV CHARGES FOR SERVICES $ 112,489,639 $ 106,934,903 $ 106,904,522 $ 0635 - OTHER CHARGES FOR SERVICES 137,018,425 134,978,744 133,271,773 130,508,798 131,464,508 0636 - INTERNAL SERVICE CHARGES 14,653,207 - - - - - 0638 - PATIENT SERVICES REVENUE 1,757,576 1,568,376 1,568,376 1,848,270 1,865,060 296,684 SUBTOTAL $ 265,918,847 $ 243,482,023 $ 241,744,671 $ 231,991,762 $ 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE 9.3% CHARGES FOR SERVICE 99,634,694 $ 67,748,833 $ 201,078,401 (39,155,689) -36.6% (1,807,265) -1.4% N/A 18.9% (40,666,270) -16.8% FINES AND FORFEITS 0637 - FINES AND FORFEITS $ 33,307,753 $ 32,446,066 $ 32,546,066 $ 27,824,669 $ 29,063,319 $ (3,482,747) -10.7% SUBTOTAL $ 33,307,753 $ 32,446,066 $ 32,546,066 $ 27,824,669 $ 29,063,319 $ (3,482,747) -10.7% $ 12,465,743 $ 7,373,013 $ (2,408,282) -24.6% MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 9,594,215 $ 9,781,295 $ 7,990,293 $ 11,971,345 18,555,146 20,262,321 13,685,937 11,021,756 SUBTOTAL $ 24,437,088 $ 28,149,361 $ 30,043,616 $ 21,676,230 $ 18,394,769 $ ALL REVENUES $ 1,756,782,455 $ 1,731,925,372 $ 1,749,351,045 $ 1,719,561,015 $ 1,683,476,623 $ 153,588 $ 200,000 $ 200,000 $ 280,000 $ 200,000 $ (9,240,565) -45.6% (11,648,847) -38.8% (65,874,422) -3.8% OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 49,099,135 49,252,723 $ 1,806,035,178 $ 200,000 $ 1,732,125,372 $ 97 200,000 $ 1,749,551,045 $ 280,000 $ 1,719,841,015 $ 200,000 $ 1,683,676,623 $ (65,874,422) 0.0% N/A 0.0% -3.8% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2011 ACTUAL GENERAL FUND TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST SUBTOTAL $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % 486,152,703 $ 25,014,288 511,166,991 $ 472,831,017 $ 23,300,000 496,131,017 $ 472,831,017 $ 23,300,000 496,131,017 $ 472,831,017 $ 24,800,000 497,631,017 $ 420,010,153 $ 23,973,708 443,983,861 $ $ SUBTOTAL $ 2,330,508 $ 2,330,508 $ 2,203,000 $ 2,203,000 $ 2,203,000 $ 2,203,000 $ 2,222,911 $ 2,222,911 $ 2,213,000 $ 2,213,000 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 18,053 $ 4,488,033 10,868,668 385,487,679 113,649,012 514,511,445 $ - $ 4,773,201 11,775,550 369,740,752 111,119,076 497,408,579 $ 19,971 $ 4,773,201 11,775,550 369,740,752 111,119,076 497,428,550 $ 19,971 $ 4,802,431 11,735,769 396,155,134 109,193,522 521,906,827 $ - $ 4,623,602 11,714,503 404,078,237 109,193,522 529,609,864 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 11,476,379 $ 29,255,224 14,129 40,745,732 $ 11,717,822 $ 28,283,339 6,876 40,008,037 $ 11,679,061 $ 28,283,339 6,876 39,969,276 $ 11,984,879 $ 27,051,918 6,996 39,043,793 $ 13,247,300 $ 26,908,370 7,000 40,162,670 $ 1,568,239 (1,374,969) 124 193,394 $ SUBTOTAL $ 14,356,767 $ 14,356,767 $ 14,036,087 $ 14,036,087 $ 14,036,087 $ 14,036,087 $ 11,222,941 $ 11,222,941 $ 11,270,300 $ 11,270,300 $ (2,765,787) -19.7% (2,765,787) -19.7% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 8,611,795 $ 5,745,727 14,357,522 $ 5,000,000 $ 3,680,426 8,680,426 $ 5,000,000 $ 3,679,279 8,679,279 $ 4,305,898 $ 7,720,906 12,026,804 $ 4,000,000 $ 3,246,776 7,246,776 $ (1,000,000) -20.0% (432,503) -11.8% (1,432,503) -16.5% ALL REVENUES $ 1,097,468,965 $ 1,058,467,146 $ 1,058,447,209 $ 1,084,054,293 $ 1,034,486,471 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 12,100,918 $ 12,100,918 $ - $ - $ 1,351 $ 1,351 $ 1,351 $ 1,351 $ - $ - $ TOTAL SOURCES $ 1,109,569,883 $ 1,058,467,146 $ 1,058,448,560 $ 1,084,055,644 $ 1,034,486,471 $ LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES AND FORFEITS 0637 - FINES AND FORFEITS 98 (52,820,864) -11.2% 673,708 2.9% (52,147,156) -10.5% 10,000 10,000 0.5% 0.5% (19,971) -100.0% (149,599) -3.1% (61,047) -0.5% 34,337,485 9.3% (1,925,554) -1.7% 32,181,314 6.5% (23,960,738) 13.4% -4.9% 1.8% 0.5% -2.3% (1,351) -100.0% (1,351) -100.0% (23,962,089) -2.3% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2011 ACTUAL SPECIAL REVENUE TAXES 0606 - SALES TAXES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 112,451,806 $ 112,451,806 $ 109,584,249 $ 109,584,249 $ 109,584,249 $ 109,584,249 $ 117,005,968 $ 117,005,968 $ 121,452,195 $ 121,452,195 $ 11,867,946 11,867,946 10.8% 10.8% $ SUBTOTAL $ 35,486,437 $ 35,486,437 $ 36,299,526 $ 36,299,526 $ 36,299,526 $ 36,299,526 $ 36,295,176 $ 36,295,176 $ 38,889,781 $ 38,889,781 $ 2,590,255 2,590,255 7.1% 7.1% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 133,593,983 $ 12,768,056 85,975,735 7,988,522 240,326,296 $ 145,116,205 $ 14,322,465 77,990,758 8,412,636 245,842,064 $ 161,273,536 $ 15,313,933 77,990,758 8,412,636 262,990,863 $ 144,337,902 $ 15,285,516 76,929,654 7,752,592 244,305,664 $ 144,815,565 $ 14,724,226 84,652,860 8,412,636 252,605,287 $ (16,457,971) -10.2% (589,707) -3.9% 6,662,102 8.5% 0.0% (10,385,576) -3.9% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 73,627,906 $ 74,111,646 1,743,447 149,482,999 $ 73,454,129 $ 73,818,806 1,561,500 148,834,435 $ 73,462,509 $ 72,111,835 1,561,500 147,135,844 $ 72,960,902 $ 70,784,293 1,841,274 145,586,469 $ 39,258,257 $ 70,385,620 1,858,060 111,501,937 $ (34,204,252) -46.6% (1,726,215) -2.4% 296,560 19.0% (35,633,907) -24.2% $ SUBTOTAL $ 18,950,986 $ 18,950,986 $ 18,409,979 $ 18,409,979 $ 18,509,979 $ 18,509,979 $ 16,601,728 $ 16,601,728 $ 17,793,019 $ 17,793,019 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 3,786,025 $ 4,051,237 7,837,262 $ 3,654,802 $ 14,860,220 18,515,022 $ 3,841,882 $ 16,568,542 20,410,424 $ 2,798,400 $ 5,112,983 7,911,383 $ 2,724,385 $ 7,739,980 10,464,365 $ ALL REVENUES $ 564,535,786 $ 577,485,275 $ 594,930,885 $ 567,706,388 $ 552,706,584 $ (42,224,301) OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 153,588 $ 177,084,455 177,238,043 $ 200,000 $ 194,209,122 194,409,122 $ 200,000 $ 198,567,240 198,767,240 $ 280,000 $ 198,477,410 198,757,410 $ 200,000 $ 170,576,426 170,776,426 $ 0.0% (27,990,814) -14.1% (27,990,814) -14.1% TOTAL SOURCES $ 741,773,829 $ 771,894,397 $ 793,698,125 $ 766,463,798 $ 723,483,010 $ (70,215,115) LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES AND FORFEITS 0637 - FINES AND FORFEITS FY 2011 ACTUAL DEBT SERVICE TAXES 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED (716,960) (716,960) -3.9% -3.9% (1,117,497) -29.1% (8,828,562) -53.3% (9,946,059) -48.7% -7.1% -8.8% REVISED VS ADOPTED VARIANCE % 2,640,840 $ 2,640,840 $ 1,238,574 $ 1,238,574 $ 1,238,574 $ 1,238,574 $ 1,238,574 $ 1,238,574 $ 2,044,612 $ 2,044,612 $ 806,038 806,038 65.1% 65.1% $ SUBTOTAL $ 31,862 $ 31,862 $ 9,608 $ 9,608 $ 9,608 $ 9,608 $ 7,415 $ 7,415 $ 13,204 $ 13,204 $ 3,596 3,596 37.4% 37.4% ALL REVENUES $ 2,672,702 $ 1,248,182 $ 1,248,182 $ 1,245,989 $ 2,057,816 $ 809,634 64.9% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 12,866,180 $ 12,866,180 $ 23,578,935 $ 23,578,935 $ 23,578,935 $ 23,578,935 $ 23,578,934 $ 23,578,934 $ 31,248,230 $ 31,248,230 $ 7,669,295 7,669,295 32.5% 32.5% TOTAL SOURCES $ 15,538,882 $ 24,827,117 $ 24,827,117 $ 24,824,923 $ 33,306,046 $ 8,478,929 34.2% MISCELLANEOUS 0645 - INTEREST EARNINGS 99 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2011 ACTUAL CAPITAL PROJECTS INTERGOVERNMENTAL 0615 - GRANTS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 16,845,284 $ 16,845,284 $ 40,379,487 $ 40,379,487 $ 40,379,487 $ 40,379,487 $ 18,700,791 $ 18,700,791 $ 46,186,146 $ 46,186,146 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 19,037,127 $ 19,037,127 $ 15,512,406 $ 15,512,406 $ 15,512,406 $ 15,512,406 $ 8,098,433 $ 8,098,433 $ 8,791,579 $ 8,791,579 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ (1,016,103) $ (1,016,103) $ - $ - $ - $ - $ 1,864 $ 592,996 594,860 $ - $ - $ 5,806,659 5,806,659 14.4% 14.4% (6,720,827) -43.3% (6,720,827) -43.3% - ALL REVENUES $ 34,866,308 $ 55,891,893 $ 55,891,893 $ 27,394,084 $ 54,977,725 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 440,008,559 $ 440,008,559 $ 135,965,794 $ 135,965,794 $ 135,965,794 $ 135,965,794 $ 275,662,367 $ 275,662,367 $ 230,163,349 $ 230,163,349 $ 94,197,555 94,197,555 69.3% 69.3% TOTAL SOURCES $ 474,874,867 $ 191,857,687 $ 191,857,687 $ 303,056,451 $ 285,141,074 $ 93,283,387 48.6% FY 2011 ACTUAL INTERNAL SERVICE FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED (914,168) N/A N/A N/A -1.6% REVISED VS ADOPTED VARIANCE % CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 5,707,387 $ 33,651,555 154,220,695 193,579,637 $ 5,011,972 $ 32,876,599 145,892,791 183,781,362 $ 5,011,972 $ 32,876,599 150,861,233 188,749,804 $ 5,351,906 $ 32,672,587 150,127,205 188,151,698 $ 4,407,085 $ 34,170,518 157,712,674 196,290,277 $ (604,887) -12.1% 1,293,919 3.9% 6,851,441 4.5% 7,540,473 4.0% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 1,052,164 $ 2,174,381 3,226,545 $ 929,805 $ 14,500 944,305 $ 929,805 $ 14,500 944,305 $ 876,716 $ 259,052 1,135,768 $ 635,424 $ 35,000 670,424 $ (294,381) -31.7% 20,500 141.4% (273,881) -29.0% ALL REVENUES $ 196,806,182 $ 184,725,667 $ 189,694,109 $ 189,287,466 $ 196,960,701 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 49,990 $ 49,990 $ 13,000,000 $ 13,000,000 $ 13,000,000 $ 13,000,000 $ 3,379,585 $ 3,379,585 $ 9,620,415 $ 9,620,415 $ TOTAL SOURCES $ 196,856,172 $ 197,725,667 $ 202,694,109 $ 192,667,051 $ 206,581,116 $ FY 2012 ADOPTED FY 2012 REVISED FY 2013 ADOPTED 3.8% (3,379,585) -26.0% (3,379,585) -26.0% 3,887,007 1.9% REVISED VS ADOPTED VARIANCE % ELIMINATIONS FY 2011 ACTUAL CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ (139,567,488) $ (139,567,488) $ (145,892,791) $ (145,892,791) $ (150,861,233) $ (150,861,233) $ (150,127,205) $ (150,127,205) $ (157,712,674) $ (157,712,674) $ (6,851,441) (6,851,441) 4.5% 4.5% ALL REVENUES $ (139,567,488) $ (145,892,791) $ (150,861,233) $ (150,127,205) $ (157,712,674) $ (6,851,441) 4.5% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ (593,010,967) $ (593,010,967) $ (366,753,851) $ (366,753,851) $ (371,113,320) $ (371,113,320) $ (501,099,647) $ (501,099,647) $ (441,608,420) $ (441,608,420) $ (70,495,100) (70,495,100) 19.0% 19.0% TOTAL SOURCES $ (732,578,455) $ (512,646,642) $ (521,974,553) $ (651,226,852) $ (599,321,094) $ (77,346,541) 14.8% 100 FY 2012 FORECAST 7,266,592 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Revenue Sources and Variance Commentary This section describes Maricopa County’s major revenue sources, along with historical collection trends and forecasts for upcoming fiscal years. Maricopa County’s major revenues include the following categories: • Taxes • Charges for Service • Licenses and Permits • Fines and Forfeits • Intergovernmental Revenues • Miscellaneous Basis for Estimating Revenue In accordance with the Budgeting for Results Budget Policy Guidelines, revenues are estimated conservatively for budgetary purposes because it is preferable to err by under-estimating revenues than by over-estimating them. For major tax-based revenues, economic forecasting models are applied. The following sections describe the major revenue sources for the County, as well as the estimated collections for FY 2013. 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 Year General Fund Debt Service Total were paid in full in FY 2004, and no $ 308,122,580 $ 19,234,591 $ 327,357,171 County secondary taxes have been 2004 2005 339,882,099 339,882,099 levied since that time. 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 October 1 and March 1. 2006 2007 2008 2009 2010 2011 2012 2013 * 371,224,118 398,725,245 430,023,735 463,492,311 492,230,736 492,224,342 477,571,468 425,111,491 - 371,224,118 398,725,245 430,023,735 463,492,311 492,230,736 492,224,342 477,571,468 425,111,491 *Budget Increases in both assessed values and Note: Excludes Payments in Lieu of Taxes 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 2013 and the previous nine fiscal years. Estimated assessed values and maximum allowable tax rates are also displayed for the following five years. The FY 2013 primary rate is budgeted to remain flat at $1.2407 per $100 of assessed value, which is less than the maximum rate of $1.6291. The Maricopa County Board of Supervisors adopts the property tax rates for each fiscal year and is not required to adopt the maximum rate. 101 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Although the rate of decline in primary net assessed value has begun to decelerate, it is forecasted to continue to decline over the next two years as a result of the real estate downturn. In FY 2013, the net assessed values are estimated to decrease by 11% or $4 billion. Assessed values are forecasted to show a slight increase in FY 2016, however this value would still be $19 billion lower than the peak in FY 2010. Rather than levy the maximum amount allowable or increase the primary tax rate, the Board of Supervisors plans to adopt a flat tax rate in FY 2013 which results in an average tax bill savings of 11%. Budget Summary Schedules Net Assessed Values and Tax Rates Primary Secondary Fiscal Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 * ** ** ** ** ** Net Assessed Value (Thousands) $ 25,447,851 28,070,870 31,010,285 33,807,465 38,930,268 44,881,603 49,675,117 46,842,819 38,492,098 34,263,842 31,346,182 30,186,051 30,940,832 33,639,951 37,102,387 Primary Tax Rate (per $100 N.A.V.) $ 1.2108 1.2108 1.1971 1.1794 1.1046 1.0327 0.9909 1.0508 1.2407 1.2407 1.8465 1.9908 2.0236 1.9479 1.8646 Net Assessed Value (Thousands) $ 27,477,988 30,066,987 33,197,218 36,294,694 49,534,573 58,303,635 57,984,052 49,707,952 38,760,296 34,400,456 31,535,698 30,375,242 31,135,376 33,840,755 38,642,216 Debt Service Tax Rate (per $100 N.A.V.) $ 0.0700 - Combined Rate $ 1.2808 1.2108 1.1971 1.1794 1.1046 1.0327 0.9909 1.0508 1.2407 1.2407 1.8465 1.9908 2.0236 1.9479 1.8646 * Budgeted Rate **Maximum Rates, Forecasted NAV Source Elliott D. Pollack & Co. The chart below illustrates that, as assessed values decrease in coming years due to the real estate crisis, the constitutionally allowable tax rate will increase significantly. As the housing market rebounds and values begin to grow again, the tax rate will naturally decline. The Board of Supervisors would be able to adopt the higher tax rates, but it is not required to do so. Primary Net Assessed Value vs. Tax Rate 2.5000 Max Rate $70.0 2.0000 $50.0 $40.0 $30.0 1.0000 $20.0 $44.882 $49.675 $46.843 $38.492 $34.264 $31.346 $30.186 $30.941 $33.640 $37.102 0.5000 $10.0 2008 2009 2010 2011 2012 2013* 2014** 2015** 2016** 2017** 2018** $0.0 - *Budget **Forecast, Elliot Pollack & Co. Fiscal Year 102 Tax Rates 1.5000 Adopted Rate $38.930 Net Assessed Value (Billions) $60.0 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules 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 *Budget APPRECIATION/DEPRECIATION **Source Elliott D. Pollack & Co. Due to the proposed tax rate and declining property values, the FY 2013 primary property tax levy (excluding Salt River Project) of $425,111,491 is $52 million lower than FY 2012. FY 2013 TAX LEVY AND RATE Description MARICOPA COUNTY PRIMARY: FY 2012-13 Adopted $ FY 2011-12 Adopted FY 2012-13 Variance $ Net Assessed Value SRP Eff. Ass. Val. 34,263,842,274 $ 676,321,912 $ 38,492,098,635 651,121,529 (4,228,256,361) $ 25,200,383 $ Total w/SRP Proceeds of 1Tax Rate cent Rate 34,940,164,186 $ 39,143,220,164 (4,203,055,978) $ 3,494,016 $ 3,914,322 (420,306) $ 1.2407 $ 1.2407 $ Tax Levy 425,111,491 $ 477,571,468 (52,459,977) $ SRP PILT Total Levy & SRP PILT 8,391,126 $ 433,502,617 8,078,465 485,649,933 312,661 $ (52,147,316) Property tax revenue is budgeted in FY 2013 based on prior years’ collection trends in relation to the adopted levy. Property Tax Collection Analysis Maricopa County Primary Estimated Levy Amount Collections $ 425,111,491 $ 420,010,153 103 Collection Rate 98.8% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules FY 2013 PRIMARY PROPERTY TAX LEVY vs. LEVY LIMIT FY 2013 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assessed Value) $ 558,192,254 1.6291 FY 2013 Primary Levy (excluding SRP) Primary Tax Rate (per $100 Assessed Value) $ 425,111,491 1.2407 Amount Under Limit: $ 133,080,763 0.3884 23.8% FY 2013 PRIMARY PROPERTY TAX LEVY vs. "TRUTH-IN-TAXATION" LEVY FY 2013 "Truth-in-Taxation" Primary Levy $ 485,587,173 "Truth-in-Taxation" Tax Rate (per $100 Assessed Value) 1.4172 FY 2013 Primary Levy Primary Tax Rate (per $100 Assessed Value) $ 425,111,491 1.2407 Amount Under/(Over) "Truth-in-Taxation" Levy $ 60,475,682 0.1765 FY 2013 Median Residential Limited Property Value $ 111,000 "Truth-in-Taxation" Tax Bill on Median-Valued Home Property Tax Bill on Median-Valued Home Tax Bill Savings/(Increase) $ 157.31 137.72 19.59 $ 12.5% 12.5% PRIMARY PROPERTY TAX LEVY FY 2012 vs. FY 2013 TAX BILL IMPACT ON MEDIAN HOME FY 2012: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill FY 2013: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill Tax Bill Savings/(Increase) 104 $ $ $ 124,500 1.2407 154.47 $ 111,000 1.2407 137.72 $ 16.75 10.8% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Tax Penalties and 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 2013 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 nearly reached 16% in FY 2006, but progressively declined FY 2007 through FY 2010. In FY 2011, positive year-over-year growth resumed, demonstrating signs of recovery. However, annual collections estimates for FY 2013 are only slightly higher than 2005 levels. Limited growth is forecasted to continue with stable year-over-year increases moving forward. Therefore, in this environment is it prudent to forecast modest growth in revenue in the coming year. Jail Excise Tax Fiscal Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 * ** *** *** *** *** *** Annual Collections $ 107,441,209 119,143,065 137,876,660 145,389,195 138,206,968 116,878,703 107,094,679 112,451,802 117,005,968 121,452,195 126,951,996 132,410,932 137,972,191 142,111,357 148,222,145 Growth Rate 8.6% 10.9% 15.7% 5.4% -4.9% -15.4% -8.4% 5.0% 4.0% 3.8% 4.5% 4.3% 4.2% 3.0% 4.3% * Forecast ** Budget ***Source Elliott D. Pollack & Co. forecast Licenses and Permits Fiscal Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 * 2013 ** Licenses & Permits Revenues Special General Revenue Fund Funds $ 1,306,694 $ 28,322,351 $ 1,494,043 30,955,888 2,349,225 36,276,380 2,510,840 35,224,846 1,668,162 36,006,592 2,303,516 34,824,035 2,779,039 32,539,247 2,330,508 35,486,437 2,222,911 36,295,176 2,213,000 38,889,781 Total 29,629,045 32,449,930 38,625,605 37,735,686 37,674,754 37,127,551 35,318,286 37,816,945 38,518,087 41,102,781 *Forecast **Budget Maricopa County collects revenue from a variety of licenses and permits that are issued by various County departments. Rates for licenses and permits are approved by the Board of Supervisors, unless otherwise set forth in State statutes. The revenue generated from licenses and permits is generally used to offset the cost of issuance. Examples of licenses and permits include building permits, marriage licenses, dog licenses, and environmental health permits. Listed in the chart to the left are the actual license and permit revenues recorded for the last eight fiscal years, along with forecasted revenues for FY 2012, and the budgeted revenues for FY 2013. Special Revenue Fund Licenses and Permits are expected to increase in FY 2013. The increase is primarily due to enhanced collection of dog- 105 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules licenses, Air Quality permitting, Planning & Development and Environmental Services licenses and permits. General Fund license and permit revenues are detailed below and are expected to slightly decline in FY 2013. The largest component is license fees paid by cable television companies for operation in unincorporated areas. Licenses and Permits General Fund Department Non Departmental Clerk of Superior Court Sheriff Total FY 2012 FY 2013 Forecast Budget Description $ 1,654,000 $ 1,654,000 Cable Television Franchise Fees, Liquor Licenses 477,161 478,000 Marriage Licenses 91,750 81,000 Pawnshop & Peddler's Licenses $ 2,222,911 $ 2,213,000 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 2012, and the amounts budgeted for FY 2013. Intergovernmental Revenues Fiscal Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 * 2013 ** General Fund $ 489,807,845 $ 626,232,433 694,985,741 652,535,569 614,211,708 535,999,337 500,275,584 514,511,445 521,906,827 529,609,864 Special Revenue Funds Capital Projects Funds Debt Service 259,928,320 $ 250,103,881 285,620,779 309,172,630 242,970,178 225,480,770 248,569,777 240,326,296 244,305,664 252,605,287 339,376 $ 2,036,360 1,395,932 3,346,367 - 9,384,689 $ 8,820,531 8,847,363 39,089,704 21,946,984 674,870 6,160,540 16,845,284 18,700,791 46,186,146 Enterprise Funds Internal Service Funds Total 5,302,492 $ 1,215,513 $ 765,978,235 9,647,024 896,840,230 284,611 13,365,808 1,004,500,234 8,228,148 1,012,372,418 879,128,870 762,154,977 755,005,901 771,683,025 784,913,282 828,401,297 *Forecast **Budget Payments in Lieu of Taxes Payments in lieu of taxes are collected from the Salt River Project (SRP), the Federal Government, the Arizona State Retirement System (ASRS), and from municipalities. SRP estimates their net assessed value and makes payments in lieu of property taxes to each taxing Payments in Lieu of Taxes FY 2012 FY 2013 Forecast Budget Salt River Project $ 8,256,032 $ 8,391,126 Federal Bureau of Land Management 2,728,933 2,619,161 Cities 712,313 669,575 Arizona State Retirement System 38,490 34,641 $ 11,735,768 $ 11,714,503 106 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules jurisdiction based on the property tax rates. The table on the previous page identifies the amounts by payer. 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 16 business classifications, at rates ranging from 3.125 to 5.50 percent. A portion of each of these taxes, ranging from 20 to 50 percent, is allocated to a pool for distribution to the cities, counties and state. Of this distribution, 38.08 percent is allocated to Arizona counties based on the larger of two different distribution base calculations: a) 50% based on point of sale + 50% based on assessed valuation; or b) 50% based on point of sale + 50% based on population. Counties also receive a portion of an additional 2.43 percent of the distribution base, distributed based on a 50% point of sale + 50% population. State Shared Sales Tax Fiscal Annual Growth Rate Year Collections 2004 $ 357,526,559 8.3% 2005 397,712,817 11.2% 2006 457,785,986 15.1% 2007 480,411,951 4.9% 2008 460,958,749 -4.0% 2009 394,920,582 -14.3% 2010 366,285,237 -7.3% 2011 385,487,679 5.2% 2012 * 396,155,134 2.8% 2013 ** 404,078,237 2.0% 2014 *** 433,360,424 7.2% 2015 *** 452,861,643 4.5% 2016 *** 470,976,108 4.0% 2017 *** 485,105,392 3.0% 2018 *** 506,935,134 4.5% Listed to the left are the actual State Shared Sales Tax collections for the last eight fiscal years, estimates for FY 2012, the budget for FY 2013 and forecasted amounts for the next five years. State Shared Sales Tax and Jail Excise Tax *Forecast revenues have followed similar trends, except that Jail Tax revenues experienced greater declines, but are rebounding **Budget more quickly. Annual growth reached 15.1% in FY 2006, but ***Source Elliott D. Pollack & Co. declined for several years. There was a slight recovery in FY 2011; however, the gains were offset in FY 2012 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 limited growth for FY 2013 and therefore, State Shared Sales Taxes are budgeted to increase by 2 percent for FY 2013. 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 2012, and the budget for FY 2013. Fiscal Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 *Forecast **Budget 107 State Shared Highway User Growth Rate Revenues $ 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% 85,975,735 1.2% * 76,929,654 -10.5% ** 84,652,860 10.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules In FY 2009, the State of Arizona diverted Highway User Revenue 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. In FY 2012, they increased the amount by more than $3 million and diverted an additional amount for the Motor Vehicle Division (MVD) of the AZ Department of Transportation. That resulted in an additional decrease in funds for Maricopa County of almost $7 million. In FY 2013, the budgeted increase in annual revenue growth of 10 percent is primarily due to the elimination of the revenue shift from HURF to MVD. Future revenue collections may vary significantly depending on legislative decisions regarding this funding source. State Shared Vehicle License Taxes State Shared Vehicle License Tax Fiscal General Growth Year Fund Rate 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 116,335,719 -7.7% 2011 113,649,012 -2.3% 2012 * 109,193,522 -3.9% 2013 ** 109,193,522 0.0% 2014 *** 113,764,045 4.2% 2015 *** 117,745,787 3.5% 2016 *** 122,691,110 4.2% 2017 *** 126,985,299 3.5% 2018 *** 132,064,711 4.0% The State of Arizona levies Vehicle License Taxes (VLT) annually on all vehicles, based upon their estimated value. The Vehicle License Tax is essentially a personal property tax on cars and trucks. VLT is paid as part of the annual auto license renewal process, billed and payable during the month in which the vehicle was first registered. VLT rates are applied to a vehicle’s depreciated value and as a result, revenue growth depends greatly on the volume of new car sales. VLT revenue is shared with counties and cities, and a portion is also deposited in the Highway User Revenue Fund (HURF), which is also shared with local governments. The table to the left shows actual and forecasted vehicle license tax collections from FY 2004 to FY 2018. Although the first quarter of new car sales data for FY 2012 is demonstrating positive gains, this has not resulted in significant increases in monthly collections. Thus, FY 2013 VLT revenue is forecasted to remain flat year-over-year, which is consistent with conservative budgeting practices. *Forecast **Budget ***Source Elliott D. Pollack & Co. 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 decrease due to year-to-year changes in Election reimbursements. Department Elections Enterprise GIS Juvenile Probation Research and Reporting Sheriff’s Office FY 2012 Forecast $ 4,353,700 72,000 376,731 Total $ 4,802,431 Other Intergovernmental Revenue General Fund FY 2013 Description Budget $ 3,610,002 Election cost reimbursements from other jurisdictions $ 496,600 Aerial photography cost reimbursements from participating government entities 5,000 Fort McDowell, Yavapai Nation and U.S. Marshal detention holding fee 72,000 Surveys for other governmental agencies 440,000 Social Security Administration pay for inmate information and AZ State for patrol $ 4,623,602 108 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Charges for Services Charges for Services are a broad category of program revenues that include charges to customers, applicants, or other governments who purchase, use, or directly benefit from the goods, services, or privileges provided, or are otherwise directly affected by the services. Charges for service are also levied internally within Maricopa County government for internal services provided by one County department to another department, but are eliminated within the overall County budget. County policy is to fully recover the cost for providing services. When setting fees, care is exercised in establishing charges for services so that they do not unfairly discriminate against those most in need of services. The County Board of Supervisors approves all fee schedules, unless fees are specifically set forth in State statute. Examples of charges for services to the public include court-filing fees, kennel fees, park entrance fees, vital record document fees, and probation service fees. Examples of internal charges for services include benefits, risk management, motor pool charges and long distance telephone charges. Listed below are the revenues recorded for the last eight fiscal years, forecasted revenue for FY 2012 and the budget amount for FY 2013 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 2004 2005 2006 2007 2008 2009 2010 2011 2012 * 2013 ** General Fund $ 30,266,056 29,955,025 33,156,418 31,719,127 43,177,387 43,642,013 40,657,924 40,745,732 39,043,793 40,162,670 Special Revenue Funds $ 41,510,912 46,588,972 53,563,330 55,826,076 96,369,159 135,371,562 129,930,765 149,482,999 145,586,469 111,501,937 Debt Service Fund $ 3,054,932 2,652,765 2,630,623 2,640,840 1,238,574 2,044,612 Charges for Service Capital Projects Enterprise Funds Funds $ - $ 773,743,235 355,475,219 78,515,094 62,873 7,300,482 17,874,757 17,548,959 19,037,127 8,098,433 8,791,579 - Internal Service Funds $ 86,558,352 86,706,148 74,861,880 78,091,596 199,238,595 201,910,980 188,964,926 193,579,637 188,151,698 196,290,277 Eliminations Total $ (161,468,141) $770,610,414 (76,001,438) 442,723,926 (72,564,571) 167,532,151 (70,498,458) 95,201,214 (160,036,744) 189,103,811 (161,737,799) 239,714,278 (133,025,426) 246,707,771 (139,567,488) 265,918,847 (150,127,205) 231,991,762 (157,712,674) 201,078,401 * 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 General Fund Intergovernmental Charges for Service is shown in the following table. 109 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Education Services Non Departmental Non Departmental Sheriff Superior Court Budget Summary Schedules Intergovernmental Charges for Service General Fund FY 2012 FY 2013 Description Forecast Budget $ 12,000 $ 12,000 Elections Services from School Districts 940,532 2,514,129 District Reimbursements 319,329 334,137 Industrial Development Authority Reimbursements 10,258,860 9,933,034 Patrol Services provided to cities and towns and to the Stadium and Flood Control Districts 454,158 454,000 Arizona Lengthy Trial Revenue, Municipal Court Juror Fees, interpreter Fees Total $ 11,984,879 $ 13,247,300 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 2004 2005 2006 2007 2008 2009 2010 2011 * 2012 * 2013 ** General Fund $ 18,746 29,583 13,742 7,271 9,237 15,947 28,834 14,129 6,996 7,000 Patient Services Revenue Special Internal Revenue Enterprise Service Funds Funds Funds Eliminations Total $ 1,504,145 $ 773,534,090 $ 7,871,064 $ (79,149,895) $ 703,778,150 905,752 355,475,219 356,410,554 2,205,319 78,480,454 80,699,515 927,913 935,184 1,032,387 1,041,624 1,055,877 1,071,824 1,288,958 1,317,792 1,743,447 1,757,576 1,841,274 1,848,270 1,858,060 1,865,060 *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 Internal Service Charges provided. Internal FY 2012 FY 2013 service charges are Forecast Budget usually recorded in the Business Strategies and Healthcare Programs $ 107,443,240 $ 111,346,849 Internal Service Funds. Enterprise Technology 15,864,234 15,848,890 In FY 2013, internal Equipment Services 13,854,646 13,960,736 service charges are Materials Management 719,529 761,464 budgeted to increase Risk Management 12,245,556 15,794,735 from FY 2012 in nearly Total $ 150,127,205 $ 157,712,674 all categories, with the 110 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules exception of Enterprise Technology. Other Charges for Services The schedule below lists Maricopa County Other Charges for Service in the General Fund for FY 2012 and FY 2013. FY 2013 collections of Other Charges for Service in the General Fund are anticipated to be slightly lower than FY 2012. This is primarily due to a decrease in Fiduciary, Probate and Document Recording fees. Other Charges for Service Summary General Fund FY 2012 Forecast $ 6,009,503 1,530,717 105,266 627 290,726 191,656 FY 2013 Budget $ 6,004,000 1,515,522 105,000 1,002 275,200 286,141 Justice Courts 4,845,200 4,845,200 Juvenile Probation Medical Examiner Non Departmental Public Defender Public Fiduciary Recorder Sheriff Superior Court 17,857 310,829 3,930,000 69,567 1,152,209 6,765,800 541,245 1,241,216 10,000 322,388 3,930,000 71,452 968,462 6,629,803 558,000 1,241,200 Department Clerk of the Superior Court Constables Education Services Elections Finance Human Resources Treasurer Waste Resources and Recycling Total 49,500 60,000 85,000 $ 27,051,918 $ 26,908,370 Description Filing fees Constable fees Garnishment & Support Processing Fees Certifications Collections fee Garnishments, Copies, Parking and Lost Bus Card fees Defensive Driving fees, Civil Trial Jury fees and other miscellaneous court fees Miscellaneous charges and Restitution Cremation Certificate fees and Transport fees Tax Sale fees Reimbursement for Legal Services Fiduciary fees and Probate fees Document Recording fees Other tax sales fees and various civil fees Family Court filings, Civil trial jury fees and Attorney fees paid by parents Miscellaneous charges Transfer Stations Fines and Forfeits Through statutory and enforcement authority, Maricopa County collects various fines such as civil traffic citations and court fines. Fines & Forfeits Fiscal Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 * 2013 ** $ Special General Revenue Fund Funds 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 14,356,767 18,950,986 11,222,941 16,601,728 11,270,300 17,793,019 * Forecast ** Budget 111 Total 16,687,250 21,331,294 22,744,322 31,062,158 31,392,198 36,566,382 34,346,965 33,307,753 27,824,669 29,063,319 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules The largest source of General Fund fine and forfeit revenue is the Justice Courts. Fine revenue for FY 2013 is slightly above forecasted collections for FY 2012. Fines and Forfeits Summary General Fund FY 2012 Forecast $ 1,604,316 11,350 30,000 9,575,700 Department Clerk of the Superior Court Elections Environmental Services Justice Courts Sheriff Superior Court 1,575 Total $ 11,222,941 FY 2013 Budget $ 1,668,000 12,000 12,000 9,575,700 Description Superior Court Fines Campaign Finance Penalty Fees Code Enforcement Fines Civil Traffic, Misdemeanor Criminal Adjudication, Small Civil Cases 2,500 Civil Sanctions and Traffic Fines 100 Juror Fines $ 11,270,300 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 sales of copies, interest earnings, building rental, insurance recoveries, 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 2012, plus the budget for FY 2013. Miscellaneous revenues are recorded in all fund types. Fiscal Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 * 2013 ** $ General Fund 9,818,704 15,154,769 22,714,174 39,820,380 32,662,960 15,056,656 13,651,212 14,357,522 12,026,804 7,246,776 Special Revenue Funds $ 15,901,534 19,078,397 24,869,157 35,303,667 40,941,646 28,310,635 20,099,288 7,837,262 7,911,383 10,464,365 $ Miscellaneous Revenue Debt Capital Service Projects Enterprise Funds Funds Funds 1,586,395 $ 10,505,604 $ 7,081,380 $ 1,289,686 6,483,550 591,581 1,077,601 3,229,749 456,261 1,211,040 7,127,256 684,104 1,095,072 19,300,188 658,513 15,144,274 276,414 5,769,517 31,862 (1,016,103) 7,415 594,860 13,204 - Internal Service Funds Total 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 3,226,545 24,437,088 1,135,768 21,676,230 670,424 18,394,769 * Forecast ** Budget 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 $4 million in FY 2013. This represents a continued year-over-year reduction due to declines in interest rates and a declining fund balance. 112 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Miscellaneous Revenue General Fund Department Assessor Business Strategies and Health Care Programs Clerk of the Superior Court Constables County Attorney County Manager's Office Enterprise Technology Elections Facilities Management Finance Human Resources Justice Court Juvenile Probation Non Departmental FY 2012 Forecast $ 289,015 2,514,429 139,777 204 56,889 548 5,637 116,890 365,305 11,002 1,043,700 1,857 6,159,665 FY 2013 Budget $ 240,000 100,000 48,000 600 4,800 10,006 73,998 299,656 11,700 1,043,700 4,750 4,300,000 520,933 372,583 427,351 1,019 12,026,804 282,000 370,197 409,000 1,000 47,369 7,246,776 Procurement Recorder Sheriff Superior Court Waste Resources and Recycling Total $ $ Description Sale of maps, copies, etc. AHCCCS and ALTCS Payment Refund Sale of copies & bad check fees, interest Donations Fees to private defense for discovery information Bus Card Replacement Sale of computer equipment Sale of copies and maps Lease Revenue Building Rental Copies of W-2s and Employee Records Sale of copies Insurance Reimbursements/Restitution Interest, Loss Reimbursement, Fire District Reimbursement, Tax Deed Sale Purchase card rebates Micrographics & Photocopy Sales Sale of copies and reimbursement for ID cards Sale of copies Lease Revenue, Scrap metal proceeds 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 2013. Please refer to the Debt Service section of this document for a discussion of Maricopa County’s debt policies and 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 Schedules section. There is an ongoing transfer from the General Fund to the Detention Fund for the statutorily required Maintenance of Effort payment. 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. For additional detail, refer to the Fund Transfer schedules found later in this section. 113 Maricopa County Annual Business Strategies FY 2013 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 2013: 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. 114 Maricopa County Annual Business Strategies FY 2013 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. Risk Management Fund (675) The negative ending fund balance for the Risk Management Fund (675) is due the anticipated expenditure of large, non-routine claims in the coming year. Contingency has been set aside in the Non Departmental budget to provide resources if and when the claims settle. 115 Maricopa County Annual Business Strategies FY 2013 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 $ 247,432,960 $ 1,034,486,471 $ 1,281,919,431 $ SPECIAL REVENUE NON-GRANT FUNDS 201 ADULT PROBATION FEES $ 203 SHERIFF DONATIONS 204 JUSTICE CT JUDICIAL ENHANCEMNT 205 COURT DOCUMENT RETRIEVAL 206 OFFICER SAFETY EQUIPMENT 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 277 EMANCIPATION ADMINISTRATION 281 CHILDRENS ISSUES EDUCATION 282 DOM REL MEDIATION EDUCATION 290 WASTE TIRE 504 AIR QUALITY FEES 506 ENVIRONMTL SVCS ENV HEALTH 2,198,641 $ 12,842,594 $ 14,198,868 $ 112,658 26,300 26,300 1,152,879 792,000 1,792,000 1,563,435 1,335,000 2,335,000 20,164 60,000 60,000 449,980 500,477 587,025 2,141,713 1,521,600 1,621,600 263,677 424,932 685,029 565,766 65,000 518,714 20 2,000,000 2,000,000 1,768,274 4,000,000 4,582,949 1,591,852 1,482,444 1,482,444 (206,951) 1,033,255 1,147,701 415,861 2,345,688 2,345,688 1,968,600 1,600,000 2,871,162 326,963 1,728,613 2,047,134 175,360 266,411 295,800 2,335,680 8,060,168 8,189,524 249,084 3,743,200 3,743,200 67,298 10,000 10,000 31,615,843 94,881,237 107,619,928 515,166 9,108 259 3,245,771 4,167,000 5,021,738 372,651 8,700 381,351 25,271 220,000 220,000 1,366,875 1,997,617 2,954,358 1,423,788 3,956,520 5,050,075 559,375 55,698 176,056 127,710 6,177,400 6,177,400 6,100,001 12,337,361 12,337,361 216,422 165,640 165,640 80,331,666 325,585,864 405,917,530 340,858 464,531 614,531 481,161 1,390,000 1,790,000 123,138 4,900,000 4,900,000 1,873,469 1,296,000 1,296,000 462,559 1,372,454 1,827,065 2,187 66,362 66,362 58,944 2,101,600 2,101,600 5,526,976 4,859,263 4,859,263 118,150 346,000 361,000 398,046 1,405,000 1,728,835 1,189,970 135,000 135,000 780,181 40,000 40,000 89,000 100,000 623,501 306,545 585,000 785,000 104,571 5,000 75,000 3,085,824 3,000,000 5,700,000 755,002 302,870 302,870 129,648 115,921 115,921 4,876 4,800 465,419 115,007 415,007 72,031 190,682 190,682 1,309,421 4,757,203 4,748,115 2,616,977 10,847,720 11,494,587 6,712,369 19,366,678 22,609,816 116 RESTRICTED COMMITTED UNASSIGNED - $ - $ - 842,367 $ 112,658 152,879 563,435 20,164 363,432 2,041,713 3,580 112,052 20 1,185,325 1,591,852 415,861 697,438 8,442 145,971 249,084 67,298 18,877,152 524,015 2,391,033 25,271 410,134 330,233 439,017 127,710 6,100,001 216,422 190,858 81,161 123,138 1,873,469 7,948 2,187 58,944 5,526,976 103,150 74,211 1,189,970 780,181 612,501 106,545 34,571 385,824 755,002 129,648 76 165,419 72,031 1,318,509 1,970,110 - - $ 2,206,324 3,469,231 (321,397) - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) FUND SPECIAL REVENUE (CONT'D) 572 ANIMAL CONTROL LICENSE/SHELTER 574 ANIMAL CONTROL FIELD OPERATION 669 SMALL SCHOOL SERVICE 741 TAXPAYER INFORMATION 780 SCHOOL TRANSPORTATION 782 SCHOOL COMMUNICATION 795 COUNTY SCHOOL INDIRECT COST 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 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 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 PROJECT 234 TRANSPORTATION CAPITAL PROJECT 422 INTERGOVERNMENTAL CAP PROJ 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS 460 TECHNOLOGY CAP IMPROVEMENT 461 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 BEG. SPENDABLE BALANCE ENDING SPENDABLE FUND BALANCE: TOTAL SOURCES TOTAL USES $ 5,143,377 $ 9,347,478 $ 9,388,978 $ 1,458,597 3,453,314 3,474,405 162,470 109,657 109,657 289,430 304,341 304,341 399,306 600,000 600,000 54,148 733,136 733,136 1,316,972 858,631 1,458,358 $ 179,427,616 $ 566,557,675 $ 678,892,163 $ RESTRICTED COMMITTED UNASSIGNED 5,101,877 $ 1,437,506 162,470 289,430 399,306 54,148 717,245 61,738,970 $ - $ 5,675,555 $ (321,397) (209,971) $ 3,557,378 $ 3,557,378 $ (2,900) 1,389,716 1,389,716 175,070 14,741,226 14,741,226 366,385 6,915,128 6,915,128 (2,049,595) 39,517,512 39,517,512 (15,751) 404,676 404,676 85,630 115,864 115,864 (213,798) 4,406,449 4,406,449 (10) 10 13,253 408,499 408,499 (29,570) 2,599,319 2,599,319 2,158,820 2,158,820 558,487 4,591,771 14,478,116 (1,700,435) 8,494,509 8,494,509 50,000 50,000 (94,772) 3,769,475 3,769,475 (4,688,246) 47,064,553 47,064,553 896,906 944,331 944,331 (96,866) 15,796,099 15,796,099 (7,006,183) $ 156,925,335 $ 166,811,670 $ - $ 175,070 366,385 85,630 13,253 896,906 1,537,244 $ - $ - $ (209,971) (2,900) (2,049,595) (15,751) (213,798) (29,570) (9,327,858) (1,700,435) (94,772) (4,688,246) (96,866) (18,429,762) $ 172,421,433 $ 723,483,010 $ 845,703,833 $ 63,276,214 $ 5,675,555 $ (18,751,159) $ 9,323,600 $ 7,413,230 16,736,830 $ 24,901,332 $ 3,320,000 28,221,332 $ 551,114 $ 827 551,941 $ - 9,459,544 $ 103,112,522 $ 103,932,010 $ 141,105 138,499 346,518,673 66,097,004 160,894,940 243,280,746 21,958,340 93,177,394 166,393,219 67,308,317 115,575,079 14,761,657 26,664,891 37,174,214 $ 780,554,944 $ 285,141,074 $ 510,892,136 $ 8,640,056 $ 172,061,692 4,252,334 184,954,082 $ - $ 2,606 251,720,737 118,126,457 369,849,800 $ - - $ 1,246,174 2,048,824 1,671,502 17,538,558 1,313,494 5,420,763 1,155,956 1,185,504 702,378 - $ - $ $ $ 12,203,234 $ 823 12,204,057 $ 22,572,812 $ 10,733,234 33,306,046 $ $ $ 340,553 $ 1,246,174 (471,326) (1,848,421) 2,048,824 1,671,502 17,538,558 1,313,494 5,420,763 1,373,741 1,185,504 702,378 45,309,309 $ 43,667,011 12,239,116 4,791,276 12,584,880 1,408,140 304,556 142,180 117 45,759,309 $ 44,117,011 12,239,116 4,791,276 12,584,880 1,625,925 304,556 142,180 (109,447) (471,326) (2,298,421) - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) BEG. SPENDABLE BALANCE FUND INTERNAL SERVICE (CONT'D) 614 BEHAVIORAL HEALTH $ 615 WELLNESS 616 CONTRACT ADMINISTRATION 617 MEDICAL INCENTIVE/PENALTIES 618 BENEFIT ADMINISTRATION 619 ONSITE PHARMACY CLINIC 621 FLEX SPENDING HEALTH 622 FLEX SPENDING DEP CARE 623 VISION 624 STAND ALONE VISION 625 FI PREPAID DENTAL 626 FI LIFE & AD&D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE 629 SI DENTAL 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 632 CIGNA FOR SENIORS 654 EQUIPMENT SERVICES 673 REPROGRAPHICS 675 RISK MANAGEMENT 676 COUNTY MANAGER RISK MANAGEMENT 681 TELECOMMUNICATIONS INTERNAL SERVICE $ ENDING SPENDABLE FUND BALANCE: TOTAL SOURCES TOTAL USES RESTRICTED COMMITTED UNASSIGNED 5,382,076 $ 1,889,896 $ 1,889,896 $ 2,843,394 1,589,616 3,939,061 510,641 2,110,151 2,713,364 2,175,472 2,297,297 1,070,000 1,232,000 29,101 2,585,420 2,585,420 16,638 801,898 801,898 227,301 1,537,504 1,537,504 19,352 66 396,386 396,386 6,186 330,175 330,175 4,749 2,831,922 2,831,922 201,617 201,617 4,822,125 3,672,387 3,672,387 2,744 254,957 254,957 6,228 617,672 617,672 59,118 662,544 662,544 2,453,705 16,682,320 16,599,674 98,320 761,464 761,464 4,082,126 22,500,000 33,431,970 9,620,415 9,620,415 3,783,913 15,952,983 17,494,345 59,693,042 $ 206,581,116 $ 222,722,857 $ 5,382,076 $ 493,949 510,641 2,110,151 2,591,539 29,101 16,638 227,301 19,352 66 6,186 4,749 4,822,125 2,744 6,228 59,118 48,565,117 $ - $ 2,536,351 98,320 2,242,551 4,877,222 $ ELIMINATIONS $ - $ (599,321,094) $ (599,321,094) $ - $ - $ ALL FUNDS $ 1,272,306,436 $ 1,683,676,623 $ 2,278,653,993 $ 325,016,745 $ 551,941 $ (162,000) (6,849,844) (9,891,038) (28,642,197) 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 2013 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: 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). Benefits Trust Funds (601,604,611,619) The structural imbalance in FY 2013 is due to the planned spend down of fund balance, which is higher than required. Risk Management (675) The structural imbalance for the Risk Management Fund (675) is due to the anticipated expenditure of large, non-routine claims in the coming year. Contingency has been set aside in the Non Departmental budget to provide resources if and when the claims settle. 118 Maricopa County Annual Business Strategies FY 2013 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 206 OFFICER SAFETY EQUIPMENT 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 273 VICTIM LOCATION SOURCES: USES: OPERATING OPERATING STRUCT. BALANCE $ 1,034,486,471 $ 1,034,486,471 $ - $ 12,842,594 $ 26,300 792,000 1,335,000 60,000 500,477 1,521,600 424,932 2,000,000 4,000,000 1,482,444 871,853 2,345,688 1,600,000 1,728,613 266,411 7,874,883 3,743,200 10,000 94,881,237 9,108 4,167,000 8,700 220,000 1,997,617 3,956,520 55,698 6,177,400 12,337,361 165,640 325,585,864 464,531 1,390,000 4,900,000 1,296,000 981,081 66,362 2,101,600 4,859,263 346,000 1,405,000 135,000 40,000 89,000 585,000 5,000 12,842,594 $ 26,300 792,000 1,335,000 60,000 500,477 1,521,600 424,932 2,000,000 4,000,000 1,482,444 871,853 2,345,688 1,600,000 1,728,613 260,800 7,832,382 3,743,200 10,000 58,019,131 259 3,486,738 8,700 220,000 1,989,758 3,956,520 55,698 6,177,400 12,337,361 165,640 325,585,864 464,531 1,390,000 4,900,000 1,296,000 981,081 66,362 2,101,600 4,859,263 346,000 1,405,000 135,000 40,000 585,000 - 5,611 42,501 36,862,106 8,849 680,262 7,859 89,000 5,000 119 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) SOURCES: FUND 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 669 SMALL SCHOOL SERVICE 741 TAXPAYER INFORMATION 780 SCHOOL TRANSPORTATION 782 SCHOOL COMMUNICATION 795 EDUCATIONAL SUPPLEMENTAL PROG 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 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 CAPITAL PROJECTS INTERNAL SERVICE 601 CMG MEDICAL 604 OAP MEDICAL 606 CHOICE FUND H.S.A. 607 FI DENTAL PPO 608 COINSURANCE PHARMACY $ $ OPERATING 3,000,000 $ 302,870 115,921 115,007 190,682 4,757,203 10,847,720 19,366,678 9,333,978 3,453,314 109,657 304,341 600,000 733,136 858,631 565,741,115 $ $ USES: OPERATING STRUCT. BALANCE 3,000,000 $ 302,870 115,921 115,007 190,682 4,748,115 9,088 10,744,978 102,742 18,924,710 441,968 9,333,978 3,312,310 141,004 109,657 304,341 600,000 733,136 858,631 527,345,125 $ 38,395,990 3,557,378 $ 1,389,716 14,741,226 6,915,128 39,517,512 115,864 4,406,449 408,499 2,599,319 2,158,820 4,301,796 8,494,509 50,000 3,769,475 47,064,553 944,331 15,796,099 156,230,674 $ 721,971,789 $ 3,557,378 $ 1,389,716 14,741,226 6,915,128 39,517,512 115,864 4,406,449 408,499 2,599,319 2,158,820 4,301,796 8,494,509 50,000 3,769,475 47,064,553 944,331 15,796,099 156,230,674 $ 683,575,799 $ 38,395,990 $ 2,044,612 $ 1,140,444 3,185,056 $ 9,323,600 $ 7,413,230 16,736,830 $ (7,278,988) (6,272,786) (13,551,774) $ $ 4,949,797 $ 4,949,797 $ - $ - $ 4,949,797 4,949,797 $ 45,309,309 $ 43,667,011 12,239,116 4,791,276 12,584,880 45,759,309 $ 44,117,011 12,239,116 4,791,276 12,584,880 (450,000) (450,000) - $ $ $ 120 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) SOURCES: USES: FUND 611 60 PERCENT STD 612 50 PERCENT STD 613 40 PERCENT STD 614 BEHAVIORAL HEALTH 615 WELLNESS 618 BENEFIT ADMINISTRATION 619 ONSITE PHARMACY CLINIC 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 $ OPERATING 1,408,140 $ 304,556 142,180 1,889,896 1,589,616 2,175,472 1,070,000 2,585,420 801,898 1,537,504 396,386 330,175 2,831,922 201,617 3,672,387 254,957 617,672 662,544 16,682,320 761,464 22,500,000 15,952,983 196,960,701 $ ELIMINATIONS $ (334,365,841) $ (334,365,841) $ - ALL FUNDS $ 1,627,187,973 $ 1,608,512,715 $ 18,675,258 $ 121 OPERATING STRUCT. BALANCE 1,625,925 $ (217,785) 304,556 142,180 1,889,896 1,589,616 2,175,472 1,232,000 (162,000) 2,585,420 801,898 1,537,504 396,386 330,175 2,831,922 201,617 3,672,387 254,957 617,672 662,544 15,686,044 996,276 761,464 33,431,970 (10,931,970) 15,856,259 96,724 208,079,456 $ (11,118,755) Maricopa County Annual Business Strategies FY 2013 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 2013 Expenditure Limitation $ 1,168,698,529 FY 2013 Expenditures Subject to Limitation $ 1,168,698,528 Expenditures (Over)/Under Limitation $ 122 1 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class FY 2012 ADOPTED 110 100 201 211 255 240 100 204 237 245 270 100 227 228 229 255 275 JUDICIAL ADULT PROBATION GENERAL OPERATING ADULT PROBATION FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ADULT PROBATION GRANTS OPERATING DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT JUSTICE COURTS GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS 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 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 FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. $ 54,654,939 $ 50,741,123 $ 50,718,625 $ $ $ 12,870,619 $ 306,887 13,177,506 $ 12,870,619 $ 306,887 13,177,506 $ 12,842,594 $ 1,356,274 14,198,868 $ 28,025 (1,049,387) (1,021,362) $ 4,439,380 $ 4,779,163 $ 3,557,378 $ 1,221,785 $ 6,028,224 $ 6,028,224 $ 78,300,049 $ 9,718,555 $ 9,718,555 $ 78,416,347 $ 10,970,427 $ 100,000 11,070,427 $ 79,545,298 $ (1,251,872) (100,000) (1,351,872) (1,128,951) 15,615,281 $ 15,615,281 $ 15,598,809 $ 15,598,809 $ 15,883,469 $ 50,000 15,933,469 $ (284,660) (50,000) (334,660) 936,813 $ 1,000,000 1,936,813 $ 936,813 $ 1,000,000 1,936,813 $ 792,000 $ 1,000,000 1,792,000 $ 144,813 144,813 $ 75,000 $ 846,000 921,000 $ 75,000 $ 846,000 921,000 $ 8,700 $ 372,651 381,351 $ 66,300 473,349 539,649 $ $ 6,472,572 $ 24,945,666 $ 6,472,572 $ 24,929,194 $ 6,177,400 $ 24,284,220 $ 295,172 644,974 $ 16,756,982 $ 16,603,574 $ 16,088,443 $ 515,131 $ 4,983,658 $ 5,112,690 $ 4,406,449 $ 706,241 $ 4,132,934 $ 4,132,934 $ 3,743,200 $ 389,734 $ 10,000 $ 10,000 $ 10,000 $ - $ $ 31,542,830 $ 1,484,321 33,027,151 $ 31,523,145 $ 1,484,321 33,007,466 $ 30,679,803 $ 1,484,321 32,164,124 $ 843,342 843,342 $ $ 306,633 $ 59,217,358 $ 306,633 $ 59,173,297 $ 302,870 $ 56,715,086 $ 3,763 2,458,211 $ $ $ $ $ $ $ 123 22,498 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 800 100 208 238 256 257 259 261 264 271 276 277 281 282 SUPERIOR COURT GENERAL OPERATING INTEGRATED COURT INFO REWRITE NON RECURRING NON PROJECT ALL FUNCTIONS JUDICIAL ENHANCEMENT OPERATING 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 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 EMANCIPATION ADMINISTRATION NON RECURRING NON PROJECT CHILDRENS ISSUES EDUCATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DOM REL MEDIATION EDUCATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT TOTAL JUDICIAL $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. 73,456,676 $ 3,100,000 76,556,676 $ 73,076,302 $ 3,100,000 76,176,302 $ 73,531,080 $ 1,301,750 2,030,663 76,863,493 $ $ 570,600 $ 300,000 870,600 $ 570,600 $ 300,000 870,600 $ 521,600 $ 521,600 $ 49,000 300,000 349,000 $ 3,002,400 $ 3,002,400 $ 2,599,319 $ 403,081 $ 464,531 $ 100,000 564,531 $ 464,531 $ 100,000 564,531 $ 464,531 $ 150,000 614,531 $ (50,000) (50,000) 1,390,000 $ 312,500 1,702,500 $ 1,390,000 $ 312,500 1,702,500 $ 1,390,000 $ 400,000 1,790,000 $ (87,500) (87,500) $ 5,797,540 $ 232,000 6,029,540 $ 5,797,540 $ 232,000 6,029,540 $ 4,900,000 $ 4,900,000 $ 897,540 232,000 1,129,540 $ 1,425,000 $ 1,425,000 $ 1,296,000 $ 129,000 $ 3,022,724 $ 100,000 3,122,724 $ 2,007,812 $ 161,074 2,168,886 $ 2,101,600 $ 2,101,600 $ (93,788) 161,074 67,286 $ 585,000 $ 312,500 897,500 $ 585,000 $ 312,500 897,500 $ 585,000 $ 200,000 785,000 $ 112,500 112,500 $ 115,921 $ 115,921 $ 115,921 $ - $ - $ - $ 4,800 $ (4,800) $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 300,000 415,007 $ (300,000) (300,000) $ $ 190,682 $ 200,000 390,682 $ 94,793,081 $ 190,682 $ 200,000 390,682 $ 93,458,869 $ 190,682 $ 190,682 $ 92,197,953 $ 200,000 200,000 1,260,916 $ 257,256,154 $ 255,977,707 $ 252,742,557 $ 3,235,150 $ $ $ $ $ $ $ $ $ $ 124 (454,778) 1,798,250 (2,030,663) (687,191) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. ELECTED BOARD OF SUPERVISORS DIST 1 GENERAL OPERATING $ 355,672 $ 354,641 $ 353,925 $ 716 020 100 BOARD OF SUPERVISORS DIST 2 GENERAL OPERATING $ 355,672 $ 354,641 $ 353,925 $ 716 030 100 BOARD OF SUPERVISORS DIST 3 GENERAL OPERATING $ 355,672 $ 354,641 $ 353,925 $ 716 040 100 BOARD OF SUPERVISORS DIST 4 GENERAL OPERATING $ 355,672 $ 354,641 $ 353,925 $ 716 050 100 BOARD OF SUPERVISORS DIST 5 GENERAL OPERATING $ 355,672 $ 354,641 $ 353,925 $ 716 120 100 ASSESSOR GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT $ $ 22,658,796 $ 669,183 23,327,979 $ 22,558,914 $ 667,052 23,225,966 $ 22,530,703 $ 230,575 22,761,278 $ 28,211 436,477 464,688 140 100 CALL CENTER GENERAL OPERATING $ 1,573,565 $ 1,569,036 $ 1,566,553 $ 2,483 160 100 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 JUVENILE ELEC COURT RECORD NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ 30,516,351 $ 45,000 30,561,351 $ 30,362,382 $ 45,000 30,407,382 $ 29,638,876 $ 2,500,000 32,138,876 $ 723,506 (2,455,000) (1,731,494) 1,584,000 $ 725,000 2,309,000 $ 1,584,000 $ 725,000 2,309,000 $ 1,335,000 $ 1,000,000 2,335,000 $ 249,000 (275,000) (26,000) $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 1,000,000 $ 100,000 1,100,000 $ 100,000 (100,000) - $ 1,834,948 $ 1,834,948 $ 1,389,716 $ 445,232 $ $ 2,633,772 $ 2,633,772 $ 1,941,713 $ 397,865 2,339,578 $ 2,345,688 $ 2,345,688 $ (403,975) 397,865 (6,110) $ 45,900 $ 45,900 $ 100,000 $ (54,100) $ 75,000 $ 75,000 $ 75,000 $ $ 3,598,000 $ 160,000 3,758,000 $ 42,317,971 $ 3,598,000 $ 160,000 3,758,000 $ 41,869,808 $ 3,000,000 $ 2,700,000 5,700,000 $ 45,184,280 $ 010 100 205 208 216 218 270 273 274 $ $ $ $ $ $ 125 598,000 160,000 (2,700,000) (1,942,000) (3,314,472) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 190 100 213 219 220 221 266 267 268 269 210 100 248 250 100 280 100 COUNTY ATTORNEY GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS COUNTY ATTORNEY RICO OPERATING NON RECURRING NON PROJECT 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 CRIM JUSTICE ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS VICTIM COMP AND ASSISTANCE OPERATING VICTIM COMP RESTITUTION INT OPERATING TOTAL DEPARTMENT FY 2013 ADOPTED (INC.)/DEC FROM REV. 60,070,204 $ 60,070,204 $ 59,813,162 $ 59,813,162 $ 69,293,617 $ 825,000 70,118,617 $ (9,480,455) (825,000) (10,305,455) $ 4,000,000 $ 2,000,000 6,000,000 $ 4,000,000 $ 123,400 2,000,000 6,123,400 $ 4,000,000 $ 82,949 500,000 4,582,949 $ 40,451 1,500,000 1,540,451 $ 6,747,174 $ 6,747,174 $ 6,915,128 $ $ 1,653,756 $ 1,653,756 $ 1,653,756 $ 2,224,200 3,877,956 $ 1,600,000 $ 1,271,162 2,871,162 $ 53,756 953,038 1,006,794 1,792,043 $ 1,792,043 $ 1,792,043 $ 389,300 2,181,343 $ 1,728,613 $ 318,521 2,047,134 $ 63,430 70,779 134,209 346,000 $ 346,000 $ 346,000 $ 30,000 376,000 $ 346,000 $ 15,000 361,000 $ 15,000 15,000 $ 1,056,900 $ 1,056,900 $ 1,405,000 $ 481,600 1,886,600 $ 1,405,000 $ 323,835 1,728,835 $ 157,765 157,765 $ 100,000 $ 100,000 $ 135,000 $ (35,000) $ $ 40,000 $ 77,806,077 $ 40,000 $ 81,145,635 $ 40,000 $ 88,799,825 $ (7,654,190) $ $ 14,368,149 $ 14,368,149 $ 14,352,971 $ 14,352,971 $ 9,261,273 $ 11,432,897 20,694,170 $ 5,091,698 (11,432,897) (6,341,199) $ $ 2,211,630 $ 16,579,779 $ 2,211,630 $ 16,564,601 $ 2,158,820 $ 22,852,990 $ - 52,810 (6,288,389) CONSTABLES GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT $ 2,490,609 $ 177,876 2,668,485 $ 2,488,468 $ 264,064 2,752,532 $ 2,696,281 $ 42,200 2,738,481 $ (207,813) 221,864 14,051 COUNTY ATTORNEY CIVIL GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT $ 8,384,465 $ 1,518,618 9,903,083 $ 8,348,234 $ 1,511,399 9,859,633 $ - $ - $ ELECTIONS GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ELECTIONS GRANT OPERATING TOTAL DEPARTMENT $ FY 2012 REVISED $ $ $ $ $ $ $ $ $ $ 126 (167,954) 8,348,234 1,511,399 9,859,633 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 360 100 236 370 100 255 669 715 780 782 795 430 100 741 500 100 203 206 212 214 251 RECORDER GENERAL OPERATING RECORDERS SURCHARGE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT EDUCATION SERVICE GENERAL OPERATING DETENTION OPERATIONS NON RECURRING NON PROJECT SMALL SCHOOL SERVICE OPERATING SCHOOL GRANT OPERATING SCHOOL TRANSPORTATION OPERATING SCHOOL COMMUNICATION OPERATING EDUCATIONAL SUPPLEMENTAL PROG OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT TREASURER GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TAXPAYER INFORMATION OPERATING TOTAL DEPARTMENT SHERIFF GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SHERIFF DONATIONS OPERATING OFFICER SAFETY EQUIPMENT OPERATING SHERIFF RICO OPERATING SHERIFF JAIL ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SHERIFF GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. $ 2,251,263 $ 2,243,411 $ 2,191,256 $ 52,155 $ $ $ 3,494,738 $ 3,450,000 6,944,738 $ 9,196,001 $ 3,494,738 $ 3,450,000 6,944,738 $ 9,188,149 $ 3,486,738 $ 1,535,000 5,021,738 $ 7,212,994 $ 8,000 1,915,000 1,923,000 1,975,155 $ 2,087,883 $ 2,080,968 $ 2,076,394 $ 4,574 $ - $ - $ 2,787,056 $ $ 109,657 $ 109,657 $ 109,657 $ $ 8,679,759 $ 8,679,759 $ 15,796,099 $ $ 600,000 $ 600,000 $ 600,000 $ $ 128,763 $ 128,763 $ 733,136 $ (604,373) $ 858,631 $ 755,928 1,614,559 $ 13,220,621 $ 858,631 $ 755,928 1,614,559 $ 13,213,706 $ 858,631 $ 599,727 1,458,358 $ 23,560,700 $ 156,201 156,201 (10,346,994) $ 4,267,568 $ 4,267,568 $ 4,267,568 $ 4,267,568 $ 4,458,058 $ 193,570 4,651,628 $ (190,490) (193,570) (384,060) $ $ 304,341 $ 4,571,909 $ 304,341 $ 4,571,909 $ 304,341 $ 4,955,969 $ (384,060) $ $ 74,452,020 $ 74,452,020 $ 77,656,321 $ 311,401 77,967,722 $ 76,263,918 $ 317,940 76,581,858 $ 1,392,403 (6,539) 1,385,864 $ 26,300 $ 26,300 $ 26,300 $ $ - $ - $ 60,000 $ $ 2,000,000 $ 2,000,000 $ 2,000,000 $ - $ 1,560,000 $ 2,000,000 3,560,000 $ 1,560,000 $ 2,000,000 3,560,000 $ 1,482,444 $ 1,482,444 $ 77,556 2,000,000 2,077,556 5,709,844 $ 5,709,844 $ 8,786,248 $ 8,786,248 $ 8,494,509 $ 8,494,509 $ 291,739 291,739 $ $ $ $ $ $ 127 (2,787,056) (7,116,340) - (60,000) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 500 252 254 255 SHERIFF INMATE SERVICES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS INMATE HEALTH SERVICES OPERATING DETENTION OPERATIONS OPERATING TOTAL DEPARTMENT TOTAL ELECTED 060 100 150 100 207 215 180 100 200 100 249 255 676 900 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 FINANCE GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT COUNTY MANAGER GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS NON DEPARTMENTAL GRANT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS OPERATING COUNTY MANAGER RISK MANAGEMENT NON RECURRING NON PROJECT ELIMINATIONS NON RECURRING NON PROJECT TOTAL DEPARTMENT $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. $ 10,799,768 $ 23,000,000 33,799,768 $ 10,799,768 $ 23,272,034 34,071,802 $ 12,337,361 $ 12,337,361 $ (1,537,593) 23,272,034 21,734,441 $ 80,500 $ 80,500 $ 165,640 $ (85,140) $ $ 173,059,942 $ 292,688,374 $ 170,257,905 $ 296,750,477 $ 178,861,275 $ 280,009,387 $ (8,603,370) 16,741,090 $ 495,632,204 $ 502,484,657 $ 501,412,082 $ 1,072,575 $ $ 1,209,399 $ 399,356 1,608,755 $ 1,209,399 $ 399,356 1,604,680 $ 1,094,470 $ 408,281 1,502,751 $ $ 236,250 $ 235,668 $ 235,265 $ $ 501,208 $ 61,646 562,854 $ 501,208 $ 61,646 562,854 $ 500,477 $ 86,548 587,025 $ 731 (24,902) (24,171) 929,156 $ 100,925 1,030,081 $ 1,829,185 $ 929,156 $ 245,859 1,175,015 $ 1,973,537 $ 871,853 $ 275,848 1,147,701 $ 1,969,991 $ 57,303 (29,989) 27,314 3,546 3,290,113 $ 308,500 3,598,613 $ 3,272,836 $ 308,500 3,581,336 $ 3,351,572 $ 125,000 3,476,572 $ (78,736) 183,500 104,764 2,818,608 $ 15,066,101 17,884,709 $ 2,806,541 $ 15,022,679 17,829,220 $ 3,460,422 $ 1,631,869 5,092,291 $ (653,881) 13,390,810 12,736,929 $ - $ 293,288 293,288 $ - $ 3,962,902 3,962,902 $ - $ 289,975 289,975 $ 3,672,927 3,672,927 $ 1,282,863 $ 1,448,077 $ - $ 1,448,077 $ 13,000,000 $ 13,000,000 $ - $ 13,000,000 $ $ (13,000,000) $ 19,460,860 $ (13,000,000) $ 23,240,199 $ - $ 5,382,266 $ $ $ $ $ $ $ $ $ $ 128 114,929 (8,925) 101,929 403 (13,000,000) 17,857,933 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 220 100 HUMAN SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CDBG HOUSING TRUST OPERATING HUMAN SERVICES GRANTS OPERATING DETENTION OPERATIONS NON RECURRING NON PROJECT TOTAL DEPARTMENT 230 100 INTERNAL AUDIT GENERAL OPERATING 260 100 CORRECTIONAL HEALTH GENERAL OPERATING DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CORRECTIONAL HEALTH GRANT OPERATING TOTAL DEPARTMENT 217 222 255 255 292 290 100 224 300 100 225 230 239 240 241 MEDICAL EXAMINER GENERAL OPERATING MEDICAL EXAMINER GRANT OPERATING TOTAL DEPARTMENT PARKS AND RECREATION GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SPUR CROSS RANCH CONSERVATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PARKS AND RECREATION GRANTS NON RECURRING NON PROJECT PARKS SOUVENIR OPERATING LAKE PLEASANT RECREATION SVCS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 100,000 2,360,912 $ (100,000) (100,000) $ 13,486,394 $ 14,526,394 $ 14,741,226 $ (214,832) $ 45,586,165 $ 53,652,441 $ 39,517,512 $ 14,134,929 $ $ 1,976,289 $ 63,309,760 $ 1,973,995 $ 72,413,742 $ 1,328,359 $ 57,948,009 $ 645,636 14,465,733 $ 1,590,290 $ 1,582,734 $ 1,749,051 $ $ 3,071,763 $ 3,065,305 $ 3,060,790 $ 4,515 $ $ 51,042,379 $ 877,514 51,919,893 $ 53,379,394 $ 967,593 54,346,987 $ 53,082,654 $ 783,883 53,866,537 $ 296,740 183,710 480,450 $ $ 50,000 $ 55,041,656 $ 50,000 $ 57,462,292 $ 50,000 $ 56,977,327 $ 484,965 $ 6,911,513 $ 6,881,739 $ 7,553,083 $ (671,344) $ $ 160,140 $ 7,071,653 $ 160,140 $ 7,041,879 $ 115,864 $ 7,668,947 $ 44,276 (627,068) $ 1,098,011 $ 1,098,011 $ 1,096,452 $ 1,096,452 $ 1,038,769 $ 750,000 1,788,769 $ 57,683 (750,000) (692,317) $ 295,591 $ 35,000 330,591 $ 295,591 $ 35,000 330,591 $ 260,800 $ 35,000 295,800 $ 34,791 34,791 $ - $ 4,820 $ - $ 4,820 $ 220,000 $ 260,000 $ 220,000 $ 40,000 $ 2,013,948 $ 725,000 2,738,948 $ 2,013,948 $ 725,000 2,738,948 $ 1,989,758 $ 964,600 2,954,358 $ 24,190 (239,600) (215,410) 3,777,305 $ 755,521 4,532,826 $ 3,777,305 $ 755,521 4,532,826 $ 3,956,520 $ 1,093,555 5,050,075 $ (179,215) (338,034) (517,249) $ $ $ $ $ 129 (166,317) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 300 243 900 310 100 255 340 100 390 100 532 601 602 603 604 605 606 607 608 609 611 612 613 614 PARKS AND RECREATION PARKS DONATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ELIMINATIONS OPERATING TOTAL DEPARTMENT HUMAN RESOURCES GENERAL OPERATING DETENTION OPERATIONS OPERATING TOTAL DEPARTMENT PUBLIC FIDUCIARY GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT BUS STRATEGIES HLTH CARE PROG GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC HEALTH GRANTS OPERATING CMG MEDICAL OPERATING CMG LOW OPTION OPERATING OAP IN OPERATING OAP MEDICAL OPERATING OAP LOW OPTION OPERATING CHOICE FUND H.S.A. OPERATING FI DENTAL PPO OPERATING COINSURANCE PHARMACY OPERATING CONSUMER CHOICE OPERATING 60 PERCENT STD OPERATING 50 PERCENT STD OPERATING 40 PERCENT STD OPERATING BEHAVIORAL HEALTH OPERATING $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. $ 62,790 $ 50,184 112,974 $ 62,790 $ 50,184 112,974 $ 55,698 $ 120,358 176,056 $ 7,092 (70,174) (63,082) $ $ (35,050) $ 8,998,300 $ (75,050) $ 9,001,561 $ (35,050) $ 10,450,008 $ (40,000) (1,448,447) $ 3,046,837 $ 3,032,696 $ 6,612,353 $ (3,579,657) $ $ - $ 3,046,837 $ - $ 3,032,696 $ 48,942 $ 6,661,295 $ (48,942) (3,628,599) $ 3,026,709 $ 73,311 3,100,020 $ 3,014,700 $ 73,311 3,088,011 $ 2,954,764 $ 2,954,764 $ $ 237,003,448 $ 237,003,448 $ 236,999,760 $ 236,999,760 $ 228,045,053 $ 1,000,000 229,045,053 $ 8,954,707 (1,000,000) 7,954,707 $ 6,921,762 $ 6,921,762 $ 7,023,535 $ (101,773) $ 38,798,632 $ 38,798,632 $ 45,759,309 $ (6,960,677) $ 1,201,113 $ 1,201,113 $ - $ 1,201,113 $ 17,985,367 $ 17,985,367 $ - $ 17,985,367 $ 29,754,654 $ 29,754,654 $ 44,117,011 $ $ 2,187,205 $ 2,187,205 $ - $ $ 5,514,104 $ 5,514,104 $ 12,239,116 $ $ 4,997,323 $ 4,997,323 $ 4,791,276 $ $ 11,358,884 $ 11,358,884 $ 12,584,880 $ $ 1,711,120 $ 1,711,120 $ - $ 1,711,120 $ 2,173,104 $ 2,173,104 $ 1,625,925 $ 547,179 $ 477,494 $ 477,494 $ 304,556 $ 172,938 $ 234,901 $ 234,901 $ 142,180 $ 92,721 $ 2,104,872 $ 2,104,872 $ 1,889,896 $ 214,976 $ $ 130 59,936 73,311 133,247 (14,362,357) 2,187,205 (6,725,012) 206,047 (1,225,996) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 390 615 616 618 619 621 622 623 625 626 627 628 629 630 631 632 900 410 100 681 BUS STRATEGIES HLTH CARE PROG 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 ONSITE PHARMACY CLINIC OPERATING FLEX SPENDING HEALTH OPERATING FLEX SPENDING DEP CARE OPERATING 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 ELIMINATIONS OPERATING TOTAL DEPARTMENT ENTERPRISE TECHNOLOGY GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TELECOMMUNICATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. 1,613,048 $ 2,080,650 3,693,698 $ 1,613,048 $ 2,080,650 3,693,698 $ 1,589,616 $ 2,349,445 3,939,061 $ 309,852 $ 72,000 381,852 $ 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 $ 2,175,472 $ 121,825 2,297,297 $ 686,667 386,518 1,073,185 $ - $ - $ 1,232,000 $ (1,232,000) $ 2,804,131 $ 2,804,131 $ 2,585,420 $ 218,711 $ 989,885 $ 989,885 $ 801,898 $ 187,987 $ 1,327,632 $ 1,327,632 $ 1,537,504 $ $ 418,926 $ 418,926 $ 396,386 $ 22,540 $ 1,130,769 $ 1,130,769 $ 330,175 $ 800,594 $ 3,880,123 $ 3,880,123 $ 2,831,922 $ 1,048,201 $ 206,332 $ 206,332 $ 201,617 $ 4,715 $ 3,573,945 $ 3,573,945 $ 3,672,387 $ $ 506,927 $ 506,927 $ 254,957 $ 251,970 $ 285,492 $ 285,492 $ 617,672 $ (332,180) $ 488,400 $ 488,400 $ 662,544 $ (174,144) $ $ - $ 385,482,577 $ - $ 385,478,889 $ (1,070,000) $ 379,813,577 $ $ 8,174,211 $ 275,000 8,449,211 $ 8,133,510 $ 275,000 8,408,510 $ 9,214,323 $ 211,616 9,425,939 $ (1,080,813) 63,384 (1,017,429) 15,939,905 $ 1,874,585 17,814,490 26,263,701 $ 15,939,905 $ 1,895,431 17,835,336 26,243,846 $ 15,856,259 $ 1,638,086 17,494,345 26,920,284 $ 83,646 257,345 340,991 (676,438) $ $ $ $ $ $ $ 131 23,432 (268,795) (245,363) (209,872) (98,442) 1,070,000 5,665,312 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 420 255 440 100 226 235 460 100 470 100 210 249 255 320 321 422 INTEGRATED CRIM JUSTICE INFO DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT 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 COUNTY IMPROVEMENT DEBT 2 OPERATING INTERGOVERNMENTAL CAP PROJ NON RECURRING NON PROJECT VULTURE MOUNTAIN ALL FUNCTIONS $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. $ - $ - $ - $ - $ 1,445,307 $ 170,000 1,615,307 $ $ 1,015,855 $ 1,015,475 $ 868,232 $ 147,243 $ $ 7,844,791 $ 467,961 8,312,752 $ 7,844,791 $ 467,961 8,312,752 $ 7,832,382 $ 357,142 8,189,524 $ 12,409 110,819 123,228 $ $ 235 $ 9,328,842 $ 235 $ 9,328,462 $ 259 $ 9,058,015 $ (24) 270,447 $ 362,739 $ 361,139 $ 362,280 $ (1,141) $ $ 249,133,423 $ 196,809,478 445,942,901 $ 251,223,344 $ 194,230,829 445,454,173 $ 234,753,290 $ 204,134,967 438,888,257 $ 16,470,054 (9,904,138) 6,565,916 $ 484,410 $ 484,410 $ 518,714 $ (34,304) $ 11,361,800 $ 6,777,753 18,139,553 $ 13,106,122 $ 1,953,599 15,059,721 $ 4,301,796 $ 9,886,345 14,188,141 $ 8,804,326 (7,932,746) 871,580 $ 19,812,524 $ 54,747,929 74,560,453 $ 16,450,762 $ 58,607,125 75,057,887 $ 23,418,073 $ 67,730,099 91,148,172 $ (6,967,311) (9,122,974) (16,090,285) $ 11,994,437 $ 11,994,437 $ 9,323,600 $ 2,670,837 $ 7,413,980 $ 7,413,980 $ 7,413,230 $ 750 $ 2,442,052 $ 125,000 2,567,052 $ 2,442,052 $ 125,000 2,567,052 $ 13,500 $ 124,999 138,499 $ 2,428,552 1 2,428,553 $ $ $ 132 (1,445,307) (170,000) (1,615,307) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 470 445 455 460 461 490 100 NON DEPARTMENTAL GENERAL FUND CTY IMPROV NON RECURRING NON PROJECT CLERK OF SUP COURT REMODEL CHAMBERS SWING SPACE REMODEL APS ES ESCO IMPROVEMENTS EAST COURT IMPROVEMENTS COURT TOWER MARICOPA REGIONAL TRAIL SYSTEM OLD COURTHOUSE REMODEL PROJECT RESERVE SHERIFF CRIME LAB RELOCATION SOUTHEAST FACILITY REMODEL SOUTHWEST JUSTICE COURTS SHERIFF HQ PROJECT SECURITY BUILDING SWAT COVERED PARKING VULTURE MOUNTAIN ALL FUNCTIONS DETENTION CAPITAL PROJECTS NON RECURRING NON PROJECT APS ES ESCO IMPROVEMENTS COURT TOWER PROJECT RESERVE SHERIFF HQ PROJECT ALL FUNCTIONS TECHNOLOGY CAP IMPROVEMENT AV BOS CR AUDITORIUM 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 PROJECT RESERVE ALL FUNCTIONS TOTAL DEPARTMENT MANAGEMENT AND BUDGET GENERAL OPERATING $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. 22,438,376 $ 8,229,359 2,399,905 4,873,635 50,548,800 875,477 2,373,811 2,606,806 3,178,584 20,000,000 68,000 117,592,753 $ 22,438,376 $ 8,229,359 2,399,905 10,833,755 43,681,587 875,477 2,373,811 2,606,806 3,178,584 13,463,560 68,000 110,149,220 $ 97,416,103 $ 8,547,017 2,929,566 3,587,500 750,000 784,083 214,783 2,000,000 4,034,060 31,727,773 5,965,858 2,877,086 61,111 160,894,940 $ (74,977,727) (317,658) 2,399,905 7,904,189 (3,587,500) 42,931,587 91,394 2,373,811 (214,783) 2,606,806 1,178,584 (4,034,060) (18,264,213) (5,965,858) (2,877,086) 6,889 (50,745,720) 5,700,000 $ 5,342,176 28,391,973 52,139,825 16,000,000 107,573,974 $ 5,700,000 $ 6,510,880 28,391,973 50,971,121 16,000,000 107,573,974 $ 26,664,891 $ 460,451 36,052,052 30,000,000 93,177,394 $ (20,964,891) 6,050,429 28,391,973 14,919,069 (14,000,000) 14,396,580 - $ 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 $ - $ 1,726,088 12,151,400 1,000,000 17,287,800 1,123,000 39,655,342 18,820,482 13,729,990 105,494,102 $ 750,000 $ 1,775,461 10,286,400 9,359,917 859,388 47,554,380 18,044,810 26,944,723 115,575,079 $ (750,000) (49,373) 1,865,000 1,000,000 7,927,883 263,612 (7,899,038) 775,672 (13,214,733) (10,080,977) $ 3,349,950 $ 3,229,516 5,700,000 12,279,466 897,551,533 $ 3,349,950 $ 3,229,516 5,700,000 12,279,466 893,528,422 $ 3,401,496 $ 3,102,042 5,670,676 25,000,000 37,174,214 968,440,240 $ (51,546) 127,474 29,324 (25,000,000) (24,894,748) (74,911,818) $ 3,224,295 $ 3,210,210 $ 3,402,002 $ (191,792) $ $ $ $ $ $ 133 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 520 100 209 233 262 540 100 209 263 550 100 209 560 100 570 100 233 PUBLIC DEFENDER GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC DEFENDER GRANTS OPERATING PUBLIC DEFENDER FILL THE GAP OPERATING PDS CASE MANAGEMENT SYSTEM ALL FUNCTIONS TOTAL DEPARTMENT LEGAL DEFENDER GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS LEGAL DEFENDER FILL THE GAP OPERATING TOTAL DEPARTMENT LEGAL ADVOCATE GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS 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 NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC DEFENDER GRANTS OPERATING TOTAL DEPARTMENT $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. 32,986,216 $ 32,986,216 $ 32,834,159 $ 32,834,159 $ 33,278,673 $ 111,565 33,390,238 $ (444,514) (111,565) (556,079) $ 366,854 $ 50,866 417,720 $ 366,854 $ 50,866 417,720 $ 335,562 $ 144,143 479,705 $ 31,292 (93,277) (61,985) $ 449,732 $ 449,732 $ 408,499 $ 41,233 $ 1,076,687 $ 1,601,788 2,678,475 $ 36,532,143 $ 1,076,687 $ 1,601,788 2,678,475 $ 36,380,086 $ 981,081 $ 845,984 1,827,065 $ 36,105,507 $ 95,606 755,804 851,410 274,579 10,268,731 $ 10,268,731 $ 10,220,560 $ 10,220,560 $ 10,345,682 $ 36,354 10,382,036 $ (125,122) (36,354) (161,476) $ 52,155 $ 84,082 136,237 $ 52,155 $ 84,082 136,237 $ 66,374 $ 78,186 144,560 $ (14,219) 5,896 (8,323) $ $ 59,000 $ 10,463,968 $ 59,000 $ 10,415,797 $ 66,362 $ 10,592,958 $ (7,362) (177,161) $ 9,256,389 $ 9,256,389 $ 9,215,962 $ 9,215,962 $ 9,176,565 $ 31,757 9,208,322 $ 39,397 (31,757) 7,640 13,836 $ 49,512 63,348 $ 9,319,737 $ 13,836 $ 49,512 63,348 $ 9,279,310 $ 22,996 $ 37,768 60,764 $ 9,269,086 $ (9,160) 11,744 2,584 10,224 21,193,853 $ 4,700,000 25,893,853 $ 21,185,238 $ 4,700,000 25,885,238 $ 22,508,120 $ 5,627,186 28,135,306 $ (1,322,882) (927,186) (2,250,068) $ 5,989,844 $ 5,989,844 $ 5,962,352 $ 5,962,352 $ 6,809,248 $ 78,333 6,887,581 $ (846,896) (78,333) (925,229) $ $ 52,938 $ 6,042,782 $ 52,938 $ 6,015,290 $ - $ 6,887,581 $ 52,938 (872,291) $ $ $ $ $ $ $ $ $ $ $ $ $ $ 134 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 640 223 232 234 900 670 100 290 700 100 TRANSPORTATION TRANSPORTATION GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS 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 PAVEMENT PRESERVATION PARTNERSHIP SUPPORT RIGHT-OF-WAY SAFETY PROJECTS TRANSPORTATION ADMINISTRATION TRAFFIC IMPROVEMENTS TRANSPORTATION PLANNING ALL FUNCTIONS ELIMINATIONS NON RECURRING NON PROJECT TOTAL DEPARTMENT WASTE RESOURCES AND RECYCLING GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS WASTE TIRE OPERATING TOTAL DEPARTMENT FACILITIES MANAGEMENT GENERAL OPERATING MAJOR MAINTENANCE OPERATING NON RECURRING NON PROJECT CENTRAL COURT BLDG UA COOPERATIVE EXTENSION DATA CENTER GENERATOR ELECTIONS WAREHOUSE 6205 FORENSIC SCIENCE BLDG GARAGE LL WEST COURT BLDG RELOC NE COURT COMPLEX PROBATION REVOCATION RELO SECURITY BLDG SIMS RELOCATION WEST COURT BLDG ALL FUNCTIONS $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. - $ - $ - $ - $ - $ 404,676 404,676 $ (404,676) (404,676) - $ - $ - $ - $ 58,019,131 $ 49,600,797 107,619,928 $ (58,019,131) (49,600,797) (107,619,928) $ - $ - $ - $ - $ 56,214,030 $ 7,580,000 2,635,000 4,255,750 1,346,000 6,773,000 2,140,000 280,000 2,560,000 11,678,230 6,640,000 1,830,000 103,932,010 $ (56,214,030) (7,580,000) (2,635,000) (4,255,750) (1,346,000) (6,773,000) (2,140,000) (280,000) (2,560,000) (11,678,230) (6,640,000) (1,830,000) (103,932,010) $ $ - $ - $ - $ - $ (48,134,797) $ 163,821,817 $ 48,134,797 (163,821,817) $ $ - $ - $ - $ - $ 2,318,423 $ 376,500 2,694,923 $ (2,318,423) (376,500) (2,694,923) $ $ - $ - $ - $ - $ 4,748,115 $ 7,443,038 $ (4,748,115) (7,443,038) $ - $ - $ - $ - $ 35,276,448 $ 8,577,906 283,797 5,800,000 850,000 255,277 475,000 234,000 783,022 70,000 448,596 2,500,000 730,815 817,500 57,102,361 $ (35,276,448) (8,577,906) (283,797) (5,800,000) (850,000) (255,277) (475,000) (234,000) (783,022) (70,000) (448,596) (2,500,000) (730,815) (817,500) (57,102,361) $ $ $ $ $ 135 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 700 255 730 100 673 740 654 750 675 676 790 100 572 573 574 850 100 503 FACILITIES MANAGEMENT DETENTION OPERATIONS OPERATING MAJOR MAINTENANCE OPERATING DURANGO JAIL INFR IMPROVEMENTS LBJ COMPLEX ALL FUNCTIONS TOTAL DEPARTMENT PROCUREMENT SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS REPROGRAPHICS OPERATING TOTAL DEPARTMENT EQUIPMENT SERVICES EQUIPMENT SERVICES OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT RISK MANAGEMENT RISK MANAGEMENT OPERATING COUNTY MANAGER RISK MANAGEMENT NON RECURRING NON PROJECT 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 $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. - $ - $ - $ - $ - $ - $ 20,138,620 $ 6,940,763 4,947,948 1,000,000 33,027,331 $ 90,129,692 $ (20,138,620) (6,940,763) (4,947,948) (1,000,000) (33,027,331) (90,129,692) $ 1,997,969 $ 101,934 2,099,903 $ 2,146,814 $ 148,322 2,295,136 $ 2,371,282 $ 110,000 2,481,282 $ (224,468) 38,322 (186,146) $ $ 804,333 $ 2,904,236 $ 804,333 $ 3,099,469 $ 761,464 $ 3,242,746 $ 42,869 (143,277) $ $ 13,165,326 $ 1,426,017 14,591,343 $ 18,133,768 $ 1,426,017 19,559,785 $ 15,686,044 $ 913,630 16,599,674 $ 2,447,724 512,387 2,960,111 $ 43,912,696 $ 43,912,696 $ 33,431,970 $ 10,480,726 $ $ - $ 43,912,696 $ - $ 43,912,696 $ 9,620,415 $ 43,052,385 $ (9,620,415) 860,311 $ 257,903 $ 257,903 $ 257,903 $ $ 9,358,200 $ 9,358,200 $ 9,358,200 $ 9,358,200 $ 9,333,978 $ 55,000 9,388,978 $ 1,387,617 $ 300,000 1,687,617 $ 1,387,617 $ 300,000 1,687,617 $ 944,331 $ 944,331 $ 3,431,031 $ 116,000 3,547,031 $ 14,850,751 $ 3,431,031 $ 116,000 3,547,031 $ 14,850,751 $ 3,312,310 $ 162,095 3,474,405 $ 14,065,617 $ 118,721 (46,095) 72,626 785,134 763,350 $ 609,945 1,373,295 $ 763,350 $ 609,945 1,373,295 $ 760,773 $ 402,930 1,163,703 $ 2,577 207,015 209,592 3,118,800 $ 74,682 3,193,482 $ 3,722,728 $ 95,050 3,817,778 $ 3,769,475 $ 3,769,475 $ (46,747) 95,050 48,303 $ $ $ $ $ $ $ $ $ $ $ $ $ 136 24,222 (55,000) (30,778) 443,286 300,000 743,286 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 504 860 100 265 532 880 100 505 506 910 100 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 TOTAL DEPARTMENT ENVIRONMENTAL SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ENVIRONMENTAL SERVICES GRANT OPERATING ENVIRONMTL SVCS ENV HEALTH OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT PUBLIC WORKS GENERAL OPERATING 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 OUTSIDE ESTIMATING PROG SECURITY BLDG BLDG SECURITY PROGRAM SOUTHEAST COMPLEX LIFE SAFETY PROGRAM THOMPSON PEAK TRANS BLDG WEST COURT BLDG NON RECURRING NON PROJECT DATA CENTER GENERATOR LL WEST COURT BLDG RELOC PROBATION REVOCATION RELO SIMS RELOCATION ALL FUNCTIONS $ FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. $ $ 10,847,720 $ 743,320 11,591,040 $ 16,157,817 $ 10,847,720 $ 806,320 11,654,040 $ 16,845,113 $ 10,744,978 $ 749,609 11,494,587 $ 16,427,765 $ 102,742 56,711 159,453 417,348 $ 11,064,496 $ 11,017,497 $ 10,903,279 $ 114,218 $ $ 4,403,833 $ 174,330 4,578,163 $ 4,403,833 $ 174,330 4,578,163 $ 4,859,263 $ 4,859,263 $ (455,430) 174,330 (281,100) $ $ 42,524,645 $ 58,167,304 $ 42,524,645 $ 58,120,305 $ 40,041,018 $ 55,803,560 $ 2,483,627 2,316,745 $ $ 4,112,343 $ 213,906 4,326,249 $ 4,100,940 $ 213,906 4,314,846 $ 3,917,367 $ 124,000 4,041,367 $ 183,573 89,906 273,479 $ 689,100 $ 690,100 $ - $ 690,100 $ 18,842,756 $ 2,271,835 21,114,591 $ 26,129,940 $ 18,844,107 $ 5,307,241 24,151,348 $ 29,156,294 $ 18,924,710 $ 3,685,106 22,609,816 $ 26,651,183 $ (80,603) 1,622,135 1,541,532 2,505,111 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 1,891,691 200,000 340,050 250,000 129,762 831,201 144,063 1,193,432 49,056,060 $ 39,085,516 $ 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 1,891,691 200,000 340,050 250,000 129,762 831,201 143,644 1,193,432 913,022 516,596 905,815 51,335,931 $ - $ - $ 39,085,516 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 1,891,691 200,000 340,050 250,000 129,762 831,201 143,644 1,193,432 913,022 516,596 905,815 51,335,931 $ $ $ $ 137 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 910 223 232 234 255 290 580 900 988 PUBLIC WORKS TRANSPORTATION GRANTS NON RECURRING NON PROJECT 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 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 OUTSIDE ESTIMATING PROG BLDG SECURITY PROGRAM SE SUBSTATION SOUTHEAST JUVE LIFE SAFETY PROGRAM SHERIFF TRAINING ACADEMY TOWERS JAIL ALL FUNCTIONS WASTE TIRE OPERATING SOLID WASTE MANAGEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ELIMINATIONS NON RECURRING NON PROJECT PUBLIC WORKS FLOOD CONTROL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT TOTAL APPOINTED FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. $ 500,000 $ 500,000 $ - $ 500,000 $ 58,474,290 $ 29,929,227 88,403,517 $ 58,474,290 $ 29,929,227 88,403,517 $ - $ - $ 58,474,290 29,929,227 88,403,517 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 $ 18,895,000 $ 10,220,000 9,460,000 6,915,000 238,190 2,995,000 38,465,000 3,525,000 280,000 4,200,000 10,161,933 8,265,000 1,930,000 115,550,123 $ - $ - $ 18,895,000 10,220,000 9,460,000 6,915,000 238,190 2,995,000 38,465,000 3,525,000 280,000 4,200,000 10,161,933 8,265,000 1,930,000 115,550,123 $ 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 $ 19,768,926 $ 26,000 822,308 209,773 250,000 100,000 1,765,000 612,190 31,805 1,461,544 400,000 200,000 374,720 505,671 250,000 10,913 320,839 27,109,689 $ - $ - $ 19,768,926 26,000 822,308 209,773 250,000 100,000 1,765,000 612,190 31,805 1,461,544 400,000 200,000 374,720 505,671 250,000 10,913 320,839 27,109,689 $ 4,757,203 $ 4,757,203 $ - $ 4,757,203 $ $ 1,993,701 $ 190,000 2,183,701 $ 1,993,701 $ 195,500 2,189,201 $ - $ - $ 1,993,701 195,500 2,189,201 $ (28,411,419) $ (28,411,419) $ - $ (28,411,419) $ 35,933,801 $ 35,933,801 $ 295,091,751 $ 35,933,801 $ 35,933,801 $ 297,368,046 $ - $ - $ - $ 35,933,801 35,933,801 297,368,046 $ 2,050,927,937 $ 2,073,061,815 $ 2,074,580,601 $ $ $ $ $ $ $ 138 (1,518,786) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2012 ADOPTED 980 900 FY 2012 REVISED FY 2013 ADOPTED (INC.)/DEC FROM REV. ELIMINATIONS COUNTY OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT TOTAL MARICOPA COUNTY $ (342,804,274) $ (128,395,899) (471,200,173) $ (347,811,418) $ (132,676,666) (480,488,084) $ (333,260,791) $ (216,820,456) (550,081,247) $ (14,550,627) 84,143,790 69,593,163 $ 2,332,616,122 $ 2,351,036,095 $ 2,278,653,993 $ 72,382,102 $ 139 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department FY 2011 ACTUAL ALL FUNDS JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ SUBTOTAL $ ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 020 - BOARD OF SUPERVISORS DIST 2 030 - BOARD OF SUPERVISORS DIST 3 040 - BOARD OF SUPERVISORS DIST 4 050 - BOARD OF SUPERVISORS DIST 5 120 - ASSESSOR 140 - CALL CENTER 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ MARICOPA COUNTY $ SUBTOTAL $ FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VARIANCE % FY 2013 ADOPTED 74,263,190 $ 21,716,781 53,620,934 90,242,393 239,843,298 $ 78,300,049 $ 24,945,666 59,217,358 94,793,081 257,256,154 $ 78,416,347 $ 24,929,194 59,173,297 93,458,869 255,977,707 $ 77,830,852 $ 22,016,797 51,482,659 90,698,145 242,028,453 $ 79,545,298 24,284,220 56,715,086 92,197,953 252,742,557 338,368 343,435 340,678 343,043 323,859 22,602,367 1,361,318 38,183,477 79,850,399 17,076,479 2,603,573 5,563,597 5,170,905 3,848,101 259,058,646 437,008,245 355,672 355,672 355,672 355,672 355,672 23,327,979 1,573,565 42,317,971 87,709,160 16,579,779 2,668,485 9,196,001 13,220,621 4,571,909 292,688,374 495,632,204 354,641 354,641 354,641 354,641 354,641 23,225,966 1,569,036 41,869,808 91,005,268 16,564,601 2,752,532 9,188,149 13,213,706 4,571,909 296,750,477 502,484,657 342,860 348,717 347,918 345,041 345,827 22,690,683 1,554,526 37,432,757 83,837,118 14,100,519 2,680,400 8,947,735 11,009,387 4,520,808 283,002,433 471,506,729 353,925 353,925 353,925 353,925 353,925 22,761,278 1,566,553 45,184,280 88,799,825 22,852,990 2,738,481 7,212,994 23,560,700 4,955,969 280,009,387 501,412,082 $ 1,502,751 1,969,991 3,476,572 5,382,266 57,948,009 1,749,051 56,977,327 7,668,947 10,450,008 6,661,295 2,954,764 379,813,577 26,920,284 1,615,307 9,058,015 362,280 968,440,240 3,402,002 36,105,507 10,592,958 9,269,086 28,135,306 6,887,581 163,821,817 7,443,038 90,129,692 3,242,746 16,599,674 43,052,385 14,065,617 16,427,765 55,803,560 26,651,183 $ 2,074,580,601 $ APPOINTED 060 - CLERK OF THE BOARD $ 1,032,550 150 - EMERGENCY MANAGEMENT 1,441,318 180 - FINANCE 2,923,805 200 - COUNTY MANAGER 6,316,982 220 - HUMAN SERVICES 62,652,316 230 - INTERNAL AUDIT 1,543,462 260 - CORRECTIONAL HEALTH 63,776,180 290 - MEDICAL EXAMINER 6,812,903 300 - PARKS AND RECREATION 7,501,752 310 - HUMAN RESOURCES 6,350,997 340 - PUBLIC FIDUCIARY 2,450,955 390 - BUS STRATEGIES HLTH CARE PROG 324,736,886 410 - ENTERPRISE TECHNOLOGY 24,858,702 420 - INTEGRATED CRIM JUSTICE INFO 1,356,596 440 - PLANNING AND DEVELOPMENT 7,835,164 460 - RESEARCH AND REPORTING 253,973 470 - NON DEPARTMENTAL 847,303,093 490 - MANAGEMENT AND BUDGET 2,618,906 520 - PUBLIC DEFENDER 34,761,801 540 - LEGAL DEFENDER 9,451,708 550 - LEGAL ADVOCATE 8,817,963 560 - CONTRACT COUNSEL 26,498,428 570 - PUBLIC ADVOCATE 5,786,457 640 - TRANSPORTATION 142,078,793 670 - WASTE RESOURCES AND RECYCLING 11,562,725 700 - FACILITIES MANAGEMENT 58,267,797 730 - PROCUREMENT SERVICES 2,665,862 740 - EQUIPMENT SERVICES 16,760,380 750 - RISK MANAGEMENT 66,437,673 790 - ANIMAL CARE AND CONTROL 13,740,357 850 - AIR QUALITY 14,497,320 860 - PUBLIC HEALTH 51,857,457 880 - ENVIRONMENTAL SERVICES 24,082,324 910 - PUBLIC WORKS 33,454,811 SUBTOTAL $ 1,892,488,396 ELIMINATIONS 980 - ELIMINATIONS COUNTY FY 2012 ADOPTED $ $ $ 1,608,755 1,829,185 3,598,613 18,265,737 63,309,760 1,762,377 55,041,656 7,071,653 8,998,300 6,937,889 3,100,020 381,482,268 26,392,472 1,282,863 9,241,102 362,739 900,998,414 3,476,865 36,532,143 10,463,968 9,319,737 25,893,853 6,042,782 176,042,221 6,940,904 72,283,773 2,904,236 14,591,343 43,912,696 14,850,751 16,157,817 58,167,304 26,129,940 35,933,801 $ 2,050,927,937 (698,846,562) $ (698,846,562) $ $ 1,870,493,377 $ $ $ 1,604,680 1,973,537 3,581,336 21,849,482 72,413,742 1,754,821 57,462,292 7,041,879 9,001,561 6,865,508 3,088,011 381,968,792 26,372,617 1,448,077 9,241,102 361,139 896,515,091 3,462,780 36,380,086 10,415,797 9,279,310 25,885,238 6,015,290 176,042,221 6,946,404 74,612,808 3,099,469 19,559,785 43,912,696 14,850,751 16,845,113 58,120,305 29,156,294 35,933,801 $ 2,073,061,815 (471,200,173) $ (471,200,173) $ $ 2,332,616,122 $ $ 1,247,854 1,608,035 3,067,734 10,558,408 64,854,369 1,738,079 55,954,153 7,019,862 8,619,853 6,555,187 2,795,933 368,815,244 25,224,120 1,448,077 8,534,935 285,346 681,368,175 3,242,292 35,149,991 10,067,224 9,115,752 26,729,979 5,838,983 143,444,981 7,113,702 63,288,572 2,508,052 17,859,360 36,068,241 13,530,251 16,072,793 55,253,549 25,857,190 34,367,481 $ 1,755,203,757 (480,488,084) $ (480,488,084) $ $ 2,351,036,095 140 $ (1,128,951) 644,974 2,458,211 1,260,916 3,235,150 -1.4% 2.6% 4.2% 1.3% 1.3% 716 716 716 716 716 464,688 2,483 (3,314,472) 2,205,443 (6,288,389) 14,051 1,975,155 (10,346,994) (384,060) 16,741,090 1,072,575 0.2% 0.2% 0.2% 0.2% 0.2% 2.0% 0.2% -7.9% 2.4% -38.0% 0.5% 21.5% -78.3% -8.4% 5.6% 0.2% 101,929 3,546 104,764 16,467,216 14,465,733 5,770 484,965 (627,068) (1,448,447) 204,213 133,247 2,155,215 (547,667) (167,230) 183,087 (1,141) (71,925,149) 60,778 274,579 (177,161) 10,224 (2,250,068) (872,291) 12,220,404 (496,634) (15,516,884) (143,277) 2,960,111 860,311 785,134 417,348 2,316,745 2,505,111 35,933,801 (1,518,786) 6.4% 0.2% 2.9% 75.4% 20.0% 0.3% 0.8% -8.9% -16.1% 3.0% 4.3% 0.6% -2.1% -11.5% 2.0% -0.3% -8.0% 1.8% 0.8% -1.7% 0.1% -8.7% -14.5% 6.9% -7.1% -20.8% -4.6% 15.1% 2.0% 5.3% 2.5% 4.0% 8.6% 100.0% -0.1% (550,081,247) $ (550,081,247) $ 69,593,163 69,593,163 -14.5% -14.5% $ 2,278,653,993 $ 72,382,102 3.1% $ $ $ (619,400,801) $ (619,400,801) $ $ 1,849,338,138 $ $ $ $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2011 ACTUAL GENERAL FUND JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % 57,178,657 $ 14,242,725 14,830,696 72,273,737 158,525,815 $ 54,654,939 $ 15,615,281 16,756,982 76,556,676 163,583,878 $ 50,741,123 $ 15,598,809 16,603,574 76,176,302 159,119,808 $ 50,594,260 $ 14,999,218 16,164,603 75,469,905 157,227,986 $ 50,718,625 15,933,469 16,088,443 76,863,493 159,604,030 $ ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 020 - BOARD OF SUPERVISORS DIST 2 030 - BOARD OF SUPERVISORS DIST 3 040 - BOARD OF SUPERVISORS DIST 4 050 - BOARD OF SUPERVISORS DIST 5 120 - ASSESSOR 140 - CALL CENTER 160 - CLERK OF THE SUPERIOR COURT 190 - COUNTY ATTORNEY 210 - ELECTIONS 250 - CONSTABLES 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 338,368 343,435 340,678 343,043 323,859 22,602,367 1,361,318 29,560,065 67,788,518 16,999,009 2,603,573 1,646,372 2,157,912 3,848,101 60,962,596 211,219,214 355,672 355,672 355,672 355,672 355,672 23,327,979 1,573,565 30,561,351 69,973,287 14,368,149 2,668,485 2,251,263 2,087,883 4,267,568 74,452,020 227,309,910 354,641 354,641 354,641 354,641 354,641 23,225,966 1,569,036 30,407,382 69,672,795 14,352,971 2,752,532 2,243,411 2,080,968 4,267,568 77,967,722 230,313,556 342,860 348,717 347,918 345,041 345,827 22,690,683 1,554,526 28,682,761 66,704,195 14,000,316 2,680,400 2,167,963 2,041,070 4,216,467 75,899,341 222,368,085 353,925 353,925 353,925 353,925 353,925 22,761,278 1,566,553 32,138,876 70,118,617 20,694,170 2,738,481 2,191,256 2,076,394 4,651,628 76,581,858 237,288,736 $ APPOINTED 060 - CLERK OF THE BOARD $ 150 - EMERGENCY MANAGEMENT 180 - FINANCE 200 - COUNTY MANAGER 220 - HUMAN SERVICES 230 - INTERNAL AUDIT 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 310 - HUMAN RESOURCES 340 - PUBLIC FIDUCIARY 390 - BUS STRATEGIES HLTH CARE PROG 410 - ENTERPRISE TECHNOLOGY 440 - PLANNING AND DEVELOPMENT 460 - RESEARCH AND REPORTING 470 - NON DEPARTMENTAL 490 - MANAGEMENT AND BUDGET 520 - PUBLIC DEFENDER 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 560 - CONTRACT COUNSEL 570 - PUBLIC ADVOCATE 670 - WASTE RESOURCES AND RECYCLING 700 - FACILITIES MANAGEMENT 730 - PROCUREMENT SERVICES 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES SUBTOTAL $ 1,032,550 163,261 2,923,805 2,852,833 2,025,660 1,543,462 3,071,675 6,756,704 693,145 6,303,051 2,450,955 181,632,012 6,915,622 253,973 464,859,627 2,618,906 33,130,946 9,331,011 8,803,853 26,498,428 5,760,621 34,024,751 1,836,011 257,903 10,050,638 4,014,192 819,805,595 1,502,751 235,265 3,476,572 5,092,291 2,360,912 1,749,051 3,060,790 7,553,083 1,788,769 6,612,353 2,954,764 229,045,053 9,425,939 868,232 362,280 438,888,257 3,402,002 33,390,238 10,382,036 9,208,322 28,135,306 6,887,581 2,694,923 57,102,361 2,481,282 257,903 1,163,703 10,903,279 4,041,367 885,026,665 $ $ 1,281,919,431 SUBTOTAL $ MARICOPA COUNTY $ 1,189,550,624 $ $ $ $ 1,608,755 236,250 3,598,613 17,972,449 2,260,912 1,762,377 3,071,763 6,911,513 1,098,011 6,888,627 3,100,020 233,003,139 8,577,982 928,115 362,739 449,389,782 3,476,865 32,986,216 10,268,731 9,256,389 25,893,853 5,989,844 45,214,270 2,099,903 257,903 1,373,295 11,064,496 4,326,249 892,979,061 $ 1,283,872,849 $ $ $ $ 1,604,680 235,668 3,581,336 17,916,580 2,260,912 1,754,821 3,065,305 6,881,739 1,096,452 6,816,428 3,088,011 233,489,663 8,537,281 928,115 361,139 448,410,842 3,462,780 32,834,159 10,220,560 9,215,962 25,885,238 5,962,352 47,552,199 2,295,136 257,903 1,373,295 11,017,497 4,314,846 894,420,899 $ 1,283,854,263 141 $ $ $ $ 1,247,854 235,410 3,067,734 6,617,698 2,257,637 1,738,079 2,980,179 6,752,369 1,096,312 6,506,116 2,795,933 234,104,338 8,107,860 461,640 285,346 444,575,751 3,242,292 32,604,328 9,977,064 9,084,000 26,729,979 5,830,806 37,761,971 1,788,523 257,903 1,373,295 10,260,959 4,314,846 866,056,222 $ 1,245,652,293 $ $ $ $ 22,498 (334,660) 515,131 (687,191) (484,222) 0.0% -2.1% 3.1% -0.9% -0.3% 716 716 716 716 716 464,688 2,483 (1,731,494) (445,822) (6,341,199) 14,051 52,155 4,574 (384,060) 1,385,864 (6,975,180) 0.2% 0.2% 0.2% 0.2% 0.2% 2.0% 0.2% -5.7% -0.6% -44.2% 0.5% 2.3% 0.2% -9.0% 1.8% -3.0% $ 101,929 403 104,764 12,824,289 (100,000) 5,770 4,515 (671,344) (692,317) 204,075 133,247 4,444,610 (888,658) 59,883 (1,141) 9,522,585 60,778 (556,079) (161,476) 7,640 (2,250,068) (925,229) (2,694,923) (9,550,162) (186,146) 209,592 114,218 273,479 9,394,234 6.4% 0.2% 2.9% 71.6% -4.4% 0.3% 0.1% -9.8% -63.1% 3.0% 4.3% 1.9% -10.4% 6.5% -0.3% 2.1% 1.8% -1.7% -1.6% 0.1% -8.7% -15.5% N/A -20.1% -8.1% 0.0% 15.3% 1.0% 6.3% 1.1% $ 1,934,832 $ $ 0.2% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2011 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2012 ADOPTED FY 2012 REVISED SUBTOTAL $ 17,084,533 $ 7,474,056 38,790,238 17,968,656 81,317,483 $ 23,645,110 $ 9,330,385 42,460,376 18,236,405 93,672,276 $ ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 190 - COUNTY ATTORNEY 210 - ELECTIONS 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 8,623,412 $ 12,061,881 77,470 3,917,225 3,012,993 198,096,050 225,789,031 $ 11,756,620 $ 17,735,873 2,211,630 6,944,738 11,132,738 304,341 218,236,354 268,322,294 $ 11,462,426 21,332,473 2,211,630 6,944,738 11,132,738 304,341 218,782,755 272,171,101 APPOINTED 150 - EMERGENCY MANAGEMENT $ 200 - COUNTY MANAGER 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 300 - PARKS AND RECREATION 310 - HUMAN RESOURCES 390 - BUS STRATEGIES HLTH CARE PROG 420 - INTEGRATED CRIM JUSTICE INFO 440 - PLANNING AND DEVELOPMENT 470 - NON DEPARTMENTAL 520 - PUBLIC DEFENDER 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 570 - PUBLIC ADVOCATE 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCLING 700 - FACILITIES MANAGEMENT 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 910 - PUBLIC WORKS SUBTOTAL $ 1,278,057 3,464,149 60,626,656 60,704,505 56,199 6,808,607 47,946 6,188,595 1,356,596 7,835,164 198,839,328 1,630,855 120,697 14,110 25,836 93,724,611 11,562,725 24,243,046 13,482,454 14,497,320 41,806,819 20,068,132 33,454,811 601,837,218 $ 1,592,935 293,288 61,048,848 51,969,893 160,140 7,935,339 49,262 6,921,762 1,282,863 8,312,987 93,184,416 3,545,927 195,237 63,348 52,938 88,903,517 6,940,904 27,069,503 14,592,848 14,784,522 47,102,808 21,803,691 35,933,801 493,740,777 $ 1,737,869 3,932,902 70,152,830 54,396,987 160,140 7,980,159 49,080 6,921,762 1,448,077 8,312,987 90,632,018 3,545,927 195,237 63,348 52,938 88,903,517 6,946,404 27,060,609 14,592,848 15,471,818 47,102,808 24,841,448 35,933,801 510,435,514 MARICOPA COUNTY 908,943,732 $ 855,735,347 $ 879,464,514 $ FY 2011 ACTUAL DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY MARICOPA COUNTY $ FY 2012 ADOPTED 27,675,224 $ 9,330,385 42,569,723 17,282,567 96,857,899 $ FY 2013 ADOPTED 27,236,592 $ 7,017,579 35,318,056 15,228,240 84,800,467 $ 28,826,673 8,350,751 40,626,643 15,334,460 93,138,527 8,749,996 $ 17,132,923 100,203 6,779,772 8,968,317 304,341 207,103,092 249,138,644 $ 13,045,404 18,681,208 2,158,820 5,021,738 21,484,306 304,341 203,427,529 264,123,346 $ 1,372,625 3,940,710 62,596,732 52,973,974 267,493 7,558,591 49,071 4,247,412 1,448,077 8,073,295 29,306,257 2,545,663 90,160 31,752 8,177 85,320,761 7,113,702 25,526,601 13,272,348 14,699,498 44,992,590 21,542,344 34,367,481 421,345,314 $ 755,284,425 $ $ $ FY 2012 REVISED REVISED VS ADOPTED VARIANCE % (1,151,449) 979,634 1,943,080 1,948,107 3,719,372 -4.2% 10.5% 4.6% 11.3% 3.8% $ (1,582,978) 2,651,265 52,810 1,923,000 (10,351,568) 15,355,226 8,047,755 -13.8% 12.4% 2.4% 27.7% -93.0% 0.0% 7.0% 3.0% $ 1,734,726 $ 289,975 55,587,097 53,916,537 115,864 8,696,289 48,942 7,023,535 1,615,307 8,189,783 105,855,027 2,715,269 210,922 60,764 108,024,604 4,748,115 33,027,331 13,807,714 15,264,062 44,900,281 22,609,816 488,441,960 $ 3,143 3,642,927 14,565,733 480,450 44,276 (716,130) 138 (101,773) (167,230) 123,204 (15,223,009) 830,658 (15,685) 2,584 52,938 (19,121,087) 2,198,289 (5,966,722) 785,134 207,756 2,202,527 2,231,632 35,933,801 21,993,554 0.2% 92.6% 20.8% 0.9% 27.6% -9.0% 0.3% -1.5% -11.5% 1.5% -16.8% 23.4% -8.0% 4.1% 100.0% -21.5% 31.6% -22.0% 5.4% 1.3% 4.7% 9.0% 100.0% 4.3% $ 845,703,833 $ 33,760,681 $ FY 2012 FORECAST $ $ $ FY 2013 ADOPTED 3.8% REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 17,635,729 $ 17,635,729 $ 19,408,417 $ 19,408,417 $ 19,408,417 $ 19,408,417 $ 19,408,246 $ 19,408,246 $ 16,736,830 16,736,830 $ $ 2,671,587 2,671,587 13.8% 13.8% $ 17,635,729 $ 19,408,417 $ 19,408,417 $ 19,408,246 $ 16,736,830 $ 2,671,587 13.8% FY 2011 ACTUAL CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 640 - TRANSPORTATION $ FY 2012 FORECAST $ SUBTOTAL $ 165,968,409 82,086,074 248,054,483 $ 248,054,483 FY 2012 ADOPTED $ FY 2012 REVISED $ 339,015,799 115,550,123 454,565,922 $ 454,565,922 $ $ 338,063,814 115,550,123 453,613,937 $ 453,613,937 142 FY 2012 FORECAST $ $ 188,077,921 86,535,636 274,613,557 $ 274,613,557 FY 2013 ADOPTED $ REVISED VS ADOPTED VARIANCE % $ 406,960,126 $ 103,932,010 510,892,136 $ (68,896,312) 11,618,113 (57,278,199) -20.4% 10.1% -12.6% $ 510,892,136 $ (57,278,199) -12.6% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2011 ACTUAL INTERNAL SERVICE FY 2012 ADOPTED FY 2012 REVISED APPOINTED 200 - COUNTY MANAGER $ 390 - BUS STRATEGIES HLTH CARE PROG 410 - ENTERPRISE TECHNOLOGY 730 - PROCUREMENT SERVICES 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT SUBTOTAL $ - $ 136,916,279 17,943,080 829,851 16,760,380 66,437,673 238,887,263 $ 13,000,000 $ 141,557,367 17,814,490 804,333 14,591,343 43,912,696 231,680,229 $ 13,000,000 141,557,367 17,835,336 804,333 19,559,785 43,912,696 236,669,517 MARICOPA COUNTY 238,887,263 231,680,229 236,669,517 $ FY 2011 ACTUAL ELIMINATIONS APPOINTED 200 - COUNTY MANAGER $ 300 - PARKS AND RECREATION 390 - BUS STRATEGIES HLTH CARE PROG 640 - TRANSPORTATION SUBTOTAL $ ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ $ FY 2012 ADOPTED FY 2012 FORECAST $ FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % $ 3,379,585 $ 130,463,494 17,116,260 719,529 17,859,360 36,068,241 205,606,469 $ - $ 144,814,989 17,494,345 761,464 16,599,674 43,052,385 222,722,857 $ 13,000,000 (3,257,622) 340,991 42,869 2,960,111 860,311 13,946,660 $ 205,606,469 222,722,857 $ 13,946,660 FY 2012 REVISED $ FY 2012 FORECAST FY 2013 ADOPTED 5.9% REVISED VS ADOPTED VARIANCE % - $ (33,731,892) (33,731,892) $ (13,000,000) $ (35,050) (28,411,419) (41,446,469) $ (13,000,000) $ (75,050) (28,411,419) (41,486,469) $ (3,379,585) $ (35,050) (28,411,416) (31,826,051) $ - $ (35,050) (1,070,000) (48,134,797) (49,239,847) $ $ SUBTOTAL $ (698,846,562) $ (698,846,562) $ (471,200,173) $ (471,200,173) $ (480,488,084) $ (480,488,084) $ (619,400,801) $ (619,400,801) $ $ (732,578,454) $ (512,646,642) $ (521,974,553) $ (651,226,852) $ 143 100.0% -2.3% 1.9% 5.3% 15.1% 2.0% 5.9% (13,000,000) (40,000) 1,070,000 19,723,378 7,753,378 100.0% 53.3% N/A -69.4% -18.7% (550,081,247) $ (550,081,247) $ 69,593,163 69,593,163 -14.5% -14.5% (599,321,094) $ 77,346,541 -14.8% Maricopa County Annual Business Strategies FY 2013 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 $ 50,718,625 $ 15,933,469 16,088,443 76,863,493 SUBTOTAL $ 159,604,030 $ DEBT SERVICE FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE SUBTOTAL ELIMINATIONS TOTAL 28,826,673 $ 8,350,751 40,626,643 15,334,460 93,138,527 $ - $ - $ - $ - $ - $ 79,545,298 $ 24,284,220 56,715,086 92,197,953 - $ 252,742,557 $ - $ 79,545,298 24,284,220 56,715,086 92,197,953 - $ 252,742,557 ELECTED 010 - BOARD OF SUPERVISORS DIST 1 $ 353,925 $ - $ 020 - BOARD OF SUPERVISORS DIST 2 353,925 030 - BOARD OF SUPERVISORS DIST 3 353,925 040 - BOARD OF SUPERVISORS DIST 4 353,925 050 - BOARD OF SUPERVISORS DIST 5 353,925 120 - ASSESSOR 22,761,278 140 - CALL CENTER 1,566,553 160 - CLERK OF THE SUPERIOR COURT 32,138,876 13,045,404 190 - COUNTY ATTORNEY 70,118,617 18,681,208 210 - ELECTIONS 20,694,170 2,158,820 250 - CONSTABLES 2,738,481 360 - RECORDER 2,191,256 5,021,738 370 - EDUCATION SERVICE 2,076,394 21,484,306 430 - TREASURER 4,651,628 304,341 500 - SHERIFF 76,581,858 203,427,529 SUBTOTAL $ 237,288,736 $ 264,123,346 $ - $ - $ - $ - $ - $ - - $ - $ 144,814,989 17,494,345 16,736,830 406,960,126 103,932,010 761,464 16,599,674 43,052,385 16,736,830 $ 510,892,136 $ 222,722,857 $ APPOINTED 060 - CLERK OF THE BOARD $ 1,502,751 $ - $ 150 - EMERGENCY MANAGEMENT 235,265 1,734,726 180 - FINANCE 3,476,572 200 - COUNTY MANAGER 5,092,291 289,975 220 - HUMAN SERVICES 2,360,912 55,587,097 230 - INTERNAL AUDIT 1,749,051 260 - CORRECTIONAL HEALTH 3,060,790 53,916,537 290 - MEDICAL EXAMINER 7,553,083 115,864 300 - PARKS AND RECREATION 1,788,769 8,696,289 310 - HUMAN RESOURCES 6,612,353 48,942 340 - PUBLIC FIDUCIARY 2,954,764 390 - BUS STRATEGIES HLTH CARE PROG 229,045,053 7,023,535 410 - ENTERPRISE TECHNOLOGY 9,425,939 420 - INTEGRATED CRIM JUSTICE INFO 1,615,307 440 - PLANNING AND DEVELOPMENT 868,232 8,189,783 460 - RESEARCH AND REPORTING 362,280 470 - NON DEPARTMENTAL 438,888,257 105,855,027 490 - MANAGEMENT AND BUDGET 3,402,002 520 - PUBLIC DEFENDER 33,390,238 2,715,269 540 - LEGAL DEFENDER 10,382,036 210,922 550 - LEGAL ADVOCATE 9,208,322 60,764 560 - CONTRACT COUNSEL 28,135,306 570 - PUBLIC ADVOCATE 6,887,581 640 - TRANSPORTATION 108,024,604 670 - WASTE RESOURCES AND RECYCLING 2,694,923 4,748,115 700 - FACILITIES MANAGEMENT 57,102,361 33,027,331 730 - PROCUREMENT SERVICES 2,481,282 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 257,903 13,807,714 850 - AIR QUALITY 1,163,703 15,264,062 860 - PUBLIC HEALTH 10,903,279 44,900,281 880 - ENVIRONMENTAL SERVICES 4,041,367 22,609,816 SUBTOTAL $ 885,026,665 $ 488,441,960 $ 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ - $ $ 1,281,919,431 - $ $ 845,703,833 $ - $ 16,736,830 144 - $ $ 510,892,136 353,925 $ 353,925 353,925 353,925 353,925 22,761,278 1,566,553 45,184,280 88,799,825 22,852,990 2,738,481 7,212,994 23,560,700 4,955,969 280,009,387 $ 501,412,082 $ 1,502,751 $ 1,969,991 3,476,572 5,382,266 57,948,009 1,749,051 56,977,327 7,668,947 10,485,058 6,661,295 2,954,764 380,883,577 26,920,284 1,615,307 9,058,015 362,280 968,440,240 3,402,002 36,105,507 10,592,958 9,269,086 28,135,306 6,887,581 211,956,614 7,443,038 90,129,692 3,242,746 16,599,674 43,052,385 14,065,617 16,427,765 55,803,560 26,651,183 $ 2,123,820,448 $ - $ $ 222,722,857 - $ 2,877,975,087 $ 353,925 353,925 353,925 353,925 353,925 22,761,278 1,566,553 45,184,280 88,799,825 22,852,990 2,738,481 7,212,994 23,560,700 4,955,969 280,009,387 $ 501,412,082 - $ 1,502,751 1,969,991 3,476,572 5,382,266 57,948,009 1,749,051 56,977,327 7,668,947 (35,050) 10,450,008 6,661,295 2,954,764 (1,070,000) 379,813,577 26,920,284 1,615,307 9,058,015 362,280 968,440,240 3,402,002 36,105,507 10,592,958 9,269,086 28,135,306 6,887,581 (48,134,797) 163,821,817 7,443,038 90,129,692 3,242,746 16,599,674 43,052,385 14,065,617 16,427,765 55,803,560 26,651,183 (49,239,847) $ 2,074,580,601 $ (550,081,247) $ (550,081,247) $ (599,321,094) $ 2,278,653,993 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type FY 2011 ACTUAL ALL FUNDS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSOAL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 610,794,566 $ 3,447,168 6,459,633 222,812,780 9,850,801 (95,939,551) 94,821,592 852,246,989 $ 633,518,760 $ 3,402,005 6,063,184 244,217,895 11,399,392 (93,965,369) 93,731,337 898,367,204 $ 644,372,389 $ 3,324,202 6,362,989 245,687,926 8,344,674 (98,627,212) 97,312,807 906,777,775 $ 616,087,672 $ 1,200,811 6,410,175 231,039,603 5,147,652 (94,081,481) 91,726,365 857,530,797 $ 630,986,497 $ 3,978,024 6,837,902 251,434,444 6,125,084 (91,493,919) 91,122,790 898,990,822 $ 13,385,892 (653,822) (474,913) (5,746,518) 2,219,590 (7,133,293) 6,190,017 7,786,953 2.1% -19.7% -7.5% -2.3% 26.6% -7.2% 6.4% 0.9% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 43,651,369 $ 6,856,830 10,188,721 6,567,353 (3,843,748) 3,801,601 67,222,126 $ 39,071,371 $ 6,887,120 8,273,654 14,730,695 (3,168,526) 3,093,850 68,888,164 $ 40,975,716 $ 6,887,120 8,273,760 14,154,802 (3,621,526) 3,871,343 70,541,215 $ 45,728,549 $ 8,156,452 10,539,676 6,768,152 (4,197,169) 3,963,510 70,959,170 $ 45,765,728 $ 7,294,153 9,388,546 8,056,332 (3,663,396) 3,659,063 70,500,426 $ (4,790,012) (407,033) (1,114,786) 6,098,470 41,870 212,280 40,789 -11.7% -5.9% -13.5% 43.1% 1.2% 5.5% 0.1% 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 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,250 $ 46,591,521 51,775,491 184,813,159 17,686,662 78,004,286 226,484,422 (564,811) 3,592,584 3,002,884 5,208,009 984,509 30,108,509 (19,011,021) 17,973,069 646,650,523 $ - $ 109,836,995 44,908,941 389,811,195 17,237,937 74,792,819 272,127,904 107,781 4,472,527 3,092,584 5,206,686 1,311,030 36,983,559 200 (9,621,928) 9,859,550 960,127,780 $ - $ 108,578,604 45,612,872 394,008,336 17,867,204 84,876,041 281,440,105 (765,934) 4,556,809 3,138,345 5,200,367 1,358,030 36,691,395 3,345 (9,002,962) 8,528,328 982,090,885 $ 60 $ 50,677,508 36,549,712 188,957,705 16,318,868 74,399,769 273,800,217 (1,012,897) 3,723,881 3,433,121 5,108,582 1,142,642 33,932,292 (7,235,554) 8,658,146 688,454,052 $ - $ 109,286,878 44,005,485 398,407,506 18,015,137 82,652,879 242,680,907 (4,759,387) 4,395,774 6,652,169 5,677,855 1,650,992 37,490,122 (9,909,851) 9,896,947 946,143,413 $ N/A (708,274) -0.7% 1,607,387 3.5% (4,399,170) -1.1% (147,933) -0.8% 2,223,162 2.6% 38,759,198 13.8% 3,993,453 521.4% 161,035 3.5% (3,513,824) -112.0% (477,488) -9.2% (292,962) -21.6% (798,727) -2.2% 3,345 100.0% 906,889 10.1% (1,368,619) -16.0% 35,947,472 3.7% CAPITAL 0910 - LAND $ 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 $ 8,869,785 $ 133,376,135 15,854,368 11,590,155 53,487,169 32,096,890 (168,119) 168,221 255,274,604 $ 6,430,000 $ 182,839,668 95,298,985 13,605,959 87,255,100 19,852,382 (1,044,657) 995,537 405,232,974 $ 6,600,000 $ 169,333,311 100,190,507 14,213,181 81,510,100 19,858,420 (1,026,628) 947,329 391,626,220 $ 2,503,466 $ 86,306,860 47,802,252 11,041,615 64,415,187 19,893,383 (563,772) 995,127 232,394,118 $ 7,119,999 $ 139,150,064 111,984,905 13,189,060 74,832,515 16,751,830 (779,797) 770,756 363,019,332 $ (519,999) 30,183,247 (11,794,398) 1,024,121 6,677,585 3,106,590 (246,831) 176,573 28,606,888 ALL EXPENDITURES $ 1,821,394,242 TOTAL USES $ $ 2,332,616,122 1,870,493,377 $ $ 2,351,036,095 2,332,616,122 $ $ 1,849,338,137 2,351,036,095 $ 145 $ 2,278,653,993 $ 1,849,338,138 $ 2,278,653,993 $ -7.9% 17.8% -11.8% 7.2% 8.2% 15.6% -24.0% 18.6% 7.3% 72,382,102 3.1% 72,382,102 3.1% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2011 ACTUAL GENERAL FUND FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % 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 $ 343,138,160 $ 2,849,812 2,578,451 123,741,700 4,528,119 (63,743,964) 10,656,568 423,748,846 $ 351,248,572 $ 2,448,113 2,303,168 133,863,387 5,751,995 (63,200,482) 11,783,611 444,198,364 $ 354,574,815 $ 2,343,310 2,326,168 132,704,274 5,023,906 (66,306,328) 11,738,895 442,405,040 $ 346,184,743 $ 797,236 2,047,738 128,453,199 2,547,047 (64,798,313) 11,550,389 426,782,039 $ 355,132,706 $ 3,160,676 2,531,319 140,233,715 2,840,931 (68,975,353) 12,017,190 446,941,184 $ (557,891) (817,366) (205,151) (7,529,441) 2,182,975 2,669,025 (278,295) (4,536,144) -0.2% -34.9% -8.8% -5.7% 43.5% 4.0% -2.4% -1.0% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 11,654,638 $ 798,982 3,679,493 2,779,473 (1,901,477) 336,577 17,347,686 $ 9,413,154 $ 772,180 3,445,052 3,350,847 (1,163,622) 310,687 16,128,298 $ 9,993,590 $ 772,180 3,445,052 3,398,483 (1,613,622) 310,687 16,306,370 $ 10,007,740 $ 985,681 4,047,586 2,398,812 (1,917,154) 393,914 15,916,579 $ 10,048,863 $ 910,121 4,611,511 785,206 (2,249,812) 331,914 14,437,803 $ (55,273) (137,941) (1,166,459) 2,613,277 636,190 (21,227) 1,868,567 -0.6% -17.9% -33.9% 76.9% 39.4% -6.8% 11.5% 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 $ 1,250 $ 41,476,379 2,272,737 31,870,867 8,178,046 23,573,613 209,106,340 19,873,872 1,442,554 1,822,659 4,299,486 450,838 9,563,602 (9,335,874) 8,093,138 352,689,507 $ - $ 94,999,296 2,367,935 136,206,491 7,933,274 27,789,036 231,405,092 7,126,281 1,551,136 683,584 4,316,036 461,000 14,502,222 (3,661,707) 1,933,949 527,613,625 $ - $ 94,227,602 2,367,935 132,262,728 7,933,274 30,112,200 231,507,092 7,029,582 1,549,961 686,974 4,316,036 461,000 14,502,222 (3,663,206) 1,596,565 524,889,965 $ 60 $ 41,149,756 2,289,743 43,214,211 7,694,099 25,253,666 231,343,713 6,205,380 1,560,739 1,776,123 4,249,543 407,859 12,082,151 (4,461,891) 2,411,050 375,176,202 $ - $ 96,160,328 2,596,880 164,500,203 9,208,208 32,859,057 224,994,180 7,321,490 1,752,472 3,642,619 4,811,486 520,000 14,563,728 (4,690,014) 2,690,764 560,931,401 $ N/A (1,932,726) -2.1% (228,945) -9.7% (32,237,475) -24.4% (1,274,934) -16.1% (2,746,857) -9.1% 6,512,912 2.8% (291,908) -4.2% (202,511) -13.1% (2,955,645) -430.2% (495,450) -11.5% (59,000) -12.8% (61,506) -0.4% 1,026,808 28.0% (1,094,199) -68.5% (36,041,436) -6.9% CAPITAL 0910 - LAND $ 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 $ 33,924 $ 419,923 5,239,337 5,516,092 13,316,383 (34,501) 1,203 24,492,361 $ - $ 5,577,987 3,117,522 30,100 230,508 (135,000) 8,821,117 $ - $ 5,664,795 3,118,158 30,100 230,508 (135,000) 8,908,561 $ - $ 20,846 3,120,138 2,916,929 232,508 (112) 63,252 6,353,561 $ - $ 6,595,000 2,163,586 4,399,245 10,000 15,000 180,917 13,363,748 $ N/A (6,595,000) N/A 3,501,209 61.8% (1,281,087) -41.1% 20,100 66.8% 215,508 93.5% (135,000) -100.0% (180,917) N/A (4,455,187) -50.0% ALL EXPENDITURES $ 818,278,400 $ 996,761,404 $ 992,509,936 $ 824,228,381 $ 1,035,674,136 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 371,272,224 371,272,224 $ $ 287,111,445 287,111,445 $ $ 291,344,327 291,344,327 $ $ 421,423,912 421,423,912 $ $ 1,245,652,293 $ TOTAL USES $ 1,189,550,624 $ 1,283,872,849 $ 1,283,854,263 $ 146 (43,164,200) -4.3% 246,245,295 $ 246,245,295 $ 45,099,032 45,099,032 15.5% 15.5% 1,281,919,431 $ 1,934,832 0.2% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2011 ACTUAL SPECIAL REVENUE FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % 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 $ 260,213,258 $ 531,328 3,620,935 96,489,224 5,207,143 (30,985,482) 77,130,485 412,206,891 $ 274,480,223 $ 879,721 3,618,074 107,546,538 5,635,622 (30,695,900) 76,166,810 437,631,088 $ 281,927,916 $ 909,701 3,894,879 110,127,274 3,308,993 (32,142,663) 79,701,885 447,727,985 $ 262,021,676 $ 377,161 4,147,256 99,799,306 2,567,428 (29,138,132) 75,096,623 414,871,318 $ 267,435,827 $ 730,295 4,137,687 108,080,477 3,279,635 (21,742,627) 72,542,902 434,464,196 $ 14,492,089 179,406 (242,808) 2,046,797 29,358 (10,400,036) 7,158,983 13,263,789 5.1% 19.7% -6.2% 1.9% 0.9% -32.4% 9.0% 3.0% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 24,154,953 $ 6,057,848 3,717,193 3,387,840 (1,940,391) 3,429,184 38,806,627 $ 25,826,775 $ 6,114,940 3,488,114 10,410,008 (2,004,904) 2,769,940 46,604,873 $ 26,227,811 $ 6,114,940 3,488,220 9,786,479 (2,007,904) 3,547,433 47,156,979 $ 23,772,116 $ 6,965,555 3,990,608 3,469,023 (2,283,884) 3,518,443 39,431,861 $ 24,528,132 $ 6,369,032 3,690,240 5,953,000 (1,413,584) 3,308,868 42,435,688 $ 1,699,679 (254,092) (202,020) 3,833,479 (594,320) 238,565 4,721,291 6.5% -4.2% -5.8% 39.2% -29.6% 6.7% 10.0% SERVICES 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 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 836,075 $ 17,546,375 68,918,180 9,453,606 39,319,705 16,854,706 18,298,850 2,141,529 1,160,354 863,356 533,671 12,909,891 (9,084,139) 9,219,941 188,972,100 $ 2,462,686 $ 17,361,294 153,244,637 9,243,699 33,919,946 40,043,812 24,921,822 2,903,025 2,315,333 862,766 850,030 15,003,670 200 (5,960,221) 7,652,388 304,825,087 $ 2,052,987 $ 18,065,225 152,738,745 9,872,966 34,459,946 49,254,013 25,067,679 2,988,482 2,357,704 856,447 897,030 14,711,506 3,345 (5,339,756) 6,658,550 314,644,869 $ 1,937,995 $ 18,897,675 82,091,608 8,550,468 33,862,066 41,784,864 25,245,533 2,146,017 1,603,134 842,936 734,783 14,084,608 (2,773,663) 5,992,197 235,000,221 $ 1,001,620 $ 18,001,483 150,020,147 8,739,145 37,814,810 17,028,727 23,929,715 2,622,686 2,477,407 847,263 1,130,992 14,963,727 (5,219,837) 7,120,765 280,478,650 $ 1,051,367 63,742 2,718,598 1,133,821 (3,354,864) 32,225,286 1,137,964 365,796 (119,703) 9,184 (233,962) (252,221) 3,345 (119,919) (462,215) 34,166,219 51.2% 0.4% 1.8% 11.5% -9.7% 65.4% 4.5% 12.2% -5.1% 1.1% -26.1% -1.7% 100.0% -2.2% -6.9% 10.9% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 373,158 $ 5,411,583 5,855,521 1,156,419 (133,618) 166,335 12,862,517 $ 850,000 $ 6,626,289 9,876,437 203,965 (909,657) 965,287 17,612,321 $ 1,916,000 $ 7,539,003 10,083,023 210,003 (891,628) 917,079 20,773,480 $ 716,356 $ 8,097,181 7,520,314 210,589 (563,660) 901,513 16,882,293 $ 3,583,449 $ 4,373,362 8,289,815 (779,797) 589,839 17,056,668 $ (1,667,449) 3,165,641 1,793,208 210,003 (111,831) 327,240 3,716,812 -87.0% 42.0% 17.8% 100.0% -12.5% 35.7% 17.9% ALL EXPENDITURES $ 652,848,135 $ 806,673,369 $ 830,303,313 $ 706,185,693 $ 774,435,202 $ 55,868,111 6.7% -45.0% -45.0% OTHER FINANCING USES $ 0880 - TRANSFERS OUT ALL OTHER FINANCING USES $ 256,095,597 $ 256,095,597 $ 49,061,978 $ 49,061,978 $ 49,161,201 $ 49,161,201 $ 49,098,732 $ 49,098,732 $ 71,268,631 $ 71,268,631 $ (22,107,430) (22,107,430) TOTAL USES $ 908,943,732 $ 855,735,347 $ 879,464,514 $ 755,284,425 $ 845,703,833 $ 33,760,681 147 3.8% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2011 ACTUAL DEBT SERVICE CAPITAL 0950 - DEBT SERVICE FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 17,624,080 $ 17,624,080 $ 19,408,417 $ 19,408,417 $ 19,408,417 $ 19,408,417 $ 19,408,246 $ 19,408,246 $ 16,736,830 16,736,830 $ $ 2,671,587 2,671,587 13.8% 13.8% ALL EXPENDITURES $ 17,624,080 $ 19,408,417 $ 19,408,417 $ 19,408,246 $ 16,736,830 $ 2,671,587 13.8% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 11,649 $ 11,649 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 17,635,729 $ 19,408,417 $ 19,408,417 $ 19,408,246 $ 16,736,830 $ 2,671,587 13.8% FY 2011 ACTUAL CAPITAL PROJECTS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VARIANCE % FY 2013 ADOPTED PERSONAL SERVICES 0710 - OVERTIME $ 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ - $ 4,699,488 4,699,488 $ - $ 4,135,160 4,135,160 $ - $ 4,145,160 4,145,160 $ 342 $ 8,910 3,546,298 3,555,550 $ - $ 4,721,205 4,721,205 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT SUBTOTAL $ 2,107,795 281,591 2,389,386 393,375 698,000 1,091,375 393,375 698,000 1,091,375 7,427,906 776,772 3,869 8,208,547 6,911,184 635,000 7,546,184 SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT AND OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ $ $ 85,126 $ 26,434 16,523,327 23,391 12,861,043 414,055 248 3,395 13,358 960 29,951,337 $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE SUBTOTAL $ 8,802,742 132,542,555 4,467,188 53,487,169 199,299,654 ALL EXPENDITURES $ 236,339,865 $ $ $ - $ 50,171,923 6,000 10,763,997 50,000 60,991,920 $ $ 6,430,000 181,734,668 82,377,371 87,225,000 357,767,039 $ 423,985,494 $ $ $ - $ 58,830,237 6,000 17,999,055 50,000 76,885,292 $ $ 5,600,000 167,162,311 86,269,371 400,000 81,480,000 340,911,682 $ 423,033,509 $ $ $ 11,714,618 $ 11,714,618 $ 30,580,428 $ 30,580,428 $ 30,580,428 $ 30,580,428 $ TOTAL USES $ 248,054,483 $ 454,565,922 $ 453,613,937 $ 148 $ 39,963 $ 29,910,339 16,144 13,369,931 252,134 885 25,000 1,283 30,187 43,645,866 $ 2,503,466 85,467,016 36,240,921 64,415,187 188,626,590 OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ $ $ $ (576,045) (576,045) N/A N/A -13.9% -13.9% $ (6,517,809) -1656.9% 63,000 9.0% N/A (6,454,809) -591.4% - $ 50,215,257 8,459,170 480,000 480,000 59,634,427 $ N/A N/A 8,614,980 14.6% 6,000 100.0% 9,539,885 53.0% N/A N/A (430,000) -860.0% N/A (480,000) N/A 17,250,865 22.4% $ 6,119,999 $ 128,966,615 104,986,697 74,822,515 314,895,826 $ (519,999) 38,195,696 (18,717,326) 400,000 6,657,485 26,015,856 -9.3% 22.8% -21.7% 100.0% 8.2% 7.6% 244,036,553 $ 386,797,642 $ 36,235,867 30,577,004 30,577,004 $ $ 124,094,494 $ 124,094,494 $ (93,514,066) -305.8% (93,514,066) -305.8% 274,613,557 $ 510,892,136 $ (57,278,199) 8.6% -12.6% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2011 ACTUAL INTERNAL SERVICE FUNDS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VARIANCE % FY 2013 ADOPTED 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 $ 7,443,148 $ 66,028 260,247 2,581,856 115,539 (1,210,105) 2,335,051 11,591,764 $ 7,789,965 $ 74,171 141,942 2,807,970 11,775 (68,987) 1,645,756 12,402,592 $ 7,869,658 $ 71,191 141,942 2,856,378 11,775 (178,221) 1,726,867 12,499,590 $ 7,881,253 $ 26,414 214,839 2,787,098 33,177 (153,946) 1,533,055 12,321,890 $ 8,417,964 $ 87,053 168,896 3,120,252 4,518 (775,939) 1,841,493 12,864,237 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 5,733,983 $ 8,198,062 118,449 (1,880) 35,840 14,084,454 $ 3,438,067 $ 5,685,844 271,840 13,223 9,408,974 $ 4,360,940 $ 9,731,413 271,840 13,223 14,377,416 $ 4,520,787 $ 205,216 9,068,287 123,545 51,153 13,968,988 $ 4,277,549 15,000 8,099,019 683,126 18,281 13,092,975 SERVICES 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 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 4,193,941 $ 126,727,341 67,500,785 31,619 2,249,925 523,376 212,477 8,253 16,476 31,809 7,634,056 (591,008) 659,990 209,199,040 $ 12,375,013 $ 131,355,132 50,188,144 54,964 2,319,840 679,000 3,431,693 18,366 43,667 27,884 7,477,667 273,213 208,244,583 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 40,499 736,260 218,542 8 683 995,992 $ $ $ 255,000 717,338 612,000 9,492 30,250 1,624,080 ALL EXPENDITURES $ 235,871,250 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 3,016,013 $ 3,016,013 $ TOTAL USES $ 238,887,263 $ 12,298,015 131,355,132 50,176,626 54,964 2,304,840 679,000 3,431,693 18,366 43,667 27,884 7,477,667 273,213 208,141,067 $ $ 7,549,794 $ 122,805,534 33,741,547 58,157 1,914,106 671,640 3,401,216 16,240 28,864 14,820 7,735,346 254,899 178,192,163 $ $ $ 255,000 717,338 612,000 9,492 30,250 1,624,080 231,680,229 $ 236,642,153 $ - $ $ 27,364 $ 27,364 $ - $ - $ 231,680,229 $ 236,669,517 $ 205,606,469 $ 149 $ 102,642 $ 344,012 604,372 42,040 30,362 1,123,428 $ 205,606,469 $ $ $ 12,124,930 $ 134,753,971 33,671,899 67,784 3,519,842 658,000 3,343,009 20,616 52,143 19,106 7,482,667 85,418 195,799,385 $ 5,000 461,260 500,000 966,260 -7.0% -22.3% -19.0% -9.2% 61.6% 335.4% -6.6% -2.9% 83,391 1.9% (15,000) N/A 1,632,394 16.8% (411,286) -151.3% N/A (5,058) -38.3% 1,284,441 8.9% 173,085 (3,398,839) 16,504,727 (12,820) (1,215,002) 21,000 88,684 (2,250) (8,476) 8,778 (5,000) 187,795 12,341,682 1.4% -2.6% 32.9% -23.3% -52.7% 3.1% 2.6% -12.3% -19.4% 31.5% -0.1% N/A 68.7% 5.9% $ 250,000 256,078 112,000 9,492 30,250 657,820 98.0% 35.7% 18.3% 100.0% 100.0% 40.5% 222,722,857 $ 13,919,296 5.9% $ $ 27,364 27,364 100.0% 100.0% 222,722,857 $ 13,946,660 5.9% - $ (548,306) (15,862) (26,954) (263,874) 7,257 597,718 (114,626) (364,647) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2011 ACTUAL ELIMINATIONS SUPPLIES 0803 - FUEL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ (5,406,027) $ (5,406,027) $ (4,345,356) $ (4,345,356) $ (8,390,925) $ (8,390,925) $ (6,566,805) $ (6,566,805) $ (7,012,224) $ (7,012,224) $ SERVICES 0811 - HEALTH CARE SERVICES $ 0839 - INTERNAL SERVICE CHARGES SUBTOTAL $ (94,797,396) $ (39,364,065) (134,161,461) $ (106,175,420) $ (35,372,015) (141,547,435) $ (106,175,420) $ (36,294,888) (142,470,308) $ (107,443,240) $ (36,117,160) (143,560,400) $ (111,346,849) $ (39,353,601) (150,700,450) $ 5,171,429 3,058,713 8,230,142 4.9% 8.4% 5.8% ALL EXPENDITURES $ (139,567,488) $ (145,892,791) $ (150,861,233) $ (150,127,205) $ (157,712,674) $ 6,851,441 4.5% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ (593,010,966) $ (593,010,966) $ (366,753,851) $ (366,753,851) $ (371,113,320) $ (371,113,320) $ (501,099,647) $ (501,099,647) $ (441,608,420) $ (441,608,420) $ 70,495,100 70,495,100 19.0% 19.0% TOTAL USES $ (732,578,454) $ (512,646,642) $ (521,974,553) $ (651,226,852) $ (599,321,094) $ 77,346,541 14.8% 150 (1,378,701) (1,378,701) -16.4% -16.4% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating Description FY2012 FY2012 FY2012 FY2013 Adopted Revised Forecast Adopted Revised Vs Adopted Variance % Operating General Fund (100) 4711 - Contingency General Fund Operating Contingency $ Court Tower Operating 27,897,167 $ 30,091,743 $ 2,000,000 2,000,000 - $ 30,825,226 $ - - (733,483) 2,000,000 -2.4% 100.0% Justice System - - - 1,558,973 (1,558,973) N/A MCESA IT - - - 189,969 (189,969) N/A Retirement System Rate Change 1,340,204 1,340,204 - - Sheriff Office Contingency - - - 11,056,326 Waste Resource Subsidy 3,141,776 3,141,776 63,350 - $ 34,379,147 $ 36,573,723 $ 63,350 $ 43,630,494 $ 40,000 $ 40,000 $ 40,000 $ 1,340,204 (11,056,326) 100.0% N/A 3,141,776 100.0% (7,056,771) -19.3% 4712 - Other Programs Anthem Sheriff Sub Station $ Assessor DOR Issue 40,000 $ 282,000 Board NW Regional Service Charges 282,000 - - 0.0% - 282,000 100.0% 0.0% 5,280 5,280 5,280 5,280 - Board of Equalization 150,000 150,000 150,000 150,000 - County Single Audit 235,000 235,000 235,000 250,000 Countywide Emergency Issues Fund 100,000 100,000 - 100,000 - 0.0% Countywide GIS 269,382 269,382 269,382 - 269,382 100.0% Downtown Juror/Employee Shuttle 582,947 582,947 582,947 582,947 - 0.0% 50,000 50,000 50,000 50,000 - 146,909 146,909 146,909 148,083 Gov Docs Improvement District Allocation International Genomics Consortium (15,000) (1,174) 0.0% -0.8% 1,000,000 1,000,000 1,000,000 1,000,000 167,621,162 167,621,162 167,621,162 170,497,876 MCSO Operating Oversight and Review 346,989 346,989 346,989 - Orthophotography Program 212,295 212,295 212,295 224,200 2,500,000 2,500,000 4,798,843 2,500,000 - 0.0% Peak Performers Program 500,000 500,000 477,900 500,000 - 0.0% Property Tax Billing/Info. Statement Printing and Postage 697,645 697,645 697,645 697,645 - 0.0% Real Estate Evaluation, Acquisition & Divestiture 100,000 100,000 100,000 100,000 - 0.0% 1,000,000 1,000,000 1,000,000 200,000 800,000 80.0% Jail Excise Tax, Maintenance of Effort Outside Counsel Relocations/New Facility Startup Staff Development Training Room PC's - 0.0% -6.4% (2,876,714) 346,989 (11,905) 0.0% -1.7% 100.0% -5.6% - - 554 - - N/A State Contribution 3,156,051 3,156,051 2,448,119 - 3,156,051 100.0% Vehicle Replacement 3,000,000 3,000,000 3,000,000 3,000,000 - 0.0% 169,965 169,965 169,965 - 169,965 100.0% $ 182,165,625 $ 182,165,625 $ 183,352,990 $ 180,046,031 $ 2,119,594 1.2% $ 23,000,000 $ 23,000,000 $ - $ 23,000,000 100.0% Waste Resource Transfer Stations 4713 - Infrastructure/CIP Transfer to Capital (from State Contribution) Transfers Out (Court Tower Major Maintenance) 4,949,797 $ 4,949,797 27,949,797 $ 27,949,797 $ 23,000,000 $ 46,949,797 4,949,797 69,949,797 $ 4,949,797 $ - 0.0% 23,000,000 82.3% 9,345 100.0% 4714 - Central Service Costs Armored Car Services $ CSCA Revenue Enterprise Software License Financial Transparency 114,000 $ 9,345 $ - $ - $ (12,543,454) (12,543,454) (12,948,106) (11,835,247) (708,207) 5.6% 2,621,429 2,621,429 2,997,182 3,040,000 (418,571) -16.0% 120,000 120,000 - 120,000 Human Resources System Operations 3,326,664 3,326,664 3,326,664 3,826,664 IT Infrastructure 2,400,000 2,400,000 2,400,000 2,400,000 - 0.0% 514,182 514,182 514,182 - 514,182 100.0% Lobbyist Contracts Storm water Permit Fees - - 7,500 $ (3,447,179) $ (3,551,834) $ (3,702,578) $ $ 1,467,041 $ 1,467,041 $ 168,162 $ 7,500 (2,441,083) $ (500,000) 0.0% -15.0% (7,500) N/A (1,110,751) 31.3% 1,467,041 100.0% 4715 - Technology Projects CAMA Technology Projects $ - 1,467,041 $ 151 1,467,041 $ 168,162 $ - $ 500,000 500,000 $ (500,000) 967,041 N/A 65.9% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary – Operating (continued) Description FY2012 FY2012 FY2012 FY2013 Adopted Revised Forecast Adopted Revised Vs Adopted Variance % 4716 - Debt Service/Capital Lease Admin Fee 20,000 $ 20,000 $ 5,000 $ 20,000 $ - 0.0% Arbitrage $ 15,000 15,000 3,000 15,000 - 0.0% Bond Counsel 50,000 50,000 12,000 50,000 - 0.0% Financial Advisor 60,000 60,000 - 60,000 - 0.0% $ 145,000 $ 145,000 $ 20,000 $ 145,000 $ - 0.0% $ 70,082 $ 70,082 $ 70,082 $ 70,082 $ 4721 - Dues and Memberships Arizona Association of Counties Arizona Community Foundation Arizona-Mexico Commission County Supervisors Association Govt. Finance Officers Assoc. Maricopa Association of Government - 0.0% 5,000 5,000 5,000 5,000 - 0.0% 10,000 10,000 10,000 10,000 - 0.0% 159,822 159,822 159,822 159,822 - 0.0% 4,620 4,620 4,620 4,620 - 21,229 21,229 24,744 24,744 0.0% (3,515) -16.6% Maricopa HMIS Project 25,000 25,000 25,000 - 25,000 100.0% National Association of Counties 45,000 45,000 45,000 45,000 - 0.0% $ 340,753 $ 340,753 $ 344,268 $ 319,268 $ 21,485 6.3% $ 175,000 $ 175,000 $ 140,442 $ 175,000 $ - 0.0% 4724 - Miscellaneous Services $ 2,850,000 $ 2,850,000 $ 505,610 $ 2,864,646 $ 4725 - Pre AHCCCS Litigation Support $ 4,000,309 $ 3,510,097 $ 680,412 $ 2,000,000 $ 1,510,097 43.0% 4726 - Tuition Reimbursement $ 2,000,000 $ 2,000,000 $ 1,250,000 $ 2,000,000 $ - 0.0% 4776 - Cooperative Extension $ 230,000 $ 230,000 $ 230,000 $ 230,000 $ - 0.0% 4782 - Industrial Development Authority $ 324,811 $ 324,811 $ 319,329 $ 334,137 $ $ 252,580,304 $ 254,180,013 $ 253,321,782 $ 234,753,290 $ 19,426,723 7.6% $ 11,361,800 $ 13,106,122 $ - $ 4,301,796 $ 8,804,326 67.2% $ 16,307,103 $ 12,845,341 $ - $ 13,395,935 $ 4722 - Taxes and Assessments City of Phx. Downtown Mun. Serv. Dist. Total General Fund (14,646) (9,326) -0.5% -2.9% Non-Departmental Grants (249) Potential Fee Increases Detention Fund (255) 4711 - Contingency Unreserved Contingency CHS Technology Contingency Inmate Shift (550,594) 100,000 - - 100,000 100.0% 100.0% 2,505,421 2,505,421 - - 2,505,421 Risk Management - - - - - Sheriff Office Contingency - - - 8,772,138 $ -4.3% - 18,812,524 $ 15,450,762 $ - $ N/A (8,772,138) N/A 22,168,073 $ (6,717,311) -43.5% 250,000 $ (250,000) 4712 - Other Programs Peak Performers Program $ Vehicle Replacement - $ - $ - $ - N/A 1,000,000 1,000,000 1,000,000 1,000,000 0.0% $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,250,000 $ (250,000) -25.0% Total Detention Fund $ 19,812,524 $ 16,450,762 $ 1,000,000 $ 23,418,073 $ (6,967,311) -42.4% County Improvement Debt Fund (320) $ 11,994,437 $ 11,994,437 $ 11,994,266 $ 9,323,600 $ 2,670,837 22.3% County Improvement Debt Fund #2 (321) $ 7,413,980 $ 7,413,980 $ 7,413,980 $ 7,413,230 $ 750 0.0% Total Operating All Funds $ 303,163,045 $ 303,145,314 $ 273,730,028 $ 279,209,989 $ 23,935,325 7.9% 152 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Non-Recurring Description FY2012 FY2012 FY2012 FY2013 Adopted Revised Forecast Adopted Revised Vs Adopted Variance % Non Recurring General Fund (100) 4711 - Contingency Unreserved Contingency $ Assessors Legal Class Verification Affidavit Capital and Capital PCR Cradles to Crayons Project Reserve 15,362,964 $ - $ 7,034,082 $ - 9,810,978 $ - - 1,243,000 (1,243,000) 2,776,896 28.3% N/A 775,337 775,337 - 2,968,965 (2,193,628) -282.9% - - - - - N/A 4,185,000 1,349,567 - - 1,349,567 100.0% Risk Management - - - 8,300,000 (8,300,000) N/A Sheriff Office Contingency - - - 4,682,060 (4,682,060) N/A Vacation Buyback - - - 10,846,011 (10,846,011) N/A Waste Resource Post Closure - - - 1,261,745 (1,261,745) N/A (24,399,981) -204.4% $ 20,323,301 $ 11,935,882 $ - $ 36,335,863 $ - $ 500,000 $ 500,000 $ 436,945 $ 4712 - Other Programs Adult Probation Records Imaging $ ASRS Contributions Not Withheld 50,000 50,000 50,000 50,000 - - - 303,484 50,000 50,000 50,000 50,000 County Attorney/Adult Probation Relocation - - - - Court Master Plan - - - 1,000,000 Assessor Litigation and Appraisal Tools Call Center Temporary Staff 63,055 12.6% - 0.0% (303,484) (1,000,000) N/A 0.0% N/A N/A Court Tower Equipment - 67,500 67,500 - 67,500 100.0% East Valley Food Bank 306,000 306,000 306,000 - 306,000 100.0% - - - 35,000 20,000,000 20,000,000 - 20,000,000 - 750,000 750,000 288,775 50,000 700,000 93.3% - 920,255 920,255 - 920,255 100.0% Employee Communication Monitor First Solar MCSO Oversight and Review MCESA Tenant Improvements PC/Laptop Replacement Pending Legal Settlements Pinal County IGA-MCSO Internal Affairs Investigation Technology Inventory (35,000) (1,987,500) N/A 0.0% 2,700,000 2,700,000 500,000 4,687,500 54,500,000 54,500,000 - 54,500,000 - 0.0% - 102,000 102,000 - 102,000 100.0% (321,000) -73.6% - - - 321,000 Transfer to Detention Fund 11,137,945 15,084,926 15,084,926 - 15,084,926 100.0% N/A Transfer to Inmate Services 15,015,259 100.0% 14,743,225 15,015,259 15,015,259 - Transfer to Risk Management - - - 9,620,415 Vehicle Replacement - - - - Parks - - - 250,000 (250,000) N/A Sheriff Command - - - 230,000 (230,000) N/A Waste Resources & Recycling - - - 550,000 (550,000) N/A - - - 738,255 (738,255) 104,237,170 110,045,940 32,884,715 Waste Resources & Recycling Risk Management (9,620,415) - N/A N/A N/A 92,822,599 $ 17,223,341 15.7% 61,147,207 $ (8,993,856) -17.2% 4713 - Infrastructure/CIP Transfers Out $ 52,153,351 $ 52,153,351 $ 149,853,351 $ $ 4715 - Technology Projects Assessor CAMA 1,217,447 $ 1,217,447 $ 299,722 $ Downtown Infrastructure - Zone 2 4,940,000 4,940,000 918,095 Human Resource System 1,249,639 1,249,639 - - Human Resources System - Phase 2 1,718,496 1,718,496 940,202 2,027,933 IT Infrastructure 4,658,675 4,658,675 1,335,486 1,505,867 3,152,808 67.7% IT Infrastructure Power 2,064,530 2,064,530 1,011,997 200,000 1,864,530 90.3% MFRIS 4724 - Miscellaneous Services 1,246,869 1,246,869 - 299,722 24.6% (1,751,773) -35.5% 1,249,639 100.0% (309,437) -18.0% 1,246,869 100.0% $ 17,095,656 $ 17,095,656 $ 5,619,541 $ 11,343,298 $ 5,752,358 33.6% $ 3,000,000 $ 3,000,000 $ 2,896,362 $ 2,486,000 $ 514,000 17.1% Total General Fund $ 196,809,478 $ 194,230,829 $ 191,253,969 $ 204,134,967 $ 153 1,114,039 917,725 $ 6,691,773 (9,904,138) -5.1% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Non-Recurring (continued) Description Waste Management Fund (210) FY2012 FY2012 FY2012 FY2013 Adopted Revised Forecast Adopted Revised Vs Adopted Variance % $ 484,410 $ 484,410 $ 61,201 $ 518,714 $ (34,304) -7.1% $ 6,777,753 $ 1,983,599 $ - $ 9,886,345 $ (7,902,746) -398.4% $ 34,897,979 $ 30,454,569 $ 292,500 $ 16,397,394 $ 14,057,175 46.2% 200,000 100.0% Non-Departmental Grants (249) Potential Expenditures from Fund Balance Detention Fund (255) 4711 - Contingency Unreserved Contingency CHS Information Technology Contingency - 200,000 - - Community Reentry Pilot - - - 815,550 (815,550) N/A Risk Management - - - 7,100,000 (7,100,000) N/A Sheriff Office Contingency - - - 10,000,000 (10,000,000) N/A Vacation Buyback - - - 4,536,315 (4,536,315) N/A 34,897,979 30,654,569 292,500 (8,194,690) -26.7% 38,849,259 $ 4712 - Other Programs Court Tower Equipment $ Employee Communication Monitor - $ 700,000 $ 700,000 $ 700,000 $ - - - - 35,000 500,000 500,000 500,000 500,000 1,000,000 (1,000,000) PC/Laptop Replacement - - - 4,687,500 (4,687,500) Per Diem/Booking Repayment to Cities/Towns - 7,402,606 7,402,606 - 500,000 8,602,606 8,602,606 Graves vs. Arpaio Jail Master Plan (35,000) - 0.0% N/A 0.0% N/A N/A 7,402,606 100.0% 6,922,500 $ 1,680,106 19.5% 4713 - Infrastructure/CIP Transfers Out $ 19,349,950 $ 19,349,950 $ 19,349,950 $ 21,958,340 $ (2,608,390) -13.5% Total Detention Fund $ 54,747,929 $ 58,607,125 $ 28,245,056 $ 67,730,099 $ (9,122,974) -15.6% 2,428,553 94.6% Intergovernmental Capital Projects (422) $ 2,567,052 $ 2,567,052 $ 2,438,628 $ 138,499 $ General Fund County Improvements (445) $ 117,592,753 $ 110,149,220 $ 94,112,686 $ 160,894,940 $ (50,745,720) -46.1% Detention Capital Projects (455) $ 107,573,974 $ 107,573,974 $ 40,142,402 $ 93,177,394 $ 14,396,580 13.4% Technology Capital Improvements (460) $ 99,002,554 $ 105,494,102 $ 47,937,789 $ 115,575,079 $ (10,080,977) -9.6% Detention Technology Capital Improvements (461) $ 12,279,466 $ 12,279,466 $ 3,446,416 $ 37,174,214 $ (24,894,748) -202.7% Total Non-Recurring Funds $ 597,835,369 $ 593,369,777 $ 407,638,147 $ 689,230,251 $ (95,860,474) -16.2% 154 Maricopa County Annual Business Strategies FY 2013 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 2013 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 2012 FY 2012 FY 2013 Budget Forecast 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** Silicon Valley Bank*** $ 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 $ 15,000 25,000 3,000 1,143,276 $ Subtotal 1,000,000 $ 20,000,000 $ 21,000,000 $ 1,000,000 $ 1,000,000 20,000,000 1,000,000 1,000,000 $ 22,000,000 Total Economic Development Funding $ 22,143,276 $ 2,143,276 $ 23,143,276 *$5,000,000 was appropriated over 5 years, beginning in FY 2007-08, at $1,000,000 per year. An admentment was passed in FY2011 granting an additional 5 years of payments at $1,000,000 per year ** The grant will be paid in disbursements of $1 million, each based on achievement of performance thresholds. *** The grant will be paid in dispursements of $250,000, each based on achievement of performance thresholds. University of Arizona Cooperative Extension Maricopa County Cooperative Extension Total Agricultural Extension Funding 155 $ $ 230,000 $ 230,000 $ 230,000 $ 230,000 $ 230,000 230,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Health Care Programs Summary FY 2012 Adopted Description FY 2012 Revised FY 2012 Forecast FY 2013 Adopted Revied Vs 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 $ 41,457,672 $ 3,366,706 1,489,871 46,314,249 $ 41,457,672 $ 3,366,706 1,489,871 46,314,249 $ 41,457,672 $ 3,366,706 1,489,871 46,314,249 $ 43,530,556 $ 3,366,706 1,489,871 48,387,133 $ (2,072,884) (2,072,884) -5.00% 0.00% 0.00% -4.48% AHCCCS Acute Care $ ALTCS Subtotal State Contribution $ 20,575,000 $ 154,518,900 175,093,900 $ 20,575,000 $ 154,518,900 175,093,900 $ 22,289,583 $ 154,311,709 176,601,292 $ 20,225,200 $ 148,533,600 168,758,800 $ 349,800 5,985,300 6,335,100 1.70% 3.87% 3.62% $ 575,000 $ 77,200 3,547,896 5,000,000 9,200,096 $ 575,000 $ 77,200 3,547,896 5,000,000 9,200,096 $ 653,774 $ 83,868 3,547,896 3,826,337 8,111,875 $ 800,000 $ 105,000 3,547,896 4,000,000 8,452,896 $ (225,000) (27,800) 1,000,000 747,200 -39.13% -36.01% 0.00% 20.00% 8.12% County Residual Long Term Care $ 200,000 $ 200,000 $ 89,296 $ 205,358 $ (5,358) -2.68% Tuberculosis Services $ 500,000 $ 500,000 $ 78,305 $ 500,000 $ - 0.00% Litigation Support $ 4,000,309 $ 3,510,097 $ 680,412 $ 2,000,000 $ 1,510,097 43.02% MMCS Run Out Operations $ 25,528 $ 25,528 $ 25,487 $ 10,432 $ 15,096 59.14% $ 235,334,082 $ 234,843,870 $ 231,900,916 $ 228,314,619 $ 6,529,251 2.78% Other Mental Health: Mental Health Testimony Mental Health Orders Mental Health Residency Training SVP Commitment Payments $ Total 156 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Fund Transfers In Fund/Function/Transfer GENERAL FUND Operating FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED REVISED FORECAST ADOPTED $ - $ 1,351 $ 1,351 $ - $ - $ 1,351 $ 1,351 $ - - 1,351 1,351 - Environmental Fee Fund (506) - Vehicle Transfer GRANT SPECIAL REVENUE Non-Recurring $ 306,000 $ 306,000 $ 306,000 $ - $ 306,000 $ 306,000 $ 306,000 $ - 217 - CDBG HOUSING TRUST $ 306,000 $ 306,000 $ 306,000 $ - Non-Recurring $ 306,000 $ 306,000 $ 306,000 $ - 306,000 306,000 306,000 - General Fund (100) - East Side Food Bank OTHER SPECIAL REVENUE $ 193,903,122 $ 198,261,240 $ 198,171,410 $ 170,576,426 Operating $ 167,856,177 $ 167,933,528 $ 167,870,044 $ 170,562,926 Non-Recurring $ 26,046,945 $ 30,327,712 $ 30,301,366 $ 13,500 213 - COUNTY ATTORNEY RICO $ - $ 7,450 $ 7,450 $ - Operating $ - $ 7,450 $ 7,450 $ - - 7,450 7,450 - General Fund (100) - Vehicle Transfer 232 - TRANSPORTATION OPERATIONS $ - $ 5,500 $ - $ - Non-Recurring $ - $ 5,500 $ - $ - - 5,500 - - Solid Waste (580) - Vehicle Transfer 241 - PARKS ENHANCEMENT FUND $ 35,050 $ 75,050 $ 35,050 $ 35,050 Operating $ 35,050 $ 75,050 $ 35,050 $ 35,050 35,050 75,050 35,050 35,050 15,015,259 $ 15,015,259 $ - Park s Souvenir Fund (239) 252 - INMATE SERVICES $ 14,743,225 $ Non-Recurring $ 14,743,225 $ 15,015,259 $ 15,015,259 $ - 14,743,225 15,015,259 15,015,259 - General Fund (100) prior year payroll discrepancy 255 - DETENTION OPERATIONS $ 178,759,107 $ 182,706,088 $ 182,706,088 $ 170,497,876 Operating $ 167,621,162 $ 167,621,162 $ 167,621,162 $ 170,497,876 167,621,162 167,621,162 167,621,162 170,497,876 General Fund (100) Jail Tax Maint. Of Effort Non-Recurring $ General Fund (100) prior year payroll discrepancy 11,137,945 $ 15,084,926 $ 15,084,926 $ - 11,137,945 15,084,926 15,084,926 - 265 - PUBLIC HEALTH FEES $ 30,000 $ 30,000 $ 30,000 $ 30,000 Operating $ 30,000 $ 30,000 $ 30,000 $ 30,000 30,000 30,000 30,000 30,000 General Fund (100) - Vital Statistics 504 - AIR QUALITY FEES $ - $ 41,823 $ 41,823 $ - Operating $ - $ 6,417 $ 6,417 $ - - 6,417 6,417 General Fund (100) - Vehicle Transfer Non-Recurring $ Enviromental Fee Fund (506) - Vehicle Transfer - - $ 35,406 $ 35,406 $ - - 35,406 35,406 - 572 - ANIMAL CONTROL LICENSE SHELTER $ - $ - $ - $ 13,500 Non-Recurring $ - $ - $ - $ 13,500 - - - 13,500 Intergovernmental Capital Fund (422) 157 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) Fund/Function/Transfer FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED REVISED FORECAST ADOPTED 580 - SOLID WASTE MANAGEMENT $ 335,740 $ 380,070 $ 335,740 $ - Operating $ 169,965 $ 193,449 $ 169,965 $ - 169,965 169,965 169,965 - - 16,966 - - General Fund (100) Public Work s Flood Control (988) - Vehicle Transfer Risk Management (675) - Vehicle Transfer Non-Recurring 6,518 $ Intergovernmental Capital Fund (422) 165,775 $ 186,621 $ 165,775 $ 165,775 165,775 165,775 - - 20,846 - - Telecommunications (681) DEBT SERVICE - $ 23,578,935 $ 23,578,935 $ 23,578,934 $ 31,248,230 Operating $ 1,140,559 $ 1,140,559 $ 1,140,558 $ 1,140,444 Non-Recurring $ 22,438,376 $ 22,438,376 $ 22,438,376 $ 30,107,786 320 - COUNTY IMPROVEMENT DEBT $ 16,174,955 $ 16,174,955 $ 16,174,955 $ 20,515,000 Non-Recurring $ 16,174,955 $ 16,174,955 $ 16,174,955 $ 20,515,000 16,174,955 16,174,955 16,174,955 20,515,000 General Fund County Imrpovement Fund (445) 321 - COUNTY IMPROVEMENT DEBT 2 $ 7,403,980 $ 7,403,980 $ 7,403,979 $ Operating $ 1,140,559 $ 1,140,559 $ 1,140,558 $ 1,140,444 1,034,031 1,034,031 1,034,030 1,033,926 Animal Control License Shelter (572) - Debt Service Animal Control Field Operations (574) - Debt Service Non-Recurring 106,528 6,263,421 $ 106,528 6,263,421 $ 6,181,867 6,263,421 6,263,421 $ 135,965,794 $ 135,965,794 $ 275,662,367 $ General Fund County Imrpovement Fund (445) CAPITAL PROJECTS 106,528 $ 6,263,421 $ 10,733,230 106,518 9,592,786 9,592,786 230,163,349 Operating $ 27,949,797 $ 27,949,797 $ 69,949,797 $ 4,949,797 Non-Recurring $ 108,015,997 $ 108,015,997 $ 205,712,570 $ 225,213,552 234 - TRANSPORTATION CAPITAL PROJECT $ 28,411,419 $ 28,411,419 $ 28,411,416 $ 48,134,797 Non-Recurring $ 28,411,419 $ 28,411,419 $ 28,411,416 $ 48,134,797 28,411,419 28,411,419 28,411,416 48,134,797 Transportation Operations (232) 422 - INTERGOVERNMENTAL CAP PROJ $ 125,000 $ 125,000 $ 125,000 $ - Non-Recurring $ 125,000 $ 125,000 $ 125,000 $ - 125,000 125,000 125,000 - Park Enhancment Fund (241) 445 - GENERAL FUND CTY IMPROV $ 17,543,052 $ 17,543,052 $ 157,239,628 $ Operating $ 4,949,797 $ 4,949,797 $ 46,949,797 $ 4,949,797 4,949,797 4,949,797 46,949,797 4,949,797 General Fund (100) Non-Recurring $ General Fund (100) Intergovernmental Capital Fund (422) 66,097,004 12,593,255 $ 12,593,255 $ 110,289,831 $ 61,147,207 10,316,978 10,316,978 108,016,978 61,147,207 2,276,277 2,276,277 2,272,853 - 455 - DETENTION CAPITAL PROJECTS $ 16,000,000 $ 16,000,000 $ 16,000,000 $ 21,958,340 Non-Recurring $ 16,000,000 $ 16,000,000 $ 16,000,000 $ 21,958,340 16,000,000 16,000,000 16,000,000 21,958,340 Detention Fund (255) 460 - TECHNOLOGY CAP IMPROVEMENT $ 64,836,373 $ 64,836,373 $ 64,836,373 $ 67,308,317 Operating $ 23,000,000 $ 23,000,000 $ 23,000,000 $ - 23,000,000 23,000,000 23,000,000 41,836,373 $ 41,836,373 $ 41,836,373 $ 41,836,373 41,836,373 41,836,373 - - - - 67,308,317 General Fund (100) Non-Recurring General Fund (100) $ General Fund County Improvement Fund (445) 158 67,308,317 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) Fund/Function/Transfer FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED REVISED FORECAST ADOPTED 461 - DETENTION TECH CAP IMPROVEMENT $ 9,049,950 $ 9,049,950 $ 9,049,950 $ 26,664,891 Non-Recurring $ 9,049,950 $ 9,049,950 $ 9,049,950 $ 26,664,891 Detention Fund (255) 3,349,950 3,349,950 3,349,950 - Detention Capital Projects Fune (455) 5,700,000 5,700,000 5,700,000 26,664,891 INTERNAL SERVICE $ 13,000,000 $ 13,000,000 $ 3,379,585 $ 9,620,415 Non-Recurring $ 13,000,000 $ 13,000,000 $ 3,379,585 $ 9,620,415 676 - COUNTY MANAGER RISK MANAGEMENT $ 13,000,000 $ 13,000,000 $ 3,379,585 $ 9,620,415 Non-Recurring $ 13,000,000 $ 13,000,000 $ 3,379,585 $ 9,620,415 13,000,000 13,000,000 3,379,585 9,620,415 General Fund (100) TOTAL BEFORE ELIMINATIONS $ 366,753,851 $ 371,113,320 $ 501,099,647 $ 441,608,420 Operating $ 196,946,533 $ 197,025,235 $ 238,961,750 $ 176,653,167 Non-Recurring $ 156,807,318 $ 161,088,085 $ 258,758,312 $ 255,334,838 ELIMINATIONS $ (366,753,851) $ (371,113,320) $ (501,099,647) $ (441,608,420) Operating $ (196,946,533) $ (197,025,235) $ (238,961,750) $ (176,653,167) Non-Recurring $ (169,807,318) $ (174,088,085) $ (262,137,897) $ (264,955,253) $ - $ - $ - $ ALL FUNDS 159 - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Fund Transfers Out Fund/Function/Transfer GENERAL FUND FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED REVISED FORECAST ADOPTED $ 287,111,445 $ 291,344,327 $ 421,423,912 $ 246,245,295 $ 195,770,924 $ 195,784,791 $ 237,784,791 $ 175,477,673 167,621,162 167,621,162 167,621,162 170,497,876 30,000 30,000 30,000 30,000 4,949,797 4,949,797 46,949,797 4,949,797 23,000,000 23,000,000 23,000,000 - 169,965 169,965 169,965 - County Attorney Rico (213) - Vehicle Transfer 7,450 7,450 - Air Quality Fee (504) - Vehicle Transfer 6,417 6,417 Operating 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 $ - 91,340,521 $ 95,559,536 $ 183,639,121 $ 70,767,622 General Fund Cap Improvement Fund (445) 10,316,978 10,316,978 108,016,978 61,147,207 County Manager Risk Fund (676) 13,000,000 13,000,000 3,379,585 9,620,415 Inmate Servcies Fund (252) - prior year payroll discrepa 14,743,225 15,015,259 15,015,259 - Detention Fund (255) - prior year payroll discrecpancy 11,137,945 15,084,926 15,084,926 - CDBG Fund (217) - East Side Food Bank 306,000 306,000 306,000 - Technology Cap Improvement Fund (460) 41,836,373 41,836,373 41,836,373 - OTHER SPECIAL REVENUE $ 49,061,978 $ 49,161,201 $ 49,098,732 $ Operating $ 1,175,609 $ 1,233,926 $ 1,176,960 $ 1,175,494 Non-Recurring $ 47,886,369 $ 47,927,275 $ 47,921,772 $ 70,093,137 232 - TRANSPORTATION OPERATIONS $ 28,411,419 $ 28,411,419 $ 28,411,416 $ 48,134,797 Non-Recurring $ 28,411,419 $ 28,411,419 $ 28,411,416 $ 48,134,797 28,411,419 28,411,419 28,411,416 48,134,797 Transportation Capital Fund (234) 71,268,631 239 - PARKS SOUVENIR $ 35,050 $ 75,050 $ 35,050 $ 35,050 Operating Park s Enhancement Fund (241) $ 35,050 $ 35,050 75,050 $ 75,050 35,050 $ 35,050 35,050 35,050 241 - PARKS ENHANCEMENT FUND $ 125,000 $ 125,000 $ 125,000 $ - Non-Recurring Intergovernmental Capital Projects Fund (422) $ 125,000 $ 125,000 125,000 $ 125,000 125,000 $ 125,000 - 255 - DETENTION OPERATIONS $ 19,349,950 $ 19,349,950 $ 19,349,950 $ 21,958,340 Non-Recurring Detention Capital Projects fund (455) Detention Tech Cap Improvement (461) $ 19,349,950 $ 16,000,000 3,349,950 19,349,950 $ 16,000,000 3,349,950 19,349,950 $ 16,000,000 3,349,950 21,958,340 21,958,340 Non-Recurring $ - $ - $ - $ - 506 - ENVIRONMTL SVCS ENV HEALTH $ - $ 36,757 $ 36,757 $ - Operating $ - $ 1,351 $ 1,351 $ - General Fund (100) - Vehicle Transfer - 1,351 1,351 - Non-Recurring Air Quality Fee Fund (504) - Vehicle Transfer $ - $ - 35,406 $ 35,406 35,406 $ 35,406 - 572 - ANIMAL CONTROL LICENSE SHELTER $ 1,034,031 $ 1,034,031 $ 1,034,030 $ 1,033,926 Operating $ 1,034,031 $ 1,034,031 $ 1,034,030 $ 1,034,031 1,034,031 County Improvement Debt 2 Fund (321) 160 10,340,310 1,033,926 1,033,926 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED REVISED FORECAST ADOPTED 574 - ANIMAL CONTROL FIELD OPERATION $ 106,528 $ 106,528 $ 106,528 $ 106,518 Operating $ 106,528 $ 106,528 $ 106,528 $ 106,518 106,528 106,528 106,528 106,518 County Improvement Debt 2 Fund (321) 580 - SOLID WASTE MANAGEMENT $ - $ 5,500 $ - $ - Non-Recurring Transportation Operations (232) - Vehicle Transfer $ - $ - 5,500 $ 5,500 - $ - - 988 - PUBLIC WORKS FLOOD CONTROL $ - $ 16,966 $ - $ - Operating Solid Waste (580) - Vehicle Transfer $ - $ - 16,966 $ 16,966 - $ - - CAPITAL PROJECTS $ 30,580,428 $ 30,580,428 $ 30,577,004 $ 124,094,494 Non-Recurring $ 30,580,428 $ 30,580,428 $ 30,577,004 $ 124,094,494 422 - INTERGOVERNMENTAL CAP PROJ $ 2,442,052 $ 2,442,052 $ 2,438,628 $ 13,500 Non-Recurring $ 2,442,052 $ 2,442,052 $ 2,438,628 $ 13,500 Animal Control License Shelter (572) General Fund Cap Improvement (445) Solid Waste Fund (580) - - - 13,500 2,276,277 2,276,277 2,272,853 - 165,775 165,775 165,775 - 445 - GENERAL FUND CTY IMPROV $ 22,438,376 $ 22,438,376 $ 22,438,376 $ 97,416,103 Non-Recurring $ 22,438,376 $ 22,438,376 $ 22,438,376 $ 97,416,103 Technology Capital Improvement (460) County Improvement Debt Fund (320) County Improvement Debt 2 Fund (321) 455 - DETENTION CAPITAL PROJECTS $ Non-Recurring $ Detention Tech Cap Improvement (461) INTERNAL SERVICE Operating - - - 67,308,317 16,174,955 16,174,955 16,174,955 20,515,000 6,263,421 6,263,421 6,263,421 9,592,786 5,700,000 $ 5,700,000 $ 5,700,000 $ 26,664,891 5,700,000 $ 5,700,000 $ 5,700,000 $ 26,664,891 5,700,000 5,700,000 5,700,000 26,664,891 $ - $ 27,364 $ - $ - $ - $ 6,518 $ - $ - Non-Recurring $ - $ 20,846 $ - $ - 675 - RISK MANAGEMENT $ - $ 6,518 $ - $ - Operating $ - $ 6,518 $ - $ - - - 681 - TELECOMMUNICATIONS Solid Waste (580) - Vehicle Transfer $ - $ 20,846 $ - $ - Non-Recurring $ - $ 20,846 $ - $ - $ 366,753,851 $ Solid Waste (580) - Vehicle Transfer TOTAL BEFORE ELIMINATIONS - 6,518 20,846 510,813,320 $ 501,099,647 $ 441,608,420 Operating $ 196,946,533 $ 235,725,235 $ 238,961,751 $ 176,653,167 Non-Recurring $ 169,807,318 $ 275,088,085 $ 262,137,897 $ 264,955,253 ELIMINATIONS $ (366,753,851) $ (510,813,320) $ (501,099,647) $ (441,608,420) Operating $ (196,946,533) $ (235,725,235) $ (238,961,750) $ (176,653,167) Non-Recurring $ (169,807,318) $ (275,088,085) $ (262,137,897) $ (264,955,253) $ - $ ALL FUNDS 161 - $ - $ - Maricopa County Annual Business Strategies FY 2013 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 2011 FY 2012 FY 2012 FY 2012 FY 2013 ACTUAL ADOPTED REVISED FORECAST ADOPTED Fund Transfers (see Schedule) Operating $ Non-Recurring Internal Service Charges Totals (180,463,254) $ (196,946,533) $ (197,025,235) $ (238,961,750) $ (176,653,167) (412,547,713) (169,807,318) (174,088,085) (262,137,897) (264,955,253) $ (593,010,967) $ (366,753,851) $ (371,113,320) $ (501,099,647) $ (441,608,420) $ (139,567,488) $ (145,892,791) $ (150,861,233) $ (150,127,205) $ (157,712,674) $ (732,578,455) $ (512,646,642) $ (521,974,553) $ (651,226,852) $ (599,321,094) Personnel Year-over-year, the total number of positions in FY 2013 is decreasing by 2.3% or 315.8 Full-time Equivalent (FTE) positions over the FY 2012 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 departments of either 5% or more or 10 FTE’s or more are discussed below. The department section of this document also discusses specific variances at the department level. Clerk of the Board (060) The Clerk of the Board added a contract Records Coordinator to assist with transition during FY 2012 due to staff retirements. The position will be not be funded in FY 2013. Adult Probation (110) The Detention Fund will support 29.5 FTE more positions in FY 2013 due to the addition of 17.0 FTE to address ongoing caseload growth in Prison Re-Entry, Pretrial Electronic Monitoring, Pretrial Standard, Pretrial Bail/Bond, and Pretrial Drug Court programs, a transfer of 15.0 FTE from the Adult Probation Grant Fund due to declining grant revenue and the inactivation of five half-time contract positions that had been assigned to the Fugitive Apprehension Activity. County Manager (200) The department eliminated one Media Specialist position that had been vacant since FY 2011 and was no longer needed. An additional decrease in staffing can be attributed to the retirement of the Risk Management Consultant in FY 2012. The position will not be filled. Human Services (220) The staffing is reduced by 16.49 FTE’s in anticipation of a reduction in grant awards for FY 2013. 162 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Juvenile Probation (270) A 9.4% decline in Juvenile Probation Special Fee revenue resulted in the deletion of 7.0 FTE vacant General Fund positions that had been allocated-out to the Fee Fund. A continuing decline in the number of youth detainees allowed the department to delete 15.0 FTE vacant positions from the Detention Fund. Business Strategies and Health Care Programs (390) The department staffing is decreasing as a result of inactivating 5.0 FTE’s, unclassified contract positions, based on available grant funds. Further staffing changes may be required based on actual grant awards received in FY 2013. Integrated Criminal Justice Information System (420) As part of the priorities set forth by the ICJIS oversight committee, the department eliminated the Project Manager position to fully fund the IT Manager and IT Consultant positions. Non Departmental (470) The General Government Director position will be eliminated in FY 2013. Public Advocate (570) Six FTE were shifted from other Public Defense System departments to Public Advocate in order to minimize conflicts in capital post-conviction relief cases since Public Advocate attorneys are not currently assigned to provide representation in capital cases. Transportation (640) The Public Works constellation services reorganized in May 2012 such that many of the function performed by the constellation will be performed by the individual departments. Most impacted are Flood Control and Transportation. Procurement, Human Resources, Facilities, Records and Customer Service will be provided within their own departments. Real Estate Services and Geographic Information Services (GIS) will be provided by Flood Control to Transportation and the associated positions moved from Transportation to Flood Control. Waste Management and Recycling (670) Waste Resources and Recycling is decreasing by 2 FTE’s due to efficiencies gained at the Transfer Stations through reorganization. Facilities Management (700) Facilities Management is in the midst of a significant re-organization through which the Department has created positions at an appropriate level for current needs. There are several instances of positions existing in the FY 2012 Revised scenario that will be inactivated for FY 2013. Due to timing, the variance looks greater than the end result which is 6 additional FTEs than the FY 2012 Adopted scenario due to the new responsibility of Large Capital Projects oversight which is now a part of Facilities Management. Public Works (910) The Public Works constellation services reorganized in May 2012 such that many of the function performed by the constellation will be performed by the individual departments. Most impacted are Flood Control and Transportation. Procurement, Human Resources, Facilities, Records and Customer Service will be provided within their own departments. All of the positions in Public Works – Flood Control have been budgeted for in the Flood Control District. 163 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund DEPARTMENT/FUND 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 213 COUNTY ATTORNEY RICO 219 COUNTY ATTORNEY GRANTS 220 DIVERSION 221 COUNTY ATTORNEY FILL THE GAP 266 CHECK ENFORCEMENT PROGRAM 267 CRIM JUSTICE ENHANCEMENT Department Total FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 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 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 3.00 3.00 3.00 3.00 - 0.0% 0.0% 10.50 10.50 12.00 12.00 13.00 13.00 12.00 12.00 12.00 12.00 (1.00) (1.00) (7.7%) (7.7% ) 973.00 3.00 88.50 1,064.50 922.00 1.50 68.00 80.00 1,071.50 865.00 1.50 62.50 127.50 1,056.50 865.00 1.50 47.50 142.50 1,056.50 864.50 1.50 47.50 157.00 1,070.50 (.50) (15.00) 29.50 14.00 (0.1%) 0.0% (24.0%) 23.1% 1.3% 323.45 323.45 329.46 329.46 331.94 331.94 330.91 330.91 323.91 323.91 (8.04) (8.04) (2.4%) (2.4% ) 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 7.50 12.50 2.00 4.00 7.50 13.50 2.00 4.00 7.50 13.50 2.00 4.00 7.50 13.50 2.00 4.00 7.50 13.50 - 0.0% 0.0% 0.0% 0.0% 556.00 25.00 2.00 5.00 47.00 45.00 680.00 548.00 27.00 2.00 5.00 47.00 45.00 674.00 543.00 27.00 2.00 4.00 47.00 46.00 669.00 549.00 27.00 2.00 5.00 47.00 46.00 676.00 545.00 27.00 2.00 4.00 47.00 46.00 671.00 2.00 2.00 0.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.3% 41.00 41.00 43.00 43.00 43.75 43.75 44.75 44.75 43.75 43.75 - 0.0% 0.0% 801.50 65.00 6.00 28.00 8.00 26.00 934.50 778.00 62.00 19.00 30.00 8.00 21.00 918.00 769.00 1.00 74.00 37.00 36.50 9.00 24.00 950.50 769.00 1.00 68.00 37.00 36.50 9.00 24.00 944.50 769.00 1.00 68.00 37.00 36.50 9.00 24.00 944.50 (6.00) (6.00) 0.0% 0.0% (8.1%) 0.0% 0.0% 0.0% 0.0% (0.6% ) 164 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) DEPARTMENT/FUND 200 COUNTY MANAGER 100 GENERAL 249 NON DEPARTMENTAL GRANT 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 290 MEDICAL EXAMINER 100 GENERAL Department Total 300 PARKS AND RECREATION 100 GENERAL 225 SPUR CROSS RANCH CONSERVATION 239 PARKS SOUVENIR 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND Department Total 310 HUMAN RESOURCES 100 GENERAL 255 DETENTION OPERATIONS Department Total 340 PUBLIC FIDUCIARY 100 GENERAL Department Total 360 RECORDER 100 GENERAL 236 RECORDERS SURCHARGE Department Total FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 24.80 1.00 25.80 26.00 1.00 1.00 28.00 28.00 28.00 26.00 1.00 1.00 28.00 25.00 1.00 26.00 (3.00) 1.00 (2.00) (10.7%) N/A N/A (7.1% ) 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 52.00 52.00 (2.00) (2.00) (3.7%) (3.7% ) 7.00 390.00 397.00 8.00 370.00 7.00 385.00 8.50 375.49 7.00 390.99 8.50 390.49 7.00 405.99 6.00 366.00 8.00 380.00 (2.50) (9.49) 1.00 (10.99) (29.4%) (2.5%) 14.3% (2.8% ) 17.00 17.00 17.00 17.00 19.00 19.00 19.00 19.00 19.00 19.00 - 0.0% 0.0% 303.03 2.00 305.03 330.03 3.00 333.03 336.03 3.00 339.03 329.03 3.00 1.00 333.03 332.03 3.00 335.03 (4.00) (4.00) (1.2%) 0.0% N/A (1.2% ) 35.00 35.00 35.00 35.00 35.00 35.00 35.00 35.00 36.00 36.00 1.00 1.00 2.9% 2.9% 17.00 435.50 452.50 16.00 446.50 462.50 16.00 453.75 469.75 16.00 453.75 469.75 16.00 457.75 473.75 4.00 4.00 0.0% 0.9% 0.9% 281.00 61.00 405.10 5.00 752.10 278.00 59.00 392.10 4.00 733.10 279.00 59.00 390.10 4.00 732.10 279.00 60.00 386.10 4.00 729.10 272.00 60.00 372.10 4.00 708.10 (7.00) 1.00 (18.00) (24.00) (2.5%) 1.7% (4.6%) 0.0% (3.3% ) 77.00 77.00 78.40 78.40 85.40 85.40 82.35 82.35 86.35 86.35 .95 .95 1.1% 1.1% 3.00 3.00 17.00 62.00 85.00 3.00 3.00 18.00 62.00 86.00 3.00 2.00 20.00 62.00 87.00 3.00 2.00 18.00 63.00 86.00 3.00 1.00 1.00 17.00 62.00 84.00 (1.00) 1.00 (3.00) (3.00) 0.0% (50.0%) N/A (15.0%) 0.0% (3.4% ) 121.50 1.00 122.50 117.50 1.00 118.50 113.50 1.00 114.50 117.50 1.00 118.50 115.50 115.50 2.00 (1.00) 1.00 1.8% (100.0%) 0.9% 33.30 33.30 41.30 41.30 41.30 41.30 41.30 41.30 41.30 41.30 - 0.0% 0.0% 36.00 27.00 63.00 36.00 27.00 63.00 36.00 27.00 63.00 36.00 27.00 63.00 35.00 27.00 62.00 (1.00) (1.00) (2.8%) 0.0% (1.6% ) 165 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) DEPARTMENT/FUND 370 EDUCATION SERVICE 100 GENERAL 255 DETENTION OPERATIONS 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 615 WELLNESS 618 BENEFIT ADMINISTRATION Department Total 410 ENTERPRISE TECHNOLOGY 100 GENERAL 681 TELECOMMUNICATIONS Department Total 420 INTEGRATED CRIM JUSTICE INFO 255 DETENTION OPERATIONS Department Total 430 TREASURER 100 GENERAL Department Total 440 PLANNING AND DEVELOPMENT 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 FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 25.00 1.00 5.50 15.00 46.50 22.00 1.00 17.50 1.00 18.80 60.30 24.00 1.00 65.80 1.00 17.40 109.20 20.00 1.00 62.00 1.00 19.00 103.00 21.00 12.00 1.00 58.00 2.00 17.00 111.00 (3.00) 12.00 (7.80) 1.00 (.40) 1.80 (12.5%) N/A 0.0% (11.9%) 100.0% (2.3%) 1.6% 4.00 9.00 20.15 33.15 7.00 12.00 19.00 38.00 6.00 15.00 22.00 43.00 7.00 12.00 22.00 41.00 6.00 10.00 2.00 20.00 38.00 (5.00) 2.00 (2.00) (5.00) 0.0% (33.3%) N/A (9.1%) (11.6% ) 71.40 40.00 111.40 88.71 44.00 132.71 110.00 51.00 161.00 112.00 52.00 164.00 114.33 51.00 165.33 4.33 4.33 3.9% 0.0% 2.7% 4.00 4.00 4.00 4.00 6.00 6.00 6.00 6.00 5.00 5.00 (1.00) (1.00) (16.7%) (16.7% ) 49.00 49.00 52.00 52.00 53.00 53.00 52.00 52.00 55.00 55.00 2.00 2.00 3.8% 3.8% 104.00 104.00 110.00 110.00 109.25 109.25 109.25 109.25 113.25 113.25 4.00 4.00 3.7% 3.7% 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 10.00 10.00 10.00 10.00 9.00 9.00 (1.00) (1.00) (10.0%) (10.0% ) 26.80 26.80 28.80 28.80 31.80 31.80 31.80 31.80 30.80 30.80 (1.00) (1.00) (3.1%) (3.1% ) 919.00 18.00 95.00 2,543.00 3,575.00 971.00 29.00 95.00 2,462.00 3,557.00 1,080.48 29.00 88.00 2,377.48 3,574.95 1,079.00 29.00 88.00 2,373.00 3,569.00 1,046.00 29.00 112.00 2,385.00 3,572.00 (34.48) 24.00 7.53 (2.95) (3.2%) 0.0% 27.3% 0.3% (0.1% ) 402.48 4.00 4.00 9.00 419.48 392.48 3.00 4.00 10.00 409.48 389.48 3.00 4.00 10.00 406.48 388.48 3.00 4.00 10.00 405.48 388.48 3.00 4.00 10.00 405.48 (1.00) (1.00) (0.3%) 0.0% 0.0% 0.0% (0.2% ) 115.00 115.00 114.00 114.00 116.00 116.00 116.00 116.00 113.00 113.00 (3.00) (3.00) (2.6%) (2.6% ) 95.50 95.50 95.50 95.50 95.50 95.50 95.50 95.50 93.50 93.50 (2.00) (2.00) (2.1%) (2.1% ) 166 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) DEPARTMENT/FUND 560 CONTRACT COUNSEL 100 GENERAL Department Total 570 PUBLIC ADVOCATE 100 GENERAL Department Total 640 TRANSPORTATION 223 TRANSPORTATION GRANTS 232 TRANSPORTATION OPERATIONS Department Total 670 WASTE RESOURCES AND RECYCLING 100 GENERAL 290 WASTE TIRE 580 SOLID WASTE MANAGEMENT Department Total 700 FACILITIES MANAGEMENT 100 GENERAL 255 DETENTION OPERATIONS Department Total 730 PROCUREMENT SERVICES 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 506 ENVIRONMTL SVCS ENV HEALTH Department Total 910 PUBLIC WORKS 988 PUBLIC WORKS FLOOD CONTROL Department Total COUNTY FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED TO ADOPTED VARIANCE VAR % 25.00 25.00 26.00 26.00 28.00 28.00 29.00 29.00 28.00 28.00 - 0.0% 0.0% 54.45 54.45 60.45 60.45 62.45 62.45 60.45 60.45 68.45 68.45 6.00 6.00 9.6% 9.6% 1.00 509.00 510.00 1.00 489.00 490.00 1.00 487.00 488.00 482.50 482.50 1.00 415.50 416.50 (71.50) (71.50) 0.0% (14.7%) (14.7% ) 12.50 18.00 30.50 10.50 18.00 28.50 2.00 28.00 30.00 2.00 27.00 29.00 26.00 2.00 28.00 26.00 (28.00) (2.00) N/A 0.0% (100.0%) (6.7% ) 106.00 31.00 137.00 119.00 30.00 149.00 135.00 30.00 165.00 128.00 30.00 158.00 125.00 30.00 155.00 (10.00) (10.00) (7.4%) 0.0% (6.1% ) 25.00 9.00 34.00 25.00 9.00 34.00 29.00 9.00 38.00 29.00 8.00 37.00 30.00 9.00 39.00 1.00 1.00 3.4% 0.0% 2.6% 53.00 53.00 52.00 52.00 54.00 54.00 54.00 54.00 54.00 54.00 - 0.0% 0.0% 23.00 23.00 23.00 23.00 27.00 27.00 28.00 28.00 26.00 26.00 (1.00) (1.00) (3.7%) (3.7% ) 110.00 6.00 52.00 168.00 111.00 6.00 52.00 169.00 111.00 7.00 52.00 170.00 111.00 7.00 52.00 170.00 109.00 7.00 49.00 165.00 (2.00) (3.00) (5.00) (1.8%) 0.0% (5.8%) (2.9% ) 1,099.60 4.00 25.80 32.00 1,161.40 1,103.50 7.00 23.00 32.00 1,165.50 1,135.00 8.00 24.00 32.00 1,199.00 1,130.00 8.00 23.00 32.00 1,193.00 1,140.00 8.00 23.00 32.00 1,203.00 5.00 (1.00) 4.00 0.4% 0.0% (4.2%) 0.0% 0.3% 22.00 158.25 180.25 24.60 118.00 142.60 21.60 121.50 143.10 14.60 127.50 142.10 21.60 119.00 140.60 (2.50) (2.50) 0.0% (2.1%) (1.7% ) 127.25 51.00 398.50 576.75 131.25 53.00 429.75 614.00 128.75 57.00 413.30 599.05 132.65 58.00 406.50 597.15 131.15 63.00 408.00 602.15 2.40 6.00 (5.30) 3.10 1.9% 10.5% (1.3%) 0.5% 44.00 232.00 276.00 44.00 240.00 284.00 45.00 241.00 286.00 45.00 241.00 286.00 45.00 241.00 286.00 - 0.0% 0.0% 0.0% 189.75 189.75 13,532.36 192.00 192.00 13,576.88 194.00 194.00 13,784.79 191.00 191.00 13,751.15 13,468.99 (194.00) (194.00) (315.80) (100.0%) (100.0% ) (2.3% ) 167 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title MARKET RANGE TITLE Accountant Accounting Manager – Treasurer Accounting Specialist Admin & Operations Mgr 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 Air Instrument Technician Air Instrument Technician Supervisor Air Quality Division Manager Air Quality Enforcement Specialist Air Quality Operations Supervisor Air Quality Planner Air Quality Planning Supervisor Air Quality Policy Advisor Air Quality Specialist Air Quality Specialist Supervisor 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 Mgr Attorney - General Counsel Attorney - Senior Attorney - Senior Associate Attorney - Senior Counsel Attorney - Senior Law Researcher Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Attorney Manager Attorney Supervisor Auditor Appraiser Auditor Appraiser Supervisor Bailiff Bd of Supvr's Chief of Staff Benefits Specialist - County BOS Press Secretary Budget Administrator Budget Analyst Budget Pol/Compl Cnsltnt-Cnty FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 45.00 51.00 45.00 46.00 40.00 (5.00) (11.1%) 1.00 1.00 1.00 0.0% 90.00 89.50 86.00 86.50 82.50 (3.50) (4.1%) 33.00 4.00 2.00 3.00 3.00 1.00 50.0% 2.00 N/A 1.00 N/A 178.29 184.60 185.00 185.50 184.50 (.50) (0.3%) 28.00 2.00 1.00 1.00 1.00 N/A 2.00 N/A 19.00 16.00 12.00 14.00 14.00 2.00 16.7% 3.00 1.00 N/A 54.00 54.00 51.00 52.00 50.00 (1.00) (2.0%) 83.00 71.00 55.00 62.00 60.00 5.00 9.1% 24.00 17.00 13.00 12.00 12.00 (1.00) (7.7%) 12.00 13.00 13.00 13.00 13.00 0.0% 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 (1.00) (100.0%) 6.00 6.00 6.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 40.00 40.00 40.00 0.0% 6.00 6.00 6.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 40.00 40.00 41.00 41.00 41.00 0.0% 39.00 39.00 38.00 38.00 35.00 (3.00) (7.9%) 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 12.00 13.00 12.00 12.00 12.00 0.0% 11.00 9.00 12.00 11.00 9.00 (3.00) (25.0%) 9.00 9.00 13.00 13.00 13.00 0.0% 108.00 108.00 101.96 103.00 99.00 (2.96) (2.9%) 6.00 6.00 6.00 6.00 6.00 0.0% 13.96 13.96 11.48 11.48 11.48 0.0% 20.00 18.00 19.00 19.00 19.00 0.0% 5.00 5.00 16.00 14.00 16.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 1.00 (1.00) (50.0%) 537.29 691.43 685.43 686.43 (5.00) (0.7%) 243.50 N/A 5.00 5.00 5.00 0.0% 4.00 N/A 173.79 N/A 132.00 N/A 14.00 18.00 13.00 13.00 13.00 0.0% 4.00 4.00 4.00 4.00 0.0% 48.00 40.00 N/A 38.50 43.50 N/A 11.00 10.00 N/A 44.14 45.14 N/A 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 114.00 114.00 116.00 115.00 116.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% .15 N/A 1.00 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 12.00 13.00 12.00 12.00 11.00 (1.00) (8.3%) 1.00 N/A 168 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Budget Supervisor Business/Systems Analyst Business/Systems Analyst-Sr/Ld Call Center Supervisor Call Ctr Representative Call Ctr Representative - Lead CAMA Manager CASA Coordinator Chaplain Chemical Applicatns Tech Chemist Chemist Supervisor Chief Appraiser - Assessor Chief Deputy - Assessor Chief Deputy - Clk of Crt Chief Deputy - County Attorney Chief Deputy - Recorder Chief Deputy - Schools Chief Deputy - Sheriff Chief Deputy - Treasurer Chief Medical Examiner Chief Technology Officer Chief Veterinarian Claims Adjuster 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 Community Justice Coordinator Compensation Analyst Compensation Supervisor Computer Forensic Specialist Computer Operator Computer Operator - Sr/Ld Conference Officer Construction Maintenance Supv Consultant Correctional Health Legal Liaison Counseling Supervisor Counselor County Attorney Special Assistant County Manager County Mgr's Chief of Staff Court Commissioner Court Conciliator Court Interpreter Court Interpreter Manager Court Interpreter Supervisor Court Probate Investigator Court Reporter Court Reporter Manager Courtroom Clerk Courtroom Services Supervisor FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 4.00 3.00 3.00 3.00 3.00 0.0% 24.00 23.00 30.00 27.00 27.00 (3.00) (10.0%) 20.00 20.00 1.00 5.3% 15.00 18.00 19.00 2.00 2.00 (2.00) (100.0%) 22.00 22.00 18.00 18.00 22.00 4.00 22.2% 4.00 (4.00) (100.0%) 4.00 N/A 1.00 1.00 5.00 5.00 5.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 30.00 30.00 32.00 32.00 27.00 (5.00) (15.6%) 8.00 8.00 0.0% 8.00 8.00 8.00 1.00 1.00 1.00 1.00 1.00 0.0% 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 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 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 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 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 5.00 4.00 4.00 4.00 5.00 1.00 25.0% 3.00 3.00 3.00 3.00 3.00 0.0% 19.00 21.00 21.00 21.00 21.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 24.00 24.00 24.00 24.00 22.00 (2.00) (8.3%) 5.00 5.00 4.00 4.00 3.00 (1.00) (25.0%) 1.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 2.00 (1.00) (33.3%) 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 0.0% 2.80 2.80 2.80 2.80 2.80 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 13.00 13.00 13.00 13.00 13.00 0.0% 5.00 5.00 4.00 4.00 4.00 0.0% 13.00 13.00 14.00 13.00 13.00 (1.00) (7.1%) 12.00 11.00 10.00 10.00 9.00 (1.00) (10.0%) 2.00 3.00 2.49 2.49 3.75 1.26 50.6% 1.00 (1.00) (100.0%) 8.00 3.00 3.00 4.00 3.00 0.0% 77.50 39.00 25.00 25.00 36.00 11.00 44.0% 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 1.00 0.0% 58.00 59.00 59.00 59.00 59.00 0.0% 11.00 11.00 4.00 (7.00) (63.6%) 32.10 32.00 33.00 33.00 33.00 0.0% 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 0.0% 4.00 4.00 3.00 7.00 7.00 (7.00) (100.0%) 51.50 51.50 0.0% 56.50 51.50 51.50 1.00 1.00 1.00 1.00 0.0% 218.50 214.50 210.50 214.50 213.50 3.00 1.4% 17.00 16.00 17.00 16.00 0.0% 169 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 Department Facilities Planner Deputy Administrator - BOS Deputy Constable Deputy County Manager Deputy Director Deputy Director - Air Quality Deputy Director - Animal Care & Control Deputy Director - Budget Deputy Director - Clerk of the Board Deputy Director - Clerk of the Court Deputy Director - Elections Deputy Director - Environmental Services Deputy Director - Facilities Management Deputy Director - Finance Deputy Director – Human Resources Deputy Director - Human Services Deputy Director - Justice Courts Deputy Director - Legal Defense Deputy Director - Materials Management Deputy Director - OET/Adv Svcs Deputy Director - OET/Infrastr Deputy Director - Plng & Devel Deputy Director - Probation Deputy Director - Public Health Deputy Director - Public Works Deputy Director - Risk Mgmt Deputy Director - Superior Court 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 - Correctional Health Director - Elections Director - Emergency Mgt Director - Environmental Svcs Director - Equipment Services Director - Facilities Mgt FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 16.00 16.00 16.00 16.00 11.00 (5.00) (31.3%) 19.00 19.00 22.50 22.00 23.00 .50 2.2% 8.00 8.00 8.00 8.00 8.00 0.0% 3.00 6.00 6.00 6.00 6.00 0.0% 2.00 3.00 3.00 3.00 4.00 1.00 33.3% 2.00 3.00 2.00 2.00 2.00 0.0% 15.00 17.26 20.00 21.00 18.33 (1.67) (8.4%) 5.00 5.00 4.00 4.00 4.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.50 1.50 1.50 1.50 1.50 0.0% 2.00 2.00 3.00 2.00 2.00 (1.00) (33.3%) 5.00 5.00 5.00 5.00 5.00 0.0% 8.00 (8.00) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 41.00 39.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 4.00 2.00 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% 1.00 1.00 1.00 0.0% N/A 1.00 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 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% 2.00 2.00 2.00 0.0% 1.50 7.50 7.50 7.50 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% 4.00 4.00 4.00 0.0% 25.00 25.00 25.00 25.00 25.00 0.0% 1,743.00 1,848.00 1,888.48 1,886.00 1,887.00 (1.48) (0.1%) 265.10 259.10 251.10 248.10 240.10 (11.00) (4.4%) 11.00 11.00 11.00 11.00 11.00 0.0% 64.00 65.00 65.00 65.00 65.00 0.0% 201.00 201.00 202.00 202.00 202.00 0.0% 28.00 29.00 32.00 30.00 24.00 (8.00) (25.0%) 6.00 8.00 8.00 8.00 7.00 (1.00) (12.5%) 112.00 111.00 107.00 106.93 104.93 (2.08) (1.9%) 18.70 20.20 22.10 21.60 21.35 (.75) (3.4%) 3.00 4.00 3.00 3.00 3.00 0.0% 4.00 3.00 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 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 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 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% 170 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Director - Finance Director - General Government Director - Geographic Information Systems Director - Govt Relations Director - Human Resources Director - Human Services Director - Internal Audit Director - Justice Courts Director - Legal Defense Director - Litigation Director - Materials Mgt Director - Medical Examiner Director - Parks & Recreation Director - Probation Director - Public Defense Services 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 Service Assistant Superintendent Education Service Peer Evaluator Education Svc Program Coord Educator Educator - Detention Educator Assistant Educator Bachelor's Educator Coordinator Educator Supervisor - Detention Elected Electrician Electronic Technician Emergency Communication Mgr Emergency Dispatch Supervisor Emergency Dispatcher Emergency Operator Emergency Services Planner Emergency Services Planning Supervisor Employee Records Specialist Employee Records Supervisor Employee Relations Analyst-Cty Engineer Engineering Associate Engineering Manager Engineering Specialist Engineering Supervisor Engineering Technician Enterprise Architect Environmental Enforcement Spec Environmental Services Division Manager Environmental Services Operations Supervisor Environmental Spclst Supv Environmental Specialist Epidemiologist Epidemiology Manager Epidemiology Supervisor FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 0.0% 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 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 5.00 5.00 4.00 4.00 4.00 0.0% 2.00 N/A 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% 2.00 2.00 2.00 2.00 2.00 0.0% 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 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 N/A 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 N/A 29.00 29.00 29.00 29.00 29.00 0.0% 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 34.00 34.00 34.00 0.0% 2.00 8.00 6.00 7.00 (1.00) (12.5%) 48.00 42.00 45.00 46.50 46.50 1.50 3.3% 25.00 25.00 25.00 25.00 25.00 0.0% 58.00 53.00 53.00 53.00 53.00 0.0% 42.00 43.00 43.00 42.50 41.00 (2.00) (4.7%) 35.00 36.00 40.00 40.00 40.00 0.0% 1.00 3.00 3.00 2.00 (1.00) (33.3%) 37.00 37.00 37.00 37.00 38.00 1.00 2.7% 11.00 12.00 12.00 12.00 12.00 0.0% 9.00 10.00 10.00 10.00 10.00 0.0% 1.00 (1.00) (100.0%) 4.00 4.00 4.00 4.00 4.00 0.0% 29.00 29.00 29.00 29.00 29.00 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% 6.50 9.50 8.50 8.50 8.50 0.0% 2.00 2.00 2.00 0.0% 4.00 4.00 3.00 4.00 4.00 1.00 33.3% 1.00 (1.00) (100.0%) 6.00 4.00 4.00 4.00 4.00 0.0% 71.75 70.00 71.00 72.00 36.00 (35.00) (49.3%) 60.00 56.00 57.00 57.00 39.00 (18.00) (31.6%) 7.00 7.00 5.00 5.00 5.00 0.0% 23.00 23.00 23.00 23.00 19.00 (4.00) (17.4%) 19.00 20.00 21.00 21.00 12.00 (9.00) (42.9%) 38.00 38.00 38.00 37.00 23.00 (15.00) (39.5%) 7.00 6.00 8.00 1.00 14.3% 13.00 10.00 7.00 7.00 7.00 0.0% 3.00 3.00 (3.00) (100.0%) 8.00 8.00 (8.00) (100.0%) 36.00 36.00 29.00 29.00 29.00 0.0% 184.00 170.00 128.00 128.00 128.00 0.0% 10.00 12.40 14.90 15.00 14.50 (.40) (2.7%) 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 171 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Equipment Operator Equipment Svcs Administrator Ergonomist - County Events Operation Manager Executive Assistant Executive Assistant - Elected Official Executive Assistant to Executive Officer Facil Cap Proj & Plng Div Dir Facil Capital Project Div Mgr Facil Capital Project Mgr Facil Capital Project Mgr Sr Facil Contract Service Monitor Facil Lg Capital Project Exec Facil Opts & Maint Div Mgr Facilities Manager - Capital Projects Facilities Planner Facilities Planning Div Mgr Facilities Project Manager Facilities Project Manager Supervisor Field Operations Supervisor Finan Compliance Admin - Cnty Finan/Business Analyst -County Finance Manager Finance Manager - Large Finance Manager - Sheriff Finance Support Supervisor Finance/Business Analyst Financial Manager - County Financial Supervisor - County Financial Supervisor - 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 Guardian/Estate Admin Supv Guardian/Estate Administrator Guardian/Estate Benefits Specialist Health Educator Health Educator Supervisor Health Services Aide Heavy Equipment Operator FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 59.00 59.00 59.00 59.00 54.00 (5.00) (8.5%) 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 N/A 25.00 29.00 21.00 21.00 25.00 4.00 19.0% 3.00 7.00 7.00 4.00 (3.00) (42.9%) 3.00 3.00 2.00 (1.00) (33.3%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 6.00 8.00 4.00 4.00 (4.00) (50.0%) 5.00 5.00 5.00 0.0% 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 1.00 N/A 8.00 6.00 2.00 (6.00) (75.0%) 1.00 1.00 1.00 0.0% 2.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 0.0% 30.00 23.00 25.00 24.00 18.00 (7.00) (28.0%) 1.00 2.00 2.00 2.00 0.0% 14.00 16.00 17.00 16.00 17.00 0.0% 10.00 9.00 10.00 0.0% 10.00 10.00 8.00 (2.00) (20.0%) 1.00 1.00 1.00 0.0% 9.00 9.00 12.00 12.00 11.00 (1.00) (8.3%) 26.00 29.00 32.00 28.00 29.00 (3.00) (9.4%) 6.00 7.00 5.00 5.00 6.00 1.00 20.0% 6.00 3.00 3.00 5.00 5.00 2.00 66.7% 17.00 17.00 N/A 15.00 15.00 16.00 16.00 16.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 15.00 15.00 14.00 14.00 14.00 0.0% 3.00 3.00 3.00 3.00 0.0% 77.00 10.00 10.00 10.00 10.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 17.00 12.00 12.00 12.00 12.00 0.0% 1.00 1.00 1.00 1.00 0.0% .60 .60 .60 .60 0.0% .80 .80 .75 .75 (.05) (6.3%) 1.00 1.00 1.00 1.00 0.0% 9.00 9.00 9.50 9.00 9.00 (.50) (5.3%) 98.00 73.00 79.00 79.00 79.00 0.0% 4.00 4.00 5.00 5.00 5.00 0.0% 88.00 82.00 82.00 82.00 70.00 (12.00) (14.6%) 18.00 17.00 16.00 16.00 6.00 (10.00) (62.5%) 2.00 2.00 2.00 2.00 2.00 0.0% 22.00 23.00 22.50 22.50 21.50 (1.00) (4.4%) 1.00 N/A 1.00 N/A 2.00 3.00 4.00 4.00 4.00 0.0% 20.00 20.60 18.60 20.60 19.60 1.00 5.4% 3.00 3.00 3.00 3.00 0.0% 18.30 24.30 24.30 24.30 24.30 0.0% 2.00 2.00 2.00 0.0% 34.50 35.10 37.10 37.35 35.35 (1.75) (4.7%) 9.00 10.00 10.00 10.00 0.0% 113.60 115.10 109.10 107.10 107.10 (2.00) (1.8%) 39.00 41.00 41.00 41.00 30.00 (11.00) (26.8%) 172 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Help Desk Coordinator Help Desk Coordinator - Sr/Ld HRIS Senior Consultant HST Analyst Human Resources Analyst Human Resources Associate Human Resources Manager Human Resources Manager – Large Human Resources Mngr - County Human Resources Mngr - Courts Human Resources Specialist Human Resources Supervisor Human Resources Supervisor – County Human Resources Support Supv Human Services Program Administrator Indust Dev Auth Exec Director Infection Control Specialist Inspection Division Manager Inspection Supervisor Inspector Intern Internal Audit Manager Internal Audit Supervisor Internal Audit Supervisor – Specialized Internal Auditor Internal Auditor Senior Internal Auditor Senior – Specialized Investigation Commander - MCAO Investigations Supv - Defense Investigations Supv - MCAO Investigations Task Force Commander – 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 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 23.00 22.00 24.00 24.00 24.00 0.0% 8.00 8.00 10.00 10.00 10.00 0.0% 1.00 1.00 (1.00) (100.0%) 1.00 1.00 3.00 3.00 3.00 0.0% 26.00 27.00 38.00 36.00 27.00 (11.00) (28.9%) 10.00 11.00 7.00 7.00 12.00 5.00 71.4% 12.00 11.00 9.00 (3.00) (25.0%) 3.00 3.00 2.00 (1.00) (33.3%) 3.00 3.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 34.00 32.00 34.00 33.00 29.00 (5.00) (14.7%) 14.00 15.00 1.00 1.00 N/A 4.00 5.00 5.00 1.00 25.0% 8.00 6.00 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 3.00 0.0% .75 .75 (.75) (100.0%) 31.00 31.00 32.00 32.00 32.00 0.0% 1.00 (1.00) (100.0%) 10.00 9.00 8.00 8.00 7.00 (1.00) (12.5%) 55.00 51.00 47.00 47.00 34.00 (13.00) (27.7%) 4.00 2.50 2.50 2.50 2.50 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 0.0% 10.00 11.00 4.50 4.50 4.50 0.0% 4.00 4.00 4.00 0.0% 2.50 2.50 2.50 0.0% 1.00 1.00 N/A 4.00 5.00 5.00 5.00 5.00 0.0% 4.00 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 35.00 34.00 N/A 44.00 43.00 43.00 43.00 43.00 0.0% 2.00 3.00 48.00 48.00 48.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 9.00 8.00 13.00 7.00 (1.00) (12.5%) 2.00 3.00 3.00 3.00 3.00 0.0% 9.00 10.00 13.00 13.00 12.00 (1.00) (7.7%) 11.00 10.00 11.00 11.00 10.00 (1.00) (9.1%) 7.40 9.45 11.00 10.00 10.00 (1.00) (9.1%) 10.00 10.00 11.00 10.00 12.00 1.00 9.1% 3.00 3.00 2.00 3.00 3.00 1.00 50.0% 9.00 9.00 7.00 8.00 7.00 0.0% 11.00 11.00 12.00 12.00 12.00 0.0% 152.00 158.00 157.00 157.00 155.00 (2.00) (1.3%) 4.00 4.00 4.00 0.0% 25.00 25.00 25.00 25.00 26.00 1.00 4.0% 13.00 15.00 15.00 15.00 0.0% 887.53 904.53 897.53 891.53 891.03 (6.50) (0.7%) 79.00 78.00 79.00 78.00 81.00 2.00 2.5% 88.00 93.00 94.00 93.00 93.00 (1.00) (1.1%) 22.00 21.00 21.00 20.00 (1.00) (4.8%) 1.00 1.00 1.00 1.00 1.00 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% 6.25 6.25 6.25 6.25 6.25 0.0% 17.00 17.00 22.00 21.00 22.00 0.0% 32.00 30.00 30.00 30.00 30.00 0.0% 173 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Law Enforcement Officer Law Enforcement Sergeant Legal Assistant Legal Assistant Supv Legal Management Assistant Legal Order Server Legal Services Manager Legal Support Specialist Legal Support Supervisor Legislative Analyst Legislative Analyst – County 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 Medical Records Manager Mental Health Director Mental Health Director - Juvenile 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 Supervisor - PW Operations Support Analyst Operations Support Anlst-Sr/Ld FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 621.00 595.00 568.00 569.00 567.00 (1.00) (0.2%) 89.00 89.00 89.00 89.00 89.00 0.0% 159.00 165.00 168.00 168.00 165.00 (3.00) (1.8%) 9.00 13.00 19.00 19.00 18.00 (1.00) (5.3%) 4.00 4.00 4.00 0.0% 11.00 11.00 5.00 11.00 11.00 6.00 120.0% 7.00 8.00 8.00 8.00 0.0% 188.00 185.00 189.00 187.00 189.00 0.0% 51.00 54.00 49.00 50.00 49.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% 1.50 1.50 1.50 1.50 1.50 0.0% 1.00 1.00 N/A 6.00 6.00 6.00 6.00 6.00 0.0% 65.00 66.00 70.00 69.00 69.75 (.25) (0.4%) 75.00 74.00 83.00 86.00 77.00 (6.00) (7.2%) 3.80 5.00 10.00 11.00 8.00 (2.00) (20.0%) 2.00 2.00 2.00 0.0% 43.00 18.00 N/A 11.00 32.00 49.00 49.00 45.00 (4.00) (8.2%) 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 16.00 14.00 16.00 16.00 15.00 (1.00) (6.3%) 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 0.0% 14.00 12.00 13.00 13.00 13.00 0.0% 3.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 17.00 19.00 18.00 18.00 16.00 (2.00) (11.1%) 75.00 77.00 79.50 79.50 79.50 0.0% 1.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 9.00 9.00 11.00 9.00 11.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 (1.00) (100.0%) 35.50 35.00 35.00 37.00 2.00 5.7% 4.00 4.00 4.00 4.00 0.0% 13.00 14.00 13.00 13.00 13.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 21.00 22.00 20.00 20.00 20.00 0.0% 1.00 2.00 2.00 2.00 2.00 0.0% 2.00 3.00 4.00 4.00 4.00 0.0% 103.00 107.00 113.75 113.75 114.50 .75 0.7% 1.00 3.00 1.00 1.00 1.00 0.0% 58.70 64.10 57.10 57.10 64.10 7.00 12.3% 1.00 1.00 1.00 1.00 0.0% 24.00 24.00 27.00 27.00 27.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 4.00 4.00 4.00 0.0% 20.00 20.00 20.00 20.00 19.00 (1.00) (5.0%) 487.75 463.25 439.23 440.35 426.35 (12.88) (2.9%) 358.50 369.50 369.25 366.50 351.50 (17.75) (4.8%) 12.00 12.00 9.00 9.00 7.00 (2.00) (22.2%) 6.00 6.00 6.00 6.00 5.00 (1.00) (16.7%) 3.00 3.00 3.00 3.00 4.00 1.00 33.3% 174 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Operations/Program Manager Operations/Program Supervisor Park Interpretive Ranger Parks Manager Parks Specialist Parks Superintendent Parks Supervisor Parks Supervisor-Lake Pleasant Payroll Specialist - County Payroll/Time & Labor Spec PC/LAN Analyst PC/LAN Tech Support Pharmacist Pharmacy Technician Photographer Physician Pilot Planner Planning Division Manager Planning Supervisor Plans Examiner Plans Examiner Manager Plans Examiner Supervisor Policy and Compliance Consultant Polygraph Examiner Polygraph Examiner Supervisor Presentence Screener Preventive Maintenance Tech 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 Admin Public Works Chief Appraiser Quality Assurance Analyst Quality Assurance Anlyst-Sr/Ld Radiologic Technologist RDSA Ombudsman Real Estate Manager - County Real Property Manager Real Property Specialist Real Property Supervisor FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 47.00 45.00 31.00 33.00 37.00 6.00 19.4% 66.50 50.00 28.00 34.00 43.00 15.00 53.6% 12.00 12.00 12.00 12.00 12.00 0.0% 2.00 2.00 3.00 1.00 50.0% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 0.0% 8.00 8.00 7.00 (1.00) (12.5%) 1.00 1.00 0.0% 6.00 5.00 5.00 5.00 5.00 0.0% 3.00 2.00 2.00 2.00 0.0% 11.00 10.00 13.00 13.00 13.00 0.0% 53.50 55.50 53.50 52.00 52.00 (1.50) (2.8%) 2.00 2.00 3.00 3.40 3.40 .40 13.3% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 13.00 12.75 13.75 13.75 13.00 (.75) (5.5%) 3.00 3.00 3.00 3.00 3.00 0.0% 27.00 24.00 10.00 11.00 15.00 5.00 50.0% 1.00 (1.00) (100.0%) 9.00 11.00 8.00 8.00 7.00 (1.00) (12.5%) 5.00 5.00 5.00 5.00 5.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 4.00 4.00 4.00 0.0% 1.00 (1.00) (100.0%) 51.00 52.00 47.00 47.00 47.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 42.50 48.50 46.50 46.50 46.50 0.0% 16.00 16.00 16.00 16.00 16.00 0.0% 835.00 832.50 834.50 834.50 838.00 3.50 0.4% 117.00 118.00 121.00 121.00 123.00 2.00 1.7% 11.00 11.50 11.50 11.50 11.50 0.0% 2.00 2.00 2.00 2.00 1.00 (1.00) (50.0%) 33.00 33.00 32.00 32.00 29.00 (3.00) (9.4%) 5.00 5.00 5.00 5.00 4.00 (1.00) (20.0%) 2.50 2.00 3.00 3.00 3.00 0.0% 55.50 54.50 53.80 59.50 62.50 8.70 16.2% 1.00 N/A 2.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 47.00 47.00 39.00 39.00 40.00 1.00 2.6% 35.00 36.00 41.00 40.00 41.00 0.0% 2.00 2.00 1.00 1.00 1.00 0.0% 16.00 3.00 2.00 2.00 1.00 (1.00) (50.0%) 3.00 3.00 3.00 3.00 3.00 0.0% 5.00 5.00 5.00 5.00 0.0% 11.50 11.50 11.50 11.50 12.00 .50 4.3% 15.00 15.00 17.00 17.00 19.00 2.00 11.8% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 (1.00) (100.0%) 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.50 3.50 3.50 3.50 3.50 0.0% 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) (100.0%) 12.00 13.00 13.00 13.00 2.00 (11.00) (84.6%) 3.00 3.00 (3.00) (100.0%) 175 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Recruiter Regression Modeler Regression Modeler Supervisor Reprographic Supervisor Reprographic Technician Risk Management Consultant Risk Mgmt Supervisor Road Technician Roadway Operation Division Mgr Safety Representative Schools Program Administrator Schools Program Manager Security Asst Division Mgr Security Division Manager Security Inspector 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 Systems Admin & Analysis Mgr Systems Admin & Analysis Supv Systems/Network Administrator Systems/Network Admin-Sr/Ld 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 Treasurer’s Portfolio Manager Veterinarian Warehouse/Inventory Supervisor Water Instrument Technician Water Instrument Technician Supervisor Web Designer/Developer Web Designer/Developer-Sr/Ld Workforce Development Coordinator Workforce Development Manager Workforce Development Spec Workforce Development Supervisor Workforce Development Trainer FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 4.00 3.00 4.00 4.00 4.00 0.0% 8.00 7.00 6.00 6.00 6.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 5.00 6.00 0.0% 1.00 1.00 1.00 (1.00) (100.0%) 3.50 2.50 2.00 2.50 2.00 0.0% 21.00 21.00 21.00 21.00 21.00 0.0% 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% 2.00 N/A 11.00 16.00 16.00 17.00 1.00 6.3% 1.00 1.00 (1.00) (100.0%) 2.00 2.00 2.00 0.0% 2.00 2.00 1.00 (1.00) (50.0%) 180.50 176.50 194.50 195.50 193.50 (1.00) (0.5%) 7.00 7.00 6.00 6.00 6.00 0.0% 15.00 15.00 15.00 15.00 15.00 0.0% 48.00 48.00 48.00 48.00 48.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 8.00 8.00 8.00 8.00 8.00 0.0% 168.00 166.00 161.00 162.00 171.00 10.00 6.2% 21.00 19.00 21.00 20.00 21.00 0.0% 1.00 1.00 1.00 1.00 (1.00) (100.0%) 1.00 N/A 3.00 8.50 7.50 9.00 .50 5.9% .50 .50 .50 .50 0.0% 95.00 95.00 95.00 95.00 95.00 0.0% 127.00 124.00 122.00 122.00 121.00 (1.00) (0.8%) 3.00 3.00 3.00 3.00 3.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 24.00 22.00 22.00 22.00 23.00 1.00 4.5% 24.00 23.00 23.00 24.00 23.00 0.0% 2.00 2.00 2.00 2.00 (2.00) (100.0%) 6.00 7.00 6.00 6.00 6.00 0.0% 6.00 6.00 6.00 6.00 6.00 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 3.00 3.00 3.00 3.00 0.0% 7.00 7.00 10.00 10.00 10.00 0.0% 10.00 10.00 10.00 10.00 10.00 0.0% 42.00 43.00 45.00 45.00 33.00 (12.00) (26.7%) 1.00 1.00 (1.00) (100.0%) 58.00 62.00 61.00 60.00 60.00 (1.00) (1.6%) 12.00 13.00 13.00 13.00 13.00 0.0% 9.00 9.00 9.00 9.00 9.00 0.0% 26.75 31.80 26.15 33.75 36.75 10.60 40.5% 2.00 2.00 2.00 0.0% 1.00 1.00 2.00 1.00 100.0% 3.00 3.00 3.00 3.00 3.00 0.0% 4.00 5.00 4.00 4.00 (1.00) (20.0%) 4.00 4.00 4.00 4.00 (4.00) (100.0%) 1.00 1.00 (1.00) (100.0%) 13.00 14.00 14.00 14.00 14.00 0.0% 8.00 8.00 8.00 8.00 8.00 0.0% 5.00 (5.00) (100.0%) 4.00 (4.00) (100.0%) 27.00 24.00 26.00 26.00 26.00 0.0% 3.00 (3.00) (100.0%) 7.00 (7.00) (100.0%) 13,532.36 13,576.88 13,784.79 13,751.15 13,468.99 (315.80) (2.3% ) 176 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates Summary Mandates Introduction Approximately 93.1% 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 $148.5 million, the Arizona Health Care Cost Containment System (AHCCCS) of $20.2 million, contributions to the State Department of Health Services for behavioral health (required by the Arnold v. Sarn judgment), which total $43.5 million and $4 million to pay for Sexually Violent Persons at the Arizona State Hospital. All are declining based on volume decreases. The mandated contribution to the State General Fund that had been in place for 5 years will no longer be required in FY 2013. Mandated State Payments FY 2012 FY 2013 154,518,900 $ 148,533,600 -3.87% 46,314,249 43,530,556 -6.01% AHCCCS Contribution 20,575,000 20,225,200 State Contribution 26,384,500 ALTCS Contribution $ Arnold v Sarn SVP Commitment Payments Total 5,000,000 $ 252,792,649 $ % Chg - -1.70% -100.00% 4,000,000 -20.00% 216,289,356 -14.44% 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 nonmandated. 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. 177 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates Summary Summary To maintain a structurally balanced budget with the continuing decline of property values and the direction to maintain the property tax rate, the FY 2013 operating budget, as well as the overall budget, is decreasing by $54 million from the prior year adopted budget. Non-recurring spending will remain constant year-over-year. 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 $1.6 billion (70.3%) of Maricopa County’s budget directly supports mandated payments and services. Of the remaining budget, $519 million (22.8%) is associated with administrative mandates. Only $158 million or 6.9% of the County’s budgeted expenditures are for truly non-mandated services. Summary of FY 2013 Mandated and Non-Mandated Expenditures Category % of Budget Mandated Public Safety $ 946,174,084 Highways and Streets 153,055,890 Health, Welfare and Sanitation Mandated State Payments 41.5% $ % of Budget Administrative Mandates % of Budget - 0.0% $ 171,341,116 7.5% $ 6.7% - 0.0% 0.5% 10,914,010 % of Budget Not Mandated 23,562,676 1.0% - 0.0% 184,477,509 8.1% 216,289,356 9.5% 36,044,554 1.5% 98,381,181 4.3% General Government 78,870,653 3.5% - 0.0% 299,800,752 13.2% 24,291,372 1.1% Education 23,270,044 1.0% - 0.0% 480,625 0.0% - 0.0% - 0.0% - 0.0% - 0.0% 11,700,171 0.4% 157,935,400 6.9% Culture and Recreation Totals $ 1,385,848,180 60.8% $ 216,289,356 9.5% $ 518,581,057 22.8% $ 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 nonmandated expenditures by category. Discussion of the variances between the categories follows. All Mandates $1,400 $1,200 $1,153 $1,118 Millions $1,000 $800 $600 $437 $449 $200 $379 $371 $400 $176 $164 $13 $- $24 $FY 2012 FY 2013 Total = $ 2,162,402,214 Total = $ 2,154,808,839 Public Safety Health, Welfare and Sanitation Education 178 Highways and Streets General Government Culture and Recreation $- Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates Summary Non-Mandated $120 $110 98 $100 Millions $80 $60 $40 $27 $24 24 $24 $20 12 $10 $0 $0 $0 $0 $0 FY 2013 FY 2012 Total = $157,817,935 Total = $170,213,908 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 are over $946 million or 41.5% of the County’s total budget. Only 1% of Public Safety expenditures are for non-mandated activities. The table below illustrates the distribution of Public Safety expenditures for FY 2012 and FY 2013. Public Safety Mandated Mandated State Payments Administrative Mandates Non-Mandated Total $ FY 2012 FY 2013 938,752,583 $ 946,174,084 23,000,000 % Chg - 0.79% -100.00% 190,885,060 171,341,116 -10.24% 23,889,243 23,562,676 -1.37% $ 1,176,526,886 $ 1,141,077,876 -3.01% The decrease in Public Safety expenditures is primarily due dissolution of the Public Works department at the County which housed the employees and included expenditures for the Maricopa County Flood Control District. Under a reorganization, the staff and associated expenditures have been moved from the County’s budget to the Flood Control District’s budget. 179 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates Summary Health, Welfare and 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 also responsible for aggregating and reporting disease and health statistics, and maintaining birth and death records. Expenditures for the Medical Examiner’s Office, which provides medico-legal investigations, are also included in this category. Mandated State Payments, $216,289,356 , 40% Health, Welfare & Sanitation Administrative Mandates, $36,044,554 , 7% Mandated, $184,477,509 , 35% Non-Mandated, $98,348,889 , 18% 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 abatement and trip reduction coordination. The Animal Care and Control Department provides enforcement, shelter, licensing and animal adoption services. The Waste Resources and Recycling Department is responsible for solid waste collection and tire recycling. The FY 2013 budget includes over $98 million for non-mandated Health, Welfare and Sanitation services. Non-mandated services in this area are primarily grant-funded, and include community development, Head Start, workforce development programs delivered by the Human Services Department, as well as HIV/AIDS services, tobacco cessation, and nutrition programs under Public Health. Funding for many of 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 $184 million or 8% of the County’s overall expenditures, with an additional $216 million for mandated state payments. The distribution of mandated versus non-mandated services within the category of Health, Welfare and Sanitation in the FY 2012 and FY 2013 budgets is shown in the table below. Health, Welfare & Sanitation Mandated $ Mandated State Payments Administrative Mandates Non-Mandated Total $ FY 2012 FY 2013 196,703,046 $ 184,477,509 -6.22% 226,408,149 216,289,356 -4.47% 26,019,332 36,044,554 38.53% 109,739,138 98,381,181 -10.35% 535,192,600 -4.24% 558,869,665 $ 180 % Chg Maricopa County Annual Business Strategies FY 2013 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 Department of Transportation 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 $153 million, or 6.7% of the County’s total expenditures. Due to the diversion of HURF revenue to other departments within the State of Arizona in recent years, the fund balance available for transportation projects has not increased at the same rate it had in the past, resulting in a reduction of funding available for capital improvement expenditures. The table below reflects the FY 2012 and FY 2013 expenditures for Highways and Streets. Highways & Streets Mandated $ FY 2012 FY 2013 164,987,471 $ 153,055,890 Mandated State Payments - Administrative Mandates 11,054,750 Non-Mandated Total 176,042,221 $ -7.23% 10,914,010 $ % Chg -1.27% 163,969,900 -6.86% 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 $403 million budgeted for General Government expenditures, 94% is mandated, either directly or administratively. The table below illustrates the mandated versus non-mandated expenditures in FY 2012 and FY 2013. General Government FY 2012 Mandated $ Mandated State Payments 3,384,500 Administrative Mandates Non-Mandated Total 54,968,086 $ $ FY 2013 % Chg 78,870,653 - 43.48% -100.00% 313,018,616 299,800,752 -4.22% 26,643,750 24,291,372 -8.83% 402,962,777 1.24% 398,014,952 $ General Government mandated expenditures are increasing due to costs associated with the presidential election in 2012 and the reclassification of the legal representation provided by the County Attorney’s Office from Public Safety to General Government. 181 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates Summary Culture and Recreation The quality of life in Maricopa County is enhanced by the Cultural and Recreational services offered by the park facilities and extensive trail system 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 0.4% of the County’s total budget is spent in this functional area. The table below reflects the FY 2012 and FY 2013 expenditures for Culture and Recreation. Culture & Recreation FY 2012 Mandated $ FY 2013 - $ % Chg - Mandated State Payments - - Administrative Mandates - - Non-Mandated Total $ 9,941,777 11,700,171 17.69% 9,941,777 $ 11,700,171 17.69% Expenditures for the Culture and Recreation have increased due to maintenance and continued 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 homebased schools. The Maricopa County Education Service Agency is the only department within the Education category. Expenditures for Education activities total $23.7 million, about 1% of the County’s total expenditures. Education FY 2012 Mandated $ 12,799,363 $ Mandated State Payments - Administrative Mandates 421,258 Non-Mandated Total FY 2013 $ 13,220,621 $ % Chg 23,270,044 81.81% 480,625 14.09% 23,750,669 79.65% The overall increase in expenditures in the Education is due to the Rewarding Excellence in Instruction and Leadership grant funding received by Maricopa County Education Service Agency. 182 Maricopa County Annual Business Strategies FY 2013 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 2013 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 baseline 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 2013 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 longterm 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 2.5% 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 2013, the Board of Supervisors adopted a flat rate of $1.2407 which reduced the tax levy by $52.5 million. This resulted in a $20 tax reduction for a median-valued residential property tax bill. The forecast assumes a flat rate through 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 2.5%. However, the forecasted assessed valuations for FY 2016 represent only 90% of the FY 2013 valuations total value. 183 Maricopa County Annual Business Strategies FY 2013 Adopted Budget  Financial Forecast State Shared Sales Tax has shown signs of recovery, but due to the negative impact of the sales tax sharing formula coupled with a volatile economy, the budget for FY 2013 is projected to increase by 2% with moderate growth anticipated throughout the forecast period. Vehicle License Tax has not performed well the past several years. The FY 2013 budget is flat, assuming no growth over the prior year and subsequent growth is anticipated to remain slow. Highway User Revenue has also been weak and has been subject to reduction as the State of Arizona has diverted these funds to support their Department of Public Safety (DPS) and Motor Vehicle Division. The revenue shift from HURF to DPS was eliminated for FY 2013 which resulted in a momentary increase in annual revenue projections to 10% for FY 2013. HURF Revenue forecasts for FY 2014 through FY 2017 fluctuate between 2% to 3%. County Jail Excise Tax revenues began to increase in FY 2011 and moderate growth is anticipated. Annual collections for all these major revenue sources are not anticipated to reach the peak levels of FY 2007 until after FY 2017. Maricopa County Major Revenue Sources FY 2007 Peak = $1,275,663,122 8.00% ↓ 6.00% 1,200 Revenue ( Millions $) 1,000 480 461 395 366 385 4.00% 396 404 423 441 459 473 2.00% 800 108 600 145 144 103 90 85 86 77 138 117 107 112 117 116 114 109 126 139 85 121 109 87 89 91 94 127 133 139 143 120 124 111 400 115 0.00% ‐2.00% ‐4.00% 200 399 430 463 2007 2008 2009 492 492 478 425 389 375 383 393 2013 2014 2015 2016 2017 % Annual Total Change in Revenue 1,400 ‐6.00% ‐8.00% - Property 2010 VLT 2011 2012 Jail HURF Sales Total (% Change) 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 2014 in the General Fund (assuming the “flat rate” property tax scenario). No deficits are forecasted in the Detention and Transportation Operating Fund, but moderate growth in Highway User Revenue Funds and Jail Excise Tax Revenue will limit the County’s ability to fund an increased level of transportation and detention projects. 184 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Financial Forecast Millions Maricopa County Operating Structural Balance 60 40 20 (20) (40) (60) (80) (100) (120) (140) (160) 37 - 6 5 4 - 39 38 37 36 5 (60) (99) (117) (132) 2013 2014 General Fund 2015 Detention Fund 2016 2017 Transportaiton Fund Forecast Drivers Maricopa County Population 4.2 3.5% 3.3% 3.0% 2.8% 2.5% 2.4% 4.0 2.0% 2.0% 2.1% 2.2% 2.5% 2.0% 3.8 1.5% 1.5% 3.6 0.9% Annual % Change 4.4 Population (Millions) 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 is expected to be slow, increasing to only 2.5% by FY 2017. Population growth, even at lower rates and coupled with inflationary pressures, continue to push forecasted expenditures higher; while the growth in County revenues will be lower than historic trends. 1.0% 0.5% 3.4 0.2% 0.5% 0.3% 3.2 0.0% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Total Population Annual % Change Inflationary pressures will also drive up the cost of service delivery for Maricopa County. The annual percentage increase in the Consumer Price Index (CPI) is forecasted to be 3.2% in FY 2013 and is estimated to 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. 185 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Financial Forecast Maricopa County Inflation 6.0% 5.0% % Annual Change 4.0% 3.0% 2.0% 1.0% 0.0% -1.0% 2005 2006 2007 2008 2009 2010 2011 CPI 2012 2013 2014 2015 2016 2017 Medical CPI Retail sales are estimated to have increased in FY 2012 by 4%. FY 2013 is forecasted to show further improvement to 4.5%. Retail sales are expected to continue increasing by an average of 4.5% in FY 2014 through FY 2017. The steady incremental growth projections in retail sales demonstrate the growth trend expected for State Shared Sales Taxes and Jail Excise Taxes. Maricopa County Building Permits 60,000 60.0% 50% 50,000 20% 22% 25% 30% 30% 40.0% 40,000 6% 0.0% -11% 30,000 -22% -25% -20.0% -28% -34% 20,000 Annual % Change 20.0% Building Permits 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 8,824 in FY 2013, a far cry from the 54,000 plus permits in FY 2005. Permits are projected to increase to 27,960 by FY 2017, which represents only 51% of the total building permits at the peak in FY 2005. -40.0% -56% 10,000 -60.0% 0 -80.0% 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 Building Permits Annual % Change Due to the property tax valuation cycle, the slowdown in the housing market was not felt until FY 2010. Full-cash value, which increased 36.5% for FY 2008 and 17.7% in FY 2009, dropped 0.5% in FY 2010, 186 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Financial Forecast 14.4% in FY 2011, a staggering reduction of 22% in FY 2012 and 11.2% in FY 2013. It will continue to slide until FY 2016. By that year, secondary net assessed value will have dropped by almost $27 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 is still expected to decline by 38% of total value in FY 2016 in comparison to the peak in FY 2010. Maricopa County Primary & Secondary Net Assessed Value 70 20.00% 15.00% 10.00% 50 5.00% 40 0.00% 30 -5.00% -10.00% 20 Annual % Change Net Assessd Value (Billions $) 60 -15.00% 10 -20.00% - -25.00% 2009 2010 Primary 2011 2012 Secondary 2013 2014 2015 Primary Growth Rate 2016 2017 Secondary Growth Rate Forecast Assumptions The five-year forecast is based on five 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. • 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. • A 3% salary increase for all non-elected employees starting in FY 2014 and continuing through FY 2017. The accompanied increase in retirement contributions is also figured into this assumption. 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. 187 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Financial Forecast 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: The sources of license and permit revenue are forecast to grow in line with the County population. 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, aerial photography costsharing, and Sheriff’s Office patrol and inmate information payments. 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-overyear collections improved in FY 2011. State Shared Sales Taxes are forecasted to increase by 2% in FY 2013 due to the negative impact to Maricopa County from the sales tax sharing formula as well as the slow economic recovery. Collections are expected to increase by an average of 4% during FY 2014 through FY 2017. Nonetheless, the base has been reduced so much that revenues are not forecasted to return to FY 2007 levels until 2017, representing a decade of decreased revenue collections. 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 remain flat in FY 2013 and is projected to improve slowly beginning in FY 2014 with a 2.1% increase, gradually improving to an annual growth rate of 3.5% by FY 2017. 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 Justice 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. 188 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Financial Forecast Expenditures Wages & Salaries: The forecast assumes that salaries are not increased until FY 2014 at such time there is a 3% increase for all non-elected staff. This 3% is forecasted to continue from FY 2014 through FY 2017. No staffing growth is forecasted. 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 increase based on the Medical CPI which averages nearly 5% from FY 2014 through FY 2017. 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. There is a reprieve from this expenditure in FY 2013 and the forecast assumes that this contribution will not be included in the subsequent years. The ALTCS and AHCCCS Acute Care State Match contribution are forecasted based on state-wide forecasts. The Arnold v. Sarn contribution is forecasted to increase at the rate of the Medical Consumer Price Index while the General Mental Health and related contributions are forecasted to remain flat. Sexually Violent Persons payments to the Arizona State Hospital are 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. The construction of a new jail facility to replace the existing downtown jail is included in this forecast. The costs for this project are estimated at $131 million. No other major jail or juvenile detention projects are planned for the Detention Capital Projects Fund. Transportation Capital Projects are prioritized by staff, then recommended to the Board of Supervisors by the Trasportation Advisory Board and accordingly planned within their 5-year Transportation Improvement Program (TIP). 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. 189 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Financial Forecast Transportation Capital Fund Projects reflect these priorities. The majority of the five-year capital projects are forecasted to be from the Arterial Street Life Cycle Program (ALCP) of the Maricopa Association of Governments (MAG) Regional Transportation Plan (RTP). 190 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Financial Forecast Financial Forecast Schedules GENERAL FUND Adopted 2 3 4 5 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 PESSIMISTIC SCENARIO Beginning Fund Balance $ 247,432,960 $ - $ (64,972,419) $ (175,004,286) $ (298,040,637) 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 443,983,861 $ 405,585,135 $ 389,547,113 $ 396,761,812 $ 407,003,812 2,213,000 2,258,000 2,305,000 2,356,000 2,415,000 4,623,602 4,531,600 5,152,600 5,172,600 5,289,600 11,714,503 11,714,503 11,714,503 11,685,421 11,214,701 404,078,237 422,665,836 441,263,133 458,913,658 472,681,068 109,193,522 111,486,586 115,388,616 120,234,938 124,443,161 13,247,300 13,522,844 13,901,483 14,235,119 14,519,821 26,915,370 26,848,000 27,033,000 27,429,000 28,094,000 11,270,300 11,495,000 11,736,000 11,993,000 12,292,000 4,000,000 1,900,000 1,200,000 500,000 3,246,776 3,157,332 3,214,459 3,273,442 3,340,154 $ 1,034,486,471 $ 1,015,164,836 $ 1,022,455,907 $ 1,052,554,991 $ 1,081,293,318 -2.3% -1.9% 0.7% 2.9% 2.7% Total Non-Recurring Sources $ Total Sources $ 1,034,486,471 $ 1,015,164,836 $ 1,022,455,907 $ 1,052,554,991 $ 1,081,293,318 Uses of Funds Recurring: Personal Services $ $ $ $ $ $ - 443,243,656 $ - 460,367,768 $ - 475,994,118 $ - 491,397,922 $ - 507,390,845 Supplies 14,273,013 14,772,568 15,363,471 15,901,193 16,378,228 Services 177,058,438 185,503,163 194,244,771 204,673,930 212,926,184 Capital 3,287,758 4,080,830 6,364,063 8,945,231 8,260,637 Mandated State Contributions 221,145,933 229,072,385 240,324,664 253,389,899 267,923,094 Detention Fund Maintenance of Effort 170,497,876 176,500,000 183,600,000 190,000,000 195,100,000 Other Financing Uses 4,979,797 5,153,040 5,357,961 5,544,440 5,709,873 Total Recurring Uses $ 1,034,486,471 $ 1,075,449,754 $ 1,121,249,048 $ 1,169,852,614 $ 1,213,688,861 Net Growth Rate -3.3% 4.0% 4.3% 4.3% 3.7% Non-Recurring: Personal Services Supplies Services Capital Other Financing Uses Total Non-Recurring Uses $ $ 3,697,528 164,790 162,727,030 10,075,990 70,767,622 247,432,960 $ $ 4,687,500 4,687,500 $ $ 11,238,727 11,238,727 $ $ 5,738,727 5,738,727 $ $ 11,338,727 11,338,727 Total Uses $ 1,281,919,431 $ 1,080,137,254 Structural Balance $ - $ (60,284,919) $ $ - $ (64,972,419) $ (175,004,286) $ (298,040,637) $ (441,774,908) (64,972,419) $ (175,004,286) $ (298,040,637) $ (441,774,908) Ending Fund Balance Committed Fund Balance: Budget Stabilization Future Capital Imp. Projects Other Commitments Unassigned Fund Balance $ $ 191 $ 1,132,487,775 $ 1,175,591,341 $ 1,225,027,588 (98,793,141) $ (117,297,624) $ (132,395,544) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) DETENTION FUND Adopted 2 3 4 5 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 PESSIMISTIC SCENARIO OPERATIONS (255) Beginning Fund Balance 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 $ 80,331,666 $ $ 121,452,195 $ 127,281,900 $ 133,073,227 $ 138,662,302 $ 142,822,171 31,802,121 1,800,000 33,672 170,497,876 $ 325,585,864 1.4% 32,593,482 900,000 176,500,000 $ 337,275,383 3.6% 33,780,272 500,000 183,600,000 $ 350,953,499 4.1% 34,925,536 300,000 190,000,000 $ 363,887,838 3.7% 36,071,346 100,000 195,100,000 $ 374,093,517 2.8% $ $ $ $ $ $ $ - - $ - $ (1,096,369) $ $ $ - $ $ - - $ $ - Uses of Funds Recurring Uses: Personal Services Supplies Services Capital Outlay Total Recurring Uses Net Growth Rate $ 231,271,153 $ 236,068,526 $ 244,316,580 $ 252,490,818 $ 261,071,659 17,564,839 18,179,608 18,906,793 19,568,530 20,155,586 75,665,170 78,313,451 81,445,989 84,296,599 86,825,497 1,084,702 1,122,667 1,167,573 1,208,438 1,244,691 $ 325,585,864 $ 333,684,252 $ 345,836,935 $ 357,564,385 $ 369,297,433 5.07% 2.49% 3.64% 3.39% 3.28% $ Total Uses $ 405,917,530 $ 338,371,752 $ 349,857,130 $ 363,887,838 $ 374,093,517 Structural Balance $ - $ $ 5,116,565 $ 6,323,453 $ 4,796,084 Ending Fund Balance $ - $ (1,096,369) $ - $ - $ - 3,591,131 192 $ $ 4,020,195 4,020,195 $ $ 6,323,453 6,323,453 $ 374,093,517 3,075,549 53,175,247 1,126,200 21,958,340 $ 80,331,666 $ 4,687,500 4,687,500 $ 363,887,838 $ $ 325,585,864 $ $ 350,953,499 - Total Sources Non-Recurring Uses: Personal Services Services Capital Other Financing Uses Total Non-Recurring Uses $ 337,275,383 $ $ $ 4,796,084 4,796,084 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) Adpoted FY 2013 3 FY 2014 4 FY 2015 5 FY 2016 6 FY 2017 Beginning Fund Balance $ 243,280,746 $ 172,061,692 $ 103,061,692 $ 67,081,887 $ 33,405,341 Sources: Transfer from Operations Total Sources $ 21,958,340 $ 21,958,340 $ $ $ $ $ $ $ $ Total Uses: $ 93,177,394 $ 69,000,000 $ 40,000,000 $ 40,000,000 $ 40,000,000 Ending Fund Balance $ 172,061,692 $ 103,061,692 $ 67,081,887 $ 33,405,341 $ (1,798,575) (1) $ (1) DETENTION FUND CAPITAL PROJECTS (455) - 4,020,195 4,020,195 6,323,453 6,323,453 4,796,084 4,796,084 DETENTION TECHNOLOGY IMPROVEMENTS (461) Beginning Fund Balance $ 14,761,657 $ 4,252,334 $ 2,216,744 $ Sources: Transfer In Total Sources $ 26,664,891 $ 26,664,891 $ $ - $ $ - $ $ - $ $ - Uses: $ 37,174,214 $ 2,035,590 $ 2,216,745 $ - $ - Ending Fund Balance $ $ 2,216,744 $ 4,252,334 193 (1) $ (1) $ (1) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Financial Forecast Financial Forecast Schedules (cont.) TRANSPORTATION FUND Adopted 2 3 4 5 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 PESSIMISTIC SCENARIO OPERATIONS (232) $ 31,615,843 $ 950,000 $ 84,652,860 8,412,636 19,714 500,000 146,027 200,000 94,881,237 $ 7.48% 969,000 $ 86,512,587 8,589,301 20,124 298,539 149,064 200,000 96,738,616 $ 1.96% 989,000 $ 88,883,739 8,889,927 20,688 316,297 153,238 200,000 99,452,889 $ 2.81% 1,011,000 $ 91,411,387 9,263,304 21,184 316,297 156,916 200,000 102,380,088 $ 2.94% 1,036,000 94,167,075 9,587,519 21,608 316,297 160,054 200,000 105,488,553 3.04% $ 94,881,237 96,738,616 99,452,889 102,380,088 105,488,553 $ 24,889,331 $ 2,982,029 25,442,491 4,705,280 58,019,131 $ -0.78% 25,961,418 $ 3,086,400 26,332,978 4,869,965 60,250,761 $ 3.85% 26,852,524 $ 3,209,856 27,386,297 5,064,763 62,513,441 $ 3.76% 27,747,130 $ 3,322,201 28,344,818 5,242,030 64,656,178 $ 3.43% 28,680,841 3,421,867 29,195,162 5,399,291 66,697,161 3.16% $ $ 37,723,909 37,723,909 $ $ 36,939,448 36,939,448 $ $ 35,365,007 35,365,007 $ $ 1,466,000 48,134,797 49,600,797 $ 38,791,393 38,791,393 Total Uses $ 107,619,928 $ 95,615,768 $ 99,452,889 $ 102,380,088 $ 105,488,553 Structural Balance $ 36,862,106 $ 36,487,855 $ 36,939,448 $ 37,723,909 $ 38,791,393 Ending Fund Balance $ 18,877,152 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 20,000,000 $ 9,459,544 $ 8,640,056 $ 11,021,396 $ 21,125,401 $ 28,456,253 $ $ 47,600,173 37,723,909 85,324,082 $ $ 15,877,788 36,939,448 52,817,236 $ $ 1,074,000 9,213,593 35,365,007 45,652,600 $ $ 46,186,146 8,791,579 48,134,797 103,112,522 $ 62,145,686 38,791,393 100,937,079 Total Uses $ 103,932,010 $ 43,271,260 $ 42,713,230 $ 77,993,230 $ 77,523,230 Ending Fund Balance $ 8,640,056 $ 11,021,396 $ 21,125,401 $ 28,456,253 $ 51,870,102 Beginning Fund Balance Sources of Funds Recurring Sources Licenses and Permits State Shared Highway User Rev. State Shared Vehicle License Taxes Intergovernmental Charges for Service Interest Earnings Miscellaneous Revenue Gain on Fixed Assets Total Recurring Sources Net Growth Rate 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 $ $ $ $ $ 18,877,152 $ $ 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 194 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Analysis by 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: At the end of FY 2012, Adult Probation exceeded all of the above goals. The rate of successful completions from standard probation has reached 81%. The 4.46% rate of new felony convictions at the end of FY 2012 is expected to hold steady in FY 2013. The commitment rate to the Department of Corrections has declined to 17.3%. The goal regarding Pretrial Supervision has been exceeded with an 87.9% successful completion rate, though the rate could decline somewhat in FY 2013 due to high caseload ratios and the increased use of pretrial services based on the new pretrial risk tool implemented in FY 2012. The goal will be revised during the FY 2014 Strategic Business Plan update process. 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 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation Status: The Adult Probation Department’s bi-annual Employee Satisfaction Survey results showed an employee satisfaction of 5.7 in FY 2012, which exceeds the goal. The average years of service for APD “badge staff” increased to 10.57 years. The latter average could decline in future years as the economy improves and officers seek better job opportunities. The goal will be revised during the FY 2014 Strategic Business Plan update process. 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%; • Increase the use of the Field Reassessment Offender Screening Tool (FROST) for scheduled case assessments from 89% to 90%. Status: The department is completing 98% of presentence reports on time, and expects to continue that rate in FY 2013. Victim restitution payments have increased to 65%, and are likely to continue at that rate. The percentage of probationers performing community work service hours has declined to 50%, and could be lower in FY 2013 due to the limitation of coordinating enough community service projects with current staffing levels, given the number of community service hours ordered by the court. The department has not addressed the fourth and fifth Goal benchmarks, and will re-consider their inclusion during the FY 2014 Strategic Business Plan update process. 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: The department maintained an offender satisfaction rate of 86% in FY 2012, and expects the rate to continue in FY 2013. The department anticipates that the annual Victims and Community Partners Survey will show improvements by the end of FY 2012 and continuing into FY 2013. Additional training with a focus on victim communication in FY 2012 should improve satisfaction rates in FY 2013. The goal will be revised during the FY 2014 Strategic Business Plan update process. 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: 196 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget o 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); Increase staff satisfaction with MCAPD safety services from the survey satisfaction score of 5.4 to 5.7 (8 = total score). Status: The FY 2012 bi-annual Employee Satisfaction Survey results indicated that employees rated overall working conditions at an average of 6.21, and safety conditions of 6.01. Since the survey is bi-annual, no results will be available for FY 2013. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES EDUC - ADULT EDUCATION PRES - PRESENTENCE TTAC - TRANSITION AND TREATMENT 11BC - BEHAVIORAL CHANGE $ $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 286,663 $ 112,378 3,124,368 3,523,409 $ 247,169 $ 226,676 3,009,426 3,483,271 $ 247,169 $ 226,676 3,199,903 3,673,748 $ 234,361 $ 212,027 3,126,559 3,572,947 $ 248,529 $ 215,000 2,364,026 2,827,555 $ 1,360 (11,676) (835,877) (846,193) 0.6% -5.2% -26.1% -23.0% 211,799 $ 991,430 689,179 53,312 7,965,600 115,325 10,026,645 $ 272,725 $ 991,430 689,179 53,312 7,965,600 203,705 10,175,951 $ 122,227 $ 821,668 557,124 123,897 8,357,608 440,497 10,423,021 $ 132,684 $ 940,507 557,124 44,897 8,425,199 50,225 10,150,636 $ (140,041) (50,923) (132,055) (8,415) 459,599 (153,480) (25,315) -51.3% -5.1% -19.2% -15.8% 5.8% -75.3% -0.2% CMRS - COMMUNITY RESTORATION ICMA - IN CUSTODY MANAGEMENT INPB - INTENSIVE PROBATION SOFF - SEX OFFENDER STDP - STANDARD PROBATION WARR - FUGITIVE APPREHENSION 11CJ - COMMUNITY JUSTICE $ $ 123,597 $ 673,170 440,009 49,725 8,523,863 369,563 10,179,927 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 19,804 $ 19,804 $ 5,291 $ 5,291 $ 5,291 $ 5,291 $ 23,209 $ 23,209 $ 1,780 $ 1,780 $ (3,511) (3,511) -66.4% -66.4% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ 26,613 $ 4,148,364 4,174,977 $ 94,792 $ 3,700,000 3,794,792 $ 94,792 $ 3,700,000 3,794,792 $ 59,195 $ 3,543,386 3,602,581 $ 55,601 $ 3,364,400 3,420,001 $ (39,191) (335,600) (374,791) -41.3% -9.1% -9.9% $ (1,249,810) -7.1% $ TOTAL PROGRAMS $ 17,898,117 $ 17,309,999 $ 17,649,782 $ 17,621,758 $ 16,399,972 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 RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT VANS - INFRASTRUCTURE NETWORK SVCS 99IT - INFORMATION TECHNOLOGY $ $ $ $ TOTAL PROGRAMS $ 725,841 $ 8,209,302 1,679,598 3,410,831 5,070,231 19,095,803 $ 1,042,650 $ 8,196,611 1,701,841 3,352,167 6,182,909 20,476,178 $ 954,305 $ 8,464,714 1,673,557 3,341,751 6,660,765 21,095,092 $ 855,269 $ 8,279,821 1,745,178 3,522,100 5,946,125 20,348,493 $ 1,016,314 $ 8,103,910 1,622,725 4,347,877 5,998,343 21,089,169 $ (62,009) 360,804 50,832 (1,006,126) 662,422 5,923 -6.5% 4.3% 3.0% -30.1% 9.9% 0.0% 3,162,354 $ 1,250,351 2,784,562 913,464 6,117,641 3,912,892 1,356,140 4,550,159 23,665,592 579,285 1,885,488 50,177,928 $ 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 $ 3,151,768 $ 1,327,331 2,753,111 936,656 6,094,219 4,465,904 1,378,381 4,769,943 23,822,425 578,522 2,375,742 51,654,002 $ 3,152,283 $ 1,275,512 2,523,502 1,006,961 6,265,933 4,377,320 1,394,236 4,734,623 24,334,879 596,014 2,251,318 51,912,581 $ 3,121,157 $ 1,237,044 2,636,233 960,816 6,024,618 4,486,435 1,375,956 4,786,668 25,601,000 593,918 2,047,198 52,871,043 $ 30,611 90,287 116,878 (24,160) 69,601 (20,531) 2,425 (16,725) (1,778,575) (15,396) 328,544 (1,217,041) 1.0% 6.8% 4.2% -2.6% 1.1% -0.5% 0.2% -0.4% -7.5% -2.7% 13.8% -2.4% 190,244 $ 468,580 328,980 844,011 168,180 1,059,726 3,059,721 $ 192,540 $ 472,841 340,325 1,840,963 168,180 892,223 3,907,072 $ 192,540 $ 447,240 339,292 1,808,146 168,180 728,794 3,684,192 $ 191,140 $ 469,939 345,178 1,844,885 168,180 650,706 3,670,028 $ 190,140 $ 464,445 377,293 1,616,175 168,180 705,466 3,521,699 $ 2,400 (17,205) (38,001) 191,971 23,328 162,493 1.2% -3.8% -11.2% 10.6% 0.0% 3.2% 4.4% - $ 331,153 331,153 $ - $ 305,082 305,082 $ 14,457 $ 305,082 319,539 $ - $ 250,423 250,423 $ - $ 392,991 392,991 $ 14,457 (87,909) (73,452) 100.0% -28.8% -23.0% 310,829 $ 1,081,670 61,308 77,660 67,118 1,598,585 $ 378,445 $ 1,086,685 56,949 75,728 68,547 1,666,354 $ 376,654 $ 1,086,623 56,662 75,376 68,207 1,663,522 $ 362,180 $ 1,087,885 58,043 71,734 69,485 1,649,327 $ 368,502 $ 1,100,459 56,874 75,624 68,937 1,670,396 $ 8,152 (13,836) (212) (248) (730) (6,874) 2.2% -1.3% -0.4% -0.3% -1.1% -0.4% (1,128,951) -1.4% 74,263,190 $ 78,300,049 197 $ 78,416,347 $ 77,830,852 $ 79,545,298 $ Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 4,355,818 4,355,818 FY 2012 ADOPTED $ $ FY 2012 REVISED 3,876,028 3,876,028 $ $ FY 2012 FORECAST 4,207,431 4,207,431 $ $ 4,103,165 4,103,165 FY 2013 ADOPTED $ $ 3,017,153 3,017,153 $ $ (1,190,278) (1,190,278) -28.3% -28.3% 225,225 $ 9,704,929 9,930,154 $ (19,831) 303,527 283,696 -8.1% 3.2% 2.9% (347,628) (347,628) -9.2% -9.2% 115,427 $ 9,649,641 9,765,068 $ 236,676 $ 9,401,402 9,638,078 $ 245,056 $ 9,401,402 9,646,458 $ $ SUBTOTAL $ 3,763,719 3,763,719 $ $ 3,795,893 3,795,893 $ $ 3,795,893 3,795,893 $ $ 3,448,265 3,448,265 $ $ 3,448,265 $ 3,448,265 $ $ SUBTOTAL $ 13,512 13,512 $ $ - $ $ - $ $ 4,399 4,399 $ $ 4,400 4,400 $ $ ALL REVENUES $ 17,898,117 $ 17,309,999 $ 17,649,782 $ 17,621,758 $ 16,399,972 $ TOTAL SOURCES $ 17,898,117 FY 2011 ACTUAL $ 17,309,999 FY 2012 ADOPTED $ 17,649,782 FY 2012 REVISED $ 17,621,758 FY 2012 FORECAST $ 16,399,972 FY 2013 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 $ 358,707 $ 9,707,222 10,065,929 $ REVISED VS ADOPTED VAR % 4,400 4,400 (1,249,810) N/A N/A -7.1% $ (1,249,810) -7.1% REVISED VS ADOPTED VAR % 48,469,902 $ 144,676 96,882 17,544,613 272,283 (11,886,803) 13,562,907 68,204,460 $ 49,159,966 $ 226,689 84,600 19,443,088 281,303 (12,469,144) 14,663,252 71,389,754 $ 49,166,822 $ 292,940 150,400 19,463,331 281,303 (12,632,020) 14,826,128 71,548,904 $ 48,805,405 $ 141,533 228,761 19,002,365 53,201 (12,733,992) 14,419,900 69,917,173 $ 49,308,440 $ 281,958 88,925 19,692,954 75,100 (12,618,267) 14,346,991 71,176,101 $ SUBTOTAL $ 856,933 $ 32,618 146,840 262,219 1,298,610 $ 696,600 $ 26,868 130,308 194,460 1,048,236 $ 696,600 $ 26,868 130,308 187,010 1,040,786 $ 678,914 $ 42,752 192,100 228,422 1,142,188 $ 726,394 $ 43,200 204,400 1,036,000 2,009,994 $ (29,794) -4.3% (16,332) -60.8% (74,092) -56.9% (848,990) -454.0% (969,208) -93.1% 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 $ 1,250 $ 1,653 214,573 1,773,661 733,735 49,525 1,781,192 447,328 296,669 28,486 52,686 222,431 250 (1,025,568) 4,577,871 $ - $ 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 $ - $ 209,000 1,757,415 1,018,315 51,000 1,289,140 1,631,269 331,960 10,080 51,600 90,000 (688,182) 5,751,597 $ 60 $ 100 334,456 1,915,433 998,638 179,488 1,285,286 1,744,355 395,660 25,486 49,586 176,008 (688,168) 6,416,388 $ - $ 304,215 1,459,713 1,042,520 52,040 1,308,990 1,845,822 374,518 37,889 51,650 160,000 (688,154) 5,949,203 $ N/A N/A (95,215) -45.6% 297,702 16.9% (24,205) -2.4% (1,040) -2.0% (19,850) -1.5% (214,553) -13.2% (42,558) -12.8% (27,809) -275.9% (50) -0.1% (70,000) -77.8% N/A (28) 0.0% (197,606) -3.4% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ - $ 141,172 141,172 $ - $ 50,000 17,610 67,610 $ - $ 50,000 17,610 67,610 $ - $ 330,360 17,293 347,653 $ 50,000 $ 360,000 410,000 $ (50,000) N/A (310,000) -620.0% 17,610 100.0% (342,390) -506.4% ALL EXPENDITURES $ 74,222,113 $ 78,300,049 $ 78,408,897 $ 77,823,402 $ 79,545,298 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 41,077 $ 41,077 $ - $ - $ 7,450 $ 7,450 $ 7,450 $ 7,450 $ - $ - $ TOTAL USES $ 74,263,190 $ 78,300,049 $ 78,416,347 $ 77,830,852 $ 79,545,298 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 198 (141,618) 10,982 61,475 (229,623) 206,203 (13,753) 479,137 372,803 (1,136,401) 7,450 7,450 (1,128,951) -0.3% 3.7% 40.9% -1.2% 73.3% -0.1% 3.2% 0.5% -1.4% 100.0% 100.0% -1.4% Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 211 ADULT PROBATION GRANTS OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 4,882,138 $ 4,882,138 $ 4,439,380 $ 4,439,380 $ 4,779,163 $ 4,779,163 $ 4,779,163 $ 4,779,163 $ 3,557,378 $ 3,557,378 $ (1,221,785) (1,221,785) -25.6% -25.6% $ FUND TOTAL SOURCES $ 13,015,979 $ 13,015,979 $ 12,870,619 $ 12,870,619 $ 12,870,619 $ 12,870,619 $ 12,842,595 $ 12,842,595 $ 12,842,594 $ 12,842,594 $ (28,025) (28,025) -0.2% -0.2% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 17,898,117 $ 17,898,117 $ FY 2011 ACTUAL 17,309,999 $ 17,309,999 $ FY 2012 ADOPTED 17,649,782 $ 17,649,782 $ FY 2012 REVISED 17,621,758 $ 17,621,758 $ FY 2012 FORECAST 16,399,972 $ 16,399,972 $ FY 2013 ADOPTED 201 ADULT PROBATION FEES OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING (1,249,810) -7.1% (1,249,810) -7.1% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 57,178,657 $ 57,178,657 $ 54,654,939 $ 54,654,939 $ 50,741,123 $ 50,741,123 $ 50,594,260 $ 50,594,260 $ 50,718,625 $ 50,718,625 $ 22,498 22,498 0.0% 0.0% $ FUND TOTAL USES $ 4,910,494 $ 4,910,494 $ 4,439,380 $ 4,439,380 $ 4,779,163 $ 4,779,163 $ 4,779,163 $ 4,779,163 $ 3,557,378 $ 3,557,378 $ 1,221,785 1,221,785 25.6% 25.6% $ 11,923,898 $ 250,141 12,174,039 $ 12,870,619 $ 306,887 13,177,506 $ 12,870,619 $ 306,887 13,177,506 $ 12,767,136 $ 223,726 12,990,862 $ 12,842,594 $ 1,356,274 14,198,868 $ 28,025 0.2% (1,049,387) -341.9% (1,021,362) -7.8% FUND TOTAL USES $ - $ - $ 6,028,224 $ 6,028,224 $ 9,718,555 $ 9,718,555 $ 9,466,567 $ 9,466,567 $ 10,970,427 $ 100,000 11,070,427 $ (1,251,872) (100,000) (1,351,872) DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 74,013,049 $ 250,141 $ 74,263,190 $ 77,993,162 $ 306,887 $ 78,300,049 $ 78,109,460 $ 306,887 $ 78,416,347 $ 77,607,126 $ 223,726 $ 77,830,852 $ 78,089,024 $ 1,456,274 $ 79,545,298 $ 20,436 0.0% (1,149,387) -374.5% (1,128,951) -1.4% 211 ADULT PROBATION GRANTS OPERATING 201 ADULT PROBATION FEES OPERATING NON-RECURRING FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING NON-RECURRING $ 199 -12.9% N/A -13.9% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FACILITIES MGMT PROF SUPP SVCS 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 DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 11.00 2.25 3.25 3.50 20.00 11.00 2.25 3.25 3.50 20.00 11.00 .25 .00 3.75 4.00 19.00 11.00 .25 3.75 4.00 19.00 11.00 1.25 3.25 3.50 19.00 (.25) 1.25 (.50) (.50) - 0.0% (100.0%) N/A (13.3%) (12.5%) 0.0% 17.10 123.60 24.00 42.68 78.20 285.58 16.35 123.60 24.00 42.68 79.95 286.58 13.35 122.60 23.00 44.68 71.95 275.58 13.35 122.60 23.00 44.68 71.95 275.58 13.35 122.60 23.00 53.68 75.45 288.08 9.00 3.50 12.50 0.0% 0.0% 0.0% 20.1% 4.9% 4.5% 54.26 55.05 20.35 33.00 43.32 14.05 95.15 17.25 63.38 347.86 7.50 751.17 53.02 67.05 20.35 33.50 42.32 14.05 87.33 19.25 68.38 343.42 7.50 756.17 51.58 68.05 18.75 33.50 40.32 16.05 83.91 19.25 69.28 344.73 7.75 753.17 51.58 69.05 18.75 33.50 39.32 16.05 83.91 19.25 69.28 344.73 7.75 753.17 51.64 69.05 18.75 31.00 41.32 15.05 85.39 19.25 69.28 346.19 7.75 754.67 .06 1.00 (2.50) 1.00 (1.00) 1.48 1.46 1.50 0.1% 1.5% 0.0% (7.5%) 2.5% (6.2%) 1.8% 0.0% 0.0% 0.4% 0.0% 0.2% 4.40 .20 .75 1.50 .90 7.75 1,064.50 5.40 .20 .75 1.50 .90 8.75 1,071.50 5.65 .20 .50 1.50 .90 8.75 1,056.50 5.65 .20 .50 1.50 .90 8.75 1,056.50 5.40 .20 .75 1.50 .90 8.75 1,070.50 (.25) .25 14.00 (4.4%) 0.0% 50.0% 0.0% 0.0% 0.0% 1.3% 200 Maricopa County Annual Business Strategies FY 2013 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 Education Manager - Detention Educator - Detention Educator Supervisor - 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 Training Supervisor Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 21.00 22.00 22.00 22.00 22.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 14.00 14.00 14.00 14.00 14.00 3.00 2.00 2.00 2.00 2.00 18.00 16.00 13.00 13.00 13.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 .50 3.50 3.50 3.50 1.00 1.00 1.00 1.00 1.00 22.00 22.00 22.00 22.00 22.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 82.00 78.00 75.00 75.00 74.50 2.00 2.00 2.00 2.00 2.00 10.00 10.00 9.00 9.00 9.00 4.00 5.00 5.00 5.00 5.00 6.00 5.00 3.00 3.00 3.00 2.00 2.00 1.00 1.00 1.00 51.00 52.00 47.00 47.00 47.00 42.50 48.50 46.50 46.50 46.50 10.00 10.00 10.00 10.00 10.00 578.00 585.50 587.50 587.50 600.00 84.00 84.00 86.00 86.00 88.00 8.00 8.00 7.00 7.00 7.00 79.00 77.00 76.00 76.00 76.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1,064.50 1,071.50 1,056.50 1,056.50 1,070.50 REVISED TO ADOPTED VARIANCE VAR % N/A N/A N/A 0.0% N/A 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% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (.50) (0.7%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 12.50 2.1% 2.00 2.3% 0.0% 0.0% 0.0% 0.0% 0.0% 14.00 1.3% Staffing by Fund 100 201 211 255 Department Total FUND GENERAL ADULT PROBATION FEES ADULT PROBATION GRANTS DETENTION OPERATIONS FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 973.00 922.00 865.00 865.00 864.50 3.00 1.50 1.50 1.50 1.50 88.50 68.00 62.50 47.50 47.50 80.00 127.50 142.50 157.00 1,064.50 1,071.50 1,056.50 1,056.50 1,070.50 REVISED TO ADOPTED VARIANCE VAR % (.50) (0.1%) 0.0% (15.00) (24.0%) 29.50 23.1% 14.00 1.3% Significant Variance Analysis • • Seventeen probation positions are added in the Detention Fund (255) to address ongoing caseload growth in Prison Re-Entry, Pretrial Electronic Monitoring, Pretrial Standard, Pretrial Bail/Bond, and Pretrial Drug Court programs within the department. Five 0.5 FTE’s Probation Officers (contract) assigned to the Fugitive Apprehension Activity in the Detention Fund are inactivated in FY 2013. 201 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • Department Strategic Plans and Budgets Adult Probation A 0.5 FTE Justice System Clerk is eliminated due to insufficient revenues to sustain the position. General Adjustments Target Adjustments: General Fund (100) • Decrease the expenditure budget by $191,057 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Detention Fund (255) • Decrease the expenditure budget by $27,823 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments: General Fund (100) • Increase Regular Benefits by $38,681 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Regular Pay and Benefits by $151,774 to account for net changes in pay rates assigned to newly filled positions. • Decrease expenditures by $249,766, including $58,020 for Overtime Pay, $158,730 for Other Personal Services, and $33,016 for Temporary Pay, based on forecasted and historical expenditures. • Decrease Regular Pay and Benefits by $28,039 and inactivate a 0.5 FTE position. The cost of the position had been allocated to the Adult Probation Fees Fund (201), but the revenue capacity of the fund can no longer sustain this position. • Increase expenditures for General and Medical Supplies by $55,232, reflecting FY 2012 forecasted expenditures. • Increase fuel expenditures by $49,092 based on increasing fuel prices. • Increase Capital Outlay by $60,330 for iCISng-related and other computer equipment. • Decrease Internal Service Fund charges (ISFC) by $48,299 due to a decline in charges for telecommunication in FY 2013. • Increase expenditures for Health Care Services (drug tests) by $78,525 due to a decline in grant revenue from the Arizona Office of the Courts that was previously used to fund drug tests. • Increase Services expenditures by $15,000 for executive recruitment and relocation expenses. • Increase Services by $134,435, including $24,205 for Rent, $1,040 for Repairs, $9,672 for Travel, $6,672 for Education and Training, $200 for Postage, $30,000 for Support and Care of Persons, and $62,646 for Other Services, based on forecasted and historical expenditures. • Decrease expenditures for Debt Service by $9,336 as a result of paying off the debt service associated with prior purchases of computer equipment in FY 2012. • Decrease Transfers-Out by $7,450 due to a one-time expense in FY 2012 to allow the department to purchase a used vehicle from the County Attorney’s Office. • Decrease the Personal Services Allocation-Out to the Adult Probation Grants Fund (211) by $97,339 due to the anticipated decline in grant revenue for FY 2013. • Increase the Personal Services Allocation-Out to the Adult Probation Fees Fund (201) by $26,657 to maintain structural balance. • Increase the Personal Services Allocation-Out to the Detention Fund (255) by $56,929 to accurately allocate the overhead and indirect charges in FY 2013. • Increase Personal Services Allocations-In by $49,616 ($776 from Internal Audit, and $48,840 from the Superior Court General Fund) to reallocate a portion of the expense of a psychologist 202 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation and polygraph examiner to provide the psychological tests and evaluations for new hires for Adult Probation. • Increase Other Benefits and Internal Service Charges by $168,559 for the impact of the changes in Risk Management charges. Adult Probation Fees Fund (201) Operating • The expenditure budget is decreased by $28,025 as a result of reducing the Personal Services Allocation-In from the General Fund (a reduction of $28,039), and right-sizing the Services Allocation-Out by $14 for structural balance. Adult Probation Fees Fund (201) Non-Recurring • Personal Services expenditures budgeted at $159,953 for 1.5 FTE Quality Assurance staff. • Increase Regular Benefits by $321 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Budget $836,000 to replace computers. • Budget $210,000 to replace aging state-leased vehicles (the state has suspended purchasing new vehicles). • Budget $50,000 to upgrade to “mid-sized” County-owned vehicles that are scheduled to be replaced during FY 2013. • Budget $100,000 for hardware and software upgrades for the Communications Center CAD System. Adult Probation Grants Fund (211) Operating • Increase Regular Benefits by $13,918 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • The Department anticipates grant revenue to decline in FY 2013. Budgeted revenue is reduced by $1,221,785 and expenditures by $1,223,298 for structural balance. Detention Fund (255) Operating • Increase Regular Benefits by $2,505 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Regular Pay and Benefits by $228,066 to account for net changes in pay rates assigned to newly filled positions. • Increase Overtime pay by $10,200 and decrease Other Personal Services by $46,857 to reflect FY 2012 forecasted expenditures. • Increase expenditures for Supplies, including an increase of $25,000 for fuel and a decrease of $6,250 for General Supplies based on FY 2012 forecast expenditures. • Increase expenditures by $247,783 to reflect a department-wide re-allocation of Internal Service Charges to the appropriate fund. • Decrease expenditures by $56,704 as a result of reducing Other Services by $46,280 and Postage by $150 based on forecasted expenditures combined with a reduction to Debt Service of $8,274 associated with finance charges for computer equipment paid off in FY 2012. • Right-size Services by $85,827 for expenditure increases of $31,590 for Travel, $17,700 for Health Care Services, $137 for Education and Training, and $36,400 for Support and Care of Persons, based upon FY 2012 forecasted expenditures. • Increase Other Benefits and Internal Service Charges by $27,964 for the impact of the changes in Risk Management charges. 203 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation Programs and Activities Behavioral Change Program The purpose of the Assessment and Behavioral Change Program is to provide assessment, treatment and education services to offenders so that they can experience positive behavioral change. Program Results Measure Description Percent of students who achieve at least one successful gain 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 2011 ACTUAL 66.4% FY 2012 FY 2012 REVISED FORECAST 75.7% 67.4% FY 2013 ADOPTED 66.6% REV VS ADOPTED VAR % (9.0%) -12.0% 97.5% 97.0% 97.8% 97.7% 0.7% 0.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 87.9% 91.9% 87.3% 88.3% (3.6%) -3.9% 9.3% 8.4% 9.4% 9.0% 0.6% 7.5% 56.5% 63.9% 64.8% 64.4% 0.5% 0.9% 12.7% 8.2% 12.8% 14.0% 5.8% 70.5% 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. 204 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 66.4% 75.7% 67.4% 66.6% (9.0%) -12.0% Percent of students who achieve at least one successful gain in education classes operated by MCAPD during the reporting period. Average number of students who participated 571 598 502 518 (80) -13.3% in education classes operated by MCAPD during the reporting period. Number of students who terminate (exit) from 1,284 1,759 1,576 1,525 (234) -13.3% education classes operated by MCAPD during the reporting period. 635 672 782 728 56 8.3% Average number of students in need (directed, referred, inquiry) of MCAPD operated education services. Average cost per student who participates in $ 317.93 $ 399.12 $ 425.93 $ 490.50 $ (91.38) -22.9% MCAPD operated education classes during the reporting period. Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ $ 283,743 2,920 286,663 $ 302,237 423,604 725,841 $ $ 244,769 2,400 247,169 $ 352,565 601,740 954,305 $ $ 230,601 3,760 234,361 $ 352,080 503,189 855,269 $ $ 244,769 3,760 248,529 $ $ 1,360 1,360 0.0% 56.7% 0.6% (16,470) (45,539) (62,009) -4.7% -7.6% -6.5% Expenditure $ $ $ 369,035 647,279 $ 1,016,314 $ $ Activity Narrative: The elimination of a grant-funded teacher in FY 2012 resulted in the reduction of the number of students participating in education classes in the FY 2012 Forecast. Despite a decline in the number of students participating in education classes in FY 2013, the cost associated with providing services is increasing as a result of the participants requiring more educational services to prepare them to pass the G.E.D. 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. 205 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 97.5% FY 2012 FY 2012 REVISED FORECAST 97.0% 97.8% FY 2013 ADOPTED 97.7% REV VS ADOPTED VAR % 0.7% 0.7% 14,768 14,316 14,538 14,256 (60) -0.4% 14,768 14,316 14,538 14,185 (131) -0.9% $ 555.88 $ 591.28 $ 569.53 $ 568.46 $ 22.82 3.9% 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 112,378 112,378 $ $ 226,676 226,676 $ $ 212,027 212,027 $ $ 215,000 215,000 $ $ (11,676) (11,676) -5.2% -5.2% 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 8,078,526 130,776 $ 8,209,302 $ 7,351,109 125,754 5,600 621,447 $ 8,103,910 $ 2,878 (23,616) (5,600) 387,142 360,804 0.0% -23.1% N/A 38.4% 4.3% Revenue Expenditure $ 7,353,987 102,138 1,008,589 $ 8,464,714 $ 7,534,642 126,593 618,586 $ 8,279,821 $ Activity Narrative: As the number of criminal cases in the criminal justice system continues to decline, the number of presentence investigations reports provided to the courts will continue to decline. 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 REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 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 45,150 43,120 46,773 45,272 2,152 5.0% packets presented to the court during the reporting period. Number of Initial Appearance defendant 45,150 43,120 46,773 45,272 2,152 5.0% packets ordered by the court during the reporting period. Average cost per Initial Appearance $ 37.20 $ 38.81 $ 37.31 $ 35.84 $ 2.97 7.6% defendant packets presented to the court. Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 1,679,598 $ 1,679,598 $ - $ (28,122) 1,701,679 1,745,178 $ 1,673,557 $ 1,745,178 206 $ 14,000 1,608,725 $ 1,622,725 $ $ (28,122) (14,000) 92,954 50,832 N/A 100.0% N/A 5.5% 3.0% Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 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. Number of defendants who successfully complete release conditions without termination during the reporting period. Average number of defendants who appear for pretrial supervision during the reporting period. Number of defendants exiting (successful and unsuccessful) from pretrial services during the reporting period. Average number of defendants who appear to pretrial services during the reporting period. Average daily cost per defendant on pretrial supervision. FY 2011 ACTUAL 87.9% FY 2012 FY 2012 REVISED FORECAST 91.9% 87.3% 9.3% $ 8.4% FY 2013 ADOPTED 88.3% 9.4% REV VS ADOPTED VAR % (3.6%) -3.9% 9.0% 0.6% 7.5% 4,406 3,716 4,552 4,300 584 15.7% 1,668 1,474 2,026 2,274 800 54.3% 5,014 4,044 5,212 4,869 825 20.4% 1,668 1,474 2,026 2,274 800 54.3% 774.13 $ 899.29 $ $ 3,410,831 $ 3,410,831 $ 773.75 $ 45 3,341,706 $ 3,341,751 $ 1,011.13 $ 2,307 3,519,793 $ 3,522,100 $ (111.85) -12.4% 62,068 14,000 4,271,809 $ 4,347,877 $ (62,023) (14,000) (930,103) $ (1,006,126) N/A -27.8% -30.1% Expenditure 100 - GENERAL 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES Activity Narrative: The average number of defendants who appear to Pretrial Services during the reporting period is anticipated to increase in FY 2013. The addition of 11.0 FTE Probation Officers will increase the number of defendants who successfully complete release conditions without termination from 3,716 in FY 2012 to 4,300 in FY 2013. Without the additional personnel, the result measure would have declined to 86.2% in FY 2013, and the efficiency would have grown to $1,035.70 per defendant on pretrial supervision. Base Adjustments: • • • Pretrial Electronic Monitoring: Create 5.0 FTE Probation Officers and 1.0 FTE Supervisor, and increase Detention Fund expenditures by $440,463. The 1:25 Officer to defendant ratio designed for this program has increased to 1:41. The addition of 6.0 FTE positions is projected to reduce the staffing ratio to 1:24. The FY 2013. Expenditures are also increased by $100,000 (Detention Fund – Non-Recurring) for five mid-sized cars to address ongoing caseload growth. Pretrial Standard: Create 2.0 FTE Probation Officers, and increase Detention Fund expenditures by $120,148. An increase in the number of defendants assigned to Pretrial Supervision increased the Probation Officer-to-defendant ratio to 1:85. The addition of Pretrial Standard positions is projected to reduce the ratio to 1:68. Pretrial Bail/Bond: Create 3.0 FTE Probation Officers, and increase Detention Fund expenditures by $215,207. The increase in staffing will allow the department to review and prepare appropriate Bail/Bond recommendations for defendants to the Court Judicial Officer. 207 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. Measure Type Result Result Output Output Output Demand Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of probationers who successfully 56.5% 63.9% 64.8% 64.4% 0.5% 0.9% completed MCAPD operated and/or funded treatment and residential services during the reporting period. Percent of jail days saved by releasing 12.7% 8.2% 12.8% 14.0% 5.8% 70.5% probationers early from jail into treatment during the reporting period. Average number of probationers who 1,153 1,284 1,378 1,407 124 9.6% participate in MCAPD operated and/or funded treatment and residential service during the reporting period. Number of jail days saved by releasing 2,716 2,402 1,439 1,554 (848) -35.3% probationers early from jail into treatment during the reporting period. Number of probationers who were terminated 733 678 1,487 1,138 460 67.8% from MCAPD operated and/or funded treatment and residential services during the reporting period. Average number of probationers who are 1,596 1,303 1,665 1,804 501 38.4% 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 17,078 29,274 11,241 11,111 (18,163) -62.0% who are released from jail into treatment during the reporting period. Average daily cost per probationer to receive $ 1,099.83 $ 1,297.38 $ 1,078.96 $ 1,065.80 $ 231.58 17.8% MCAPD operated and/or funded treatment and residential services during the reporting period. Revenue 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ 3,124,368 $ 3,124,368 $ 3,199,903 $ 3,199,903 $ 3,126,559 $ 3,126,559 $ 2,364,026 $ 2,364,026 $ $ (835,877) (835,877) -26.1% -26.1% 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 2,070,703 2,999,528 $ 5,070,231 $ 1,554,500 3,091,875 2,014,390 $ 6,660,765 $ 1,867,618 2,832,477 1,246,030 $ 5,946,125 $ 1,984,927 1,826,809 14,000 2,172,607 $ 5,998,343 $ (430,427) 1,265,066 (14,000) (158,217) $ 662,422 -27.7% 40.9% N/A -7.9% 9.9% Expenditure Activity Narrative: The 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 and 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. The grants expired in FY 2012, thus the significant decline in demand for FY 2013. 208 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation Base Adjustments: Detention Fund (255) • The expenditure budget is increased by $368,735 to fund 5.0 FTE Prison Re-Entry positions to allow for a Probation Officer-to-probationer caseload ratio of 1:20 in FY 2013. 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. 209 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation Program Results Measure Description Percent of probationers 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. Percentage of active domestic violence probationers sentenced for a new felony offense while supervised during the fiscal year. 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. The percent of Compliance Monitoring probationers who successfully completed supervision during the reporting period. Percentage of active Compliance Monitoring probationers sentenced for a new felony offense while supervised. 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 fiscal year. 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 convicted of a new felony offense while supervised during the fiscal year. Percent of transferred youth probationers who successfully complete probation during the reporting period. Percent of active transferred youth sentenced for a new felony offense while supervised during the fiscal year. Percent of newly ordered warrants cleared during the reporting period. Percent of warrants cleared during the fiscal year. The percentage of warrants cleared with targeted criteria, out of the total warrants cleared during the reporting period. REV VS ADOPTED FY 2011 FY 2012 FY 2012 FY 2013 ACTUAL REVISED FORECAST ADOPTED VAR % 60.5% 55.9% 50.0% 43.2% (12.7%) -22.8% 48.2% 80.5% 52.0% 92.3% 50.0% 80.2% 50.9% 80.0% (1.1%) (12.3%) -2.0% -13.3% 52.6% 59.2% 59.6% 61.8% 2.6% 4.4% N/A N/A 4.5% 4.2% N/A N/A 42.8% 44.1% 45.9% 46.2% 2.0% 4.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 93.7% 88.8% 100.0% 92.8% 4.0% 4.5% 0.5% 0.5% 0.4% 0.4% (0.0%) -9.9% 55.4% 60.0% 59.9% 62.7% 2.7% 4.5% N/A N/A 7.5% 7.8% N/A N/A 97.0% 95.6% 97.0% 96.5% 0.9% 0.9% N/A N/A 1.1% 1.1% N/A N/A 79.3% 82.3% 81.0% 83.4% 1.1% 1.3% N/A N/A 3.3% 3.1% N/A N/A N/A N/A 2.3% 2.0% N/A N/A 69.5% 67.0% 70.1% 71.8% 4.8% 7.1% N/A N/A 7.9% 7.8% N/A N/A 39.6% 39.6% 50.5% 53.5% 14.0% 35.2% N/A N/A 7.1% 14.7% N/A N/A 63.3% 68.0% 64.0% 65.0% (3.0%) -4.4% 54.2% 7.7% 54.9% 31.1% 58.0% 8.2% 66.5% 8.2% 11.5% (22.9%) 21.0% -73.8% Activities that comprise this program include: • Community Restoration • 210 Domestic Violence Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget • • • • • • • • • 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 Output Demand Demand Efficiency Measure Description Percent of probationers 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 restitution and/or perform Community Restitution Service during the fiscal year. 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 Restitution services during the fiscal year. FY 2011 ACTUAL 60.5% FY 2012 FY 2012 REVISED FORECAST 55.9% 50.0% FY 2013 ADOPTED 43.2% REV VS ADOPTED VAR % (12.7%) -22.8% 48.2% 52.0% 50.0% 50.9% (1.1%) -2.0% 80.5% 92.3% 80.2% 80.0% (12.3%) -13.3% 417 1,126 402 387 (739) -65.6% 3,506 5,497 3,781 4,078 (1,419) -25.8% 3,784 2,748 3,158 2,748 - 0.0% N/A N/A 11,023 11,462 N/A N/A 4,355 5,957 4,712 5,097 (860) -14.4% 6,258 4,916 6,311 6,365 1,449 29.5% N/A N/A (135,560) (4,481) (140,041) -65.5% -6.8% -51.3% 38,688 (8,077) 30,611 1.3% -4.2% N/A 1.0% N/A N/A $ 285.97 $ 272.30 60,926 61,301 122,227 $ 71,383 61,301 132,684 Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 69,018 54,579 123,597 $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 2,943,703 218,651 $ 3,162,354 $ $ 206,943 65,782 272,725 $ $ $ $ $ Expenditure $ 2,960,728 191,040 $ 3,151,768 $ 2,903,285 244,724 4,274 $ 3,152,283 $ 2,922,040 199,117 $ 3,121,157 $ $ Activity Narrative: The demand, output and result measures associated with probationers ordered to pay victim restitution are declining, which is related to the overall ability of probationers to pay during the economic downturn. The department has seen a decline in the number of opted-in victims receiving victim assistance. Though the average number of probationers ordered to perform 211 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget community work service hours has increased by 29.5%, the number actually completing such services has not changed. The department continues to seek projects and participants in the private and public sectors willing to take on the challenge of overseeing probationers in FY 2013. Domestic Violence Activity The purpose of the Domestic Violence Probation Supervision Activity is to provide specialized supervision and align services to offender risk profiles and criminogenic needs to domestic violence probationers so they can enhance their likelihood to remain in the community and successfully complete probation. Mandates: A.R.S. §§12-251 and 13-901 establishes standard probation, the conditions, and fees and establishes qualifications for probation officers and support staff; A.R.S. §12-253 establishes the powers and duties of adult probation officers; A.R.S. §12-269 requires counties with populations greater than two million to fund probation services and maintain appropriate ratios of officers to probationers consistent with evidence-based practices in differentiated case management. Measure Type Result Result Output Output Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of domestic violence probationers 52.6% 59.2% 59.6% 61.8% 2.6% 4.4% who successfully complete probation during the reporting period. Percentage of active domestic violence N/A N/A 4.5% 4.2% N/A N/A probationers sentenced for a new felony offense while supervised during the fiscal year. Average number of active domestic violence 569 605 663 681 77 12.7% probationers supervised during the reporting period. Number of domestic violence probationers 308 304 282 304 0.0% terminated from probation during the reporting period. Average number of domestic violence N/A N/A 602 622 N/A N/A probationers supervised during the fiscal year. Excludes LJ cases. 631 661 663 681 20 3.1% Average number of active domestic violence probationers ordered to be supervised during the reporting period. Average cost per active domestic violence $ 549.60 $ 548.94 $ 481.14 $ 453.96 $ 94.98 17.3% probationer during the reporting period. Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 1,199,953 50,398 $ 1,250,351 $ 1,273,678 53,653 $ 1,327,331 $ 1,207,164 52,515 15,833 $ 1,275,512 $ 1,185,215 51,829 $ 1,237,044 $ $ 88,463 1,824 90,287 6.9% 3.4% N/A 6.8% Activity Narrative: The department has had some success in increasing the percent of domestic violence probationers who successfully complete probation. Through increased supervision the average number of active domestic violence probationers will increase in FY 2013. 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. 212 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of newly ordered warrants cleared 63.3% 68.0% 64.0% 65.0% (3.0%) -4.4% during the reporting period. Percent of warrants cleared during the fiscal 54.2% 54.9% 58.0% 66.5% 11.5% 21.0% year. 7.7% 31.1% 8.2% 8.2% (22.9%) -73.8% The percentage of warrants cleared with targeted criteria, out of the total warrants cleared during the reporting period. Average number of probationers on warrant 7,664 8,000 6,243 5,716 (2,284) -28.6% status being sought by Adult Probation during the reporting period. Average number of probationers on warrant 722 998 679 629 (369) -37.0% status with targeted criteria being sought by Adult Probation during the reporting period. Total number of probationers on warrant status 6,992 7,263 5,847 5,696 (1,567) -21.6% cleared during the reporting period. Total number of probationers newly placed on 4,788 5,978 4,178 4,330 (1,648) -27.6% warrant status by the Court during the reporting period. Average daily cost per probationer on warrant $ 61.50 $ 74.24 $ 90.15 $ 89.54 $ (15.30) -20.6% status during the reporting period. Revenue 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 369,563 369,563 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 1,467,168 418,320 $ 1,885,488 $ $ 203,705 203,705 $ $ 440,497 440,497 $ $ 50,225 50,225 $ $ (153,480) (153,480) -75.3% -75.3% $ 1,996,973 50,225 $ 2,047,198 $ 27,043 200,669 100,832 328,544 1.3% 80.0% 100.0% 13.8% Expenditure $ 2,024,016 250,894 100,832 $ 2,375,742 $ 1,759,126 381,933 110,259 $ 2,251,318 $ Activity Narrative: The number of probationers newly placed on warrant status by the court is projected to decline by 27.6% through FY 2013. A grant increase in FY 2011 and FY 2012 allowed for staff to focus on clearing a warrant backlog. However this grant funding is significantly reduced in FY 2013. 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. 213 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of jail days saved through Court Liaison during the reporting period. Percentage of jailed probationers who received services under In-Custody Management during the reporting period. Average daily number of jailed probationers who receive In-Custody Management services from the Work Furlough and Custody Management Unit, plus the total number of probationers handled by Court Liaison who were revoked to DOC, reinstated without jail, or received less than 30 days jail during the reporting period. Number of jail days required for probationers going through violation proceedings during the reporting period. Average number of jailed probationers assigned to In-Custody Management services from the Work Furlough and Custody Management Units, plus the total number of probationers assigned to Court Liaison who were revoked to DOC, reinstated without jail, or received less than 30 days jail during the reporting period. Average daily cost per probationer to provide In-Custody Management Activity services during the reporting period. FY 2011 ACTUAL 42.8% FY 2012 FY 2012 REVISED FORECAST 44.1% 45.9% FY 2013 ADOPTED 46.2% REV VS ADOPTED VAR % 2.0% 4.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 1,579 1,405 1,549 1,463 57 4.1% 142,340 105,263 139,379 123,982 18,719 17.8% 1,579 1,405 1,549 1,463 57 4.1% 8.0% $ 440.94 $ 489.79 $ 407.41 $ 450.64 $ 39.15 $ 673,170 673,170 $ 300,408 691,022 991,430 $ 150,204 671,464 821,668 $ 269,043 671,464 940,507 $ (31,365) (19,558) (50,923) -10.4% -2.8% -5.1% 950,167 252,717 8,400 1,424,949 $ 2,636,233 $ 114,589 (38,969) (8,400) 49,658 116,878 10.8% -18.2% N/A 3.4% 4.2% Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 2,591,072 193,490 $ 2,784,562 $ $ $ $ Expenditure $ 1,064,756 213,748 1,474,607 $ 2,753,111 $ 946,262 232,813 1,344,427 $ 2,523,502 $ $ Activity Narrative: The number of jail days required for probationers going through violation proceedings is projected to increase by 17.8%, while providing the same level of service which increases the efficiency in FY 2013. 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. 214 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of Sex Offenders who check in with Adult Probation within 72 hours of discharge from DOC during the reporting period. Percent of probationers on deportation status through USICE who are returned to MCAPD for action due to arrest, technical violation, or investigation during the reporting period. Average number of probationers monitored according to Indirect Services standards during the reporting period. Number of Sex Offenders who are ordered to check in with Adult Probation within 72 hours following discharge from DOC during the reporting period. Average number of probationers on deportation status through USICE during the reporting period. Average number of probationers ordered by the court and/or transfered from field supervision to be monitored by Indirect Services during the reporting period. Average daily cost per probationer administered by Indirect Services during the reporting period. FY 2011 ACTUAL 93.7% FY 2012 FY 2012 REVISED FORECAST 88.8% 100.0% 0.5% 0.5% FY 2013 ADOPTED 92.8% 0.4% REV VS ADOPTED VAR % 4.0% 4.5% 0.4% (0.0%) -9.9% 17,396 17,434 15,545 14,454 (2,981) -17.1% 127 197 109 125 (72) -36.5% 6,792 6,764 4,907 4,190 (2,574) -38.1% 17,396 17,434 15,545 14,454 (2,981) -17.1% $ 13.13 $ 53.73 $ $ 913,464 913,464 $ $ 936,656 936,656 $ 64.78 $ 16.62 $ 37.11 69.1% $ 1,006,961 $ 1,006,961 $ $ 960,816 960,816 $ $ (24,160) (24,160) -2.6% -2.6% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: probationers. The demand continues to decrease, most notably in the number of ICE 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. 215 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output 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 IPS probationers who are supervised during the fiscal year. 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 2011 ACTUAL 55.4% FY 2012 FY 2012 REVISED FORECAST 60.0% 59.9% N/A N/A 798 REV VS ADOPTED VAR % 2.7% 4.5% FY 2013 ADOPTED 62.7% 7.5% 7.8% N/A N/A 850 760 780 (70) -8.2% 999 820 903 820 - 0.0% N/A N/A 760 780 N/A N/A 798 850 760 780 (70) -8.2% $ 1,916.55 $ 1,792.42 $ 2,061.16 $ 1,930.97 $ (138.55) -7.7% 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 440,009 440,009 $ $ 689,179 689,179 $ $ 557,124 557,124 $ $ 557,124 557,124 $ $ (132,055) (132,055) -19.2% -19.2% 100 - GENERAL 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 6,110,390 7,251 $ 6,117,641 $ 5,995,163 29,455 $ 6,024,618 $ 99,056 (29,455) 69,601 1.6% N/A N/A 1.1% Revenue Expenditure $ 6,094,219 $ 6,094,219 $ 6,232,830 33,103 $ 6,265,933 $ 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. 216 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description The percent of Compliance Monitoring probationers who successfully completed supervision during the reporting period. Percentage of active Compliance Monitoring probationers sentenced for a new felony offense while supervised. Average number of Compliance Monitoring probationers supervised during the reporting period. Average number of active Compliance Monitoring probationers monitored during the fiscal year. 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 2011 ACTUAL 97.0% FY 2012 FY 2012 REVISED FORECAST 95.6% 97.0% N/A N/A 11,549 N/A N/A 11,549 $ 84.70 1.1% 12,508 12,508 $ 89.26 $ REV VS ADOPTED VAR % 0.9% 0.9% FY 2013 ADOPTED 96.5% 1.1% N/A N/A 11,076 10,984 (1,525) -12.2% 11,076 10,984 N/A N/A 11,076 10,984 (1,525) -12.2% 98.80 $ 102.12 $ (12.86) -14.4% $ 4,345,663 140,772 $ 4,486,435 $ (42,635) 22,104 (20,531) -1.0% 13.6% -0.5% Expenditure 100 - GENERAL 201 - ADULT PROBATION FEES TOTAL USES $ 3,912,892 $ 3,912,892 $ 4,303,028 162,876 $ 4,465,904 $ 4,236,549 140,771 $ 4,377,320 $ Activity Narrative: Compliance Monitoring is made up of Unsupervised and Minimal Assessed Risk Supervision (MARS). This population is forecasted to decrease in FY 2012 and the trend is expected to continue in FY 2013. 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. 217 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of seriously mentally ill probationers 79.3% 82.3% 81.0% 83.4% 1.1% 1.3% who successfully complete probation during the reporting period. Percent of active seriously mentally ill N/A N/A 3.3% 3.1% N/A N/A probationers sentenced for a new felony offense while supervised during the fiscal year. Average number of active seriously mentally ill 625 677 645 650 (27) -4.0% probationers supervised during the reporting period. 368 351 363 404 53 15.1% Number of active seriously mentally ill probationers terminated from probation during the reporting period. Average number of active seriously mentally ill N/A N/A 645 650 N/A N/A probationers supervised during the fiscal year. Average number of active seriously mentally ill 625 677 645 650 (27) -4.0% probationers ordered to be supervised by the Court during the reporting period. Average cost per active seriously mentally ill $ 542.89 $ 508.82 $ 540.82 $ 529.21 $ (20.40) -4.0% probationer for the reporting period. Expenditure 100 - GENERAL TOTAL USES $ 1,356,140 $ 1,356,140 $ 1,378,381 $ 1,378,381 $ 1,394,236 $ 1,394,236 $ 1,375,956 $ 1,375,956 $ $ 2,425 2,425 0.2% 0.2% 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 Output Output Demand Efficiency Measure Description Percent of active Sex Offender probationers sentenced for a new felony offense while supervised during the reporting period. Average number of Sex Offender probationers supervised during the reporting period. Average number of active Sex Offender probationers supervised during the fiscal year. Average number of active Sex Offender probationers ordered to be supervised during the reporting period. Average cost per active sex offender probationer for the reporting period. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A 2.3% FY 2013 ADOPTED 2.0% REV VS ADOPTED VAR % N/A N/A 1,790 1,802 1,910 2,015 213 11.8% N/A N/A 1,909 2,009 N/A N/A 1,790 1,802 1,910 2,010 208 11.5% $ 635.50 $ 661.76 $ 619.88 $ 594.03 $ 67.73 10.2% 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 49,725 49,725 $ 53,312 53,312 $ 79,000 44,897 123,897 $ 44,897 44,897 $ (8,415) (8,415) N/A -15.8% -15.8% 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL USES $ 2,738,511 98,485 1,713,163 $ 4,550,159 (797,165) (74,560) 855,000 (16,725) -38.9% N/A 31.4% -0.4% Revenue $ $ $ $ $ Expenditure $ 2,049,943 2,720,000 $ 4,769,943 $ 2,418,513 74,560 2,241,550 $ 4,734,623 $ 2,847,108 74,560 1,865,000 $ 4,786,668 $ $ Activity Narrative: A significant majority of convicted sex offenders receive lifetime sentences for probation; thus the year-to-year increase in probation supervision. 218 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 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 Output Demand Efficiency Measure Description Percent of standard probationers who successfully complete probation during the reporting period. Percent of active standard probationers convicted of a new felony offense while supervised during the fiscal year. Average number of active standard probationers supervised for the reporting period. Number of Standard probationers terminated from probation during the reporting period. Average number of active standard probationers supervised during the fiscal year. (Excludes ISC) Average number of active standard probationers ordered to be supervised during the reporting period. Average daily cost per active Standard Supervision probationer. FY 2011 ACTUAL 69.5% FY 2012 FY 2012 REVISED FORECAST 67.0% 70.1% N/A N/A 7.9% 7.8% N/A N/A 14,729 14,868 14,829 14,992 124 0.8% 6,325 5,420 6,008 5,663 243 4.5% N/A N/A 14,148 14,326 N/A N/A 14,829 14,992 (509) -3.3% 14,729 $ REV VS ADOPTED VAR % 4.8% 7.1% FY 2013 ADOPTED 71.8% 15,501 401.69 $ 400.57 $ 410.27 $ 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES 426.93 $ (26.36) -6.6% 394,812 8,129,051 $ 8,523,863 296,676 7,668,924 $ 7,965,600 $ 217,973 8,139,635 $ 8,357,608 $ 285,551 8,139,648 $ 8,425,199 $ (11,125) 470,724 459,599 -3.7% 6.1% 5.8% $ 13,444,948 202,139 10,018,505 $ 23,665,592 $ 13,567,096 154,405 10,024,172 76,752 $ 23,822,425 $ 12,976,312 225,210 10,332,316 801,041 $ 24,334,879 $ 12,667,563 185,972 11,860,891 886,574 $ 25,601,000 $ Revenue $ $ Expenditure 899,533 6.6% (31,567) -20.4% (1,836,719) -18.3% (809,822) -1055.1% $ (1,778,575) -7.5% Base Adjustments: Detention Fund (255) • The expenditure budget is increased by $71,736 to fund 1.0 FTE Drug Court Probation Officer position. The 1:60 Officer to probationer ratio standard on which this program is based has increased to 1:73. The addition of an Officer is expected to reduce the current ratio down to the standard of 1:60. 219 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 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 Result Output Output Output Demand Efficiency Measure Description Percent of transferred youth probationers who successfully complete probation during the reporting period. Percent of active transferred youth sentenced for a new felony offense while supervised during the fiscal year. Average number of active transferred youth probationers being supervised during the reporting period. Number of transferred youth probationers terminated from probation during the reporting period. Average number of active transferred youth supervised during the reporting period during the fiscal year. 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 2011 ACTUAL 39.6% FY 2012 FY 2012 REVISED FORECAST 39.6% 50.5% N/A N/A 252 FY 2013 ADOPTED 53.5% REV VS ADOPTED VAR % 14.0% 35.2% 7.1% 14.7% N/A N/A 295 244 258 (37) -12.6% 96 96 99 99 3 3.1% N/A N/A 244 258 N/A N/A 252 295 244 258 (37) -12.6% $ 574.12 $ 489.86 $ 610.67 $ 575.50 $ (85.64) -17.5% $ $ 579,285 579,285 $ $ 578,522 578,522 $ $ 596,014 596,014 $ $ 593,918 593,918 $ $ (15,396) (15,396) -2.7% -2.7% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The average number of active transferred youth supervised is declining. However, the services required by this caseload are costing more, thus reducing the efficiency in FY 2013. 220 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change Reallocations Armored Car Charges Mid Year Adjustments AOC Risk Management Charges Sheriff's Office Reallocation 54,654,939 $ - $ (60,107) $ (60,107) 1,167 $ 1,167 (3,854,876) $ (162,876) (3,692,000) - 50,741,123 $ - (191,057) $ (191,057) - Agenda Item: C-49-12-014-2-00 $ C-49-12-018-2-00 $ C-49-12-009-2-00 C-49-12-028-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ $ Agenda Item: $ FY 2013 Budget Target $ Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Regular Pay and Benefits to account for net changes in pay rates assigned to newly filled positions Decrease expenditures by $58,020 for Overtime Pay, $158,730 for Other Personal Services, and $33,016 for Temporary Pay Delete a half-time position allocated to the Adult Probation Fees Fund (201) Increase General and Medical Supplies to reflect FY 2012 Forecast Increase Fuel expenditures Increase Capital Outlay for iCISng-related and other computer equipment Decrease Internal Service costs due to decline in Telecomm charges Increase expenditures for Health Care Services (drug tests) due to decrease in grant revenue Increase Services expenditures for executive recruitment and relocation Rightsize all other Services, with expenditure increases of $24,205 for Rent, $1,040 for Repairs, $9,672 for Travel, $6,672 for Education & Training, $200 for Postage, $30,000 for Support & Care of Persons and $62,646 for Other Services Decrease Debt Service costs Decrease Transfers-Out to County Attorney Reallocations Reallocation Between Funds Decrease Personal Services Allocations-Out to Adult Probation Grants Fund (211) Decrease Personal Services Allocations-Out to Adult Probation Fees Fund (201) Increase Personal Services Allocations-Out to Adult Probation Fees Fund (201) Increase Personal Services Allocations-Out to Detention Fund (255) Reallocation Between Depts Increase Personal Services Allocations-In from Internal Audit of $776, and from Superior Court General Fund for the $48,840 shared cost of two positions FY 2013 Tentative Budget $ $ $ $ - 38,681 $ 38,681 (116,322) $ (116,322) - (166,046) (249,766) (28,039) 55,232 49,092 60,330 (48,299) 78,525 15,000 134,435 (9,336) (7,450) $ $ 97,339 42,311 (54,696) (56,929) $ 49,616 77,641 28,025 $ - 49,616 - $ 50,550,066 $ 0.0% - $ 168,559 168,559 $ - $ 50,718,625 $ 0.3% - Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges 50,550,066 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 221 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 12,870,619 $ 12,870,619 FY 2012 Revised Budget $ 12,870,619 $ 12,870,619 FY 2013 Budget Target $ 12,870,619 $ 12,870,619 $ - $ (28,025) $ (28,025) (28,025) (28,025) - 12,842,594 $ -0.2% 12,842,594 -0.2% Adjustments: Agenda Item: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Decrease Allocations-In by $28,039 to Adult Probation General Fund due to revenue decline, and right-size Services Allocation-Out by $14 $ $ (28,025) FY 2013 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 306,887 $ - FY 2012 Revised Budget $ 306,887 $ - $ (306,887) $ (306,887) - $ - $ - $ 321 $ 321 1,242,349 $ 1,242,349 - $ 113,604 $ 113,604 - $ 1,356,274 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Information and Communications Technology Other IT Non-Recurring Laptop/Desk top/Printer Replacement Communications Center CAD System, software & hardware upgrade Salary & Benefit expenditures for 1.5 FTE Quality Assurance Staff Other replacements and upgrades Non Recurring Other Non-Recurring Vehicle replacements for vehicles previously leased from State FY 2013 Adopted Budget Percent Change from Target Amount 222 $ $ $ 836,000 100,000 159,953 146,396 113,604 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 1,504,963 $ 2,225,040 $ 2,225,040 $ 2,346,908 $ 2,198,641 Sources: Operating Total Sources: $ $ 13,015,979 13,015,979 $ $ 12,870,619 12,870,619 $ $ 12,870,619 12,870,619 $ $ 12,842,595 12,842,595 $ $ 12,842,594 12,842,594 $ $ $ $ 12,767,136 223,726 12,990,862 $ $ 12,870,619 306,887 13,177,506 $ $ 12,870,619 306,887 13,177,506 $ 12,842,594 1,356,274 14,198,868 Uses: Operating Non-Recurring Total Uses: $ 11,923,898 250,141 12,174,039 Structural Balance $ 1,092,081 $ - $ - $ 75,459 $ - Accounting Adjustments $ 5 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,346,908 2,346,908 $ $ 1,918,153 1,918,153 $ $ 1,918,153 1,918,153 $ $ 2,198,641 2,198,641 $ $ 842,367 842,367 Expenditures Revenue Adult Probation Grants Fund (211) OPERATING FY 2012 Adopted Budget Adjustments: Grants Adult Probation FY 12 Grants 4,439,380 $ 339,783 $ 339,783 339,783 339,783 $ 4,779,163 $ 4,779,163 $ (12,405) (12,405) $ 4,766,758 $ 4,779,163 $ 13,918 $ 13,918 (1,223,298) $ (1,223,298) (1,221,785) (1,221,785) 3,557,378 $ -25.4% 3,557,378 -25.6% C-11-12-005-G-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Grants Grant Reconciliation 4,439,380 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ - Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ 223 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED (181,632) $ FY 2012 REVISED $ Sources: Operating Total Sources: $ $ 4,882,138 4,882,138 $ $ 4,439,380 4,439,380 $ $ 4,779,163 4,779,163 $ $ 4,779,163 4,779,163 $ $ 3,557,378 3,557,378 Uses: Operating Total Uses: $ $ 4,910,494 4,910,494 $ $ 4,439,380 4,439,380 $ $ 4,779,163 4,779,163 $ $ 4,779,163 4,779,163 $ $ 3,557,378 3,557,378 Structural Balance $ (28,356) $ - $ - $ - $ - Accounting Adjustments $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ $ $ (209,971) $ (209,971) $ (181,632) $ (181,632) $ 224 (181,632) $ FY 2013 ADOPTED Beginning Spendable Fund Balance 17 (181,632) $ FY 2012 FORECAST (181,632) $ (181,632) $ (209,971) (209,971) (209,971) $ $ $ (209,971) (209,971) (209,971) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Adult Probation Detention Fund (255) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change Mid Year Adjustments Sheriff's Office Reallocation 6,028,224 $ - $ (1,669) $ (1,669) 3,692,000 $ 3,692,000 - 9,718,555 $ - (27,823) $ (27,823) - Agenda Item: C-49-12-014-2-00 $ C-49-12-028-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ $ Agenda Item: $ FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Regular Pay and Benefits to account for net changes in pay rates assigned to newly filled positions Increase Overtime Pay by $10,200, and decrease Other Personal Services by $46,857 to reflect FY 2012 forecasted expenditures Increase expenditures for Supplies, including an increase of $25,000 for fuel and a decrease of $6,250 for General Supplies Increase expenditures to reflect a department-wide re-allocation of Internal Service Charges to the appropriate funds Decrease expenditures by $46,280 for Other Services, $150 for Postage, and $8,274 for Debt Service Right-size all other Services with expenditure increases of $31,590 for Travel, $17,700 for Health Care Services, $137 for Education & Training, and $36,400 for Support and Care of Persons Increase staff for various department programs: Prison Re-Entry: 4.0 FTE Probation Officers & 1.0 FTE Supervisor Pretrial Electronic Monitoring: 5.0 FTE Probation Officers & 1.0 FTE Supv. Pretrial Standard: 2.0 FTE Probation Officers Pretrial Bail/Bond: 3.0 FTE Probation Officers Drug Court: 1.0 FTE Probation Officers FY 2013 Tentative Budget $ 9,690,732 $ - $ 2,505 2,505 1,249,226 1,249,226 $ - $ $ $ (228,066) (36,657) 18,750 247,783 (54,704) 85,827 368,735 440,463 120,148 215,207 71,740 $ 10,942,463 $ 12.9% - $ 27,964 27,964 $ - $ 10,970,427 $ 13.2% - FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 100,000 $ 100,000 - $ 100,000 $ - Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount NON RECURRING NON PROJECT Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 225 Maricopa County Annual Business Strategies FY 2013 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 2013. Public Health By June 30, 2018, air quality at all air monitoring stations will be in compliance with federal health standards 100% of the time over 365 days. (Addresses all pollutants.) Status: For FY 2011 (the last complete year), air quality at all stations was in compliance with federal health standards 87% of the time. Public Health By June 30, 2018, the compliance rate of permitted sources to rules and regulations will increase from 91% to 99%, as a result of effective and efficient service delivery by the Air Quality Department. Status: This is a new goal, which will be tracked in FY 2013. Citizen Satisfaction By June 30, 2018, the percentage of citizens being adequately informed of air pollution issues will increase to 80% and making clean air choices will increase by 10% from baseline year as reported in a Maricopa County Citizens’ Satisfaction Survey. Status: The 2011 Citizens’ Satisfaction Survey results showed that 69% of the citizens reported being adequately informed. Making clean air choices will be tracked beginning with the 2012 Citizens’ Satisfaction Survey; 2012 will be the baseline year. 226 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 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 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 566,924 $ 5,527,493 1,469,417 6,318,837 1,322,423 410,007 15,615,101 $ 530,000 $ 4,580,188 1,576,944 5,676,588 1,588,800 13,952,520 $ 995,782 $ 4,738,702 1,576,944 5,683,005 1,588,800 14,583,233 $ 555,924 $ 4,551,354 1,507,660 5,629,721 1,621,476 13,866,135 $ - $ 5,063,725 1,608,636 5,450,532 1,673,800 13,796,693 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 121,723 $ 121,723 $ 6,000 $ 6,000 $ 41,406 $ 41,406 $ 3,617 $ 3,617 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 64,481 $ 64,481 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ TOTAL PROGRAMS $ 15,801,305 $ 13,966,520 $ - $ 1,412,710 2,520,505 1,059,977 3,329,124 1,392,591 332,979 10,047,886 $ REVISED VS ADOPTED VAR % (995,782) 325,023 31,692 (232,473) 85,000 (786,540) -100.0% 6.9% 2.0% -4.1% 5.3% N/A -5.4% 788,462 $ 788,462 $ 747,056 747,056 1804.2% 1804.2% 10,074 $ 10,074 $ 32,040 $ 32,040 $ 24,040 24,040 300.5% 300.5% 14,632,639 $ 13,879,826 $ 14,617,195 $ (15,444) -0.1% 412,272 $ 2,206,666 2,352,819 1,468,554 2,818,356 1,534,031 10,792,698 $ 475,272 $ 2,670,162 2,506,692 1,463,622 2,805,707 1,534,031 11,455,486 $ 389,200 $ 2,907,466 2,314,009 1,302,744 2,690,127 1,419,373 11,022,919 $ 550,899 $ 2,699,277 1,438,061 2,614,118 1,610,660 8,913,015 $ (75,627) 2,670,162 (192,585) 25,561 191,589 (76,629) 2,542,471 -15.9% 100.0% -7.7% 1.7% 6.8% -5.0% N/A 22.2% 38,579 $ 296,865 131,516 3,208,245 25,060 3,700,265 $ 39,497 $ 195,327 99,734 4,087,890 27,161 4,449,609 $ 39,497 $ 195,327 99,734 4,065,741 27,161 4,427,460 $ 38,679 $ 183,135 97,999 3,741,276 26,624 4,087,713 $ 39,452 $ 191,405 111,225 6,247,259 26,999 6,616,340 $ 45 3,922 (11,491) (2,181,518) 162 (2,188,880) 0.1% 2.0% -11.5% -53.7% 0.6% -49.4% $ 609,087 $ 15,462 124,620 749,169 $ 850,511 $ 64,999 915,510 $ 850,511 $ 46,657 64,999 962,167 $ 850,512 $ 46,657 64,992 962,161 $ 819,913 $ 78,497 898,410 $ 30,598 46,657 (13,498) 63,757 3.6% 100.0% -20.8% 6.6% TOTAL PROGRAMS $ 14,497,320 $ 16,157,817 $ 16,845,113 $ 16,072,793 $ 16,427,765 $ 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 $ $ 227 417,348 2.5% Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 9,483,171 9,483,171 $ $ 9,548,988 9,548,988 $ $ 9,548,988 9,548,988 $ $ 9,399,521 9,399,521 $ $ 9,764,372 $ 9,764,372 $ 215,384 215,384 2.3% 2.3% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 2,164,114 1,322,423 3,486,537 $ 1,530,000 1,588,800 3,118,800 $ 2,154,296 1,588,800 3,743,096 $ 1,438,850 1,705,874 3,144,724 $ $ 2,095,675 1,673,800 3,769,475 $ (58,621) 85,000 26,379 -2.7% 5.3% 0.7% $ $ 25,432 25,432 7.0% 7.0% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ $ $ $ $ 367,945 $ 367,945 $ 361,272 $ 361,272 $ 361,272 $ 361,272 $ 356,607 $ 356,607 $ 386,704 386,704 2,161,576 $ 2,161,576 $ 923,460 $ 923,460 $ 923,460 $ 923,460 $ 923,460 $ 923,460 $ 662,600 $ 662,600 $ $ SUBTOTAL $ 16,971 19,929 36,900 $ $ 8,000 6,000 14,000 $ 8,000 6,000 14,000 ALL REVENUES $ 15,536,129 $ 13,966,520 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 265,176 265,176 $ $ - TOTAL SOURCES $ 15,801,305 $ 13,966,520 $ 10,074 3,617 13,691 14,590,816 $ $ $ 41,823 41,823 $ 14,632,639 228 $ $ $ (260,860) (260,860) -28.2% -28.2% 300.5% -66.6% 143.2% $ 32,040 2,004 34,044 $ 24,040 (3,996) 20,044 13,838,003 $ 14,617,195 $ 26,379 $ $ 41,823 41,823 $ $ - $ $ (41,823) -100.0% (41,823) -100.0% $ 13,879,826 $ 14,617,195 $ (15,444) 0.2% -0.1% Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VAR % FY 2013 ADOPTED 7,509,194 $ 8,902 43,109 2,481,253 23,185 (1,017,712) 1,324,243 10,372,174 $ 6,674,770 $ 23,300 2,932,383 7,188 (1,239,957) 1,896,307 10,293,991 $ 6,674,770 $ 23,300 2,932,383 7,188 (1,239,957) 1,896,307 10,293,991 $ 7,055,437 $ 42,453 2,507,693 26,703 (1,229,581) 1,885,426 10,288,131 $ 7,119,728 $ 30,244 65,064 2,717,399 60,682 (1,392,655) 2,043,269 10,643,731 $ SUBTOTAL $ 388,631 $ 116,358 2,886 (14,220) 23,098 516,753 $ 365,082 $ 116,552 20,185 (4,482) 14,475 511,812 $ 365,082 $ 116,552 40,553 (4,482) 14,475 532,180 $ 274,513 $ 145,012 52,373 (39,935) 25,180 457,143 $ 301,148 $ 165,191 39,955 (9,686) 11,759 508,367 $ 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 $ 118,276 $ 5,214 1,136,444 901,949 25,826 378,722 7,249 33,237 42,895 53,998 (52,068) 91,554 2,743,296 $ 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 $ 306,120 $ 9,500 2,180,771 804,971 35,144 1,277,612 3,820 76,714 50,771 86,100 (29,876) 168,397 4,970,044 $ 288,239 $ 6,912 1,603,064 802,473 38,865 1,261,629 6,199 40,102 34,559 73,770 (47,333) 151,568 4,260,047 $ 300,700 $ 10,500 1,663,841 830,412 64,810 1,172,691 18,110 57,241 40,648 85,020 (71,534) 224,566 4,397,005 $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 196,680 49,636 246,316 $ 609,945 $ 56,729 23,172 359,052 1,048,898 $ 609,945 $ 56,729 23,172 359,052 1,048,898 $ 629,011 $ 56,729 22,680 359,052 1,067,472 $ 677,930 $ 200,732 878,662 $ ALL EXPENDITURES $ 13,878,539 $ 16,157,817 $ 16,845,113 $ 16,072,793 $ 16,427,765 $ 417,348 2.5% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 618,781 $ 618,781 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 14,497,320 $ 16,157,817 $ 16,845,113 $ 16,072,793 $ 16,427,765 $ 417,348 2.5% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ (444,958) -6.7% (30,244) N/A (41,764) -179.2% 214,984 7.3% (53,494) -744.2% 152,698 12.3% (146,962) -7.7% (349,740) -3.4% 63,934 (48,639) 598 5,204 2,716 23,813 17.5% -41.7% 1.5% 116.1% 18.8% 4.5% 5,420 1.8% (1,000) -10.5% 516,930 23.7% (25,441) -3.2% (29,666) -84.4% 104,921 8.2% (14,290) -374.1% 19,473 25.4% 10,123 19.9% 1,080 1.3% 41,658 139.4% (56,169) -33.4% 573,039 11.5% (67,985) 56,729 23,172 158,320 170,236 -11.1% 100.0% 100.0% 44.1% 16.2% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 503 AIR QUALITY GRANT OPERATING NON-RECURRING FY 2011 ACTUAL $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 3,411,855 $ 74,682 3,486,537 $ 3,118,800 $ 3,118,800 $ 3,722,728 $ 20,368 3,743,096 $ 3,118,800 $ 25,924 3,144,724 $ 3,769,475 $ 3,769,475 $ 46,747 1.3% (20,368) -100.0% 26,379 0.7% FUND TOTAL SOURCES $ 12,042,941 $ 271,827 12,314,768 $ 10,847,720 $ 10,847,720 $ 10,854,137 $ 35,406 10,889,543 $ 10,699,696 $ 35,406 10,735,102 $ 10,847,720 $ 10,847,720 $ (6,417) -0.1% (35,406) -100.0% (41,823) -0.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 15,454,796 $ 346,509 $ 15,801,305 $ 13,966,520 $ - $ 13,966,520 $ 14,576,865 $ 55,774 $ 14,632,639 $ 13,818,496 $ 61,330 $ 13,879,826 $ 14,617,195 $ - $ 14,617,195 $ 40,330 0.3% (55,774) -100.0% (15,444) -0.1% FUND TOTAL SOURCES $ 504 AIR QUALITY FEES OPERATING NON-RECURRING $ 229 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Air Quality Sources and Uses by Fund and Function (continued) FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % - $ - $ 763,350 $ 609,945 1,373,295 $ 763,350 $ 609,945 1,373,295 $ 763,350 $ 609,945 1,373,295 $ 760,773 $ 402,930 1,163,703 $ 2,577 207,015 209,592 0.3% 33.9% 15.3% 3,421,415 $ 4,651 3,426,066 $ 3,118,800 $ 74,682 3,193,482 $ 3,722,728 $ 95,050 3,817,778 $ 3,118,800 $ 74,682 3,193,482 $ 3,769,475 $ 3,769,475 $ (46,747) 95,050 48,303 -1.3% 100.0% 1.3% FUND TOTAL USES $ 10,990,392 $ 80,862 11,071,254 $ 10,847,720 $ 743,320 11,591,040 $ 10,847,720 $ 806,320 11,654,040 $ 10,699,696 $ 806,320 11,506,016 $ 10,744,978 $ 749,609 11,494,587 $ 102,742 56,711 159,453 0.9% 7.0% 1.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 14,411,807 $ 85,513 $ 14,497,320 $ 14,729,870 $ 1,427,947 $ 16,157,817 $ 15,333,798 $ 1,511,315 $ 16,845,113 $ 14,581,846 $ 1,490,947 $ 16,072,793 $ 15,275,226 $ 1,152,539 $ 16,427,765 $ 58,572 358,776 417,348 0.4% 23.7% 2.5% FUND TOTAL USES $ 503 AIR QUALITY GRANT OPERATING NON-RECURRING $ FUND TOTAL USES $ 504 AIR QUALITY FEES OPERATING NON-RECURRING $ 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .50 22.50 6.50 2.25 .50 32.25 .50 19.50 3.10 .50 23.60 .50 18.25 3.10 .00 .50 22.35 .50 19.25 3.10 .50 23.35 .50 36.60 3.10 .50 40.70 18.35 18.35 0.0% 100.5% 0.0% N/A 0.0% 82.1% 17.00 59.55 16.45 43.00 10.50 1.50 148.00 180.25 18.00 2.00 30.45 16.20 40.35 12.00 119.00 142.60 19.00 2.00 33.85 16.20 37.70 12.00 .00 120.75 143.10 19.00 2.00 33.05 16.10 36.60 12.00 118.75 142.10 2.00 32.30 16.65 36.95 12.00 99.90 140.60 (19.00) (1.55) .45 (.75) (20.85) (2.50) (100.0%) 0.0% (4.6%) 2.8% (2.0%) 0.0% N/A (17.3%) (1.7%) 230 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Air Quality Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Administrative Supervisor Air Instrument Technician Supv Air Quality Division Manager Air Quality Enforcement Spec Air Quality Operations Supervisor Air Quality Planner Air Quality Planning Supv Air Quality Policy Advisor Air Quality Specialist Air Quality Specialist Supv Atmospheric Science Pro Communicatn Ofcr/Govt Liaison Deputy Director Deputy Director - Air Quality Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Director - Air Quality Engineering Associate Engineering Manager Engineering Supervisor Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Executive Assistant Finance Manager 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 Planning Supervisor Project Administrator RDSA Ombudsman Regression Modeler Special Projects Manager Trainer Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 6.00 7.00 7.00 7.00 7.00 2.00 2.00 3.00 3.00 3.00 2.00 2.00 2.00 4.00 4.00 4.00 3.00 3.00 3.00 1.00 1.00 6.00 6.00 6.00 2.00 2.00 2.00 1.00 1.00 1.00 40.00 40.00 40.00 6.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 8.00 6.00 6.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 21.00 17.00 17.00 17.00 18.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 6.00 3.00 10.00 7.00 60.00 41.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 .60 .60 .60 .60 1.00 1.00 12.00 13.00 13.00 13.00 13.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 2.00 2.00 2.00 2.00 13.00 11.00 11.00 11.00 11.00 4.00 3.00 1.00 1.00 1.00 2.00 2.00 8.00 8.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 .50 .50 .25 180.25 142.60 143.10 142.10 140.60 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% (2.00) (100.0%) 0.0% 0.0% 0.0% 1.00 5.9% N/A 0.0% N/A N/A N/A 0.0% 0.0% N/A 0.0% N/A N/A 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% N/A N/A N/A 0.0% 0.0% N/A (.50) (100.0%) N/A (2.50) (1.7% ) Staffing by Fund 503 504 FUND AIR QUALITY GRANT AIR QUALITY FEES FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 22.00 24.60 21.60 14.60 21.60 158.25 118.00 121.50 127.50 119.00 180.25 142.60 143.10 142.10 140.60 231 REVISED TO ADOPTED VARIANCE VAR % 0.0% (2.50) (2.1%) (2.50) (1.7% ) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Air Quality Staffing Variance Analysis During FY 2012, a number of positions were reviewed and adjusted. This is why there is a variance between FY 2012 Adopted and FY 2012 Revised in the Staffing by Market Range Title Table in lines such as Air Quality Specialist and Environmental Specialists. General Adjustments General Fund (100) • • Decrease expenditure budget by $2,577 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. The FY 2013 Non Recurring Non Project budget includes $402,930 for Air Quality monitoring equipment. Air Quality Grant Fund (503) • • • Increase Regular Benefits by $8,627 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Decrease expenditure budget by $4,179 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Decrease expenditure budget by $8,627 for benefits salary savings to absorb the increase in retirement contributions. Air Quality Fees Fund (504) • • • • • • Increase Regular Benefits by $56,235 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Decrease expenditure budget by $24,340 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Decrease Other Benefits and Internal Services Charges by $4,054 for the impact of the changes in Risk Management charges. Decrease the expenditure budget by $163,141 in salary and benefits savings to reflect historical vacancy performance by the department. Increase the personnel expenditure budget by $32,558 for a temporary Air Quality Planner. The FY 2013 Non Recurring Non Project budget includes an increase of $749,609, which includes a $440,000 carry-over for completion of the Accela Information System and Public Relations projects, and $309,609 for the department’s technology purchases, RDSA allocations and vehicle locator system for 64 trucks and SUVs. 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. 232 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Air Quality 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 90.0% 90.0% FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A 25.0% 25.0% 25.0% (0.0%) -0.1% N/A 8.2% 8.2% 8.2% 0.0% 0.4% N/A 87.5% 87.5% 87.5% 0.0% 0.0% N/A 43.3% 43.3% 43.3% 0.0% 0.0% N/A 89.9% 89.9% 89.9% 0.0% 0.0% N/A 90.7% 90.7% 90.7% 0.0% 0.0% N/A 71.8% 71.8% 71.8% 0.0% 0.0% N/A 39.9% 39.9% 39.9% 0.0% 0.0% N/A 83.0% 83.0% 85.0% 2.0% 2.4% N/A 53.3% 53.3% 54.7% 1.4% 2.6% N/A 64.4% 62.2% 62.2% (2.2%) -3.4% N/A 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Air Quality Public Information • Air Quality Monitoring • Dust Control Permit Regulation • Large Source Permit Regulation • Small Source Permit Regulation • Trip Reduction • Voluntary Vehicle Repair and Retrofit 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: Not mandated. 233 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 64.4% 62.2% N/A 100.0% FY 2013 ADOPTED 62.2% 100.0% REV VS ADOPTED VAR % (2.2%) -3.4% 100.0% 0.0% 0.0% N/A 45 45 45 - 0.0% N/A 45 45 45 - 0.0% $ 8,648.89 $ 12,242.20 $ (1,680.60) -15.9% $ $ 389,200 389,200 $ $ $ $ (75,627) (75,627) -15.9% -15.9% N/A $ 10,561.60 Expenditure 504 - AIR QUALITY FEES TOTAL USES $ $ - $ $ 475,272 475,272 550,899 550,899 Activity Narrative: The Air Quality Public Information Activity supports the Department in meeting 100% of the demand. An increase in expenditure is for additional outreach and education purposes in FY 2013. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 90.0% 90.0% FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A 7,884 7,800 N/A N/A N/A N/A 8,760 8,700 N/A N/A N/A N/A N/A N/A (995,782) (995,782) -100.0% -100.0% N/A $ 338.68 $ 372.75 995,782 995,782 $ $ 555,924 555,924 $ $ - $ $ $ 1,373,295 658,119 876,052 $ 2,907,466 $ - $ 1,373,295 981,556 315,311 $ 2,670,162 Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ 100 - GENERAL 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ 566,924 566,924 $ $ Expenditure 694,070 718,640 $ 1,412,710 $ 1,373,295 981,556 315,311 $ 2,670,162 $ 100.0% 100.0% 100.0% 100.0% Activity Narrative: Further strategic planning discussions on the Air Quality Monitoring Activity with the Department determined that this activity is administrative and has been moved to the Executive Management Activity in FY 2013. The primary customer for this Activity is the Environmental Protection Agency. Regulatory reporting efforts such as this are administrative by definition in Maricopa County’s Managing for Results. 234 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 83.0% 83.0% FY 2013 ADOPTED 85.0% REV VS ADOPTED VAR % 2.0% 2.4% N/A 53.3% 53.3% 54.7% N/A 8,000 8,000 9,000 1,000 12.5% N/A 180 180 190 10 5.6% N/A 7,656 7,656 7,700 44 0.6% N/A 198 198 205 7 3.5% N/A $ 313.34 $ $ 289.25 $ 1.4% 2.6% 299.92 $ 13.42 4.3% 150,703 174,320 325,023 13.0% 4.9% 6.9% (176,236) (16,349) (192,585) -16.3% -1.1% -7.7% Revenue 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL SOURCES $ 1,064,991 4,462,502 $ 5,527,493 $ 1,158,514 3,580,188 $ 4,738,702 967,324 3,584,030 $ 4,551,354 $ 1,309,217 3,754,508 $ 5,063,725 $ 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ $ 1,079,820 1,426,872 $ 2,506,692 $ $ 1,256,056 1,443,221 $ 2,699,277 $ $ Expenditure 9500 920,893 1,599,612 $ 2,520,505 921,306 1,392,703 $ 2,314,009 Dust Control Inspections & Compliance 86% 85% 9000 Inspecitions $ 85% 8500 84% 8000 84% 7500 83% 7000 83% 6500 82% FY 12 Revised FY 12 Forecast Demand Output FY 13Adopted Result Activity Narrative: An increase in revenues is due to the EPA 105 grant and an increase in demand for service for dust control permits. This increase in demand results in an increase in revenue and expenditure for this Activity. The increase in dust control compliance inspections required is based on increase in the number of permits. As a result in the increase of inspections, there is an anticipated increase in enforcement cases for the Department. 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. 235 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 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. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 87.5% 87.5% N/A Number of large sources compliance inspections required. Total Large Source Permit Regulation Activity Expenditure per number of Title V permit actions provided. 43.3% 43.3% FY 2013 ADOPTED 87.5% REV VS ADOPTED VAR % 0.0% 0.0% 43.3% 0.0% 0.0% -12.5% N/A 8 8 7 (1) N/A 30 30 30 - N/A 8 8 7 (1) N/A 35 35 35 - N/A $ 182,952.75 $ 162,843.00 $ 205,437.29 $ (22,484.54) 0.0% -12.5% 0.0% -12.3% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 1,469,417 $ 1,469,417 $ 1,576,944 $ 1,576,944 $ 1,507,660 $ 1,507,660 $ 1,608,636 $ 1,608,636 $ $ 31,692 31,692 2.0% 2.0% 504 - AIR QUALITY FEES TOTAL USES $ 1,059,977 $ 1,059,977 $ 1,463,622 $ 1,463,622 $ 1,302,744 $ 1,302,744 $ 1,438,061 $ 1,438,061 $ $ 25,561 25,561 1.7% 1.7% Expenditure Activity Narrative: Title V permit fees have increased, however the level of service the Department provides decreased because the number of Title V permitted sources has declined. 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. 236 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 89.9% 89.9% FY 2013 ADOPTED 89.9% REV VS ADOPTED VAR % 0.0% 0.0% N/A 90.7% 90.7% 90.7% 0.0% 0.0% N/A 71.8% 71.8% 71.8% 0.0% 0.0% N/A 39.9% 39.9% 39.9% 0.0% 0.0% N/A 632 632 632 - 0.0% N/A 172 172 172 - 0.0% N/A 2,072 2,072 2,072 - 0.0% N/A 632 632 632 - 0.0% N/A 632 632 632 - 0.0% N/A 2,766 2,766 2,766 - 0.0% N/A 718 718 718 - 0.0% N/A 172 172 172 - 0.0% N/A $ 4,439.41 $ 4,256.53 $ 4,136.26 $ 303.15 6.8% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 6,318,837 $ 6,318,837 $ 5,683,005 $ 5,683,005 $ 5,629,721 $ 5,629,721 $ 5,450,532 $ 5,450,532 $ $ (232,473) (232,473) -4.1% -4.1% 504 - AIR QUALITY FEES TOTAL USES $ 3,329,124 $ 3,329,124 $ 2,805,707 $ 2,805,707 $ 2,690,127 $ 2,690,127 $ 2,614,118 $ 2,614,118 $ $ 191,589 191,589 6.8% 6.8% Expenditure Activity Narrative: A decrease in revenues for this Activity is due to anticipation of more small sources being in compliance with regulations in FY 2013 which will decrease fine revenue. An increase in expenditure is due to the reallocation of internal service fund charges from the Executive Management Activity to this Activity. 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. 237 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Demand Efficiency REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % For all major employer sites combined, the N/A 25.0% 25.0% 25.0% (0.0%) -0.1% average percent, “Trip Rate for employees/students that use an alternative mode of commuting”. Percentage of major employer sites with a N/A 8.2% 8.2% 8.2% 0.0% 0.4% “Trip Rate for employees/students that use an alternative mode of commuting”, of 40% or higher. Number of major employer sites that received 360 3,100 3,100 3,100 0.0% Trip Reduction Program services. 3,100 3,100 3,100 0.0% Number of major employer sites requesting Trip Reduction Program services. 494.85 $ 457.86 $ 519.57 $ (24.72) -5.0% Total Trip Reduction Program Expenditure per $ 3,868.31 $ major employer site that received Trip Reduction Program services. Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ 1,322,423 $ 1,322,423 $ 1,588,800 $ 1,588,800 $ 1,621,476 $ 1,621,476 $ 1,673,800 $ 1,673,800 $ $ 85,000 85,000 5.3% 5.3% 503 - AIR QUALITY GRANT TOTAL USES $ 1,392,591 $ 1,392,591 $ 1,534,031 $ 1,534,031 $ 1,419,373 $ 1,419,373 $ 1,610,660 $ 1,610,660 $ $ (76,629) (76,629) -5.0% -5.0% Expenditure Activity Narrative: An increase in revenue is due to additional funding from the Maricopa Association of Governments in FY 2013. The increase in expenditure is due to increased overhead cost and onetime expenditures for technology 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 596 N/A N/A N/A N/A N/A 596 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ 410,007 410,007 $ $ - $ $ - $ $ - $ $ - N/A N/A 503 - AIR QUALITY GRANT TOTAL USES $ $ 332,979 332,979 $ $ - $ $ - $ $ - $ $ - N/A N/A Expenditure 238 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The FY 2013 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 2013 in hopes that funding will be identified from grantors. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 763,350 $ - FY 2012 Revised Budget $ 763,350 $ - $ (2,577) $ (2,577) - FY 2013 Budget Target $ 760,773 $ - FY 2013 Adopted Budget Percent Change from Target Amount $ 760,773 $ 0.0% - Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 609,945 $ - FY 2012 Revised Budget $ 609,945 $ - $ (609,945) $ (609,945) - $ - $ - $ 402,930 $ 402,930 - $ 402,930 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Air Monitoring Capital Equipment FY 2013 e ce t CAdopted a ge oBudget a get Agenda Item: $ ou t 239 402,930 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Air Quality Grant Recon 3,118,800 $ 603,928 $ 603,928 603,928 603,928 $ 3,722,728 $ 3,722,728 $ (4,179) $ (4,179) - $ (603,928) $ (603,928) $ 3,114,621 $ 3,118,800 $ 8,627 $ 8,627 (8,627) $ (8,627) - $ 654,854 $ 654,854 650,675 650,675 $ 3,769,475 $ 21.0% 3,769,475 20.9% C-85-12-020-G-00 Agenda Item: C-85-12-020-G-00 FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Personnel Savings Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 3,118,800 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Grants, Donations and Intergovernmental Agreements Grants Air Quality Grant Recon $ (603,928) (603,928) Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Air Quality Grant Recon - $ 20,368 $ 20,368 20,368 20,368 $ 95,050 $ 20,368 $ (95,050) $ (20,368) (74,682) (20,368) (20,368) - $ - $ - $ - $ - C-85-12-020-G-00 Agenda Item: C-85-12-020-G-00 FY 2013 Budget Target FY 2013 e ce t CAdopted a ge oBudget a get 74,682 $ Agenda Item: FY 2012 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Air Quality Grant Recon Grant Reconciliation $ ou t 240 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Fund Balance Summary FY 2011 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 2012 ADOPTED (106,492) $ 3,411,855 74,682 3,486,537 3,421,415 4,651 3,426,066 $ $ (106,492) $ 3,118,800 3,118,800 $ 3,118,800 74,682 3,193,482 (9,560) $ 7 $ FY 2012 REVISED $ (46,014) $ (46,014) $ $ $ $ FY 2012 FORECAST (106,492) $ 3,722,728 20,368 3,743,096 $ 3,722,728 95,050 3,817,778 - $ - $ (181,174) $ (181,174) $ $ $ $ FY 2013 ADOPTED (46,014) 3,118,800 25,924 3,144,724 $ $ $ 3,769,475 3,769,475 $ 3,118,800 74,682 3,193,482 $ 3,769,475 3,769,475 - $ - $ - - $ - $ - (181,174) $ (181,174) $ (94,772) (94,772) $ (94,772) $ $ (94,772) (94,772) 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. 241 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Non Recurring Vehicles AQ to Assessor 10,847,720 $ - $ - 6,417 6,417 $ 10,847,720 $ 10,854,137 $ (24,340) $ (24,340) - $ - C-74-12-003-V-00 Agenda Item: $ C-74-12-003-V-00 FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Air Quality Planner (Temporary) Personnel Savings 10,847,720 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Non Recurring Vehicles AQ to Assessor $ $ 10,823,380 $ 10,847,720 $ 56,235 $ 56,235 (130,583) $ 32,558 - (163,141) - Agenda Item: $ $ FY 2013 Tentative Budget 32,558 $ 10,749,032 $ -0.7% 10,847,720 0.0% $ (4,054) $ (4,054) - $ 10,744,978 $ -0.7% 10,847,720 0.0% Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges (6,417) (6,417) Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 242 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements AZ BOR Coop Extension IGA Non Recurring Vehicle Air Qual to Env Svcs FY 12 1 $ 743,320 $ - $ 63,000 $ 63,000 - $ - 35,406 35,406 $ 806,320 $ 35,406 $ $ (63,000) $ (63,000) (743,320) $ (743,320) (35,406) (35,406) - $ - $ - $ 749,609 $ 440,000 - 309,609 - 749,609 $ - Agenda Item: C-85-12-004-3-00 $ C-88-12-001-V-00 FY 2012 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements AZ BOR Coop Extension IGA Non Recurring Vehicle Air Qual to Env Svcs FY 12 1 Other Non-Recurring Agenda Item: C-85-12-004-3-00 C-88-12-001-V-00 FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Accela Information System Project Completion Public Relations Project Other Non-Recurring Technology Purchases RDSA Allocations Vehicle Locator System for 64 Truck s & SUVs Agenda Item: $ 190,000 250,000 $ 198,980 25,629 85,000 FY 2013 Recommended Budget $ Air Quality Fee Fund (504) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 2,144,395 $ 1,816,856 $ 1,816,856 $ 3,387,891 $ 2,616,977 $ 12,042,941 271,827 12,314,768 $ 10,847,720 10,847,720 $ 10,854,137 35,406 10,889,543 $ 10,699,696 35,406 10,735,102 $ 10,847,720 10,847,720 $ $ $ $ $ 10,990,392 80,862 11,071,254 Structural Balance $ 1,052,549 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ 10,847,720 743,320 11,591,040 $ (18) $ 3,387,891 3,387,891 $ $ $ $ $ 10,847,720 806,320 11,654,040 - $ - 1,073,536 1,073,536 243 $ $ $ 10,699,696 806,320 11,506,016 $ 10,744,978 749,609 11,494,587 6,417 $ - $ 102,742 $ - $ - $ - $ $ 1,052,359 1,052,359 $ $ 2,616,977 2,616,977 $ $ 1,970,110 1,970,110 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Care and Control Analysis by Zach Wolfe, 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 2015, increase dog licensing compliance to 45% from 39% in FY 2009. Status: In the first six months of FY 2012, there is an increase in the number of individuals both requesting licenses (3.15%) and complying with the licensing requirements (3.80%) in comparison to the same time period in FY 2011. The percentage of dogs licensed in Maricopa County for FY 2010 was 38%. Compliance calculations for FY 2011 are unavailable until County population estimates are released by the Census, which are scheduled for release in April of 2012. 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, 2015, ensure the sustainability of providing a minimum of 10,000 pet sterilization surgeries per year in "at-risk" areas. Status: In FY 2011, the Department was able to sterilize 11,506 pets through the Uno por Uno Program which services “vulnerable” neighborhoods and the Maricopa County Spay/Neuter Assistance Program (MCSNAP). The Department has provided 2,837 surgeries though January 2012. In order to meet the target of 10,000 surgeries, the number of vouchers provided for pet sterilization has increased. Department Specific By June 2015, 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 2011, the Department saved 69% of “treatable and manageable” pets. For FY 2012 through January, the save rate for “treatable and manageable” pets is 63%. 244 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 3,332,653 3,332,653 $ $ 3,482,188 3,482,188 $ $ 3,482,188 3,482,188 $ $ 3,381,678 3,381,678 $ $ 3,426,390 3,426,390 $ $ (55,798) (55,798) -1.6% -1.6% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 2,123,192 2,123,192 $ $ 2,463,281 2,463,281 $ $ 2,463,281 2,463,281 $ $ 2,721,659 2,721,659 $ $ 2,042,353 2,042,353 $ $ (420,928) (420,928) -17.1% -17.1% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 7,060,081 7,060,081 $ $ 7,084,587 7,084,587 $ $ 7,084,587 7,084,587 $ $ 6,511,542 6,511,542 $ $ 7,332,887 7,332,887 $ $ 248,300 248,300 LCSN - LOW COST SPAY NEUTER 79SN - ANIMAL WELFARE SAFETY NET $ $ 1,311,265 1,311,265 $ $ 1,151,137 1,151,137 $ $ 1,151,137 1,151,137 $ $ 872,472 872,472 $ $ 879,029 879,029 $ $ (272,108) (272,108) ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ $ - $ $ - $ $ 4,357 4,357 $ $ - $ $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 61,428 61,428 $ $ 82,188 82,188 $ $ 82,188 82,188 $ $ 47,245 47,245 $ $ 64,464 64,464 $ $ (17,724) (17,724) -21.6% -21.6% TOTAL PROGRAMS $ 13,888,619 $ 14,263,381 $ 14,263,381 $ 13,538,953 $ 13,745,123 $ (518,258) -3.6% - 3.5% 3.5% -23.6% -23.6% N/A N/A USES ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 2,782,056 2,782,056 $ $ 3,129,072 3,129,072 $ $ 3,117,313 3,117,313 $ $ 2,926,719 2,926,719 $ $ 3,019,006 3,019,006 $ $ 98,307 98,307 3.2% 3.2% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 4,804,733 4,804,733 $ $ 4,838,815 4,838,815 $ $ 4,804,253 4,804,253 $ $ 4,733,927 4,733,927 $ $ 4,870,471 4,870,471 $ $ (66,218) (66,218) -1.4% -1.4% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 1,803,915 1,803,915 $ $ 2,092,002 2,092,002 $ $ 1,963,790 1,963,790 $ $ 1,654,030 1,654,030 $ $ 1,960,513 1,960,513 $ $ 3,277 3,277 0.2% 0.2% LCSN - LOW COST SPAY NEUTER 79SN - ANIMAL WELFARE SAFETY NET $ $ 1,115,292 1,115,292 $ $ 1,577,282 1,577,282 $ $ 1,598,423 1,598,423 $ $ 987,031 987,031 $ $ 833,250 833,250 $ $ 765,173 765,173 47.9% 47.9% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 103,794 48,410 60,774 747,131 62,722 1,022,831 $ 64,054 1,234,159 62,972 665,482 60,094 2,086,761 $ 63,755 1,233,764 80,976 767,684 59,811 2,205,990 $ 63,616 1,195,804 91,604 738,888 59,960 2,149,872 $ 63,976 1,234,098 64,898 738,348 60,017 2,161,337 $ $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ 809,812 1,139,912 180,287 2,130,011 $ $ TOTAL PROGRAMS $ $ $ $ 864,722 182,283 1,047,005 81,519 81,519 $ $ 13,740,357 $ $ $ $ 864,722 34,486 182,283 1,081,491 79,814 79,814 $ $ 14,850,751 $ 245 $ $ $ 864,723 133,789 998,512 79,491 79,491 $ $ 14,850,751 $ $ (221) (334) 16,078 29,336 (206) 44,653 -0.3% 0.0% 19.9% 3.8% -0.3% 2.0% (33,244) 34,486 (61,389) (60,147) -3.8% 100.0% -33.7% -5.6% $ $ 897,966 243,672 1,141,638 80,160 80,160 $ $ 79,402 79,402 $ $ 89 89 0.1% 0.1% 13,530,251 $ 14,065,617 $ 785,134 5.3% $ Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VAR % FY 2013 ADOPTED $ SUBTOTAL $ 7,060,081 7,060,081 $ $ 7,084,587 7,084,587 $ $ 7,084,587 7,084,587 $ $ 6,511,542 6,511,542 $ $ 7,332,887 7,332,887 $ $ 248,300 248,300 3.5% 3.5% $ SUBTOTAL $ - $ $ - $ $ - $ $ 70,900 70,900 $ $ - $ $ - N/A N/A CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 3,395,726 2,051,264 5,446,990 $ $ $ 3,466,929 1,982,042 5,448,971 $ $ 3,403,703 2,083,134 5,486,837 $ $ 3,478,154 2,459,397 5,937,551 $ $ 3,478,154 2,459,397 5,937,551 $ SUBTOTAL $ 3,149 3,149 $ $ 4,034 4,034 $ $ 4,034 4,034 $ $ 4,164 4,164 $ $ 4,034 4,034 $ $ $ $ $ 56,241 889,490 945,731 $ $ 51,545 1,413,965 1,465,510 $ $ 92,888 1,144,321 1,237,209 $ $ 92,888 1,144,321 1,237,209 $ SUBTOTAL $ 61,428 1,316,971 1,378,399 ALL REVENUES $ 13,888,619 $ 14,263,381 $ 14,263,381 $ 13,538,953 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ - $ $ - TOTAL SOURCES $ 13,888,619 $ 14,263,381 $ 14,263,381 $ 13,538,953 INTERGOVERNMENTAL 0615 - GRANTS FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 246 $ (11,225) (477,355) (488,580) - -0.3% -19.4% -8.2% 0.0% 0.0% $ (36,647) (254,831) (291,478) -39.5% -22.3% -23.6% 13,731,623 $ (531,758) -3.7% $ $ 13,500 13,500 $ $ 13,500 13,500 $ 13,745,123 $ (518,258) N/A N/A -3.6% Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 5,355,503 $ 95,150 2,160,692 85,305 (458,046) 471,866 7,710,470 $ 5,863,234 $ 71,565 2,646,473 58,022 (473,201) 471,761 8,637,854 $ 5,861,533 $ 71,565 2,648,174 58,022 (473,201) 471,761 8,637,854 $ 5,538,076 $ 123,372 2,446,747 57,943 (473,207) 471,764 8,164,695 $ 5,681,810 $ 108,092 2,704,958 59,891 (553,344) 549,844 8,551,251 $ 179,723 (36,527) (56,784) (1,869) 80,143 (78,083) 86,603 3.1% -51.0% -2.1% -3.2% 16.9% -16.6% 1.0% SUBTOTAL $ 284,859 $ 408,336 187,377 37,437 (7,344) 7,344 918,009 $ 179,276 $ 411,516 139,382 51,338 (7,344) 12,504 786,672 $ 179,276 $ 411,516 139,382 51,338 (7,344) 12,504 786,672 $ 215,129 $ 373,383 179,068 32,450 (7,344) 9,963 802,649 $ 178,415 $ 402,664 175,212 (4,822) 4,822 756,291 $ 861 8,852 (35,830) 51,338 (2,522) 7,682 30,381 0.5% 2.2% -25.7% 100.0% -34.3% 61.4% 3.9% 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 $ 835,053 $ 905,018 25,276 165,792 487,229 10,969 2,728 186,860 324,997 (36,977) 37,072 2,944,017 $ 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 $ 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 $ 615,848 $ 814,032 19,937 86,243 1,320,919 10,818 13,706 146,454 275,803 (37,482) 38,408 3,304,686 $ 442,610 $ 1,005,679 21,889 74,322 1,384,263 14,591 11,509 169,961 275,712 (57,778) 57,778 3,400,536 $ 718,362 28,822 (2,091) 413 24,454 (59) 25 (2,956) 19,918 (19,918) 766,970 61.9% 2.8% -10.6% 0.6% 1.7% -0.4% 0.2% -1.8% 0.0% 52.6% -52.6% 18.4% CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP $ 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 115,268 $ 12,284 (9,504) 9,504 127,552 $ -87.2% 100.0% N/A N/A -83.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 116,000 2,160 118,160 $ $ 116,000 2,160 118,160 $ $ 116,000 $ 2,124 (5,383) 4,921 117,662 $ 217,095 217,095 $ $ (101,095) 2,160 (98,935) ALL EXPENDITURES $ 11,700,048 $ 13,710,192 $ 13,710,192 $ 12,389,692 $ 12,925,173 $ 785,019 5.7% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 2,040,309 2,040,309 $ $ 1,140,559 1,140,559 $ $ 1,140,559 1,140,559 $ $ 1,140,559 1,140,559 $ $ 1,140,444 1,140,444 $ $ 115 115 0.0% 0.0% TOTAL USES $ 13,740,357 $ 14,850,751 $ 14,850,751 $ 13,530,251 $ 14,065,617 $ 785,134 5.3% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 573 ANIMAL CONTROL GRANTS OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 1,380,662 1,380,662 $ $ 1,387,617 1,387,617 $ $ 1,387,617 1,387,617 $ $ 1,009,268 1,009,268 $ $ 944,331 944,331 $ $ (443,286) (443,286) -31.9% -31.9% $ $ $ 9,333,978 13,500 9,347,478 $ $ 9,118,575 4,357 9,122,932 $ $ 9,361,383 9,361,383 $ $ 9,361,383 9,361,383 $ $ 9,152,911 9,152,911 $ (27,405) 13,500 (13,905) -0.3% N/A -0.1% $ $ 3,355,046 3,355,046 $ $ 3,514,381 3,514,381 $ $ 3,514,381 3,514,381 $ $ 3,406,753 3,406,753 $ $ 3,453,314 3,453,314 $ $ (61,067) (61,067) -1.7% -1.7% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 13,888,619 13,888,619 $ $ $ 14,263,381 14,263,381 $ $ $ 14,263,381 14,263,381 $ $ $ 13,534,596 4,357 13,538,953 $ $ $ 13,731,623 13,500 13,745,123 $ $ $ (531,758) 13,500 (518,258) -3.7% N/A -3.6% FUND TOTAL SOURCES 572 ANIMAL CONTROL LICENSE SHELTER OPERATING NON-RECURRING FUND TOTAL SOURCES 574 ANIMAL CONTROL FIELD OPERATION OPERATING FUND TOTAL SOURCES 247 Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 257,903 257,903 $ $ 257,903 257,903 $ $ 257,903 257,903 $ $ 257,903 257,903 $ $ 257,903 257,903 $ $ - 0.0% 0.0% $ 1,331,927 1,331,927 $ 1,387,617 300,000 1,687,617 $ 1,387,617 300,000 1,687,617 $ 820,876 250,000 1,070,876 $ 944,331 944,331 $ 443,286 300,000 743,286 31.9% 100.0% 44.0% 24,222 (55,000) (30,778) 0.3% N/A -0.3% 3.5% -39.7% 2.0% 4.1% 47.8% 5.3% 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 $ $ $ $ 8,888,284 90,585 8,978,869 $ 3,171,658 3,171,658 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 13,649,772 90,585 13,740,357 $ $ $ $ 9,358,200 9,358,200 $ 3,431,031 116,000 3,547,031 $ $ $ 14,434,751 416,000 14,850,751 $ $ $ $ 9,358,200 9,358,200 $ 3,431,031 116,000 3,547,031 $ $ $ 14,434,751 416,000 14,850,751 $ $ $ $ 8,886,371 8,886,371 $ 3,199,101 116,000 3,315,101 $ $ $ 13,164,251 366,000 13,530,251 $ $ $ $ 9,333,978 55,000 9,388,978 $ $ $ $ 3,312,310 162,095 3,474,405 $ $ 118,721 (46,095) 72,626 $ $ $ 13,848,522 217,095 14,065,617 $ $ $ 586,229 198,905 785,134 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 2011 ADOPTED FY 2012 ADOPTED 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 8.00 2.00 2.00 1.00 14.00 1.00 8.00 2.00 2.00 1.00 14.00 1.00 8.00 2.00 1.00 1.00 13.00 (1.00) (1.00) 0.0% 0.0% 0.0% (50.0%) 0.0% (7.1%) 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 49.00 49.00 (3.00) (3.00) (5.8%) (5.8%) 4.00 4.00 4.00 4.00 5.00 5.00 5.00 5.00 5.00 5.00 - 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 79.00 79.00 80.00 80.00 80.00 80.00 79.00 79.00 (1.00) (1.00) (1.3%) (1.3%) 21.00 21.00 168.00 21.00 21.00 169.00 18.00 18.00 170.00 18.00 18.00 170.00 18.00 18.00 165.00 (5.00) 0.0% 0.0% (2.9%) 248 FY 2012 FY 2012 REVISED FORECAST FY 2013 REVISED TO ADOPTED ADOPTED VARIANCE VAR % Maricopa County Annual Business Strategies FY 2013 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 Deputy Director - Animal Care & Control Dispatcher Exec Asst to Executive Officer Executive Assistant Finance/Business Analyst Human Resources Analyst 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 2011 FY 2012 ADOPTED ADOPTED 2.00 2.00 2.00 2.00 1.00 1.00 4.00 4.00 1.00 1.00 2.00 2.00 39.00 39.00 39.00 39.00 3.00 3.00 1.00 1.00 12.00 13.00 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 39.00 39.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 3.00 3.00 168.00 169.00 FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED 2.00 2.00 2.00 3.00 3.00 3.00 1.00 1.00 1.00 4.00 4.00 4.00 1.00 1.00 1.00 2.00 2.00 2.00 40.00 40.00 40.00 38.00 38.00 35.00 3.00 3.00 3.00 1.00 1.00 1.00 12.00 12.00 12.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 39.00 39.00 38.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 3.00 3.00 3.00 170.00 170.00 165.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (3.00) (7.9%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% (1.00) (100.0%) 1.00 N/A 0.0% 0.0% (1.00) (100.0%) (1.00) (2.6%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (5.00) (2.9%) FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED 111.00 111.00 109.00 7.00 7.00 7.00 52.00 52.00 49.00 170.00 170.00 165.00 REVISED TO ADOPTED VARIANCE VAR % (2.00) (1.8%) 0.0% (3.00) (5.8%) (5.00) (2.9%) Staffing by Fund 572 573 574 Department Total FUND ANIMAL CONTROL LICENSE ANIMAL CONTROL GRANTS ANIMAL CONTROL FIELD FY 2011 FY 2012 ADOPTED ADOPTED 110.00 111.00 6.00 6.00 52.00 52.00 168.00 169.00 General Adjustments Base Adjustments: Animal Control License/Shelter Fund (572) • Increase Regular Benefits by $27,523 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease expenditure budget by $17,941 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Decrease revenue budget by $27,405 for lower interest earnings. • Decrease in personnel costs by $112,833 in administrative activities due to increased allocations to other funds, and reduction in costs through newer staff being hired in at lower rates. • The FY 2013 Non Recurring Non Project budget includes funding of $55,000 for the replacement of a shelter truck. • Increase Other Benefits and Internal Services Charges by $79,029 for the impact of the changes in Risk Management charges. 249 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Grants Fund (573) • Increase Regular Benefits by $8,593 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease expenditure budget by $1,205 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Decrease expense budget by $450,674 for fewer spay/neuter surgery vouchers. • Decrease revenue budget by $443,286 for a decrease in expected donations. Animal Control Field Operations Fund (574) • Increase Regular Benefits by $18,888 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease expenditure budget by $8,080 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase in budgeted expenditures for fuel of $37,000 to address rising fuel costs. • Increase in budgeted expenditures for overtime of $15,000 to bring in line with historical expenditures. • Decrease in personal expenditures of $137,742 due to the elimination of three positions. • Decrease in revenue and expenditure budget by $55,798 for changes in contracts with cities and towns for field services. • Decrease revenue budget by $5,269 for lower interest earnings. • Non Recurring Non Project includes expenditures of $162,095 for the replacement of three trucks. • Increase Other Benefits and Internal Services Charges by $42,206 for the impact of the changes in Risk Management charges. 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 2011 ACTUAL 100.3% FY 2012 REVISED 101.3% FY 2012 FORECAST 102.0% FY 2013 ADOPTED 100.0% 100.0% 99.1% 100.0% 100.0% REV VS ADOPTED VAR % -1.3% -1.3% 0.9% 0.9% 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. 250 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2013 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 FY 2011 ACTUAL 100.3% FY 2012 REVISED 101.3% FY 2012 FORECAST 100.4% FY 2013 ADOPTED 100.0% 100.0% 99.1% 100.0% 100.0% $ REV VS ADOPTED VAR % (1.3%) -1.3% 0.9% 0.9% 38,740 5,677 39,037 37,800 5,350 39,000 37,847 5,571 38,612 37,800 5,350 39,000 - 0.0% 0.0% 0.0% 5,711 5,400 5,620 5,400 - 0.0% 2.60 3.2% 71.81 $ 82.47 $ 77.33 $ 79.87 $ 574 - ANIMAL CONTROL FIELD OPERATION $ 3,332,653 TOTAL SOURCES $ 3,332,653 $ 3,482,188 $ 3,482,188 $ 3,381,678 $ 3,381,678 $ 3,426,390 $ 3,426,390 $ $ (55,798) (55,798) -1.6% -1.6% 100 - GENERAL $ 220,271 574 - ANIMAL CONTROL FIELD OPERATION 2,561,785 TOTAL USES $ 2,782,056 $ $ $ $ (37,634) 136,063 98,429 -17.1% 4.7% 3.2% Expenditure 220,269 2,897,166 $ 3,117,435 220,267 2,706,452 $ 2,926,719 257,903 2,761,103 $ 3,019,006 $ Animal Control Enforcement 40,000 38,000 Cases 36,000 34,000 32,000 30,000 FY 11 Actual FY 12 Revised Demand FY 12 Forecast FY 13 Adopted Output Activity Narrative: The FY 2013 budget supports the Department in meeting the level of service agreed to by the cities and towns in their intergovernmental agreements. The result measures monitor timeliness of responding to animal control instances and compare those to the proportion of total cases closed. The data above displays that the number of cases resolved within the time limitations of the contract obligation in FY 2011 (101.3%) slightly exceeded the number of cases closed. This is because the closure of a case can lag behind the resolution of the case. All cases in FY 2011 and in the first six months of FY 2012 have been resolved within the agreed upon time obligations of the contract. The revenue and expenditures in this activity vary from year to year as cities and towns determine the level of service they wish to procure. 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. Program Results Measure Description Percent of successful adoptions FY 2011 ACTUAL 93.8% FY 2012 REVISED 100.0% Activities that comprise this program include: 251 FY 2012 FORECAST 96.1% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2013 Adopted Budget • 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. 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 93.8% 100.0% 96.9% 100.0% 0.0% 0.0% 21,511 27,669 25,863 26,463 (1,206) -4.4% 3,183 8,571 5,875 7,821 (750) -8.8% 18,328 19,098 19,982 18,642 (456) -2.4% 22,529 26,256 27,110 26,000 (256) -1.0% 3,992 9,892 6,772 9,039 (853) -8.6% 20,701 22,058 24,074 21,540 (518) -2.3% $ 223.36 $ 173.63 $ 183.04 $ 184.05 $ (10.42) -6.0% 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL SOURCES $ 58,412 2,064,780 $ 2,123,192 $ 236,480 2,226,801 $ 2,463,281 $ 134,132 2,587,527 $ 2,721,659 $ 63,852 1,978,501 $ 2,042,353 $ 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ $ $ $ $ $ (172,628) (248,300) (420,928) -73.0% -11.2% -17.1% (13,394) (52,824) (66,218) -15.7% -1.1% -1.4% Expenditure 30,000 209,454 4,595,279 $ 4,804,733 85,235 4,719,018 $ 4,804,253 79,722 4,654,205 $ 4,733,927 98,629 4,771,842 $ 4,870,471 $ Adoptions Completed Adoptions 25,000 20,000 15,000 10,000 5,000 FY 11 Actual FY 12 Revised FY 12 Forecast FY 13 Adopted Output Activity Narrative: The FY 2013 budget supports the Department in sustaining a high percentage of successful adoptions in Maricopa County. An unsuccessful adoption occurs when a new pet owner returns the animal to the shelter within a short period of time. The Department utilizes pre-adoption counseling and responsive customer service to achieve a 93.8% successful adoption rate for FY 2011. The Department’s goal is for this number to increase to 100% in FY 2013. 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. 252 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2013 Adopted Budget Program Results Measure Description Percent of dogs licensed in Maricopa County FY 2011 ACTUAL N/A FY 2012 REVISED 34.6% FY 2012 FORECAST 34.6% FY 2013 ADOPTED 34.3% REV VS ADOPTED VAR % -0.3% -0.8% 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. Measure Type Result Output Demand Efficiency Revenue 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 34.6% 34.6% 34.3% (0.3%) -0.8% 347,151 341,366 329,331 316,613 (24,753) -7.3% 411,970 399,049 385,768 372,486 (26,563) -6.7% $ 5.20 $ 5.75 $ 5.02 $ 6.19 $ (0.44) -7.6% 572 - ANIMAL CONTROL LICENSE SHELTER 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES $ 7,046,961 13,120 $ 7,060,081 $ 7,068,602 15,985 $ 7,084,587 $ 6,497,658 13,884 $ 6,511,542 $ 7,316,902 15,985 $ 7,332,887 $ 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ 1,803,915 $ 1,803,915 $ 1,963,790 $ 1,963,790 $ 1,654,030 $ 1,654,030 $ 1,960,513 $ 1,960,513 $ 248,300 248,300 3.5% 0.0% 3.5% $ $ 3,277 3,277 0.2% 0.2% Expenditure Dog Licensing 25,000 Licenses 20,000 15,000 10,000 5,000 FY 11 Actual FY 12 Revised Demand FY 12 Forecast FY 13 Adopted Output Activity Narrative: The FY 2013 budget supports the Department in maintaining the percentage of dogs that are licensed in Maricopa County. In FY 2010, the Department instituted an automated system for processing pet owner information that comes from veterinarians. This allows the Department to notify dog owners of their legal responsibility to license their dog. However, the economic downtown has created a challenge as some residents choose not to license their pets as a cost savings measure. Of those who are interested in licensing their dog, there is a significant contingent who do not comply with the requirements, most notably obtaining a rabies shot, and consequently do not license their dog. This represented 16% of all licenses requested or 64,819 unissued dog licenses in FY 2011. 253 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL (14.1%) FY 2012 REVISED (9.9%) FY 2012 FORECAST (9.9%) FY 2013 ADOPTED (1.1%) REV VS ADOPTED VAR % 8.8% -88.8% Activities that comprise this program include: • Low-Cost Spay/Neuter Low-Cost Spay/Neuter Activity The purpose of the Low-Cost Spay/Neuter Activity is to provide access to pet sterilization surgeries and pet vaccinations to pet owners so they can avoid unwanted pet offspring and improve their pets' health. Mandates: Not mandated. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent change in pet intake in Maricopa County Number of pet sterilization surgeries provided Number of pet sterilization surgeries requested Expenditure per pet sterilization surgery provided REV VS ADOPTED FY 2011 FY 2012 FY 2012 FY 2013 ACTUAL REVISED FORECAST ADOPTED VAR % (14.1%) (9.9%) (9.9%) (1.1%) 8.8% -88.8% 11,506 16,017 10,846 11,931 (4,086) -25.5% 15,443 22,256 16,145 15,907 (6,349) -28.5% $ 96.93 $ 99.80 $ 91.00 $ 69.84 $ 29.96 30.0% 573 - ANIMAL CONTROL GRANTS TOTAL SOURCES $ 1,311,265 $ 1,311,265 $ 1,151,137 $ 1,151,137 $ $ 872,472 872,472 $ $ 879,029 879,029 $ $ (272,108) (272,108) -23.6% -23.6% 573 - ANIMAL CONTROL GRANTS TOTAL USES $ 1,115,292 $ 1,115,292 $ 1,598,423 $ 1,598,423 $ $ 987,031 987,031 $ $ 833,250 833,250 $ $ 765,173 765,173 47.9% 47.9% Expenditure Low Cost Spay / Neuter 25,000 Surgeries 20,000 15,000 10,000 5,000 FY 11 Actual FY 12 Revised Demand FY 12 Forecast FY 13 Adopted Output Activity Narrative: The FY 2013 budget demonstrates further declines in donation revenue compared to FY 2012 Revised which is used to support the Department in providing low cost spay/neuter services. The number of vouchers that are provided is determined by the amount of funding collected through donations. The Department expects to see a 10% increase in the number of surgeries provided in FY 2013 in comparison to those provided in FY 2012 Forecast. These services increase pet health and decrease the pet population in the County, which in turn should decrease the pets coming into 254 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department shelters. These efforts lead to the expectation that for the second straight year, though the proportion of annual pet intake has increased, the Department will see a decline in the number of pet intakes. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 257,903 $ - FY 2012 Revised Budget $ 257,903 $ - FY 2013 Budget Target $ 257,903 $ - FY 2013 Adopted Budget Percent Change from Target Amount $ 257,903 $ 0.0% - Animal Control License/Shelter Fund (572) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 9,358,200 $ 9,361,383 FY 2012 Revised Budget $ 9,358,200 $ 9,361,383 (17,941) $ (17,941) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments General Revenues Interest Revenue $ $ 9,361,383 Agenda Item: $ 27,523 $ 27,523 (112,833) $ (112,833) - $ - (27,405) (27,405) $ 9,254,949 $ -0.9% 9,333,978 -0.3% $ 79,029 79,029 $ - $ 9,333,978 $ -0.1% 9,333,978 -0.3% $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges 9,340,259 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 255 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572)(continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 55,000 55,000 $ 13,500 13,500 - 55,000 $ Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Non Recurring Other Non-Recurring Vehicle Replacement Agenda Item: $ $ $ 55,000 FY 2013 Adopted Budget $ 13,500 Animal Control License/Shelter Fund (572) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED FY 2012 FORECAST FY 2013 ADOPTED $ 4,732,775 $ 4,716,924 $ 4,716,924 $ 4,906,816 $ 5,143,377 $ 9,152,911 9,152,911 $ 9,361,383 9,361,383 $ 9,361,383 9,361,383 $ 9,118,575 4,357 9,122,932 $ 9,333,978 13,500 9,347,478 $ $ $ 8,886,371 8,886,371 $ 9,333,978 55,000 9,388,978 $ $ 8,888,284 90,585 8,978,869 Structural Balance $ 264,627 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance FY 2012 REVISED $ $ $ $ $ $ $ 9,358,200 9,358,200 $ 3,183 $ 3,183 $ 232,204 $ - (1) $ - $ - $ - $ - 4,720,107 4,720,107 $ $ 4,720,107 4,720,107 $ $ 5,143,377 5,143,377 $ $ 5,101,877 5,101,877 $ $ 256 $ $ 9,358,200 9,358,200 4,906,816 4,906,816 $ $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Donations Fund (573) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 1,387,617 $ 1,387,617 FY 2012 Revised Budget $ 1,387,617 $ 1,387,617 (1,205) $ (1,205) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: $ FY 2013 Budget Target $ Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec 1,386,412 $ 1,387,617 Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount 8,593 $ 8,593 (450,674) $ (450,674) (443,286) (443,286) $ 944,331 $ 944,331 -31.9% -31.9% Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 300,000 $ - FY 2012 Revised Budget $ 300,000 $ - (300,000) $ (300,000) - Adjustments: Non Recurring Other Non-Recurring Agenda Item: $ FY 2013 Budget Target $ - $ - FY 2013 Adopted Budget $ - $ - Animal Control Donations Fund (573) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 909,772 $ 1,244,614 $ 1,244,614 $ 958,514 $ 896,906 Sources: Operating Total Sources: $ $ 1,380,662 1,380,662 $ $ 1,387,617 1,387,617 $ $ 1,387,617 1,387,617 $ $ 1,009,268 1,009,268 $ $ 944,331 944,331 $ $ $ 820,876 250,000 1,070,876 $ $ 1,387,617 300,000 1,687,617 $ $ 1,387,617 300,000 1,687,617 $ $ 1,331,927 1,331,927 $ 944,331 944,331 Structural Balance $ 48,735 $ - $ - $ 188,392 $ - Accounting Adjustments $ 7 $ - $ - $ - $ - $ $ 958,514 958,514 $ $ 944,614 944,614 $ $ 944,614 944,614 $ $ 896,906 896,906 $ $ 896,906 896,906 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 257 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 3,431,031 $ 3,514,381 FY 2012 Revised Budget $ 3,431,031 $ 3,514,381 (8,080) $ (8,080) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Fuel Overtime Postage/Freight/Shipping Internal Service Charge Adjustment Vacant Position Elimination Fees and Other Revenues ProgRevenue Volume Inc/Dec General Revenues Interest Revenue $ $ 3,514,381 18,888 $ 18,888 (115,937) $ 21,805 - Agenda Item: $ $ $ 37,000 15,000 3,000 (33,195) (137,742) (55,798) $ (55,798) - $ - (55,798) (55,798) (5,269) (5,269) $ 3,270,104 $ -4.5% 3,453,314 -1.7% $ 42,206 42,206 $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges 3,422,951 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount $ - $ 3,312,310 $ 3,453,314 -3.2% -1.7% Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 116,000 $ - FY 2012 Revised Budget $ 116,000 $ - (116,000) $ (116,000) - Adjustments: Non Recurring Other Non-Recurring Agenda Item: $ FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring 3 Replacement Trucks $ - $ - $ 162,095 162,095 $ - $ 162,095 $ - Agenda Item: $ FY 2013 Adopted Budget 258 162,095 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 1,183,549 $ 1,332,896 $ 1,332,896 $ 1,366,945 $ 1,458,597 Sources: Operating Total Sources: $ $ 3,355,046 3,355,046 $ $ 3,514,381 3,514,381 $ $ 3,514,381 3,514,381 $ $ 3,406,753 3,406,753 $ $ 3,453,314 3,453,314 $ $ $ 3,199,101 116,000 3,315,101 $ $ 3,431,031 116,000 3,547,031 $ $ 3,431,031 116,000 3,547,031 $ $ 3,171,658 3,171,658 $ 3,312,310 162,095 3,474,405 Structural Balance $ 183,388 $ 83,350 $ 83,350 $ 207,652 $ 141,004 Accounting Adjustments $ 8 $ - $ - $ - $ - $ $ 1,366,945 1,366,945 $ $ 1,300,246 1,300,246 $ $ 1,300,246 1,300,246 $ $ 1,458,597 1,458,597 $ $ 1,437,506 1,437,506 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 259 Maricopa County Annual Business Strategies FY 2013 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: As of March 1, 2011, 100 percent of properties within Maricopa County were fairly and equitably valued. On August 31, 2011, 100 percent of Business Personal Properties were fairly and equitably valued. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 317,670 $ 317,670 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 289,015 $ 289,015 $ 240,000 $ 240,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 317,670 $ 240,000 $ 240,000 $ 289,015 $ 240,000 $ - 0.0% 171,916 171,916 0.9% 0.9% USES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT $ $ 18,553,101 $ 18,553,101 $ 18,596,648 $ 18,596,648 $ 18,372,479 $ 18,372,479 $ 17,855,477 $ 17,855,477 $ 18,200,563 $ 18,200,563 $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 43,166 $ 43,821 378,551 752,913 72,947 1,291,398 $ 39,919 $ 39,919 381,021 1,113,837 72,218 1,646,914 $ 39,723 $ 39,723 379,180 1,110,985 71,890 1,641,501 $ 39,846 $ 39,845 381,615 1,240,158 71,654 1,773,118 $ 39,866 $ 39,866 384,440 1,066,478 72,135 1,602,785 $ (143) (143) (5,260) 44,507 (245) 38,716 -0.4% -0.4% -1.4% 4.0% -0.3% 2.4% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 33,636 $ 33,636 $ 73,907 $ 73,907 $ 73,907 $ 73,907 $ 73,906 $ 73,906 $ 111,952 $ 111,952 $ (38,045) (38,045) -51.5% -51.5% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,790,463 $ 121,389 262,965 549,415 2,724,232 $ 1,546,777 $ 339,581 241,714 882,438 3,010,510 $ 1,761,759 $ 258,059 272,939 845,322 3,138,079 $ 1,619,076 $ 269,281 270,285 829,540 2,988,182 $ 1,646,126 $ 245,187 268,261 686,404 2,845,978 $ 115,633 12,872 4,678 158,918 292,101 6.6% 5.0% 1.7% 18.8% 9.3% TOTAL PROGRAMS $ 22,602,367 $ 23,327,979 $ 23,225,966 $ 22,690,683 $ 22,761,278 $ 464,688 2.0% 260 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VAR % FY 2013 ADOPTED $ SUBTOTAL $ 317,670 $ 317,670 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 289,015 $ 289,015 $ 240,000 240,000 $ $ - 0.0% 0.0% ALL REVENUES $ 317,670 $ 240,000 $ 240,000 $ 289,015 $ 240,000 $ - 0.0% 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 SUBTOTAL $ 317,670 $ 240,000 $ 240,000 $ 289,015 $ 240,000 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ACTUAL ADOPTED REVISED FORECAST ADOPTED $ 0.0% REVISED VS ADOPTED VAR % 14,572,265 $ 6,282 3,130 5,113,665 27,246 (1,349) 19,721,239 $ 15,227,095 $ 10,944 5,693,127 18,951 20,950,117 $ 15,266,134 $ 10,944 5,552,075 18,951 20,848,104 $ 14,467,729 $ 7,776 7,568 5,371,374 18,993 19,873,440 $ 14,744,370 $ 7,848 5,612,643 1,000 20,365,861 $ 521,764 3,096 (60,568) 17,951 482,243 3.4% 28.3% N/A -1.1% 94.7% N/A 2.3% 507,575 $ 5,493 26,604 539,672 $ 322,394 $ 2,400 72,000 396,794 $ 322,394 $ 2,400 72,000 396,794 $ 321,130 $ 2,264 2,912 78,508 404,814 $ 324,986 $ 3,000 79,200 407,186 $ (2,592) (600) (7,200) (10,392) -0.8% -25.0% N/A -10.0% -2.6% $ 12,575 $ 976,248 488,312 32,394 125,050 124,485 32,894 519,097 18,893 2,329,948 $ 6,500 $ 625,067 66,000 182,800 329,235 189,600 54,600 524,266 3,000 1,981,068 $ 6,500 $ 625,067 66,000 182,800 329,235 189,600 54,600 524,266 3,000 1,981,068 $ 10,866 $ 1,092,008 72,256 167,090 327,598 129,618 48,384 561,609 3,000 2,412,429 $ 15,000 $ 528,750 111,996 224,750 307,458 188,677 61,600 550,000 1,988,231 $ $ $ 11,508 $ 11,508 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A ALL EXPENDITURES $ 22,602,367 $ 23,327,979 $ 23,225,966 $ 22,690,683 $ 22,761,278 $ 464,688 2.0% TOTAL USES $ 22,602,367 $ 23,327,979 $ 23,225,966 $ 22,690,683 $ 22,761,278 $ 464,688 2.0% 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 0950 - DEBT SERVICE SUBTOTAL $ (8,500) -130.8% 96,317 15.4% (45,996) -69.7% (41,950) -22.9% 21,777 6.6% 923 0.5% (7,000) -12.8% (25,734) -4.9% 3,000 100.0% (7,163) -0.4% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ FUND TOTAL SOURCES $ 317,670 $ 317,670 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 289,015 $ 289,015 $ 240,000 $ 240,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 317,670 $ 317,670 $ FY 2011 ACTUAL 240,000 $ 240,000 $ FY 2012 ADOPTED 240,000 $ 240,000 $ FY 2012 REVISED 289,015 $ 289,015 $ FY 2012 FORECAST 240,000 $ 240,000 $ FY 2013 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 $ 22,259,732 $ 342,635 22,602,367 $ 22,658,796 $ 669,183 23,327,979 $ 22,558,914 $ 667,052 23,225,966 $ 22,290,285 $ 400,398 22,690,683 $ 22,530,703 $ 230,575 22,761,278 $ 28,211 436,477 464,688 0.1% 65.4% 2.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,259,732 $ 342,635 $ 22,602,367 $ 22,658,796 $ 669,183 $ 23,327,979 $ 22,558,914 $ 667,052 $ 23,225,966 $ 22,290,285 $ 400,398 $ 22,690,683 $ 22,530,703 $ 230,575 $ 22,761,278 $ 28,211 436,477 464,688 0.1% 65.4% 2.0% 261 Maricopa County Annual Business Strategies FY 2013 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .50 5.48 .50 4.49 1.00 11.97 .50 7.48 .50 4.50 1.00 13.98 .50 7.48 .50 4.50 1.00 13.98 .50 7.48 .50 4.50 1.00 13.98 .50 7.48 .50 4.50 1.00 13.98 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 18.50 4.00 2.00 4.00 28.50 15.00 5.00 3.00 6.00 29.00 16.00 3.50 3.50 6.00 29.00 16.00 3.50 3.50 6.00 29.00 16.00 3.50 3.50 6.00 29.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 282.98 282.98 323.45 286.48 286.48 329.46 288.96 288.96 331.94 287.93 287.93 330.91 280.93 280.93 323.91 (8.04) (8.04) (8.04) (2.8%) (2.8%) (2.4%) Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Applications Development Mgr Applications Development Supv Appraiser Appraiser Manager Appraiser Senior Appraiser Supervisor Appraiser Trainee Auditor Appraiser Auditor Appraiser Supervisor Business/Systems Analyst CAMA Manager Chief Appraiser - Assessor Chief Deputy - Assessor Communicatn Ofcr/Govt Liaison Computer Operator Computer Operator - Sr/Ld Database Administrator Development Svcs Specialist Development Svcs Supervisor Development Svcs Technician Director Elected Executive Assistant Executive Assistant - Elected Official Finance Support Supervisor GIS Programmer/Analyst GIS Technician Human Resources Analyst Human Resources Manager Human Resources Supervisor IT Senior Manager Legal Assistant Legal Assistant Supv Management Analyst FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 5.00 5.00 .49 .50 1.50 1.50 1.50 1.00 1.00 1.00 1.00 1.00 3.00 3.00 5.00 108.00 108.00 101.96 103.00 99.00 6.00 6.00 6.00 6.00 6.00 13.96 13.96 11.48 11.48 11.48 19.00 18.00 19.00 19.00 19.00 5.00 5.00 16.00 14.00 16.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 8.00 8.00 8.00 8.00 8.00 4.00 4.00 4.00 4.00 4.00 79.00 81.00 78.00 77.93 76.93 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 2.00 2.00 2.00 2.00 2.00 18.00 18.00 18.00 18.00 18.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 3.00 3.00 2.00 2.00 1.00 2.00 2.00 2.00 2.00 2.00 262 REVISED TO ADOPTED VARIANCE VAR % N/A 0.0% 0.0% 2.00 66.7% (2.96) (2.9%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% (1.08) (1.4%) N/A 0.0% 1.00 N/A (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% (3.00) (100.0%) (1.00) (50.0%) 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Assessor Staffing by Market Range Title (continued) MARKET RANGE TITLE Office Assistant Office Assistant Specialized Operations Support Analyst Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Procurement Specialist Programmer/Analyst Programmer/Analyst - Sr/Ld Project Manager Regression Modeler Regression Modeler Supervisor Risk Mgmt Supervisor Systems Admin & Analysis Supv Systems/Network Administrator Technical Support Mgr Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 2.00 4.00 4.00 4.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 5.00 4.00 3.00 3.00 3.00 4.00 4.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 7.00 7.00 6.00 6.00 6.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 323.45 329.46 331.94 330.91 323.91 REVISED TO ADOPTED VARIANCE VAR % 0.0% (2.00) (50.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% (8.04) (2.4% ) Staffing by Fund FUND GENERAL 100 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 323.45 329.46 331.94 330.91 323.91 323.45 329.46 331.94 330.91 323.91 REVISED TO ADOPTED VARIANCE VAR % (8.04) (2.4%) (8.04) (2.4% ) General Adjustments Personnel: • • Increase Regular Benefits by $143,043 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Decrease expenditure budget by $70,205 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Other Base Adjustments: • • • • • • Increase Other Benefits and Internal Services Charges by $38,045 for the impact of the changes in Risk Management charges. The FY 2013 Operating budget includes a $143,043 adjustment for salary savings to absorb the increase in retirement contributions. The FY 2013 Operating budget includes a $129,612 adjustment for two eliminated vacant positions. The FY 2013 Operating budget includes a $57,786 adjustment that decreased salary savings for three eliminated vacant positions. The FY 2013 Operating budget includes a $40,000 adjustment that increase Maintenance and Repairs for the Oracle and Apex software annual maintenance. The FY 2013 Non Recurring Non Project budget includes a $230,575 adjustment for training of two new Applications Development Supervisors due to the present incumbents retiring. 263 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Assessor 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. Program Results Measure Description Percent of property assessments provided FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 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 264 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2013 Adopted Budget after receiving the tax roll, if the County Treasurer determines that any property is omitted from the roll the Treasurer shall immediately list and request the Assessor to determine the valuation of property. Measure Type Result Output Demand Efficiency Measure Description Percent of property assessments provided Total number of property assessments provided Total number of property assessments required Expenditures per property assessment provided FY 2011 ACTUAL N/A N/A FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 1,636,029 1,636,029 N/A 1,636,029 N/A $ REV VS ADOPTED VAR % 0.0% 0.0% 36,790 2.2% FY 2013 ADOPTED 100.0% 1,672,819 1,636,029 1,672,819 36,790 2.2% 11.23 $ 10.89 $ 10.88 $ 0.35 3.1% 240,000 240,000 $ $ 289,015 289,015 $ $ 240,000 240,000 $ $ - 0.0% 0.0% $ 18,200,563 $ 18,200,563 $ $ 171,916 171,916 0.9% 0.9% Revenue 100 - GENERAL TOTAL SOURCES $ $ 317,670 317,670 100 - GENERAL TOTAL USES $ 18,553,101 $ 18,553,101 $ $ Expenditure $ 18,372,479 $ 18,372,479 $ 17,855,477 $ 17,855,477 Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand. Expenditures in FY 2013 budget decreased due to one-time funding for Small Claims Tax Court cases staff and oblique orthophotography (aerial side and overhead photography) in FY 2012. The Department has historically managed their budget with significant savings each year. The FY 2013 budget includes the absorption of three Litigation staff, an increase in Marshall & Swift contract costs and additional postage expenditures within their current appropriation. There is Non-Departmental funding set aside for the Assessor’s Office in the event the Department experiences unforeseen circumstances in FY 2013 in which continued absorption of additional expenditures is no longer possible. 265 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change 240,000 $ (99,882) $ (99,882) - $ 22,558,914 $ 240,000 $ (70,205) $ (70,205) - $ 22,488,709 $ 240,000 $ 143,043 $ 143,043 (179,094) $ (85,257) - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Personnel Savings Adjustment for Historial Vacancies Adjustment for Vacant Positions Vacant Position Elimination 22,658,796 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ $ (143,043) 57,786 (93,837) FY 2013 Tentative Budget $ 22,452,658 $ -0.2% 240,000 0.0% $ 78,045 $ 40,000 - 38,045 - Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Oracle Software Maintenance Apex Software Maintenance Internal Service Charges - Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount 16,000 24,000 $ 266 22,530,703 $ 0.2% 240,000 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Assessor General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change FY 2013 e ce t CAdopted a ge oBudget a get - $ (2,131) $ (2,131) - $ 667,052 $ - $ (1,274) $ (1,274) (665,778) $ (665,778) - $ - $ - $ 230,575 $ 230,575 - $ 230,575 $ - C-49-12-014-2-00 Agenda Item: $ FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Application Development Supervisors (2) 669,183 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Non Recurring Other Non-Recurring $ Agenda Item: $ ou t 267 230,575 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL PROGRAM / ACTIVITY USES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 338,368 $ 338,368 $ 355,010 $ 355,010 $ 353,809 $ 353,809 $ 342,233 $ 342,233 $ 353,309 $ 353,309 $ 500 500 0.1% 0.1% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ - $ - $ 662 662 $ 170 $ 662 832 $ - $ 627 627 $ - $ 616 616 $ 170 46 216 100.0% 6.9% 26.0% TOTAL PROGRAMS $ 338,368 $ 355,672 $ 354,641 $ 342,860 $ 353,925 $ 716 0.2% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 254,746 $ 81,678 1,468 337,892 $ 150,444 $ 51,746 136,234 338,424 $ 260,522 $ 80,585 341,107 $ 259,776 $ 79,219 338,995 $ 257,680 $ 82,909 340,589 $ 2,842 (2,324) 518 1.1% -2.9% N/A N/A 0.2% $ SUBTOTAL $ 13 $ 13 $ 5,176 $ 5,176 $ 1,462 $ 1,462 $ - $ - $ 2,000 $ 2,000 $ (538) (538) -36.8% -36.8% SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 26 $ 333 18 86 463 $ 338,368 $ 270 $ 3,350 3,267 5,065 120 12,072 $ 355,672 $ 270 $ 3,350 3,267 5,065 120 12,072 $ 354,641 $ - $ 2,722 595 490 58 3,865 $ 342,860 $ 2,646 $ 2,266 4,000 2,304 120 11,336 $ 353,925 $ TOTAL USES $ 338,368 $ 355,672 $ 354,641 $ 342,860 $ 353,925 $ SUPPLIES 0801 - GENERAL SUPPLIES 268 (2,376) -880.0% 1,084 32.4% (733) -22.4% 2,761 54.5% 0.0% 736 6.1% 716 0.2% 716 0.2% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 338,368 $ 338,368 $ 355,672 $ 355,672 $ 354,641 $ 354,641 $ 342,860 $ 342,860 $ 353,925 $ 353,925 $ 716 716 0.2% 0.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 338,368 $ 338,368 $ 355,672 $ 355,672 $ 354,641 $ 354,641 $ 342,860 $ 342,860 $ 353,925 $ 353,925 $ 716 716 0.2% 0.2% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST 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 3.00 3.00 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% Staffing by Fund FUND GENERAL 100 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% General Adjustments Personnel: • • • Decrease expenditure budget by $716 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Increase Regular Benefits by $3,827 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Increase Other Benefits and Internal Services Charges by $46 for the impact of the changes in Risk Management charges. 269 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (1,031) $ (1,031) - $ 354,641 $ - $ (716) $ (716) - $ 353,925 $ - $ 3,827 $ 3,827 (3,827) $ (3,827) - $ 353,925 $ 0.0% - $ - $ 46 (46) - $ 353,925 $ 0.0% - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments 355,672 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 270 Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL PROGRAM / ACTIVITY USES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 343,435 $ 343,435 $ 355,007 $ 355,007 $ 353,750 $ 353,750 $ 348,087 $ 348,087 $ 353,292 $ 353,292 $ 458 458 0.1% 0.1% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ - $ - $ 665 665 $ 226 $ 665 891 $ - $ 630 630 $ - $ 633 633 $ 226 32 258 100.0% 4.8% 29.0% TOTAL PROGRAMS $ 343,435 $ 355,672 $ 354,641 $ 348,717 $ 353,925 $ 716 0.2% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED 266,802 $ 89,566 (16,000) 340,368 $ 269,625 $ 82,888 352,513 $ 268,869 $ 82,613 351,482 $ 266,258 $ 75,314 341,572 $ 256,759 $ 82,747 339,506 $ $ SUBTOTAL $ 2,472 $ 2,472 $ 350 $ 350 $ 350 $ 350 $ 4,142 $ 4,142 $ 5,000 $ 5,000 $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 119 $ 40 367 69 595 $ 343,435 $ 200 $ 2,489 120 2,809 $ 355,672 $ 200 $ 2,489 120 2,809 $ 354,641 $ 16 $ 2,187 522 260 18 3,003 $ 348,717 $ - $ 1,918 5,000 2,501 9,419 $ 353,925 $ TOTAL USES $ 343,435 $ 355,672 $ 354,641 $ 348,717 $ 353,925 $ SUPPLIES 0801 - GENERAL SUPPLIES REVISED VS ADOPTED VAR % 12,110 (134) 11,976 4.5% -0.2% N/A 3.4% (4,650) -1328.6% (4,650) -1328.6% 200 571 (5,000) (2,501) 120 (6,610) 716 716 100.0% 22.9% N/A N/A 100.0% -235.3% 0.2% 0.2% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 343,435 $ 343,435 $ 355,672 $ 355,672 $ 354,641 $ 354,641 $ 348,717 $ 348,717 $ 353,925 $ 353,925 $ 716 716 0.2% 0.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 343,435 $ 343,435 $ 355,672 $ 355,672 $ 354,641 $ 354,641 $ 348,717 $ 348,717 $ 353,925 $ 353,925 $ 716 716 0.2% 0.2% 271 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST 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 3.00 3.00 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% Staffing by Fund FUND GENERAL 100 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% General Adjustments Personnel: • • • Decrease expenditure budget by $716 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Increase Regular Benefits by $3,916 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Increase Other Benefits and Internal Services Charges by $32 for the impact of the changes in Risk Management charges. 272 Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (1,031) $ (1,031) - $ 354,641 $ - $ (716) $ (716) - $ 353,925 $ - $ 3,916 $ 3,916 (3,916) $ (3,916) - $ 353,925 $ 0.0% - $ - $ 32 (32) - $ 353,925 $ 0.0% - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments 355,672 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 273 Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL PROGRAM / ACTIVITY USES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 340,678 $ 340,678 $ 355,031 $ 355,031 $ 353,847 $ 353,847 $ 347,310 $ 347,310 $ 353,306 $ 353,306 $ 541 541 0.2% 0.2% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ - $ - $ 641 641 $ 153 $ 641 794 $ - $ 608 608 $ - $ 619 619 $ 153 22 175 100.0% 3.4% 22.0% TOTAL PROGRAMS $ 340,678 $ 355,672 $ 354,641 $ 347,918 $ 353,925 $ 716 0.2% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2011 ACTUAL FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % SUBTOTAL $ 259,349 $ 74,425 333,774 $ 259,039 $ 80,202 339,241 $ 261,997 $ 79,927 341,924 $ 260,085 $ 79,652 339,737 $ 258,847 $ 83,079 341,926 $ $ SUBTOTAL $ 441 $ 441 $ 3,621 $ 3,621 $ 2,145 $ 2,145 $ 1,477 $ 1,477 $ 997 $ 997 $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 251 $ 1,681 3,697 130 704 6,463 $ 340,678 $ 2,400 $ 3,895 3,600 2,675 240 12,810 $ 355,672 $ 1,200 $ 3,895 3,600 1,637 240 10,572 $ 354,641 $ 163 $ 3,349 2,571 150 471 6,704 $ 347,918 $ 1,000 $ 3,402 3,600 2,500 500 11,002 $ 353,925 $ 200 493 (863) (260) (430) 716 TOTAL USES $ 340,678 $ 355,672 $ 354,641 $ 347,918 $ 353,925 $ 716 SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2012 ADOPTED 3,150 (3,152) (2) 1.2% -3.9% 0.0% 1,148 1,148 53.5% 53.5% 16.7% 12.7% 0.0% -52.7% -108.3% -4.1% 0.2% 0.2% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 340,678 $ 340,678 $ 355,672 $ 355,672 $ 354,641 $ 354,641 $ 347,918 $ 347,918 $ 353,925 $ 353,925 $ 716 716 0.2% 0.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 340,678 $ 340,678 $ 355,672 $ 355,672 $ 354,641 $ 354,641 $ 347,918 $ 347,918 $ 353,925 $ 353,925 $ 716 716 0.2% 0.2% 274 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST 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 3.00 3.00 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% Staffing by Fund FUND GENERAL 100 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% General Adjustments Personnel: • • • Decrease expenditure budget by $716 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Increase Regular Benefits by $3,841 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Increase Other Benefits and Internal Services Charges by $22 for the impact of the changes in Risk Management charges. 275 Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (1,031) $ (1,031) - $ 354,641 $ - $ (716) $ (716) - $ 353,925 $ - $ 3,841 $ 3,841 (3,841) $ (3,841) - $ 353,925 $ 0.0% - $ - $ 22 (22) - $ 353,925 $ 0.0% - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments 355,672 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 276 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL PROGRAM / ACTIVITY USES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 343,043 $ 343,043 $ 355,024 $ 355,024 $ 353,860 $ 353,860 $ 344,426 $ 344,426 $ 353,312 $ 353,312 $ 548 548 0.2% 0.2% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ - $ - $ 648 648 $ 133 $ 648 781 $ - $ 615 615 $ - $ 613 613 $ 133 35 168 100.0% 5.4% 21.5% TOTAL PROGRAMS $ 343,043 $ 355,672 $ 354,641 $ 345,041 $ 353,925 $ 716 0.2% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2011 ACTUAL FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED SUBTOTAL $ 259,516 $ 82,213 341,729 $ 255,780 $ 80,619 336,399 $ 258,738 $ 80,344 339,082 $ 258,404 $ 80,248 338,652 $ 255,600 $ 82,517 338,117 $ $ SUBTOTAL $ 213 $ 213 $ 6,420 $ 6,420 $ 4,946 $ 4,946 $ 2,967 $ 2,967 $ 2,759 $ 2,759 $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 461 $ 16 329 260 35 1,101 $ 343,043 $ 1,200 $ 2,507 2,590 5,456 1,100 12,853 $ 355,672 $ 1,200 $ 2,507 2,590 3,216 1,100 10,613 $ 354,641 $ 580 $ 2,256 130 456 3,422 $ 345,041 $ 2,535 $ 2,014 4,000 4,000 500 13,049 $ 353,925 $ TOTAL USES $ 343,043 $ 355,672 $ 354,641 $ 345,041 $ 353,925 $ SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2012 ADOPTED 277 REVISED VS ADOPTED VAR % 3,138 (2,173) 965 1.2% -2.7% 0.3% 2,187 2,187 44.2% 44.2% (1,335) 493 (1,410) (784) 600 (2,436) 716 716 -111.3% 19.7% -54.4% -24.4% 54.5% -23.0% 0.2% 0.2% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 343,043 $ 343,043 $ 355,672 $ 355,672 $ 354,641 $ 354,641 $ 345,041 $ 345,041 $ 353,925 $ 353,925 $ 716 716 0.2% 0.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 343,043 $ 343,043 $ 355,672 $ 355,672 $ 354,641 $ 354,641 $ 345,041 $ 345,041 $ 353,925 $ 353,925 $ 716 716 0.2% 0.2% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST 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 3.00 3.00 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% Staffing by Fund FUND GENERAL 100 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% General Adjustments Personnel: • • • Decrease expenditure budget by $716 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Increase Regular Benefits by $3,809 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Increase/Decrease Other Benefits and Internal Services Charges by $35 for the impact of the changes in Risk Management charges. 278 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (1,031) $ (1,031) - $ 354,641 $ - $ (716) $ (716) - $ 353,925 $ - $ 3,809 $ 3,809 (3,809) $ (3,809) - $ 353,925 $ 0.0% - $ - $ 35 (35) - $ 353,925 $ 0.0% - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments 355,672 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 279 Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL PROGRAM / ACTIVITY USES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 323,859 $ 323,859 $ 355,062 $ 355,062 $ 354,031 $ 354,031 $ 345,239 $ 345,239 $ 353,036 $ 353,036 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ - $ 610 $ 610 $ 610 $ 610 $ 588 $ 588 $ 889 $ 889 $ TOTAL PROGRAMS $ 323,859 $ 355,672 $ 354,641 $ 345,827 $ 353,925 $ 280 995 995 (279) (279) 716 0.3% 0.3% -45.7% -45.7% 0.2% Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 185,180 $ 8,250 84 61,681 16,000 271,195 $ 235,587 $ 7,920 76,849 320,356 $ 238,545 $ 7,920 76,574 323,039 $ 214,076 $ 176 66,338 280,590 $ 235,487 $ 11,363 79,985 326,835 $ 3,058 (3,443) (3,411) (3,796) 1.3% -43.5% N/A -4.5% N/A -1.2% 19,981 $ 639 20,620 $ 7,617 $ 7,617 $ 5,078 $ 5,078 $ 4,427 $ 10,000 14,427 $ 5,103 $ 5,103 $ (25) (25) -0.5% N/A -0.5% $ 4,256 $ 757 18,118 4,198 463 27,792 $ 5,808 $ 2,980 14,377 4,294 240 27,699 $ 5,808 $ 2,980 13,202 4,294 240 26,524 $ 1,610 $ 3,924 2,876 2,350 50 10,810 $ 5,000 $ 2,266 7,221 7,000 500 21,987 $ 808 714 5,981 (2,706) (260) 4,537 13.9% 24.0% 45.3% -63.0% -108.3% 17.1% $ $ 4,252 $ 4,252 $ - $ - $ - $ - $ 40,000 $ 40,000 $ - $ - $ - N/A N/A ALL EXPENDITURES $ 323,859 $ 355,672 $ 354,641 $ 345,827 $ 353,925 $ 716 0.2% TOTAL USES $ 323,859 $ 355,672 $ 354,641 $ 345,827 $ 353,925 $ 716 0.2% 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 0920 - CAPITAL EQUIPMENT SUBTOTAL $ Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 323,859 $ 323,859 $ 355,672 $ 355,672 $ 354,641 $ 354,641 $ 345,827 $ 345,827 $ 353,925 $ 353,925 $ 716 716 0.2% 0.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 323,859 $ 323,859 $ 355,672 $ 355,672 $ 354,641 $ 354,641 $ 345,827 $ 345,827 $ 353,925 $ 353,925 $ 716 716 0.2% 0.2% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST 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 3.00 3.00 3.00 3.00 3.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% Staffing by Fund 100 FUND GENERAL FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 281 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2013 Adopted Budget General Adjustments Personnel: • • • Decrease expenditure budget by $716 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Increase Regular Benefits by $3,618 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Increase Other Benefits and Internal Services Charges by $279 for the impact of the changes in Risk Management charges. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (1,031) $ (1,031) - $ 354,641 $ - $ (716) $ (716) - $ 353,925 $ - $ 3,618 $ 3,618 (3,618) $ (3,618) - $ 353,925 $ 0.0% - $ - $ (279) 279 - $ 353,925 $ 0.0% - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments 355,672 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 282 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Business Strategies and Health Care Programs Analysis by Karina Araiza, 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: In FY 2013, the Department plans on improving retention by developing an Early Identification of Individuals with HIV/AIDS strategy, which will strengthen partnerships with local non-profits, county, state and testing locations to engage new clients in medical care. Retention reporting has also been adopted as a focus of the statewide, multiple Ryan White Part A Regional Quality Committee, providing further encouragement for contracted medical providers to document and improve retention. 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: In 2012, an on-site fitness room was expanded to the Durango Campus. Progress is expected in FY 2013, along with new emphasis on Employee Fitness as an activity in the Strategic Business Plan. Quality Workforce By 2017, increase the completion rate of Well Adult visits to 44%, an increase from 22% in 2010. Status: In FY 2013, the Department plans on making progress by continuing the Passport to Wellness premium incentive along with more emphasis on communication to employees. 283 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Quality Workforce Department Strategic Plans and Budgets Business Strategies & Health Care Programs By 2017, increase the completion rate of Well Child visits to 44%, an increase from 28% in 2010. Status: In FY 2013, the Department plans on making progress by continuing the Passport to Wellness premium incentive along with more emphasis on communication to employees. 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: In FY 2013, the Department plans on making progress by continuing the Passport to Wellness premium incentive along with more emphasis on communication to employees. Fiscal Strength 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: The Department will restructure and simplify medical and pharmacy plans to contain cost increases. The continuation of restructuring medical plans with plan design changes and wellness programs will help contain future cost increases. 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: In FY 2013, the Department plans on making progress by continuing the Passport to Wellness premium incentive along with more emphasis on communication to employees. 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: In FY 2013, the Department plans on making progress by continuing the Passport to Wellness premium incentive along with more emphasis on communication to employees. 284 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % WBEG - EMPLOYEE WELLNESS 35EP - EMPLOYEE PROGRAMS $ $ 687,305 $ 687,305 $ 1,753,804 $ 1,753,804 $ 1,753,804 $ 1,753,804 $ 1,501,597 $ 1,501,597 $ - $ - $ (1,753,804) (1,753,804) -100.0% -100.0% EMPA - EMP SHRT TRM COUNS AND REF ERGO - EMPLOYEE ERGONOMICS FIBP - EMP LIFE INSURANCE BENEFITS FSAA - EMP FLEXIBLE SPENDING ACCOUNTS OTHR - EMP VOL INSURANCE BENEFITS SFBH - EMP BEHAVIORAL HEALTH BENEFITS SFMD - EMPLOYEE MEDICAL BENEFITS SFRX - EMPLOYEE PHARMACY BENEFITS SIDE - EMPLOYEE DENTAL BENEFITS STDS - EMP SHORT TERM DISABILITY INS VISN - EMPLOYEE VISION BENEFITS 39EB - EMP BENEFITS AND WELLNESS $ $ 188,427 $ 5,152,746 2,707,559 304,030 4,224,056 90,039,018 14,137,228 8,943,513 3,019,323 1,409,288 130,125,188 $ 206,332 $ 257,211 5,517,819 3,794,016 285,492 2,108,383 96,204,888 13,070,004 8,990,194 1,825,513 1,327,632 133,587,484 $ 206,332 $ 257,211 5,517,819 3,794,016 285,492 2,108,383 96,204,888 13,070,004 8,990,194 1,825,513 1,327,632 133,587,484 $ 204,053 $ 5,222,930 3,331,460 597,655 2,067,083 97,275,290 12,637,202 9,094,234 1,856,105 1,448,684 133,734,696 $ 201,617 $ 3,417,054 3,387,318 617,672 1,889,896 101,877,980 12,584,880 8,860,049 1,854,876 1,537,504 136,228,846 $ (4,715) (257,211) (2,100,765) (406,698) 332,180 (218,487) 5,673,092 (485,124) (130,145) 29,363 209,872 2,641,362 -2.3% -100.0% -38.1% -10.7% 116.4% -10.4% 5.9% -3.7% -1.4% 1.6% 15.8% 2.0% AHCS - AHCCCS ACUTE CARE 39IM - INDIGENT MEDICAL CARE $ $ - $ - $ - $ - $ - $ - $ 2,353,283 $ 2,353,283 $ - $ - $ - N/A N/A ALTC - ALTCS LONG TERM CARE CRLT - COUNTY RESIDUAL LONG TERM CARE 39LT - INDIGENT LONG TERM CARE $ - $ 6,876 6,876 $ - $ 6,876 6,876 $ - $ 6,876 6,876 $ 153,306 $ 6,996 160,302 $ - $ 7,000 7,000 $ 124 124 N/A 1.8% 1.8% - $ - $ 5,848,093 $ 1,073,669 6,921,762 $ 5,848,093 $ 1,073,669 6,921,762 $ 3,404,774 $ 842,638 4,247,412 $ 5,912,135 $ 1,111,400 7,023,535 $ 64,042 37,731 101,773 1.1% 3.5% 1.5% $ CORE - RYAN WHITE PT A CORE MED SVCS NMSS - RYAN WHITE PT A NON MED SVCS 39RW - RYAN WHITE HIV AIDS PART A $ SHAC - SERVICES FOR PEOPLE WITH HIV A $ 6,171,997 $ - $ - $ - $ - $ - N/A $ 6,171,997 $ - $ - $ - $ - $ - N/A 86CM - HIV HCV SERVICES BDGT - BUDGETING FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ - $ 23,312 $ 23,312 $ - $ - $ $ 135,080 135,080 $ 399,624 13,361 436,297 $ 399,624 13,361 436,297 $ 7,840 7,840 $ 3,765,088 3,765,088 $ - $ 555,719 2,920,984 223,763 $ 743 1,803,369 223,763 $ 743 1,803,369 - $ 351,046 3,127,998 - $ - (223,763) (743) (1,803,369) -100.0% -100.0% -100.0% (2,027,875) -100.0% $ $ 3,476,703 $ 2,027,875 $ 2,027,875 $ 3,479,044 $ - $ TOTAL PROGRAMS $ 140,603,149 $ 144,734,098 $ 144,734,098 $ 145,484,174 $ 147,024,469 $ 285 (23,312) -100.0% (399,624) -100.0% 3,751,727 28079.7% 3,328,791 763.0% 2,290,371 1.6% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Program and Activity (continued) FY 2011 ACTUAL PROGRAM / ACTIVITY FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % USES WBEG - EMPLOYEE WELLNESS 35EP - EMPLOYEE PROGRAMS $ $ 945,097 $ 945,097 $ 3,834,454 $ 3,834,454 $ 3,833,781 $ 3,833,781 $ 1,116,665 $ 1,116,665 $ - $ - $ BCAS - BENEFITS CUSTOMER ASSISTANCE EMPA - EMP SHRT TRM COUNS AND REF ERGO - EMPLOYEE ERGONOMICS FIBP - EMP LIFE INSURANCE BENEFITS FITN - EMPLOYEE FITNESS FSAA - EMP FLEXIBLE SPENDING ACCOUNTS MSPM - EMP MET SYN PREV MITIGATION OTHR - EMP VOL INSURANCE BENEFITS PRHT - EMPLOYEE PREVENTIVE HEALTH SFBH - EMP BEHAVIORAL HEALTH BENEFITS SFMD - EMPLOYEE MEDICAL BENEFITS SFRX - EMPLOYEE PHARMACY BENEFITS SIDE - EMPLOYEE DENTAL BENEFITS STDS - EMP SHORT TERM DISABILITY INS TOCE - EMPLOYEE TOBACCO CESSATION VISN - EMPLOYEE VISION BENEFITS 39EB - EMP BENEFITS AND WELLNESS $ - $ 188,387 258,183 5,177,339 3,194,027 306,278 1,626,969 95,367,659 14,744,118 9,142,495 2,179,362 1,495,659 133,680,476 $ - $ 206,332 257,211 5,517,819 3,794,016 285,492 2,104,872 95,929,475 13,070,004 8,990,194 2,885,499 1,327,632 134,368,546 $ - $ 206,332 255,947 5,517,819 3,794,016 285,492 2,104,872 95,929,475 13,070,004 8,990,194 2,885,499 1,327,632 134,367,282 $ - $ 204,053 259,874 5,209,251 3,285,721 591,427 1,636,836 89,243,749 14,711,864 9,096,806 1,704,586 1,451,950 127,396,117 $ - $ - $ - $ - $ $ 3,833,781 3,833,781 100.0% 100.0% 548,626 $ 201,617 257,174 3,417,054 444,760 3,387,318 53,982 617,672 3,416,337 1,889,896 102,939,980 12,584,880 8,860,049 2,072,661 23,982 1,537,504 142,253,492 $ (548,626) 4,715 (1,227) 2,100,765 (444,760) 406,698 (53,982) (332,180) (3,416,337) 214,976 (7,010,505) 485,124 130,145 812,838 (23,982) (209,872) (7,886,210) N/A 2.3% -0.5% 38.1% N/A 10.7% N/A -116.4% N/A 10.2% -7.3% 3.7% 1.4% 28.2% N/A -15.8% -5.9% - $ - $ 196,000 $ 1,784,009 272,500 2,252,509 $ (196,000) (1,784,009) (272,500) (2,252,509) N/A N/A N/A N/A BNPA - BUS AND NON PROFIT ASSISTANCE IPRD - REG INDUSTRY PROMOTION AND DEV VTPR - REG VISITOR AND TOURISM PROM 39ED - ECONOMIC DEVELOPMENT $ $ - $ - $ LITG - LITIGATION SUPPORT 39HC - INDIGENT HEALTH CARE $ $ - $ - $ - $ - $ - $ - $ 437,117 $ 437,117 $ - $ - $ MEHO - MH COMMITMENT SEC TRANSPORTS MEHT - MH COMMITMENT TESTIMONY NOBH - INDIGENT NON SMI BEHAV HLTH NOSA - INDIGENT NON SMI SUB ABSE SVCS RETR - PSYCH RESIDENT TRAINING SARN - SMI BEHAVIORAL HEALTH SVPC - SEX VIOL PERSON COMMITMENTS 39IB - BEHAVIORAL HEALTH $ $ 66,185 $ 619,362 3,547,896 39,483,492 1,316,928 45,033,863 $ 77,200 $ 575,000 3,547,896 41,457,672 5,000,000 50,657,768 $ 77,200 $ 575,000 3,547,896 41,457,672 5,000,000 50,657,768 $ 83,868 $ 653,774 3,547,896 41,457,672 3,826,337 49,569,547 $ 105,000 $ 800,000 3,366,705 1,489,871 3,547,896 43,530,556 4,000,000 56,840,028 $ AHCS - AHCCCS ACUTE CARE 39IM - INDIGENT MEDICAL CARE $ $ 15,247,381 $ 15,247,381 $ 20,575,000 $ 20,575,000 $ 20,575,000 $ 20,575,000 $ 22,289,583 $ 22,289,583 $ 20,225,200 $ 20,225,200 $ 349,800 349,800 1.7% 1.7% ALTC - ALTCS LONG TERM CARE CRLT - COUNTY RESIDUAL LONG TERM CARE 39LT - INDIGENT LONG TERM CARE $ $ 114,698,304 $ 93,934 114,792,238 $ 154,518,900 $ 200,000 154,718,900 $ 154,518,900 $ 200,000 154,718,900 $ 154,311,709 $ 89,296 154,401,005 $ 148,533,600 $ 205,358 148,738,958 $ 5,985,300 (5,358) 5,979,942 3.9% -2.7% 3.9% GEMH - GEN MENTAL HEALTH 39MP - STATE MANDATED PAYMENTS $ $ 4,856,580 $ 4,856,580 $ 4,856,577 $ 4,856,577 $ 4,856,577 $ 4,856,577 $ 4,856,577 $ 4,856,577 $ - $ - $ 4,856,577 4,856,577 100.0% 100.0% PFMG - PERFORMANCE MANAGEMENT 39PM - PERFORMANCE MANAGEMENT $ $ 163,639 $ 163,639 $ 188,453 $ 188,453 $ 687,543 $ 687,543 $ 411,899 $ 411,899 $ 200,220 $ 200,220 $ 487,323 487,323 70.9% 70.9% CORE - RYAN WHITE PT A CORE MED SVCS NMSS - RYAN WHITE PT A NON MED SVCS 39RW - RYAN WHITE HIV AIDS PART A $ $ - $ - $ 5,848,093 $ 1,073,669 6,921,762 $ 5,844,259 $ 1,073,669 6,917,928 $ 3,119,037 $ 1,128,375 4,247,412 $ 5,912,135 $ 1,111,400 7,023,535 $ (67,876) (37,731) (105,607) -1.2% -3.5% -1.5% TBHO - TB HOSPITALIZATION ORDERS 39TB - TB HOSPITALIZATION ORDERS $ $ - $ - $ - $ - $ - $ - $ - $ - $ 500,000 $ 500,000 $ (500,000) (500,000) N/A N/A SHAC - SERVICES FOR PEOPLE WITH HIV A 86CM - HIV HCV SERVICES $ $ 6,089,573 $ 6,089,573 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TBTE - TB TESTING AMD TREATMENT 86ID - INFECTIOUS DISEASE CONTROL $ $ 110,136 $ 110,136 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 78,305 $ 78,305 $ - $ - $ 500,000 500,000 100.0% 100.0% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 63,234 $ 1,520,375 258,581 1,842,190 $ 48,168 $ 1,587,755 11,560 292,307 1,939,790 $ 31,996 $ 1,575,152 11,560 296,162 1,914,870 $ 34,522 $ 2,326,962 11,077 149,700 2,522,261 $ 32,269 $ 1,092,993 11,560 378,556 110,723 1,626,101 $ (273) 482,159 (82,394) (110,723) 288,769 -0.9% 30.6% 0.0% -27.8% N/A 15.1% $ 466,687 $ 1,380,291 4,872 123,863 1,975,713 $ 223,763 $ 743 2,948 2,693,564 2,921,018 $ 223,763 $ 11,636 2,948 2,700,796 2,939,143 $ 226,626 $ 2,409 1,259,721 1,488,756 $ 145,412 $ 8,122 153,534 $ 78,351 11,636 (5,174) 2,700,796 2,785,609 35.0% 100.0% -175.5% 100.0% 94.8% TOTAL PROGRAMS $ 324,736,886 $ 381,482,268 $ 381,968,792 $ 368,815,244 $ 379,813,577 $ 2,155,215 0.6% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 286 (27,800) (225,000) (3,366,705) (1,489,871) (2,072,884) 1,000,000 (6,182,260) N/A N/A -36.0% -39.1% N/A N/A 0.0% -5.0% 20.0% -12.2% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Category FY 2011 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VAR % FY 2013 ADOPTED $ SUBTOTAL $ 6,171,997 6,171,997 $ $ 6,921,762 6,921,762 $ $ 6,921,762 6,921,762 $ $ 4,247,412 4,247,412 $ $ 7,023,535 $ 7,023,535 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 1,540,119 28,154,790 104,037,684 14,129 133,746,722 $ 1,842,320 29,408,339 106,175,420 6,876 137,432,955 $ 1,842,320 29,408,339 106,175,420 6,876 137,432,955 $ 1,651,246 29,204,327 107,443,240 6,996 138,305,809 $ $ 1,585,698 $ 28,031,387 110,276,849 7,000 139,900,934 $ (256,622) (1,376,952) 4,101,429 124 2,467,979 -13.9% -4.7% 3.9% 1.8% 1.8% 351,046 $ 2,579,907 2,930,953 $ 100,000 $ 100,000 $ (279,381) (279,381) -73.6% N/A -73.6% MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ $ 498,476 $ 135,964 634,440 $ $ 379,381 $ 379,381 $ $ 379,381 $ 379,381 $ 101,773 101,773 1.5% 1.5% ALL REVENUES $ 140,553,159 $ 144,734,098 $ 144,734,098 $ 145,484,174 $ 147,024,469 $ 2,290,371 1.6% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 49,990 49,990 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A 140,603,149 FY 2011 ACTUAL $ 144,734,098 FY 2012 ADOPTED $ 144,734,098 FY 2012 REVISED $ 145,484,174 FY 2012 FORECAST $ 147,024,469 FY 2013 ADOPTED 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 $ $ 2,290,371 1.6% REVISED VS ADOPTED VAR % 1,904,469 $ 26,731 131 584,073 4,520 (860,745) 1,059,168 2,718,347 $ 2,125,751 $ 30,437 737,306 (143,279) 296,341 3,046,556 $ 2,149,807 $ 27,457 746,467 (192,057) 296,341 3,028,015 $ 2,272,525 $ 1,736 741,104 22 (180,285) 270,609 3,105,711 $ 2,185,015 $ 33,800 2,100 727,857 (241,501) 280,801 2,988,072 $ SUBTOTAL $ 30,503 $ 1,624 6,507 (1,880) 1,880 38,634 $ 28,800 $ 744 29,544 $ 28,800 $ 744 29,544 $ 26,351 $ 205,216 1,550 41,856 274,973 $ 597,545 $ 15,000 2,000 534,825 1,149,370 $ (568,745) ####### (15,000) N/A (1,256) -168.8% (534,825) N/A N/A N/A (1,119,826) ####### 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 619,362 $ 126,837,477 12,150,836 5,764 28,917 180,357,042 11,458 9,168 3,917 5,811 93,934 (591,008) 591,008 320,123,686 $ 575,000 $ 131,855,132 14,131,803 1,550 39,467 231,196,521 254,075 11,500 9,000 12,120 200,000 378,286,168 $ 575,000 $ 131,855,132 14,636,868 1,550 39,467 231,196,521 254,075 11,500 9,000 12,120 200,000 378,791,233 $ 653,774 $ 122,883,617 10,124,553 9,949 117,377 231,196,521 245,457 9,065 6,347 1,536 88,722 (83,286) 83,286 365,336,918 $ 800,000 $ 134,183,971 14,309,715 9,077 1,031,819 224,798,828 255,617 26,128 17,984 7,996 200,000 375,641,135 $ (225,000) -39.1% (2,328,839) -1.8% 327,153 2.2% (7,527) -485.6% (992,352) ####### 6,397,693 2.8% (1,542) -0.6% (14,628) -127.2% (8,984) -99.8% 4,124 34.0% 0.0% N/A N/A 3,150,098 0.8% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT SUBTOTAL $ - $ 9,241 9,241 $ - $ 120,000 120,000 $ - $ 120,000 120,000 $ 97,642 $ 97,642 $ - $ 35,000 35,000 $ 85,000 85,000 N/A 70.8% 70.8% ALL EXPENDITURES $ 322,889,908 $ 381,482,268 $ 381,968,792 $ 368,815,244 $ 379,813,577 $ 2,155,215 0.6% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,846,978 $ 1,846,978 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 324,736,886 $ 381,482,268 $ 381,968,792 $ 368,815,244 $ 379,813,577 $ 2,155,215 0.6% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 287 (35,208) (6,343) (2,100) 18,610 49,444 15,540 39,943 -1.6% -23.1% N/A 2.5% N/A 25.7% 5.2% 1.3% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Fund and Function FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 532 PUBLIC HEALTH GRANTS OPERATING 601 CMG MEDICAL OPERATING 602 CMG LOW OPTION OPERATING 603 OAP IN OPERATING 604 OAP MEDICAL OPERATING 605 OAP LOW OPTION OPERATING 606 CHOICE FUND H.S.A. OPERATING 607 FI DENTAL PPO OPERATING 608 COINSURANCE PHARMACY 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 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VAR % FY 2013 ADOPTED FUND TOTAL SOURCES $ 14,910 $ 134,299 149,209 $ 6,876 $ 6,876 $ 6,876 $ 6,876 $ 6,996 $ 2,514,429 2,521,425 $ 7,000 $ 7,000 $ 124 124 1.8% N/A 1.8% $ FUND TOTAL SOURCES $ 6,171,997 $ 6,171,997 $ 6,921,762 $ 6,921,762 $ 6,921,762 $ 6,921,762 $ 4,247,412 $ 4,247,412 $ 7,023,535 $ 7,023,535 $ 101,773 101,773 1.5% 1.5% $ FUND TOTAL SOURCES $ 36,877,764 $ 36,877,764 $ 38,798,632 $ 38,798,632 $ 38,798,632 $ 38,798,632 $ 39,229,207 $ 39,229,207 $ 45,309,309 $ 45,309,309 $ 6,510,677 6,510,677 16.8% 16.8% $ FUND TOTAL SOURCES $ 1,173,809 $ 1,173,809 $ 1,201,113 $ 1,201,113 $ 1,201,113 $ 1,201,113 $ 1,199,730 $ 1,199,730 $ - $ - $ (1,201,113) -100.0% (1,201,113) -100.0% $ FUND TOTAL SOURCES $ 16,617,112 $ 16,617,112 $ 17,985,367 $ 17,985,367 $ 17,985,367 $ 17,985,367 $ 16,652,355 $ 16,652,355 $ - $ - $ (17,985,367) -100.0% (17,985,367) -100.0% $ FUND TOTAL SOURCES $ 27,159,801 $ 27,159,801 $ 29,754,654 $ 29,754,654 $ 29,754,654 $ 29,754,654 $ 28,064,163 $ 28,064,163 $ 43,667,011 $ 43,667,011 $ $ FUND TOTAL SOURCES $ 2,054,223 $ 2,054,223 $ 2,187,205 $ 2,187,205 $ 2,187,205 $ 2,187,205 $ 2,437,621 $ 2,437,621 $ - $ - $ $ FUND TOTAL SOURCES $ 5,405,927 $ 5,405,927 $ 5,514,104 $ 5,514,104 $ 5,514,104 $ 5,514,104 $ 9,007,319 $ 9,007,319 $ 12,239,116 $ 12,239,116 $ $ FUND TOTAL SOURCES $ 5,201,492 $ 5,201,492 $ 4,997,323 $ 4,997,323 $ 4,997,323 $ 4,997,323 $ 4,931,125 $ 4,931,125 $ 4,791,276 $ 4,791,276 $ $ FUND TOTAL SOURCES $ 12,169,687 $ 12,169,687 $ 11,358,884 $ 11,358,884 $ 11,358,884 $ 11,358,884 $ 10,904,534 $ 10,904,534 $ 12,584,880 $ 12,584,880 $ $ FUND TOTAL SOURCES $ 1,910,244 $ 1,910,244 $ 1,711,120 $ 1,711,120 $ 1,711,120 $ 1,711,120 $ 1,732,668 $ 1,732,668 $ - $ - $ (1,711,120) -100.0% (1,711,120) -100.0% $ FUND TOTAL SOURCES $ 1,976,198 $ 1,976,198 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL SOURCES $ 462,078 $ 462,078 $ 1,384,936 $ 1,384,936 $ 1,384,936 $ 1,384,936 $ 1,408,807 $ 1,408,807 $ 1,408,140 $ 1,408,140 $ 23,204 23,204 1.7% 1.7% $ FUND TOTAL SOURCES $ 393,281 $ 393,281 $ 297,718 $ 297,718 $ 297,718 $ 297,718 $ 305,369 $ 305,369 $ 304,556 $ 304,556 $ 6,838 6,838 2.3% 2.3% $ FUND TOTAL SOURCES $ 187,766 $ 187,766 $ 142,859 $ 142,859 $ 142,859 $ 142,859 $ 141,929 $ 141,929 $ 142,180 $ 142,180 $ (679) (679) -0.5% -0.5% $ FUND TOTAL SOURCES $ 4,216,898 $ 4,216,898 $ 2,104,872 $ 2,104,872 $ 2,104,872 $ 2,104,872 $ 2,067,083 $ 2,067,083 $ 1,889,896 $ 1,889,896 $ (214,976) (214,976) -10.2% -10.2% $ SOURCES $ 687,305 $ 687,305 $ 1,613,048 $ 1,613,048 $ 1,613,048 $ 1,613,048 $ 1,501,597 $ 1,501,597 $ 1,589,616 $ 1,589,616 $ (23,432) (23,432) -1.5% -1.5% $ SOURCES $ 280,724 $ 280,724 $ 278,924 $ 278,924 $ 278,924 $ 278,924 $ 279,946 $ 279,946 $ - $ - $ $ SOURCES $ 3,419,452 $ 3,419,452 $ 2,862,139 $ 2,862,139 $ 2,862,139 $ 2,862,139 $ 3,199,098 $ 3,199,098 $ 2,175,472 $ 2,175,472 $ $ SOURCES $ - $ - $ - $ - $ - $ - $ - $ - $ 1,070,000 $ 1,070,000 $ $ SOURCES $ 2,008,189 $ 2,008,189 $ 2,804,131 $ 2,804,131 $ 2,804,131 $ 2,804,131 $ 2,555,870 $ 2,555,870 $ 2,585,420 $ 2,585,420 $ (218,711) (218,711) -7.8% -7.8% $ SOURCES $ 699,370 $ 699,370 $ 989,885 $ 989,885 $ 989,885 $ 989,885 $ 775,590 $ 775,590 $ 801,898 $ 801,898 $ (187,987) (187,987) -19.0% -19.0% $ SOURCES $ 1,340,811 $ 1,340,811 $ 1,327,632 $ 1,327,632 $ 1,327,632 $ 1,327,632 $ 1,417,645 $ 1,417,645 $ 1,537,504 $ 1,537,504 $ 209,872 209,872 15.8% 15.8% 615 WELLNESS OPERATING FUND TOTAL 616 CONTRACT ADMINISTRATION OPERATING FUND TOTAL 618 BENEFIT ADMINISTRATION OPERATING FUND TOTAL 619 ONSITE PHARMACY CLINIC OPERATING FUND TOTAL 621 FLEX SPENDING HEALTH OPERATING FUND TOTAL 622 FLEX SPENDING DEP CARE OPERATING FUND TOTAL 623 VISION OPERATING FUND TOTAL 288 13,912,357 13,912,357 46.8% 46.8% (2,187,205) -100.0% (2,187,205) -100.0% 6,725,012 6,725,012 (206,047) (206,047) 1,225,996 1,225,996 122.0% 122.0% -4.1% -4.1% 10.8% 10.8% (278,924) -100.0% (278,924) -100.0% (686,667) (686,667) 1,070,000 1,070,000 -24.0% -24.0% N/A N/A Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Fund and Function (continued) FY 2011 ACTUAL FUND / FUNCTION CLASS 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 NON-RECURRING 900 ELIMINATIONS OPERATING FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 64,325 $ 64,325 $ - $ - $ - $ - $ 31,039 $ 31,039 $ - $ - $ $ FUND TOTAL SOURCES $ 400,509 $ 400,509 $ 418,926 $ 418,926 $ 418,926 $ 418,926 $ 382,056 $ 382,056 $ 396,386 $ 396,386 $ (22,540) (22,540) -5.4% -5.4% $ FUND TOTAL SOURCES $ 1,082,149 $ 1,082,149 $ 1,130,769 $ 1,130,769 $ 1,130,769 $ 1,130,769 $ 1,064,527 $ 1,064,527 $ 330,175 $ 330,175 $ (800,594) (800,594) -70.8% -70.8% $ FUND TOTAL SOURCES $ 3,583,979 $ 3,583,979 $ 3,880,123 $ 3,880,123 $ 3,880,123 $ 3,880,123 $ 3,659,395 $ 3,659,395 $ 2,831,922 $ 2,831,922 $ (1,048,201) (1,048,201) -27.0% -27.0% $ FUND TOTAL SOURCES $ 188,427 $ 188,427 $ 206,332 $ 206,332 $ 206,332 $ 206,332 $ 204,053 $ 204,053 $ 201,617 $ 201,617 $ (4,715) (4,715) -2.3% -2.3% $ FUND TOTAL SOURCES $ 3,313,860 $ 3,313,860 $ 3,573,945 $ 3,573,945 $ 3,573,945 $ 3,573,945 $ 3,781,053 $ 3,781,053 $ 3,672,387 $ 3,672,387 $ 98,442 98,442 2.8% 2.8% $ FUND TOTAL SOURCES $ 486,618 $ 486,618 $ 506,927 $ 506,927 $ 506,927 $ 506,927 $ 499,008 $ 499,008 $ 254,957 $ 254,957 $ (251,970) (251,970) -49.7% -49.7% $ FUND TOTAL SOURCES $ 304,030 $ 304,030 $ 285,492 $ 285,492 $ 285,492 $ 285,492 $ 597,655 $ 597,655 $ 617,672 $ 617,672 $ 332,180 332,180 116.4% 116.4% $ FUND TOTAL SOURCES $ 565,925 $ 565,925 $ 488,400 $ 488,400 $ 488,400 $ 488,400 $ 684,895 $ 684,895 $ 662,544 $ 662,544 $ 174,144 174,144 35.7% 35.7% $ FUND TOTAL SOURCES $ 49,990 $ 49,990 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL SOURCES $ - $ - $ - $ - $ - $ - $ - $ - $ (1,070,000) $ (1,070,000) $ DEPARTMENT OPERATING TOTAL SOURCES $ 140,418,860 $ 144,734,098 $ 144,734,098 $ 142,969,745 $ 147,024,469 $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ 184,289 $ - $ - $ 2,514,429 $ - $ DEPARTMENT TOTAL SOURCES $ 140,603,149 $ 144,734,098 $ 144,734,098 $ 145,484,174 $ 147,024,469 $ 289 - (1,070,000) (1,070,000) 2,290,371 2,290,371 N/A N/A N/A N/A 1.6% N/A 1.6% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 532 PUBLIC HEALTH GRANTS OPERATING 601 CMG MEDICAL OPERATING 602 CMG LOW OPTION OPERATING 603 OAP IN OPERATING 604 OAP MEDICAL OPERATING 605 OAP LOW OPTION OPERATING 606 CHOICE FUND H.S.A. OPERATING 607 FI DENTAL PPO OPERATING 608 COINSURANCE PHARMACY 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 2011 ACTUAL 619 ONSITE PHARMACY CLINIC OPERATING 621 FLEX SPENDING HEALTH OPERATING 622 FLEX SPENDING DEP CARE OPERATING 623 VISION OPERATING FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 5,444,610 (1,000,000) 4,444,610 2.3% N/A 1.9% $ FUND TOTAL USES $ 6,188,595 $ 6,188,595 $ 6,921,762 $ 6,921,762 $ 6,921,762 $ 6,921,762 $ 4,247,412 $ 4,247,412 $ 7,023,535 $ 7,023,535 $ (101,773) (101,773) -1.5% -1.5% $ FUND TOTAL USES $ 37,359,970 $ 37,359,970 $ 38,798,632 $ 38,798,632 $ 38,798,632 $ 38,798,632 $ 37,927,574 $ 37,927,574 $ 45,759,309 $ 45,759,309 $ (6,960,677) (6,960,677) -17.9% -17.9% $ FUND TOTAL USES $ 1,361,870 $ 1,361,870 $ 1,201,113 $ 1,201,113 $ 1,201,113 $ 1,201,113 $ 874,356 $ 874,356 $ - $ - $ 1,201,113 1,201,113 100.0% 100.0% $ FUND TOTAL USES $ 16,280,986 $ 16,280,986 $ 17,985,367 $ 17,985,367 $ 17,985,367 $ 17,985,367 $ 12,853,432 $ 12,853,432 $ - $ - $ 17,985,367 17,985,367 100.0% 100.0% $ FUND TOTAL USES $ 31,390,964 $ 31,390,964 $ 29,754,654 $ 29,754,654 $ 29,754,654 $ 29,754,654 $ 28,072,617 $ 28,072,617 $ 44,117,011 $ 44,117,011 $ (14,362,357) (14,362,357) -48.3% -48.3% $ FUND TOTAL USES $ 2,249,302 $ 2,249,302 $ 2,187,205 $ 2,187,205 $ 2,187,205 $ 2,187,205 $ 1,621,048 $ 1,621,048 $ - $ - $ 2,187,205 2,187,205 100.0% 100.0% $ FUND TOTAL USES $ 5,395,171 $ 5,395,171 $ 5,514,104 $ 5,514,104 $ 5,514,104 $ 5,514,104 $ 7,268,945 $ 7,268,945 $ 12,239,116 $ 12,239,116 $ $ FUND TOTAL USES $ 5,216,341 $ 5,216,341 $ 4,997,323 $ 4,997,323 $ 4,997,323 $ 4,997,323 $ 4,931,125 $ 4,931,125 $ 4,791,276 $ 4,791,276 $ $ FUND TOTAL USES $ 11,718,140 $ 11,718,140 $ 11,358,884 $ 11,358,884 $ 11,358,884 $ 11,358,884 $ 12,973,092 $ 12,973,092 $ 12,584,880 $ 12,584,880 $ $ FUND TOTAL USES $ 2,746,756 $ 2,746,756 $ 1,711,120 $ 1,711,120 $ 1,711,120 $ 1,711,120 $ 1,738,772 $ 1,738,772 $ $ FUND TOTAL USES $ 1,447,617 $ 1,447,617 $ - $ - $ - $ - $ $ FUND TOTAL USES $ 342,252 $ 342,252 $ 2,173,104 $ 2,173,104 $ $ FUND TOTAL USES $ 310,055 $ 310,055 $ $ FUND TOTAL USES $ (6,725,012) -122.0% (6,725,012) -122.0% 206,047 206,047 4.1% 4.1% (1,225,996) (1,225,996) -10.8% -10.8% - $ - $ 1,711,120 1,711,120 100.0% 100.0% - $ - $ - $ - $ - N/A N/A 2,173,104 $ 2,173,104 $ 1,408,807 $ 1,408,807 $ 1,625,925 $ 1,625,925 $ 547,179 547,179 25.2% 25.2% 477,494 $ 477,494 $ 477,494 $ 477,494 $ 226,595 $ 226,595 $ 304,556 $ 304,556 $ 172,938 172,938 36.2% 36.2% 79,438 $ 79,438 $ 234,901 $ 234,901 $ 234,901 $ 234,901 $ 69,184 $ 69,184 $ 142,180 $ 142,180 $ 92,721 92,721 39.5% 39.5% $ FUND TOTAL USES $ 1,592,110 $ 1,592,110 $ 2,104,872 $ 2,104,872 $ 2,104,872 $ 2,104,872 $ 1,636,836 $ 1,636,836 $ 1,889,896 $ 1,889,896 $ 214,976 214,976 10.2% 10.2% $ 678,209 $ 28,179 706,388 $ 1,613,048 $ 2,080,650 3,693,698 $ 1,613,048 $ 2,080,650 3,693,698 $ 585,176 $ 387,814 972,990 $ 1,589,616 $ 2,349,445 3,939,061 $ 23,432 (268,795) (245,363) 1.5% -12.9% -6.6% 255,639 $ 255,639 $ 309,852 $ 72,000 381,852 $ 309,852 $ 72,000 381,852 $ 279,946 $ 72,000 351,946 $ - $ - $ 309,852 72,000 381,852 100.0% 100.0% 100.0% FUND TOTAL USES $ 2,274,781 $ 143,468 2,418,249 $ 2,862,139 $ 508,343 3,370,482 $ 2,862,139 $ 508,343 3,370,482 $ 1,841,565 $ 160,750 2,002,315 $ 2,175,472 $ 121,825 2,297,297 $ 686,667 386,518 1,073,185 24.0% 76.0% 31.8% $ FUND TOTAL USES $ - $ - $ - $ - $ - $ - $ - $ - $ 1,232,000 $ 1,232,000 $ (1,232,000) (1,232,000) $ FUND TOTAL USES $ 2,397,983 $ 2,397,983 $ 2,804,131 $ 2,804,131 $ 2,804,131 $ 2,804,131 $ 2,526,769 $ 2,526,769 $ 2,585,420 $ 2,585,420 $ 218,711 218,711 7.8% 7.8% $ FUND TOTAL USES $ 784,044 $ 784,044 $ 989,885 $ 989,885 $ 989,885 $ 989,885 $ 758,952 $ 758,952 $ 801,898 $ 801,898 $ 187,987 187,987 19.0% 19.0% $ 1,430,053 $ 1,327,632 $ 1,327,632 $ 1,421,301 $ 1,537,504 $ (209,872) -15.8% FUND TOTAL USES $ 1,430,053 $ 1,327,632 $ 1,327,632 $ 1,421,301 $ 1,537,504 $ (209,872) -15.8% $ FUND TOTAL USES $ 618 BENEFIT ADMINISTRATION OPERATING NON-RECURRING FY 2012 REVISED $ 237,183,724 $ 233,003,139 $ 233,489,663 $ 234,104,338 $ 228,045,053 $ (55,551,712) 1,000,000 FUND TOTAL USES $ 181,632,012 $ 233,003,139 $ 233,489,663 $ 234,104,338 $ 229,045,053 $ FUND TOTAL USES $ 616 CONTRACT ADMINISTRATION OPERATING NON-RECURRING FY 2012 ADOPTED $ 290 N/A N/A Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Sources and Uses by Fund and Function (continued) FY 2011 ACTUAL FUND / FUNCTION CLASS 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 NON-RECURRING 900 ELIMINATIONS OPERATING FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 45,364 $ 45,364 $ - $ - $ - $ - $ 30,649 $ 30,649 $ - $ - $ - N/A N/A $ FUND TOTAL USES $ 401,021 $ 401,021 $ 418,926 $ 418,926 $ 418,926 $ 418,926 $ 381,990 $ 381,990 $ 396,386 $ 396,386 $ 22,540 22,540 5.4% 5.4% $ FUND TOTAL USES $ 1,050,096 $ 1,050,096 $ 1,130,769 $ 1,130,769 $ 1,130,769 $ 1,130,769 $ 1,058,341 $ 1,058,341 $ 330,175 $ 330,175 $ 800,594 800,594 70.8% 70.8% $ FUND TOTAL USES $ 3,610,986 $ 3,610,986 $ 3,880,123 $ 3,880,123 $ 3,880,123 $ 3,880,123 $ 3,654,646 $ 3,654,646 $ 2,831,922 $ 2,831,922 $ 1,048,201 1,048,201 27.0% 27.0% $ FUND TOTAL USES $ 188,387 $ 188,387 $ 206,332 $ 206,332 $ 206,332 $ 206,332 $ 204,053 $ 204,053 $ 201,617 $ 201,617 $ 4,715 4,715 2.3% 2.3% $ FUND TOTAL USES $ 3,390,396 $ 3,390,396 $ 3,573,945 $ 3,573,945 $ 3,573,945 $ 3,573,945 $ 3,783,691 $ 3,783,691 $ 3,672,387 $ 3,672,387 $ (98,442) (98,442) -2.8% -2.8% $ FUND TOTAL USES $ 492,647 $ 492,647 $ 506,927 $ 506,927 $ 506,927 $ 506,927 $ 496,264 $ 496,264 $ 254,957 $ 254,957 $ 251,970 251,970 49.7% 49.7% $ FUND TOTAL USES $ 306,278 $ 306,278 $ 285,492 $ 285,492 $ 285,492 $ 285,492 $ 591,427 $ 591,427 $ 617,672 $ 617,672 $ (332,180) -116.4% (332,180) -116.4% $ FUND TOTAL USES $ 567,485 $ 567,485 $ 488,400 $ 488,400 $ 488,400 $ 488,400 $ 625,777 $ 625,777 $ 662,544 $ 662,544 $ (174,144) (174,144) $ FUND TOTAL USES $ 1,380,291 $ 1,380,291 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL USES $ - $ - $ - $ - $ - $ - $ - $ - $ (1,070,000) $ (1,070,000) $ 1,070,000 1,070,000 N/A N/A DEPARTMENT OPERATING TOTAL USES $ 378,736,660 $ 378,821,275 $ 379,307,799 $ 368,194,680 $ 376,342,307 $ DEPARTMENT NON-RECURRING TOTAL USES $ (53,999,774) $ 2,660,993 $ 2,660,993 $ 620,564 $ 3,471,270 $ DEPARTMENT TOTAL USES $ 324,736,886 $ 381,482,268 $ 381,968,792 $ 368,815,244 $ 379,813,577 $ 291 2,965,492 (810,277) 2,155,215 -35.7% -35.7% 0.8% -30.5% 0.6% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROCUREMENT PROGRAM TOTAL ECONOMIC DEVELOPMENT REG INDUSTRY PROMOTION AND DEV PROGRAM TOTAL EMP BENEFITS AND WELLNESS BENEFITS CUSTOMER ASSISTANCE EMP MET SYN PREV MITIGATION EMPLOYEE ERGONOMICS EMPLOYEE FITNESS EMPLOYEE PREVENTIVE HEALTH EMPLOYEE TOBACCO CESSATION PROGRAM TOTAL EMPLOYEE PROGRAMS EMPLOYEE WELLNESS PROGRAM TOTAL GENERAL GOVERNMENT POOLED COSTS PROGRAM TOTAL HIV HCV SERVICES SERVICES FOR PEOPLE WITH HIV A PROGRAM TOTAL PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT PROGRAM TOTAL PLANNING AND BUDGETING BUDGET DEV MON FORECASTING PROGRAM TOTAL RYAN WHITE HIV AIDS PART A RYAN WHITE PT A CORE MED SVCS PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .50 .05 5.30 5.85 .70 4.05 6.10 10.85 .40 4.05 6.40 .00 10.85 .40 5.05 6.40 11.85 .40 3.34 7.60 1.33 12.67 (.71) 1.20 1.33 1.82 0.0% (17.5%) 18.8% N/A 16.8% - - .00 - - 1.00 1.00 1.00 1.00 N/A N/A 3.00 3.00 3.00 3.00 .00 .00 3.00 .00 .00 .00 3.00 3.00 3.00 7.33 .05 3.00 1.15 .75 .05 12.33 7.33 .05 1.15 .75 .05 9.33 N/A N/A 0.0% N/A N/A N/A 311.0% 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 - (3.00) (3.00) (100.0%) (100.0%) 9.30 9.30 8.15 8.15 9.15 9.15 9.15 9.15 - (9.15) (9.15) (100.0%) (100.0%) 9.00 9.00 - .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 - .00 - - - - N/A N/A 33.15 12.00 12.00 38.00 15.00 15.00 43.00 12.00 12.00 41.00 10.00 10.00 38.00 (5.00) (5.00) (5.00) (33.3%) (33.3%) (11.6%) 292 Maricopa County Annual Business Strategies FY 2013 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 Benefits Specialist - County Budget Analyst Budget Supervisor Consultant Director - Business Strategies & Healthcare Progra Ergonomist - County Executive Assistant Finan/Business Analyst -County Finance/Business Analyst Financial Manager - County Grant-Contract Administrator Health Educator Health Educator Supervisor Human Resources Analyst Human Resources Mngr - County Human Resources Supervisor Human Resources Supervisor – County 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 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 2.00 .15 2.00 2.00 1.00 (1.00) 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 4.00 5.00 5.00 4.00 1.00 2.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 33.15 38.00 43.00 41.00 38.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% (1.00) (33.3%) N/A N/A N/A N/A 0.0% 0.0% 0.0% 0.0% (1.00) (33.3%) 0.0% N/A (1.00) (50.0%) 0.0% 0.0% 0.0% N/A 0.0% (1.00) (20.0%) (1.00) (50.0%) 0.0% 0.0% (1.00) (33.3%) 0.0% (1.00) (100.0%) 1.00 100.0% 1.00 N/A 0.0% (5.00) (11.6% ) Staffing by Fund 100 532 615 618 Department Total FUND GENERAL PUBLIC HEALTH GRANTS WELLNESS BENEFIT ADMINISTRATION FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 4.00 7.00 6.00 7.00 6.00 9.00 12.00 15.00 12.00 10.00 2.00 20.15 19.00 22.00 22.00 20.00 33.15 38.00 43.00 41.00 38.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% (5.00) (33.3%) 2.00 N/A (2.00) (9.1%) (5.00) (11.6% ) Significant Variance Analysis The department staffing is decreasing as a result of inactivating 5.0 FTE’s, unclassified contract positions, based on available grant funds. Further staffing changes may be required based on actual grant awards received in FY 2013. General Adjustments Target Adjustments: General Fund (100) • Decrease expenditure budget by $3,783 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Decrease expenditure budget by $349,800 due to a reduction in Arizona Health Care Cost Containment System (AHCCCS) Contribution. 293 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs • Decrease expenditures by $5,985,300 due to a reduction in Arizona Long Term Care System (ALTCS) Contribution. • Increase expenditures by $2,072,884 due to an increase in Arnold v. Sarn Contribution. Public Health Grant Fund (532) • Decrease expenditure budget by $2,688 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Benefits Administration Fund (618) • Decrease expenditure budget by $4,952 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments: General Fund (100) • Increase Regular Benefits by $4,432 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Other Services by $4,432 to offset the increase in Retirement and Benefits. • Reduce Other Services by $500,000 to upgrade the MfR system in FY 2013. Funding for these upgrades will reside within Non-Departmental. • Increase Other Benefits and Internal Services Charges by $3,463 for the impact of the changes in Risk Management charges. Public Health Grant Fund (532) • Increase Regular Benefits by $4,971 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase revenues by $101,773 and expenditures by $99,490 to reconcile expected grant awards in FY 2013. Wellness Fund (615) • Increase Regular Benefits by $1,026 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase Personal Services by $145,991 to fully fund the Wellness Coordinator, Fitness Coordinator and Wellness Supervisor in FY 2013. • Increase budget expenditures to right-size Supplies by $28,500 to include $9,500 General Supplies, $15,000 Medical Supplies and $4,000 Non Capital Equipment. • Decrease budget expenditures to right size Services by $197,449 to include $240,599 Health Care Services, $41,150 Other Services and $2,000 Repairs & Maintenance. • Decrease Internal Services Charges by $1,500 to align with FY 2013 charges. • Decrease revenue by $23,432 based on FY 2012 Forecast. Benefits Administration Fund (618) • Increase Regular Benefits by $10,340 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase Benefits and Personnel Salary Savings by $12,778 based on changing the average savings in FY 2012 Revised of 3.67% to an average savings of 3.00% in FY 2013. • Increase Salary by $20,454 due to rate change in new hires. • Decrease budget expenditures by $29,956 to right size Temporary Pay based on FY 2012 Forecast. • Increase budget expenditures by $30,264 to right size Temporary Pay Adjustments based on FY 2012 Forecast. • Increase budget expenditures by $100 to right size Overtime based on FY 2012 Forecast. • Decrease budget expenditures by $7,059 to right size Benefits Salary Adjustment based on FY 2012 Forecast. 294 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs • Increase Other Benefits by $4,872 to align with FY 2013 charges for Internal Service Fund Charges. • Increase budget expenditures by $995 to right size Temporary Benefits. • Increase budget expenditures by $37,057 due to increase in Personal Services Allocation Out. • Decrease budget expenditures by $94,415 due to decrease in Personal Services Allocation In. • Increase budget expenditures to right size Supplies by $3,856 to include $2,600 General Supplies and $1,256 Fuel. • Decrease Services by $541,805 to include $535,944 Other Services, $5,820 Rent & Operating Leases, $7,681 Repairs & Maintenance, $500 Travel, $500 Education & Training and $5,000 Postage/Freight/Handling based on FY 2012 Forecast. • Decrease Internal Service Charges by $90,082 to align with FY 2013 charges. • Increase Capital Equipment by $35,000 due to expected purchase of new computers. • Decrease revenue by $686,667 as a result of premium rate changes in FY 2013. • Decrease Other Benefits and Internal Services Charges by $1,545 for the impact of the changes in Risk Management charges. General Fund (100) Non Recurring Non Project (0001) • Budget for one-time expenditures of $1,000,000 for Silicon Valley Bank economic development grant. Wellness (615) Non Recurring Non Project (0001) • Budget for one-time expenditures of $268,795 for the Wellness Programs in the County and upgrades of exercise rooms. Benefits Administration Fund (618) Non Recurring Non Project (0001) • Budget for one-time expenditures of $121,825 for the purchase of computer desktops, lap tops and related computer set-up services. Programs and Activities Voluntary Benefits 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. Activities that comprise this program include: • Employee Flexible Spending Accounts • Employee Life Insurance Benefits • Employee Voluntary Insurance Benefits Employee Flexible Spending Accounts The purpose of the Employee Flexible Spending Accounts 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. 295 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Output Output Demand Demand Demand Demand Efficiency Department Strategic Plans and Budgets Business Strategies & Health Care Programs Measure Description Percentage of employees satisfied with their health care flexible spending account. Percentage of employees satisfied with their dependent care flexible spending account. Average number of employees participating in a dependent care flexible spending account. FY 2011 ACTUAL 82.0% Average number of employees participating in a health care flexible spending account. Average number of employees participating in a limited use flexible spending account. Average number of employees participating in a flexible spending account of any type. Average number of employees enrolled in a dependent care flexible spending account. Average number of employees enrolled in a health care flexible spending account. Average number of employees enrolled in a limited use flexible spending account. Average number of employees enrolled in a flexible spending account of any type. Expenditure per employee participating in a dependent care or health care flexible spending account. FY 2012 FY 2012 REVISED FORECAST 95.1% 95.1% 50.1% 90.0% 90.0% N/A N/A N/A FY 2013 ADOPTED 95.3% REV VS ADOPTED VAR % 0.2% 0.2% 90.5% 0.5% 0.6% N/A 245 N/A N/A N/A N/A 1,901 N/A N/A N/A N/A N/A 148 N/A N/A N/A N/A N/A 2,294 N/A N/A N/A N/A N/A 245 N/A N/A N/A N/A N/A 1,901 N/A N/A N/A N/A N/A 148 N/A N/A N/A N/A N/A 2,294 N/A N/A N/A N/A N/A $ 1,476.60 N/A N/A 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL SOURCES $ 2,008,189 699,370 $ 2,707,559 $ 2,804,131 989,885 $ 3,794,016 $ 2,555,870 775,590 $ 3,331,460 $ 2,585,420 801,898 $ 3,387,318 $ (218,711) (187,987) (406,698) -7.8% -19.0% -10.7% 618 - BENEFIT ADMINISTRATION 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL USES $ $ $ $ $ 218,711 187,987 406,698 N/A 7.8% 19.0% 10.7% Revenue $ Expenditure 12,000 2,397,983 784,044 $ 3,194,027 2,804,131 989,885 $ 3,794,016 2,526,769 758,952 $ 3,285,721 2,585,420 801,898 $ 3,387,318 $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Employee Life Insurance Benefits The purpose of the Employee Life Insurance Benefits Activity is to provide life and accidental death and dismemberment insurance coverage to County benefit-eligible employees and their dependents so they can obtain affordable financial assistance in the event of death or dismemberment. Mandates: Administrative mandate. 296 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Demand Demand Demand Demand Demand Efficiency Department Strategic Plans and Budgets Business Strategies & Health Care Programs Measure Description Percentage of employees receiving child life insurance coverage who are satisfied with the benefit. Percentage of employees receiving additional life insurance who rated the benefit as affordable. Percentage of employees receiving accidental death and dismemberment insurance who rated the benefit as affordable. FY 2011 ACTUAL 56.1% Percentage of employees receiving spouse life insurance who are satisfied with the benefit. Average number of employees who receive basic life insurance coverage. Average number of employees who receive accidental death and dismemberment insurance coverage. Average number of employees who receive additional life insurance coverage. Average number of employees who receive child life insurance coverage. Average number of employees who receive spouse life insurance coverage. Average number of employees who receive basic life, additional life, accidental death and dismemberment, child life, and spousal life insurance coverage. Average number of employees enrolled in basic life insurance coverage Average number of employees enrolled in accidental death and dismemberment insurance coverage Average number of employees enrolled in additional life and accidental death and dismemberment insurance coverage. Average number of employees enrolled in child life insurance coverage. Average number of employees enrolled in spouse life insurance coverage. Expenditure per employee who receives basic life, additional life, accidental death and dismemberment, child life and/or spouse life insurance coverage. FY 2012 FY 2012 REVISED FORECAST 70.0% 70.0% REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED N/A 80.0% 87.0% 87.0% N/A N/A N/A 63.1% 87.0% 87.0% N/A N/A N/A 53.0% 67.9% 67.9% N/A N/A N/A N/A N/A N/A 12,307 N/A N/A N/A N/A N/A 12,307 N/A N/A N/A N/A N/A 8,141 N/A N/A N/A N/A N/A 3,666 N/A N/A N/A N/A N/A 3,586 N/A N/A N/A N/A N/A 1,795 N/A N/A N/A N/A N/A 12,307 N/A N/A N/A N/A N/A 12,307 N/A N/A N/A N/A N/A 4,155 N/A N/A N/A N/A N/A 3,666 N/A N/A N/A N/A N/A 3,586 N/A N/A N/A N/A N/A $ 158.64 N/A N/A Revenue 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL SOURCES $ 1,082,149 3,583,979 486,618 $ 5,152,746 $ 1,130,769 3,880,123 506,927 $ 5,517,819 $ 1,064,527 3,659,395 499,008 $ 5,222,930 $ 330,175 2,831,922 254,957 $ 3,417,054 $ (800,594) (1,048,201) (251,970) $ (2,100,765) -70.8% -27.0% -49.7% -38.1% 618 - BENEFIT ADMINISTRATION 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL USES $ $ $ $ $ N/A 70.8% 27.0% 49.7% 38.1% Expenditure 23,610 1,050,096 3,610,986 492,647 $ 5,177,339 1,130,769 3,880,123 506,927 $ 5,517,819 1,058,341 3,654,646 496,264 $ 5,209,251 330,175 2,831,922 254,957 $ 3,417,054 800,594 1,048,201 251,970 $ 2,100,765 Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Employee Voluntary Insurance Benefits The purpose of the Employee Voluntary Insurance Benefits Activity is to provide voluntary property, casualty and pre-paid legal insurance group rates to County employees so they can obtain affordable insurance coverage. 297 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Mandates: Administrative mandate. Measure Type Result Output Output Output Output Output Output Output Demand Demand Demand Demand Demand Demand Demand Efficiency Measure Description Percentage of employees receiving voluntary insurance coverage who rated the benefit as affordable according to the annual benefit customer satisfaction survey. Average number of employees receiving group rental insurance coverage. Average number of employees receiving accident insurance coverage. Average number of employees receiving critical illness insurance coverage. Average number of employees receiving term life insurance coverage. Average number of employees enrolled in whole life insurance coverage. Average number of employees receiving voluntary insurance coverage. Average number of employees receiving group prepaid legal services. Average number of employees enrolled in group rental insurance. Average number of employees enrolled in accident insurance. Average number of employees enrolled in critical illness insurance. Average number of employees enrolled in term life insurance. Average number of employees enrolled in whole life insurance. Average number of employees enrolled in voluntary insurance. Average number of employees enrolled in group prepaid legal services. Expenditure per employee receiving voluntary insurance coverage. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 89.0% N/A N/A N/A 3 N/A N/A N/A N/A N/A 374 N/A N/A N/A N/A N/A 128 N/A N/A N/A N/A N/A 63 N/A N/A N/A N/A N/A 137 N/A N/A N/A N/A N/A 407 N/A N/A N/A N/A N/A 1,797 N/A N/A N/A N/A N/A 3 N/A N/A N/A N/A N/A 374 N/A N/A N/A N/A N/A 128 N/A N/A N/A N/A N/A 63 N/A N/A N/A N/A N/A 137 N/A N/A N/A N/A N/A 407 N/A N/A N/A N/A N/A 1,797 N/A N/A N/A N/A N/A $ 126.47 N/A N/A Revenue 631 - VOLUNTARY BENEFITS TOTAL SOURCES $ $ 304,030 304,030 $ $ 285,492 285,492 $ $ 597,655 597,655 $ $ 617,672 617,672 $ $ 332,180 332,180 116.4% 116.4% 631 - VOLUNTARY BENEFITS TOTAL USES $ $ 306,278 306,278 $ $ 285,492 285,492 $ $ 591,427 591,427 $ $ 617,672 617,672 $ $ (332,180) (332,180) -116.4% -116.4% Expenditure Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Employee Benefits and Wellness The purpose of the Employee Benefits and Wellness Program is to provide health and other insurance and wellness services to Maricopa County employees and their families so they can effectively and affordable maintain and improve their health. 298 Maricopa County Annual Business Strategies FY 2013 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, Percentage of employees receiving behavioral health insurance coverage who are satisfied with their benefits Percentage of behavioral health claims expense to premium revenue (loss ratio). Percentage of employees receiving medical insurance coverage who consider benefits to be affordable according to the benefits customer satisfaction survey. Percentage of medical claims expense to premium revenue (loss ratio). Percentage of employees receiving medical insurance coverage who are satisfied according to the benefits customer satisfaction survey. Percentage of employees receiving pharmacy insurance coverage who rate their benefits as affordable according to the annual benefit satisfaction survey. Percentage of pharmacy claims expense to premium revenue (loss ratio). Percentage of employees receiving pharmacy insurance coverage who are satisfied according to the benefits customer satisfaction survey. Percentage of employees receiving dental insurance coverage who rate the benefit as affordable according to the annual benefit satisfaction survey. Percentage of dental claims expense to premium revenue (loss ratio). Percentage of surveyed employees receiving dental insurance coverage who are satisfied with their benefits according to the benefits customer satisfaction survey. Percentage of employees receiving vision insurance coverage who rated their insurance coverage as affordable. Percentage of vision claims expenses to premium revenue (loss ratio). Percentage of employees receiving vision insurance coverage who are satisfied according to the benefits customer satisfaction survey Percentage of employees receiving child life insurance coverage who are satisfied with the benefit. Percentage of employees receiving additional life insurance who rated the benefit as affordable. FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 71.7% 71.7% FY 2013 ADOPTED 72.5% REV VS ADOPTED VAR % 0.8% 1.1% 53.0% 61.9% 61.9% 67.0% 5.0% 8.2% 25.9% 100.0% 67.2% 100.0% 0.0% 0.0% 82.1% 91.1% 91.1% 91.1% 0.1% 0.1% 101.1% 100.0% 96.0% 100.9% 0.9% 0.9% N/A N/A N/A 94.1% N/A N/A 90.0% 87.0% 87.0% 91.0% 4.0% 4.6% 97.4% 100.0% 116.5% 101.2% 1.2% 1.2% N/A N/A N/A 87.0% N/A N/A 82.0% 92.5% 92.5% 92.9% 0.4% 0.5% 98.9% 100.0% 100.4% 100.0% 0.0% 0.0% N/A N/A N/A 82.0% N/A N/A 89.1% 89.1% 89.1% 89.2% 0.1% 0.1% 99.2% 100.0% 109.1% 100.0% 0.0% 0.0% N/A N/A N/A 84.0% N/A N/A 56.1% 70.0% 70.0% N/A N/A N/A 80.0% 87.0% 87.0% N/A N/A N/A 299 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Program Results (continued) Measure Description FY 2011 ACTUAL FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REV VS ADOPTED VAR % Percentage of employees receiving accidental death and dismemberment insurance who rated the benefit as affordable. 63.1% 87.0% 87.0% N/A N/A N/A Percentage of employees receiving spouse life insurance who are satisfied with the benefit. Percentage of employees satisfied with their health care flexible spending account. Percentage of employees satisfied with their dependent care flexible spending account. Percentage of employees receiving voluntary insurance coverage who rated the benefit as affordable according to the annual benefit customer satisfaction survey. Percentage of employees receiving counseling services who felt the services helped them to resolve or cope with their issues. Percentage of short-term disability claims expense to premium revenue (loss ratio). Percentage of employees who rate their shortterm disability insurance as affordable according to the annual benefit satisfaction survey. Percentage of 60% short-term disability claims expense to premium revenue (loss ratio). Percentage of 50% short-term disability claims expense to premium revenue (loss ratio). Percentage of 40% short-term disability claims expense to premium revenue (loss ratio). Percentage of employees who strongly agree they know more about their health following the screening Percentage of employees enrolled in medical insurance coverage who receive the medical insurance premium incentive reduction for completion of both biometric screening and the health assessment Percentage of employees and dependents who successfully complete all preventive care required by the Passport to Wellness program 53.0% 67.9% 67.9% N/A N/A N/A 82.0% 95.1% 95.1% 95.3% 0.2% 0.2% 50.1% 90.0% 90.0% 90.5% 0.5% 0.6% N/A N/A N/A 89.0% N/A N/A 52.0% 61.9% 61.9% 62.0% 0.1% 0.1% 70.2% 100.0% 93.9% 111.7% 11.7% 11.7% 53.0% 71.0% 71.0% 73.0% 2.0% 2.8% N/A N/A N/A 115.5% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 10.1% N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A 33.5% N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A 95.0% N/A N/A N/A N/A N/A 48.0% N/A N/A N/A N/A N/A 1.0% N/A N/A Percentage of employees and dependents enrolled in medical insurance coverage who identify a preventable health condition Percentage of employees who agree that onsite fitness classes were useful Percentage of employees whose biometric screening results are favorable on the metabolic syndrome program pos tscreening Percentage of employees whose biometric screening results are favorable on the metabolic syndrome program prescreening 300 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Program Results (continued) Measure Description FY 2011 ACTUAL Percentage of employees who successfully completed the tobacco smoking cessation program Percentage of customers indicating they were satisfied with the response to their call FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REV VS ADOPTED VAR % N/A N/A 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: • • • • • • • • Employee Behavioral Health Employee Benefits Customer Assistance Employee Dental Benefits Employee Ergonomics Employee Fitness Employee Medical Benefits Employee Metabolic Syndrome Employee Pharmacy Benefits • • • • • 301 Employee Preventative Health Employee Short-term Counseling and Referrals Employee Short-term Disability Insurance Employee Tobacco Cessation Employee Vision Insurance Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Employee Behavioral Health Benefits Activity The purpose of the Employee Behavioral Health Benefit Activity is to provide Behavioral Health insurance coverage to County benefit-eligible employees, retirees and their covered dependents so they can obtain effective and affordable behavioral health care. Mandates: Administrative mandate. Measure Type Result Result Output Output Demand Demand Efficiency Efficiency REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees receiving 53.0% 61.9% 61.9% 67.0% 5.0% 8.2% behavioral health insurance coverage who are satisfied with their benefits Percentage of behavioral health claims 25.9% 100.0% 67.2% 100.0% 0.0% 0.0% expense to premium revenue (loss ratio). Average number of subscribers (covered N/A N/A N/A 10,149 N/A N/A employees and retirees) receiving behavioral health insurance coverage. Average number of members receiving 23,629 22,782 25,758 23,382 600 2.6% behavioral health insurance coverage. Average number of subscribers (covered 23,629 22,782 25,774 10,149 (12,633) -55.5% employees and retirees) enrolled in behavioral health insurance coverage. Average number of members enrolled in N/A N/A N/A 23,382 N/A N/A behavioral health insurance coverage. $ 5.74 $ 7.70 $ 5.78 $ 15.52 $ (7.82) -101.5% Expenditure per subscriber (covered employee or retiree) receiving behavioral health insurance coverage. Expenditure per member receiving behavioral N/A N/A N/A $ 6.74 N/A N/A health insurance coverage. Revenue 614 - BEHAVIORAL HEALTH 616 - CONTRACT ADMINISTRATION TOTAL SOURCES $ 4,216,898 7,158 $ 4,224,056 $ 2,104,872 3,511 $ 2,108,383 $ 2,067,083 $ 2,067,083 $ 1,889,896 $ 1,889,896 $ 614 - BEHAVIORAL HEALTH 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION TOTAL USES $ 1,592,110 5,379 29,480 $ 1,626,969 $ 2,104,872 $ 2,104,872 $ 1,636,836 $ 1,636,836 $ 1,889,896 $ 1,889,896 $ $ (214,976) (3,511) (218,487) -10.2% -100.0% -10.4% Expenditure $ 214,976 214,976 10.2% N/A N/A 10.2% Activity Narrative: In FY 2011 and FY 2012, the number of subscribers (covered employees and retirees) enrolled in a behavioral health insurance also included the number of members. This caused revenue and demand to be over-estimated. In FY 2013, the number of subscribers is separate from the number of members, resulting in a significant decrease in demand and efficiency. Employee Benefits Customer Assistance Activity The purpose of the Employee Benefits Customer Assistance Activity is to provide employee benefits assistance and information to County benefit-eligible employees and their dependents so they can effectively use and appreciate their County benefits. Mandates: Administrative mandate. 302 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percentage of customers indicating they were satisfied with the response to their call Number of responses to customer telephone calls and e-mails Number of benefits customer service calls and e-mails Total activity expenditure per customer service call and e-mail response Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 85.0% N/A N/A N/A 11,323 N/A N/A N/A N/A N/A 11,323 N/A N/A N/A N/A N/A $ 48.45 N/A N/A (548,626) (548,626) N/A N/A Expenditure 618 - BENEFIT ADMINISTRATION TOTAL USES $ $ - $ $ - $ $ - $ $ 548,626 548,626 $ $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Employee Dental Benefits Activity The purpose of the Employee Dental Benefits Activity is to provide dental insurance coverage to County benefit-eligible employees, retirees and their dependents so they can have access to effective and affordable dental care. Mandates: Administrative mandate. 303 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Output Output Output Demand Demand Efficiency Measure Description Percentage of employees receiving dental insurance coverage who rate the benefit as affordable according to the annual benefit satisfaction survey. Percentage of dental claims expense to premium revenue (loss ratio). Percentage of surveyed employees receiving dental insurance coverage who are satisfied with their benefits according to the benefits customer satisfaction survey. Average number of subscribers (covered employees and retirees) receiving dental insurance coverage Average number of subscribers (covered employees and retirees) receiving self-insured dental insurance coverage. Average number of members receiving dental insurance coverage. Average number of subscribers (covered employees and retirees) receiving fully insured dental insurance coverage. Average number of subscribers (covered employees and retirees) receiving pre-paid dental insurance coverage. Average number of members receiving fully insured dental insurance coverage Average number of members receiving selfinsured dental insurance coverage Average number of members receiving prepaid dental insurance coverage Average number of subscribers (covered employees and retirees) enrolled in dental insurance coverage. Average number of members enrolled in dental insurance coverage. Expenditure per member who received dental insurance coverage Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL 82.0% $ FY 2012 FY 2012 REVISED FORECAST 92.5% 92.5% FY 2013 ADOPTED 92.9% REV VS ADOPTED VAR % 0.4% 0.5% 98.9% 100.0% 100.4% 100.0% 0.0% 0.0% N/A N/A N/A 82.0% N/A N/A N/A N/A N/A 11,315 N/A N/A N/A N/A N/A 4,791 N/A N/A 24,142 19,606 26,474 26,204 6,598 33.7% N/A N/A N/A 6,524 N/A N/A N/A N/A N/A 1,702 N/A N/A N/A N/A N/A 11,065 N/A N/A N/A N/A N/A 11,576 N/A N/A N/A N/A N/A 3,563 N/A N/A N/A N/A N/A 11,315 N/A N/A 24,142 19,606 26,474 26,204 6,598 33.7% 378.70 $ 458.54 $ 343.61 $ 28.18 $ 430.37 93.9% (206,047) (22,540) 98,442 (130,145) -4.1% N/A -5.4% 2.8% -1.4% 206,047 22,540 (98,442) 130,145 4.1% N/A N/A 5.4% -2.8% 1.4% Revenue 607 - FI DENTAL PPO 616 - CONTRACT ADMINISTRATION 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL SOURCES $ 5,201,492 27,652 400,509 3,313,860 $ 8,943,513 $ 4,997,323 418,926 3,573,945 $ 8,990,194 $ 4,931,125 382,056 3,781,053 $ 9,094,234 $ 4,791,276 396,386 3,672,387 $ 8,860,049 $ 607 - FI DENTAL PPO 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL USES $ 5,216,341 20,777 113,960 401,021 3,390,396 $ 9,142,495 $ 4,997,323 418,926 3,573,945 $ 8,990,194 $ 4,931,125 381,990 3,783,691 $ 9,096,806 $ 4,791,276 396,386 3,672,387 $ 8,860,049 $ $ Expenditure $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Employee Ergonomics Activity The purpose of the Employee Ergonomics Activity is to provide recommendations for work tools and workspace that provide and efficient and productive work environment to County employees so they can avoid or mitigate discomfort and injury in the workplace. Mandates: Administrative mandate. 304 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Revenue 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 (with reduced risk related to ergonomics). Number of ergonomic evaluations completed Number of ergonomic evaluations requested Expenditure per evaluation completed Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 71.7% 71.7% 4,330 4,823 N/A 4,303 4,361 N/A FY 2013 ADOPTED 72.5% 4,221 5,611 N/A $ REV VS ADOPTED VAR % 0.8% 1.1% 4,920 4,920 52.27 617 559 N/A 14.3% 12.8% N/A 618 - BENEFIT ADMINISTRATION TOTAL SOURCES $ $ - $ $ 257,211 257,211 $ $ - $ $ - $ $ (257,211) (257,211) -100.0% -100.0% 618 - BENEFIT ADMINISTRATION TOTAL USES $ $ 258,183 258,183 $ $ 255,947 255,947 $ $ 259,874 259,874 $ $ 257,174 257,174 $ $ (1,227) (1,227) -0.5% -0.5% Expenditure Activity Narrative: The revenue was budgeted in error in FY 2012 Revised; this activity does not generate revenue. Employee Fitness Activity The purpose of the Employee Fitness Activity is to provide fitness education, facilities, activities and classes to County employees and dependents so they can improve their physical fitness. Mandates: Administrative mandate. Measure Type Result Output Demand Efficiency Measure Description Percentage of employees who agree that onsite fitness classes were useful Number of participants in on-site fitness classes Number of employees who register for on-site fitness classes Total activity expenditure per on-site fitness class participant FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 95.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 17,492 N/A N/A N/A N/A N/A 870 N/A N/A N/A N/A N/A $ 25.43 N/A N/A (444,760) (444,760) N/A N/A Expenditure 615 - WELLNESS TOTAL USES $ $ - $ $ - $ $ - $ $ 444,760 444,760 $ $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Employee Medical Benefits Activity The purpose of the Employee Medical Benefits Activity is to provide Medical insurance coverage to County benefits-eligible employees, retirees and their dependents so they can have access to effective and affordable medical care. Mandates: Administrative mandate. 305 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Output Output Output Output Output Output Output Output Demand Demand Efficiency Efficiency Measure Description Percentage of employees receiving medical insurance coverage who consider benefits to be affordable according to the benefits customer satisfaction survey. Percentage of medical claims expense to premium revenue (loss ratio). Percentage of employees receiving medical insurance coverage who are satisfied according to the benefits customer satisfaction survey. Average number of subscribers (covered employees and retirees) receiving highdeductable medical, pharmacy, and behavioral health insurance coverage with a Health Savings Account Average number of subscribers (covered employees and retirees) receiving medical insurance coverage. Average number of members receiving highdeductable medical, pharmacy, and behavioral health insurance coverage with a health savings account. Average number of members receiving medical insurance coverage. Average number of employees receiving medical insurance coverage. Average number of subscribers (covered employees and retirees) receiving HMO medical insurance coverage. Average number of subscribers (covered employees and retirees) receiving PPO medical insurance coverage. Average number of members receiving HMO medical insurance coverage Average number of members receiving PPO medical insurance coverage. Average number of subscribers (covered eligible employees and retirees) enrolled in medical insurance coverage. Average number of members enrolled in medical insurance coverage. Expenditure per subscriber (employee or retiree) receiving medical benefit coverage Expenditure per member receiving medical benefit coverage. Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL 82.1% $ FY 2012 FY 2012 REVISED FORECAST 91.1% 91.1% REV VS ADOPTED VAR % 0.1% 0.1% FY 2013 ADOPTED 91.1% 101.1% 100.0% 96.0% 100.9% 0.9% 0.9% N/A N/A N/A 94.1% N/A N/A N/A N/A N/A 1,276 N/A N/A N/A N/A N/A 11,133 N/A N/A 1,224 1,230 2,210 2,976 1,746 142.0% 23,630 23,481 25,759 25,534 2,053 8.7% N/A N/A N/A 11,018 N/A N/A N/A N/A N/A 5,106 N/A N/A N/A N/A N/A 4,751 N/A N/A N/A N/A N/A 12,209 N/A N/A N/A N/A N/A 10,349 N/A N/A N/A N/A N/A 11,133 N/A N/A 23,630 23,481 25,758 25,534 2,053 8.7% N/A N/A 770.53 N/A N/A 4.49 1.3% 336.32 $ 340.45 N/A $ $ 314.97 $ 335.96 $ Revenue 601 - CMG MEDICAL 602 - CMG LOW OPTION 603 - OAP IN 604 - OAP MEDICAL 605 - OAP LOW OPTION 606 - CHOICE FUND H.S.A. 616 - CONTRACT ADMINISTRATION 619 - ONSITE PHARMACY CLINIC 632 - CIGNA FOR SENIORS 900 - ELIMINATIONS TOTAL SOURCES $ 36,877,764 1,173,809 16,617,112 27,159,801 2,054,223 5,405,927 184,457 565,925 $ 90,039,018 $ 38,798,632 1,201,113 17,985,367 29,754,654 2,187,205 5,514,104 275,413 488,400 $ 96,204,888 306 $ 39,229,207 1,199,730 16,652,355 28,064,163 2,437,621 9,007,319 684,895 $ 97,275,290 $ 45,309,309 $ 6,510,677 (1,201,113) (17,985,367) 43,667,011 13,912,357 (2,187,205) 12,239,116 6,725,012 (275,413) 429,138 429,138 662,544 174,144 (429,138) (429,138) $101,877,980 $ 5,673,092 16.8% -100.0% -100.0% 46.8% -100.0% 122.0% -100.0% N/A 35.7% N/A 5.9% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Expenditure 601 - CMG MEDICAL 602 - CMG LOW OPTION 603 - OAP IN 604 - OAP MEDICAL 605 - OAP LOW OPTION 606 - CHOICE FUND H.S.A. 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 619 - ONSITE PHARMACY CLINIC 632 - CIGNA FOR SENIORS 900 - ELIMINATIONS TOTAL USES $ 37,359,970 1,361,870 16,280,986 31,390,964 2,249,302 5,395,171 156,118 605,793 567,485 $ 95,367,659 $ 38,798,632 1,201,113 17,985,367 29,754,654 2,187,205 5,514,104 488,400 $ 95,929,475 $ 37,927,574 874,356 12,853,432 28,072,617 1,621,048 7,268,945 625,777 $ 89,243,749 $ 45,759,309 $ (6,960,677) 1,201,113 17,985,367 44,117,011 (14,362,357) 2,187,205 12,239,116 (6,725,012) 591,138 (591,138) 662,544 (174,144) (429,138) 429,138 $102,939,980 $ (7,010,505) -17.9% 100.0% 100.0% -48.3% 100.0% -122.0% N/A N/A N/A -35.7% N/A -7.3% Activity Narrative: The following medical plans are being eliminated in FY 2013: CMG Low (602), OAP In (603) and OAP Low (605). This will help contain costs for the County, and enhance employees’ medical coverage and reduce potential exposure to high out of pocket expenses. Employee Metabolic Syndrome Activity The purpose of the Employee Metabolic Syndrome Activity is to provide education, training and coaching on risk factors associated with Metabolic Syndrome to County employees and dependents so they can prevent or mitigate health risk factors. Mandates: Administrative mandate. Measure Type Result Result Output Output Demand Efficiency Measure Description Percentage of employees whose biometric screening results are favorable on the metabolic syndrome program pos tscreening Percentage of employees whose biometric screening results are favorable on the metabolic syndrome program prescreening Number of employees who completed the metabolic syndrome program Number of employees who participated in the metabolic syndrome program Number of employees eligible to participate in the metabolic syndrome program Total activity expenditure per metabolic syndrome program participant FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 48.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 1.0% N/A N/A N/A N/A N/A 50 N/A N/A N/A N/A N/A 200 N/A N/A N/A N/A N/A 6,959 N/A N/A N/A N/A N/A $ 269.91 N/A N/A (53,982) (53,982) N/A N/A Expenditure 615 - WELLNESS TOTAL USES $ $ - $ $ - $ $ - $ $ 53,982 53,982 $ $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Employee Pharmacy Benefits Activity The purpose of the Employee Pharmacy Benefits Activity is to provide pharmacy insurance coverage to County employees, retirees and their dependents so they can obtain effective and affordable prescribed medications. Mandates: Administrative mandate. 307 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Efficiency Efficiency Department Strategic Plans and Budgets Business Strategies & Health Care Programs Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees receiving pharmacy 90.0% 87.0% 87.0% 91.0% 4.0% 4.6% insurance coverage who rate their benefits as affordable according to the annual benefit satisfaction survey. Percentage of pharmacy claims expense to 97.4% 100.0% 116.5% 101.2% 1.2% 1.2% premium revenue (loss ratio). Percentage of employees receiving pharmacy N/A N/A N/A 87.0% N/A N/A insurance coverage who are satisfied according to the benefits customer satisfaction survey. N/A N/A N/A 9,875 N/A N/A Average number of subscribers (covered employees and retirees) receiving pharmacy insurance coverage. Average number of members receiving 22,412 22,294 23,779 22,558 264 1.2% pharmacy insurance coverage. Average number of subscribers (covered N/A N/A N/A 9,875 N/A N/A employees and retirees) enrolled for pharmacy insurance coverage. Average number of members enrolled in 22,412 22,294 23,779 22,558 264 1.2% pharmacy insurance coverage. Expenditure per subscriber (covered N/A N/A N/A $ 106.20 N/A N/A employees and retirees) receiving pharmacy insurance coverage. Expenditure per member receiving pharmacy $ 54.82 $ 48.85 $ 61.87 $ 46.49 $ 2.36 4.8% insurance coverage. Revenue 608 - COINSURANCE PHARMACY 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 619 - ONSITE PHARMACY CLINIC 900 - ELIMINATIONS TOTAL SOURCES $ 12,169,687 1,910,244 57,297 $ 14,137,228 $ 11,358,884 1,711,120 $ 13,070,004 $ 10,904,534 1,732,668 $ 12,637,202 $ 12,584,880 $ 1,225,996 (1,711,120) 640,862 640,862 (640,862) (640,862) $ 12,584,880 $ (485,124) 10.8% -100.0% N/A N/A N/A -3.7% 608 - COINSURANCE PHARMACY 609 - CONSUMER CHOICE 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 619 - ONSITE PHARMACY CLINIC 900 - ELIMINATIONS TOTAL USES $ 11,718,140 2,746,756 43,052 236,170 $ 14,744,118 $ 11,358,884 1,711,120 $ 13,070,004 $ 12,973,092 1,738,772 $ 14,711,864 $ 12,584,880 $ (1,225,996) 1,711,120 640,862 (640,862) (640,862) 640,862 $ 12,584,880 $ 485,124 -10.8% 100.0% N/A N/A N/A N/A 3.7% Expenditure Activity Narrative: The Consumer Choice Fund (609) is being eliminated in FY 2013. As a result, employees will receive reduced premiums or only modest increases in their pharmacy plan costs. In addition, the On-Site Pharmacy/Clinic will be funded by the County in FY 2013 with daily operations managed by Walgreens. Employee Preventive Health Activity The purpose of the Employee Preventive Health Activity is to provide health screenings and immunizations to County employees and dependents so they can prevent or detect health conditions and risks in a timely manner. Mandates: Administrative mandate. 308 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Output Output Demand Demand Efficiency Measure Description Percentage of employees who strongly agree they know more about their health following the screening Percentage of employees enrolled in medical insurance coverage who receive the medical insurance premium incentive reduction for completion of both biometric screening and the health assessment Percentage of employees and dependents who successfully complete all preventive care required by the Passport to Wellness program Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL N/A Percentage of employees and dependents enrolled in medical insurance coverage who identify a preventable health condition Number of employees who participate in biometric screenings Number of influenza vaccinations administered Number of biometric screenings requested Number of influenza vaccinations requested Total activity expenditure per biometric screening conducted FY 2012 FY 2012 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 0.0% N/A N/A N/A 33.5% N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A 9,000 N/A N/A N/A N/A N/A 4,060 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ 9,000 4,060 379.59 N/A N/A N/A N/A N/A N/A $ 3,416,337 $ 3,416,337 $ (3,416,337) $ (3,416,337) N/A N/A Expenditure 615 - WELLNESS TOTAL USES $ $ - $ $ - $ $ - Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Employee Short-Term Counseling and Referrals Activity The purpose of the Employee Short-Term Counseling and Referrals Activity is to 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. Measure Type Result Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees receiving 52.0% 61.9% 61.9% 62.0% 0.1% 0.1% counseling services who felt the services helped them to resolve or cope with their issues. Number of active employees who received 12,652 12,749 12,870 12,354 (395) -3.1% short-term counseling and referral services. Number of active employees requesting short12,785 12,749 12,948 12,354 (395) -3.1% term counseling and referral services. $ 1.23 $ 1.35 $ 1.31 $ 1.36 $ (0.01) -0.8% Expenditure per employee receiving shortterm counseling and referral services Revenue 628 - EMPLOYEE ASSISTANCE TOTAL SOURCES $ $ 188,427 188,427 $ $ 206,332 206,332 $ $ 204,053 204,053 $ $ 201,617 201,617 $ $ (4,715) (4,715) -2.3% -2.3% 628 - EMPLOYEE ASSISTANCE TOTAL USES $ $ 188,387 188,387 $ $ 206,332 206,332 $ $ 204,053 204,053 $ $ 201,617 201,617 $ $ 4,715 4,715 2.3% 2.3% Expenditure 309 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Employee Short-Term Disability Activity The purpose of the Employee Short-Term Disability Activity is to provide short-term disability insurance coverage to County employees so they can obtain affordable income replacement in the event of a disability that prevents them from working. Mandates: Administrative mandate. Measure Type Result Result Result Result Result Output Output Output Output Demand Demand Demand Demand Efficiency REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of short-term disability claims 70.2% 100.0% 93.9% 111.7% 11.7% 11.7% expense to premium revenue (loss ratio). Percentage of employees who rate their short53.0% 71.0% 71.0% 73.0% 2.0% 2.8% term disability insurance as affordable according to the annual benefit satisfaction survey. Percentage of 60% short-term disability N/A N/A N/A 115.5% N/A N/A claims expense to premium revenue (loss ratio). Percentage of 50% short-term disability N/A N/A N/A 100.0% N/A N/A claims expense to premium revenue (loss ratio). Percentage of 40% short-term disability N/A N/A N/A 10.1% N/A N/A claims expense to premium revenue (loss ratio). Average number of employees receiving short7,812 7,798 8,053 8,003 205 2.6% term disability insurance. Average number of employees receiving 60% N/A N/A N/A 5,202 N/A N/A short-term disability insurance. Average number of employees receiving 50% N/A N/A N/A 1,702 N/A N/A short-term disability insurance. Average number of employees receiving 40% N/A N/A N/A 1,099 N/A N/A short-term disability insurance. Average number of employees enrolled in 7,812 7,798 8,053 8,003 205 2.6% short-term disability insurance. Average number of employees enrolled in N/A N/A N/A 5,202 N/A N/A 60% short-term disability insurance. N/A N/A N/A 1,702 N/A N/A Average number of employees enrolled in 50% short-term disability insurance. Average number of employees enrolled in N/A N/A N/A 1,099 N/A N/A 40% short-term disability insurance. Expenditure per employee who received short- $ 23.25 $ 30.84 $ 21.17 $ 21.58 $ 9.25 30.0% term disability insurance coverage. Revenue 610 - 70 PERCENT STD 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD TOTAL SOURCES $ 1,976,198 462,078 393,281 187,766 $ 3,019,323 $ 1,384,936 297,718 142,859 $ 1,825,513 $ 1,408,807 305,369 141,929 $ 1,856,105 $ 1,408,140 304,556 142,180 $ 1,854,876 $ 610 - 70 PERCENT STD 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD TOTAL USES $ 1,447,617 342,252 310,055 79,438 $ 2,179,362 $ $ $ $ $ 23,204 6,838 (679) 29,363 N/A 1.7% 2.3% -0.5% 1.6% Expenditure 2,173,104 477,494 234,901 $ 2,885,499 1,408,807 226,595 69,184 $ 1,704,586 1,625,925 304,556 142,180 $ 2,072,661 $ 547,179 172,938 92,721 812,838 N/A 25.2% 36.2% 39.5% 28.2% Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Employee Tobacco Cessation Activity The purpose of the Employee Tobacco Cessation Activity is to provide tobacco cessation education, coaching, medications and supplies to County employees and dependents so they can stop using tobacco products. 310 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Mandates: Administrative mandate. Measure Type Result Output Output Demand Efficiency Measure Description Percentage of employees who successfully completed the tobacco smoking cessation program Number of employees that completed the tobacco smoking cessation program Number of employees who participate in the tobacco smoking cessation program Number of employees who enroll in the tobacco smoking cessation program Total activity expenditure per tobacco smoking cessation program participant FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 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 N/A N/A N/A (23,982) (23,982) N/A N/A Expenditure 615 - WELLNESS TOTAL USES $ $ - $ $ - $ $ - $ $ 23,982 23,982 $ $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Employee Vision Insurance Activity The purpose of the Employee Vision Activity is to provide vision insurance coverage to County benefiteligible employees, retirees and their dependents so they can have access to effective and affordable vision care. Mandates: Administrative mandate. 311 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Efficiency Measure Description Percentage of employees receiving vision insurance coverage who rated their insurance coverage as affordable. Percentage of vision claims expenses to premium revenue (loss ratio). Percentage of employees receiving vision insurance coverage who are satisfied according to the benefits customer satisfaction survey Average number of subscribers (employees plus retirees) receiving vision insurance coverage Average number of members enrolled in vision insurance coverage Average number of subscribers (employees Plus retirees) enrolled for vision insurance coverage. Average number of members enrolled for vision insurance coverage. Expenditure per member who received vision insurance coverage. Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL 89.1% $ FY 2012 FY 2012 REVISED FORECAST 89.1% 89.1% FY 2013 ADOPTED 89.2% REV VS ADOPTED VAR % 0.1% 0.1% 99.2% 100.0% 109.1% 100.0% 0.0% 0.0% N/A N/A N/A 84.0% N/A N/A N/A N/A N/A 11,432 N/A N/A 24,472 23,116 25,772 25,535 2,419 10.5% N/A N/A N/A 11,432 N/A N/A 24,133 23,116 26,189 25,535 2,419 10.5% (0.23) -4.8% 5.09 $ $ 4.79 $ $ 5.63 $ $ 5.02 $ $ Revenue 616 - CONTRACT ADMINISTRATION 623 - VISION 624 - STAND ALONE VISION TOTAL SOURCES $ 4,152 1,340,811 64,325 $ 1,409,288 1,327,632 $ 1,327,632 1,417,645 31,039 $ 1,448,684 1,537,504 $ 1,537,504 $ 616 - CONTRACT ADMINISTRATION 618 - BENEFIT ADMINISTRATION 623 - VISION 624 - STAND ALONE VISION TOTAL USES $ $ $ $ $ 209,872 209,872 N/A 15.8% N/A 15.8% (209,872) (209,872) N/A N/A -15.8% N/A -15.8% Expenditure 3,122 17,120 1,430,053 45,364 $ 1,495,659 1,327,632 $ 1,327,632 1,421,301 30,649 $ 1,451,950 1,537,504 $ 1,537,504 $ Activity Narrative: The Stand Alone Vision Plan Fund (624) is being eliminated in FY 2013 to reflect the consolidation of vision benefits to one plan with a single set of premiums. Economic Development Program The purpose of the Economic Development Program is to provide economic development services to industries, small businesses enterprises, nonprofits, and visitors so they can expand economic opportunities within Maricopa County. Program Results Measure Description Percentage of local businesses assisted with competing for government contracts that Actual resort room nights as a percentage of the goal Percentage of jobs created that are high-wage jobs FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 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 43.8% N/A N/A Activities that comprise this program include: • • • Business and Non Profit Assistance Regional Industry Promotion and Development 312 Regional Visitor and Tourism Promotion Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Business and Non Profit Assistance Activity The purpose of the Business and Non Profit Assistance Activity is to provide assistance with organization development, competition for government contract, and information to small businesses and nonprofit organization so they can expand economic opportunities in Maricopa County. Mandates: Not mandated. Measure Type Result Output Output Output Output Demand Demand Demand Efficiency Measure Description Percentage of local businesses assisted with competing for government contracts that reported adding jobs Number of community and faith-based organizations receiving individual technical assistance. Number of local businesses assisted with competing for government contracts. Number of local businesses using web page assistance services. Number of local businesses and community and faith-based organizations assisted. Number of community and faith-based organizations requiring individual technical assistance. Number of local businesses requiring assistance with bidding on government contracts. Number of local businesses seeking web page assistance services. Expenditures per local business or community and faith-based organization assisted. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 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 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 (196,000) (196,000) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ $ 196,000 196,000 $ $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Regional Industry Promotion and Development The purpose of the Regional Visitor and Tourism Promotion Activity is to provide regional economic development promotion, industry prospecting, and business recruitment to high-wage base industries considering location or expansion in Maricopa County so they can generate export income and highwage employment opportunities. Mandates: Not mandated. Measure Type Result Output Output Demand Efficiency Expenditure Measure Description Percentage of jobs created that are high-wage jobs Number of jobs created Number of qualified prospects relocating to Maricopa County Number of qualified prospects Total activity expenditures per job created 100 - GENERAL TOTAL USES FY 2011 ACTUAL N/A $ $ FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 43.8% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ - $ $ 313 - $ $ - REV VS ADOPTED VAR % N/A N/A 3,200 - N/A N/A N/A N/A 200 557.50 N/A N/A N/A N/A $ 1,784,009 $ 1,784,009 $ (1,784,009) $ (1,784,009) N/A N/A Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Regional Visitor and Tourism Activity The purpose of the Regional Visitor and Tourism Activity is to provide convention, sporting event and tourism promotion and assistance services to convention and sporting event organizers and visitors so they can contribute to the economic vitality of Maricopa County. Mandates: Not mandated. Measure Type Result Output Demand Efficiency Measure Description Actual resort room nights as a percentage of the goal Member Leads/Distributions Visitor guide requests Total activity expenditure per member leads/distribution FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED N/A N/A N/A N/A N/A 8,000 N/A N/A N/A N/A N/A N/A N/A (272,500) (272,500) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ $ 272,500 272,500 $ $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Behavioral Health Program The purpose of the Trial Delivery Program is to provide treatment, evaluation and security services to persons with serious mental health conditions so they can maintain and improve their mental health. Program Results Measure Description Percentage of indigent Maricopa County residents in SMI behavioral health services Percent of persons secured and transported by law enforcement for mental health commitment hearings that appear on time for their hearing. Percent of mental health commitment second affidavits prepared and delivered on time. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED N/A 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 100.0% N/A N/A Activities that comprise this program include: • Mental Health Commitment Secure Transports • Mental Health Commitment Testimony • Sexually Violent Person Commitments Mental Health Commitment Secure Transports Activity The purpose of the Mental Health Commitment Secure Transports Activity is to provide secure transportation to mental health court to County residents subject to mental health commitment proceedings so they can safely attend and appear in court. 314 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates: Measure Type Result Output Demand Efficiency Department Strategic Plans and Budgets Business Strategies & Health Care Programs ARS § 36-545.06 Measure Description Percent of persons secured and transported by law enforcement for mental health commitment hearings that appear on time for their hearing. Number of persons secured and transported by law enforcement for mental health commitment hearings. Number of persons ordered to be secured and transported by law enforcement for mental health commitment hearings. Expenditure per person secured and transported by law enforcement for mental health commitment hearings. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 2,193 N/A N/A N/A N/A N/A 2,193 N/A N/A N/A N/A N/A $ 47.88 N/A N/A (27,800) (27,800) -36.0% -36.0% Expenditure 100 - GENERAL TOTAL USES $ $ 66,185 66,185 $ $ 77,200 77,200 $ $ 83,868 83,868 $ $ 105,000 105,000 $ $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Mental Health Commitment Testimony Activity The purpose of the Mental Health Commitment Testimony Activity is to provide testimony at mental health commitment hearings by mental health professionals to County residents subject to mental health commitment proceedings so they can receive a fully informed judgment by the mental health court. Mandates: ARS § 36-545.06 Measure Type Result Measure Description Percent of mental health commitment second affidavits prepared and delivered on time. FY 2011 ACTUAL N/A Output Number of mental health commitment second affidavits prepared and delivered. Number of mental health commitment second affidavits ordered by the court. Expenditure mental health commitment per second affidavit prepared and delivered. N/A N/A N/A 2,750 N/A N/A N/A N/A N/A 2,750 N/A N/A N/A N/A N/A $ 290.91 N/A N/A (225,000) (225,000) -39.1% -39.1% Demand Efficiency FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ 619,362 619,362 $ $ 575,000 575,000 $ $ 653,774 653,774 $ $ 800,000 800,000 $ $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Sexually Violent Person Commitments Activity The purpose of the Sexually Violent Person Commitments Activity is to provide secured hospitalization and treatment at the Arizona State Hospital to persons committed by the court so they can avoid victimizing other individuals. Mandates: Laws 2011, First Regular Session, Chapter 31, Section 20 315 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure Description Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL N/A N/A N/A TBD TBD Average number of Maricopa County residents in commitment at the Arizona State Hospital as Sexually Violent Persons. Average number of Maricopa County residents committed as Sexually Violent Persons by the Court. County expenditure per Maricopa County resident in commitment at the Arizona State Hospital as Sexually Violent Persons. FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A N/A N/A FY 2013 ADOPTED N/A N/A 47 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A 47 N/A N/A N/A N/A N/A $ 85,106.38 N/A N/A Expenditure 100 - GENERAL TOTAL USES $ 1,316,928 $ 1,316,928 $ 5,000,000 $ 5,000,000 $ 3,826,337 $ 3,826,337 $ 4,000,000 $ 4,000,000 $ 1,000,000 $ 1,000,000 20.0% 20.0% Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. Indigent Medical Care Program The purpose of the Indigent Medical Care Program is to provide acute medical services to eligible Maricopa County citizen so they can maintain and improve their health. Indigent Long Term Care Program The purpose of the Long Term Care Program is to provide institutional and community-based longterm care services to Maricopa County residents who received services from the County at the time ALTCS was implements, but who do not meet ALTCS eligibility standards, so they can maintain or improve their health. Program Results Measure Description Percentage of persons in County Residual long-term care who maintain or improve their level of care. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 100.0% 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 institutional and communitybased long-term care services to Maricopa County residents who received services from the County at the time ALTCS was implemented, but who do not meet ALTCS eligibility standards, so they can maintain or improve their health. Mandates: A.R.S. § 11-293, A.R.S. § 11-293.01 316 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percentage of persons in County Residual long-term care who maintain or improve their level of care. Average number of members receiving County Residual long-term care services. Average number of members enrolled in County Residual long-term care services. Expenditure per member receiving County Residual long-term care services. Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 2 2 2 2 - 0.0% 2 2 2 2 - 0.0% $ 11,741.75 $ 25,000.00 $ 14,882.67 $ 8,556.58 $ 16,443.42 65.8% 100 - GENERAL TOTAL SOURCES $ $ 6,876 6,876 $ $ 6,876 6,876 $ $ 6,996 6,996 $ $ 7,000 7,000 $ $ 100 - GENERAL TOTAL USES $ $ 93,934 93,934 $ $ 200,000 200,000 $ $ 89,296 89,296 $ $ 205,358 205,358 $ $ Revenue 124 124 1.8% 1.8% Expenditure (5,358) (5,358) -2.7% -2.7% 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 employees who believe that Managing for Results will increase Percent of departments rating Managing for Results consultation services as very helpful. FY 2011 ACTUAL N/A N/A FY 2012 FY 2012 REVISED FORECAST 75.0% 55.0% 100.0% 80.0% FY 2013 ADOPTED 55.0% 80.0% REV VS ADOPTED VAR % -20.0% -26.7% -20.0% -20.0% 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: Not mandated. 317 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of employees who believe that Managing for Results will increase organizational effectiveness. Percent of departments rating Managing for Results consultation services as very helpful. Number of facilitated department strategic business plans. Number of strategic business plan reviews. Number of strategic business plan reviews requested. Number of department strategic business plans to be updated Expenditure per updated department strategic business plan. Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 75.0% 55.0% N/A 100.0% 80.0% N/A N/A N/A N/A N/A N/A 8 N/A N/A REV VS ADOPTED VAR % (20.0%) -26.7% FY 2013 ADOPTED 55.0% 80.0% (20.0%) -20.0% 27 N/A N/A N/A 8 27 27 N/A 19 N/A 237.5% N/A N/A 27 N/A N/A N/A N/A $ 7,415.56 N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ 163,639 163,639 $ $ 687,543 687,543 $ $ 411,899 411,899 $ $ 200,220 200,220 $ $ 487,323 487,323 70.9% 70.9% Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. 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 2011 ACTUAL 0.0% FY 2012 FY 2012 REVISED FORECAST 33.5% 23.6% N/A N/A Activities that comprise this program include: • Ryan White Core Medical Services FY 2013 ADOPTED 33.5% N/A • Ryan White Services 45.5% REV VS ADOPTED VAR % 0.0% 0.1% N/A Non-Medical N/A Support 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: Not mandated. 318 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of clients tested with a Viral load below level of detection Number of core medical units of service received Average number of eligible clients receiving core medical services Number of core medical units of service units requested Average number of eligible clients requesting core medical services Expenditure per unit of core medical services received Expenditure per eligible client receiving core medical services. Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL 0.0% $ FY 2012 FY 2012 REVISED FORECAST 33.5% 23.6% FY 2013 ADOPTED 33.5% REV VS ADOPTED VAR % 0.0% 0.1% 68,463 235,912 263,636 234,000 (1,912) -0.8% 606 3,920 2,263 1,600 (2,320) -59.2% 68,463 235,912 263,623 234,000 (1,912) -0.8% 2,580 2,798 2,665 2,800 - $ N/A 24.77 $ N/A 11.83 $ 25.27 N/A $ 923.77 2 $ 0.1% (0.49) -2.0% N/A N/A Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ 5,848,093 $ 5,848,093 $ 3,404,774 $ 3,404,774 $ 5,912,135 $ 5,912,135 $ $ 64,042 64,042 1.1% 1.1% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ 5,844,259 $ 5,844,259 $ 3,119,037 $ 3,119,037 $ 5,912,135 $ 5,912,135 $ $ (67,876) (67,876) -1.2% -1.2% Expenditure 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: Not mandated. Measure Type Result Measure Description Percent of eligible clients with referral to nonmedical support services who receive medical services or non-medical support services. Output Number of non-medical support units of service received Average number of eligible clients with referral to non-medical support services. Average number of eligible clients receiving non-medical support services. Number of non-medical support units requested Average number of eligible clients requesting non-medical support services. Expenditure per non-medical support unit of service received Expenditure per eligible client receiving nonmedical support services. Output Output Demand Demand Efficiency Efficiency FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A 52,795 55,164 39,136 39,084 (16,080) -29.1% N/A N/A N/A 110 N/A N/A N/A N/A N/A 783 N/A N/A 39,084 (16,080) -29.1% 783 N/A N/A (8.97) -46.1% N/A N/A 52,795 55,164 N/A $ REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 45.5% - 39,136 N/A $ N/A 19.46 N/A $ N/A 28.83 $ 28.44 N/A $ 118.28 $ Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ 1,073,669 $ 1,073,669 $ $ 842,638 842,638 $ 1,111,400 $ 1,111,400 $ $ 37,731 37,731 3.5% 3.5% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ 1,073,669 $ 1,073,669 $ 1,128,375 $ 1,128,375 $ 1,111,400 $ 1,111,400 $ $ (37,731) (37,731) -3.5% -3.5% Expenditure Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. 319 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs 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 Maricopa County residents infected with tuberculosis provided inpatient FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A Tuberculosis Hospitalization Orders Activity The purpose of Tuberculosis Hospitalization Orders Activity is to provide hospitalization and quarantine ordered by the County Public Health Officer to persons infected with Tuberculosis so they can avoid infecting other individuals. Mandate: ARS § 36-717 Measure Type Result Output Demand Efficiency Measure Description Percent of Maricopa County residents infected with tuberculosis provided inpatient hospitalization that reduce their risk of infecting others. Number of Maricopa County residents infected with tuberculosis provided inpatient hospitalization. Number of Maricopa County residents infected with tuberculosis ordered to inpatient hospitalization by the Public Health Officer. FY 2011 ACTUAL N/A Expenditure per Maricopa County residents infected with tuberculosis provided inpatient hospitalization. FY 2012 FY 2012 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 100.0% N/A N/A N/A 2 N/A N/A N/A N/A N/A 2 N/A N/A N/A N/A N/A $ 250,000.00 N/A N/A (500,000) (500,000) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ $ 500,000 500,000 $ $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. These measures will be reviewed again during the FY 2014 Strategic Business Plan update. 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. 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. 320 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Revenue Measure Description Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL FY 2012 REVISED 100 - GENERAL TOTAL SOURCES $ $ - 100 - GENERAL TOTAL USES $114,698,304 $114,698,304 $ $ FY 2012 FORECAST - $ $ 153,306 153,306 FY 2013 ADOPTED REV VS ADOPTED VAR % $ $ - $ $ - N/A N/A $ 5,985,300 $ 5,985,300 3.9% 3.9% Expenditure $154,518,900 $154,518,900 $154,311,709 $154,311,709 $148,533,600 $148,533,600 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. Measure Type Revenue Measure Description FY 2011 ACTUAL FY 2012 REVISED 100 - GENERAL TOTAL SOURCES $ $ - 100 - GENERAL TOTAL USES $ 15,247,381 $ 15,247,381 FY 2012 FORECAST FY 2013 ADOPTED - $ 2,353,283 $ 2,353,283 $ $ - $ $ - N/A N/A $ 20,575,000 $ 20,575,000 $ 22,289,583 $ 22,289,583 $ 20,225,200 $ 20,225,200 $ $ 349,800 349,800 1.7% 1.7% $ $ REV VS ADOPTED VAR % Expenditure 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. Measure Type Expenditure Measure Description 100 - GENERAL TOTAL USES FY 2011 ACTUAL FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 39,483,492 $ 39,483,492 $ 41,457,672 $ 41,457,672 $ 41,457,672 $ 41,457,672 $ 43,530,556 $ 43,530,556 REV VS ADOPTED VAR % $ (2,072,884) $ (2,072,884) -5.0% -5.0% Indigent Non-SMI Behavioral 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. Measure Type Expenditure Measure Description 100 - GENERAL TOTAL USES FY 2011 ACTUAL $ $ FY 2012 REVISED - $ $ FY 2012 FORECAST - $ $ - FY 2013 ADOPTED $ 3,366,705 $ 3,366,705 REV VS ADOPTED VAR % $ (3,366,705) $ (3,366,705) N/A N/A Indigent Non-SMI Substance Abuse Services – 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. Measure Type Expenditure Measure Description 100 - GENERAL TOTAL USES FY 2011 ACTUAL $ $ FY 2012 REVISED - $ $ FY 2012 FORECAST - $ $ - FY 2013 ADOPTED $ 1,489,871 $ 1,489,871 REV VS ADOPTED VAR % $ (1,489,871) $ (1,489,871) N/A N/A 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. 321 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Expenditure Measure Description 100 - GENERAL TOTAL USES Department Strategic Plans and Budgets Business Strategies & Health Care Programs FY 2011 ACTUAL FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 1,316,928 $ 1,316,928 $ 5,000,000 $ 5,000,000 $ 3,826,337 $ 3,826,337 $ 4,000,000 $ 4,000,000 REV VS ADOPTED VAR % $ 1,000,000 $ 1,000,000 20.0% 20.0% 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 2011 ACTUAL FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 $ 3,547,896 322 REV VS ADOPTED VAR % $ $ - 0.0% 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change 237,003,448 $ 6,876 $ (3,688) $ (3,688) - $ 236,999,760 $ 6,876 $ (3,783) $ (3,783) (4,262,216) $ (349,800) (5,985,300) 2,072,884 (4,188,708) $ (4,188,708) - $ 228,545,053 $ 6,876 $ 4,432 $ 4,432 (504,432) $ (504,432) - $ - $ - 124 124 $ 228,045,053 $ -0.2% 7,000 1.8% Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Mandated Health Care AHCCCS Contribution ALTCS Contribution Arnold v. Sarn Contribution Restatements Non Departmental from Business Strategies $ Agenda Item: $ $ FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reduce Other Services to offset increase in Retirement and Benefits Reduce Other Services for MfR upgrades Fees and Other Revenues ProgRevenue Volume Inc/Dec Right size Revenue $ (4,432) (500,000) 124 FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 1,000,000 $ 1,000,000 - $ 1,000,000 $ - Adjustments: Base Adjustments Other Base Adjustments Silicon Valley Bank economic development grant Agenda Item: 1,000,000 FY 2013 Adopted Budget Percent Change from Target Amount 323 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 6,921,762 $ 6,921,762 FY 2012 Revised Budget $ 6,921,762 $ 6,921,762 $ (2,688) $ (2,688) - $ 6,919,074 $ 6,921,762 $ 4,971 $ 4,971 99,490 $ 99,490 - $ - $ - 101,773 101,773 $ 7,023,535 $ 1.5% 7,023,535 1.5% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase expenditures for structural balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase revenue due to anticipated increase in grants Agenda Item: $ 99,490 101,773 FY 2013 Adopted Budget Percent Change from Target Amount Wellness Fund (615) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 1,613,048 $ 1,613,048 FY 2012 Revised Budget $ 1,613,048 $ 1,613,048 FY 2013 Budget Target $ 1,613,048 $ 1,613,048 $ 1,026 $ 1,026 (1,026) $ (1,026) - $ (23,432) $ (23,432) (23,432) (23,432) $ 1,589,616 $ -1.5% 1,589,616 -1.5% Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personal Services due to a shift in staff between funds Increase Supplies to right size General and Medical Supplies, and Non Capital Equip. Decrease Service to right size Health care, Other Services and Repairs & Maint. Decrease Internal Service Charges to align with FY 2013 charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease revenue based on FY 2012 Forecast FY 2013 Adopted Budget Percent Change from Target Amount 324 $ 145,991 28,500 (197,449) (1,500) (23,432) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Wellness Fund (615) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 2,080,650 $ - FY 2012 Revised Budget $ 2,080,650 $ - FY 2013 Budget Target $ 2,080,650 $ - $ 268,795 $ 268,795 - $ 2,349,445 $ 12.9% - Adjustments: Agenda Item: Non Recurring Other Non-Recurring Budgeted expenditures for wellness Program and exercise rooms upgrades 268,795 FY 2013 Adopted Budget Percent Change from Target Amount Benefit Administration Fund (618) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 2,862,139 $ 2,862,139 FY 2012 Revised Budget $ 2,862,139 $ 2,862,139 $ (4,952) $ (4,952) - $ 2,857,187 $ 2,862,139 $ 10,340 $ 10,340 (692,055) $ (692,055) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Benefits and Personnel Savings Increase Salary due to change in rate for new hires in FY 2013 Right size Temporary Pay Right size Temporary Pay Adjustments Right size Overtime Right size Benefits Salary Adjustment Right size Other Benefits Right size Temporary Benefits Increase Personal Services Alloc Out Decrease Personal Services Alloc In Increase Suppies to right size General Supplies and Fuel Decrease Services to right size Other Services, Rent & Operating Leases, Repairs & Main., Travel, Education & Training, Postage/Freight/Handling Decrease Internal Services Charges to align with FY13 charges Increase Capital Equipment due to expected purchase of new computers Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease revenue due to premium rate changes FY 2013 Adopted Budget Percent Change from Target Amount 325 $ 12,778 20,454 (29,956) 30,264 100 (7,059) 4,872 995 (37,057) (94,415) 3,856 (541,805) (90,082) 35,000 $ - $ - (686,667) (686,667) $ 2,175,472 $ -23.9% 2,175,472 -24.0% (686,667) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Benefit Administration Fund (618) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 508,343 $ - FY 2012 Revised Budget $ 508,343 $ - $ (508,343) $ (508,343) - $ - $ - $ 121,825 $ 121,825 - $ 121,825 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Budgeted for purchase of computer services and equipment Agenda Item: 121,825 FY 2013 Adopted Budget Percent Change from Target Amount Benefits Trust Fund (685) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 138,896,374 $ 137,805,460 FY 2012 Revised Budget $ 138,896,374 $ 137,805,460 FY 2013 Budget Target $ 115,496,765 $ 114,441,731 FY 2013 Recommended Budget Percent Change from Target Amount $ 142,343,719 $ 141,063,934 23.2% 23.3% FY 2013 Tentative Budget $ 142,343,719 $ 141,063,934 23.2% 23.3% $ 142,343,719 $ 141,063,934 23.2% 23.3% Percent Change from Target Amount FY 2013 Adopted Budget Percent Change from Target Amount 326 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Business Strategies & Health Care Programs Benefits Trust Fund (685) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 42,741,713 $ 49,316,075 $ 49,316,075 $ 41,023,135 $ 49,274,978 Sources: Operating Total Sources: $ $ 134,231,953 134,231,953 $ $ 137,805,460 137,805,460 $ $ 137,805,460 137,805,460 $ $ 138,715,337 138,715,337 $ $ 141,063,934 141,063,934 $ 135,364,341 171,647 135,535,988 $ 138,896,374 2,660,993 141,557,367 $ 138,896,374 2,660,993 141,557,367 $ $ $ 129,842,930 620,564 130,463,494 $ 142,343,719 2,471,270 144,814,989 (1,090,914) $ 8,872,407 $ - $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (1,132,388) $ Accounting Adjustments $ (414,543) $ $ 48,161,303 $ (7,138,168) 41,023,135 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ (1,090,914) $ - $ 49,364,077 $ (3,799,909) 45,564,168 $ 327 - $ 49,364,077 $ (3,799,909) 45,564,168 $ 51,594,725 (2,319,747) 49,274,978 $ $ (1,279,785) - 48,565,117 (3,041,194) 45,523,923 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Call Center Call Center Analysis by Ron Forster, 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, 2013, 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 Valuations mailing were revised and posted on the internet before the mailing in February 2012. The Department began using a new contact center telephone system in the summer of 2011. The system has capability for automation and self-service which will assist citizens with being able to get answers to questions without contacting Call Center staff directly. Individual Empowerment By June, 2013, 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: The new contact center telephone system has recording capabilities which allow the staff to be trained better with real call simulations. Additionally, the Department continues to work with the agencies they serve to increase knowledge of the Call Center staff. 328 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2013 Adopted Budget Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % TELE - CUSTOMER SERVICE TELEPHONE 14SC - STAR CENTER $ $ 1,358,250 1,358,250 $ $ 1,571,174 1,571,174 $ $ 1,564,520 1,564,520 $ $ 1,550,896 1,550,896 $ $ 1,560,224 1,560,224 $ $ 4,296 4,296 0.3% 0.3% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 164 164 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 2,904 2,904 $ $ 2,391 2,391 $ $ 4,516 4,516 $ $ 3,630 3,630 $ $ 6,329 6,329 $ $ (1,813) (1,813) TOTAL PROGRAMS $ 1,361,318 $ 1,573,565 $ 1,569,036 $ 1,554,526 $ 1,566,553 $ 2,483 -40.1% -40.1% 0.2% 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 $ SUPPLIES 0801 - GENERAL SUPPLIES FY 2011 ACTUAL FY 2012 ADOPTED 940,460 $ 31,795 (318) 359,490 4,019 1,335,446 $ 928,340 29,058 7,000 410,989 3,600 1,378,987 FY 2012 REVISED $ $ 928,676 29,058 7,000 406,124 3,600 1,374,458 FY 2012 FORECAST $ $ 949,354 25,403 5,000 409,181 1,500 1,390,438 FY 2013 ADOPTED $ REVISED VS ADOPTED VAR % $ 927,487 $ 52,829 415,792 (35,000) 1,361,108 $ 1,189 (23,771) 7,000 (9,668) 3,600 35,000 13,350 0.1% -81.8% 100.0% -2.4% 100.0% N/A 1.0% 2,150 2,150 30.4% 30.4% $ SUBTOTAL $ 4,078 4,078 $ $ 7,070 7,070 $ $ 7,070 7,070 $ $ 4,800 4,800 $ $ 4,920 4,920 $ $ 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 SUBTOTAL $ ALL EXPENDITURES $ 19,804 1,312 628 31 13 6 21,794 1,361,318 $ $ $ $ 43,417 1,645 1,163 112,463 500 100 159,288 1,554,526 $ $ $ 1,915 1,980 2,556 180,457 500 100 187,508 1,569,036 $ $ $ 4,040 1,980 2,556 178,332 500 100 187,508 1,573,565 $ $ 58,891 $ 1,980 2,556 183,303 3,695 100 (50,000) 200,525 $ 1,566,553 $ TOTAL USES $ 1,361,318 $ 1,573,565 $ 1,569,036 $ 1,554,526 $ 1,566,553 (56,976) -2975.2% 0.0% 0.0% (2,846) -1.6% N/A (3,195) -639.0% 0.0% 50,000 N/A (13,017) -6.9% 2,483 0.2% $ 2,483 0.2% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,361,318 1,361,318 $ $ 1,573,565 1,573,565 $ $ 1,569,036 1,569,036 $ $ 1,554,526 1,554,526 $ $ 1,566,553 1,566,553 $ $ 2,483 2,483 0.2% 0.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,361,318 1,361,318 $ $ 1,573,565 1,573,565 $ $ 1,569,036 1,569,036 $ $ 1,554,526 1,554,526 $ $ 1,566,553 1,566,553 $ $ 2,483 2,483 0.2% 0.2% Staffing by Program and Activity PROGRAM/ACTIVITY STAR CENTER CUSTOMER SERVICE TELEPHONE PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 ADOPTED FY 2012 ADOPTED 27.00 27.00 27.00 27.00 27.00 27.00 329 FY 2012 FY 2012 REVISED FORECAST 27.00 27.00 27.00 27.00 27.00 27.00 FY 2013 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 27.00 27.00 27.00 - 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Call Center Staffing by Market Range Title MARKET RANGE TITLE Administrative Supervisor Call Center Supervisor Call Ctr Representative Call Ctr Representative - Lead Director - STAR Call Center Management Analyst Systems/Network Administrator Department Total FY 2011 FY 2012 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 2012 REVISED FY 2013 ADOPTED 2.00 22.00 1.00 1.00 1.00 27.00 REVISED TO ADOPTED VARIANCE VAR % 2.00 N/A (2.00) (100.0%) 4.00 22.2% (4.00) (100.0%) 0.0% 0.0% 0.0% 0.0% FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED 27.00 27.00 27.00 27.00 27.00 27.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 2.00 18.00 4.00 1.00 1.00 1.00 27.00 FY 2012 FORECAST 2.00 18.00 4.00 1.00 1.00 1.00 27.00 Staffing by Fund 100 Department Total FUND GENERAL FY 2011 FY 2012 ADOPTED ADOPTED 27.00 27.00 27.00 27.00 General Adjustments Personnel: • • • Decrease the expenditure budget by $4,296 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Increase Regular Benefits by $2,528 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. The increase in benefits was offset by a reduction in other personnel costs resulting in a net impact of zero. Increase Other Benefits and Internal Services Charges by $1,813 for the impact of the changes in Risk Management charges. Non Departmental: • The FY 2013 expenditure budget includes $50,000 in Non Departmental for the Call Center for temporary staff to meet unexpected call volumes. 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 2011 ACTUAL 56.3% FY 2012 REVISED 57.3% Activities that comprise this program include: • Customer Service Telephone 330 FY 2012 FORECAST 54.5% FY 2013 ADOPTED 54.8% REV VS ADOPTED VAR % -2.5% -4.3% Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2013 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: Not mandated. Measure Type Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of calls answered within 30 seconds Number of calls answered Total calls Number of calls answered within 30 seconds Number of calls projected to be offered Average cost of a call answered FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 56.3% 57.3% 57.2% 54.8% (2.5%) -4.3% 805,563 881,721 836,820 1,044,198 162,477 18.4% 805,563 881,721 836,820 1,044,198 162,477 18.4% 453,485 505,098 478,730 572,511 67,413 13.3% 805,563 881,721 926,920 1,044,198 162,477 18.4% $ 1.69 $ 1.77 $ 1.85 $ 1.49 $ 0.28 15.8% 100 - GENERAL TOTAL USES $ 1,358,250 $ 1,358,250 Number of Calls 1,200,000 $ 1,564,520 $ 1,564,520 $ 1,550,896 $ 1,550,896 $ 1,560,224 $ 1,560,224 $ $ 4,296 4,296 0.3% 0.3% CUSTOMER SERVICE TELEPHONE ACTIVITY 1,000,000 800,000 600,000 400,000 200,000 0 FY 11 Actual FY 12 Revised FY 12 Forecast FY 13 Adopted Demand Activity Narrative: Declining property values have led to an increase in the volume of Assessor property valuation 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 2013. Based on the upcoming general election along with the explosive popularity of the Permanent Early Voting List (PEVL), total election call demand is expected to increase in FY 2013. The average cost per call answered is decreasing in FY 2013 due to the increased volume of calls and the efficiencies created by the new contact center telephone system. 331 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change $ $ C-49-12-014-2-00 $ $ $ (4,529) $ (4,529) - 1,569,036 $ - (4,296) $ (4,296) - 1,564,740 $ - 2,528 $ 2,528 (2,528) $ (2,528) - $ 1,564,740 $ 0.0% - $ 1,813 1,813 $ - $ 1,566,553 $ 0.1% - Agenda Item: $ $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges - Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reduction in Other Personnel Services not required $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE 1,573,565 (2,528) Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 332 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Clerk of the Board Analysis by Angie Flick, Management and Budget Supervisor 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 translated into Spanish. Status: This goal has been reached. The Office of the Clerk of the Board has translated the latest changes to the Agenda Hearings into Spanish. 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 only been able to move forward in providing access to SOLAR to one member of outside counsel. 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. 333 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2013 Adopted Budget Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY USES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % RCRD - RECORDS MANAGEMENT 06IS - INFORMATION SERVICES $ $ 122,383 $ 122,383 $ 362,179 $ 362,179 $ 360,911 $ 360,911 $ 161,981 $ 161,981 $ 351,869 $ 351,869 $ 9,042 9,042 2.5% 2.5% MTNG - MEETING MANAGEMENT 06MM - MEETING MANAGEMENT $ $ 627,038 $ 627,038 $ 748,457 $ 748,457 $ 746,935 $ 746,935 $ 610,529 $ 610,529 $ 766,618 $ 766,618 $ (19,683) (19,683) -2.6% -2.6% SDIS - SPECIAL DISTRICTS 06SD - SPECIAL DISTRICTS $ $ 46,540 $ 46,540 $ 65,637 $ 65,637 $ 65,320 $ 65,320 $ 61,342 $ 61,342 $ 65,583 $ 65,583 $ (263) (263) -0.4% -0.4% BORD - BOARDS AND COMMISSIONS LICP - LICENSES AND PERMITS 06SS - STATUTORY SERVICES $ 20,370 $ 23,906 44,276 $ 17,390 $ 23,639 41,029 $ 17,311 $ 23,531 40,842 $ 11,950 $ 19,288 31,238 $ 9,662 $ 19,599 29,261 $ 7,649 3,932 11,581 44.2% 16.7% 28.4% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 33,531 $ 158,710 192,241 $ 31,012 $ 159,900 190,912 $ 30,861 $ 159,270 190,131 $ 36,198 $ 149,709 185,907 $ 30,968 $ 179,257 210,225 $ (107) (19,987) (20,094) -0.3% -12.5% -10.6% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 72 $ 72 $ 200,541 $ 200,541 $ 200,541 $ 200,541 $ 196,857 $ 196,857 $ 79,195 $ 79,195 $ 121,346 121,346 60.5% 60.5% TOTAL PROGRAMS $ 1,032,550 $ 1,608,755 $ 1,604,680 $ 1,247,854 $ 1,502,751 $ 101,929 6.4% $ Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 547,205 $ 3,774 218 182,416 1,423 (58,200) 516 677,352 $ 619,596 $ 221,640 (155,330) 25,703 711,609 $ 619,596 $ 217,564 (155,329) 25,703 707,534 $ 585,258 $ 43 208,557 (120,023) 673,835 $ 597,650 $ 220,532 (21,079) 21,079 818,182 $ 21,946 (2,968) (134,250) 4,624 (110,648) 3.5% N/A N/A -1.4% N/A -86.4% 18.0% -15.6% 8,503 $ 8,503 $ 18,360 $ 22,401 40,761 $ 18,360 $ 22,401 40,761 $ 9,370 $ 2,401 11,771 $ 17,360 $ 5,000 22,360 $ 1,000 17,401 18,401 5.4% 77.7% 45.1% 434 $ 324,667 6,361 1,961 2,498 4,643 (333) 340,231 $ 1,736 $ 404,013 6,024 26,000 203,372 1,200 24,538 792 667,675 $ 1,736 $ 404,013 6,024 26,000 203,372 1,200 24,538 792 667,675 $ 1,322 $ 324,041 5,170 1,204 200,608 534 540 188 533,607 $ 3,436 $ 371,435 6,760 19,986 87,509 4,200 25,400 4,000 522,726 $ (1,700) 32,578 (736) 6,014 115,863 (3,000) (862) (3,208) 144,949 $ - $ 6,464 6,464 $ 158,610 $ 30,100 188,710 $ 158,610 $ 30,100 188,710 $ 28,641 $ 28,641 $ 129,483 $ 10,000 139,483 $ 29,127 20,100 49,227 18.4% 66.8% N/A 26.1% ALL EXPENDITURES $ 1,032,550 $ 1,608,755 $ 1,604,680 $ 1,247,854 $ 1,502,751 $ 101,929 6.4% TOTAL USES $ 1,032,550 $ 1,608,755 $ 1,604,680 $ 1,247,854 $ 1,502,751 $ 101,929 6.4% 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 $ $ $ 334 -97.9% 8.1% -12.2% 23.1% 57.0% -250.0% -3.5% -405.1% 21.7% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Uses by Fund and Function FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 829,878 $ 202,672 1,032,550 $ 1,209,399 $ 399,356 1,608,755 $ 1,206,028 $ 398,652 1,604,680 $ 1,158,094 $ 89,760 1,247,854 $ 1,094,470 $ 408,281 1,502,751 $ 111,558 (9,629) 101,929 9.3% -2.4% 6.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 829,878 $ 202,672 $ 1,032,550 $ 1,209,399 $ 399,356 $ 1,608,755 $ 1,206,028 $ 398,652 $ 1,604,680 $ 1,158,094 $ 89,760 $ 1,247,854 $ 1,094,470 $ 408,281 $ 1,502,751 $ 111,558 (9,629) 101,929 9.3% -2.4% 6.4% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROGRAM TOTAL INFORMATION SERVICES RECORDS MANAGEMENT PROGRAM TOTAL MEETING MANAGEMENT MEETING MANAGEMENT PROGRAM TOTAL SPECIAL DISTRICTS SPECIAL DISTRICTS PROGRAM TOTAL STATUTORY SERVICES BOARDS AND COMMISSIONS LICENSES AND PERMITS PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.35 .75 2.10 1.25 .50 1.75 1.25 .50 1.75 1.25 .50 1.75 1.25 .50 1.75 - 0.0% 0.0% 0.0% 3.15 3.15 4.40 4.40 5.40 5.40 4.40 4.40 4.40 4.40 (1.00) (1.00) (18.5%) (18.5%) 3.70 3.70 4.25 4.25 4.50 4.50 4.50 4.50 4.50 4.50 - 0.0% 0.0% .55 .55 .85 .85 .85 .85 .85 .85 .85 .85 - 0.0% 0.0% .50 .50 1.00 10.50 .25 .50 .75 12.00 .15 .35 .50 13.00 .15 .35 .50 12.00 .15 .35 .50 12.00 (1.00) 0.0% 0.0% 0.0% (7.7%) Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrator Deputy Director - Clerk of the Board Director - Clerk of the Board Finance/Business Analyst Management Analyst Management Assistant Office Assistant Office Assistant Specialized Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 4.00 4.00 4.00 1.00 .50 3.00 4.00 4.00 4.00 4.00 10.50 12.00 13.00 12.00 12.00 REVISED TO ADOPTED VARIANCE VAR % (1.00) (50.0%) N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% (1.00) (7.7% ) Staffing by Fund 100 FUND GENERAL FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 10.50 12.00 13.00 12.00 12.00 10.50 12.00 13.00 12.00 12.00 335 REVISED TO ADOPTED VARIANCE VAR % (1.00) (7.7%) (1.00) (7.7% ) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board General Adjustments Base Adjustments: Operating • Decrease expenditure budget by $2,687 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Benefits by $4,917 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Other Benefits and Internal Services Charges by $113,788 for the impact of the changes in Risk Management charges. Non Recurring Non Project (0001) • Non Recurring carry forward of $281,576 for the SOLAR and Electronic Document Management System projects. • Decrease expenditure budget by $137 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Benefits by $699 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Increase in Non Recurring Non Project expenditures for funding 2 ½ FTEs related to document scanning and to meet the increased demand of public records requests. Programs and Activities Information Services Program The purpose of the Information Services Program is to provide Board of Supervisors' and Board of Countywide Districts' recorded document management services to Maricopa County Departments and the people of Maricopa County so they can have access to the Board’s actions and conduct their respective business. Program Results Measure Description Percent of responses received from the public and/or departments who expressed an opinion that were satisfied with research Percent of record and information requests processed within five business days FY 2011 ACTUAL 98.5% FY 2012 FY 2012 REVISED FORECAST 92.7% 97.6% 93.2% 94.2% 90.5% FY 2013 ADOPTED 100.0% 75.0% REV VS ADOPTED VAR % 7.3% 7.9% (19.2%) -20.4% Activities that comprise this program include: • Records Management Records Management Activity The Purpose of the Records Management Activity is to provide Board of Supervisors' and Board of Directors of Countywide Districts' recorded document management services to Maricopa County departments and the people of Maricopa County so they can have access to the Board’s actions and conduct their respective business. Mandates: A.R.S. §11-221 provides custody and inspection of records that all accounts of the Board of Supervisors should be kept at the office of the Clerk of the Board, and in his care, and shall be open to public inspection. A.R.S. §39-101 clarifies what a permanent public record is as well as the storage and quality of the medium used for preservation. 336 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 98.5% 92.7% 97.6% 100.0% 7.3% 7.9% Percent of responses received from the public and/or departments who expressed an opinion that were satisfied with research Percent of record and information requests 93.2% 94.2% 90.5% 75.0% (19.2%) -20.4% processed within five business days. Number of record and information requests 1,119 900 813 800 (100) -11.1% processed. Number of record and information requests 1,121 900 817 800 (100) -11.1% received. Average cost per record and information $ 109.37 $ 401.01 $ 199.24 $ 439.84 $ (38.82) -9.7% research request processed. Expenditure 100 - GENERAL TOTAL USES $ $ 122,383 122,383 $ $ 360,911 360,911 $ $ 161,981 161,981 $ $ 351,869 351,869 $ $ 9,042 9,042 2.5% 2.5% Activity Narrative: Expenditures are decreasing due to the SOLAR and electronic documents project progressing. Funding for two FTEs related to the electronic document scanning process have been added to the Non Recurring Non Project budget. The net result of the decrease in project spending and the increase due to personnel is a small expenditure decrease from the FY 2012 Revised budget. Compared to the FY 2011 Actual, the percent of record and information requests processed within five business days is expected to decrease in FY 2013 due to the increasing complexity of information requests. Meeting Management Program The purpose of the Meeting Management Program is to provide statutory meeting administration to the Board of Supervisors and Countywide District Board of Directors so they can hold meetings in compliance with the Open Meeting Laws. Program Results Measure Description Percent of Board of Supervisors' and Countywide Districts' meetings held in Percent of Formal Agenda items that require special handling FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 24.8% 10.8% 18.3% FY 2013 ADOPTED 100.0% 22.9% REV VS ADOPTED VAR % 0.0% 0.0% 12.0% 111.5% Activities that comprise this program include: • Meeting Management Activity Meeting Management Activity The Purpose of the Meeting Management Activity is to provide statutory meeting administration to the Board of Supervisors and Countywide Districts so they can hold meetings in compliance with the Open Meeting Laws. Mandates: A.R.S. §11-214 provides regular meetings of the board shall be held in the County on a working day or days of each month designated by the board. The board shall notify the public of the location and the day or days designated. Special meeting may be called by a majority of the board, or by the chairman. 337 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 24.8% 10.8% 18.3% 22.9% 12.0% 2,312 2,100 2,254 2,100 - 0.0% 573 227 500 480 253 111.5% 225 289 224 200 (89) -30.8% 2,312 2,100 2,254 2,100 238 320 207 200 - 111.5% 0.0% (120) -37.5% $ 271.21 $ 355.68 $ 270.86 $ 365.06 $ (9.37) -2.6% $ $ 627,038 627,038 $ $ 746,935 746,935 $ $ 610,529 610,529 $ $ 766,618 766,618 $ $ (19,683) (19,683) -2.6% -2.6% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: Department expenditures are increasing due to the non-recurring, carry over funding from FY 2012 for the SOLAR project. The number of meetings requested and held is expected to decrease as County department performance and relationships continue to strengthen. 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. Program Results Measure Description Percent of requests for information related to Special Districts completed within five business days. FY 2011 ACTUAL 85.1% FY 2012 FY 2012 REVISED FORECAST 93.3% 80.4% FY 2013 ADOPTED 75.0% REV VS ADOPTED VAR % (18.3%) -19.6% 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. 338 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 85.1% FY 2012 FY 2012 REVISED FORECAST 93.3% 80.4% FY 2013 ADOPTED 75.0% REV VS ADOPTED VAR % (18.3%) -19.6% 383 360 153 160 (200) -55.6% 385 360 145 160 (200) -55.6% $ 121.51 $ 181.44 $ 400.93 $ 409.89 $ (228.45) -125.9% $ $ 46,540 46,540 $ $ 65,320 65,320 $ $ 61,342 61,342 $ $ 65,583 65,583 $ $ (263) (263) -0.4% -0.4% Expenditure Information Requests 100 - GENERAL TOTAL USES Special Districts 500 100% 400 80% 300 60% 200 40% 100 20% 0 FY 11 Actual FY 12 Revised FY 12 Forecast Demand Output FY 13 Adopted 0% Result Activity Narrative: Special Districts are typically formed when citizens in un-incorporated Maricopa County join together to purchase services such as fire services, water service, or street improvements. Since the decline in the economy began, many districts have dissolved and there has been a marked decrease in need to create special districts. The economic environment is not expected to turn around enough in FY 2013 to cause a surge in special district requests. 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 2011 ACTUAL 55.0% FY 2012 FY 2012 REVISED FORECAST 86.7% 91.7% 86.4% 88.0% Activities that comprise this program include: • Licenses and Permits • Boards and Commissions 339 100.0% FY 2013 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 13.3% 15.4% 12.0% 13.6% Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 86.4% $ 88 5,447 5,447 96 271.66 $ $ 23,906 23,906 FY 2012 FY 2012 REVISED FORECAST 88.0% 100.0% $ 100 5,100 5,100 100 235.31 $ $ 23,531 23,531 $ 100 4,439 4,739 100 192.88 $ $ 19,288 19,288 FY 2013 ADOPTED 100.0% $ 100 4,000 4,000 100 195.99 $ $ 19,599 19,599 REV VS ADOPTED VAR % 12.0% 13.6% $ (1,100) (1,100) 39.32 0.0% -21.6% -21.6% 0.0% 16.7% $ $ 3,932 3,932 16.7% 16.7% Activity Narrative: The number of liquor license and firework applications received and processed by the Department is expected to remain constant from FY 2012 to FY 2013 based on the applications being received so far in FY 2012. All claims filed against the County are served on the Clerk of the Board’s Office. Claims may include general lawsuits, property tax legal appeals, and other notices of claim. The performance measure above does not include property classification validation or property tax appeals. While claims are unpredictable, the current trend in claims received is declining. 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: Administrative mandate. 340 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 55.0% FY 2012 FY 2012 REVISED FORECAST 86.7% 91.7% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 13.3% 15.4% 33 52 55 60 8 15.4% 60 60 60 60 - 0.0% $ 617.27 $ 332.90 $ 217.27 $ 161.03 $ 171.87 51.6% $ $ 20,370 20,370 $ $ 17,311 17,311 $ $ 11,950 11,950 $ $ 9,662 9,662 $ $ 7,649 7,649 44.2% 44.2% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: Three significant new committees were formed in FY 2011, which caused a significant amount of senior staff’s time being devoted to maintain logs for the new committees. The workload in this area has returned to normal levels which will allow the staff to meet 100% of the demand for monthly Notice of Vacancy Reports. Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (3,371) $ (3,371) - $ 1,206,028 $ - $ (2,687) $ (2,687) - $ 1,203,341 $ - $ 4,917 $ 4,917 - $ 1,208,258 $ 0.4% - $ (113,788) $ (113,788) - $ 1,094,470 $ -9.0% - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions 1,209,399 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 341 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board General Fund (100) (continued) Expenditures Revenue NON-RECURRING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change FY 2013 e ce t CAdopted a ge oBudget a get - $ (704) $ (704) - $ 398,652 $ - $ (137) $ (137) (398,515) $ (398,515) - $ - $ - $ 699 $ 699 126,006 $ 126,006 - $ 281,576 $ 281,576 - $ 408,281 $ - C-49-12-014-2-00 Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Funding for 1 1/2 Document Scanning Positions Funding for 1 Public Records Request Analyst Non Recurring Non Recurring Carry Forward SOLAR and Electronic Document Management Project 399,356 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Non Recurring Other Non-Recurring $ Agenda Item: $ $ $ ou t 342 64,413 61,593 281,576 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Analysis by Dreamlyn W. Johnson, 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 Access to Justice By December 31, 2013, 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 two business hours. Status: The Clerk’s Office revised this goal during the FY 2013 Strategic Budget Planning update process reducing the wait time for access to electronic filing services from eight hours to two hours. The department is confident that it will meet the goal by December 31, 2013. 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, 2013, to provide improved security, management and access to court records for juvenile court stakeholders. Status: The Clerk’s Office has established a target date of implementation for Phase I of the Juvenile Electronic Court Record (ECR) of August, 2012. All of the operational requirements necessary to ensure a smooth implementation have been identified, including the redesign of workspaces to accommodate imaging, the purchase of additional scanners to image identified documents, and establishment of the Juvenile case type within the Clerk’s Electronic Document Management System (EDMS) to ensure the integrity and security of the Juvenile ECR. Though aggressive, the department expects to meet this goal by January 1, 2013. Access to Justice By June 30, 2015, all paper records eligible for the Electronic Court Record (ECR), both active and inactive, will be accessible as the official court record for all users of those records, to provide improved security, management, access, and long term retention of superior court records. 343 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Status: Two key projects have been initiated in support of this goal – Transcript Imaging and Pre 2002 Imaging. The department is actively working to achieve this goal and will do so by June 30, 2015. 344 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES CASE - CASE ESTABLISHMENT COUR - MEMORIALIZE COURT PROCEEDINGS EFDC - EFILED DOCUMENT SCDC - SCANNED DOCUMENT 16CR - COURT RECORDS $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS TENT VAR % $ 458,979 $ 4,720,083 5,339,305 10,518,367 $ 456,000 $ 3,898,672 5,182,000 9,536,672 $ 456,000 $ 3,206,613 5,182,000 8,844,613 $ 376,599 $ 3,437,777 4,339,448 8,153,824 $ 240,000 $ (216,000) 3,491,316 284,703 3,000,000 3,000,000 1,335,000 (3,847,000) 8,066,316 $ (778,297) -47.4% 8.9% N/A -74.2% -8.8% COCL - COURT ORDERED RECEIVABLES $ COFR - COURT ORDERED FIN RECORDS 16FS - COURT CLERK FIDUCIARY SERVICE $ 9,663,065 $ 9,663,065 $ 9,813,600 $ 8,000 9,821,600 $ 9,813,600 $ 8,000 9,821,600 $ 6,854,732 $ 2,200 6,856,932 $ 6,872,000 $ (2,941,600) 5,000 (3,000) 6,877,000 $ (2,944,600) -30.0% -37.5% -30.0% PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ $ 1,142,440 $ 1,142,440 $ 1,288,000 $ 1,288,000 $ 1,288,000 $ 1,288,000 $ 999,426 $ 999,426 $ 1,138,000 $ 1,138,000 $ (150,000) (150,000) -11.6% -11.6% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 1,545,048 $ 1,545,048 $ 1,545,048 $ 1,545,048 $ 1,319,588 $ 1,319,588 $ 1,117,088 $ 1,117,088 $ (427,960) (427,960) -27.7% -27.7% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ (27,433) $ (27,433) $ - $ - $ - $ - $ 18,093 $ 18,093 $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 229,071 $ 229,071 $ 216,000 $ 216,000 $ 216,000 $ 216,000 $ 187,705 $ 187,705 $ 216,000 $ 216,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 21,525,510 $ 22,407,320 $ 21,715,261 $ 17,535,568 $ 17,414,404 $ (4,300,857) -19.8% $ 459,179 $ 3,108,413 12,306,653 841,703 215,454 655,680 367,401 5,049,338 23,003,821 $ 527,800 $ 3,196,694 12,176,710 851,351 284,814 824,953 363,224 5,690,995 23,916,541 $ 456,985 $ 2,934,060 11,197,077 798,599 266,489 672,771 354,317 5,402,922 22,083,220 $ 477,086 $ 2,962,277 12,078,302 707,583 252,672 627,687 355,604 5,111,192 22,572,403 $ 454,918 $ 3,243,734 11,758,165 781,259 254,569 811,189 698,253 360,623 4,552,025 22,914,735 $ 2,067 (309,674) (561,088) 17,340 11,920 (811,189) (25,482) (6,306) 850,897 (831,515) 0.5% -10.6% -5.0% 2.2% 4.5% N/A -3.8% -1.8% 15.7% -3.8% CFID - COURT CLERK FIDUCIARY $ COCL - COURT ORDERED RECEIVABLES CODS - COURT ORDERED DISBURSEMENT COFR - COURT ORDERED FIN RECORDS 16FS - COURT CLERK FIDUCIARY SERVICE $ 198,074 $ 389,837 322,804 1,503,856 2,414,571 $ 193,385 $ 237,891 286,109 1,997,280 2,714,665 $ 192,422 $ 278,967 280,057 1,723,949 2,475,395 $ 199,643 $ 298,677 274,314 1,832,441 2,605,075 $ 192,086 $ 266,479 298,567 1,963,055 2,720,187 $ 336 12,488 (18,510) (239,106) (244,792) 0.2% 4.5% -6.6% -13.9% -9.9% CDOC - COURT DOCUMENT COPY CTFD - COURT FILE DELIVERY IMDC - IMAGED DOCUMENT PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ 1,074,570 $ 727,797 942,701 2,745,068 $ 1,237,173 $ 803,349 1,870,220 3,910,742 $ 1,066,780 $ 729,172 1,729,409 3,525,361 $ 1,152,536 $ 755,425 1,182,173 3,090,134 $ 1,235,418 $ (168,638) 580,672 148,500 4,092,746 (4,092,746) 947,599 781,810 6,856,435 $ (3,331,074) -15.8% 20.4% N/A 45.2% -94.5% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 92,561 $ 132,455 563,706 3,171,176 73,550 230,008 4,263,456 $ 72,884 $ 234,584 570,134 3,453,828 120,824 4,452,254 $ 72,513 $ 234,170 529,062 5,659,012 120,326 6,615,083 $ 77,002 $ 150,160 669,299 3,486,312 118,693 4,501,466 $ 72,787 $ 110,854 556,452 3,686,533 120,628 4,547,254 $ - $ 72,352 72,352 $ - $ 880,981 880,981 $ 29,742 $ 813,677 843,419 $ - $ 492,078 492,078 $ - $ 725,551 725,551 $ $ 3,681,305 $ 501,730 1,392,546 108,628 5,684,209 $ 4,955,169 $ 783,226 583,084 121,309 6,442,788 $ 4,882,653 $ 771,555 581,140 91,982 6,327,330 $ 2,843,720 $ 746,426 454,960 126,495 4,171,601 $ 5,951,934 $ (1,069,281) 782,564 (11,009) 564,486 16,654 121,134 (29,152) 7,420,118 $ (1,092,788) -21.9% -1.4% 2.9% -31.7% -17.3% TOTAL PROGRAMS $ 38,183,477 $ 42,317,971 $ 41,869,808 $ 37,432,757 $ 45,184,280 $ (3,251,184) -7.8% USES APLS - APPELLATE RECORDS CASE - CASE ESTABLISHMENT COUR - MEMORIALIZE COURT PROCEEDINGS DIST - DISTRIBUTION DRPT - DISPOSITION REPORT EFDC - EFILED DOCUMENT EXCC - EXHIBIT CUSTODY JDOC - JUVENILE SUBSEQUENT DOCUMENT SCDC - SCANNED DOCUMENT 16CR - COURT RECORDS 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 $ $ $ $ $ $ 345 (274) 123,316 (27,390) 1,972,479 (302) 2,067,829 -0.4% 52.7% -5.2% 34.9% -0.3% N/A 31.3% 29,742 151,414 181,156 100.0% 18.6% 21.5% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 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 2012 ADOPTED 500,542 $ 500,542 $ 1,168,195 1,168,195 $ $ 844,534 $ 15,707,034 16,551,568 $ FY 2012 REVISED 468,000 $ 468,000 $ 1,834,948 1,834,948 $ $ 844,534 $ 15,546,238 16,390,772 $ FY 2012 FORECAST 468,000 $ 468,000 $ 1,834,948 1,834,948 $ $ 844,534 $ 14,854,179 15,698,713 $ 1,542,266 1,542,266 $ $ 844,532 $ 12,907,124 13,751,656 $ 478,000 478,000 $ $ (1,992,000) (1,992,000) -54.4% -54.4% 20,392 $ 139,777 160,169 $ 9,000 100,000 109,000 $ $ (5,000) 60,400 55,400 -35.7% 152.5% 103.4% $ (4,300,857) -19.8% $ $ SUBTOTAL $ $ 14,000 39,600 53,600 $ ALL REVENUES $ 21,525,510 $ 22,407,320 $ 21,715,261 $ 17,535,568 $ 17,414,404 TOTAL SOURCES $ 21,525,510 FY 2011 ACTUAL $ 22,407,320 FY 2012 ADOPTED $ 21,715,261 FY 2012 REVISED $ 17,535,568 FY 2012 FORECAST $ 17,414,404 FY 2013 ADOPTED 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ 896,307 19,105 967,097 1,882,509 $ $ $ $ 940,218 22,800 393,292 1,356,310 $ $ $ $ 916,388 22,800 393,292 1,332,480 $ $ $ $ 2.4% -13.1% -12.3% 1,668,000 1,668,000 50,501 171,650 222,151 25,006,018 $ 189,632 $ 50,000 9,966,669 108,000 (1,927,864) 1,957,264 35,349,719 $ -24.3% -24.3% $ $ $ 24,742,554 $ 189,632 $ 50,000 10,377,349 108,000 (1,485,114) 1,514,514 35,496,935 $ (445,232) (445,232) $ $ $ 23,347,680 $ 183,244 $ 71,724 9,252,516 133,494 (1,111,664) 1,108,141 32,985,135 $ 2.1% 2.1% 20,200 (1,949,225) (1,929,025) 3,660,000 3,660,000 1,604,316 1,604,316 23,054,855 $ 76,279 $ 68,237 9,585,417 72,124 (1,135,808) 1,314,404 33,035,508 $ 647,530 19,543 119,006 786,079 $ $ $ $ $ 10,000 10,000 864,734 12,904,954 13,769,688 $ $ 14,000 $ 39,600 53,600 $ $ $ 1,389,716 $ 1,389,716 $ 3,083,054 3,083,054 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 $ $ $ 477,161 $ 477,161 $ REVISED VS ADOPTED VAR % $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 3,660,000 3,660,000 FY 2013 ADOPTED $ (4,300,857) -19.8% REVISED VS ADOPTED VAR % 24,160,044 $ 88,472 $ 72,000 10,482,978 108,000 (986,976) 1,016,376 34,940,894 $ 776,653 22,800 470,000 1,269,453 $ $ $ $ 845,974 101,160 (22,000) (516,309) (940,888) 940,888 408,825 3.4% 53.3% -44.0% -5.2% 0.0% -48.8% 48.1% 1.2% 139,735 (76,708) 63,027 15.2% 0.0% -19.5% 4.7% $ 20,664 $ 919,396 $ 146,088 319,227 72,499 35,122 62,747 468,228 230,008 2,273,979 $ 12,000 $ 2,721,331 $ 165,600 585,436 585,612 50,798 151,473 500,000 252,476 5,024,726 $ 12,000 $ 2,511,518 $ 165,600 585,436 585,612 50,798 151,473 500,000 185,172 4,747,609 $ 9,302 $ 1,301,151 $ 146,190 546,004 531,452 32,091 62,242 399,775 219,775 3,247,982 $ - $ 6,981,881 $ 165,600 570,500 454,785 40,000 95,000 499,050 (350,027) 517,144 8,973,933 $ $ $ $ 1,006,330 $ 35,524 $ 1,041,854 $ 440,000 $ - $ 440,000 $ 440,000 $ - $ 440,000 $ 274,088 $ - $ 363,188 $ - $ - $ - $ ALL EXPENDITURES $ 38,183,477 $ 42,317,971 $ 41,869,808 $ 37,432,757 $ 45,184,280 $ (3,314,472) -7.9% TOTAL USES $ 38,183,477 $ 42,317,971 $ 41,869,808 $ 37,432,757 $ 45,184,280 $ (3,314,472) -7.9% 346 12,000 100.0% (4,470,363) -178.0% 0.0% 14,936 2.6% 130,827 22.3% 10,798 21.3% 56,473 37.3% 950 0.2% 350,027 N/A (331,972) -179.3% (4,226,324) -89.0% 440,000 440,000 100.0% N/A 100.0% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 11,264,484 $ 11,264,484 $ 11,557,600 $ 11,557,600 $ 11,557,600 $ 11,557,600 $ 8,230,757 $ 8,230,757 $ 8,250,000 $ 8,250,000 $ (3,307,600) (3,307,600) -28.6% -28.6% $ $ 1,168,195 $ 1,168,195 $ 1,834,948 $ 1,834,948 $ 1,834,948 $ 1,834,948 $ 1,542,190 $ 1,542,190 $ 1,389,716 $ 1,389,716 $ (445,232) (445,232) -24.3% -24.3% $ $ 1,678,853 $ 1,678,853 $ 1,584,000 $ 1,584,000 $ 1,584,000 $ 1,584,000 $ 1,329,037 $ 1,329,037 $ 1,335,000 $ 1,335,000 $ (249,000) (249,000) -15.7% -15.7% $ $ 1,199,475 $ 1,199,475 $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 1,020,000 $ 1,020,000 $ 1,000,000 $ 1,000,000 $ (100,000) (100,000) -9.1% -9.1% $ $ 2,408,082 $ 2,408,082 $ 2,633,772 $ 2,633,772 $ 1,941,713 $ 1,941,713 $ 2,308,016 $ 2,308,016 $ 2,345,688 $ 2,345,688 $ 403,975 403,975 20.8% 20.8% $ $ 101,098 $ 101,098 $ 91,000 $ 91,000 $ 91,000 $ 91,000 $ 79,206 $ 79,206 $ 89,000 $ 89,000 $ (2,000) (2,000) -2.2% -2.2% $ $ 8,485 $ 8,485 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 3,930 $ 3,930 $ 5,000 $ 5,000 $ (3,000) (3,000) -37.5% -37.5% $ $ 3,696,838 $ 3,696,838 $ 3,598,000 $ 3,598,000 $ 3,598,000 $ 3,598,000 $ 3,022,432 $ 3,022,432 $ 3,000,000 $ 3,000,000 $ (598,000) (598,000) -16.6% -16.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 21,525,510 $ 21,525,510 $ FY 2011 ACTUAL 22,407,320 $ 22,407,320 $ FY 2012 ADOPTED 21,715,261 $ 21,715,261 $ FY 2012 REVISED 17,535,568 $ 17,535,568 $ FY 2012 FORECAST 17,414,404 $ 17,414,404 $ FY 2013 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 FUND TOTAL USES $ 29,560,065 $ 29,560,065 $ 30,516,351 $ 45,000 30,561,351 $ 30,362,382 $ 45,000 30,407,382 $ 28,670,600 $ 12,161 28,682,761 $ 29,638,876 $ 2,500,000 32,138,876 $ $ FUND TOTAL USES $ 1,171,100 $ 1,171,100 $ 1,834,948 $ 1,834,948 $ 1,834,948 $ 1,834,948 $ 1,542,190 $ 1,542,190 $ 1,389,716 $ 1,389,716 $ 445,232 445,232 24.3% 24.3% $ 1,050,515 $ 18,389 1,068,904 $ 1,584,000 $ 725,000 2,309,000 $ 1,584,000 $ 725,000 2,309,000 $ 1,329,037 $ 150,000 1,479,037 $ 1,335,000 $ 1,000,000 2,335,000 $ 249,000 (275,000) (26,000) 15.7% -37.9% -1.1% 336,448 $ 90,900 427,348 $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 1,100,000 $ 505,579 $ 505,579 $ 1,000,000 $ 100,000 1,100,000 $ 100,000 (100,000) - 9.1% N/A 0.0% FUND TOTAL USES $ 2,260,916 $ 2,260,916 $ 2,633,772 $ 2,633,772 $ 1,941,713 $ 397,865 2,339,578 $ 2,254,497 $ 2,254,497 $ 2,345,688 $ 2,345,688 $ (403,975) 397,865 (6,110) -20.8% 100.0% -0.3% $ FUND TOTAL USES $ - $ - $ 45,900 $ 45,900 $ 45,900 $ 45,900 $ 30,771 $ 30,771 $ 100,000 $ 100,000 $ $ FUND TOTAL USES $ 42,552 $ 42,552 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 46,112 $ 46,112 $ 75,000 $ 75,000 $ $ FUND TOTAL USES $ 2,620,910 $ 1,031,682 3,652,592 $ 3,598,000 $ 160,000 3,758,000 $ 3,598,000 $ 160,000 3,758,000 $ 2,891,810 $ 2,891,810 $ 3,000,000 $ 2,700,000 5,700,000 $ 598,000 16.6% (2,540,000) ####### (1,942,000) -51.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 36,999,954 $ 1,183,523 $ 38,183,477 $ 41,267,071 $ 1,050,900 $ 42,317,971 $ 40,421,043 $ 1,448,765 $ 41,869,808 $ 37,193,713 $ 239,044 $ 37,432,757 $ 38,709,280 $ 6,475,000 $ 45,184,280 $ 1,711,763 4.2% (5,026,235) -346.9% (3,314,472) -7.9% 216 CLERK OF THE COURT GRANTS OPERATING 205 COURT DOCUMENT RETRIEVAL OPERATING NON-RECURRING $ (4,300,857) -19.8% (4,300,857) -19.8% REVISED VS ADOPTED VAR % 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 NON-RECURRING 274 CLERK OF THE COURT EDMS OPERATING NON-RECURRING $ 347 723,506 2.4% (2,455,000) ####### (1,731,494) -5.7% (54,100) -117.9% (54,100) -117.9% - 0.0% 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL COURT CLERK FIDUCIARY SERVICES COURT CLERK FIDUCIARY COURT ORDERED DISBURSEMENT COURT ORDERED FIN RECORDS COURT ORDERED RECEIVABLES PROGRAM TOTAL COURT RECORDS APPELLATE RECORDS CASE ESTABLISHMENT DISPOSITION REPORT DISTRIBUTION EFILED DOCUMENT EXHIBIT CUSTODY JUVENILE SUBSEQUENT DOCUMENT MEMORIALIZE COURT PROCEEDINGS SCANNED DOCUMENT 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 IMAGED DOCUMENT PUBLIC REGISTRATIONS PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 36.80 2.00 8.00 1.00 48.80 .90 38.80 1.55 8.00 1.55 50.80 .90 41.00 1.55 9.00 1.55 54.00 .90 41.80 1.55 9.00 1.55 54.80 .90 40.80 1.55 8.00 1.55 52.80 (.20) (1.00) (1.20) 0.0% (0.5%) 0.0% (11.1%) 0.0% (2.2%) 3.00 7.60 39.15 8.40 58.15 3.25 3.95 41.90 4.55 53.65 3.15 3.85 42.25 5.65 54.90 3.15 3.85 42.25 5.65 54.90 3.25 4.45 42.65 5.55 55.90 .10 .60 .40 (.10) 1.00 3.2% 15.6% 0.9% (1.8%) 1.8% 10.55 65.85 5.05 9.45 14.00 7.80 240.50 121.80 475.00 10.70 67.70 6.20 9.00 15.70 7.50 234.55 118.25 469.60 8.70 68.30 5.20 9.50 .00 14.70 7.70 229.25 119.40 462.75 8.70 68.50 5.20 9.50 14.70 7.70 234.25 120.40 468.95 8.70 66.80 5.20 7.60 15.50 14.70 7.70 231.25 102.20 459.65 (1.50) (1.90) 15.50 2.00 (17.20) (3.10) 0.0% (2.2%) 0.0% (20.0%) N/A 0.0% 0.0% 0.9% (14.4%) (0.7%) 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 22.50 6.25 6.50 2.25 37.50 21.50 6.25 6.50 2.25 36.50 (1.00) (1.00) (4.4%) 0.0% 0.0% 0.0% (2.7%) 24.95 16.50 19.10 60.55 680.00 25.20 17.45 19.80 62.45 674.00 22.80 18.05 .00 19.00 59.85 669.00 22.80 18.05 19.00 59.85 676.00 25.15 12.40 8.85 19.75 66.15 671.00 2.35 (5.65) 8.85 .75 6.30 2.00 10.3% (31.3%) N/A 3.9% 10.5% 0.3% 348 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Market Range Title MARKET RANGE TITLE 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 Deputy Director - Clerk of the Court Elected Executive Assistant - Elected Official Finance Manager Finance Manager - Large Finance/Business Analyst Financial Supervisor - Dept General Laborer Help Desk Coordinator Human Resources Analyst Human Resources Manager Human Resources Specialist Human Resources Supervisor IS Architect 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 Management Assistant 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 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 3.00 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 4.00 19.00 3.00 3.00 2.00 2.00 3.00 16.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 5.00 5.00 4.00 2.00 2.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 218.50 214.50 210.50 214.50 213.50 17.00 16.00 17.00 16.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 9.00 9.00 9.00 9.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 2.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 2.00 3.00 3.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 7.00 7.00 7.00 290.00 287.00 285.00 286.00 286.00 23.00 23.00 23.00 23.00 23.00 21.00 21.00 20.00 20.00 20.00 11.00 10.00 10.00 10.00 3.00 2.00 3.00 3.00 3.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.50 6.50 6.50 6.50 6.50 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 5.00 5.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 349 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% N/A 1.00 50.0% N/A 0.0% 0.0% 0.0% 0.0% (1.00) (20.0%) 1.00 100.0% 0.0% 3.00 1.4% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 1.00 N/A (1.00) (100.0%) 0.0% N/A 0.0% 0.0% (1.00) (33.3%) 0.0% 0.0% N/A 0.0% 0.0% (1.00) (33.3%) 0.0% 0.0% 0.0% 0.0% 1.00 0.4% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% N/A 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Market Range Title (con’t) MARKET RANGE TITLE 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 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 680.00 674.00 669.00 676.00 671.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 0.3% Staffing by Fund FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 FUND ADOPTED ADOPTED REVISED FORECAST ADOPTED 100 GENERAL 556.00 548.00 543.00 549.00 545.00 205 COURT DOCUMENT RETRIEVAL 25.00 27.00 27.00 27.00 27.00 208 JUDICIAL ENHANCEMENT 2.00 2.00 2.00 2.00 2.00 216 CLERK OF THE COURT GRANTS 5.00 5.00 4.00 5.00 4.00 218 CLERK OF COURT FILL THE GAP 47.00 47.00 47.00 47.00 47.00 274 CLERK OF THE COURT EDMS 45.00 45.00 46.00 46.00 46.00 Department Total 680.00 674.00 669.00 676.00 671.00 REVISED TO ADOPTED VARIANCE VAR % 2.00 0.4% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 0.3% Significant Variance Analysis Overall, the department eliminated 11.0 vacant FTE’s. The department inactivated 2.0 Temporary positions and 2.0 FTE’s to right size the budget due to declining revenue while an additional 7.0 FTE’s are eliminated as a result of changes in operational needs of the department. General Adjustments Target Adjustments: General Fund (100) • Decrease expenditure budget by $96,832 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Court Document Retrieval Fund (205) • Decrease expenditure budget by $4,146 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Judicial Enhancement Fund (208) • Decrease expenditure budget by $809 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Clerk of the Court Grants Fund (216) • Decrease expenditure budget by $863 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Clerk of the Court Fill the Gap Fund (218) • Decrease expenditure budget by $7,289 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase revenues and expenditures by $692,059 based on FY 2012 Court Fill-the-Gap Plan. Electronic Document Management System Fund (274) • Decrease expenditure budget by $7,747 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. 350 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Base Adjustments: General Fund (100) • Increase Regular Benefits by $198,193 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Reduce filing fee revenue by $3,307,600 based on FY 2012 Forecast. • Reduce Personal Services by $145,143 due to the elimination of 2.0 Regular FTE’s and 2.0 Temporary FTE’s. • Reduce Services by $141,515 based on FY 2012 Forecast. • Reduce Internal Service Charges by $128,942 based on FY 2013 charges. • Reduce Services-Allocation Out by $350,027 as a result of changes in the allocation to special revenue funds. • Reduce Services-Allocation In by $22,472 based State Risk Management Charges for FY 2013. General Fund (100) (continued) • Reduce Capital Equipment by $400,000 based on shift of expenditures to Non Recurring. • Increase Other Benefits and Internal Services Charges by $63,288 for the impact of the changes in Risk Management charges. • Increase expenditure budget by $2,500,000 for the Restitution, Fines, and Reimbursement (RFR) System project. Court Document Retrieval Fund (205) • Increase Regular Benefits by $8,570 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Reduce filing fee revenue by $249,000 based on FY 2012 Forecast. • Increase Personal Services by $7,355 to fully fund all positions. • Reduce General Supplies by $525 based on FY 2012 Forecast. • Reduce Other Services by $283,250 based on FY 2012 Forecast. • Increase Postage/Freight/Shipping by $1,000 based on FY 2012 Forecast. • Increase Services-Allocation In by $26,870 based on FY 2013 charges for Telecom and Internal Service Charges. • Increase expenditure budget by $275,000 for the EDMS project. Judicial Enhancement Fund (208) • Increase Regular Benefits by $1,674 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Reduce filing fee revenue by $100,000 based on FY 2012 Forecast. • Increase in Personal Services of $1,223 to fully fund all positions. • Reduce expenditures in General Supplies and Non-Capital Equipment by $152,478 based on FY 2012 Forecast. • Increase Other Services and Repairs and Maintenance by $63,693 for structural balance. • Reduce Education and Training by $17,173 based on FY 2012 Forecast. • Increase Services-Allocation In by $5,422 based on FY 2013 charges for Telecom and Internal Service Charges. • Increase expenditure budget by $100,000 for the custom Queue Management Project. Clerk of the Court Grants Fund (216) • Increase Regular Benefits by $1,499 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Reduce Personnel Savings by $636 based on FY 2012 Forecast. • Reduce grant revenue and expenditures by $445,232 based on expected grant awards in FY 2013. Clerk of the Court Fill the Gap Fund (218) 351 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court • Increase Regular Benefits by $14,852 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase Intergovernmental Charges for Service by $20,200 based on charges in FY 2013. • Reduce Other Charges for Service by $308,284 based on charges in FY 2013. • Reduce Personal Services by $21,976 based on FY 2012 Forecast. • Reduce General Supplies by $36,956 for structural balance. • Reduce Other Services by $262,421 for structural balance. • Increase Services-Allocation In by $48,121 based on FY 2013 charges for Telecom and Internal Service Charges. Child Support Enhancement Fund (270) • Increase service revenue by $2,000 based on FY 2012 Forecast. • Increase expenditure budget by $100,000. Victim Location Fund (273) • Reduce Interest Earning revenue by $3,000 based on FY 2012 Forecast. • Increase expenditure budget by $75,000. Electronic Document Management Fund (274) • Increase Regular Benefits by $16,354 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Reduce filing fee revenue by $598,000 based on FY 2012 Forecast. • Increase Personal Services by $145,811 to fully fund all positions. • Reduce General Supplies and Non-Capital Equipment by $107,790 based on FY 2012 Forecast. • Reduce Other Services and Repairs and Maintenance by $687,201 for structural balance. • Increase Services-Allocation In by $51,180 based on FY 2013 charges for Telecom and Internal Service Charges. 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. 352 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Program Results Measure Description Percent of records on appeal transmitted to an Appellate Court per mandated timeframes Percent of Adult records on appeal transmitted to an Appellate Court per mandated timeframes Percent of Juvenile records on appeal transmitted to an Appellate Court per mandated timeframe, 20 days from the filing date of the Notice of Appeal Percent of new cases established within stated timeframes Percent of Adult cases established within stated timeframes Percent of Juvenile cases established within stated timeframes Percent of minute entries created within three days from date of hearing to date of creation FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 99.8% FY 2013 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% 100.0% 98.8% 100.0% 0.0% 0.0% 99.6% 99.0% 99.7% 99.6% 0.7% 0.7% 99.6% 98.9% 100.0% 99.6% 0.8% 0.8% 99.8% 100.0% 98.0% 99.7% -0.2% -0.2% 96.4% 96.8% 96.4% 96.6% -0.2% -0.2% Percent of Adult minute entries created within three days from date of hearing to date of creation Percent of Juvenile minute entries created within three days from date of hearing to date of creation Percent of accurate Adult minute entries in a statistical sample of completed minute entries 98.6% 98.3% 98.1% 98.1% -0.2% -0.2% 80.8% 86.5% 84.1% 86.1% -0.4% -0.4% 99.8% 99.8% 99.9% 99.8% 0.1% 0.1% Percent of accurate Juvenile minute entries in a statistical sample of completed minute entries Percent of received court created documents that were distributed by the next business day after receiving the documents for distribution 99.6% 99.5% 99.8% 99.8% 0.2% 0.2% 100.0% 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% 99.8% 100.0% 99.0% 98.6% -1.4% -1.4% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of received Adult court created documents distributed by the next business day after receipt of the documents for distribution Percent of received Juvenile court created documents distributed by the next business day after receipt of the documents for distribution Percent of needed Disposition Reports / Abstracts prepared that are transmitted within established timeframes Percent of Adult sentencings resulting in a Disposition Report that have the Disposition Report transmitted within 40 days of sentencing Percent of Adult sentencings resulting in an Abstract that have the Abstract transmitted within ten days of sentencing 353 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Program Results (Continued) Percent 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 Percent of exhibits received for intake that are available for access within established timeframes Percent of Adult exhibits received for intake that are available for access within one business day of receipt for storage Percent of Juvenile exhibits received for intake that are available for access within three business days of receipt for storage Percent of Juvenile subsequent documents docketed within established timeframes Percent of eFiled documents available to all authorized customers within two business hours Percent of eFiled documents reviewed within one business hour after being submitted 95.0% 100.0% 65.9% 56.7% -43.3% -43.3% 99.6% 99.8% 98.8% 99.3% -0.5% -0.6% 99.6% 99.9% 99.0% 99.3% -0.6% -0.6% 99.5% 99.6% 97.5% 99.1% -0.5% -0.5% 99.9% 99.9% 93.7% 98.8% -1.2% -1.2% N/A N/A N/A 52.8% N/A N/A N/A N/A N/A 43.6% N/A N/A Percent of eFiled documents docketed within one business hour of Acceptance Percent of properly linked eFiled documents Percent of scanned and docketed documents available to all authorized customers by 5:00PM two business days after being filed in paper format Percent of filed paper documents scanned by 5:00PM the business day after being filed Percent of scanned documents docketed by 5:00PM the business day after being scanned N/A N/A N/A 36.0% N/A N/A N/A N/A N/A N/A N/A N/A 99.9% 60.0% N/A N/A N/A N/A N/A N/A N/A 70.0% N/A N/A N/A N/A N/A 50.0% N/A N/A N/A N/A N/A 99.9% N/A N/A Percent of Scanned documents meeting Quality Control standards Activities that comprise this program include: Appellate • Case Establishment • Disposition Report • Distribution • • • • • 354 Efiled Document Exhibits Custody Juvenile Subsequent Document Memorialize Court Proceedings Scanned Document Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. Measure Type Result Measure Description Percent of records on appeal transmitted to an Appellate Court per mandated timeframes FY 2011 ACTUAL 100.0% Result Percent of Adult records on appeal transmitted to an Appellate Court per mandated timeframes Percent of Juvenile records on appeal transmitted to an Appellate Court per mandated timeframe, 20 days from the filing date of the Notice of Appeal Number of records transmitted to an Appellate Court Number of Adult records transmitted to an Appellate Court Number of Juvenile records transmitted to an Appellate Court Number of records to be transmitted to an Appellate Court Cost per record transmitted to an Appellate Court 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 98.8% 100.0% 0.0% 0.0% 1,552 1,687 1,485 1,615 (72) -4.3% 1,339 1,452 1,232 1,340 (112) -7.7% 213 234 253 277 43 18.4% 1,648 1,693 1,532 1,717 24 1.4% Result Output Output Output Demand Efficiency FY 2012 FY 2012 REVISED FORECAST 100.0% 99.8% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 295.86 $ 270.89 $ 321.27 $ 281.68 $ (10.80) -4.0% $ 409,520 49,659 459,179 $ 409,817 47,168 456,985 $ 429,674 47,412 477,086 $ 407,598 47,320 454,918 $ 2,219 (152) 2,067 0.5% -0.3% 0.5% Expenditure 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ $ $ $ $ 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). 355 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Revenue Measure Description Percent of new cases established within stated timeframes Percent of Adult cases established within stated timeframes Percent of Juvenile cases established within stated timeframes Number of new cases established Number of Adult cases established Number of Juvenile cases established Number of new cases to be established Cost per new case established FY 2011 ACTUAL 99.6% FY 2012 FY 2012 REVISED FORECAST 99.0% 99.7% FY 2013 ADOPTED 99.6% REV VS ADOPTED VAR % 0.7% 0.7% 99.6% 98.9% 100.0% 99.6% 0.8% 0.8% 99.8% 100.0% 98.0% 99.7% (0.2%) -0.2% -20.6% -22.4% -2.2% -21.2% -39.2% $ 178,655 161,301 17,354 179,975 17.40 100 - GENERAL TOTAL SOURCES $ $ 458,979 458,979 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,568,311 457,619 82,483 $ 3,108,413 $ 197,606 180,078 17,530 199,590 14.85 $ $ 456,000 456,000 $ 144,749 129,110 15,639 145,206 20.46 $ $ 376,599 376,599 $ 156,926 139,779 17,147 157,306 20.67 $ (40,680) (40,299) (383) (42,284) (5.82) $ $ 240,000 240,000 $ $ (216,000) (216,000) -47.4% -47.4% $ 2,540,270 178,284 444,423 80,757 $ 3,243,734 $ (337,927) 47,304 (4,929) (14,122) (309,674) -15.3% 21.0% -1.1% -21.2% -10.6% Expenditure $ 2,202,343 225,588 439,494 66,635 $ 2,934,060 $ 2,376,676 93,995 424,352 67,254 $ 2,962,277 $ Activity Narrative: The number of adult cases is expected to decrease (as compared to FY 2012 Revised) due to a decline in foreclosures and mortgage litigation attributed to economic improvement in the County. Additionally, a decline in new criminal case filings may be attributed to changes within the County Attorney’s Office. 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. 356 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of needed Disposition Reports / 99.8% 100.0% 99.0% 98.6% (1.4%) -1.4% Abstracts prepared that are transmitted within established timeframes Percent 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 Percent of Adult sentencings resulting in an 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Abstract that have the Abstract transmitted within ten days of sentencing Percent of Juvenile disposition minute entries 95.0% 100.0% 65.9% 56.7% (43.3%) -43.3% resulting in an Abstract that have the Abstract transmitted within ten days from the date of the disposition minute entry Number of Disposition Reports / Abstracts 53,751 53,265 47,359 50,496 (2,769) -5.2% transmitted Number of Disposition Reports transmitted 46,891 46,992 42,920 45,405 (1,587) -3.4% Number of Adult Abstracts transmitted 4,750 4,018 3,097 3,462 (556) -13.8% Number of Juvenile Abstracts transmitted 2,110 2,254 1,342 1,629 (625) -27.7% Number of Disposition Reports / Abstracts to 64,667 62,290 57,504 63,191 901 1.4% be transmitted Cost per Disposition Report / Abstract $ 4.01 $ 5.00 $ 5.34 $ 5.04 $ (0.04) -0.8% transmitted Expenditure 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS $ 207,615 7,839 - $ 250,110 16,379 $ 234,083 2,326 16,263 $ 253,093 1,476 - $ (2,983) (1,476) 16,379 -1.2% N/A N/A 100.0% Activity Narrative: All sentencings require a disposition report or abstract. The increase in output and demand from FY 2012 Forecast is attributed to an expected increase in sentencings, therefore increasing the number of disposition reports and abstracts transmitted. 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. 357 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of received court created documents that were distributed by the next business day after receiving the documents for distribution FY 2011 ACTUAL 100.0% Result Percent of received Adult court created documents distributed by the next business day after receipt of the documents for distribution Percent of received Juvenile court created documents distributed by the next business day after receipt of the documents for distribution Number of court created documents distributed Number of Adult court created documents distributed Number of Juvenile court created documents distributed Number of court created documents received for distribution Cost per court created document distributed N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% Result Output Output Output Demand Efficiency Expenditure 100 - GENERAL 216 - CLERK OF THE COURT GRANTS TOTAL USES FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 677,043 FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 681,338 661,900 649,030 (32,308) -4.7% N/A 564,805 551,749 536,625 (28,180) -5.0% N/A 116,534 110,152 112,408 (4,126) -3.5% 681,338 661,900 649,030 (32,308) -4.7% 677,104 $ 1.24 $ 1.17 $ 1.07 $ 1.20 $ (0.03) -2.7% $ 841,703 841,703 $ 767,831 30,768 798,599 $ 694,763 12,820 707,583 $ 769,403 11,856 781,259 $ (1,572) 18,912 17,340 -0.2% 61.5% 2.2% $ $ $ $ $ Activity Narrative: The decline in output and demand in FY 2012 Forecast is due to the elimination of certain minute entries by staff as more agencies converted to electronic distribution. In FY 2013, the department anticipates and increase in output and demand due to an increase in case filings. Efiled Document Activity The purpose of the Efiled Document Activity is to provide eFiled court documents to judicial officers, court personnel and eFiling parties so they can access accurate eFiled court records within two business hours of a document being eFiled. 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. 358 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Output Output Output Demand Demand Efficiency Revenue Measure Description Percent of eFiled documents available to all authorized customers within two business hours Percent of eFiled documents reviewed within one business hour after being submitted Percent of eFiled documents docketed within one business hour of Acceptance Percent of properly linked eFiled documents Number of eFiled documents available to all authorized customers Number of reviewed eFiled documents Number of docketed eFiled documents Number of eFilded documents to be docketed FY 2011 ACTUAL N/A Number of eFiled documents submitted for review Cost per eFiled document FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 52.8% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 43.6% N/A N/A N/A N/A N/A 36.0% N/A N/A N/A N/A N/A N/A N/A N/A 99.9% 342,322 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 401,866 206,619 373,870 N/A N/A N/A N/A N/A N/A N/A N/A N/A 411,634 N/A N/A N/A N/A N/A $ 2.37 N/A N/A 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ $ - $ $ - $ $ - $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 N/A N/A 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ - $ - $ - $ $ N/A N/A N/A N/A Expenditure $ $ $ $ 324,293 84,955 401,941 811,189 $ (324,293) (84,955) (401,941) (811,189) Activity Narrative: This is a new activity; therefore, there is no historical data. 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 Percent of exhibits received for intake that are available for access within established timeframes Percent of Adult exhibits received for intake that are available for access within one business day of receipt for storage Percent of Juvenile exhibits received for intake that are available for access within three business days of receipt for storage Number of exhibits processed for intake Number of Adult exhibits processed for intake Number of Juvenile exhibits processed for intake Number 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 2011 ACTUAL 99.6% $ $ $ FY 2012 FY 2012 REVISED FORECAST 99.8% 98.8% FY 2013 ADOPTED 99.3% REV VS ADOPTED VAR % (0.5%) -0.6% 99.6% 99.9% 99.0% 99.3% (0.6%) -0.6% 99.5% 99.6% 97.5% 99.1% (0.5%) -0.5% 119,039 103,296 126,261 112,706 104,840 91,192 118,397 105,110 (7,864) (7,596) -6.2% -6.7% 15,743 13,557 13,648 13,287 (270) -2.0% (7,680) (0.57) -6.1% -10.7% (109,762) 80,000 4,280 (25,482) -21.6% 100.0% 5.1% -3.8% 119,503 5.51 587,656 68,024 655,680 $ $ $ 359 126,346 5.33 508,997 80,000 83,774 672,771 $ $ $ 104,791 5.99 554,409 73,278 627,687 $ $ $ 118,666 5.90 618,759 79,494 698,253 $ $ $ Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: Comparing FY 2012 Forecast to FY 2013 Adopted, output and demand are anticipated to increase as case filings increase. 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 Percent of Juvenile subsequent documents docketed within established timeframes Number of Juvenile subsequent documents docketed Number of Juvenile subsequent documents to be docketed Cost per Juvenile subsequent document docketed FY 2011 ACTUAL 99.9% FY 2012 FY 2012 REVISED FORECAST 99.9% 93.7% FY 2013 ADOPTED 98.8% 238,945 235,574 210,655 231,879 242,003 238,651 216,145 238,664 REV VS ADOPTED VAR % (1.2%) -1.2% (3,695) 13 -1.6% 0.0% $ 1.54 $ 1.50 $ 1.69 $ 1.56 $ (0.05) -3.4% $ $ 367,401 367,401 $ $ 354,317 354,317 $ $ 355,604 355,604 $ $ 360,623 360,623 $ $ (6,306) (6,306) -1.8% -1.8% Expenditure 100 - GENERAL TOTAL USES 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. 360 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of minute entries created within three days from date of hearing to date of creation FY 2011 ACTUAL 96.4% Result Percent of Adult minute entries created within three days from date of hearing to date of creation Percent of Juvenile minute entries created within three days from date of hearing to date of creation Percent of accurate Adult minute entries in a statistical sample of completed minute entries 98.6% 98.3% 98.1% 98.1% (0.2%) -0.2% 80.8% 86.5% 84.1% 86.1% (0.4%) -0.4% 99.8% 99.8% 99.9% 99.8% 0.1% 0.1% Percent of accurate Juvenile minute entries in a statistical sample of completed minute entries Number of minute entries created Number of Adult minute entries created Number of Juvenile minute entries created Number of Adult minute entries in a statistical sample of completed minute entries 99.6% 99.5% 99.8% 99.8% 0.2% 0.2% Result Result Result Output Output Output Output FY 2012 FY 2012 REVISED FORECAST 96.8% 96.4% FY 2013 ADOPTED 96.6% REV VS ADOPTED VAR % (0.2%) -0.2% 598,641 523,374 75,267 523,374 570,732 498,528 72,205 498,528 569,084 496,765 72,319 496,765 608,489 531,785 76,704 531,785 37,757 33,257 4,499 33,257 6.6% 6.7% 6.2% 6.7% 75,267 72,205 72,319 76,704 4,499 6.2% 37,757 0.30 6.6% 1.5% Output Number of Juvenile minute entries in a statistical sample of completed minute entries Demand Efficiency Revenue Number of minute entries to be created Cost per minute entry created $ 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT TOTAL SOURCES $ 1,246,129 970,404 2,408,075 95,475 $ 4,720,083 289,900 884,000 1,941,713 91,000 $ 3,206,613 219,777 832,295 2,308,044 77,661 $ 3,437,777 272,628 784,000 2,345,688 89,000 $ 3,491,316 $ 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ 9,926,768 1,170,364 1,209,521 $ 12,306,653 $ 9,711,656 501,409 984,012 $ 11,197,077 $ 9,936,472 910,197 1,231,633 $ 12,078,302 $ 10,132,587 396,610 1,228,968 $ 11,758,165 $ 598,641 20.56 $ 570,732 19.62 $ $ 569,084 21.22 $ $ 608,489 19.32 $ $ $ (17,272) (100,000) 403,975 (2,000) 284,703 -6.0% -11.3% 20.8% -2.2% 8.9% (420,931) 104,799 (244,956) (561,088) -4.3% 20.9% -24.9% -5.0% Expenditure $ Activity Narrative: The forecasted increase in output and demand in FY 2013 is related to the anticipated increase in dependency case filings and the Special Warrants Project. Scanned Document Activity The purpose of the Scanned Document Activity is to provide scanned court documents to judicial officers, court personnel and parties so they can access accurate scanned court documents by 5:00PM two business days after being filed in paper format. Mandates: Supreme Court Administrative Order 2006-96 authorizes a pilot program in Maricopa County to dispose of paper case file records after replacement with electronic images and designating the electronic image as the original record. Later rescinded and replaced with ACJA §1-507(E) under which a court may request authorization from the AOC to rely on electronic images of court records in lieu of paper case records. 361 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Output Output Output Demand Demand Efficiency Revenue Measure Description Percent of scanned and docketed documents available to all authorized customers by 5:00PM two business days after being filed in paper format Percent of filed paper documents scanned by 5:00PM the business day after being filed Percent of scanned documents docketed by 5:00PM the business day after being scanned Percent of Scanned documents meeting Quality Control standards Number of documents both scanned and docketed Number of documents scanned Number of scanned documents docketed Number of documents to be scanned Number of Scanned documents to be docketed Cost per scanned and docketed document FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 60.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 70.0% N/A N/A N/A N/A N/A 50.0% N/A N/A N/A N/A N/A 99.9% N/A N/A N/A N/A N/A 2,435,820 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 2,435,820 1,948,655 2,435,820 1,948,655 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A $ 1.87 N/A N/A -15.7% -100.0% -74.2% 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ 1,667,448 3,671,857 $ 5,339,305 $ 1,584,000 3,598,000 $ 5,182,000 $ 1,324,624 3,014,824 $ 4,339,448 $ 1,335,000 $ 1,335,000 $ (249,000) (3,598,000) $ (3,847,000) 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,674,847 591,495 467,985 1,315,011 $ 5,049,338 $ 2,279,743 416,036 621,205 509,230 1,576,708 $ 5,402,922 $ 2,613,241 173,346 552,550 474,889 1,297,166 $ 5,111,192 $ 2,340,996 184,512 500,240 403,481 1,122,796 $ 4,552,025 $ Expenditure Activity Narrative: This is a new activity; therefore, there is no historical data. 362 $ (61,253) 231,524 120,965 105,749 453,912 850,897 -2.7% 55.6% 19.5% 20.8% 28.8% 15.7% Maricopa County Annual Business Strategies FY 2013 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 Percent of payments posted within established timeframes Percent of checks issued within established timeframes Percent of restitution checks issued within established timeframes Percent of bond checks issued within established timeframes Percent of reconciliations completed within established timeframes Percent of financial records available within established timeframes Percent of accurate Billing financial records in a statistical sample of deferral orders Percent of accurate Trust financial records in a statistical sample of trust orders Percent of accurate Criminal Obligation financial records in a statistical sample of criminal obligation orders Percent of Billing financial records available within one business day of receiving the financial order Percent of Trust financial records available within two business days Percent of Support Orders financial records available within established timeframes Percent of Criminal Obligation financial records available within thirty days from the docketed date Percent of Juvenile financial records available within 30 days from the filing date Percent of Support Orders financial record inquiry resolutions completed within two business days Percent of Criminal Obligation financial record inquiry resolutions completed within two business days Percent of Support Orders financial reports available within established timeframes FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 95.9% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 95.1% 100.0% 0.0% 0.0% 100.0% 100.0% 94.9% 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% 95.5% 96.7% 99.9% 99.8% 3.2% 3.3% 99.2% 99.0% 97.1% 95.7% -3.3% -3.3% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.9% 98.9% 99.0% 98.7% -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% 93.6% 95.2% 100.0% 100.0% 4.8% 5.0% 98.3% 99.2% 96.9% 96.3% -2.9% -2.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 99.9% 100.0% 100.0% 0.1% 0.1% 94.0% 97.4% 93.5% 93.5% -3.9% -4.0% Activities that comprise this program include: Court Ordered Disbursement • Court Ordered Financial Records • • • 363 Court Ordered Receivables Fiduciary Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 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 Percent of checks issued within established timeframes Percent of restitution checks issued within established timeframes Percent of bond checks issued within established timeframes Number of checks issued Number of restitution checks issued Number of bond checks issued Number of checks to be issued Cost per check issued 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL 273 - VICTIM LOCATION TOTAL USES FY 2011 ACTUAL 100.0% $ $ $ FY 2012 FY 2012 REVISED FORECAST 100.0% 95.1% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 94.9% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 76,927 73,147 3,780 86,970 4.20 79,111 75,198 3,912 86,310 3.54 76,638 73,239 3,399 81,006 3.58 90,577 86,320 4,255 95,233 3.30 280,252 42,552 322,804 $ $ $ 205,057 75,000 280,057 $ $ $ 221,729 6,473 46,112 274,314 $ $ $ 223,567 75,000 298,567 $ $ $ 11,466 11,122 343 8,923 0.24 14.5% 14.8% 8.8% 10.3% 6.9% (18,510) (18,510) -9.0% N/A 0.0% -6.6% Activity Narrative: In FY 2013, an increase in demand and output is expected due to the Clerk of the Superior Court partnering with the County Attorney’s Office to create the Victim Location Project. This project allows the department to use resources from the County Attorney’s Office to locate addresses of victims that are owed restitution checks. Court Ordered Financial Records Activity The purpose of the Court Ordered Financial Records activity is to provide financial obligation records to crime victims, litigants, government entities and Clerk's Office work units so they can have timely access to accurate financial information. Mandates: A.R.S. §25-502 mandates the processes and procedures for the Clerk in regards to the transfer of paternal support cases to or from another county. A.R.S. §25-503 mandates that the court receive surety of payment of child support in the event that previous efforts to collect have not been successful, and also sets forth other requirements for the payment of child support and the conditions of payment that the court must verify under special circumstances. A.R.S.§25-504 mandates that the Clerk issue ex parte orders of assignment upon request and sets forth the procedures, requirements, conditions of appeal, and conditions of repeal. A.R.S. §25-505 mandates that the Clerk transfer all receipts of withholdings pursuant to an order of assignment to the support payment clearinghouse. A.R.S. §25-510 mandates the time frames and fees associated with the duties of the Clerk in depositing any support payments with the support payment clearinghouse. A.R.S §25-510 mandates that the Clerk shall use electronically-accessed data provided by the Arizona Department of Economic Security to provide payment histories to all litigants, attorneys and interested persons and the court, and shall load new orders, modify order amounts, respond to payment inquiries, research payment related issues, release payments pursuant to court orders, and update demographic and new employer 364 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. 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 FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of financial records available within 95.5% 96.7% 99.9% 99.8% 3.2% 3.3% established timeframes Percent of accurate Billing financial records in 99.2% 99.0% 97.1% 95.7% (3.3%) -3.3% a statistical sample of deferral orders Percent of accurate Trust financial records in a 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% statistical sample of trust orders Percent of accurate Criminal Obligation 98.9% 98.9% 99.0% 98.7% (0.2%) -0.2% financial records in a statistical sample of criminal obligation orders Percent of Billing financial records available 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% within one business day of receiving the financial order Percent of Trust financial records available 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% within two business days Percent of Support Orders financial records 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% available within established timeframes Percent of Criminal Obligation financial 93.6% 95.2% 100.0% 100.0% 4.8% 5.0% records available within thirty days from the docketed date Percent of Juvenile financial records available 98.3% 99.2% 96.9% 96.3% (2.9%) -2.9% within 30 days from the filing date Percent of Support Orders financial record 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% inquiry resolutions completed within two business days Percent of Criminal Obligation financial record 100.0% 99.9% 100.0% 100.0% 0.1% 0.1% inquiry resolutions completed within two business days Percent of Support Orders financial reports 94.0% 97.4% 93.5% 93.5% (3.9%) -4.0% available within established timeframes Number of financial record orders processed 222,279 231,891 179,992 199,642 (32,249) -13.9% Number of Billing Unit financial record orders 24,539 25,778 22,952 24,977 (801) -3.1% processed Number of Trust financial record orders 5,533 6,890 4,749 5,784 (1,106) -16.1% processed Number of Criminal Obligation financial record 154,562 159,950 119,947 132,410 (27,540) -17.2% orders processed Number of Support Orders financial record 26,068 27,620 23,696 26,885 (735) -2.7% orders processed Number of Juvenile financial record orders 11,577 11,654 8,648 9,585 (2,069) -17.8% processed Number of Support Orders financial record 18,424 17,622 20,311 21,394 3,772 21.4% customer inquiries resolved Number of Criminal Obligation financial record 38,612 36,322 31,139 31,713 (4,609) -12.7% customer inquiries resolved Number of Support Orders financial reports 4,566 4,451 4,494 4,359 (92) -2.1% prepared Number of financial record orders to be 231,099 238,868 188,385 208,759 (30,109) -12.6% processed Cost per financial record processed $ 6.75 $ 7.43 $ 10.18 $ 9.83 $ (2.40) -32.3% 273 - VICTIM LOCATION TOTAL SOURCES $ $ - $ $ 365 8,000 8,000 $ $ 2,200 2,200 $ $ 5,000 5,000 $ $ (3,000) (3,000) -37.5% -37.5% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Court Ordered Financial Records Activity (con’t) Measure Type Expenditure Measure Description 100 - GENERAL 216 - CLERK OF THE COURT GRANTS TOTAL USES FY 2011 ACTUAL FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 1,503,856 $ 1,503,856 $ 1,252,241 471,708 $ 1,723,949 $ 1,635,896 196,545 $ 1,832,441 $ 1,624,895 338,160 $ 1,963,055 REV VS ADOPTED VAR % $ $ (372,654) 133,548 (239,106) -29.8% 28.3% -13.9% 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 Percent of payments posted within established timeframes Number of payments posted Number of payments to be posted Cost per payment posted FY 2011 ACTUAL 100.0% $ 100 - GENERAL TOTAL SOURCES $ 9,663,065 $ 9,663,065 $ 9,813,600 $ 9,813,600 $ 6,854,732 $ 6,854,732 $ 6,872,000 $ 6,872,000 $ (2,941,600) $ (2,941,600) 100 - GENERAL TOTAL USES $ $ $ $ $ $ $ $ $ $ 43,464 43,640 8.97 FY 2012 FY 2012 REVISED FORECAST 100.0% 95.9% $ 30,121 30,317 9.26 $ 49,497 49,497 6.03 FY 2013 ADOPTED 100.0% $ 45,414 45,414 5.87 REV VS ADOPTED VAR % 0.0% 0.0% $ 15,293 15,097 3.39 50.8% 49.8% 36.6% -30.0% -30.0% Expenditure 389,837 389,837 278,967 278,967 298,677 298,677 266,479 266,479 12,488 12,488 4.5% 4.5% 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. 366 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of reconciliations completed within established timeframes Number of reconciliations completed Number of reconciliations to be completed Cost per reconciliation completed 100 - GENERAL TOTAL USES FY 2011 ACTUAL 100.0% $ 118,137 118,137 1.68 $ $ 198,074 198,074 FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% $ 115,667 115,667 1.66 $ $ 192,422 192,422 $ 113,932 113,932 1.75 $ $ 199,643 199,643 FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 114,239 114,239 1.68 $ $ $ 192,086 192,086 $ $ (1,428) (1,428) (0.02) 336 336 -1.2% -1.2% -1.1% 0.2% 0.2% Public Records Program The purpose of the Public Records Program is to provide marriage licenses, processed passport applications, and documentation of court records to the public, court, legal community and agencies so they can have timely access to public records services. Program Results Measure Description Percent of page reproductions completed within established timeframes Percent of Adult page reproductions completed within established timeframes Percent of Juvenile page reproductions completed within established timeframes Percent of files delivered within established timeframes Percent of Adult files delivered within two business days from time of request Percent of Juvenile files delivered the same day the pull list requesting the file is received Percent of applications processed the same day as requested by the applicant Percent of eligible pre-2002 pages that are accessible in electronic format FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 99.9% FY 2013 ADOPTED 99.9% REV VS ADOPTED VAR % -0.1% -0.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.7% 99.7% 98.8% 98.3% -1.3% -1.3% 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% N/A N/A N/A 30.0% N/A N/A Activities that comprise this program include: • Court Document Copy • Court File Delivery • • Imaged Document 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. 367 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of page reproductions completed within established timeframes Percent of Adult page reproductions completed within established timeframes Percent of Juvenile page reproductions completed within established timeframes Number of pages reproduced Number of Adult pages reproduced Number of Juvenile pages reproduced Number of pages to be reproduced Cost per page reproduced FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 99.9% FY 2013 RECOMM 99.9% REV VS RECOMM VAR % (0.1%) -0.1% 1,362,114 1,249,013 113,101 1,364,127 $ 0.79 1,416,508 1,302,955 113,554 1,418,131 $ 0.75 1,166,617 1,066,730 99,886 1,170,864 $ 0.99 1,285,590 1,175,940 109,649 1,290,595 $ 0.96 $ 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL TOTAL USES $ 1,013,855 60,715 $ 1,074,570 $ $ $ $ 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.7% 99.7% 98.4% 98.3% (1.3%) -1.3% (130,918) (127,015) (3,905) (127,536) (0.21) -9.2% -9.7% -3.4% -9.0% -27.6% (98,528) (23,100) (47,010) (168,638) -11.2% N/A -24.9% -15.8% 878,136 188,644 $ 1,066,780 982,536 170,000 $ 1,152,536 976,664 23,100 235,654 $ 1,235,418 $ Activity Narrative: The decrease in output and demand when comparing FY 2012 Revised to FY 2013 Adopted is due to the increasing popularity of the Electronic Court Record. More customers are accessing electronic records instead of requesting hard copies from the Clerk’s Office. 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 Percent of files delivered within established timeframes Percent of Adult files delivered within two business days from time of request Percent of Juvenile files delivered the same day the pull list requesting the file is received Number of files delivered Number of Adult files delivered Number of Juvenile files delivered Number of files requested Cost per file delivered 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL TOTAL USES FY 2011 ACTUAL 100.0% $ $ $ FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 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% 100.0% 100.0% 100.0% 0.0% 0.0% 84,165 32,241 51,924 85,412 8.65 84,744 30,432 54,312 85,688 8.60 71,749 22,447 49,302 72,243 10.53 75,549 24,867 50,685 75,756 7.69 (9,195) (5,565) (3,627) (9,932) 0.92 -10.9% -18.3% -6.7% -11.6% 10.7% 14,862 (1,248) 134,886 148,500 4.4% -12.2% 35.4% 20.4% 358,425 369,372 727,797 $ $ $ 368 337,357 10,260 381,555 729,172 $ $ $ 353,800 4,275 397,350 755,425 $ $ $ 322,495 11,508 246,669 580,672 $ $ $ Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: Delivery of paper court files has diminished significantly over the last several years due to the transition from maintaining court files in paper format to maintaining and providing the files electronically. Imaged Document Activity The purpose of the Imaged Document Activity is to provide archival quality electronic images of pre2002 court records currently maintained in paper format to attorneys, the public and agencies so they can access all eligible pre-2002 court records in a secure and electronic format. Mandates: A.R.S. §12-282 mandates that the clerk safely keep and dispose of all records and photographic/electronic images of records shall be received in evidence in all courts and hearings in like manner as the original. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of eligible pre-2002 pages that are accessible in electronic format Number of pre-2002 pages imaged Number of pre-2002 pages to be imaged Cost per pre-2002 page imaged 100 - GENERAL 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A N/A $ $ N/A N/A N/A - $ $ - FY 2013 ADOPTED 30.0% REV VS ADOPTED VAR % N/A N/A N/A 16,943,112 N/A 16,943,112 N/A $ 0.24 $ $ - $ 132,312 1,218,401 2,742,033 $ 4,092,746 N/A N/A N/A N/A N/A N/A (132,312) (1,218,401) (2,742,033) $ (4,092,746) N/A N/A N/A N/A $ Activity Narrative: This is a new activity; therefore, there is not historical data. 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 Percent of applications processed the same day as requested by the applicant Number of applications processed Number of applications requested Cost per application processed FY 2011 ACTUAL 100.0% $ 100 - GENERAL TOTAL SOURCES 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL TOTAL USES 45,764 45,764 20.60 FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 44,264 44,264 39.07 $ 43,350 43,350 27.27 $ 1,142,440 $ 1,142,440 $ 1,288,000 $ 1,288,000 $ $ 999,426 999,426 $ $ $ $ FY 2013 ADOPTED 100.0% $ (4,298) (4,298) 15.36 -9.7% -9.7% 39.3% $ 1,138,000 $ 1,138,000 $ $ (150,000) (150,000) -11.6% -11.6% $ $ (147,782) (794) 930,386 781,810 -21.2% -21.7% 90.6% 45.2% $ 39,966 39,966 23.71 REV VS ADOPTED VAR % 0.0% 0.0% Expenditure $ 909,559 33,142 942,701 698,705 3,658 1,027,046 $ 1,729,409 369 834,488 1,523 346,162 $ 1,182,173 $ 846,487 4,452 96,660 947,599 $ Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change ProgRevenue Volume Inc/Dec Reallocations Armored Car Charges Supplemental Funding Mid Year Adjustments AOC Risk Management Charges 30,516,351 $ 11,557,600 $ (139,273) $ (139,273) - $ 52,608 $ 52,608 - $ (67,304) $ (67,304) - $ 30,362,382 $ 11,557,600 $ (96,832) (96,832) Agenda Item: C-49-12-014-2-00 C-49-12-018-2-00 C-49-12-009-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reduce Personal Services based on FY 2012 Forecast Eliminated 2.0 FTE Regular and 2.0 FTE Temporary positions Increase General Supplies and Non-Capital Equipment for equipment replacement Reduce Services based on FY 2012 Forecast. Reduce Internal Service Charges based on FY 2013 charges Reduce Services- Allocation Out due to allocation to special revenue funds Reduce Services- Allocation In based on State Risk Management Charges Reduce Capital- Allocation Out due to shift to non-recurring Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase Licenses and Permits based on FY 2012 Forecast Reduce Other Charges for Services based on FY 2012 Forecast Reduce Fines & Forfeits based on FY 2012 Forecast Increase Miscellaneous Revenue based on FY 2012 Forecast FY 2013 Tentative Budget $ 30,265,550 $ 11,557,600 $ 198,193 $ 198,193 (888,155) $ (888,155) - $ $ (145,143) 233,305 (153,515) (128,942) (350,027) (22,472) (321,361) $ $ - $ - (3,307,600) (3,307,600) $ 29,575,588 $ -2.3% 8,250,000 -28.6% $ 63,288 $ 63,288 - $ 29,638,876 $ -2.1% 8,250,000 -28.6% 10,000 (1,386,000) (1,992,000) 60,400 Percent Change from Target Amount Adjustments: Agenda Item: Base Adjustments Internal Service Charges Increase Internal Service Charges to align with FY 2013 charges FY 2013 Adopted Budget Percent Change from Target Amount 370 - Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget General Fund (100) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 45,000 $ - FY 2012 Revised Budget $ 45,000 $ - $ (45,000) $ (45,000) - $ - $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Information and Communications Technology Other IT Non-Recurring Imagine and Conversion of inactive records pre-2002 $ 2,500,000 - 2,500,000 $ - 2,500,000 FY 2013 Adopted Budget Percent Change from Target Amount $ Court Document Retrieval Fund (205) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 1,584,000 $ 1,584,000 FY 2012 Revised Budget $ 1,584,000 $ 1,584,000 $ (4,146) (4,146) $ 1,579,854 $ $ 8,570 $ 8,570 (253,424) $ (253,424) (249,000) (249,000) 1,335,000 $ -15.5% 1,335,000 -15.7% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Other Charges for Services based on FY 2012 Forecast Increase Personal Services to fully fund all positions Reduce General Supplies based on FY 2012 Forecast Reduce Other Services based on FY 2012 Forecast Increase Repairs and Maintenance, Postage/Freight/Shipping, FY 2013 Adopted Budget Percent Change from Target Amount $ 1,584,000 (249,000) 7,355 (525) (283,250) 22,996 $ 371 - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 725,000 $ - FY 2012 Revised Budget $ 725,000 $ - $ (725,000) $ (725,000) - $ - $ - $ 1,000,000 $ 1,000,000 - $ 1,000,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Imagine and Conversion of inactive records pre-2002 1,000,000 FY 2013 Adopted Budget Percent Change from Target Amount 372 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 1,103,484 $ 1,544,464 $ 1,544,464 $ 1,713,435 $ 1,563,435 $ 1,678,853 1,678,853 $ 1,584,000 1,584,000 $ 1,584,000 1,584,000 $ 1,329,037 1,329,037 $ 1,335,000 1,335,000 $ $ $ 1,050,515 18,389 1,068,904 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 1,584,000 725,000 2,309,000 628,338 $ $ 2 $ $ 1,713,435 1,713,435 $ $ $ 1,584,000 725,000 2,309,000 - $ $ - $ $ 819,464 819,464 $ $ $ $ 1,329,037 150,000 1,479,037 $ $ 1,335,000 1,000,000 2,335,000 - $ - $ - $ - $ - $ - $ $ 819,464 819,464 $ $ 1,563,435 1,563,435 $ $ 563,435 563,435 Expenditures Revenue Judicial Enhancement Fund (208) OPERATING FY 2012 Adopted Budget $ 1,100,000 $ 1,100,000 FY 2012 Revised Budget $ 1,100,000 $ 1,100,000 Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: $ FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Other Charges for Services based on FY 2012 Forecast Increase Personal Services to fully fund all positions Reduce General Services and Non-Capital Equipment based on FY 2012 Forecast Increase Other Services and Repairs and Maintenance based on FY 2012 Forecast Reduce Education and Training to structurally balance Increase Services- Allocation In based on FY 2013 ISFC charges FY 2013 Adopted Budget Percent Change from Target Amount 1,099,191 $ 1,100,000 $ 1,674 $ 1,674 (100,865) $ (100,865) (100,000) (100,000) 1,000,000 $ -9.0% 1,000,000 -9.1% (100,000) 1,223 (152,478) 62,141 (17,173) 5,422 $ 373 - $ $ $ (809) (809) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 100,000 $ 100,000 - $ 100,000 $ - Adjustments: Non Recurring Other Non-Recurring Custom Queue Management Project 100,000 FY 2013 Adopted Budget Percent Change from Target Amount Judicial Enhancement Fund (208) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 1,318,846 $ 1,582,748 $ 1,582,748 $ 1,921,296 $ 2,141,713 $ 1,815,227 1,815,227 $ 1,670,600 1,670,600 $ 1,670,600 1,670,600 $ 1,542,503 1,542,503 $ 1,521,600 1,521,600 $ $ $ 738,016 474,762 1,212,778 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 1,670,600 300,000 1,970,600 1,077,211 $ $ 1 $ $ 1,921,296 1,921,296 $ $ 1,670,600 300,000 1,970,600 - $ $ - $ $ 1,282,748 1,282,748 374 $ $ $ $ $ 1,022,086 300,000 1,322,086 $ $ 1,521,600 100,000 1,621,600 - $ 520,417 $ - $ - $ - $ - $ $ 1,282,748 1,282,748 $ $ 2,141,713 2,141,713 $ $ 2,041,713 2,041,713 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Grants Fund (216) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 1,834,948 $ 1,834,948 FY 2012 Revised Budget $ 1,834,948 $ 1,834,948 Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Personnel Savings Grants Grant Reconciliation (863) (863) - $ 1,834,085 $ 1,834,948 $ 1,499 $ 1,499 (636) $ (636) (445,232) $ (445,232) (445,232) (445,232) 1,389,716 $ -24.2% 1,389,716 -24.3% Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount $ Clerk of the Superior Court Grants Fund (216) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2012 ADOPTED $ - $ $ 1,168,195 1,168,195 $ $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 1,171,100 1,171,100 $ (338,498) $ 1,834,948 1,834,948 $ 1,834,948 1,834,948 (2,905) $ 5 $ FY 2012 REVISED $ - $ (2,900) $ $ $ $ (338,498) $ 1,834,948 1,834,948 $ 1,834,948 1,834,948 - $ - $ - $ (338,498) $ 375 FY 2012 FORECAST $ $ $ FY 2013 ADOPTED (2,900) 1,542,190 1,542,190 $ $ $ 1,389,716 1,389,716 $ 1,542,190 1,542,190 $ 1,389,716 1,389,716 - $ - $ - - $ - $ - - $ (338,498) $ (2,900) $ (2,900) $ $ (2,900) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Fill the Gap Fund (218) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Fees and Other Revenues FY 12 Court Fill-the-Gap Plan $ 2,633,772 $ 2,633,772 $ (692,059) $ (692,059) $ 1,941,713 $ 1,941,713 $ (7,289) (7,289) 692,059 $ 692,059 692,059 692,059 $ 2,626,483 $ 2,633,772 $ 14,852 $ 14,852 (295,647) $ (295,647) (288,084) (288,084) 2,345,688 $ -10.7% 2,345,688 -10.9% Agenda Item: C-80-12-008-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Fees and Other Revenues FY 12 Court Fill-the-Gap Plan (692,059) (692,059) Agenda Item: $ C-80-12-008-2-00 FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Charges for Service based on COC Fill the Gap amount Reduce Personal Services to fully fund all positions Reduce General Supplies and Other Services to structurally balance Increase Services- Allocation In based on FY 2013 ISFC charges $ (288,084) (44,391) (299,377) 48,121 FY 2013 Adopted Budget Percent Change from Target Amount $ Clerk of the Superior Court Fill the Gap Fund (218) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 215,174 $ 139,257 $ 139,257 $ 362,342 $ 415,861 $ 2,408,082 2,408,082 $ 2,633,772 2,633,772 $ 1,941,713 1,941,713 $ 2,308,016 2,308,016 $ 2,345,688 2,345,688 $ $ $ $ $ 2,260,916 2,260,916 $ 2,633,772 2,633,772 Structural Balance $ 147,166 $ Accounting Adjustments $ 2 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 362,342 362,342 $ $ 1,941,713 397,865 2,339,578 - $ $ - $ $ $ 139,257 139,257 $ $ 376 $ $ $ $ $ 2,254,497 2,254,497 $ $ 2,345,688 2,345,688 - $ 53,519 $ - - $ - $ - - $ (258,608) $ 415,861 415,861 $ $ 415,861 415,861 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Child Support Enhancement Fund (270) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ - $ 91,000 FY 2012 Revised Budget $ - $ 91,000 FY 2013 Budget Target $ - $ 91,000 $ - $ - (2,000) (2,000) $ - $ 89,000 -2.2% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Interest Earnings based on FY 2012 Forecast (2,000) FY 2013 Adopted Budget Percent Change from Target Amount 377 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Child Support Enhancement Fund (270) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 45,900 $ - FY 2012 Revised Budget $ 45,900 $ - $ (45,900) $ (45,900) - $ - $ - $ 100,000 $ 100,000 - $ 100,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring FY 2013 Adopted Budget Percent Change from Target Amount Child Support Enhancement Fund (270) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 473,968 $ 591,914 $ 591,914 $ 575,066 $ 623,501 $ 101,098 101,098 $ 91,000 91,000 $ 91,000 91,000 $ 79,206 79,206 $ 89,000 89,000 $ $ $ - Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 45,900 45,900 101,098 $ $ - $ $ 575,066 575,066 $ $ $ 45,900 45,900 91,000 $ $ - $ $ 637,014 637,014 $ $ $ $ 30,771 30,771 $ $ 100,000 100,000 91,000 $ 79,206 $ 89,000 $ - $ - $ - $ $ 637,014 637,014 $ $ 623,501 623,501 $ $ 612,501 612,501 Expenditures Revenue Victim Location Fund (273) OPERATING FY 2012 Adopted Budget $ - $ 8,000 FY 2012 Revised Budget $ - $ 8,000 FY 2013 Budget Target $ - $ 8,000 Adjustments: ProgRevenue Volume Inc/Dec Reduce Interest Earnings based on FY 2012 Forecast Agenda Item: - (3,000) - $ 5,000 -37.5% (3,000) FY 2013 Adopted Budget Percent Change from Target Amount $ 378 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location Fund (273) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 75,000 $ - FY 2012 Revised Budget $ 75,000 $ - $ (75,000) $ (75,000) - $ - $ - $ 75,000 $ 75,000 - $ 75,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring FY 2013 Adopted Budget Percent Change from Target Amount Victim Location Fund (273) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 180,821 $ 150,291 $ 150,291 $ 146,753 $ 104,571 $ 8,485 8,485 $ 8,000 8,000 $ 8,000 8,000 $ 3,930 3,930 $ 5,000 5,000 $ $ $ 46,112 46,112 $ $ 75,000 75,000 $ 75,000 75,000 $ $ $ $ $ $ $ $ 42,552 42,552 $ 75,000 75,000 Structural Balance $ 8,485 $ 8,000 $ 8,000 $ 3,930 $ 5,000 Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 83,291 83,291 $ $ 83,291 83,291 $ $ 104,571 104,571 $ $ 34,571 34,571 146,753 146,753 $ $ 379 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 3,598,000 $ 3,598,000 FY 2012 Revised Budget $ 3,598,000 $ 3,598,000 $ (7,747) (7,747) $ 3,590,253 $ $ 16,354 $ 16,354 (606,607) $ (606,607) (598,000) (598,000) 3,000,000 $ -16.4% 3,000,000 -16.6% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Other Charges for Service based on FY 2012 Forecast Increase Personal Services to fully fund all positions Reduce General Supplies and Non-Capital Equipment based on FY 2012 Forecast Reduce Other Services and Repairs and Maintenance based on FY 2012 Forecast Increase Services- Allocation In based on FY 2013 ISFC charges $ $ 3,598,000 (598,000) 145,811 (116,397) (687,201) 51,180 FY 2013 Adopted Budget Percent Change from Target Amount $ Electronic Document Management System Fund (274) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 2,700,000 $ 2,700,000 - $ 2,700,000 $ - Adjustments: Non Recurring Other Non-Recurring Pre-2002 Inactive Case Imaging Agenda Item: 2,700,000 FY 2013 Adopted Budget Percent Change from Target Amount 380 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 RECOMM Beginning Spendable Fund Balance $ 2,910,943 $ 3,031,293 $ 3,031,293 $ 2,955,202 $ 3,085,824 Sources: Operating Total Sources: $ $ 3,696,838 3,696,838 $ $ 3,598,000 3,598,000 $ $ 3,598,000 3,598,000 $ $ 3,022,432 3,022,432 $ $ 3,000,000 3,000,000 Uses: Operating Total Uses: $ $ 2,620,910 3,652,592 $ $ 3,598,000 3,758,000 $ $ 3,598,000 3,758,000 $ $ 2,891,810 2,891,810 $ $ 3,000,000 5,700,000 Structural Balance $ 1,075,928 $ - $ - $ 130,622 $ - $ 2,955,202 2,955,202 $ 2,871,293 2,871,293 $ 2,871,293 2,871,293 $ 3,085,824 3,085,824 $ 385,824 385,824 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 381 $ $ $ Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2013 Adopted Budget Constables Analysis by Timothy Snyder, 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 Department Specific By June 2014, the Constables will generate at least 100% of their operating costs on an annual basis. Status: In FY 2011, the Constables generated 54.32% of their operating costs ($1,414,282 in revenues against $2,603,573 in operating costs). The Constables’ Warrant Program is funded from the General Fund, but revenues are delivered to the Justice Courts, a General Funded department. Overall, the Warrant Program has generated a net gain to the General Fund during its pilot phase. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 1,414,292 $ 1,414,292 $ 1,504,722 $ 1,504,722 $ 1,524,897 $ 1,524,897 $ 1,550,892 $ 1,550,892 $ 1,515,522 $ 1,515,522 $ (9,375) (9,375) -0.6% -0.6% TOTAL PROGRAMS $ 1,414,292 $ 1,504,722 $ 1,524,897 $ 1,550,892 $ 1,515,522 $ (9,375) -0.6% USES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS $ $ 2,595,041 $ 2,595,041 $ 2,661,308 $ 2,661,308 $ 2,745,355 $ 2,745,355 $ 2,668,595 $ 2,668,595 $ 2,716,879 $ 2,716,879 $ 28,476 28,476 1.0% 1.0% BDGT - BUDGETING FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 1,425 $ 735 2,160 $ 1,425 $ 735 2,160 $ 588 $ 300 888 $ - $ - $ 1,425 735 2,160 100.0% 100.0% 100.0% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 8,532 $ 8,532 $ 5,017 $ 5,017 $ 5,017 $ 5,017 $ 10,917 $ 10,917 $ 21,602 $ 21,602 $ (16,585) (16,585) -330.6% -330.6% TOTAL PROGRAMS $ 2,603,573 $ 2,668,485 $ 2,752,532 $ 2,680,400 $ 2,738,481 $ 382 14,051 0.5% Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VAR % FY 2013 ADOPTED $ SUBTOTAL $ 18,053 18,053 $ $ - $ $ 19,971 19,971 $ $ 19,971 19,971 $ $ - $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 1,396,239 1,396,239 $ $ 1,504,722 1,504,722 $ $ 1,504,722 1,504,722 $ $ 1,530,717 1,530,717 $ $ 1,515,522 1,515,522 $ $ $ SUBTOTAL $ - $ $ - $ $ 204 204 $ $ 204 204 $ $ - $ $ ALL REVENUES $ 1,414,292 $ 1,504,722 $ 1,524,897 $ 1,550,892 $ 1,515,522 $ TOTAL SOURCES $ 1,414,292 FY 2011 ACTUAL $ 1,504,722 FY 2012 ADOPTED $ 1,524,897 FY 2012 REVISED $ 1,550,892 FY 2012 FORECAST $ 1,515,522 FY 2013 ADOPTED MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE 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 (204) -100.0% (204) -100.0% (9,375) -0.6% $ (9,375) -0.6% REVISED VS ADOPTED VAR % 1,741,491 $ 747,739 (29,646) 29,646 2,489,230 $ 1,743,627 $ 737,140 (44,469) 44,469 2,480,767 $ 1,711,065 $ 783,394 2,494,459 $ 32,575 $ 64,216 96,791 $ 8,955 $ 72,000 28,174 109,129 $ 24,024 $ 72,000 33,280 129,304 $ 23,164 $ 68,173 5,106 96,443 $ 10,060 $ 78,300 13,200 101,560 $ 13,964 (6,300) 20,080 27,744 58.1% -8.8% 60.3% 21.5% 3,078 $ 30,943 2,751 4,195 119 41,086 $ 7,103 $ 350 109,983 4,392 12,050 120 133,998 $ 7,103 $ 350 109,983 4,392 12,050 120 133,998 $ 2,813 $ 141 85,612 2,908 11,666 50 103,190 $ 4,065 $ 350 94,831 2,952 12,144 120 114,462 $ 3,038 15,152 1,440 (94) 19,536 42.8% 0.0% 13.8% 32.8% -0.8% 0.0% 14.6% 20,962 $ 30,617 51,579 $ - $ - $ - $ - $ - $ - $ 28,000 $ 28,000 $ (28,000) (28,000) N/A N/A N/A $ 2,668,485 $ 2,752,532 $ 2,680,400 $ 2,738,481 $ 14,051 0.5% 2,603,573 $ 2,668,485 $ 2,752,532 $ 2,680,400 $ 2,738,481 $ 14,051 0.5% $ $ $ $ TOTAL USES $ 0.7% 0.7% 1,695,288 $ 730,070 (177,876) 177,876 2,425,358 $ SUBTOTAL $ ALL EXPENDITURES $ 10,800 10,800 1,696,090 $ 718,027 (236,579) 236,579 2,414,117 $ $ SERVICES 0812 - OTHER SERVICES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL (19,971) -100.0% (19,971) -100.0% 2,603,573 30,426 1.7% (35,655) -4.8% (29,646) -100.0% 29,646 100.0% (5,229) -0.2% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2011 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 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 1,392,240 $ 22,052 1,414,292 $ 1,504,722 $ 1,504,722 $ 1,504,722 $ 20,175 1,524,897 $ 1,530,921 $ 19,971 1,550,892 $ 1,515,522 $ 1,515,522 $ 10,800 0.7% (20,175) -100.0% (9,375) -0.6% 1,392,240 $ 22,052 $ 1,414,292 $ FY 2011 ACTUAL 1,504,722 $ - $ 1,504,722 $ FY 2012 ADOPTED 1,504,722 $ 20,175 $ 1,524,897 $ FY 2012 REVISED 1,530,921 $ 19,971 $ 1,550,892 $ FY 2012 FORECAST 1,515,522 $ - $ 1,515,522 $ FY 2013 ADOPTED 10,800 0.7% (20,175) -100.0% (9,375) -0.6% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,311,478 $ 292,095 2,603,573 $ 2,490,609 $ 177,876 2,668,485 $ 2,488,468 $ 264,064 2,752,532 $ 2,431,945 $ 248,455 2,680,400 $ 2,696,281 $ 42,200 2,738,481 $ (207,813) 221,864 14,051 -8.4% 84.0% 0.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,311,478 $ 292,095 $ 2,603,573 $ 2,490,609 $ 177,876 $ 2,668,485 $ 2,488,468 $ 264,064 $ 2,752,532 $ 2,431,945 $ 248,455 $ 2,680,400 $ 2,696,281 $ 42,200 $ 2,738,481 $ (207,813) 221,864 14,051 -8.4% 84.0% 0.5% 383 Maricopa County Annual Business Strategies FY 2013 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 2011 FY 2012 ADOPTED ADOPTED 35.00 35.00 35.00 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 35.00 35.00 35.00 35.00 35.00 35.00 35.00 35.00 35.00 36.00 36.00 36.00 1.00 1.00 1.00 2.9% 2.9% 2.9% Staffing by Market Range Title MARKET RANGE TITLE Deputy Constable Elected Legal Order Server Office Assistant Specialized Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 8.00 25.00 25.00 25.00 25.00 26.00 8.00 8.00 8.00 8.00 2.00 2.00 2.00 2.00 2.00 35.00 35.00 35.00 35.00 36.00 REVISED TO ADOPTED VARIANCE VAR % (8.00) (100.0%) 1.00 4.0% 8.00 N/A 0.0% 1.00 2.9% Staffing by Fund 100 Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 35.00 35.00 35.00 35.00 36.00 35.00 35.00 35.00 35.00 36.00 FUND GENERAL REVISED TO ADOPTED VARIANCE VAR % 1.00 2.9% 1.00 2.9% Significant Variance Analysis • • Effective January 1, 2013, a new Justice Precinct will come into operation. This precinct will require a new Constable position as mandated by A.R.S. §22-131. One FTE is added to the operating budget. The Warrant Service Program is added to the operating budget after having been funded with non-recurring funds during its pilot phase. This program adds 4 FTE to the operating budget. 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 fines collected within 30 days Percent of warrant service attempts that resulted in defendants paying or being put on a payment plan FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A Activities that comprise this program include: • Service of Process 384 N/A FY 2013 ADOPTED 37.5% 46.7% REV VS ADOPTED VAR % N/A N/A N/A N/A Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 Result Output Output Output Demand Demand Demand Efficiency Revenue Measure Description Percent of fines collected within 30 days Percent of warrant service attempts that resulted in defendants paying or being put on a payment plan Number of Writs of Restitution Dollars of outstanding fines collected Number of outstanding fines collected Number of Writs of Restitution required. Dollars of outstanding fines to be collected from assigned warrants Number of outstanding fines to be collected Expenditure per dollar of fines collected FY 2011 ACTUAL N/A N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A 17,955 N/A N/A 17,955 N/A 16,900 N/A N/A 16,900 N/A N/A N/A N/A N/A FY 2013 ADOPTED 37.5% 46.7% 18,196 N/A N/A 18,396 N/A N/A N/A $ REV VS RECOMM VAR % N/A N/A N/A N/A 17,600 412,900 800 17,600 860,000 700 N/A N/A 700 N/A 4.1% N/A N/A 4.1% N/A 160,000 6.58 N/A N/A N/A N/A 100 - GENERAL TOTAL SOURCES $ 1,414,292 $ 1,414,292 $ 1,524,897 $ 1,524,897 $ 1,561,832 $ 1,561,832 $ 1,515,522 $ 1,515,522 $ $ (9,375) (9,375) -0.6% -0.6% 100 - GENERAL TOTAL USES $ 2,595,041 $ 2,595,041 $ 2,745,355 $ 2,745,355 $ 2,672,463 $ 2,672,463 $ 2,716,879 $ 2,716,879 $ $ 28,476 28,476 1.0% 1.0% Expenditure Target Adjustments: General Fund (100) • Increase Regular Salary and Benefits by $34,566 to account for a new Constable position associated with the creation of a new Constable Precinct beginning operation January 1, 2013. • Decrease expenditures by $945 due to a reduction in the number of payroll hours from 2088 in FY 2012 to 2080 in FY 2013. Base Adjustments: General Fund (100) • Increase revenue by $10,800 to account for a rise in Writ service demand in FY 2013. Demand for Writs of Restitution in the first quarter of FY 2012 spiked to 5,269, compared to 4,327 in quarter two. The high demand in the first quarter skewed revenue in the Forecast. Additionally, there is $19,971 in non-recurring grant revenue included in the FY 2012 budget that will not be part of the FY 2013 budget. Therefore, FY 2013 revenue is budgeted below Forecast and below the FY 2012 budget, while demand is budgeted below Forecast, but above the FY 2012 budget. • Increase Regular Benefits by $40,618 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase expenditures by $177,674 for two Deputy Constables and two Office Assistant Specialized positions associated with the Constables’ Warrant Program previously funded from General Fund (100) Non-Recurring/Non-Project (0001). It is recommended that this program, operated as a pilot project in fiscal years 2011 & 2012, be integrated into the operating budget in FY 2013. Annual estimated operating costs of the program are approximately $215,000 and are offset by generated revenues. For example, in calendar year 2011, conservative estimates show the program recovered $412,902 in unpaid fines for the Justice Courts. Beyond the gained 385 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • • • • Department Strategic Plans and Budgets Constables revenues, this program’s active pursuit of unpaid fines provides backbone to court rulings in Maricopa County. Decrease expenditures by $28,174 to right-size funding for computer and radio replacement. Decrease expenditures by $5,763 due to a reduction in the number of payroll hours from 2088 in FY 2012 to 2080 FY 2013. Elected officials were not included in the target adjustment calculations associated with the change in hours. The decrease in the budget does not have an impact on the salary Constables are paid. Decrease Internal Service Charges by $16,638 for lower than anticipated telecommunication and vehicle repair costs. Increase Other Benefits and Internal Services Charges by $6,475 for the impact of the changes in Risk Management charges. Non Recurring Adjustments: General Fund (100) • Increase Vehicles & Construction Equipment by $28,000 to purchase a vehicle for the new Constable associated with the new Justice Precinct. The vehicle purchase is anticipated to occur in November or December of 2012. • Increase General Supplies by $1,000 and Non-Capital Equipment by $13,200 for a total of $14,200 to purchase necessary one-time equipment and supplies to outfit the new Constable. Activity Narrative: The Constables’ demand and revenue are closely tied to the economy. Historically, rental eviction rates have been 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 2011, Writs of Restitution increased 4.4% to an average of 4,488 per quarter. During FY 2012, Writs of Restitution surged to 5,269 in the first quarter but declined to 4,327 in the second quarter (this could be due to foreclosed homeowners moving into rental housing). FY 2013 revenue and demand are budgeted slightly below the FY 2012 forecasted levels. 386 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change 1,504,722 $ (2,141) $ (2,141) - $ 2,488,468 $ 1,504,722 $ (945) $ (945) 34,566 $ 34,566 - $ 2,522,089 $ 1,504,722 $ 40,618 $ 40,618 127,099 $ 143,737 - (16,638) - $ - 10,800 10,800 $ 2,689,806 $ 6.6% 1,515,522 0.7% $ 6,475 $ 6,475 - $ 2,696,281 $ 6.9% 1,515,522 0.7% C-49-12-014-2-00 Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Warrant Program positions Remove non-capital equipment purchases Right-size budgeted pay for Constables Internal Service Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec 2,490,609 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Other Mandates New Justice Precincts $ Agenda Item: $ $ 177,674 (28,174) (5,763) $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 387 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Constables General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Donations AZ Peace Officers Stds Trg Bd Grants Constables Training FY 12 Constables Training FY 12 Constables Training FY 12 Constables Training FY 12 Non Recurring Constables Salaries - $ 204 $ 204 19,971 $ 7,593 7,272 2,640 2,466 66,013 $ 66,013 204 204 19,971 7,593 7,272 2,640 2,466 - $ 264,064 $ 20,175 $ (541) $ (541) (263,523) $ (263,523) (20,175) (20,175) C-25-12-002-D-00 $ C-25-12-004-G-00 C-25-12-005-G-00 C-25-12-006-G-00 C-25-12-007-G-00 $ C-25-12-003-2-00 Agenda Item: $ FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Vehicle purchase for new Constable One-time supply purchases 177,876 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Adjust Hours Per FTE Non Recurring Other Non-Recurring $ $ - $ - $ 42,200 $ 42,200 - $ 42,200 $ - Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount 388 28,000 14,200 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Correctional Health Services Analysis by Karina Araiza, 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 Jan 31, 2012, the Department has a 9.7% vacancy rate. This trend is expected to continue in FY 2013. 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 has enhanced their internal tracking mechanism and is currently in the early stages of implementing an electronic medical records system which will include a component to track chronic care patients. This goal will be revised during the FY 2014 Strategic Business Plan update process. Department Specific By June 30, 2014, 100% of CHS patient health records will be in electronic format. Status: The Department is 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. 389 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Status: The Department is completing approximately 40% of its specialty visits on site. There has been no increase in the number of ancillary services provided by MIHS. The Department is expanding the District Medical Group’s role in providing cardiologists for onsite visits. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % CLSP - CLINICAL SUPPORT 26SS - CORRECTIONAL HEALTH SUPP SVCS $ $ 58,041 $ 58,041 $ 56,500 $ 56,500 $ 56,500 $ 56,500 $ 61,564 $ 61,564 $ 56,500 $ 56,500 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 321 $ 321 $ - $ - $ - $ - $ (4,184) $ (4,184) $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 58,362 $ 56,500 $ 56,500 $ 57,380 $ 56,500 $ - 0.0% $ 6,691,928 $ 5,827,015 12,518,943 $ 3,726,021 $ 6,383,054 10,109,075 $ 3,605,336 $ 6,627,897 10,233,233 $ 4,877,249 $ 6,332,998 11,210,247 $ 5,234,411 $ 6,835,547 12,069,958 $ (1,629,075) (207,650) (1,836,725) -45.2% -3.1% -17.9% 2,550,465 $ 31,292,066 925,269 34,767,800 $ 2,577,359 $ 32,307,219 1,273,320 36,157,898 $ 2,648,697 $ 30,826,853 828,837 34,304,387 $ 2,840,299 $ 29,967,927 1,205,730 34,013,956 $ (262,940) 2,339,292 67,590 2,143,942 -10.2% 7.2% 5.3% 5.9% 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 $ $ 2,553,896 $ 27,249,405 844,110 30,647,411 $ CLSP - CLINICAL SUPPORT 26SS - CORRECTIONAL HEALTH SUPP SVCS $ $ 2,944,102 $ 2,944,102 $ 3,468,928 $ 3,468,928 $ 3,680,544 $ 3,680,544 $ 3,700,678 $ 3,700,678 $ 3,821,222 $ 3,821,222 $ (140,678) (140,678) -3.8% -3.8% CURE - CUSTODY RESTORATION AND EVAL EVAL - ADULT COMPETENCY EVALUATIONS JVAL - JUVENILE COMPETENCY EVALUATION 80RE - RESTORATION TO COMPETENCY $ 1,714,322 $ 1,077,668 274,045 3,066,035 $ 1,627,174 $ 1,199,761 241,200 3,068,135 $ 1,620,773 $ 1,199,704 241,200 3,061,677 $ 1,538,334 $ 1,240,145 198,075 2,976,554 $ 1,630,521 $ 1,282,167 145,549 3,058,237 $ (9,748) (82,463) 95,651 3,440 -0.6% -6.9% 39.7% 0.1% 109,210 $ 414,361 380,153 897,393 43,913 1,845,030 $ 108,665 $ 407,313 377,408 825,201 43,652 1,762,239 $ 108,526 $ 403,718 391,417 762,634 53,218 1,719,513 $ 100,937 $ 445,401 386,832 665,559 54,231 1,652,960 $ 7,728 (38,088) (9,424) 159,642 (10,579) 109,279 7.1% -9.4% -2.5% 19.3% -24.2% 6.2% 25.4% 25.4% $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 107,733 $ 417,319 380,683 808,184 56,131 1,770,050 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 3,005,309 $ 3,005,309 $ 1,515,848 $ 1,515,848 $ 1,515,848 $ 1,515,848 $ 1,525,229 $ 1,525,229 $ 1,130,477 $ 1,130,477 $ 385,371 385,371 BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 9,456,535 $ 367,795 9,824,330 $ - $ 266,840 266,840 $ 784,013 $ 266,840 1,050,853 $ 226,837 $ 290,708 517,545 $ 378,162 $ 852,355 1,230,517 $ 405,851 (585,515) (179,664) TOTAL PROGRAMS $ 63,776,180 $ 55,041,656 $ 57,462,292 $ 55,954,153 $ 56,977,327 $ 484,965 390 51.8% -219.4% -17.1% 0.8% Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 49,999 49,999 $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ - 0.0% 0.0% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 8,363 8,363 $ $ 6,500 6,500 $ $ 6,500 6,500 $ $ 7,397 7,397 $ $ 6,500 6,500 $ $ - 0.0% 0.0% $ SUBTOTAL $ - $ $ - $ $ (17) $ (17) $ - $ $ - N/A N/A ALL REVENUES $ 58,362 $ 56,500 $ 56,500 $ 57,380 $ 56,500 $ - 0.0% TOTAL SOURCES $ 58,362 FY 2011 ACTUAL $ 56,500 FY 2012 ADOPTED $ 56,500 FY 2012 REVISED $ 57,380 FY 2012 FORECAST $ 56,500 FY 2013 ADOPTED 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 $ - $ - $ $ 0.0% REVISED VS ADOPTED VAR % 24,688,180 $ 30,339 849,991 7,768,274 427,639 (519,578) 925,637 34,170,482 $ 25,994,229 $ 22,968 813,461 8,838,282 413,994 (1,455,380) 1,850,262 36,477,816 $ 27,034,289 $ 22,968 813,461 8,940,578 413,994 (1,455,380) 2,367,985 38,137,895 $ 25,464,639 $ 932,734 8,449,132 416,049 (129,515) 1,015,391 36,148,430 $ 25,950,502 $ 1,061,244 9,051,419 653,875 (749,149) 2,078,248 38,046,139 $ 1,083,787 22,968 (247,783) (110,841) (239,881) (706,231) 289,737 91,756 4.0% 100.0% -30.5% -1.2% -57.9% -48.5% 12.2% 0.2% SUBTOTAL $ 107,618 $ 4,299,629 8,503 16,836 4,432,586 $ 98,340 $ 4,099,066 7,700 20,000 4,225,106 $ 98,340 $ 4,099,066 7,700 20,000 91,626 4,316,732 $ 87,945 $ 4,444,984 8,879 5,991 4,547,799 $ 114,046 $ 4,300,000 10,800 18,429 181,150 4,624,425 $ (15,706) (200,934) (3,100) 1,571 (89,524) (307,693) -16.0% -4.9% -40.3% 7.9% -97.7% -7.1% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,537,071 $ 10,810,438 200,609 101,688 62,400 2,955,991 12,402 44,488 6,370 22,274 19,109 15,772,840 $ 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 $ 1,505,268 $ 11,437,855 172,698 100,872 77,662 1,645,738 12,060 31,900 6,126 17,078 15,007,257 $ 1,400,241 $ 11,846,097 172,696 99,307 46,550 1,645,738 16,451 6,457 5,784 18,603 15,257,924 $ 1,400,636 $ 11,493,572 205,875 107,965 99,474 916,402 17,860 39,000 6,126 19,853 14,306,763 $ 104,632 (55,717) (33,177) (7,093) (21,812) 729,336 (5,800) (7,100) (2,775) 700,494 7.0% -0.5% -19.2% -7.0% -28.1% 44.3% -48.1% -22.3% 0.0% -16.2% N/A 4.7% $ SUBTOTAL $ 272 $ 272 $ 408 $ 408 $ 408 $ 408 $ - $ - $ - $ - $ 408 408 100.0% 100.0% ALL EXPENDITURES $ 54,376,180 $ 55,041,656 $ 57,462,292 $ 55,954,153 $ 56,977,327 $ 484,965 0.8% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 9,400,000 $ 9,400,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 63,776,180 $ 55,041,656 $ 57,462,292 $ 55,954,153 $ 56,977,327 $ 484,965 0.8% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN CAPITAL 0950 - DEBT SERVICE $ 391 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FY 2011 FUND / FUNCTION CLASS ACTUAL 292 CORRECTIONAL HEALTH GRANT OPERATING $ 49,999 FUND TOTAL SOURCES $ 49,999 255 DETENTION OPERATIONS OPERATING $ 8,363 FUND TOTAL SOURCES $ 8,363 DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 49,983 $ 49,983 $ 50,000 $ 50,000 $ - 0.0% 0.0% $ $ 6,500 $ 6,500 $ 6,500 $ 6,500 $ 7,397 $ 7,397 $ 6,500 $ 6,500 $ - 0.0% 0.0% 58,362 $ 58,362 $ FY 2011 ACTUAL 56,500 $ 56,500 $ FY 2012 ADOPTED 56,500 $ 56,500 $ FY 2012 REVISED 57,380 $ 57,380 $ FY 2012 FORECAST 56,500 $ 56,500 $ FY 2013 ADOPTED 0.0% 0.0% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 3,071,675 $ 3,071,675 $ 3,071,763 $ 3,071,763 $ 3,065,305 $ 3,065,305 $ 2,980,179 $ 2,980,179 $ 3,060,790 $ 3,060,790 $ 4,515 4,515 0.1% 0.1% $ FUND TOTAL USES $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 49,983 $ 49,983 $ 50,000 $ 50,000 $ - 0.0% 0.0% $ FUND TOTAL USES $ 51,006,136 $ 9,648,369 60,654,505 $ 51,042,379 $ 877,514 51,919,893 $ 53,379,394 $ 967,593 54,346,987 $ 52,554,161 $ 369,830 52,923,991 $ 53,082,654 $ 783,883 53,866,537 $ 296,740 183,710 480,450 0.6% 19.0% 0.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 54,127,811 $ 9,648,369 $ 63,776,180 $ 54,164,142 $ 877,514 $ 55,041,656 $ 56,494,699 $ 967,593 $ 57,462,292 $ 55,584,323 $ 369,830 $ 55,954,153 $ 56,193,444 $ 783,883 $ 56,977,327 $ 301,255 183,710 484,965 0.5% 19.0% 0.8% 292 CORRECTIONAL HEALTH GRANT OPERATING 255 DETENTION OPERATIONS OPERATING NON-RECURRING Staffing by Program and Activity PROGRAM/ACTIVITY 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.20 4.10 5.70 5.00 1.00 17.00 1.20 5.20 5.70 5.00 1.00 18.10 1.20 4.10 5.70 5.00 1.00 17.00 1.20 3.10 5.70 6.00 1.00 17.00 1.20 3.10 6.70 5.00 1.00 17.00 (1.00) 1.00 - 0.0% (24.4%) 17.5% 0.0% 0.0% 0.0% 46.20 46.20 51.10 51.10 55.20 55.20 55.20 55.20 55.20 55.20 - 0.0% 0.0% - 3.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 - 0.0% 0.0% 19.85 56.55 76.40 20.80 55.40 76.20 18.23 56.83 75.05 18.23 56.83 75.05 18.98 59.78 78.75 .75 2.95 3.70 4.1% 5.2% 4.9% 26.10 259.60 10.20 295.90 29.30 261.05 7.75 298.10 30.50 264.50 9.50 304.50 30.50 264.50 9.50 304.50 30.60 262.50 11.70 304.80 .10 (2.00) 2.20 .30 0.3% (0.8%) 23.2% 0.1% 4.00 13.00 17.00 452.50 4.00 12.00 16.00 462.50 4.00 12.00 16.00 469.75 4.00 12.00 16.00 469.75 4.00 12.00 16.00 473.75 4.00 0.0% 0.0% 0.0% 0.9% 392 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Business/Systems Analyst Consultant Correctional Health Legal Liaison Counseling Supervisor Counselor Dental Assistant Dentist Deputy Director Director - Correctional Health Executive Assistant Field Operations Supervisor Finance Manager - Large Finance/Business Analyst Financial Manager - County General Laborer Human Resources Analyst Human Resources Manager Human Resources Specialist 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 Medical Records Manager Mental Health 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 Pharmacist Physician Procurement Specialist Programmer/Analyst - Sr/Ld Psychiatrist Psychologist Psychometrist Radiologic Technologist Social Worker Trainer Training Supervisor Warehouse/Inventory Supervisor Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 5.00 5.00 8.00 8.00 8.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 36.50 3.00 3.00 3.00 3.00 3.00 1.50 1.50 1.50 1.50 1.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 2.00 2.00 2.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 56.00 57.00 62.00 62.00 61.75 2.00 2.00 2.00 2.00 2.00 5.00 5.00 5.00 5.00 5.00 63.00 65.00 65.50 65.50 65.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 35.50 35.00 35.00 37.00 4.00 4.00 4.00 4.00 91.00 93.00 96.75 96.75 99.50 1.00 3.00 1.00 1.00 1.00 13.00 13.00 16.00 16.00 16.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 2.00 2.00 2.00 12.00 11.00 11.00 11.00 10.00 83.00 83.00 78.00 79.00 78.00 5.00 5.00 6.00 6.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 10.00 10.00 11.00 11.00 11.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 11.00 11.00 11.50 11.50 12.00 10.00 10.00 10.00 10.00 10.00 1.00 1.00 1.00 1.00 1.00 1.50 1.50 1.50 1.50 1.50 8.00 8.00 9.00 9.00 9.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 452.50 462.50 469.75 469.75 473.75 393 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% N/A 1.00 N/A N/A 1.00 N/A (1.00) (100.0%) N/A N/A 0.0% 0.0% N/A 0.0% 0.0% N/A (1.00) (100.0%) 0.0% 1.00 N/A 0.0% 0.0% (1.00) (100.0%) 1.00 50.0% N/A N/A 0.0% 0.0% (.25) (0.4%) 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 5.7% 0.0% 2.75 2.8% 0.0% 0.0% 0.0% 0.0% N/A 0.0% (1.00) (9.1%) 0.0% (1.00) (16.7%) 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% .50 4.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.00 0.9% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Fund 100 255 Department Total FUND GENERAL DETENTION OPERATIONS FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 17.00 16.00 16.00 16.00 16.00 435.50 446.50 453.75 453.75 457.75 452.50 462.50 469.75 469.75 473.75 REVISED TO ADOPTED VARIANCE VAR % 0.0% 4.00 0.9% 4.00 0.9% Significant Variance Analysis The Department is adding critical patient care personnel in the mental health and intake units to further comply with the Department’s mandates under Graves v Arpaio. General Adjustments Target Adjustments: General Fund (100) • Decrease expenditure budget by $4,515 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Detention Fund (255) Operating • Decrease expenditure budget by $123,555 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Detention Fund (255) Non Recurring Non Project • Decrease expenditure budget by $1,143 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments: General Fund (100) • Increase Regular Benefits by $9,327 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase Personnel Services Allocation In by $74,260 based on charges from Maricopa County Sheriff’s Office (MSCO). • Increase Medical Supplies by $26,000 based on FY 2012 Forecast. • Decrease Legal Services $105,187 to offset benefit and allocation in increases based on FY 2012 Forecast. • Decrease by $4,400 Internal Services Charges to align with FY 2013 charges for Risk Management & Telecom. • Decrease Other Benefits and Internal Services Charges by $1,075 for the impact of the changes in Risk Management charges. Detention Fund (255) Operating • Increase Regular Benefits by $254,175 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease expenditures by $272,251 as a result of a reduction in overall personnel expenses due to changes in rates for new hires. • Reduce expenditures by increasing Benefit and Personnel Salary Savings by $692,958 per request of the Department, changing the personnel savings rate from 7.44% to 9.56%. • Decrease expenditures by $22,968 in Temporary Pay. • Increase Overtime by $188,471 based on FY 2012 Forecast. • Decrease Overtime Benefits by $53,000 based on FY 2012 Forecast. • Decrease in Personal Services (In – Out) by $345,072 for pool staff. • Increase General Supplies by $17,606 for the Office Enterprise Technology (OET) to provide IT services. 394 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services • • • • • Increase Medical Supplies by $174,934 due to enhance delivery of patient services. Increase Fuel by $3,100 based on FY 2012 Forecast. Decrease Non Capital by $5,000 based on FY 2012 Forecast. Increase Health Services by $58,417 based on FY 2012 Forecast. Increase Other Services by $32,102 for the Office Enterprise Technology (OET) to provide IT services. • Increase Rent & Operating Leases by $8,482 based on FY 2012 Forecast. • Increase Repairs & Maintenance by $21,912 for the Office Enterprise Technology (OET) to provide IT services. • Increase Travel by $3,000 based on FY 2012 Forecast. • Increase Education & Training by $7,500 for the Office Enterprise Technology to provide IT services. • Decrease Debt Service by $408 as a result paying off debt in FY 2012. • Increase Internal Service Charges by $68,186 to align with the FY 2013 charges for Risk Management & Telecom. • Decrease Other Benefits and Internal Services Charges by $448,185 for the impact of the changes in Risk Management charges. • Increase Personal Services by $275,000 for the hiring of 2.0 FTE - Registered Nurses at PreIntake to provide coverage 24 hours a day, 7 days a week. (Funding is equivalent to 2.5 FTE’s) Detention Fund (255) Non Recurring Non Project • Increase Regular Benefits by $2,301 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Carry forward $600,432 in one-time funding for support staff to convert the paper files for patient medical records to the electronic medical records system. • Budget $181,150 for the Office Enterprise Technology to purchase servers, software and miscellaneous technology equipment to provide IT services to CHS in FY 2013. 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. Program Results Measure Description Percent of patients discharged within 16 calendar days Percent of patients discharged within 25 calendar days FY 2011 ACTUAL 85.5% FY 2012 FY 2012 REVISED FORECAST 87.7% 86.3% 88.1% 88.2% Activities that comprise this program include: • Inpatient Medical 86.2% • FY 2013 ADOPTED 86.0% REV VS ADOPTED VAR % -1.7% -2.0% 86.1% -2.1% -2.4% 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. 395 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 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 2011 ACTUAL 85.5% $ 255 - DETENTION OPERATIONS TOTAL USES $ 6,691,928 $ 6,691,928 FY 2012 FY 2012 REVISED FORECAST 87.7% 86.3% 19,900 1,354 1,360 336.28 20,003 1,436 1,460 $ 180.24 $ 3,605,336 $ 3,605,336 10,777 673 696 $ 452.56 $ 4,877,249 $ 4,877,249 REV VS ADOPTED VAR % (1.7%) -2.0% FY 2013 ADOPTED 86.0% 18,402 1,155 1,171 $ 284.45 $ 5,234,411 $ 5,234,411 (1,601) (281) (289) -8.0% -19.6% -19.8% (104.21) -57.8% $ (1,629,075) $ (1,629,075) -45.2% -45.2% $ Activity Narrative: Efficiency is decreasing in FY 2013, as a result of providing additional medical staff to ensure appropriate coverage 24 hours a day, 7 days a week. This increases the quality of inpatient care and treatment resulting in more bed days, while reducing the need to transfer patients to more costly outside hospitals. In addition, expenditures are expected to increase due to recent State budget cuts eliminating AHCCCS coverage for childless adults. 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. 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. 396 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 88.1% $ 255 - DETENTION OPERATIONS TOTAL USES $ 5,827,015 $ 5,827,015 FY 2012 FY 2012 REVISED FORECAST 88.2% 86.2% 42,802 3,045 3,086 136.14 42,758 2,842 2,928 $ 155.01 $ 6,627,897 $ 6,627,897 27,876 1,878 1,880 $ 227.18 $ 6,332,998 $ 6,332,998 REV VS ADOPTED VAR % (2.1%) -2.4% FY 2013 ADOPTED 86.1% 47,791 3,218 3,225 $ 143.03 $ $ 6,835,547 $ 6,835,547 $ $ 5,033 376 297 11.8% 13.2% 10.1% 11.98 7.7% (207,650) (207,650) -3.1% -3.1% Activity Narrative: The demand for inpatient mental health services has increased, due at least in part to service reductions by the State mental health provider (Magellan). In addition, additional mental health staff was provided in FY 2012 in response to Graves v. Arpaio. This change resulted in significant cost increases in FY 2012 and FY 2013. The additional medical staff allows patients that are in need of acute mental health care to receive more individualized support and treatment, leading to an increase in bed days. 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. 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 2011 ACTUAL 91.3% FY 2012 FY 2012 REVISED FORECAST 90.2% 99.5% FY 2013 ADOPTED 99.6% REV VS ADOPTED VAR % 9.4% 10.4% 82.7% 94.7% 100.0% 98.1% 97.3% 96.6% 84.3% 96.0% -15.7% -2.1% -15.7% -2.2% 90.6% 90.1% 92.3% 92.3% 2.2% 2.4% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 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. 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 397 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Superior Court CV000-432355). Arnold v Sarn mandates the county with regard to services for seriously mentally ill inmates. 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 2011 ACTUAL 91.3% 82.7% 94.7% $ 255 - DETENTION OPERATIONS TOTAL USES $ 27,249,405 $ 27,249,405 FY 2012 FY 2012 REVISED FORECAST 90.2% 99.5% 100.0% 97.3% 98.1% 96.6% REV VS ADOPTED VAR % 9.4% 10.4% (15.7%) -15.7% (2.1%) -2.2% FY 2013 ADOPTED 99.6% 84.3% 96.0% 73,132 66,792 78,546 78,540 67,285 66,945 89,564 89,203 11,018 10,663 14.0% 13.6% 364,507 73,132 254,336 440,550 73,132 439,407 254,336 406,749 78,546 247,716 399,441 78,546 406,749 247,716 270,131 67,285 152,447 277,572 67,285 277,572 152,447 417,027 89,564 188,908 494,642 89,564 494,642 188,908 10,278 11,018 (58,808) 95,201 11,018 87,893 (58,808) 2.5% 14.0% -23.7% 23.8% 14.0% 21.6% -23.7% 74.76 $ 79.43 $ 32,307,219 $ 32,307,219 $ 114.12 $ 30,826,853 $ 30,826,853 $ 71.86 $ 29,967,927 $ 29,967,927 $ 7.57 9.5% $ 2,339,292 $ 2,339,292 7.2% 7.2% Activity Narrative: In FY 2013, the number of appointments kept is expected to increase due to adding additional medical providers in response to Graves v. Arpaio. The delivery of more outpatient patient services by in-house providers results in more appointments kept, while reducing the need to transfer patients to more costly outside providers and specialty clinics. 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. 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. 398 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure Description Percent of screened inmates booked Number screenings completed and inmate subsequently booked Number of inmates screened Number of inmates presented at booking sites FY 2011 ACTUAL 100.0% 105,207 FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 103,965 74,654 105,620 105,831 Expenditure of screenings completed and inmate subsequently booked $ 7.98 255 - DETENTION OPERATIONS TOTAL USES $ $ 844,110 844,110 103,965 104,600 $ 75,353 75,353 12.25 $ 11.10 $ 1,273,320 $ 1,273,320 $ $ 828,837 828,837 REV VS ADOPTED VAR % 0.0% 0.0% (2,777) -2.7% FY 2013 ADOPTED 100.0% 101,188 101,188 101,764 $ (2,777) (2,836) -2.7% -2.7% 11.92 $ 0.33 2.7% $ 1,205,730 $ 1,205,730 $ $ 67,590 67,590 5.3% 5.3% Expenditure Activity Narrative: The decrease in efficiency from FY 2012 Forecast is directly related to the increase in medical staff allocated to this activity in FY 2013. 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. 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 Output 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 Demand Number of initial health assessments required Efficiency Cost per initial health assessment completed $ 255 - DETENTION OPERATIONS TOTAL USES $ 2,553,896 $ 2,553,896 Output Output FY 2011 ACTUAL 90.6% FY 2012 FY 2012 REVISED FORECAST 90.1% 92.3% FY 2013 ADOPTED 92.3% REV VS ADOPTED VAR % 2.2% 2.4% 20,076 20,285 11,274 22,558 2,273 11.2% 21,844 22,031 12,091 24,185 2,154 9.8% 22,151 22,503 12,215 24,431 1,928 8.6% 22,151 22,503 12,215 24,431 1,928 8.6% 116.92 $ 116.99 $ 219.06 $ 117.44 $ (0.45) -0.4% $ 2,840,299 $ 2,840,299 $ $ (262,940) (262,940) -10.2% -10.2% Expenditure $ 2,577,359 $ 2,577,359 $ 2,648,697 $ 2,648,697 Activity Narrative: Expenditures are increasing as a result of providing additional medical staff to complete initial health assessments. The additional staff will ensure that patients receive access to healthcare services and improve the continuity of care by completing initial health assessment in a timely manner. 399 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 92.8% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 99.8% 100.0% FY 2013 ADOPTED 100.0% 98.5% REV VS ADOPTED VAR % 0.0% 0.0% 98.8% -1.2% -1.2% 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 2011 ACTUAL 92.8% $ FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 99.8% 100.0% 98.5% 98.8% (1.2%) -1.2% 2,046 2,428 2,110 3,099 671 27.6% 1,859 2,204 1,862 2,204 1,825 2,428 1,825 2,428 1,397 2,122 1,418 2,122 1,920 3,123 1,944 3,123 95 695 119 695 5.2% 28.6% 6.5% 28.6% 119 282.82 6.5% 18.7% - 0.0% 0.0% 0.0% 1,862 1,438.96 $ 1,825 1,515.87 $ 1,418 1,753.88 $ 1,944 1,233.05 $ Revenue 292 - CORRECTIONAL HEALTH GRANT 255 - DETENTION OPERATIONS TOTAL SOURCES $ 49,678 8,363 58,041 $ 292 - CORRECTIONAL HEALTH GRANT 255 - DETENTION OPERATIONS TOTAL USES $ 50,000 2,894,102 $ 2,944,102 $ $ 50,000 6,500 56,500 $ 50,000 3,630,544 $ 3,680,544 $ $ $ 54,167 7,397 61,564 $ 50,000 6,500 56,500 $ 50,000 3,771,222 $ 3,821,222 $ $ $ Expenditure 49,983 3,650,695 $ 3,700,678 $ $ (140,678) (140,678) 0.0% -3.9% -3.8% Activity Narrative: An increase in the allocation of staff time to this activity is anticipated in FY 2013; thus increasing expenditures and reducing the efficiency when comparing to FY 2012 Forecast. As the 400 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services department moves into an electronic medical record system in FY 2013, the ability to provide electronic information to external requestors will improve the continuity and level of care for patients as they are released from jail. 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 % of competency determinations performed within 78 days. % of inmates found not restorable within 15 months of the determination of incompetency % of Rule 11 evaluations performed within 21 days Percent of rule 11 juvenile evaluation performed within 21 days FY 2011 ACTUAL 81.5% FY 2012 FY 2012 REVISED FORECAST 81.3% 91.8% FY 2013 ADOPTED 78.6% REV VS ADOPTED VAR % -2.7% -3.3% 30.5% 30.5% 37.8% 29.9% -0.6% -2.1% 47.1% 48.4% 64.7% 48.4% 0.0% 0.0% 0.0% 50.0% 0.0% 50.0% 0.0% 0.0% 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 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. 401 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 81.5% $ 100 - GENERAL TOTAL USES $ 1,714,322 $ 1,714,322 FY 2012 FY 2012 REVISED FORECAST 81.3% 91.8% FY 2013 ADOPTED 78.6% 30.5% 30.5% 37.8% 29.9% 732 302 732 329 329 329 97 98 252 312 336 314 4,926.36 $ 15,859.11 $ 5,226.03 $ 1,620,773 $ 1,620,773 $ 1,538,334 $ 1,538,334 $ 1,630,521 $ 1,630,521 2,341.97 $ REV VS ADOPTED VAR % (2.7%) -3.3% (0.6%) -2.1% (17) 7 (15) -5.2% 2.1% -4.6% $ (299.67) -6.1% $ $ (9,748) (9,748) -0.6% -0.6% 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. A.R.S § 13-4512F and G state that if the court finds the defendant is unable to pay all or a portion on the costs of inpatient, in custody treatment, the state shall pay the costs of inpatient, in custody competency restoration treatment at the Arizona State Hospital that are incurred until seven days after the hospital submits a report to the court stating that the defendant has regained competency or there is no substantial probability that the defendant will regain competency within twenty-one months after the date of the original finding of incompetency, the treatment order expires, or seven days after the charges are dismissed. The County shall pay the hospital costs that are incurred after the period and time designated above and shall also pay for the costs of inpatient, in custody restoration treatment in court approved programs that are not programs at the Arizona State Hospital. 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 2011 ACTUAL 47.1% FY 2012 FY 2012 REVISED FORECAST 48.4% 64.7% FY 2013 ADOPTED 48.4% REV VS ADOPTED VAR % 0.0% 0.0% 11 6 6 6 - 0.0% 775 768 284 768 - 0.0% 775 768 284 768 - 0.0% 816 768 267 768 - 0.0% Number of Rule 11 competency evaluations ordered Cost per inmate competency evaluation $ 100 - GENERAL TOTAL USES $ 1,077,668 $ 1,077,668 1,390.54 $ 1,562.11 $ 1,199,704 $ 1,199,704 $ 4,366.71 $ 1,240,145 $ 1,240,145 $ 1,669.49 $ (107.37) -6.9% $ 1,282,167 $ 1,282,167 $ $ (82,463) (82,463) -6.9% -6.9% 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. A.R.S § 13-4512F and G state that if the court finds the defendant is unable to pay all or a portion on the costs of inpatient, in custody treatment, the state shall pay the costs of inpatient, in custody competency restoration treatment at the Arizona State Hospital that are incurred until seven days after the hospital submits a report to the court stating that the defendant has regained competency or there is no substantial probability that the defendant will regain competency within twenty-one months after the date of the original finding of incompetency, the treatment order expires, or seven days after the 402 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 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 2011 ACTUAL 0.0% FY 2012 FY 2012 REVISED FORECAST 50.0% 0.0% $ 878.35 $ 717.86 $ 1,752.88 $ 433.18 100 - GENERAL TOTAL USES $ $ 274,045 274,045 $ $ 241,200 241,200 $ $ 198,075 198,075 $ $ 145,549 145,549 REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 50.0% 261 264 113 264 - 0.0% 55 72 5 72 - 0.0% 312 350 336 336 113 139 336 336 - 0.0% 0.0% $ 284.68 39.7% $ $ 95,651 95,651 39.7% 39.7% Activity Narrative: Due to a revision in Rule 11, juvenile competency evaluations will no longer require a psychiatrist and a psychologist. These evaluations will now be conducted by either a psychologist or psychiatrist; therefore, expenditures are anticipated to decrease in FY 2013. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change 3,071,763 $ - $ (6,458) $ (6,458) - $ 3,065,305 $ - $ (4,515) $ (4,515) - $ 3,060,790 $ - $ 9,327 $ 9,327 (9,327) $ (4,927) - (4,400) - 3,060,790 $ 0.0% - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personnel Services Allocation-In based on charges from MCSO Increase Medical Supplies based on FY 2012 Forecast Reduce Legal Services based on Fy 2012 Forecast to offset budget increases Internal Service Charges Increase Internal Services Charges to align with FY 2013 charges FY 2013 Adopted Budget Percent Change from Target Amount $ 74,260 26,000 (105,187) (4,400) $ 403 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Detention Operations Fund (255) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change Supplemental Funding Mid Year Adjustments CHS Intak e Staffing CHS IT 51,042,379 $ 6,500 $ (171,502) $ (171,502) - $ 2,508,517 $ 1,990,794 517,723 - $ 53,379,394 $ 6,500 $ (123,555) $ (123,555) - $ 53,255,839 $ 6,500 $ 254,175 $ 254,175 (254,175) $ (185,989) - Agenda Item: C-49-12-014-2-00 C-49-12-015-2-00 C-49-12-017-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease in overall Personnel expenses due to changes in rates for new hires Increase Benefit and Personnel Salary Savings based on request from Department Right size Temporary Pay Increase Overtime based on FY 2012 Forecast Decrease Overtime Benefits based on FY 2012 Forecast Increase Personal Services Allocation (Net of In & Out) for pool staff Increase General Supplies for OET IT services Increase Medical Supplies to enhance delivery of patient care services Increase Fuel based on FY 2012 Forecast Decrease Non Capital based on FY 2012 Forecast Increase Health Services based on FY 2012 Forecast Increase Other Services for OET IT services Increase Rent & Operating leases based on Fy 2012 Forecast Increase Repairs & Maintenance for OET IT services Increase Travel based on FY 2012 Forecast Increase Education & Training for OET IT services Decrease Debt Services as result of debt being paid Internal Service Charges Decrease ISFC charges to align with FY 2013 charges $ (275,251) (692,958) (22,968) 188,471 53,000 345,072 17,606 174,934 3,100 (5,000) 58,417 32,102 8,482 21,912 3,000 7,500 (408) (68,186) - (68,186) FY 2013 Recommended Budget Percent Change from Target Amount $ 53,255,839 $ 0.0% 6,500 0.0% FY 2013 Tentative Budget $ 53,255,839 $ 0.0% 6,500 0.0% $ (173,185) $ 275,000 - (448,185) - Percent Change from Target Amount Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Increase Personal Services for the hiring of 2.5 FTEs - RN at Pre-Intak e Internal Service Charges Decrease Other Benefits and Internal Services Charges due to changes in Risk Mgmt FY 2013 Adopted Budget Percent Change from Target Amount 275,000 (448,185) $ 404 53,082,654 $ -0.3% 6,500 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Detention Operations Fund (255) continued Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change Supplemental Funding Mid Year Adjustments CHS IT 877,514 $ - $ (1,547) $ (1,547) - $ 91,626 $ 91,626 - $ 967,593 $ - $ (1,143) $ (1,143) (966,450) $ (966,450) - $ - $ - $ $ 2,301 $ 2,301 781,582 $ 600,432 181,150 - $ 783,883 $ - Agenda Item: C-49-12-014-2-00 C-49-12-017-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Non Recurring Other Non-Recurring $ Agenda Item: $ FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Non Recurring Non Recurring Carry Forward Other Non-Recurring Additional funding for OET support CHS technology requirements FY 2013 Adopted Budget Percent Change from Target Amount 181,150 Correctional Health Grant Fund (292) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 50,000 $ 50,000 FY 2012 Revised Budget $ 50,000 $ 50,000 FY 2013 Budget Target $ 50,000 $ 50,000 FY 2013 Adopted Budget Percent Change from Target Amount $ 50,000 $ 0.0% 50,000 0.0% 405 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Correctional Health Grant Fund (292) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ - $ 4,165 $ 4,165 $ - $ - $ 49,999 49,999 $ 50,000 50,000 $ 50,000 50,000 $ 49,983 49,983 $ 50,000 50,000 $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 1 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ 50,000 50,000 $ $ $ 50,000 50,000 (1) $ $ $ 50,000 50,000 - $ $ - $ $ 4,165 4,165 406 $ $ $ $ $ 49,983 49,983 $ $ 50,000 50,000 - $ - $ - $ - $ - $ - $ $ 4,165 4,165 $ $ - $ $ - Maricopa County Annual Business Strategies FY 2013 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. 407 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % LAAC - LEGAL ADVICE 19CL - CIVIL LEGAL SERVICES $ $ 22,785 $ 22,785 $ 91,200 $ 91,200 $ 91,200 $ 91,200 $ - $ - $ - $ - $ VCAC - VICTIM COMPENSATION 19CS - COMMUNITY SERVICES $ $ 1,456,639 $ 1,456,639 $ 2,035,789 $ 2,035,789 $ 2,035,789 $ 2,035,789 $ 1,896,909 $ 1,896,909 $ 2,372,550 $ 2,372,550 $ AUTO - AUTO THEFT PROSECUTION CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT METH - METH MAJOR DRUGS PROSECUTION TRLA - TRIAL VTAA - VICTIM ASSISTANCE 19PP - PROSECUTION $ 85,796 $ 466,836 303,150 1,712,375 7,612,921 685,353 10,866,431 $ 85,797 $ 520,000 346,000 1,657,175 8,761,447 675,909 12,046,328 $ 21,450 $ 520,000 346,000 276,196 10,562,323 675,909 12,401,878 $ - $ 622,168 297,257 425,756 9,125,528 730,209 11,200,918 $ - $ 1,728,613 346,000 9,387,524 735,054 12,197,191 $ (21,450) 1,208,613 (276,196) (1,174,799) 59,145 (204,687) -100.0% 232.4% 0.0% -100.0% -11.1% 8.8% -1.7% 36,000 $ 1,653,756 1,689,756 $ 36,000 $ 1,653,756 1,689,756 $ 56,889 $ 1,589,800 1,646,689 $ 48,000 $ 1,600,000 1,648,000 $ 12,000 (53,756) (41,756) 33.3% -3.3% -2.5% $ $ (91,200) (91,200) 336,761 336,761 -100.0% -100.0% 16.5% 16.5% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ - $ 1,644,164 1,644,164 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ (337,963) $ (337,963) $ - $ - $ - $ - $ 753,471 $ 753,471 $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 265,880 $ 265,880 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 13,917,936 $ 15,863,073 $ 16,218,623 $ 15,497,987 $ 16,217,741 $ (882) 0.0% USES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT $ $ 938,713 $ 938,713 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A LAAC - LEGAL ADVICE 19CL - CIVIL LEGAL SERVICES $ $ 10,059,011 $ 10,059,011 $ 9,877,746 $ 9,877,746 $ 9,834,296 $ 9,834,296 $ 8,382,678 $ 8,382,678 $ 8,619,920 $ 8,619,920 $ 1,214,376 1,214,376 12.3% 12.3% VCAC - VICTIM COMPENSATION 19CS - COMMUNITY SERVICES $ $ 1,448,433 $ 1,448,433 $ 2,238,161 $ 2,238,161 $ 2,274,045 $ 2,274,045 $ 2,028,244 $ 2,028,244 $ 2,237,836 $ 2,237,836 $ 36,209 36,209 1.6% 1.6% 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 $ 1,008,279 $ 11,474,102 360,545 1,449,521 4,142,718 2,894,390 35,227,702 3,870,540 60,427,797 $ 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 $ - $ 12,553,720 374,355 5,797,568 4,386 45,866,484 3,923,561 68,520,074 $ 82,956 $ 11,747,834 317,923 (10,233) 4,621,931 200,186 43,451,673 3,871,598 64,283,868 $ - $ 12,990,212 361,000 5,478,854 46,402,987 4,219,026 69,452,079 $ (436,492) 13,355 318,714 4,386 (536,503) (295,465) (932,005) N/A -3.5% 3.6% N/A 5.5% 100.0% -1.2% -7.5% -1.4% 92,795 $ 433,007 185,147 2,434,625 62,363 3,207,937 $ 96,010 $ 404,291 202,915 3,299,425 60,325 4,062,966 $ 95,507 $ 372,747 292,469 3,638,006 60,023 4,458,752 $ 96,956 $ 464,917 281,440 3,373,370 47,631 4,264,314 $ 97,630 $ 575,150 314,951 3,808,736 53,208 4,849,675 $ (2,123) (202,403) (22,482) (170,730) 6,815 (390,923) -2.2% -54.3% -7.7% -4.7% 11.4% -8.8% 33,885 $ 63,756 97,641 $ - $ 2,554,773 2,554,773 $ 44,913 $ 2,554,773 2,599,686 $ - $ 1,277,691 1,277,691 $ - $ 162,974 162,974 $ $ 980,375 $ 1,094,606 1,009,909 585,977 3,670,867 $ 886,357 $ 1,053,816 882,003 509,396 3,331,572 $ 881,416 $ 1,053,392 876,960 506,647 3,318,415 $ 878,841 $ 1,378,562 844,706 498,214 3,600,323 $ 1,013,458 $ 947,521 959,768 556,594 3,477,341 $ TOTAL PROGRAMS $ 79,850,399 $ 87,709,160 $ 91,005,268 $ 83,837,118 $ 88,799,825 $ $ 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 $ $ $ 408 44,913 2,391,799 2,436,712 (132,042) 105,871 (82,808) (49,947) (158,926) 2,205,443 100.0% 93.6% 93.7% -15.0% 10.1% -9.4% -9.9% -4.8% 2.4% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED 5,280,502 2,009,230 7,289,732 $ FY 2012 REVISED $ 6,731,174 1,663,100 8,394,274 1,264,043 1,264,043 $ $ 5,224,653 5,224,653 $ $ 88,095 $ 51,413 139,508 $ $ FY 2012 FORECAST $ 6,731,174 2,011,200 8,742,374 1,264,043 1,264,043 $ $ 6,086,856 6,086,856 $ $ 81,900 $ 36,000 117,900 $ $ FY 2013 ADOPTED $ 6,426,018 2,069,280 8,495,298 1,264,043 1,264,043 $ $ 6,086,856 6,086,856 $ $ 81,900 $ 36,000 117,900 $ $ REVISED VS ADOPTED VAR % $ 6,907,128 $ 2,022,468 8,929,596 $ 175,954 11,268 187,222 2.6% 0.6% 2.1% 1,102,545 1,102,545 $ $ 1,102,545 $ 1,102,545 $ (161,498) (161,498) -12.8% -12.8% 5,771,166 5,771,166 $ $ 6,065,500 6,065,500 $ $ (21,356) (21,356) -0.4% -0.4% 64,639 $ 56,889 121,528 $ 72,100 48,000 120,100 $ $ (9,800) 12,000 2,200 -12.0% 33.3% 1.9% 6,568 ALL REVENUES $ 13,917,936 $ 15,863,073 $ 16,211,173 $ 15,490,537 $ 16,217,741 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ 7,450 7,450 $ $ 7,450 7,450 $ $ - $ $ 13,917,936 $ 15,863,073 $ 16,218,623 $ 15,497,987 $ 16,217,741 $ (882) 0.0% TOTAL SOURCES $ 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% (7,450) -100.0% (7,450) -100.0% 49,312,773 $ 96,609 163,106 15,816,047 1,160,293 (479,862) 437,310 66,506,276 $ 51,040,608 $ 131,768 192,748 17,438,671 1,115,382 (583,458) 508,458 69,844,177 $ 53,621,438 $ 131,771 209,748 17,948,160 1,124,382 (583,458) 508,458 72,960,499 $ 48,562,801 $ 70,417 196,038 16,252,710 953,398 (735,516) 676,238 65,976,086 $ 51,939,471 $ 192,293 257,463 18,113,298 986,033 (186,934) 111,934 71,413,558 $ 1,681,967 (60,522) (47,715) (165,138) 138,349 (396,524) 396,524 1,546,941 3.1% -45.9% -22.7% -0.9% 12.3% -68.0% 78.0% 2.1% SUBTOTAL $ 1,577,863 $ 82,183 523,066 2,183,112 $ 1,140,719 $ 75,300 1,532,789 2,748,808 $ 1,156,982 $ 75,300 1,532,789 2,765,071 $ 1,604,109 $ 1,281 85,486 562,999 2,253,875 $ 1,222,634 $ 107,331 1,025,000 2,354,965 $ (65,652) (32,031) 507,789 410,106 -5.7% N/A -42.5% 33.1% 14.8% 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 SUBTOTAL $ 3,491,473 $ 1,860,402 1,367,571 1,591,356 160,376 400,056 445,465 226,618 152,246 181,570 386,995 113,861 10,377,989 $ 1,084,652 $ 2,158,872 2,665,692 1,797,782 893,291 704,821 2,979,578 331,229 408,039 180,989 796,030 115,000 200 14,116,175 $ 1,084,652 $ 2,158,872 2,825,212 1,797,782 893,291 704,821 2,979,578 335,432 408,039 180,989 796,030 115,000 14,279,698 $ 800,097 $ 2,290,502 3,695,364 1,575,193 857,588 726,804 2,937,081 368,777 312,778 169,481 579,685 184,353 14,497,703 $ 880,052 $ 2,139,790 2,955,480 1,723,676 907,240 700,000 3,241,632 398,700 403,400 197,460 868,872 115,000 14,531,302 $ 204,600 19,082 (130,268) 74,106 (13,949) 4,821 (262,054) (63,268) 4,639 (16,471) (72,842) (251,604) 18.9% 0.9% -4.6% 4.1% -1.6% 0.7% -8.8% -18.9% 1.1% -9.1% -9.2% 0.0% N/A -1.8% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ (1) $ 591,706 143,086 734,791 $ - $ 1,000,000 1,000,000 $ - $ 1,000,000 1,000,000 $ - $ 1,109,454 1,109,454 $ - $ 500,000 500,000 $ 500,000 500,000 N/A 50.0% N/A 50.0% ALL EXPENDITURES $ 79,802,168 $ 87,709,160 $ 91,005,268 $ 83,837,118 $ 88,799,825 $ 2,205,443 2.4% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 48,231 $ 48,231 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 79,850,399 $ 87,709,160 $ 91,005,268 $ 83,837,118 $ 88,799,825 $ 2,205,443 2.4% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 409 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 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 FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 73,708 $ 73,708 $ 127,200 $ 127,200 $ 127,200 $ 127,200 $ 56,889 $ 56,889 $ 48,000 $ 48,000 $ $ $ 5,284,291 $ 5,284,291 $ 6,747,174 $ 6,747,174 $ 6,747,174 $ 6,747,174 $ 6,430,797 $ 6,430,797 $ 6,915,128 $ 6,915,128 $ $ $ 3,166,225 $ 3,166,225 $ 4,000,000 $ 4,000,000 $ 4,007,450 $ 4,007,450 $ 3,764,499 $ 3,764,499 $ 4,000,000 $ 4,000,000 $ (7,450) (7,450) -0.2% -0.2% $ $ 1,663,042 $ 1,663,042 $ 1,653,756 $ 1,653,756 $ 1,653,756 $ 1,653,756 $ 1,596,442 $ 1,596,442 $ 1,600,000 $ 1,600,000 $ (53,756) (53,756) -3.3% -3.3% $ $ 1,739,183 $ 1,739,183 $ 1,792,043 $ 1,792,043 $ 1,792,043 $ 1,792,043 $ 1,727,850 $ 1,727,850 $ 1,728,613 $ 1,728,613 $ (63,430) (63,430) -3.5% -3.5% $ $ 304,934 $ 304,934 $ 346,000 $ 346,000 $ 346,000 $ 346,000 $ 298,090 $ 298,090 $ 346,000 $ 346,000 $ - 0.0% 0.0% $ $ 1,522,805 $ 1,522,805 $ 1,056,900 $ 1,056,900 $ 1,405,000 $ 1,405,000 $ 1,451,263 $ 1,451,263 $ 1,405,000 $ 1,405,000 $ - 0.0% 0.0% $ $ 136,778 $ 136,778 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 147,577 $ 147,577 $ 135,000 $ 135,000 $ 35,000 35,000 35.0% 35.0% $ $ 26,970 $ 26,970 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 24,580 $ 24,580 $ 40,000 $ 40,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ 13,917,936 $ 15,863,073 $ 16,218,623 $ 15,497,987 $ 16,217,741 $ DEPARTMENT TOTAL SOURCES $ 13,917,936 $ 15,863,073 $ 16,218,623 $ 15,497,987 $ 16,217,741 $ 100 GENERAL 68,454,669 $ 68,161,396 $ 66,099,147 $ 69,293,617 OPERATING $ 66,217,498 $ NON-RECURRING 1,571,020 1,518,618 1,511,399 605,048 825,000 FUND TOTAL USES $ 67,788,518 $ 69,973,287 $ 69,672,795 $ 66,704,195 $ 70,118,617 219 COUNTY ATTORNEY GRANTS OPERATING $ 5,298,094 $ 6,747,174 $ 6,747,174 $ 6,017,981 $ 6,915,128 FUND TOTAL USES $ 5,298,094 $ 6,747,174 $ 6,747,174 $ 6,017,981 $ 6,915,128 213 COUNTY ATTORNEY RICO OPERATING $ 2,274,027 $ 4,000,000 $ 4,000,000 $ 3,513,021 $ 4,000,000 NON-RECURRING 2,000,000 2,123,400 1,932,272 582,949 FUND TOTAL USES $ 2,274,027 $ 6,000,000 $ 6,123,400 $ 5,445,293 $ 4,582,949 220 DIVERSION OPERATING $ 1,198,391 $ 1,653,756 $ 1,653,756 $ 1,596,314 $ 1,600,000 NON-RECURRING 2,224,200 474,689 1,271,162 FUND TOTAL USES $ 1,198,391 $ 1,653,756 $ 3,877,956 $ 2,071,003 $ 2,871,162 221 COUNTY ATTORNEY FILL THE GAP OPERATING $ 1,558,702 $ 1,792,043 $ 1,792,043 $ 1,703,871 $ 1,728,613 NON-RECURRING 33,885 389,300 163,831 318,521 FUND TOTAL USES $ 1,592,587 $ 1,792,043 $ 2,181,343 $ 1,867,702 $ 2,047,134 266 CHECK ENFORCEMENT PROGRAM OPERATING $ 283,827 $ 346,000 $ 346,000 $ 293,298 $ 346,000 NON-RECURRING 17,845 30,000 24,625 15,000 FUND TOTAL USES $ 301,672 $ 346,000 $ 376,000 $ 317,923 $ 361,000 267 CRIM JUSTICE ENHANCEMENT OPERATING $ 1,386,050 $ 1,056,900 $ 1,405,000 $ 1,214,151 $ 1,405,000 NON-RECURRING 481,600 133,577 323,835 1,728,835 FUND TOTAL USES $ 1,386,050 $ 1,056,900 $ 1,886,600 $ 1,347,728 $ 268 VICTIM COMP AND ASSISTANCE OPERATING $ - $ 100,000 $ 100,000 $ 41,683 $ 135,000 FUND TOTAL USES $ - $ 100,000 $ 100,000 $ 41,683 $ 135,000 269 VICTIM COMP RESTITUTION INT OPERATING $ 11,060 $ 40,000 $ 40,000 $ 23,610 $ 40,000 FUND TOTAL USES $ 11,060 $ 40,000 $ 40,000 $ 23,610 $ 40,000 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 78,227,649 $ 1,622,750 $ 79,850,399 $ 84,190,542 $ 3,518,618 $ 87,709,160 $ 410 84,245,369 $ 6,759,899 $ 91,005,268 $ 80,503,076 $ 3,334,042 $ 83,837,118 $ (79,200) (79,200) 167,954 167,954 -62.3% -62.3% 2.5% 2.5% (882) (882) 0.0% 0.0% $ (1,132,221) 686,399 (445,822) -1.7% 45.4% -0.6% $ $ (167,954) (167,954) -2.5% -2.5% $ $ 1,540,451 1,540,451 0.0% 72.5% 25.2% 53,756 953,038 1,006,794 3.3% 42.8% 26.0% 63,430 70,779 134,209 3.5% 18.2% 6.2% 15,000 15,000 0.0% 50.0% 4.0% $ 157,765 157,765 0.0% 32.8% 8.4% $ $ (35,000) (35,000) -35.0% -35.0% $ $ $ $ $ $ $ $ $ $ 85,463,358 $ 3,336,467 $ 88,799,825 $ (1,217,989) 3,423,432 2,205,443 0.0% 0.0% -1.4% 50.6% 2.4% Maricopa County Annual Business Strategies FY 2013 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 CIVIL LEGAL SERVICES LEGAL ADVICE 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 34.00 6.00 5.00 1.00 47.00 1.00 34.00 6.00 5.00 1.00 47.00 1.00 34.00 6.00 5.00 1.00 47.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 91.50 91.50 96.00 96.00 96.00 96.00 96.00 96.00 96.00 96.00 - 0.0% 0.0% 6.00 6.00 6.00 6.00 7.00 7.00 7.00 7.00 7.00 7.00 - 0.0% 0.0% 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 10.00 1.00 10.00 9.00 30.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 20.00 104.00 8.00 59.00 23.00 33.00 445.50 77.00 769.50 934.50 14.00 159.00 8.00 58.00 20.00 32.00 382.00 71.00 744.00 918.00 .00 163.50 9.00 66.00 .00 .00 463.00 69.00 770.50 950.50 163.50 9.00 66.00 457.00 69.00 764.50 944.50 162.50 9.00 66.00 458.00 69.00 764.50 944.50 (1.00) (5.00) (6.00) (6.00) N/A (0.6%) 0.0% 0.0% N/A N/A (1.1%) 0.0% (0.8%) (0.6%) 411 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Administrator Applications Development Mgr Attorney Attorney - Associate Attorney - Civil Practice Mgr Attorney - General Counsel 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 Special Assistant Data Security Analyst Sr/Ld Database Administrator Department Facilities Planner Director - Litigation Elected Executive Assistant Finance Manager - Large Finance Support Supervisor Finance/Business Analyst Financial Supervisor - Dept General Laborer Grant-Contract Administrator Help Desk Coordinator Human Resources Analyst Human Resources Manager Human Resources Specialist Human Resources Supervisor Human Resources Support Supv Intern Investigation Commander - MCAO Investigations Supv - MCAO Investigations Task Force Commander – MCAO Investigator Investigator - MCAO Investigator Chief - MCAO IS Architect IT Division Manager IT Senior Manager Legal Assistant Legal Assistant Supv Legal Management Assistant Legal Order Server Legal Services Manager Legal Support Specialist FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 3.00 3.00 3.00 3.00 3.00 1.00 2.00 3.00 3.00 3.00 3.00 1.00 3.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 269.50 352.00 346.00 346.00 155.00 5.00 5.00 5.00 4.00 66.00 61.50 14.00 18.00 13.00 13.00 13.00 20.00 22.00 18.00 15.00 7.00 6.00 25.00 25.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 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 2.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 .50 .50 .50 .50 1.00 1.00 4.00 5.00 5.00 5.00 5.00 1.00 1.00 1.00 35.00 34.00 2.00 3.00 48.00 48.00 48.00 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 1.00 106.00 106.00 105.00 105.00 105.00 6.00 10.00 13.00 13.00 13.00 4.00 4.00 4.00 2.00 2.00 3.00 3.00 3.00 108.00 103.00 105.00 105.00 105.00 412 REVISED TO ADOPTED VARIANCE VAR % 0.0% N/A 0.0% N/A 0.0% N/A 0.0% 0.0% (6.00) (1.7%) N/A 0.0% N/A N/A N/A 0.0% N/A N/A N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 1.00 N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% (2.00) (100.0%) 0.0% 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Market Range Title (continued) MARKET RANGE TITLE Legal Support Supervisor Management Analyst Media Specialist Nurse Legal Consultant Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Procurement Specialist Program Coordinator Programmer/Analyst Programmer/Analyst - Sr/Ld Social Worker Social Worker Supervisor Systems Admin & Analysis Mgr Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Trainer Web Designer/Developer Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 40.00 41.00 36.00 36.00 36.00 3.00 2.00 5.00 5.00 4.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 118.00 115.00 112.00 112.00 112.00 13.00 18.00 16.00 18.00 18.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 2.00 2.00 53.00 47.00 47.00 47.00 47.00 7.00 8.00 8.00 8.00 8.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 934.50 918.00 950.50 944.50 944.50 REVISED TO ADOPTED VARIANCE VAR % 0.0% (1.00) (20.0%) 0.0% 0.0% 0.0% 2.00 12.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (6.00) (0.6% ) Staffing by Fund 100 213 219 220 221 266 267 Department Total FUND GENERAL COUNTY ATTORNEY RICO COUNTY ATTORNEY GRANTS DIVERSION COUNTY ATTORNEY FILL THE GAP CHECK ENFORCEMENT PROGRAM CRIM JUSTICE ENHANCEMENT FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 801.50 778.00 769.00 769.00 769.00 1.00 1.00 1.00 65.00 62.00 74.00 68.00 68.00 6.00 19.00 37.00 37.00 37.00 28.00 30.00 36.50 36.50 36.50 8.00 8.00 9.00 9.00 9.00 26.00 21.00 24.00 24.00 24.00 934.50 918.00 950.50 944.50 944.50 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% (6.00) (8.1%) 0.0% 0.0% 0.0% 0.0% (6.00) (0.6% ) General Adjustments Target Adjustments: General Fund (100) Operating • Decrease expenditure budget by $203,248 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. County Attorney Grants Fund (219) Operating • Decrease expenditure budget by $15,721 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Diversion Fund (220) Operating • Decrease expenditure budget by $3,934 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. County Attorney Fill the Gap Fund (221) Operating • Decrease expenditure budget by $5,532 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Criminal Justice Enhancement Fund (267) Operating • Decrease expenditure budget by $4,707 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. 413 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney Base Adjustments: General Fund (100) Operating • Increase revenues by $12,000 due to increased collection of copying charges for providing discovery documents to opposing counsel. • Increase Regular Benefits by $416,427 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase expenditures by $41,927 to right size services based on FY 2012 forecasted needs. • Increase expenditures by $589,684 in order to reduce the personnel savings rate from 4.75% to 3%. • Decrease expenditures in the amount of $98,277 for the allocation out of internal service costs (Risk Management and Telecommunications) to other funds. • Increase Other Benefits and Internal service Charges by $385,708 for the impact of the changes in Risk Management charges. County Attorney Grants Fund (219) Operating • Increase revenue $167,954 due to an increase in grant funding received from several grants. • Increase Regular Benefits by $34,718 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase expenditures by $148,957 in Personal Services due to increased grant funding. • Although the Attorney Grants Fund’s proportionate share of departmental internal service costs is $218,211, the current grants do not allow these costs. Future grant applications should include language to allow these costs. Diversion Fund (220) Operating • Decrease revenues by $53,756 due to decreased collection of diversion fees. • Increase Regular Benefits by $8,124 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase expenditures by $52,331 associated with the Diversion Fund’s proportionate share of departmental internal service costs. • Reduce services by $110,277 to maintain structural balance. County Attorney Fill the Gap Fund (221) Operating • Decrease revenues by $63,430 due to a reduction in Fill the Gap court fee revenue received. • Increase Regular Benefits by $11,859 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Although the County Attorney Fill the Gap Fund’s proportionate share of departmental internal service costs is $70,424, the Fund cannot support these charges at the time and remain in structural balance. Internal service costs will be covered by the General Fund until such time that the County Attorney Fill the Gap Fund can fully support these costs. Criminal Justice Enhancement Fund (267) Operating • Increase Regular Benefits by $9,032 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Although the Criminal Justice Enhancement Fund’s proportionate share of departmental internal service costs is $57,882, the Fund cannot support these charges at this time and remain in structural balance. Internal service costs will be covered by the General Fund until such time that the Criminal Justice Enhancement Fund can fully support these costs. • Reduce services by $4,325 to maintain structural balance. 414 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include: • Legal Advice Activity Legal Advice Activity The purpose of the Legal Advice Activity is to provide legal advice to county officers, administrators and managers so that they can have timely and quality advice to manage the affairs of county government Mandates: A.R.S. §11-532 establishes that the County Attorney’s Office will provide written opinions to County officers regarding the duties of their offices. Further, the County Attorney’s Office will act as legal advisor to the Board of Supervisors and represent the County in legal affairs. Measure Type Result Output Demand Efficiency Measure Description Percent of clients satisfied with legal advice provided as determined by a customer satisfaction survey Number of claims, protests, lawsuits, appeals, and responses to requests for legal advice completed Number of claims, protests, lawsuits, appeals, and requests for legal advice opened. Cost per claim, protest, lawsuit, appeal, and response to request for legal advice FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 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 (91,200) (91,200) -100.0% -100.0% Revenue 100 - GENERAL TOTAL SOURCES $ $ 22,785 22,785 100 - GENERAL TOTAL USES $ 10,059,011 $ 10,059,011 $ $ 91,200 91,200 $ $ - $ $ - $ $ Expenditure $ 9,834,296 $ 9,834,296 $ 8,382,678 $ 8,382,678 $ 8,619,920 $ 8,619,920 $ 1,214,376 $ 1,214,376 12.3% 12.3% Target Adjustments: General Fund (100) Operating • Restate the County Attorney Civil revenue budget by $91,200 to County Attorney. • Restate the County Attorney Civil expenditure budget by $8,348,234 to County Attorney. Base Adjustments: General Fund (100) Operating • Reduce revenues by $91,200 due to the cancellation of the civil legal retainer with the Maricopa County Housing Authority. The department is still providing minimal services to the Housing Authority. 415 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 Adopted Budget General Fund (100) Non Recurring/Non Project • Increase expenditures in the amount of $825,000 for the carryforward of one-time funds to support 16.5 FTE and related supplies and services associated with backlogged tax appeal cases. • Increase Regular Benefits by $9,233 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase in expenditures of $33,764 associated with the General Fund’s (Non Recurring) proportionate share of internal service costs. • Reduce expenditures by $42,997 to absorb the benefits and internal service costs increases. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 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. 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 2011 ACTUAL N/A 475 FY 2012 FY 2012 REVISED FORECAST N/A N/A 636 431 611 $ 3,049.33 824 $ 3,575.54 751 $ 4,705.90 REV VS ADOPTED VAR % N/A N/A 12 1.9% FY 2013 ADOPTED N/A 648 832 $ 8 1.0% 3,453.45 $ 122.09 3.4% 301,761 35,000 336,761 15.9% 35.0% 0.0% 16.5% (8,363) 79,572 (35,000) 36,209 -6.1% 4.0% -35.0% 0.0% 1.6% Revenue 219 - COUNTY ATTORNEY GRANTS 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL SOURCES $ 1,307,693 128,368 20,578 $ 1,456,639 $ 1,895,789 100,000 40,000 $ 2,035,789 $ 1,729,714 144,663 22,532 $ 1,896,909 $ 2,197,550 135,000 40,000 $ 2,372,550 $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL USES $ $ $ $ $ $ Expenditure 141,307 1,296,066 11,060 $ 1,448,433 138,172 1,995,873 100,000 40,000 $ 2,274,045 416 148,908 1,814,043 41,683 23,610 $ 2,028,244 146,535 1,916,301 135,000 40,000 $ 2,237,836 $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney Base Adjustments: Victim Compensation and Assistance Fund (268) • Increase revenues by $35,000 due to an increase in payments of Court-ordered restitution. • Increase expenditures by $35,000 to match revenues. 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. Program Results Measure Description Rate of conviction: Auto Theft Prosecution FY 2011 ACTUAL 75.4% Percent of adult criminal cases filed within deadlines Percent of juvenile cases filed within deadlines Rate of conviction: Identity Theft Prosecution Rate of conviction: Meth and Major Drug Prosecution Percent of adult criminal cases completed within 180 days Percent of victims satisfied as determined by a satisfaction survey FY 2012 FY 2012 REVISED FORECAST 91.3% 80.8% FY 2013 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 63.9% 61.1% N/A 148.8% 237.8% N/A 101.8% 154.0% 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 87.9% 77.7% 78.6% 69.0% (8.6%) -11.1% 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: 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. 417 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 75.4% 0.0% FY 2012 FY 2012 REVISED FORECAST 91.3% 80.8% 0.0% 0.0% $ 1,014.37 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ 85,796 85,796 $ $ 21,450 21,450 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ 922,946 85,333 $ 1,008,279 $ - 0.0% 0.0% 994 1,378 FY 2013 ADOPTED 91.3% 0.0% 0.0% 920 1,372 0.0% 983 1,461 N/A $ REV VS ADOPTED VAR % 0.0% 0.0% 0.0% N/A 0.0% N/A 920 1,372 - 0.0% 0.0% - N/A 84.39 $ - $ $ - $ $ - $ $ $ 19,499 63,457 82,956 $ - $ (21,450) (21,450) -100.0% -100.0% Expenditure $ $ $ $ - N/A N/A N/A Activity Narrative: The County Attorney’s Office has discontinued use of this Activity. Auto Theft Prosecution is now budgeted in the Trial Activity. 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: 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. 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 FY 2011 ACTUAL 0.0% FY 2012 FY 2012 REVISED FORECAST 0.0% 0.0% FY 2013 ADOPTED 0.0% REV VS ADOPTED VAR % 0.0% N/A N/A N/A N/A N/A N/A N/A $ 38,108 47,668 325.99 $ 46,262 46,396 253.94 38,108 40,168 340.88 (7,500) (14.89) 0.0% N/A -15.7% -4.6% $ $ 520,000 520,000 $ $ 622,168 622,168 $ 1,728,613 $ 1,728,613 $ 1,208,613 $ 1,208,613 $ 8,979,643 109,805 1,026,679 1,265,972 365,735 $ 11,747,834 $ 9,942,226 243,895 1,059,070 1,397,506 347,515 $ 12,990,212 $ Number of adult criminal cases filed Number of juvenile cases filed Number of adult criminal cases submitted Cost of adult criminal case filed $ 53,252 45,708 215.47 221 - COUNTY ATTORNEY FILL THE GAP TOTAL SOURCES $ $ 466,836 466,836 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 9,042,409 83,279 979,953 931,199 437,262 $ 11,474,102 $ $ 232.4% 232.4% Expenditure $ 9,456,206 143,157 1,057,588 1,631,362 134,420 $ 12,422,733 $ (486,020) (100,738) (1,482) 233,856 (213,095) (567,479) -5.1% -70.4% -0.1% 14.3% -158.5% -4.6% Base Adjustments: County Attorney Fill the Gap Fund (221) Non Recurring/Non Project • Increase expenditures by $173,359 for carryforward of contract positions, created in FY 2012, associated with special projects. • Reduce expenditures in Pre-trial charging by $69,757 to maintain structural balance. 418 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL N/A 6,038 FY 2012 FY 2012 REVISED FORECAST N/A N/A 6,860 6,147 5,379 6,296 FY 2013 ADOPTED N/A 6,860 6,108 REV VS ADOPTED VAR % N/A N/A 0.0% 6,296 - 0.0% $ 59.71 $ 54.57 $ 51.72 $ 52.62 $ 1.95 3.6% 266 - CHECK ENFORCEMENT PROGRAM TOTAL SOURCES $ $ 303,150 303,150 $ $ 346,000 346,000 $ $ 297,257 297,257 $ $ 346,000 346,000 $ $ - 0.0% 0.0% 220 - DIVERSION 266 - CHECK ENFORCEMENT PROGRAM TOTAL USES $ 59,773 300,772 360,545 $ 374,355 374,355 $ 317,923 317,923 $ 361,000 361,000 $ 13,355 13,355 N/A 3.6% 3.6% Revenue Expenditure $ $ $ $ $ Target Adjustments: Check Enforcement Program Fund (266) Operating • Decrease expenditure budget by $1,363 due to a reduction in the number of payroll hours from 2088 in FY 2012 to 2080 hours in FY 2013. Base Adjustments: Check Enforcement Program Fund (266) Operating • Increase Regular benefits by $2,497 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Reduce funding for salaries and benefits by $13,316 due to lower pay rates resulting from turnover. • Increase in expenditures of $12,182 associated with the Check Enforcement Fund’s proportionate share of departmental internal service costs. 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: 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. 419 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 63.9% 0.0% $ 100 - GENERAL TOTAL USES $ 1,449,521 $ 1,449,521 FY 2012 FY 2012 REVISED FORECAST 148.8% 101.8% 0.0% 0.0% 0.0% 0.0% 1,153 1,476 0.0% 1,040 1,300 1,257.17 - $ $ REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A 1,040 1,300 - 0.0% 0.0% (8.71) $ - N/A N/A (10,233) $ (10,233) $ - - N/A N/A 1,175 1,459 N/A $ $ $ FY 2013 ADOPTED N/A N/A $ $ 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: 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. 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 2011 ACTUAL N/A 14,237 FY 2012 FY 2012 REVISED FORECAST N/A N/A 15,376 10,273 14,823 $ 290.98 14,780 $ 375.51 FY 2013 ADOPTED N/A 15,376 10,704 $ 449.91 REV VS ADOPTED VAR % N/A N/A 0.0% 14,780 $ 356.33 $ $ 4,215,779 456,527 82,949 539,170 184,429 $ 5,478,854 $ - 0.0% 19.19 5.1% Expenditure 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP TOTAL USES $ 3,883,237 214,795 44,686 $ 4,142,718 $ 3,864,306 580,826 123,400 1,000,890 204,491 $ 5,773,913 $ 3,949,776 357,129 34,227 171,124 109,675 $ 4,621,931 $ (351,473) 124,299 40,451 461,720 20,062 295,059 -9.1% 21.4% 32.8% 46.1% 9.8% 5.1% Base Adjustments: Diversion Fund (220) Non Recurring/Non Project • Increase expenditures by $539,170 for carryforward of contract positions, created in FY 2012, associated with special projects. County Attorney Fill the Gap Fund (221) Non Recurring/Non Project • Increase expenditures by $145,162 for carryforward of contract positions, created in FY 2012, associated with special projects. 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: 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. 420 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Measure Description Rate of conviction Percent of meth and major drug offenses completed within 90 days of arraignment Percent of meth and major drug offenses completed within 180 days of arraignment Number of meth and major drug offenses prosecuted Number of meth and major drug offenses submitted by law enforcement Cost per meth and major drug offense prosecuted FY 2011 ACTUAL 61.1% 0.0% FY 2012 FY 2012 REVISED FORECAST 237.8% 154.0% 0.0% 0.0% 0.0% $ 0.0% FY 2013 ADOPTED N/A 0.0% 0.0% REV VS ADOPTED VAR % N/A N/A 0.0% N/A 0.0% 0.0% N/A 2,549 1,228 1,411 1,228 - 0.0% 2,778 1,588 1,784 1,588 - 0.0% 3.57 100.0% 1,135.50 $ 3.57 $ 141.88 $ - $ 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ 1,712,375 $ 1,712,375 $ $ 276,196 276,196 $ $ 425,756 425,756 $ $ - $ $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION TOTAL USES $ 1,224,501 1,641,920 27,969 $ 2,894,390 $ 4,386 4,386 $ 32,243 167,693 250 200,186 $ - $ Revenue (276,196) (276,196) -100.0% -100.0% Expenditure $ $ $ $ 4,386 4,386 100.0% N/A N/A 100.0% Activity Narrative: The County Attorney’s Office has discontinued use of this Activity. Meth and Major Drug Prosecution is now budgeted in the Trial Activity. 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: 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. 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 2011 ACTUAL 0.0% $ 36,065 53,252 976.78 FY 2012 FY 2012 REVISED FORECAST 0.0% 0.0% $ 34,620 38,108 1,329.32 $ 33,396 46,262 1,301.10 FY 2013 ADOPTED 0.0% $ 34,620 38,108 1,340.35 REV VS ADOPTED VAR % 0.0% N/A $ (11.03) 0.0% 0.0% -0.8% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL SOURCES $ 50,923 1,612,121 3,166,225 1,264,043 1,519,609 $ 7,612,921 $ 3,877,830 4,007,450 1,272,043 1,405,000 $ 10,562,323 $ 2,807,367 3,764,499 1,104,050 1,449,612 $ 9,125,528 $ 3,982,524 4,000,000 1,405,000 $ 9,387,524 $ 104,694 (7,450) (1,272,043) $ (1,174,799) N/A 2.7% -0.2% -100.0% 0.0% -11.1% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 30,506,567 1,131,163 2,274,027 578,100 737,845 $ 35,227,702 $ 33,819,077 3,005,250 6,000,000 1,271,477 337,536 1,587,786 $ 46,021,126 $ 33,861,757 2,566,974 5,411,066 327,562 492,055 792,259 $ 43,451,673 $ 36,186,533 3,285,571 4,500,000 781,448 465,199 1,184,236 $ 46,402,987 $ (2,367,456) (280,321) 1,500,000 490,029 (127,663) 403,550 $ (381,861) -7.0% -9.3% 25.0% 38.5% -37.8% 25.4% -0.8% Expenditure Base Adjustments: County Attorney RICO Fund (213) Operating • Reduce revenue by $7,450. This revenue in Revised FY 2012 came from the sale of a vehicle that is not likely to occur in FY 2013. County Attorney RICO Fund (213) Non Recurring/Non Project 421 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 Adopted Budget • Increase expenditures $82,949 for the carryforward of contract positions, created in FY 2012, associated with special projects. • Increase expenditures by $500,000 for carryforward of the case management system project started in FY 2012. Diversion Fund (220) Non Recurring/Non Project • Increase expenditures by $731,992 for carryforward of contract positions, created in FY 2012, associated with special projects. Criminal Justice Enhancement Fund (267) Non Recurring/Non Project • Increase expenditures by $323,835 for carryforward of contract positions, created in FY 2012, associated with special projects. 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 2011 ACTUAL 87.9% FY 2012 FY 2012 REVISED FORECAST 77.7% 78.6% FY 2013 ADOPTED 69.0% $ 657.81 $ 543.73 $ 636.57 $ 584.68 $ (40.95) -7.5% 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ 685,353 685,353 $ $ 675,909 675,909 $ $ 730,209 730,209 $ $ 735,054 735,054 $ $ 59,145 59,145 8.8% 8.8% 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 3,018,429 746,867 105,244 $ 3,870,540 $ 3,244,279 882,221 92,526 $ 4,219,026 $ (271,096) (12,978) (11,391) (295,465) REV VS ADOPTED VAR % (8.6%) -11.1% 5,884 382 7,216 752 6,082 557 7,216 752 - 0.0% 0.0% 22,593 18,988 20,552 18,988 - 0.0% Expenditure $ 2,973,183 869,243 81,135 $ 3,923,561 422 $ 2,951,797 834,038 85,763 $ 3,871,598 $ -9.1% -1.5% -14.0% -7.5% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change 60,070,204 $ 36,000 $ (257,042) $ (257,042) - $ 59,813,162 $ 36,000 $ (203,248) $ (203,248) 8,348,234 $ 8,348,234 91,200 91,200 $ 67,958,148 $ 127,200 $ 416,427 $ 416,427 631,611 $ 41,927 - 589,684 - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Restatements County Attorney Civil to County Attorney $ Agenda Item: $ FY 2013 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Right size services Personnel Savings Decrease personnnel savings rate to 3% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce revenues for the cancellation of civil legal advice retainer for the Maricopa County Housing Authority Increase revenues for discovery document copying Reallocations Reallocation of ISF Charges Between Funds Offset for ISF Reallocations FY 2013 Tentative Budget $ $ 41,927 $ 589,684 $ $ - $ - $ (98,277) $ (226,583) 128,306 - $ 68,907,909 $ 1.4% 48,000 -62.3% $ 385,708 $ 385,708 - $ 69,293,617 $ 2.0% 48,000 -62.3% (91,200) 12,000 Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges (79,200) (79,200) Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 423 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney General Fund (100) Continued Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 9,233 $ 9,233 (42,997) $ (42,997) 825,000 $ 825,000 - $ 33,764 $ 33,764 - $ 825,000 $ - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Non Recurring Non Recurring Carry Forward Back log of tax appeal cases Reallocations Reallocation of ISF Charges Between Funds Agenda Item: $ $ $ FY 2013 Adopted Budget Percent Change from Target Amount 424 825,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney RICO Fund (213) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 4,000,000 $ 4,000,000 $ - $ - 7,450 7,450 FY 2012 Revised Budget $ 4,000,000 $ 4,007,450 FY 2013 Budget Target $ 4,000,000 $ 4,007,450 $ - $ - (7,450) (7,450) $ 4,000,000 $ 0.0% 4,000,000 -0.2% Adjustments: Non Recurring Vehicle from County Attorney to Adult Probation Adjustments: Non Recurring Other Non-Recurring Agenda Item: C-11-12-002-V-00 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - $ 123,400 $ 123,400 - FY 2012 Revised Budget $ 123,400 $ - FY 2013 Budget Target $ - $ - $ 82,949 $ 82,949 - $ 82,949 $ - Adjustments: Non Recurring Co Atty Non Recurring Increase Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: C-19-12-031-2-00 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue MCAO CASE MANAGEMENT SYSTEM FY 2012 Adopted Budget $ 2,000,000 $ - FY 2012 Revised Budget $ 2,000,000 $ - Adjustments: Information and Communications Technology Other IT Non-Recurring Agenda Item: (2,000,000) FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward - $ - $ - $ 500,000 $ 500,000 - $ 500,000 $ - Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 425 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney RICO Fund (213) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 2,556,868 $ 4,556,914 $ 4,556,914 $ 3,449,068 $ 1,768,274 Sources: Operating Total Sources: $ $ 3,166,225 3,166,225 $ $ 4,000,000 4,000,000 $ $ 4,007,450 4,007,450 $ $ 3,764,499 3,764,499 $ $ 4,000,000 4,000,000 $ $ $ $ 3,513,021 1,932,272 5,445,293 $ $ 4,000,000 2,123,400 6,123,400 $ $ 4,000,000 2,000,000 6,000,000 $ 4,000,000 582,949 4,582,949 Uses: Operating Non-Recurring Total Uses: $ 2,274,027 2,274,027 Structural Balance $ 892,198 $ - $ 7,450 $ 251,478 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 3,449,068 3,449,068 $ $ 2,556,914 2,556,914 $ $ 2,440,964 2,440,964 $ $ 1,768,274 1,768,274 $ $ 1,185,325 1,185,325 426 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Grants Fund (219) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 6,747,174 $ 6,747,174 FY 2012 Revised Budget $ 6,747,174 $ 6,747,174 $ (15,721) $ (15,721) - $ 6,731,453 $ 6,747,174 $ 34,718 $ 34,718 - $ 148,957 $ 148,957 167,954 167,954 $ 6,915,128 $ 2.7% 6,915,128 2.5% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount County Attorney Grants Fund (219) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 5,284,291 5,284,291 Uses: Operating Total Uses: $ $ 5,298,094 5,298,094 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (32,634) $ FY 2012 REVISED FY 2012 FORECAST 49,670 $ 49,670 $ $ $ 6,747,174 6,747,174 $ $ 6,747,174 6,747,174 $ $ $ $ 6,747,174 6,747,174 $ $ 6,747,174 6,747,174 (13,803) $ - $ $ - - $ (46,431) (46,431) $ 49,670 49,670 6 427 FY 2013 ADOPTED $ 366,385 6,430,797 6,430,797 $ $ 6,915,128 6,915,128 $ $ 6,017,981 6,017,981 $ $ 6,915,128 6,915,128 - $ 412,816 $ - $ - $ - $ - $ 49,670 49,670 $ 366,385 366,385 $ 366,385 366,385 $ $ (46,431) $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney Diversion Fund (220) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 1,653,756 $ 1,653,756 FY 2012 Revised Budget $ 1,653,756 $ 1,653,756 $ (3,934) $ (3,934) - $ 1,649,822 $ 1,653,756 Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation of ISF Charges Between Funds Structural Balance Structural Balance Agenda Item: $ $ $ $ FY 2013 Adopted Budget Percent Change from Target Amount $ 8,124 8,124 52,331 52,331 (110,277) (110,277) $ $ $ $ 1,600,000 $ -3.0% Expenditures (53,756) (53,756) 1,600,000 -3.3% Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Non Recurring Co Atty Non Recurring Increase - $ - $ 2,224,200 $ 2,224,200 - $ 2,224,200 $ - $ (2,224,200) $ (2,224,200) - $ - $ - $ 1,271,162 $ 1,271,162 - $ 1,271,162 $ - Agenda Item: C-19-12-031-2-00 FY 2012 Revised Budget Adjustments: Non Recurring Co Atty Non Recurring Increase $ Agenda Item: C-19-12-031-2-00 FY 2013 Budget Target Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward Carry forward of positions in the County Attorney Initiated Investigations Activity Carry forward of positions in the Trial Activity FY 2013 Adopted Budget Percent Change from Target Amount 428 $ 539,170 731,992 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 Adopted Budget Diversion Fund (220) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 1,978,503 $ 1,715,281 $ 1,715,281 $ 2,443,161 $ 1,968,600 Sources: Operating Total Sources: $ $ 1,663,042 1,663,042 $ $ 1,653,756 1,653,756 $ $ 1,653,756 1,653,756 $ $ 1,596,442 1,596,442 $ $ 1,600,000 1,600,000 $ $ $ 1,596,314 474,689 2,071,003 $ $ 1,653,756 2,224,200 3,877,956 $ $ 1,653,756 1,653,756 $ $ 1,198,391 1,198,391 $ 1,600,000 1,271,162 2,871,162 Structural Balance $ 464,651 $ - $ - $ 128 $ - Accounting Adjustments $ 7 $ - $ - $ - $ - $ 2,443,161 2,443,161 $ 1,715,281 1,715,281 $ - $ (508,919) (508,919) $ 1,968,600 1,968,600 $ $ 697,438 697,438 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ County Attorney Fill the Gap Fund (221) OPERATING FY 2012 Adopted Budget $ 1,792,043 $ 1,792,043 FY 2012 Revised Budget $ 1,792,043 $ 1,792,043 $ (5,532) $ (5,532) - $ 1,786,511 $ 1,792,043 $ 11,859 $ 11,859 - $ 70,424 (70,424) (69,757) $ (69,757) (63,430) (63,430) - 1,728,613 $ -3.2% 1,728,613 -3.5% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocation of ISF Charges Between Funds Offset for ISF Reallocations Structural Balance Structural Balance Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount $ 429 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Fill the Gap Fund (221) Continued Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Non Recurring Co Atty Non Recurring Increase $ - $ - $ 389,300 $ 389,300 - $ 389,300 $ - $ (389,300) $ (389,300) - $ - $ - $ 318,521 $ 318,521 - $ 318,521 $ - Agenda Item: C-19-12-031-2-00 FY 2012 Revised Budget Adjustments: Non Recurring Co Atty Non Recurring Increase Agenda Item: C-19-12-031-2-00 FY 2013 Budget Target Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward Carry forward of positions in the County Attorney Initiated Investigations Activity Carry forward of positions in the Charging Activity $ 145,162 173,359 FY 2013 Adopted Budget Percent Change from Target Amount County Attorney Fill the Gap Fund (221) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 320,209 $ 370,075 $ 370,075 $ 466,815 $ 326,963 Sources: Operating Total Sources: $ $ 1,739,183 1,739,183 $ $ 1,792,043 1,792,043 $ $ 1,792,043 1,792,043 $ $ 1,727,850 1,727,850 $ $ 1,728,613 1,728,613 $ $ $ 1,703,871 163,831 1,867,702 $ $ 1,792,043 389,300 2,181,343 $ $ 1,792,043 1,792,043 $ $ 1,558,702 33,885 1,592,587 $ 1,728,613 318,521 2,047,134 Structural Balance $ 180,481 $ - $ - $ 23,979 $ - Accounting Adjustments $ 10 $ - $ - $ - $ - $ 466,815 466,815 $ 370,075 370,075 $ - $ (19,225) (19,225) $ 326,963 326,963 $ 8,442 8,442 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 430 $ $ Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2013 Adopted Budget Check Enforcement Fund (266) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 346,000 $ 346,000 FY 2012 Revised Budget $ 346,000 $ 346,000 $ (1,363) $ (1,363) - $ 344,637 $ 346,000 $ 2,497 $ 2,497 (13,316) $ (13,316) - $ 12,182 $ 12,182 - $ 346,000 $ 0.4% 346,000 0.0% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments reduce funding of salaries and benefits due to lower pay rates Reallocations Reallocation of ISF Charges Between Funds Agenda Item: $ $ (13,316) FY 2013 Adopted Budget Percent Change from Target Amount Check Enforcement Program Fund (266) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 134,719 $ 115,606 $ 115,606 $ 137,983 $ 118,150 Sources: Operating Total Sources: $ $ 304,934 304,934 $ $ 346,000 346,000 $ $ 346,000 346,000 $ $ 298,090 298,090 $ $ 346,000 346,000 $ $ $ $ 293,298 24,625 317,923 $ $ 346,000 30,000 376,000 $ $ 346,000 346,000 $ 346,000 15,000 361,000 Uses: Operating Non-Recurring Total Uses: $ 283,827 17,845 301,672 Structural Balance $ 21,107 $ - $ - $ 4,792 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 137,983 137,983 $ $ 115,606 115,606 $ $ 85,606 85,606 $ $ 118,150 118,150 $ $ 103,150 103,150 431 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Fees and Other Revenues County Atty Criminal Justice Enhancement Fund 1,056,900 $ 348,100 $ 348,100 348,100 348,100 $ 1,405,000 $ 1,405,000 $ (4,707) $ (4,707) - $ 1,400,293 $ 1,405,000 $ 9,032 $ 9,032 57,882 (57,882) (4,325) $ (4,325) - 1,405,000 $ 0.3% 1,405,000 0.0% C-19-12-030-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Reallocation of ISF Charges Between Funds Offset for ISF Reallocations Structural Balance Structural Balance 1,056,900 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Non Recurring Co Atty Non Recurring Increase - $ 481,600 $ 481,600 - $ 481,600 $ - $ (481,600) $ (481,600) - $ - $ - $ 323,835 $ 323,835 - $ 323,835 $ - C-19-12-031-2-00 Agenda Item: C-19-12-031-2-00 FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward - $ Agenda Item: FY 2012 Revised Budget Adjustments: Non Recurring Co Atty Non Recurring Increase $ Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 432 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 157,750 $ 199,549 $ 199,549 $ 294,511 $ 398,046 Sources: Operating Total Sources: $ $ 1,522,805 1,522,805 $ $ 1,056,900 1,056,900 $ $ 1,405,000 1,405,000 $ $ 1,451,263 1,451,263 $ $ 1,405,000 1,405,000 $ $ $ $ 1,214,151 133,577 1,347,728 $ $ 1,405,000 481,600 1,886,600 $ $ 1,056,900 1,056,900 $ 1,405,000 323,835 1,728,835 Uses: Operating Non-Recurring Total Uses: $ 1,386,050 1,386,050 Structural Balance $ 136,755 $ - $ - $ 237,112 $ - Accounting Adjustments $ 6 $ - $ - $ - $ - $ 294,511 294,511 $ 199,549 199,549 $ - $ (282,051) (282,051) $ 398,046 398,046 $ $ 74,211 74,211 Expenditures Revenue Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ Victim Compensation and Assistance Fund (268) OPERATING FY 2012 Adopted Budget $ 100,000 $ 100,000 FY 2012 Revised Budget $ 100,000 $ 100,000 FY 2013 Budget Target $ 100,000 $ 100,000 $ 35,000 $ 35,000 35,000 35,000 $ 135,000 $ 35.0% 135,000 35.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Victim Compensation and Assistance Fund (268) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 947,300 $ 1,024,837 $ 1,024,837 $ 1,084,076 $ 1,189,970 Sources: Operating Total Sources: $ $ 136,778 136,778 $ $ 100,000 100,000 $ $ 100,000 100,000 $ $ 147,577 147,577 $ $ 135,000 135,000 Uses: Operating Total Uses: $ $ - $ $ 100,000 100,000 $ $ 100,000 100,000 $ $ 41,683 41,683 $ $ 135,000 135,000 Structural Balance $ 136,778 $ - $ - $ 105,894 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,024,837 1,024,837 $ $ 1,024,837 1,024,837 $ $ 1,189,970 1,189,970 $ $ 1,189,970 1,189,970 1,084,076 1,084,076 $ $ 433 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation Restitution Interest Fund (269) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 40,000 $ 40,000 FY 2012 Revised Budget $ 40,000 $ 40,000 FY 2013 Budget Target $ 40,000 $ 40,000 FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 763,302 $ 778,036 $ 778,036 $ 779,211 $ 780,181 Sources: Operating Total Sources: $ $ 26,970 26,970 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 24,580 24,580 $ $ 40,000 40,000 Uses: Operating Total Uses: $ $ 11,060 11,060 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 23,610 23,610 $ $ 40,000 40,000 Structural Balance $ 15,910 $ - $ - $ 970 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 778,036 778,036 $ $ 778,036 778,036 $ $ 780,181 780,181 $ $ 780,181 780,181 779,211 779,211 $ $ 434 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Manager County Manager Analysis by Dreamlyn W. Johnson, 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 2011 Maricopa County Customer Satisfaction Survey results, 69% of those surveyed responded they had some knowledge of the County structure and organization. The Customer Satisfaction Survey will be administered in the spring of FY 2012 and results will be available midyear in FY 2013. This goal will be updated during the FY 2014 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 2011 Maricopa County Customer Satisfaction Survey indicated that 70% of those surveyed were satisfied or very satisfied with Maricopa County government. The County Manager will continue to work toward the goal of 80%. This goal will be updated during the FY 2014 Strategic Business Plan update process Quality Workforce By June, 2012, 25% of Maricopa County Boards and Commissions will receive diversity training. Status: The Human Resources Employee Development Division has completed 435 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget the training curriculum. To date, there is no data to analyze since training has not started. The Diversity Director is working on quantitative measures to develop performance measures. This goal will be updated during the FY 2014 Strategic Business Plan update process. Quality Workforce By June, 2012, 20% of Maricopa County employees will receive diversity training. Status: The Diversity Director continues to develop curriculum and lead diversity training for new employees. Data has not been collected at all Human Resource training centers making it difficult to determine if this goal will be met by June, 2012. This goal will be updated during the FY 2014 Strategic Business Plan update process. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES CMSV - COMMUNICATION SERVICES 20GC - GOVT RELATIONS AND COMM FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 194 $ 194 $ 600 $ 600 $ 600 $ 600 $ 36 $ 36 $ - $ - $ (600) (600) -100.0% -100.0% ACPR - ADULT CRIME PREVENTION $ JCPR - JUVENILE CRIME PREVENTION 42CD - CRIME AND DELINQUENCY PRE $ 1,805,631 $ 815,874 2,621,505 $ 77,552 $ 205,736 283,288 $ 1,761,098 $ 333,825 2,094,923 $ 1,807,786 $ 509,171 2,316,957 $ - $ - $ (1,761,098) (333,825) (2,094,923) -100.0% -100.0% -100.0% COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 765 $ 765 $ 500 $ 500 $ 500 $ 500 $ 512 $ 512 $ 600 $ 600 $ 100 100 20.0% 20.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 841,401 $ 841,401 $ 10,000 $ 10,000 $ 1,867,979 $ 1,867,979 $ 2,182,849 $ 2,182,849 $ 289,975 $ 289,975 $ (1,578,004) (1,578,004) -84.5% -84.5% TOTAL PROGRAMS $ 3,463,865 $ 294,388 $ 3,964,002 $ 4,500,354 $ 290,575 $ (3,673,427) -92.7% DVTY - DIVERSITY 20DV - DIVERSITY $ $ 59,047 $ 59,047 $ 89,594 $ 89,594 $ 89,199 $ 89,199 $ 83,869 $ 83,869 $ 89,488 $ 89,488 $ (289) (289) -0.3% -0.3% CMSV - COMMUNICATION SERVICES GOVR - GOVERNMENT RELATIONS 20GC - GOVT RELATIONS AND COMM $ $ 645,546 $ 380,970 1,026,516 $ 758,282 $ 423,227 1,181,509 $ 732,965 $ 383,072 1,116,037 $ 600,142 $ 423,075 1,023,217 $ 625,698 $ 964,080 1,589,778 $ 107,267 (581,008) (473,741) 14.6% -151.7% -42.4% INNV - INNOVATOIN 20IN - INNOVATION $ $ - $ - $ - $ - $ - $ - $ - $ - $ 260,567 $ 260,567 $ (260,567) (260,567) N/A N/A ACPR - ADULT CRIME PREVENTION $ JCPR - JUVENILE CRIME PREVENTION RSST - RESEARCH AND STATISTICAL REPT 42CD - CRIME AND DELINQUENCY PRE $ 2,169,213 $ 878,728 3,047,941 $ 1,296,204 $ 1,397,777 2,693,981 $ 2,973,195 $ 1,487,267 4,460,462 $ 2,012,459 $ 786,125 2,798,584 $ 1,198,914 $ 940,958 74,036 2,213,908 $ 1,774,281 546,309 (74,036) 2,246,554 59.7% 36.7% N/A 50.4% 51,208 $ 18,016 18,516 87,740 $ 50,976 $ 17,942 18,442 87,360 $ 26,021 $ 5,645 5,850 37,516 $ 21,344 $ 45,384 23,504 90,232 $ 29,632 (27,442) (5,062) (2,872) 58.1% -152.9% -27.4% -3.3% USES GGDM - GREEN GOVT DATA MANAGEMENT GGIE - INTERNAL GREEN GOVT ECO EDUC GGPE - PUBLIC GREEN GOVT ECO EDUC 44GG - GREEN GOVERNMENT $ $ - $ - $ COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 36,453 $ 36,453 $ 61,181 $ 61,181 $ 61,030 $ 61,030 $ 56,265 $ 56,265 $ 42,505 $ 42,505 $ 18,525 18,525 30.4% 30.4% ODIR - EXECUTIVE MANAGEMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 979,035 $ 979,035 $ 1,115,805 $ 13,000,000 14,115,805 $ 1,090,306 $ 13,080,403 14,170,709 $ 1,245,275 $ 3,379,585 4,624,860 $ 1,013,498 $ 1,013,498 $ 76,808 13,080,403 13,157,211 7.0% 100.0% 92.8% $ 1,166,490 $ 1,500 1,167,990 $ 10,000 $ 25,927 35,927 $ 1,838,758 $ 25,927 1,864,685 $ 1,912,248 $ 21,849 1,934,097 $ 10,000 $ 72,290 82,290 $ TOTAL PROGRAMS $ 6,316,982 $ 18,265,737 $ 21,849,482 $ 10,558,408 $ 5,382,266 $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 436 1,828,758 (46,363) 1,782,395 16,467,216 99.5% -178.8% 95.6% 75.4% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ ALL REVENUES $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 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 2012 ADOPTED 3,290,643 $ 3,290,643 $ FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED 292,098 292,098 $ $ 3,961,712 3,961,712 $ $ 4,498,744 $ 4,498,744 $ $ $ 1,190 1,100 2,290 $ $ 1,190 1,100 2,290 $ 1,062 548 1,610 3,294,683 $ 294,388 $ 3,964,002 $ - $ $ - $ $ 3,463,865 $ 294,388 FY 2011 FY 2012 ACTUAL ADOPTED $ 3,964,002 FY 2012 REVISED $ 3,081 959 4,040 169,182 169,182 $ $ $ REVISED VS ADOPTED VAR % 289,975 289,975 $ $ $ $ 600 600 4,500,354 $ 290,575 $ - $ $ - $ $ $ 4,500,354 $ 290,575 FY 2012 FY 2013 FORECAST ADOPTED $ (3,671,737) (3,671,737) -92.7% -92.7% (1,190) -100.0% (500) -45.5% (1,690) -73.8% (3,673,427) - -92.7% N/A N/A $ (3,673,427) -92.7% REVISED VS ADOPTED VAR % 1,901,668 $ 532,435 717 (73,638) 4,340 2,365,522 $ 2,000,814 $ 604,089 (41,897) 2,563,006 $ 2,036,007 $ 610,580 (421,479) 416,716 2,641,824 $ 1,978,109 $ 572,175 45,000 (277,583) 249,788 2,567,489 $ 1,905,346 $ 586,054 48,240 2,539,640 $ 17,158 $ 437 17,595 $ 52,059 $ 1,500 6,200 59,759 $ 51,804 $ 1,500 6,200 59,504 $ 34,625 $ 500 5,533 40,658 $ 46,347 $ 1,500 6,200 54,047 $ $ - $ 2,059,182 5,323 4,905 1,841,974 7,672 12,085 1,615 397 3,933,153 $ 5,031,675 $ 10,499,460 4,800 14,626 35,234 48,100 2,675 3,407 2,995 15,642,972 $ 5,031,675 $ 12,498,823 4,800 14,626 1,505,874 35,234 47,915 2,805 3,407 2,995 19,148,154 $ 2,281,420 $ 4,080,088 4,400 6,100 1,505,874 34,541 30,604 1,708 20,930 (16,400) 996 7,950,261 $ - $ 2,621,328 6,000 12,000 97,742 47,325 2,345 1,839 2,788,579 $ $ $ 712 $ 712 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A ALL EXPENDITURES $ 6,316,982 $ 18,265,737 $ 21,849,482 $ 10,558,408 $ 5,382,266 $ 16,467,216 75.4% TOTAL USES $ 6,316,982 $ 18,265,737 $ 21,849,482 $ 10,558,408 $ 5,382,266 $ 16,467,216 75.4% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 437 130,661 6.4% 24,526 4.0% N/A (421,479) -100.0% 368,476 88.4% 102,184 3.9% 5,457 5,457 10.5% 0.0% 0.0% 9.2% 5,031,675 100.0% 9,877,495 79.0% (1,200) -25.0% 2,626 18.0% 1,505,874 100.0% (62,508) -177.4% 590 1.2% 460 16.4% 1,568 46.0% N/A 2,995 100.0% 16,359,575 85.4% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function REVISED VS ADOPTED FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 FUND / FUNCTION CLASS ACTUAL ADOPTED REVISED FORECAST ADOPTED VAR % 100 GENERAL OPERATING $ 959 $ 1,100 $ 1,100 $ 548 $ 600 $ (500) -45.5% FUND TOTAL SOURCES $ 959 $ 1,100 $ 1,100 $ 548 $ 600 $ (500) -45.5% 249 NON DEPARTMENTAL GRANT DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING (163,449) $ 3,627,314 $ 3,463,865 $ FY 2011 ACTUAL $ 1,100 $ 293,288 $ 294,388 $ FY 2012 ADOPTED 1,100 $ 3,962,902 $ 3,964,002 $ FY 2012 REVISED 334,592 $ 4,165,762 $ 4,500,354 $ FY 2012 FORECAST 600 $ 289,975 $ 290,575 $ FY 2013 ADOPTED (500) -45.5% (3,672,927) -92.7% (3,673,427) -92.7% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,448,284 $ 404,549 2,852,833 $ 2,906,348 $ 15,066,101 17,972,449 $ 2,893,901 $ 15,022,679 17,916,580 $ 2,803,881 $ 3,813,817 6,617,698 $ 3,460,422 $ 1,631,869 5,092,291 $ (566,521) 13,390,810 12,824,289 -19.6% 89.1% 71.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,448,920 $ 3,868,062 $ 6,316,982 $ 2,906,348 $ 15,359,389 $ 18,265,737 $ 2,893,901 $ 18,955,581 $ 21,849,482 $ 2,803,881 $ 7,754,527 $ 10,558,408 $ 3,460,422 $ 1,921,844 $ 5,382,266 $ (566,521) 17,033,737 16,467,216 -19.6% 89.9% 75.4% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT RISK MANAGEMENT PROGRAM TOTAL COMMUTE OPTIONS COMMUTE OPTIONS PROGRAM TOTAL CRIME PREVENTION ADULT CRIME PREVENTION JUVENILE CRIME PREVENTION RESEARCH AND STATISTICAL REPT PROGRAM TOTAL DIVERSITY DIVERSITY PROGRAM TOTAL GOVT RELATIONS AND COMM COMMUNICATION SERVICES GOVERNMENT RELATIONS PROGRAM TOTAL GREEN GOVERNMENT GREEN GOVT DATA MANAGEMENT INTERNAL GREEN GOVT ECO EDUC PUBLIC GREEN GOVT ECO EDUC PROGRAM TOTAL INNOVATION INNOVATOIN PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 9.10 9.10 9.30 1.00 10.30 10.30 1.00 11.30 10.30 1.00 11.30 8.80 8.80 (1.50) (1.00) (2.50) (14.6%) (100.0%) (22.1%) .40 .40 .40 .40 .40 .40 .40 .40 .40 .40 - 0.0% 0.0% 2.20 1.90 4.10 2.20 1.90 4.10 1.70 1.40 .00 3.10 2.70 1.40 4.10 1.80 1.30 .75 3.85 .10 (.10) .75 .75 5.9% (7.1%) N/A 24.2% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 7.20 4.00 11.20 7.20 4.00 11.20 7.20 4.00 11.20 7.20 4.00 11.20 6.20 4.00 10.20 (1.00) (1.00) (13.9%) 0.0% (8.9%) - .60 .20 .20 1.00 .60 .20 .20 1.00 - .25 .50 .25 1.00 (.35) .30 .05 - (58.3%) 150.0% 25.0% 0.0% 25.80 28.00 .00 28.00 28.00 .75 .75 26.00 .75 .75 (2.00) N/A N/A (7.1%) 438 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Manager Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist BOS Press Secretary Communications Manager-County Communicatn Ofcr/Govt Liaison County Manager County Mgr's Chief of Staff Director - Communications Director - Govt Relations Events Operation Manager Exec Asst to Executive Officer Executive Assistant Government Relations Liaison Grant-Contract Administrator Legislative Analyst Legislative Analyst – County Management Assistant Media Specialist Office Assistant Specialized Operations/Program Manager Program Coordinator Program Manager - County Project Manager Risk Management Consultant Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 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 .80 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 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 2.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 25.80 28.00 28.00 28.00 26.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A N/A 1.00 N/A 0.0% 0.0% 0.0% (1.00) (33.3%) 0.0% (1.00) (50.0%) 0.0% 0.0% 0.0% (1.00) (100.0%) (2.00) (7.1% ) Staffing by Fund 100 249 676 Department Total FUND GENERAL NON DEPARTMENTAL GRANT COUNTY MANAGER RISK FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 24.80 26.00 28.00 26.00 25.00 1.00 1.00 1.00 1.00 1.00 1.00 25.80 28.00 28.00 28.00 26.00 REVISED TO ADOPTED VARIANCE VAR % (3.00) (10.7%) 1.00 N/A N/A (2.00) (7.1% ) Significant Variance Analysis Reduce staff by eliminating 1.0 FTE Media Specialist. The position has been vacant since FY 2011 and the department no longer requires this support position based on the expected workload in FY 2013. In addition, eliminate 1.0 FTE Risk Management Consultant in FY 2013 due to the retirement of the incumbent in FY 2012. General Adjustments Target Adjustments: General Fund (100) • Reduce expenditure budget by $9,120 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase expenditure budget by $514,182 for the reallocation of funds from Non-Departmental to County Manager for the lobbyist/consultant contracts in FY 2013. Base Adjustments: General Fund (100) • Increase Regular Benefits by $17,801 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Reduce Regular Pay by $56,224 due to the elimination of 1.0 FTE Media Specialist. 439 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Manager • Reduce expenditures by $23,720 in General Supplies to offset benefits rate increase in FY 2013. • Increase Other Services by $60,000 for SPIGIT contract. • Increase expenditures by $2,143 due to increase in Internal Service Fund Charges for FY 2013. • Reduce expenditures by $500 in Miscellaneous Revenue based on FY 2012 Forecast. • Increase Other Benefits and Internal Services Charges by $61,459 for the impact of the changes in Risk Management charges. • Carryover for the crime prevention grant in the amount of $1,631,869. Detention Fund (255) • Decrease expenditure budget by $1,448,077 for restatement of Integrated Criminal Justice Information System (ICJIS) program from the County Manager Department to new ICJIS Department. Strategic Business Plan Update The County Manager’s Office will review and update the Strategic Business Plan during the FY 2014 strategic business plan update process. 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 2011 ACTUAL 97.3% FY 2012 FY 2012 REVISED FORECAST 83.1% 83.1% FY 2013 ADOPTED 82.8% REV VS ADOPTED VAR % -0.3% -0.3% 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: Not mandated. 440 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 FY 2011 ACTUAL 97.3% FY 2012 FY 2012 REVISED FORECAST 83.1% 83.1% FY 2013 ADOPTED 82.8% REV VS ADOPTED VAR % (0.3%) -0.3% $ 2,271.04 $ 2,787.47 $ 5,212.63 $ 2,237.20 $ 100 - GENERAL TOTAL USES $ $ 59,047 59,047 $ $ 89,199 89,199 $ $ 83,869 83,869 $ $ 89,488 89,488 $ $ 26 24 12 28 4 16.7% - 12 6 12 - 0.0% 26 26 32 24 16 12 40 28 8 4 25.0% 16.7% - 12 6 12 - 0.0% 550.27 19.7% (289) (289) -0.3% -0.3% 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 2011 ACTUAL 67.9% FY 2012 FY 2012 REVISED FORECAST 66.9% 66.9% 100.0% 75.0% Activities that comprise this program include: • Communications Services 75.0% • FY 2013 ADOPTED 66.9% 27.6% REV VS ADOPTED VAR % 0.0% 0.0% -47.4% -63.2% Government Relations 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: Not mandated. 441 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of citizens responding to annual survey who indicate they know about the structure and organization of Maricopa County Output Output Demand Demand Efficiency Revenue Number of video broadcasts produced Number of print media produced Number of video broadcasts requested Number of print media requested Expenditure per print media produced FY 2011 ACTUAL 67.9% $ 102 1,502 102 1,502 429.79 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 66.9% 66.9% $ 132 1,200 132 1,200 610.80 $ 66 600 66 600 971.76 194 194 $ $ 600 600 $ $ 645,546 645,546 $ $ 732,965 732,965 $ $ FY 2013 ADOPTED 66.9% $ 99 99 99 1,650 6,320.18 36 36 $ $ 600,142 600,142 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ (33) (1,101) (33) 450 (5,709.38) -25.0% -91.8% -25.0% 37.5% -934.7% - $ $ (600) (600) -100.0% -100.0% 625,698 625,698 $ $ Expenditure 107,267 107,267 14.6% 14.6% Activity Narrative: In prior years, most requests for video broadcasts and print media came from the news media. However, as the media coverage of the County declined, so did the demand for video and print media. The department is able to eliminate 1.0 FTE Media Specialist in FY 2013 as a result of the reduction in demand for both video broadcasts and print media. 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: Not mandated. 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 FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 75.0% 75.0% FY 2013 ADOPTED 27.6% $ 933.75 $ 255.38 $ 276.84 $ 628.07 100 - GENERAL TOTAL USES $ $ 380,970 380,970 $ $ 383,072 383,072 $ $ 423,075 423,075 $ $ 964,080 964,080 REV VS ADOPTED VAR % (47.4%) -63.2% 408 151 151 424 273 180.8% 408 408 1,500 201 1,500 201 1,535 1,535 35 1,334 2.3% 663.7% $ (372.68) -145.9% $ $ (581,008) (581,008) -151.7% -151.7% Activity Narrative: In FY 2013, a surge in legislative bills impacting the County is anticipated as a result of it being an election year combined with the continued uncertainty of the economy. 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. 442 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget Program Results Measure Description Percent of juveniles enrolled in prevention or intervention programs who have not Percent of adults enrolled and engaged in exoffender employment program who have not committed repeat criminal offenses within six months of program enrollment Percent of report recipients who are satisfied or very satisfied with the reports FY 2011 ACTUAL 86.6% FY 2012 FY 2012 REVISED FORECAST 51.6% 51.6% FY 2013 ADOPTED 86.0% REV VS ADOPTED VAR % 34.4% 66.6% 87.3% 89.0% 89.0% 201.6% 112.5% 126.4% N/A N/A N/A 85.0% N/A N/A Activities that comprise this program include: • Adult Crime Prevention • Juvenile Crime Prevention Base Adjustments: General Fund (100) Non Recurring Non Project • Other Services is budgeted at $1,631,869 in FY 2013 as a result of the carryover amount from FY 2012 for the activities related to Crime Prevention. Non Departmental Grant Fund (249) Non Recurring Non Project • Increase revenue and expenditures associated with carryover from the following grants: o $ 54,431 from Bureau of Justice Assistance Grant (JAG) for crime prevention o $10,000 from Tribal grant o $225,052 from the balance of prior grant awards 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: Not mandated. Measure Type Result Output Output Demand Efficiency Measure Description Percent of adults enrolled and engaged in exoffender employment program who have not committed repeat criminal offenses within six months of program enrollment Number of adults enrolled and engaged in the ex-offender employment program at six months Number of adults placed in employment Number of adults eligible/enrolled in exoffender employment program Expenditure per adult enrolled in ex-offender employment program at six months FY 2011 ACTUAL 87.3% FY 2012 FY 2012 REVISED FORECAST 89.0% 89.0% FY 2013 ADOPTED 89.0% REV VS ADOPTED VAR % (0.0%) -0.0% 63 146 146 63 (83) -56.8% 42 63 88 146 88 146 42 63 (46) (83) -52.3% -56.8% $ 34,431.95 $ 8,871.75 $ 13,867.76 $ 19,030.38 $ (10,158.63) -114.5% 249 - NON DEPARTMENTAL GRANT TOTAL SOURCES $ 1,805,631 $ 1,805,631 $ $ 77,552 77,552 $ 1,807,786 $ 1,807,786 $ $ - $ $ (77,552) (77,552) -100.0% -100.0% 100 - GENERAL 249 - NON DEPARTMENTAL GRANT TOTAL USES $ $ 1,217,753 77,523 $ 1,295,276 $ $ 973,370 225,544 $ 1,198,914 $ 244,383 (148,021) 96,362 20.1% -190.9% 7.4% Revenue Expenditure 526,148 1,643,065 $ 2,169,213 443 389,548 1,622,911 $ 2,012,459 $ Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The sub-contractor that provides these services is paid based on year end performance. The FY 2013 data resembles the FY 2011 Actual which more accurately reflects the expectations of the department. This activity will be updated during the FY 2014 Strategic Budget Plan update process. 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: Not mandated. 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 2011 ACTUAL 86.6% FY 2012 FY 2012 REVISED FORECAST 51.6% 51.6% $ 10,716.20 $ 7,510.61 249 - NON DEPARTMENTAL GRANT TOTAL SOURCES $ $ 815,874 815,874 $ $ 100 - GENERAL 249 - NON DEPARTMENTAL GRANT TOTAL USES $ 224,770 653,958 878,728 FY 2013 ADOPTED 86.0% REV VS ADOPTED VAR % 34.4% 66.6% 82 131 131 87 (44) -33.6% 82 82 186 186 186 186 87 87 (99) (99) -53.2% -53.2% $ 3,682.39 $ 10,815.61 $ (3,305.00) -44.0% 205,736 205,736 $ $ 509,171 509,171 $ $ - $ $ (205,736) (205,736) -100.0% -100.0% $ 1,191,266 205,707 $ 1,396,973 $ 380,574 405,551 786,125 $ 886,527 54,431 940,958 $ 304,739 151,276 456,015 Expenditure $ $ $ $ 25.6% 73.5% 32.6% Activity Narrative: The sub-contractor that provides these services is paid based on year end performance. The FY 2013 data resembles the FY 2011 Actual which more accurately reflects the expectations of the department. This activity will be updated during the FY 2014 Strategic Budget Plan update process. Research and Statistical Reporting The purpose of the Research and Statistical Reporting Activity is to provide research and statistical reports to stakeholders in the community and across federal, state, county, and local agencies so they can more informed about criminal justice issues in Maricopa County. Mandates: Not mandated. 444 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of report recipients who are satisfied or very satisfied with the reports Number of regularly scheduled reports produced Number of regularly scheduled reports requested Expenditure per the number of regularly scheduled reports produced FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 85.0% N/A N/A N/A 19 N/A N/A N/A N/A N/A 19 N/A N/A N/A N/A N/A $ 3,896.63 N/A N/A (74,036) (74,036) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ $ 74,036 74,036 $ $ Activity Narrative: This is a new activity. As a result, no historical data is available prior to FY 2013. 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 2011 ACTUAL 34.4% FY 2012 FY 2012 REVISED FORECAST 45.0% 45.0% FY 2013 ADOPTED 45.0% REV VS ADOPTED VAR % 0.0% 0.0% 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. 445 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 34.4% FY 2012 FY 2012 REVISED FORECAST 45.0% 45.0% FY 2013 ADOPTED 45.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 25.56 $ 4.88 $ 44.07 $ 21.25 $ 100 - GENERAL TOTAL SOURCES $ $ 765 765 $ $ 500 500 $ $ 512 512 $ $ 600 600 $ $ 100 100 20.0% 20.0% 100 - GENERAL TOTAL USES $ $ 36,453 36,453 $ $ 61,030 61,030 $ $ 56,265 56,265 $ $ 42,505 42,505 $ $ 18,525 18,525 30.4% 30.4% 1,426 2,589 12,500 2,400 1,250 1,200 2,000 2,400 (10,500) - -84.0% 0.0% 1,426 2,589 12,500 2,400 1,250 1,200 2,000 2,400 (10,500) - -84.0% 0.0% (16.37) -335.3% Expenditure Activity Narrative: Employee bus cards are valid for three years. In FY 2012, the County purchased 10,000 new bus cards for the bus card conversion project. As cards purchased prior to the conversion project expire in FY 2013, new cards will be made available to employees as replacements. Green Government 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 90.0% 90.0% FY 2013 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 • Public Green Government EcoEducation Target Adjustments: General Fund (100) • Increase expenditures by $87,360 due to the restatement from Planning and Development Department to the County Manager for the Green Government program in FY 2013. 446 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget Green Government Data Management The purpose of the Green Government Data Management Activity is to provide management and oversight services to County departments so they can implement BOS-adopted Green Government Program measures. Mandates: 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 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 FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 90.0% 90.0% FY 2013 ADOPTED 90.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 11 6 8 (3) N/A 36 36 36 - N/A N/A 21 11 22 6 21 8 (0) (3) N/A 36 36 36 - N/A $ 354.00 $ 533.24 $ 148.22 $ (148.22) 50,976 50,976 $ $ 26,021 26,021 $ $ 21,344 21,344 $ $ 29,632 29,632 -27.3% 0.0% -1.2% -27.3% 0.0% N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ 58.1% 58.1% Internal Green Government Eco-Education 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: Not mandated. 447 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 90.0% 90.0% FY 2013 ADOPTED 90.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 1,500 750 900 (600) -40.0% N/A 1,510 755 1,132 (378) -25.0% N/A 500 250 375 (125) -25.0% N/A 15 8 5 (10) -66.7% N/A 1,510 755 1,132 (378) -25.0% N/A $ 11.88 $ 7.25 $ 40.09 $ (28.21) -237.4% - 17,942 17,942 $ $ 5,645 5,645 $ $ 45,384 45,384 $ $ (27,442) (27,442) -152.9% -152.9% Expenditure 100 - GENERAL TOTAL USES $ $ $ $ Public Green Government Eco-Education 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: 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 2011 ACTUAL N/A Number of Green Government Program awareness messages required Expenditures per hard copy awareness message distributed FY 2012 FY 2012 REVISED FORECAST 50.0% 50.0% FY 2013 ADOPTED 50.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 10 5 4 (6) -60.0% N/A 10 5 8 (2) -20.0% N/A 3 3 3 - N/A 600 300 450 (150) -25.0% N/A 520 260 390 (130) -25.0% 0.0% N/A $ 30.74 $ 18.80 $ 52.23 $ (21.49) -69.9% - 18,442 18,442 $ $ 5,850 5,850 $ $ 23,504 23,504 $ $ (5,062) (5,062) -27.4% -27.4% Expenditure 100 - GENERAL TOTAL USES $ $ $ $ Innovation Program The purpose of the Innovation Program is to provide facilitation and consulting services to County departments so they can successfully implement creative ideas that improve performance. 448 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget Program Results Measure Description Percent of departments indicating satisfaction with Innovation facilitation and consulting Percent of ideas moving through the Idea Factory from the Development Stage into the Implementation Stage FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A FY 2013 ADOPTED 164.0% N/A REV VS ADOPTED VAR % N/A N/A 195.0% N/A N/A Innovation The purpose of the Innovation Activity is to provide facilitation and consulting services to County departments so they can successfully implement creative ideas that improve performance. Mandates: Not mandated. Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of departments indicating satisfaction with Innovation facilitation and consulting services Percent of ideas moving through the Idea Factory from the Development Stage into the Implementation Stage Number of facilitation services provided Number of facilitation services requested Expenditure per facilitation service provided 100 - GENERAL TOTAL USES FY 2011 ACTUAL N/A $ $ FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 164.0% 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 195.0% $ $ 46 46 5,664.50 260,567 260,567 $ $ N/A N/A N/A N/A N/A N/A N/A N/A (260,567) (260,567) N/A N/A Activity Narrative: This is a new activity. As a result, no historical data is available prior to FY 2013. 449 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change $ 2,818,608 $ 1,100 $ (12,067) $ (12,067) - $ 2,806,541 $ 1,100 $ (9,120) (9,120) 514,182 $ 514,182 - $ 87,360 $ 87,360 - $ 3,398,963 $ 1,100 $ 17,801 $ 17,801 (17,801) $ (19,944) - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Employee Salary Adjustments Adjust Hours Per FTE Reallocations Reallocation Between Depts Reallocation from Non-Departmental to Government Relations Restatements Green Government to County Manager $ $ FY 2013 Budget Target Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Inactivated 1.0 FTE Media Specialist Decrease Other Services to offset benefit rate increase in FY 2013 Increase Other Services for SPIGIT contract Internal Service Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Miscellaneous Revenue based on FY 2012 Forecast FY 2013 Tentative Budget 514,182 $ $ (56,224) (23,720) 60,000 2,143 - $ - (500) (500) $ 3,398,963 $ 0.0% 600 -45.5% $ 61,459 $ 61,459 - $ 3,460,422 $ 1.8% 600 -45.5% $ $ 500 Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 450 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Manager General Fund (100) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Non Recurring Crime Prevention True Up 15,066,101 $ - $ (43,422) $ (43,422) - $ 15,022,679 $ - $ (15,022,679) $ 43,422 (15,066,101) - $ - $ - $ 1,631,869 $ 1,631,869 - $ 1,631,869 $ - Agenda Item: C-20-12-031-2-00 FY 2012 Revised Budget Adjustments: Non Recurring Crime Prevention True Up Other Non-Recurring $ Agenda Item: C-20-12-031-2-00 FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward FY 2013 Adopted Budget Percent Change from Target Amount Non Departmental Grant Fund (249) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants County Manager Grant Recon March 2012 293,288 $ 3,669,614 $ 3,669,614 3,669,614 3,669,614 $ 3,962,902 $ 3,962,902 $ (3,962,902) $ (3,669,614) (293,288) (3,962,902) (3,669,614) (293,288) $ - $ - $ 289,975 $ 289,975 289,975 289,975 $ 289,975 $ 289,975 C-20-12-030-2-00 Agenda Item: C-20-12-030-2-00 FY 2013 Budget Target Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 293,288 $ Agenda Item: FY 2012 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants County Manager Grant Recon March 2012 Grant Reconciliation $ Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 451 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets County Manager Detention Fund (255) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change Supplemental Funding Mid Year Adjustments ICJIS Executive Team 1,282,863 $ - $ (2,786) $ (2,786) - Agenda Item: C-49-12-014-2-00 $ C-20-12-018-M-00 FY 2012 Revised Budget Adjustments: Restatements ICJIS from County Manager $ 168,000 168,000 - $ 1,448,077 $ - $ (1,448,077) $ (1,448,077) - $ - $ - Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 452 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service Education Service Analysis by Lauren M Cochran, Senior Management and Budget Analyst Summary Mission The mission of the Education Service 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 is a rigorous training that provides expert training in conjunction with partner school districts, vested organizations, and State and County government. In FY 2012, MCESA graduated the first individual through the program and successfully saw them hired into a school district (in Maricopa County) as a business manager. A continued focus on Audit trends and other issues have brought increased training on the school district financial system(s) for districts to reduce their audit findings. MCESA is currently developing additional trainings for FY 2013. Currently there are no non-compliant school districts. 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. 453 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service Status: On January 20, 2011, the Education Service Agency began Interactive Video Learning to multiple remote schools in Maricopa County, providing the expert content and classroom instruction in the areas of science and technology. In FY 2012, this delivery method has been utilized by five school districts for science and math, under the State’s focus of STEM leadership. With the Teacher Incentive Fund grant, Rewarding Excellence in Instruction and Leadership (REIL), the Education Service Agency is partnering with six school districts 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. Many milestones continue to be reached including the field testing of the evaluation instrument(s). There is currently no information on the MAP score. 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: TBD -The Expect More Arizona survey has an unknown date at this time. 454 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ 12,899 $ 12,899 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ - 0.0% 0.0% EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 581,965 $ 581,965 $ 833,763 $ 833,763 $ 833,763 $ 833,763 $ 748,376 $ 748,376 $ 943,136 $ 943,136 $ 109,373 109,373 13.1% 13.1% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 2,410,022 $ 2,410,022 $ 9,648,047 $ 9,648,047 $ 9,648,047 $ 9,648,047 $ 7,591,993 $ 7,591,993 $ 17,259,387 $ 17,259,387 $ 7,611,340 7,611,340 78.9% 78.9% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ (56,359) $ (56,359) $ - $ - $ - $ - $ 182,002 $ 182,002 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 2,948,527 $ 10,493,810 $ 10,493,810 $ 8,534,371 $ 18,214,523 $ 7,720,713 73.6% 250,176 250,176 31.3% 31.3% USES ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ 791,768 $ 791,768 $ 799,524 $ 799,524 $ 798,715 $ 798,715 $ 560,523 $ 560,523 $ 548,539 $ 548,539 $ EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 1,729,397 $ 1,729,397 $ 2,311,017 $ 2,311,017 $ 2,320,418 $ 2,320,418 $ 2,169,199 $ 2,169,199 $ 2,409,858 $ 2,409,858 $ (89,440) (89,440) -3.9% -3.9% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 2,417,356 $ 2,417,356 $ 9,688,822 $ 9,688,822 $ 9,659,573 $ 9,659,573 $ 7,849,742 $ 7,849,742 $ 20,121,678 $ 20,121,678 $ (10,462,105) (10,462,105) -108.3% -108.3% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 1,031 $ 3,600 50,226 176,935 3 231,795 $ - $ 59,191 351,170 410,361 $ - $ 58,918 349,910 408,828 $ - $ 61,901 356,678 418,579 $ - $ 58,298 335,557 393,855 $ 620 14,353 14,973 $ - $ 589 589 $ - $ 10,897 10,897 $ 15,275 $ 10,897 26,172 $ - $ 11,344 11,344 $ - $ 86,770 86,770 $ 15,275 (75,873) (60,598) 100.0% -696.3% -231.5% TOTAL PROGRAMS $ 5,170,905 $ 13,220,621 $ 13,213,706 $ 11,009,387 $ 23,560,700 $ (10,346,994) -78.3% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 455 N/A N/A 1.1% 4.1% N/A 3.7% Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 1,370,982 1,342,706 2,713,688 FY 2012 ADOPTED $ $ 94,666 $ 121,057 215,723 $ $ SUBTOTAL $ 19,067 49 19,116 ALL REVENUES $ TOTAL SOURCES $ 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 REVISED 8,009,947 2,238,100 10,248,047 $ $ 12,000 $ 233,763 245,763 $ $ $ - 2,948,527 $ 2,948,527 $ FY 2012 FORECAST 8,009,947 2,238,100 10,248,047 $ $ 12,000 $ 233,763 245,763 $ $ $ - 10,493,810 $ 10,493,810 $ REVISED VS ADOPTED VAR % FY 2013 ADOPTED 6,198,756 2,064,084 8,262,840 $ $ 12,000 $ 253,130 265,130 $ $ $ 6,351 50 6,401 10,493,810 $ 10,493,810 $ 15,671,099 1,693,288 17,364,387 $ $ 537,000 $ 313,136 850,136 $ $ $ - 8,534,371 $ 8,534,371 $ 7,661,152 (544,812) 7,116,340 95.6% -24.3% 69.4% 525,000 4375.0% 79,373 34.0% 604,373 245.9% $ - N/A N/A N/A 18,214,523 $ 7,720,713 73.6% 18,214,523 $ 7,720,713 73.6% 2,363,409 $ 960 33,314 752,390 8,519 (19,048) 19,048 3,158,592 $ 3,423,685 $ 18,124 20,830 1,176,757 354,200 (84,764) 84,764 4,993,596 $ 4,711,776 $ 31,107 20,830 1,551,140 354,200 (84,764) 84,764 6,669,053 $ 4,211,881 $ 15,356 23,081 1,358,885 106,750 1,092 (1,092) 5,715,953 $ 8,113,752 $ 31,756 23,236 2,744,130 (36,316) 36,316 10,912,874 $ (3,401,976) (649) (2,406) (1,192,990) 354,200 (48,448) 48,448 (4,243,821) -72.2% -2.1% -11.6% -76.9% 100.0% -57.2% 57.2% -63.6% 405,696 $ 5,894 115,405 526,995 $ 628,661 $ 9,600 3,276,000 3,914,261 $ 697,381 $ 9,600 2,080,215 2,787,196 $ 328,989 $ 6,067 49,461 384,517 $ 509,824 $ 11,830 320,200 841,854 $ 187,557 (2,230) 1,760,015 1,945,342 26.9% -23.2% 84.6% 69.8% 558,685 $ 416,572 540 25,455 371,753 71,218 6,479 1,580 1,452,282 $ 2,750,182 $ 622,335 66,341 671,379 62,127 10,400 4,182,764 $ 2,183,824 $ 633,386 66,341 671,379 62,127 10,400 3,627,457 $ 3,774,368 $ 462,184 61,796 497,036 96,123 4,714 12,696 4,908,917 $ 10,256,930 $ 748,956 128,026 619,350 51,310 1,400 11,805,972 $ $ 26,076 $ 6,960 33,036 $ 130,000 $ 130,000 $ 130,000 $ 130,000 $ - $ - $ - $ - $ ALL EXPENDITURES $ 5,170,905 $ 13,220,621 $ 13,213,706 $ 11,009,387 $ 23,560,700 $ (10,346,994) -78.3% TOTAL USES $ 5,170,905 $ 13,220,621 $ 13,213,706 $ 11,009,387 $ 23,560,700 $ (10,346,994) -78.3% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0830 - INTERGOVERNMENTAL PAYMENTS 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 $ $ $ 456 (8,073,106) -369.7% (115,570) -18.2% N/A (61,685) -93.0% 52,029 7.7% 10,817 17.4% 9,000 86.5% N/A (8,178,515) -225.5% 130,000 130,000 100.0% N/A 100.0% Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2011 ACTUAL $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 64,594 $ 81,767 146,361 $ 117,000 $ 117,000 $ 117,000 $ 117,000 $ 117,266 $ 117,266 $ 117,000 $ 117,000 $ - 0.0% N/A 0.0% FUND TOTAL SOURCES $ 1,363,927 $ 8,000 1,371,927 $ 8,679,759 $ 8,679,759 $ 8,679,759 $ 8,679,759 $ 6,862,547 $ 7,000 6,869,547 $ 15,796,099 $ 15,796,099 $ 7,116,340 7,116,340 82.0% N/A 82.0% $ FUND TOTAL SOURCES $ 110,908 $ 110,908 $ 109,657 $ 109,657 $ 109,657 $ 109,657 $ 110,046 $ 110,046 $ 109,657 $ 109,657 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 465,442 $ 465,442 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 495,246 $ 495,246 $ 600,000 $ 600,000 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ FUND TOTAL SOURCES $ 70,045 $ 70,045 $ 128,763 $ 128,763 $ 128,763 $ 128,763 $ 147,864 $ 147,864 $ 733,136 $ 733,136 $ 604,373 604,373 469.4% 469.4% 783,844 $ 783,844 $ 858,631 $ 858,631 $ 858,631 $ 858,631 $ 794,402 $ 794,402 $ 858,631 $ 858,631 $ - 0.0% 0.0% 2,858,760 $ 89,767 $ 2,948,527 $ 10,493,810 $ - $ 10,493,810 $ 10,493,810 $ - $ 10,493,810 $ 8,527,371 $ 7,000 $ 8,534,371 $ 18,214,523 $ - $ 18,214,523 $ 7,720,713 7,720,713 73.6% N/A 73.6% 4,574 4,574 0.2% N/A 0.2% FUND TOTAL SOURCES $ 715 SCHOOL GRANT OPERATING NON-RECURRING 669 SMALL SCHOOL SERVICE OPERATING 780 SCHOOL TRANSPORTATION OPERATING $ 782 SCHOOL COMMUNICATION OPERATING DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 100 GENERAL OPERATING $ NON-RECURRING FUND TOTAL USES $ 715 SCHOOL GRANT OPERATING $ NON-RECURRING FUND TOTAL USES $ 255 DETENTION OPERATIONS NON-RECURRING $ FUND TOTAL USES $ 669 SMALL SCHOOL SERVICE OPERATING $ NON-RECURRING FUND TOTAL USES $ 780 SCHOOL TRANSPORTATION OPERATING $ FUND TOTAL USES $ 782 SCHOOL COMMUNICATION OPERATING $ FUND TOTAL USES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ NON-RECURRING FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,038,092 $ 119,820 2,157,912 $ 2,087,883 $ 2,087,883 $ 2,080,968 $ 2,080,968 $ 2,041,070 $ 2,041,070 $ 2,076,394 $ 2,076,394 $ 1,390,201 $ 1,390,201 $ 8,679,759 $ 8,679,759 $ 8,679,759 $ 8,679,759 $ 6,869,635 $ 45,024 6,914,659 $ 15,796,099 $ 15,796,099 $ (7,116,340) (7,116,340) -82.0% N/A -82.0% - $ - $ - $ - $ - $ - $ - $ - $ 2,787,056 $ 2,787,056 $ (2,787,056) (2,787,056) N/A N/A 101,753 $ 52,181 153,934 $ 109,657 $ 109,657 $ 109,657 $ 109,657 $ 66,662 $ 66,662 $ 109,657 $ 109,657 $ - 0.0% N/A 0.0% 316,129 $ 316,129 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 460,861 $ 460,861 $ 600,000 $ 600,000 $ - 0.0% 0.0% 55,699 $ 55,699 $ 128,763 $ 128,763 $ 128,763 $ 128,763 $ 147,251 $ 147,251 $ 733,136 $ 733,136 $ 714,562 $ 382,468 1,097,030 $ 858,631 $ 755,928 1,614,559 $ 858,631 $ 755,928 1,614,559 $ 794,402 $ 584,482 1,378,884 $ 858,631 $ 599,727 1,458,358 $ 4,616,436 $ 554,469 $ 5,170,905 $ 12,464,693 $ 755,928 $ 13,220,621 $ 12,457,778 $ 755,928 $ 13,213,706 $ 10,379,881 $ 629,506 $ 11,009,387 $ 20,173,917 $ 3,386,783 $ 23,560,700 $ 457 (604,373) -469.4% (604,373) -469.4% 156,201 156,201 0.0% 20.7% 9.7% (7,716,139) -61.9% (2,630,855) -348.0% (10,346,994) -78.3% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .25 2.10 .25 .90 3.50 3.00 1.00 4.00 .00 3.00 .00 1.00 4.00 3.00 1.00 4.00 3.00 1.00 4.00 - N/A 0.0% N/A 0.0% 0.0% 18.50 18.50 21.60 21.60 23.85 23.85 20.10 20.10 21.35 21.35 (2.50) (2.50) (10.5%) (10.5%) 18.50 18.50 31.10 31.10 77.75 77.75 75.30 75.30 82.05 82.05 4.30 4.30 5.5% 5.5% 6.00 6.00 46.50 3.60 3.60 60.30 3.60 3.60 109.20 3.60 3.60 103.00 3.60 3.60 111.00 1.80 0.0% 0.0% 1.6% 458 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service 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 Service Assistant Superintendent Education Service Peer Evaluator Education Svc Program Coord Educator - Detention Elected Executive Assistant Executive Assistant - Elected Official Finan/Business Analyst -County Finance/Business Analyst Financial Manager - County Financial Supervisor - Dept Grant-Contract Administrator Help Desk Coordinator Human Resources Specialist Intern IS Project Manager IT Operations Manager Management Analyst Management Assistant Media Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Program Coordinator Programmer/Analyst - Sr/Ld Schools Program Administrator Schools Program Manager Systems/Network Administrator Trainer Web Designer/Developer Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 7.00 7.00 7.00 7.00 7.00 2.00 5.50 5.50 6.00 6.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 34.00 34.00 34.00 2.00 8.00 6.00 7.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 4.00 1.00 2.00 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 1.00 1.00 1.00 2.00 2.00 2.00 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 2.00 2.00 2.00 2.00 2.00 1.00 1.00 4.00 2.00 2.00 1.00 7.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 .30 1.00 1.00 1.00 2.00 11.00 16.00 16.00 17.00 1.00 1.00 1.00 1.00 1.00 2.50 3.80 3.40 4.00 9.00 1.00 46.50 60.30 109.20 103.00 111.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% .50 9.1% N/A N/A N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (12.5%) 0.0% 0.0% 0.0% 0.0% 0.0% (2.00) (50.0%) N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 1.00 100.0% 0.0% 0.0% (2.00) (50.0%) N/A N/A (1.00) (50.0%) (.30) (100.0%) 0.0% N/A 1.00 6.3% 0.0% 5.60 164.7% N/A 1.80 1.6% Staffing by Fund 100 255 669 715 782 795 Department Total FUND GENERAL DETENTION OPERATIONS SMALL SCHOOL SERVICE SCHOOL GRANT SCHOOL COMMUNICATION EDUCATIONAL SUPPLEMENTAL PROG FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 25.00 22.00 24.00 20.00 21.00 12.00 1.00 1.00 1.00 1.00 1.00 5.50 17.50 65.80 62.00 58.00 1.00 1.00 1.00 2.00 15.00 18.80 17.40 19.00 17.00 46.50 60.30 109.20 103.00 111.00 REVISED TO ADOPTED VARIANCE VAR % (3.00) (12.5%) 12.00 N/A 0.0% (7.80) (11.9%) 1.00 100.0% (.40) (2.3%) 1.80 1.6% Significant Variance Analysis • The department added 34 Education Service Peer Evaluators FTE to the School Grants Fund in FY 2012. These positions are funded by the Rewarding Excellence in Instruction and Leadership (REIL) Grant and are responsible for evaluating teachers and principals in the 459 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service participating school districts. Three support staff FTE were also added including an Office Assistant Specialized, Management Assistant, and a Program Manager. General Adjustments Target Adjustments: General Fund (100) • Decrease expenditures budget by $4,574 due to a reduction in the number of payroll hours from 2088 in FY 2012 to 2080 hours in FY 2013. School Grant Fund (715) • Decrease expenditures budget by $7,206 due to a reduction in the number of payroll hours from 2088 in FY 2012 to 2080 hours in FY 2013. School Communication Fund (782) • Decrease expenditures budget by $161 due to a reduction in the number of payroll hours from 2088 in FY 2012 to 2080 hours in FY 2013. Educational Supplemental Programming Fund (795) Operating • Decrease expenditures budget by $2,976 due to a reduction in the number of payroll hours from 2088 in FY 2012 to 2080 hours in FY 2013. Educational Supplemental Programming Fund (795) Non Recurring/Non Project • Decrease expenditures budget by $2,300 due to a reduction in the number of payroll hours from 2088 in FY 2012 to 2080 hours in FY 2013. Base Adjustments: General Fund (100) • Increase Regular Benefits by $12,122 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase Regular Pay and Benefits by $63,294 due to the addition of one Financial Business Analyst. This position will allow the department to review school districts’ regulatory compliance and to fulfill a statutory requirement that each school district’s “annual financial report . . . be approved by the county school superintendent” (ARS § 15-904(A)). • Decrease supplies by $43,582 to be in line with FY 2012 forecasted levels. • Increase Personnel Savings rate to 5.36% from 5.25% for a savings of $5,309. • Reallocate $26,525 in Internal Service Charges (telecommunication and risk management) to other funds. School Grant Fund (715) • Increase revenues by $7,116,340 due to an increase in use of REIL grant funding. • Increase Regular Benefits by $39,082 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase in expenditures of $7,091 associated with the School Grant Fund’s proportionate share of departmental internal service charges. • Increase expenditures by $7,077,373 due to an increase in REIL grant funding. School Communication Fund (782) • Increase Regular Benefits by $771 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase revenues and expenditures $604,373 due to IGAs with local school districts to implement the REIL program outside the grant on a cost for service basis. • Increase in expenditures of $1,355 associated with the Communication Fund’s proportionate share of departmental internal service charges. • Decrease expenditures by $1,965 to maintain structural balance. Educational Supplemental Programming Fund (795) Operating 460 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service • Increase Regular Benefits by $5,689 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase in expenditures of $17,102 associated with the Educational Supplemental Program Fund’s proportionate share of departmental internal service charges. • Reduce expenditures by $19,815 to balance expenditures with revenue. Educational Supplemental Programming Fund (795) Non Recurring • Increase Regular Benefits by $4,312 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase expenditures by $595,415 in order to spend fund balance on programs. Items Funded Elsewhere: General Fund (100) • Contingency funding of $189,969 has been reserved in Non-Departmental for Educational Services technology staff pending determination of the best model to meet the department’s information technology needs. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 1.0% 1.0% FY 2013 ADOPTED 1.0% REV VS ADOPTED VAR % 0.0% 0.0% 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 Superintendent of Schools is responsible for providing mandated services through educational support to school districts within the 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. 461 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2013 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 FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 1.0% 1.0% FY 2013 ADOPTED 1.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 240 120 160 (80) N/A 80 40 80 N/A $ 40,179.08 $ 62,758.66 $ 125,760.49 $ (85,581.41) $ $ 15,796,099 109,657 495,000 858,631 $ 7,116,340 495,000 - N/A 82.0% 0.0% N/A 0.0% - -33.3% 0.0% -213.0% Revenue 100 - GENERAL 715 - SCHOOL GRANT 669 - SMALL SCHOOL SERVICE 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL SOURCES $ 81,767 1,451,674 109,657 766,924 $ 8,679,759 109,657 858,631 6,692,967 109,657 789,369 $ 2,410,022 $ 9,648,047 $ 7,591,993 $ 17,259,387 $ 7,611,340 78.9% $ $ $ $ $ 4,263 (7,447,507) (2,787,056) 764 (492,874) 243,711 2.4% -90.0% N/A 0.7% N/A 22.6% $(10,478,699) -108.7% Expenditure 100 - GENERAL 715 - SCHOOL GRANT 255 - DETENTION OPERATIONS 669 - SMALL SCHOOL SERVICE 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES 188,869 1,376,862 101,753 749,872 $ 2,417,356 179,920 8,274,557 109,274 1,079,228 $ 9,642,979 145,793 6,712,140 66,662 4,907 920,240 $ 7,849,742 175,657 15,722,064 2,787,056 108,510 492,874 835,517 $ 20,121,678 Activity Narrative: The FY 2013 budget reflects further implementation of the REIL Grant Program in the School Grant Fund. The department is also receiving increased funding due to IGAs with several school districts that will implement the REIL program on a cost-recovery basis, rather than as part of the grant. Cost per educational development session provided is increasing drastically due to this new funding, but as the program is implemented the cost per session will decline. The FY 2013 budget also adds new non-recurring Detention Funding to fund a Juvenile Transition Program for two years. The purpose of this program is to reintegrate juvenile offenders back into a school setting, thereby reducing recidivism and costs associated with repeat incarceration. Target Adjustments: Small Schools Fund (669) • Decrease expenditures budget by $327 due to a reduction in the number of payroll hours from 2088 in FY 2012 to 2080 hours in FY 2013. Base Adjustments: Detention Fund (255) Non Recurring/Non Project • New two-year funding allotment of $2,787,056 to support the personnel, supplies, and services associated with the new Juvenile Transition Program (see Activity Narrative above). Small Schools Fund (669) • Increase Regular Benefits by $520 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase in expenditures of $977 associated with the Small Schools Fund’s proportionate share of departmental internal service charges. • Reduce expenditures by $1,170 to maintain structural balance. 462 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 noncompliance FY 2011 ACTUAL N/A N/A FY 2012 FY 2012 REVISED FORECAST 52.5% 87.5% 17.2% 17.2% FY 2013 ADOPTED 81.0% 17.2% REV VS ADOPTED VAR % 28.5% 54.4% 0.0% 0.0% 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 Superintendent of Schools is responsible for providing mandated services through educational support to school districts within the 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 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 2011 ACTUAL N/A N/A FY 2012 FY 2012 REVISED FORECAST 52.5% 87.5% 17.2% 17.2% FY 2013 ADOPTED 81.0% 17.2% REV VS ADOPTED VAR % 28.5% 54.4% 0.0% 0.0% N/A 16 50 40 24 150.0% N/A 40 48 47 7 17.5% N/A $ 146,063.25 $ 36,788.84 $ 60,246.45 $ 85,816.80 58.8% Revenue 100 - GENERAL 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL SOURCES $ 51,695 $ 465,442 70,045 (5,217) 105,000 600,000 128,763 - $ 105,266 495,246 147,864 - $ 105,000 600,000 238,136 - $ 109,373 - 0.0% 0.0% 84.9% N/A $ 581,965 $ 833,763 $ 748,376 $ 943,136 $ 109,373 13.1% $ 1,065,389 13,242 52,181 316,129 55,699 226,757 $ 942,531 198,054 600,000 128,533 467,894 $ 1,029,203 119,189 460,861 142,344 417,602 $ 1,004,612 35,254 600,000 238,822 531,170 $ (62,081) 162,800 (110,289) (63,276) -6.6% 82.2% N/A 0.0% -85.8% -13.5% $ 1,729,397 $ 2,337,012 $ 2,169,199 $ 2,409,858 $ (72,846) -3.1% Expenditure 100 - GENERAL 715 - SCHOOL GRANT 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES 463 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The FY 2013 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. The Department also employs an itinerant business manager to travel to school districts and assist with financial and business management issues. The Department provides professional development sessions to school district employees to enhance business management skills. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 49.0% 49.0% FY 2013 ADOPTED 73.0% REV VS ADOPTED VAR % 24.0% 49.0% Activities that comprise this program include: • Executive Leadership Activity 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 Superintendent of Schools is responsible for providing mandated services through educational support to school districts within the 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 Expenditure per board training session provided FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 49.0% 49.0% N/A 6 N/A 11 N/A $ 133,119.17 FY 2013 ADOPTED 73.0% REV VS ADOPTED VAR % 24.0% 49.0% 4 9 $ 124,381.50 5 5 $ 109,707.80 (1) (6) $ 23,411.37 -16.7% -54.5% 17.6% Revenue 100 - GENERAL TOTAL SOURCES $ $ 12,899 12,899 $ $ 12,000 12,000 $ $ 12,000 12,000 $ $ 12,000 12,000 $ $ - 0.0% 0.0% 100 - GENERAL 715 - SCHOOL GRANT 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ 671,367 120,401 $ 538,792 200,000 59,923 $ 436,151 83,330 41,042 $ 482,728 65,811 $ 56,064 200,000 (5,888) 10.4% 100.0% -9.8% $ 791,768 $ 798,715 $ 560,523 $ 548,539 $ 250,176 31.3% Expenditure Activity Narrative: The FY 2013 budget supports the Department in providing services to County school districts that include County-wide communications, executive coordination and management of special elections for vacant school board seats. 464 Department Strategic Plans and Budgets Education Service Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change 2,087,883 $ 117,000 $ (6,915) $ (6,915) - $ 2,080,968 $ 117,000 $ (4,574) $ (4,574) - $ 2,076,394 $ 117,000 $ 12,122 $ 12,122 14,403 $ 19,712 - (5,309) - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Regular Pay and Benefits for addition of Business Analyst Decrease Supplies Personnel Savings Increase Personnel savings rate to 5.36% from 5.25% Reallocations Reallocation of ISF Charges Between Funds $ $ 63,294 (43,582) $ (5,309) FY 2013 Adopted Budget Percent Change from Target Amount $ (26,525) $ (26,525) - $ 2,076,397 $ 0.0% 117,000 0.0% Detention Fund (255) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - FY 2013 Recommended Budget Percent Change from Target Amount $ - $ - FY 2013 Tentative Budget $ - $ - $ 2,787,056 $ 2,787,056 - $ 2,787,056 $ - Percent Change from Target Amount Adjustments: Agenda Item: Non Recurring Other Non-Recurring Juvenile Transition Program (Funding for FY 2013 and FY 2014) FY 2013 Adopted Budget Percent Change from Target Amount 465 $ 2,787,056 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service Small Schools Fund (669) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 109,657 $ 109,657 FY 2012 Revised Budget $ 109,657 $ 109,657 $ (327) $ (327) - $ 109,330 $ 109,657 $ 520 $ 520 977 $ 977 (1,170) $ (1,170) - 109,657 $ 0.3% 109,657 0.0% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Reallocations Reallocation of ISF Charges Between Funds Structural Balance Structural Balance Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount $ Small Schools Fund (669) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 162,105 $ 133,435 $ 133,435 $ 119,086 $ 162,470 Sources: Operating Total Sources: $ $ 110,908 110,908 $ $ 109,657 109,657 $ $ 109,657 109,657 $ $ 110,046 110,046 $ $ 109,657 109,657 $ $ $ $ 66,662 66,662 $ $ 109,657 109,657 $ $ 109,657 109,657 $ 109,657 109,657 Uses: Operating Non-Recurring Total Uses: $ 101,753 52,181 153,934 Structural Balance $ 9,155 $ - $ - $ 43,384 $ - Accounting Adjustments $ 7 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 119,086 119,086 $ $ 133,435 133,435 $ $ 133,435 133,435 $ $ 162,470 162,470 $ $ 162,470 162,470 466 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service School Grant Fund (715) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 8,679,759 $ 8,679,759 FY 2012 Revised Budget $ 8,679,759 $ 8,679,759 $ (7,206) $ (7,206) - $ 8,672,553 $ 8,679,759 $ 39,082 $ 39,082 - $ 7,077,373 $ 7,077,373 7,091 $ 7,091 7,116,340 7,116,340 - 15,796,099 $ 82.1% 15,796,099 82.0% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Reallocations Reallocation of ISF Charges Between Funds Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ School Grant Fund (715) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ $ $ FY 2012 ADOPTED (33,475) $ FY 2012 REVISED FY 2012 FORECAST 550,309 $ 550,309 $ 8,679,759 8,679,759 $ 8,679,759 8,679,759 $ $ $ 8,679,759 8,679,759 $ $ 8,679,759 8,679,759 1,363,927 8,000 1,371,927 $ 1,390,201 1,390,201 $ $ $ $ $ Structural Balance $ (26,274) $ - $ - $ Accounting Adjustments $ (5) $ - $ - $ $ - $ (51,754) (51,754) $ 550,309 550,309 $ 550,309 550,309 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ FY 2013 ADOPTED (51,754) $ 6,862,547 7,000 6,869,547 $ 6,869,635 45,024 6,914,659 $ (7,088) - (96,866) (96,866) $ (96,866) 15,796,099 15,796,099 $ 15,796,099 15,796,099 $ - $ - $ $ (96,866) (96,866) Note: Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 467 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service School Transportation Fund (780) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 600,000 $ 600,000 FY 2012 Revised Budget $ 600,000 $ 600,000 FY 2013 Budget Target $ 600,000 $ 600,000 FY 2013 Adopted Budget Percent Change from Target Amount $ 600,000 $ 0.0% 600,000 0.0% School Transportation Fund (780) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 215,605 $ 494,681 $ 494,681 $ 364,921 $ 399,306 Sources: Operating Total Sources: $ $ 465,442 465,442 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 495,246 495,246 $ $ 600,000 600,000 Uses: Operating Total Uses: $ $ 316,129 316,129 $ $ 600,000 600,000 $ $ 600,000 600,000 $ $ 460,861 460,861 $ $ 600,000 600,000 Structural Balance $ 149,313 $ - $ - $ 34,385 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 364,921 364,921 $ $ 494,681 494,681 $ $ 494,681 494,681 $ $ 399,306 399,306 $ $ 399,306 399,306 Expenditures Revenue School Communication Fund (782) OPERATING FY 2012 Adopted Budget $ 128,763 $ 128,763 FY 2012 Revised Budget $ 128,763 $ 128,763 $ (161) $ (161) - $ 128,602 $ 128,763 $ 771 $ 771 - $ 604,373 $ 604,373 1,355 $ 1,355 (1,965) $ (1,965) 604,373 604,373 - 733,136 $ 470.1% 733,136 469.4% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Other IGA Reallocations Reallocation of ISF Charges Between Funds Structural Balance Structural Balance Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount $ 468 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service School Communication Fund (782) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 39,187 $ 40,398 $ 40,398 $ 53,535 $ 54,148 $ 70,045 70,045 $ 128,763 128,763 $ 128,763 128,763 $ 147,864 147,864 $ 733,136 733,136 $ $ 147,251 147,251 $ $ 128,763 128,763 $ $ 128,763 128,763 $ $ 55,699 55,699 $ 733,136 733,136 Structural Balance $ 14,346 $ - $ - $ 613 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 53,535 53,535 $ $ 40,398 40,398 $ $ 40,398 40,398 $ $ 54,148 54,148 $ $ 54,148 54,148 Expenditures Revenue Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ $ $ $ Educational Supplemental Programming Fund (795) OPERATING FY 2012 Adopted Budget $ 858,631 $ 858,631 FY 2012 Revised Budget $ 858,631 $ 858,631 $ (2,976) $ (2,976) - $ 855,655 $ 858,631 $ 5,689 $ 5,689 - $ 17,102 (19,815) $ (19,815) - 858,631 $ 0.3% 858,631 0.0% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reallocation of ISF Charges Between Funds Structural Balance Structural Balance Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount $ 469 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Education Service Educational Supplemental Programming Fund (795) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 755,928 $ - FY 2012 Revised Budget $ 755,928 $ - $ (2,300) $ (2,300) (753,628) $ (753,628) - $ - $ - $ 4,312 $ 4,312 595,415 $ 595,415 - 599,727 $ - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Non Recurring Other Non-Recurring Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Non Recurring Other Non-Recurring Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ Educational Supplemental Programming Fund (795) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 2,214,638 $ 1,763,679 $ 1,763,679 $ 1,901,454 $ 1,316,972 $ 783,844 783,844 $ 858,631 858,631 $ 858,631 858,631 $ 794,402 794,402 $ 858,631 858,631 $ $ 794,402 584,482 1,378,884 $ $ 858,631 755,928 1,614,559 $ $ 858,631 755,928 1,614,559 $ $ 714,562 382,468 1,097,030 $ 858,631 599,727 1,458,358 Structural Balance $ 69,282 $ - $ - $ - $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,901,454 1,901,454 $ $ 1,007,751 1,007,751 $ $ 1,007,751 1,007,751 $ $ 1,316,972 1,316,972 $ $ 717,245 717,245 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 470 $ $ $ Maricopa County Annual Business Strategies FY 2013 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 December 2016, 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 2010 General Election had 65.8% of total ballots cast as early ballots (660,786 of 1,004,125 total ballots). The November 2008 Election had 55.1% of total ballots submitted as early ballots (760,219 of 1,380,571). The previous General Election in November 2006 had 49.1% of total ballots submitted as early ballots. The trend is expected to continue, as more voters are turning to early ballots, and the ease of casting their ballot via the early ballot process has become easier. 471 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % ELEC - ELECTION PROCESSING 21EL - ELECTIONS $ $ 4,108,031 $ 4,108,031 $ 6,370,233 $ 6,370,233 $ 6,370,233 $ 6,370,233 $ 4,447,905 $ 4,447,905 $ 5,778,923 $ 5,778,923 $ CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION 21PE - PRE ELECTION PROCESSING $ 98,965 $ 11,126 110,091 $ 12,001 $ 604 12,605 $ 12,001 $ 604 12,605 $ 11,350 $ 10,535 21,885 $ 12,001 $ 904 12,905 $ $ ODIR - EXECUTIVE MANAGEMENT (591,310) (591,310) 300 300 -9.3% -9.3% 0.0% 49.7% 2.4% $ - $ 2 $ 2 $ - $ 2 $ - 0.0% $ - $ 2 $ 2 $ - $ 2 $ - 0.0% $ $ 19,148 $ 19,148 $ - $ - $ - $ - $ 1,727 $ 1,727 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 4,237,270 $ 6,382,840 $ 6,382,840 $ 4,471,517 $ 5,791,830 $ (591,010) -9.3% 14,004,057 $ 317,463 14,321,520 $ 11,747,242 $ 1,318,752 13,065,994 $ 11,768,623 $ 1,317,758 13,086,381 $ 9,513,654 $ 753,109 10,266,763 $ 17,335,677 $ 1,481,629 18,817,306 $ (5,567,054) (163,871) (5,730,925) -47.3% -12.4% -43.8% 139,109 $ 1,103,992 1,243,101 $ 136,292 $ 2,228,911 2,365,203 $ 135,684 $ 2,204,772 2,340,456 $ 131,290 $ 2,596,200 2,727,490 $ 138,087 $ 2,678,902 2,816,989 $ (2,403) (474,130) (476,533) -1.8% -21.5% -20.4% 125,412 $ 166,552 55,622 765,313 1,112,899 $ 124,780 $ 165,745 55,385 756,171 1,102,081 $ 125,012 $ 163,225 55,108 727,243 1,070,588 $ 125,324 $ 165,988 54,896 812,330 1,158,538 $ (544) (243) 489 (56,159) (56,457) -0.4% -0.1% 0.9% -7.4% -5.1% 99AS - ADMINISTRATIVE SERVICES GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT 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 $ $ 126,562 $ 203,356 66,338 992,458 1,388,714 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 123,144 $ 123,144 $ 35,683 $ 35,683 $ 35,683 $ 35,683 $ 35,678 $ 35,678 $ 60,157 $ 60,157 $ (24,474) (24,474) -68.6% -68.6% TOTAL PROGRAMS $ 17,076,479 $ 16,579,779 $ 16,564,601 $ 14,100,519 $ 22,852,990 $ (6,288,389) -38.0% Sources and Uses by Category FY 2011 CATEGORY ACTUAL INTERGOVERNMENTAL 0615 - GRANTS $ 53,615 0620 - OTHER INTERGOVERNMENTAL 4,029,273 SUBTOTAL $ 4,082,888 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2012 ADOPTED $ 2,211,630 4,155,002 6,366,632 702 702 $ $ $ $ 12,000 12,000 $ SUBTOTAL $ 23,855 27,669 51,524 ALL REVENUES $ TOTAL SOURCES $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ $ 2,211,630 4,155,002 6,366,632 3,988 3,988 $ $ $ SUBTOTAL $ 98,870 98,870 $ FY 2012 REVISED $ FY 2012 FORECAST $ REVISED VS ADOPTED VAR % $ 98,476 4,353,700 4,452,176 $ 2,158,820 $ 3,610,002 5,768,822 $ 702 702 $ $ 627 627 $ $ 1,002 1,002 $ $ 300 300 42.7% 42.7% $ $ 12,000 12,000 $ $ 11,350 11,350 $ $ 12,000 12,000 $ $ - 0.0% 0.0% $ $ 10,006 10,006 $ $ 1,727 5,637 7,364 $ $ 3,506 3,506 $ $ 3,506 3,506 6,500 6,500 N/A 185.4% 185.4% 4,237,270 $ 6,382,840 $ 6,382,840 $ 4,471,517 $ 5,791,830 $ (591,010) -9.3% 4,237,270 $ 6,382,840 $ 6,382,840 $ 4,471,517 $ 5,791,830 $ (591,010) -9.3% 472 $ FY 2013 ADOPTED $ (52,810) (545,000) (597,810) -2.4% -13.1% -9.4% Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2013 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 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 2,225,504 $ 925,998 497,793 1,086,829 21,871 4,757,995 $ 2,272,616 $ 321,272 236,577 1,004,793 4,800 3,840,058 $ 2,272,616 $ 321,272 236,577 989,615 4,800 3,824,880 $ 2,201,142 $ 282,852 277,488 941,330 14,749 3,717,561 $ 2,251,256 $ 1,368,054 770,144 1,167,513 1,750 35,000 5,593,717 $ 21,360 0.9% (1,046,782) -325.8% (533,567) -225.5% (177,898) -18.0% 3,050 63.5% (35,000) N/A (1,768,837) -46.2% 215,900 $ 19,197 235,097 $ 245,690 $ 19,000 2,167,049 2,431,739 $ 245,690 $ 19,000 2,167,049 2,431,739 $ 213,226 $ 12,126 77,799 303,151 $ 646,632 $ 22,000 1,505,100 2,173,732 $ (400,942) -163.2% (3,000) -15.8% 661,949 30.5% 258,007 10.6% $ 13,764 $ 10,337,138 176,129 8,663 172,839 77,159 8,098 1,238,292 51,305 12,083,387 $ 11,000 $ 8,432,626 117,800 2,800 146,876 36,900 18,550 1,485,830 55,600 10,307,982 $ 11,000 $ 8,432,626 117,800 2,800 146,876 36,900 18,550 1,485,830 55,600 10,307,982 $ 11,042 $ 8,409,054 82,707 919 129,778 33,669 11,366 1,359,024 42,248 10,079,807 $ 18,000 $ 12,352,861 292,417 3,300 144,239 92,700 21,900 2,072,624 17,500 50,000 15,065,541 $ (7,000) -63.6% (3,920,235) -46.5% (174,617) -148.2% (500) -17.9% 2,637 1.8% (55,800) -151.2% (3,350) -18.1% (586,794) -39.5% 38,100 68.5% (50,000) N/A (4,757,559) -46.2% $ $ - $ - $ - $ - $ - $ - $ - $ - $ 20,000 $ 20,000 $ (20,000) (20,000) N/A N/A ALL EXPENDITURES $ 17,076,479 $ 16,579,779 $ 16,564,601 $ 14,100,519 $ 22,852,990 $ (6,288,389) -38.0% TOTAL USES $ 17,076,479 $ 16,579,779 $ 16,564,601 $ 14,100,519 $ 22,852,990 $ (6,288,389) -38.0% 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 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 4,159,800 $ 4,159,800 $ 4,171,210 $ 4,171,210 $ 4,171,210 $ 4,171,210 $ 4,371,314 $ 4,371,314 $ 3,633,010 $ 3,633,010 $ (538,200) (538,200) -12.9% -12.9% $ FUND TOTAL SOURCES $ 77,470 $ 77,470 $ 2,211,630 $ 2,211,630 $ 2,211,630 $ 2,211,630 $ 100,203 $ 100,203 $ 2,158,820 $ 2,158,820 $ (52,810) (52,810) -2.4% -2.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 4,237,270 $ 4,237,270 $ FY 2011 ACTUAL 6,382,840 $ 6,382,840 $ FY 2012 ADOPTED 6,382,840 $ 6,382,840 $ FY 2012 REVISED 4,471,517 $ 4,471,517 $ FY 2012 FORECAST 5,791,830 $ 5,791,830 $ FY 2013 ADOPTED 248 ELECTIONS GRANT OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ (591,010) -9.3% (591,010) -9.3% REVISED VS ADOPTED VAR % 16,999,009 $ 16,999,009 $ 14,368,149 $ 14,368,149 $ 14,352,971 $ 14,352,971 $ 14,000,316 $ 14,000,316 $ 9,261,273 $ 11,432,897 20,694,170 $ FUND TOTAL USES $ - $ 77,470 77,470 $ 2,211,630 $ 2,211,630 $ 2,211,630 $ 2,211,630 $ 100,203 $ 100,203 $ 2,158,820 $ 2,158,820 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 16,999,009 $ 77,470 $ 17,076,479 $ 16,579,779 $ - $ 16,579,779 $ 16,564,601 $ - $ 16,564,601 $ 14,100,519 $ - $ 14,100,519 $ 11,420,093 $ 11,432,897 $ 22,852,990 $ FUND TOTAL USES $ 248 ELECTIONS GRANT OPERATING NON-RECURRING $ 473 5,091,698 (11,432,897) (6,341,199) 52,810 52,810 5,144,508 (11,432,897) (6,288,389) 35.5% N/A -44.2% 2.4% N/A 2.4% 31.1% N/A -38.0% Maricopa County Annual Business Strategies FY 2013 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 8.00 2.00 1.00 12.00 1.00 8.00 2.00 1.00 12.00 1.00 8.00 2.00 1.00 12.00 1.00 8.00 2.00 1.00 12.00 1.00 8.00 2.00 1.00 12.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 20.00 3.00 23.00 21.00 3.00 24.00 22.00 3.00 25.00 22.00 3.00 25.00 21.00 3.00 24.00 (1.00) (1.00) (4.5%) 0.0% (4.0%) 2.00 17.00 19.00 54.00 2.00 16.00 18.00 54.00 2.00 15.00 17.00 54.00 2.00 15.00 17.00 54.00 2.00 14.00 16.00 52.00 (1.00) (1.00) (2.00) 0.0% (6.7%) (5.9%) (3.7%) 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 Deputy Director - Elections Director - Elections Executive Assistant Field Operations Supervisor Finance/Business Analyst 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 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 24.00 23.00 22.00 22.00 21.00 6.00 7.00 8.00 8.00 8.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 54.00 54.00 54.00 54.00 52.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% (1.00) (50.0%) (1.00) (4.5%) 0.0% 0.0% 0.0% (2.00) (3.7% ) Staffing by Fund FUND GENERAL 100 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 54.00 54.00 54.00 54.00 52.00 54.00 54.00 54.00 54.00 52.00 REVISED TO ADOPTED VARIANCE VAR % (2.00) (3.7%) (2.00) (3.7% ) General Adjustments Personnel: • Increase Regular Benefits by $21,741 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. 474 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • Department Strategic Plans and Budgets Elections Decrease expenditure budget by $10,559 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Other Base Adjustments: • • • • • Decrease operating expenditures by $21,741 for salary savings to absorb the increase in retirement contributions. Decrease operating expenditures by $94,139 for the elimination of two vacant positions. Increase operating expenditures by $88,526 in salary savings due to the vacation position eliminations. Increase Other Benefits and Internal Services Charges by $24,474 for the impact of the changes in Risk Management charges. The FY 2013 Non Recurring Non Project budget includes $11,432,897 in one-time expenditures for the primary and general elections. 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 2011 ACTUAL 5.1% FY 2012 FY 2012 REVISED FORECAST 6.9% 2.5% 100.0% 96.8% 99.0% FY 2013 ADOPTED 6.9% 96.7% REV VS ADOPTED VAR % -0.0% -0.6% -0.1% -0.1% 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. 475 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Demand Efficiency Revenue Measure FY 2011 FY 2012 REV VS ADOPTED FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % Fines levied as a percentage of active political 5.1% 6.9% 4.6% 6.9% (0.0%) -0.6% committees Number of candidates trained, precinct 4,343 875 879 875 0.0% committeemen processed and filings processed 4,649 875 879 875 0.0% Number of candidate filings and active committees Number of candidates running for office, 303 875 879 875 0.0% precinct committeemen processed and filings Expenditure per candidate trained $ 32.03 $ 155.07 $ 148.97 $ 157.81 $ (2.75) -1.8% 100 - GENERAL TOTAL SOURCES $ $ 98,965 98,965 $ $ 12,001 12,001 $ $ 11,350 11,350 $ $ 12,001 12,001 $ $ 100 - GENERAL TOTAL USES $ $ 139,109 139,109 $ $ 135,684 135,684 $ $ 131,290 131,290 $ $ 138,087 138,087 $ $ - 0.0% 0.0% Expenditure (2,403) (2,403) -1.8% -1.8% 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 Elections 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 2011 ACTUAL 100.0% $ 526,154 734,699 2.10 100 - GENERAL TOTAL SOURCES $ $ 11,126 11,126 100 - GENERAL TOTAL USES $ 1,103,992 $ 1,103,992 FY 2012 FY 2012 REVISED FORECAST 96.8% 98.2% $ 385,000 385,000 5.73 $ $ 604 604 $ 396,621 396,621 5.41 $ $ 10,535 10,535 FY 2013 ADOPTED 96.7% REV VS ADOPTED VAR % (0.1%) -0.1% $ 370,000 370,000 7.24 $ $ $ 904 904 $ $ $ 2,678,902 $ 2,678,902 $ $ (15,000) (15,000) (1.51) 300 300 -3.9% -3.9% -26.4% 49.7% 49.7% Expenditure $ 2,204,772 $ 2,204,772 $ 2,596,200 $ 2,596,200 Voter Registration Activity 800,000 700,000 Registrations 600,000 500,000 400,000 300,000 200,000 100,000 0 FY 11 Actual FY 12 Revised Demand FY 12 Forecast Output 476 FY 13 Adopted (474,130) (474,130) -21.5% -21.5% Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: In FY 2013 the Elections Department included funding for redistricting in order to meet the statute to issue new voter ID cards to all voters. The decrease in the number of registrations is a reflection of moving voters from active to inactive status. 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 2011 ACTUAL 39.8% 80.5% 100.0% FY 2012 FY 2012 REVISED FORECAST 67.3% 39.8% 69.2% 73.5% 97.0% 99.7% FY 2013 ADOPTED 67.3% 69.3% 96.9% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.1% -0.0% -0.0% 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 39.8% 67.3% 39.8% 67.3% 0.0% 0.0% 1,094,102 1,585,000 1,153,168 1,550,000 (35,000) -2.2% 1,551,929 1,585,000 1,369,097 1,550,000 (35,000) -2.2% $ 12.80 $ 7.42 $ 5.42 $ 11.18 $ (3.76) -50.6% 100 - GENERAL 248 - ELECTIONS GRANT TOTAL SOURCES $ 4,049,709 58,322 $ 4,108,031 $ 4,158,603 2,211,630 $ 6,370,233 $ 4,349,429 98,476 $ 4,447,905 $ 3,620,103 2,158,820 $ 5,778,923 $ (538,500) (52,810) (591,310) -12.9% -2.4% -9.3% 100 - GENERAL 248 - ELECTIONS GRANT TOTAL USES $ 14,004,057 $ 14,004,057 $ 9,556,993 2,211,630 $ 11,768,623 $ 9,413,451 100,203 $ 9,513,654 $ 15,176,857 2,158,820 $ 17,335,677 $ (5,619,864) 52,810 $ (5,567,054) -58.8% 2.4% -47.3% $ Expenditure Activity Narrative: Revenues are decreasing in FY 2013 due to a reduction in how the calculation for jurisdictional elections billings is handled. Expenditures are increasing in FY 2013 due to the Elections Department holding jurisdictional elections in March and May as well as Primary and General Elections in August and November. 477 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 FY 2011 ACTUAL 80.5% 100.0% $ $ 4.81 0.20 100 - GENERAL TOTAL USES $ $ 317,463 317,463 FY 2012 FY 2012 REVISED FORECAST 69.2% 67.1% 97.0% 99.1% FY 2013 ADOPTED 69.3% 96.9% REV VS ADOPTED VAR % 0.0% 0.1% (0.0%) -0.0% 65,980 1,589,761 65,980 153,000 183,000 153,000 104,112 358,168 104,112 151,250 180,000 151,250 (1,750) (3,000) (1,750) -1.1% -1.6% -1.1% 1,589,761 183,000 358,168 180,000 (3,000) -1.6% $ $ 8.61 7.20 $ $ 6.09 1.77 $ 1,317,758 $ 1,317,758 $ $ 753,109 753,109 $ $ 9.80 8.23 $ $ (1.18) (1.03) -13.7% -14.3% $ 1,481,629 $ 1,481,629 $ $ (163,871) (163,871) -12.4% -12.4% Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand in Post-Election Processing which includes accommodating an increasing voter turnout. The increase in FY 2013 expenditures is due to additional truck rentals and ballot preparation costs that are necessary for elections. 478 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change 4,171,210 $ (15,178) $ (15,178) - $ 14,352,971 $ 4,171,210 $ (10,559) $ (10,559) (5,100,000) $ (5,100,000) C-49-12-014-2-00 Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings Vacant Position Elimination 14,368,149 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Other Mandates Primary and General Elections $ $ 9,242,412 $ 3,633,010 $ 21,741 $ 21,741 (27,354) $ (21,741) 88,526 (94,139) - $ 9,236,799 $ -0.1% 3,633,010 0.0% $ 24,474 $ 24,474 - $ 9,261,273 $ 0.2% 3,633,010 0.0% Agenda Item: $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges (538,200) (538,200) Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ 11,432,897 $ 11,432,897 - FY 2013 Budget Target $ 11,432,897 $ - FY 2013 Adopted Budget Percent Change from Target Amount $ 11,432,897 $ 0.0% - Adjustments: Other Mandates Primary and General Elections Agenda Item: 479 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Elections Elections Grant Fund (248) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 2,211,630 $ 2,211,630 FY 2012 Revised Budget $ 2,211,630 $ 2,211,630 FY 2013 Budget Target $ 2,211,630 $ 2,211,630 $ (52,810) $ (52,810) (52,810) (52,810) $ 2,158,820 $ -2.4% 2,158,820 -2.4% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Help America Vote Grant Agenda Item: C-21-09-004-G-00 FY 2013 Adopted Budget Percent Change from Target Amount Elections Grant Fund (248) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ - $ 1,236,213 $ 1,236,213 $ - $ - Sources: Operating Total Sources: $ $ 77,470 77,470 $ $ 2,211,630 2,211,630 $ $ 2,211,630 2,211,630 $ $ 100,203 100,203 $ $ 2,158,820 2,158,820 $ $ $ $ 100,203 100,203 $ $ 2,211,630 2,211,630 $ $ 2,211,630 2,211,630 $ 2,158,820 2,158,820 Uses: Operating Non-Recurring Total Uses: $ 77,470 77,470 Structural Balance $ 77,470 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ 1,236,213 1,236,213 $ $ 1,236,213 1,236,213 $ $ - $ $ - The Elections Department plans to utilize any surplus fund balance from the Help America Vote Grant in out years until expiration in FY 2016. 480 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Analysis by Ron Forster, Management and Budget Analyst Summary Mission The mission of the Maricopa County Department of Emergency Management (MCDEM) is to provide community-wide 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: In Fiscal Year 2012, the Joint Information Center was utilized for both the Statewide Exercise, as well as the Flood Exercise. A total of four staff members have completed the courses offered by Integrated Public Alert & Warning System (IPAWS) which is anticipated to be implemented on a national level in FY 2013. Another nine are anticipated to complete the coursework by the end of the fiscal year. This system will greatly improve the Department’s ability to reach a larger percentage of the public immediately impacted by an emergency event. An informal agreement between the Arizona Department of Health Services, Arizona Department of Public Health, Arizona Department of Emergency Management and MCDEM was formed. This understanding is designed to implement rapid alert and warning information to the public in the event a catastrophic manmade disaster that potential would incapacitate any (or multiple) agencies with the messaging responsibility. This agreement will be more formally implemented in the near future. MCDEM is currently beta testing a Reverse 911 registration system and will implement the process by the end of the 3rd quarter, FY 2013. 481 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES PLAN - PLANNING 15PR - PREPAREDNESS $ $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ FY 2012 ADOPTED 1,361,177 1,361,177 FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 1,531,289 1,531,289 $ $ 1,676,223 1,676,223 $ $ 1,400,292 1,400,292 $ $ 1,533,732 1,533,732 $ $ (272,685) $ (272,685) $ - $ $ - $ $ 1,116 1,116 $ $ - $ $ (142,491) (142,491) - -8.5% -8.5% N/A N/A TOTAL PROGRAMS $ 1,088,492 $ 1,531,289 $ 1,676,223 $ 1,401,408 $ 1,533,732 $ (142,491) -8.5% PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,342,259 1,342,259 $ $ 1,703,775 1,703,775 $ $ 1,843,946 1,843,946 $ $ 1,454,144 1,454,144 $ $ 1,779,524 1,779,524 $ $ 64,422 64,422 3.5% 3.5% EMER - EMERGENCY OPERATIONS MGMT 15RR - RESPONSE AND RECOVERY $ $ 14,964 14,964 $ $ 35,245 35,245 $ $ 35,245 35,245 $ $ 63,134 63,134 $ $ 113,106 113,106 $ $ (77,861) (77,861) -220.9% -220.9% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ $ 3,157 3,157 $ $ 3,157 3,157 $ $ 3,728 3,728 $ $ - $ $ 3,157 3,157 100.0% 100.0% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ $ 73,927 3,434 77,361 $ $ 84,255 2,774 87,029 $ $ 84,260 4,181 2,748 91,189 $ $ 84,260 2,748 87,008 $ $ 82,799 1,296 84,095 $ 10,333 4,181 (686) 13,828 12.3% 100.0% -25.0% 15.2% TOTAL PROGRAMS $ 1,441,318 $ 1,829,185 $ 1,973,537 $ 1,608,035 $ 1,969,991 $ 3,546 USES 0.2% Sources and Uses by Category FY 2011 CATEGORY ACTUAL INTERGOVERNMENTAL 0615 - GRANTS $ 922,205 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ 922,205 $ $ $ 1,357,408 1,357,408 $ $ $ 1,502,342 1,502,342 $ $ $ 1,241,667 1,241,667 $ $ $ 1,363,076 1,363,076 $ $ $ (139,266) (139,266) -9.3% N/A -9.3% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 158,881 158,881 $ $ $ 173,881 173,881 $ $ $ 173,881 173,881 $ $ $ 158,625 158,625 $ $ $ 170,656 170,656 $ $ $ (3,225) (3,225) -1.9% N/A -1.9% $ $ - $ $ 1,116 1,116 $ $ - $ $ - $ SUBTOTAL $ 6,906 500 7,406 $ ALL REVENUES $ 1,088,492 $ 1,531,289 $ 1,676,223 $ 1,401,408 $ 1,533,732 $ (142,491) -8.5% TOTAL SOURCES $ 1,088,492 $ 1,531,289 $ 1,676,223 $ 1,401,408 $ 1,533,732 $ (142,491) -8.5% MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2012 ADOPTED FY 2012 REVISED 482 FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % - N/A N/A N/A Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2013 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 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN FY 2011 ACTUAL FY 2012 ADOPTED 680,550 $ 3,583 222,403 9,974 (27,074) 208,375 1,097,811 $ $ 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 $ 102,716 19,456 24,811 10,974 8,960 578 145 9,153 176,793 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 49,294 7,357 11,856 60 68,567 $ ALL EXPENDITURES $ FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 723,444 $ 8,500 258,501 12,400 (81,781) 269,824 1,190,888 $ 711,979 $ 8,500 255,745 12,400 (81,781) 269,824 1,176,667 $ 678,061 $ 8,476 236,080 11,188 (70,763) 191,751 1,054,793 $ 701,661 $ 10,500 256,219 11,000 (59,303) 208,213 1,128,290 $ 22,950 3,653 7,000 124 33,727 36,589 3,653 7,000 124 47,366 41,849 2,799 55 44,703 $ 81,891 10,240 220 92,351 130,736 $ 45,305 180,761 8,517 2,335 232 273 (6,665) 52,270 413,764 $ 400,806 23,204 167,213 18,500 4,850 500 48,955 664,028 $ $ $ 14,154 $ 2,742 (1,616) 68 15,348 $ SUBTOTAL $ FY 2012 REVISED $ $ 182,167 $ 86,881 185,811 15,850 5,350 400 120 (16,000) 57,816 518,395 $ $ $ 70,925 15,250 86,175 1,358,519 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 82,799 82,799 TOTAL USES $ 1,441,318 $ $ 282,167 $ 86,881 185,811 15,850 5,350 400 120 (16,000) 57,816 618,395 $ $ $ 115,859 15,250 131,109 1,829,185 $ $ $ - $ 1,829,185 $ $ $ $ $ $ 10,318 (2,000) (474) 1,400 (22,478) 61,611 48,377 1.4% -23.5% -0.2% 11.3% -27.5% 22.8% 4.1% (45,302) -123.8% (6,587) -180.3% 7,000 100.0% (96) -77.4% (44,985) -95.0% (118,639) -42.0% 63,677 73.3% 18,598 10.0% (2,650) -16.7% 500 9.3% (100) -25.0% 120 100.0% (16,000) -100.0% 8,861 15.3% (45,633) -7.4% $ 64,230 30,545 94,775 $ 8,449 52,400 24,473 85,322 (8,449) 115,859 (52,400) (9,223) 45,787 N/A 100.0% N/A N/A -60.5% 34.9% 1,973,537 $ 1,608,035 $ 1,969,991 $ 3,546 0.2% $ $ - $ $ - $ $ - $ $ - N/A N/A $ 1,973,537 $ 1,608,035 $ 1,969,991 $ 3,546 0.2% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 207 PALO VERDE OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 423,967 423,967 $ $ 501,208 501,208 $ $ 501,208 501,208 $ $ 502,375 502,375 $ $ 500,477 500,477 $ $ (731) (731) -0.1% -0.1% $ $ $ 871,853 161,402 1,033,255 $ $ 879,837 19,196 899,033 $ $ 929,156 245,859 1,175,015 $ $ 929,156 100,925 1,030,081 $ FUND TOTAL SOURCES $ 657,447 7,078 664,525 $ (57,303) (84,457) (141,760) -6.2% -34.4% -12.1% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,081,414 7,078 1,088,492 $ $ $ 1,430,364 100,925 1,531,289 $ $ $ 1,430,364 245,859 1,676,223 $ $ $ 1,382,212 19,196 1,401,408 $ $ $ 1,372,330 161,402 1,533,732 $ $ $ (58,034) (84,457) (142,491) -4.1% -34.4% -8.5% 215 EMERGENCY MANAGEMENT OPERATING NON-RECURRING 483 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Emergency Management Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 163,261 163,261 $ $ 236,250 236,250 $ $ 235,668 235,668 $ $ 235,410 235,410 $ $ 235,265 235,265 $ $ $ 418,142 418,142 $ 501,208 61,646 562,854 $ 501,208 61,646 562,854 $ 439,530 54,646 494,176 $ 500,477 86,548 587,025 $ 207 PALO VERDE OPERATING NON-RECURRING FUND TOTAL USES $ 215 EMERGENCY MANAGEMENT OPERATING NON-RECURRING $ FUND TOTAL USES $ 801,638 58,277 859,915 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,383,041 58,277 1,441,318 $ $ $ 929,156 100,925 1,030,081 $ $ $ 1,666,614 162,571 1,829,185 $ $ $ 929,156 245,859 1,175,015 $ $ $ 1,666,032 307,505 1,973,537 $ $ $ 804,219 74,230 878,449 $ $ $ 1,479,159 128,876 1,608,035 $ $ $ $ 403 403 0.2% 0.2% 731 (24,902) (24,171) 0.1% -40.4% -4.3% 6.2% -12.2% 2.3% 3.5% -17.9% 0.2% $ 871,853 275,848 1,147,701 $ 57,303 (29,989) 27,314 $ $ $ 1,607,595 362,396 1,969,991 $ $ $ 58,437 (54,891) 3,546 Staffing by Program and Activity PROGRAM/ACTIVITY PREPAREDNESS PLANNING PROGRAM TOTAL RESPONSE AND RECOVERY EMERGENCY OPERATIONS MGMT PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 ADOPTED FY 2012 ADOPTED FY 2012 FY 2012 REVISED FORECAST FY 2013 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 10.00 10.00 13.50 13.50 13.50 13.50 13.50 13.50 13.50 13.50 - 0.0% 0.0% 2.50 2.50 12.50 13.50 .00 13.50 13.50 13.50 - N/A N/A 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Director - Emergency Mgt Finance Support Supervisor Management Assistant Office Assistant Office Assistant Specialized Planner - Emergency Services Planning Supervisor Planning Supv - Emergency Svcs Department Total FY 2011 FY 2012 ADOPTED ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.50 6.50 1.00 2.00 12.50 13.50 FY 2012 REVISED 1.00 1.00 1.00 1.00 1.00 6.50 2.00 13.50 REVISED TO ADOPTED VARIANCE VAR % N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED 2.00 2.00 2.00 4.00 4.00 4.00 7.50 7.50 7.50 13.50 13.50 13.50 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 1.00 1.00 1.00 1.00 1.00 6.50 2.00 13.50 FY 2012 FORECAST 1.00 1.00 1.00 1.00 1.00 6.50 2.00 13.50 FY 2013 ADOPTED Staffing by Fund 100 207 215 Department Total FUND GENERAL PALO VERDE EMERGENCY MANAGEMENT FY 2011 FY 2012 ADOPTED ADOPTED 2.00 2.00 3.00 4.00 7.50 7.50 12.50 13.50 General Adjustments Revenue: Funding is expected to remain steady in Palo Verde (207) due to Senate Bill 1135. Emergency Management (215) funds are expected to decrease for FY 2013 due to a reduction in the Emergency Management Planning Grant (EMPG). 484 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Emergency Management Personnel: The reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013, and the net impact of changes in retirement contribution rates and a decrease in the cost of Countyfunded life insurance for each employee impact each fund as follows: • General Fund (100) o Decrease expenditure budget by $582 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. o Increase Regular Benefits by $813 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. o Increase Other Benefits and Internal Services Charges by $75 for the impact of the changes in Risk Management charges. • Palo Verde Fund (207) o Decrease expenditure budget by $856 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. o Increase Regular Benefits by $1,765 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. o Increase Other Benefits and Internal Services Charges by $190 for the impact of the changes in Risk Management charges. • Emergency Management Fund (215) o Decrease expenditure budget by $1,992 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. o Increase Regular Benefits by $4,070 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. o Increase Other Benefits and Internal Services Charges by $386 for the impact of the changes in Risk Management 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. 485 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Emergency Management Program Results Measure Description Percent of items evaluated in Palo Verde Nuclear Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards 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 2011 ACTUAL 100.0% FY 2012 REVISED 100.0% FY 2012 FORECAST 100.0% FY 2013 ADOPTED 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 95.8% -4.2% -4.2% 35.0% 20.0% 19.4% 22.0% 2.0% 10.0% REV VS ADOPTED VAR % 0.0% 0.0% 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. 486 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Demand Demand Demand Efficiency Revenue Measure Description Percent of city/town emergency operations plans reviewed or updated within the fiscal year Percent of Maricopa County residents who have a 72 hour personal or family preparedness plan to ensure their self sufficiency as measured in the Maricopa County Customer Satisfaction Survey Percent of items evaluated in Palo Verde Nuclear Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards Percent of cities, towns, tribes, fire districts, and key county departments that have completed a National Incident Management System Compliance Assistance Support Tool (NIMSCAST) that meets federal compliance standards Number of cities and towns Number of County, public and private sector exercises and training sessions supported Total number of items to be evaluated for Palo Verde Nuclear Generating Station (PVNGS) Number of city/town emergency operations plans (EOP) reviewed or updated with the fiscal year Total number of plans reviewed Total number of Palo Verde Nuclear Generating Station Exercises conducted Number of city/town exercises and training sessions requested to be conducted, supported or participated in Number of Palo Verde Nuclear Generating Station exercises required to be conducted during the year by Federal Emergency Management Agency (FEMA) Total number of plan reviews requested Average cost per plan reviewed FY 2011 ACTUAL 100.0% FY 2012 REVISED 100.0% FY 2012 FORECAST 100.0% FY 2013 ADOPTED 95.8% REV VS ADOPTED VAR % (4.2%) -4.2% 35.0% 20.0% 19.4% 22.0% 2.0% 10.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 24 32 24 12 24 37 24 20 8 0.0% 66.7% 16 16 16 16 - 0.0% 13 24 14 17 (7) -29.2% 27 4 36 4 27 3 27 2 (9) (2) -25.0% -50.0% 16 28 39 16 (12) -42.9% 4 4 3 2 (2) -50.0% 72 $ 49,713.30 36 $ 51,220.72 47 $ 53,857.19 27 $ 65,908.30 (9) $ (14,687.57) -25.0% -28.7% 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ 418,828 942,349 $ 1,361,177 $ 501,208 1,175,015 $ 1,676,223 $ 501,208 899,084 $ 1,400,292 $ 500,477 1,033,255 $ 1,533,732 $ $ (731) (141,760) (142,491) -0.1% -12.1% -8.5% 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ $ $ $ $ 36,177 (18,926) 47,171 64,422 15.8% -3.7% 4.3% 3.5% Expenditure 148,086 396,679 797,494 $ 1,342,259 229,515 508,788 1,105,643 $ 1,843,946 198,481 441,230 814,433 $ 1,454,144 193,338 527,714 1,058,472 $ 1,779,524 $ Activity Narrative: In FY 2013 MCDEM will continue working with municipalities reviewing their emergency operations plans. As a result of this being a multi-year task, less plan updates will be requested for review during FY 2013 as many cities and towns need extra time to prepare for the new Emergency Support Format. This coincides with the drop in demand for training exercises. The number of exercises required at the Palo Verde Nuclear Generating Station remains constant and the Department is adequately funded to meet the expectation of 100% of exercises conducted as required by the Federal Emergency Management Agency. The decreased cost is due to multiple factors. The Emergency Management Planning Grant (EMPG) is decreasing in FY 2013. Additionally, the Department is budgeting internal service costs between funds and activities per the guidance recently released by the Finance Department. The guidance is intended to apportion costs to the fund receiving the benefit from the services. MCDEM is also associating those 487 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Emergency Management guidelines to allocate costs with the activity receiving the benefit. The shift in activities is decreasing the costs incurred in the Planning Activity for FY 2013. The Department is carrying over non-recurring funding for vehicle purchases, database resources and funding associated with the Bureau of Land Management’s National Fire Program. 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 2011 ACTUAL 94.8% FY 2012 REVISED 100.0% FY 2012 FORECAST 100.0% FY 2013 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. 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 FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of emergency notifications made within 94.8% 100.0% 100.0% 100.0% 0.0% 0.0% 15 minutes of receipt Number of total days in which 24-hour-a-day 364 365 366 365 0.0% response and recovery function capable of responding within 15 minutes are maintained Number of emergency notifications made within 248 300 185 250 (50) -16.7% 15 minutes of receipt Number of emergency notifications made 248 300 185 250 (50) -16.7% Number of emergency notifications required 248 300 218 250 (50) -16.7% Cost per notifications $ 60.34 $ 117.48 $ 341.26 $ 452.42 $ (334.94) -285.1% 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ $ 14,983 $ (19) 14,964 $ 1,000 27,245 7,000 35,245 $ $ 31,183 27,433 4,518 63,134 $ $ 41,549 32,506 39,051 113,106 $ $ (40,549) (5,261) (32,051) (77,861) -4054.9% -19.3% -457.9% -220.9% Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand. The number of emergency notifications is estimated to occur at a similar rate to FY 2011. The increased cost is due to the Department budgeting internal service costs between funds and activities per the guidance recently released by the Finance Department. The guidance is intended to apportion costs to the fund receiving the benefit from the services. MCDEM is also associating those guidelines to allocate costs with the activity receiving the benefit. 488 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change $ $ C-49-12-014-2-00 $ $ $ (582) $ (582) - 235,668 $ - (403) $ (403) - 235,265 $ - 813 $ 813 (813) $ (813) - $ 235,265 $ 0.0% - $ - $ (75) 75 - $ 235,265 $ 0.0% - Agenda Item: $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges - Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE 236,250 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 489 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 501,208 $ 501,208 FY 2012 Revised Budget $ 501,208 $ 501,208 (856) $ (856) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 500,352 $ 501,208 $ 1,765 1,765 $ - Agenda Item: FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges $ $ (1,640) $ (1,640) (731) (731) $ 500,477 $ 0.0% 500,477 -0.1% $ - $ (190) 190 - Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount $ 500,477 $ 500,477 0.0% -0.1% Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 61,646 $ - FY 2012 Revised Budget $ 61,646 $ - (61,646) $ (61,646) - Adjustments: Non Recurring Other Non-Recurring Agenda Item: $ FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring RCC Supplies PV Trailer Vehicle - Replacement Desktop Refresh $ - $ - $ 86,548 86,548 - $ - $ 86,548 $ - Agenda Item: $ FY 2013 Adopted Budget 490 32,310 7,400 22,500 24,338 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 435,957 $ 596,176 $ 596,176 $ 441,781 $ 449,980 Sources: Operating Total Sources: $ $ 423,967 423,967 $ $ 501,208 501,208 $ $ 501,208 501,208 $ $ 502,375 502,375 $ $ 500,477 500,477 $ $ $ 439,530 54,646 494,176 $ $ 501,208 61,646 562,854 $ $ 501,208 61,646 562,854 $ $ 418,142 418,142 $ 500,477 86,548 587,025 Structural Balance $ 5,825 $ - $ - $ 62,845 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - 534,530 534,530 $ $ 534,530 534,530 $ $ 449,980 449,980 $ $ 363,432 363,432 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 441,781 441,781 $ $ Emergency Management Fund (215) OPERATING FY 2012 Adopted Budget $ 929,156 $ 929,156 FY 2012 Revised Budget $ 929,156 $ 929,156 (1,992) $ (1,992) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 927,164 $ 929,156 $ 4,070 4,070 $ - Agenda Item: FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges $ $ (59,381) $ (59,381) (57,303) (57,303) $ 871,853 $ -6.0% 871,853 -6.2% $ - $ (386) 386 - $ 871,853 $ -6.0% 871,853 -6.2% Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 491 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants AZ Homeland Sec Radio Replace AZ Homeland Sec UASI $ 100,925 $ 100,925 $ 144,934 44,934 100,000 $ 144,934 44,934 100,000 $ 245,859 $ 245,859 Agenda Item: C-15-11-008-M-01 C-15-11-016-M-00 FY 2012 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants AZ Homeland Sec Radio Replace Non Recurring Other Non-Recurring Agenda Item: $ (44,934) $ (44,934) (200,925) $ (200,925) C-15-11-008-M-01 $ FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Vehicle-SUV -Addition CCS Refresh-EOC Database Resource BLM - Community Wildfire Protection Plan Forestry Fees-Title III - Firewise Communities (44,934) (44,934) (200,925) (200,925) $ - $ - $ 275,848 275,848 - $ 161,402 161,402 - $ 275,848 $ 161,402 Agenda Item: $ 22,500 33,946 90,000 71,402 58,000 FY 2013 Adopted Budget Emergency Management Fund (215) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED $ (32,144) $ $ 657,447 7,078 664,525 $ 801,638 58,277 859,915 $ $ $ $ FY 2012 REVISED (21,070) $ 929,156 100,925 1,030,081 $ $ $ 929,156 100,925 1,030,081 $ FY 2012 FORECAST (21,070) $ FY 2013 ADOPTED (227,535) $ 879,837 19,196 899,033 $ $ $ 871,853 275,848 1,147,701 929,156 245,859 1,175,015 $ $ $ 929,156 245,859 1,175,015 $ 804,219 74,230 878,449 $ $ $ (206,951) 871,853 161,402 1,033,255 Structural Balance $ (144,191) $ - $ - $ 75,618 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - $ (227,535) (227,535) $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance (21,070) (21,070) $ (21,070) (21,070) $ (206,951) (206,951) $ (321,397) (321,397) 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. 492 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Enterprise Technology Analysis by Ron Forster, 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: The Department is focused on ensuring staff is well trained and internal operating procedures are aligned with Information Technology Industry Library (ITIL) standards. The Department is currently preparing an internal training policy that will require specific technical positions within the organization to acquire ITIL, IS 20000 and COBIT training. The Department is also establishing standard operating procedures throughout the organization and documenting key processes such as a Department Change Control Policy that aligns with established ITIL operating standards. Quality Workforce By June, 2013, OET will improve employee satisfaction as evidenced by an increase in our employee satisfaction score to 85%. Status: A number of initiatives have been implemented within the Department to improve employee morale and employee satisfaction. The Department had 100% employee participation in the completion of the FY 2011 Employee Satisfaction Survey. The Department’s overall employee satisfaction score was 5.74 which translates on an 8 point scale to a 71.5% employee satisfaction score. The Department is utilizing internal rewards and recognition efforts, training, and a Director’s Advisory Board to improve employee morale. 493 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Specific Department Strategic Plans and Budgets Enterprise Technology 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: Customer Satisfaction surveys are regularly provided to customers to rate their experience and provide feedback to improve services. 5,542 customers completed the survey during FY 2011 with 94.6% indicating satisfaction with service. Additionally, during FY 2011, the OET Customer Care Center processed 32,405 Help Desk Tickets. Fifty-three percent (53%) of these tickets were resolved during the initial customer contact with the remaining more complicated tickets escalated for completion to an OET technical subject matter expert. 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: For technology infrastructure areas that have been targeted for technology upgrades and refresh activity such as the Downtown Campus for Zone 3, the County’s Enterprise Contact Center System and the County’s Enterprise Disaster Recovery site, approximately 95% or greater of the above infrastructure has been restored to current industry lifecycle standards as recommended by the vendor community and industry organizations such as BICSI. Other technology infrastructure areas currently underway for upgrades and refresh activity include the Durango Campus, Southeast Campus, other County remote sites, Zone H – Correctional Health, Downtown Data Center, the County’s Telephone System and the County’s Radio System. 494 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES ENET - ENTERPRISE NETWORK SERVICES OCTR - OPERATIONS COMMAND CENTER RDNW - WIRELESS SYSTEMS RADIO 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ FY 2012 ADOPTED $ 6,133,378 8,105,890 5,115,255 19,354,523 ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ FY 2012 REVISED $ 5,056,449 7,474,264 3,392,270 15,922,983 - $ $ $ $ 30,817 30,817 $ $ TOTAL PROGRAMS $ $ FY 2012 FORECAST $ $ 5,056,449 7,474,264 3,392,270 15,922,983 50,000 50,000 $ $ $ $ - - $ $ 19,385,340 7,551,001 8,801,986 2,365,670 18,718,657 FY 2013 ADOPTED $ $ 5,209,812 7,777,352 3,058,170 16,045,334 50,000 50,000 $ $ $ $ - - $ $ $ 15,972,983 $ 7,667,720 9,735,803 2,311,438 19,714,961 REVISED VS ADOPTED VAR % $ $ 4,187,091 8,840,720 2,915,172 15,942,983 $ (869,358) 1,366,456 (477,098) 20,000 -17.2% 18.3% -14.1% 0.1% 20,830 20,830 $ $ 14,800 14,800 $ $ (35,200) (35,200) -70.4% -70.4% $ $ 10,850 10,850 $ $ - $ $ - N/A N/A - $ $ - $ $ 496,600 496,600 $ $ 496,600 496,600 N/A N/A $ 15,972,983 $ 16,077,014 $ 16,454,383 $ 481,400 3.0% $ 7,778,504 9,687,465 2,272,957 19,738,926 $ 7,574,855 9,172,461 2,165,442 18,912,758 $ 7,530,642 9,725,135 2,173,474 19,429,251 $ 247,862 (37,670) 99,483 309,675 3.2% -0.4% 4.4% 1.6% 2,237,813 955,241 3,193,054 $ 2,724,377 920,629 3,645,006 $ (257,952) 189,544 (68,408) -10.5% 17.1% -1.9% $ 203,464 133,150 1,844,584 2,181,198 $ $ 239,333 81,116 1,866,090 2,186,539 128,887 (12,081) (140,433) (23,627) 38.8% -10.0% -8.2% -1.1% 371,759 $ (40,701) 568,464 899,522 $ 371,759 560,010 931,769 5.0% 100.0% 4.4% 0.4% 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 GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 2,791,182 702,608 3,493,790 $ 181,842 63,683 1,920,495 2,166,020 $ $ $ 460,915 19,320 480,235 $ 371,759 568,464 940,223 $ - $ - TOTAL PROGRAMS $ 24,858,702 $ 26,392,472 GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 2,593,565 951,219 3,544,784 $ 333,332 120,590 1,738,582 2,192,504 $ 495 $ $ $ $ $ 2,466,425 1,110,173 3,576,598 $ 332,351 121,069 1,704,151 2,157,571 $ $ - $ 26,372,617 $ $ $ $ $ $ $ $ $ 353,042 543,238 896,280 $ $ 18,717 (40,701) 25,226 3,242 $ - $ 768,549 768,549 $ (768,549) (768,549) N/A N/A $ 25,224,120 $ 26,920,284 $ (547,667) -2.1% Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 CATEGORY ACTUAL INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2012 ADOPTED - $ $ - $ $ - $ $ 496,600 496,600 $ $ 496,600 496,600 721,909 17,101,294 17,823,203 $ 352,760 15,559,223 15,911,983 $ 352,760 15,559,223 15,911,983 $ 164,674 15,864,234 16,028,908 $ 83,093 15,848,890 15,931,983 $ (269,667) 289,667 20,000 -76.4% 1.9% 0.1% $ $ (40,000) 4,800 (35,200) -80.0% 43.6% -57.7% $ 481,400 ALL REVENUES $ TOTAL SOURCES $ $ SUBTOTAL $ 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 $ REVISED VS ADOPTED VAR % FY 2013 ADOPTED $ $ SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN FY 2012 FORECAST - 30,817 1,531,320 1,562,137 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 REVISED $ $ $ 50,000 11,000 61,000 19,385,340 $ 19,385,340 FY 2011 ACTUAL $ 6,954,249 $ 106,267 2,196,368 56,791 (2,761,530) 1,050,819 7,602,964 $ 2,632,523 27,656 99,455 33,875 2,738,492 $ $ 60,461 $ 2,139,404 10,455 3,336,493 2,809 218,758 10,519 42,486 2,173 7,567,142 (410,759) 62,598 13,042,539 $ $ $ $ 50,000 11,000 61,000 15,972,983 $ 15,972,983 FY 2012 ADOPTED $ $ $ $ 31,680 16,426 48,106 $ 10,000 15,800 25,800 15,972,983 $ 16,077,014 $ 16,454,383 15,972,983 FY 2012 REVISED $ 16,077,014 FY 2012 FORECAST $ 16,454,383 FY 2013 ADOPTED 8,620,542 $ 64,735 2,747,004 11,619 (2,421,641) 1,285,667 10,307,926 $ 9,461,050 $ 5,720 64,735 2,941,635 11,619 (3,470,932) 1,285,667 10,299,494 $ 748,472 34,768 12,678 753,740 748,472 34,768 12,678 753,740 $ $ $ $ $ $ 8,863,622 $ 9,504 92,843 2,743,547 32,184 (2,963,806) 1,265,261 10,043,155 $ 1,257,427 32,882 330 28,178 1,260,353 $ $ $ $ $ (1,340,680) -14.2% (17,160) -300.0% (10,000) -15.4% (541,876) -18.4% (8,518) -73.3% 1,361,241 39.2% (252,899) -19.7% (809,892) -7.9% (278,130) (88,901) (27,131) - $ 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 $ - $ 2,917,176 11,242 3,906,031 29,000 1,048,129 9,460 38,350 5,033 7,387,667 (359,364) 226,437 15,219,161 $ - $ 1,839,652 11,742 3,332,408 21,640 1,042,979 12,452 42,802 3,559 7,654,130 (316,191) 229,826 13,874,999 $ - $ 2,843,899 11,242 4,148,563 8,000 858,533 9,460 101,850 5,033 7,392,667 (450,784) 83,564 15,012,027 $ $ 65,000 12,000 2,376 79,376 $ 13,504 32,109 112 45,613 $ 18,000 18,000 $ 47,000 12,000 2,376 61,376 39,963 783,220 66,836 123,686 576 1,013,792 $ 65,000 12,000 2,376 79,376 ALL EXPENDITURES $ 24,397,787 $ 26,392,472 $ 26,351,771 $ 25,224,120 $ 26,920,284 $ (568,513) OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 460,915 460,915 $ $ - $ $ 20,846 20,846 $ $ - $ $ - $ $ 20,846 20,846 TOTAL USES $ 24,858,702 $ 26,392,472 $ 26,372,617 $ 25,224,120 $ 26,920,284 $ (547,667) $ 496 $ $ $ -37.2% 0.0% N/A 0.0% -3.6% N/A 73,277 2.5% 0.0% (242,532) -6.2% 21,000 72.4% 189,596 18.1% 0.0% (63,500) -165.6% 0.0% (5,000) -0.1% 91,420 25.4% 142,873 63.1% 207,134 1.4% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ 3.0% $ 481,400 3.0% REVISED VS ADOPTED VAR % 10,801,730 $ 22,880 74,735 3,483,511 20,137 (4,832,173) 1,538,566 11,109,386 $ 1,026,602 34,768 88,901 12,678 780,871 N/A N/A N/A 72.3% 100.0% 100.0% N/A 77.3% -2.2% 100.0% 100.0% -2.1% Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VAR % FY 2013 ADOPTED $ FUND TOTAL SOURCES $ - $ $ - $ $ - $ $ - $ $ 501,400 501,400 $ $ 501,400 501,400 $ 17,859,521 1,525,819 19,385,340 $ 15,972,983 15,972,983 $ 15,972,983 15,972,983 $ 16,072,983 4,031 16,077,014 $ 15,952,983 15,952,983 $ (20,000) (20,000) 17,859,521 1,525,819 19,385,340 FY 2011 ACTUAL $ $ $ 15,972,983 15,972,983 FY 2012 ADOPTED $ $ $ 15,972,983 15,972,983 FY 2012 REVISED $ $ $ 681 TELECOMMUNICATIONS OPERATING NON-RECURRING FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FUND TOTAL USES $ 681 TELECOMMUNICATIONS OPERATING NON-RECURRING $ 6,628,125 287,497 6,915,622 $ $ $ $ FUND TOTAL USES $ 16,419,274 1,523,806 17,943,080 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 23,047,399 1,811,303 24,858,702 8,302,982 275,000 8,577,982 $ $ $ $ $ 15,939,905 1,874,585 17,814,490 $ $ $ 24,242,887 2,149,585 26,392,472 8,262,281 275,000 8,537,281 $ $ 16,072,983 $ 4,031 $ 16,077,014 $ FY 2012 FORECAST $ $ $ $ 15,939,905 1,895,431 17,835,336 $ $ $ 24,202,186 2,170,431 26,372,617 8,044,476 63,384 8,107,860 $ 16,454,383 $ - $ 16,454,383 $ FY 2013 ADOPTED $ $ $ $ 16,244,678 871,582 17,116,260 $ $ $ 24,289,154 934,966 25,224,120 9,214,323 211,616 9,425,939 N/A N/A -0.1% N/A -0.1% 481,400 3.0% N/A 481,400 3.0% REVISED VS ADOPTED VAR % $ $ (952,042) 63,384 (888,658) -11.5% 23.0% -10.4% 0.5% 13.6% 1.9% -3.6% 14.8% -2.1% $ $ 15,856,259 1,638,086 17,494,345 $ 83,646 257,345 340,991 $ $ $ 25,070,582 1,849,702 26,920,284 $ $ $ (868,396) 320,729 (547,667) 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 INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP GIS APPLICATION DEV AND SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 ADOPTED FY 2012 ADOPTED 5.00 6.00 2.00 13.00 5.00 6.00 2.00 13.00 5.00 6.00 3.00 14.00 5.00 6.00 2.00 13.00 7.00 6.00 3.00 16.00 2.00 2.00 40.0% 0.0% 0.0% 14.3% 24.00 22.00 16.00 62.00 34.00 30.00 16.00 80.00 41.00 35.00 16.00 92.00 44.00 35.00 16.00 95.00 45.00 35.00 15.00 95.00 4.00 (1.00) 3.00 9.8% 0.0% (6.3%) 3.3% 30.00 6.40 36.40 28.26 11.45 39.71 34.00 21.00 55.00 37.00 19.00 56.00 34.33 18.00 52.33 .33 (3.00) (2.67) 1.0% (14.3%) (4.9%) 111.40 132.71 .00 .00 161.00 164.00 2.00 2.00 165.33 2.00 2.00 4.33 N/A N/A N/A 2.7% 497 FY 2012 FY 2012 REVISED FORECAST FY 2013 REVISED TO ADOPTED ADOPTED VARIANCE VAR % Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrator Applications Development Mgr Applications Development Supv Business/Systems Analyst Business/Systems Analyst-Sr/Ld Chief Technology Officer Computer Operator Data Security Analyst Data Security Analyst Sr/Ld Database Administrator Database Report Writer Analyst Deputy Director - OET/Adv Svcs Deputy Director - OET/Infrastr Director - Geographic Information Systems Enterprise Architect Executive Assistant Finance Support Supervisor Finance/Business Analyst 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 Operations Manager IT Senior Manager IT Services Supv Management Analyst Media Specialist Network Engineer Network Engineer - Sr/Ld Nursing Informatics Analyst Office Assistant Operations Support Analyst Operations Support Anlst-Sr/Ld 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 2011 FY 2012 ADOPTED ADOPTED 1.00 1.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 4.00 5.26 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 4.00 3.00 4.40 5.45 2.00 2.00 4.00 5.00 3.00 3.00 1.00 1.00 1.00 2.00 2.00 3.00 1.00 2.00 2.00 1.00 1.00 6.00 9.00 1.00 1.00 6.00 8.00 1.00 1.00 3.00 3.00 5.00 4.00 6.00 7.00 5.00 5.00 1.00 1.00 2.00 2.00 2.00 3.00 6.00 6.00 7.00 7.00 2.00 2.00 1.00 1.00 111.40 132.71 498 FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED 1.00 1.00 1.00 4.00 4.00 4.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 4.00 3.00 3.00 6.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.33 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 6.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 2.00 2.00 2.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 5.00 5.00 5.00 4.00 5.00 3.00 8.00 7.00 7.00 3.00 2.00 4.00 1.00 3.00 4.00 3.00 4.00 4.00 4.00 2.00 1.00 2.00 1.00 2.00 2.00 2.00 4.00 4.00 4.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 10.00 10.00 11.00 1.00 1.00 1.00 7.00 8.00 8.00 1.00 1.00 1.00 3.00 3.00 3.00 4.00 4.00 5.00 6.00 6.00 7.00 5.00 5.00 5.00 1.00 1.00 1.00 2.00 2.00 2.00 3.00 3.00 3.00 9.00 9.00 9.00 7.00 7.00 7.00 2.00 2.00 3.00 1.00 1.00 1.00 161.00 164.00 165.33 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (25.0%) 0.0% 0.0% 0.0% 0.0% 0.0% .33 5.5% N/A 0.0% 0.0% 1.00 N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% (1.00) (25.0%) (1.00) (12.5%) 1.00 33.3% 1.00 N/A 0.0% 0.0% 0.0% 1.00 N/A 0.0% 0.0% 0.0% N/A (1.00) (50.0%) 0.0% 0.0% 1.00 10.0% 0.0% N/A 1.00 14.3% 0.0% 0.0% 1.00 25.0% 1.00 16.7% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 50.0% 0.0% 4.33 2.7% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Fund 100 681 Department Total FUND GENERAL TELECOMMUNICATIONS FY 2011 FY 2012 ADOPTED ADOPTED 71.40 88.71 40.00 44.00 111.40 132.71 FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED 110.00 112.00 114.33 51.00 52.00 51.00 161.00 164.00 165.33 REVISED TO ADOPTED VARIANCE VAR % 4.33 3.9% 0.0% 4.33 2.7% Staffing Variance Analysis The Office of Enterprise Technology staffing level is increasing since the beginning of FY 2012. Positions have been added to address the ADP/Time clock implementation, County-wide intranet and internet redesign, support of the employee badge/access system, the Electronic Medical Records System and for the operational support of Correctional Health System. General Adjustments Base Adjustments: General Fund (100) • Decrease expenditure budget by $33,918 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Benefits by $71,060 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Other Benefits and Internal Services Charges by $72,565 for the impact of the changes in Risk Management charges. • Positions and support were transferred from the Correctional Health System to OET for information technology support and the Electronic Medical Records System. The transfer and increased staff has no net impact on the Department’s FY 2013 expenditures as all the costs are allocated back to Correctional Health. • Funding was reallocated from other sources into the Department for: o $128,77 – MCSO IT Oversight from Non Departmental o $87,585 – Business/Systems Analyst from Human Resources o $218,636 – Badge System personnel and services from Human Resources o $496,600 – Orthophotography from Flood Control o $271,949 – Geographic Information Office from Non-Departmental Telecommunications Fund (681) • Decrease expenditure budget by $12,763 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Benefits by $27,404 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Other Benefits and Internal Services Charges by $59,794 for the impact of the changes in Risk Management charges. Non Departmental General Fund: Funding has been set aside for the Department in Non Departmental for the following: • County-wide technology inventory in the amount of $312,000. • Developing a roadmap for the County’s financial system in the amount of $250,000. 499 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2013 Adopted 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 completed radio service requests finished within two business days or less Percent "uptime" of radio network Percent of time external systems (Internet) access is available Percent of time enterprise email is available Percent of time Smart devices enterprise services are available Percent of new service work orders resolved Percent of help requests resolved during reporting period REV VS ADOPTED VAR % 18.9% 23.6% FY 2011 ACTUAL N/A FY 2012 REVISED 80.1% FY 2012 FORECAST 92.1% FY 2013 ADOPTED 99.0% N/A N/A N/A N/A 99.9% 98.0% 99.4% 99.8% N/A N/A N/A N/A N/A N/A N/A N/A 99.8% 99.2% 100.0% 100.0% N/A N/A N/A N/A N/A N/A N/A 50.1% 79.6% 79.4% 90.6% 75.0% N/A 24.9% N/A 49.8% 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 mandated. Measure Type Result Result Result Result Output Demand Efficiency Measure Description Percent of time external systems (Internet) access is available Percent of time enterprise email is available Percent of time Smart devices enterprise services are available Percent of new service work orders resolved Number of new service work order requests received during the reporting period Number of new service work order requests received Total expenditure per new work order request resolved FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A 96.3% FY 2013 ADOPTED 99.8% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A 99.8% 99.2% 100.0% 100.0% N/A N/A N/A N/A N/A N/A N/A N/A 86.2% 492 90.6% 385 N/A N/A N/A N/A N/A N/A 424 385 N/A N/A N/A N/A $ 15,396.05 $ 19,560.11 N/A N/A -17.2% -17.2% Revenue 681 - TELECOMMUNICATIONS TOTAL SOURCES $ 6,133,378 $ 6,133,378 $ 5,056,449 $ 5,056,449 $ 5,209,812 $ 5,209,812 $ 4,187,091 $ 4,187,091 $ $ (869,358) (869,358) 100 - GENERAL 681 - TELECOMMUNICATIONS TOTAL USES $ 1,892,450 5,658,551 $ 7,551,001 $ 3,142,831 4,635,673 $ 7,778,504 $ 2,843,706 4,731,149 $ 7,574,855 $ 3,098,929 4,431,713 $ 7,530,642 $ 43,902 203,960 247,862 Expenditure 500 $ 1.4% 4.4% 3.2% Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The Enterprise Network Services Activity was a new OET activity for FY 2012 and the measures were revised for FY 2013. The FY 2013 budget supports the Department in meeting 100% of the demand for service access and maintenance. The revenue and expenditures are decreasing due to an expected decrease in demand. 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 mandated. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of help requests resolved during reporting period Number of help requests received during reporting period Number of help request resolved Number of help requests received Total expenditure per help resolution resolved FY 2011 ACTUAL N/A FY 2012 REVISED 50.1% N/A FY 2012 FORECAST 69.0% 10,905 N/A N/A N/A N/A N/A N/A $ FY 2013 ADOPTED 75.0% 25,693 31,000 29,998 38,858 305.77 31,000 31,000 313.71 $ REV VS ADOPTED VAR % 24.9% 49.8% 20,095 N/A N/A N/A 184.3% N/A N/A N/A 681 - TELECOMMUNICATIONS TOTAL SOURCES $ 8,105,890 $ 8,105,890 $ 7,474,264 $ 7,474,264 $ 7,777,352 $ 7,777,352 $ 8,840,720 $ 8,840,720 $ 1,366,456 $ 1,366,456 18.3% 18.3% 100 - GENERAL 681 - TELECOMMUNICATIONS TOTAL USES $ $ $ 1,045,526 8,126,935 $ 9,172,461 $ $ -2.2% -0.2% -0.4% Expenditure 644,886 8,157,100 $ 8,801,986 929,200 8,758,265 $ 9,687,465 949,551 8,775,584 $ 9,725,135 $ (20,351) (17,319) (37,670) Activity Narrative: The Operations Command Center Activity was a new OET activity for FY 2012 and some of the measures were revised for FY 2013. The budget supports the Department in meeting 100% of demand for assistance. 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 mandated. 501 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of all completed radio service requests finished within two business days or less Result Output Demand Percent "uptime" of radio network Number of radio service requests completed Number of push-to-talk transmissions attempted Number of radio service requests requested Total expenditure per radio service request completed Demand Efficiency FY 2011 ACTUAL N/A FY 2012 REVISED 80.1% FY 2012 FORECAST 91.2% FY 2013 ADOPTED 99.0% N/A N/A N/A N/A 1,064 N/A 131.7% 2,392 18,711,621 99.4% 3,300 32,000,000 N/A N/A $ N/A 2,136.24 $ 3,626 905.29 $ REV VS ADOPTED VAR % 18.9% 23.6% N/A 2,236 N/A N/A 210.2% N/A 3,300 658.63 $ N/A 1,477.61 N/A 69.2% -14.1% -14.1% Revenue 681 - TELECOMMUNICATIONS TOTAL SOURCES $ 5,115,255 $ 5,115,255 $ 3,392,270 $ 3,392,270 $ 3,058,170 $ 3,058,170 $ 2,915,172 $ 2,915,172 $ $ (477,098) (477,098) 681 - TELECOMMUNICATIONS TOTAL USES $ 2,365,670 $ 2,365,670 $ 2,272,957 $ 2,272,957 $ 2,165,442 $ 2,165,442 $ 2,173,474 $ 2,173,474 $ $ 99,483 99,483 Expenditure 4.4% 4.4% Activity Narrative: The Wireless Systems Activity was a new OET activity for FY 2012 and some of the measures were revised for FY 2013. The reduction in expenditures is due to the E-waste Salvage program being moved to the General Fund. Revenue is decreasing because Scottsdale is no longer utilizing the County’s radio network. 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 all completed radio service requests finished within two business days or less Percent "uptime" of radio network Percent of time external systems (Internet) access is available Percent of time enterprise email is available Percent of time Smart devices enterprise services are available Percent of new service work orders resolved Percent of help requests resolved during reporting period FY 2011 ACTUAL N/A FY 2012 REVISED 80.1% FY 2012 FORECAST 92.1% FY 2013 ADOPTED 99.0% N/A N/A N/A N/A 99.9% 98.0% 99.4% 99.8% N/A N/A N/A N/A N/A N/A N/A N/A 99.8% 99.2% 100.0% 100.0% N/A N/A N/A N/A N/A N/A N/A 50.1% 79.6% 79.4% 90.6% 75.0% N/A 24.9% N/A 49.8% Activities that comprise this program include: • Application Development and Support Services • REV VS ADOPTED VAR % 18.9% 23.6% 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 mandated. 502 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Efficiency Measure Description Percent of support requests completed and initial project contacts established within the established standard timeframe Percent of Production Support service requests resolved Percent of Project Development service requests resolved Number of Production Support service requests resolved Number of Project Development service requests resolved Number of Production Support service requests Number of Project Development service requests Total expenditure per Production Support requests completed FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 87.0% REV VS ADOPTED VAR % N/A N/A N/A N/A 58.0% 100.0% N/A N/A N/A N/A 90.1% 100.0% N/A N/A N/A N/A 3,749 3,525 N/A N/A N/A N/A 1,366 1,350 N/A N/A N/A N/A 3,627 3,525 N/A N/A N/A N/A 1,411 1,350 N/A N/A N/A $ 6,144.01 $ 1,029.35 $ 772.87 $ 5,371.14 87.4% $ 2,724,377 $ 2,724,377 $ $ (257,952) (257,952) -10.5% -10.5% Expenditure 100 - GENERAL TOTAL USES $ 2,791,182 $ 2,791,182 $ 2,466,425 $ 2,466,425 $ 2,237,813 $ 2,237,813 Activity Narrative: The Application Development and Support Services Activity was a new OET activity for FY 2012 and the measures were revised for FY 2013. The FY 2013 budget supports the Department in meeting 100% of the demand for customer support requests. Costs are increasing due to the increased personnel associated with the internet and intranet. 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 mandated. Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description Percent of analyses completed Percent of customers satisfied with quality of services performed Number of initial analysis provided Total number of customer survey responses Number of analysis requests initiated Total expenditure per analysis provided 100 - GENERAL 681 - TELECOMMUNICATIONS TOTAL USES FY 2011 ACTUAL N/A N/A FY 2012 FY 2012 REVISED FORECAST 71.0% 67.5% N/A 153.9% N/A 124 N/A 98 N/A N/A N/A $ 11,152.30 $ $ $ 562,422 140,186 702,608 $ 1,110,173 $ 1,110,173 $ $ 329 347 442 4,302.89 955,241 955,241 FY 2013 ADOPTED 90.0% 90.3% $ $ $ 490 545 490 2,087.59 920,629 920,629 REV VS ADOPTED VAR % 19.0% 26.8% N/A N/A $ $ $ 366 447 N/A 9,064.70 295.2% 456.1% N/A 81.3% 189,544 189,544 17.1% N/A 17.1% Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand for initial analyses. Once an initial analysis has been provided, the customer determines if they wish to continue with a project, then a complete analysis is provided. Services include Business Analysis; Electronic Document Management and Workflow Analysis; Project Management; and Technology Evaluation Services. 503 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (40,701) $ (40,701) - $ 8,133,510 $ - $ (33,918) (33,918) 306,221 $ 306,221 - $ 128,771 $ 128,771 - $ 8,534,584 $ - $ 71,060 $ 71,060 (246,001) $ (157,191) (88,810) 86,131 $ 86,131 4,800 4,800 $ 8,445,774 $ -1.0% 4,800 $ - $ 72,565 (72,565) 768,549 $ 496,600 271,949 496,600 496,600 - 9,214,323 $ 8.0% 501,400 C-49-12-014-2-00 Agenda Item: $ $ 87,585 218,636 FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Vacant Position Elimination Fees and Other Revenues ProgRevenue Volume Inc/Dec E-Waste Salvage Program 8,174,211 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Reallocations Reallocation Between Depts Business/Systems Analyst - Sr from Human Resources Badge System from Human Resources Restatements MCSO Oversight to OET $ Agenda Item: $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Reallocations GIO Reallocation Reallocation Between Depts GIO from Non-Departmental Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount 271,949 $ 504 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100)(continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 275,000 $ - FY 2012 Revised Budget $ 275,000 $ - $ (275,000) $ (275,000) - $ - $ - $ 211,616 $ 211,616 - $ 211,616 $ - Adjustments: Non Recurring Other Non-Recurring Financial Transparency Agenda Item: $ (275,000) FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: Financial Transparency $ 211,616 FY 2013 Adopted Budget Telecommunication Fund (681) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 15,939,905 $ 15,972,983 FY 2012 Revised Budget $ 15,939,905 $ 15,972,983 $ $ (12,763) (12,763) $ 15,927,142 $ 15,972,983 $ 27,404 $ 27,404 (98,287) $ (98,287) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments E-waste Salvage to General Fund Debt Service and Other Base Adjustments General Revenues Interest Revenue Agenda Item: $ $ FY 2013 Tentative Budget (86,131) (12,156) $ - $ - (20,000) (20,000) $ 15,856,259 $ -0.4% 15,952,983 -0.1% $ - $ 59,794 (59,794) - $ 15,856,259 $ -0.4% 15,952,983 -0.1% Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges - Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 505 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Non Recurring Vehicle Waste Resources to OET $ 1,874,585 $ - $ 20,846 $ 20,846 - $ 1,895,431 $ - $ (1,895,431) $ (20,846) (1,874,585) - $ - $ - $ 1,638,086 $ 169,585 - 1,468,501 - 1,638,086 $ - Agenda Item: C-41-12-005-V-00 FY 2012 Revised Budget Adjustments: Non Recurring Vehicle Waste Resources to OET Other Non-Recurring Agenda Item: C-41-12-005-V-00 FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Key Telephone System Refresh Continuation Other Non-Recurring Major Projects Professional Services Enterprise Badge System - first year Technology Infrastructure Director Fluk e Tools WASP Technologies Trailer for Mobile Preventative Maintenance Card Readers for Two Doors Test Gear Power Meters Defibrillator Agenda Item: $ 169,585 $ 871,513 317,257 161,230 79,901 11,600 18,000 4,000 2,000 3,000 FY 2013 Adopted Budget $ Telecommunication Fund (681) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 3,380,893 $ 2,463,257 $ 2,463,257 $ 4,823,159 $ 3,783,913 $ 17,859,521 1,525,819 19,385,340 $ 15,972,983 15,972,983 $ 15,972,983 15,972,983 $ 16,072,983 4,031 16,077,014 $ 15,952,983 15,952,983 $ $ $ 16,419,274 1,523,806 17,943,080 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ $ $ 15,939,905 1,874,585 17,814,490 1,440,247 $ $ 6 $ $ 4,823,159 4,823,159 $ $ 15,939,905 1,895,431 17,835,336 $ 33,078 $ 33,078 $ $ - $ - $ $ $ 621,750 621,750 $ $ 600,904 600,904 $ $ 506 $ $ $ 16,244,678 871,582 17,116,260 $ $ 15,856,259 1,638,086 17,494,345 $ 96,724 - $ - 3,783,913 3,783,913 $ $ 2,242,551 2,242,551 (171,695) $ Maricopa County Annual Business Strategies FY 2013 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: Many materials are online such as the Maricopa County Environmental Health Code, food handlers test study guide, locations and maps, plan review applications and restaurant ratings. Additionally, the online payment processing project is in process and is anticipated to be completed by the end of FY 2012. The online plan review submission project will be underway by the end of FY 2013 and is expected to be complete prior to the end of FY 2015. Public Health By June 30, 2015, reduce vector borne mosquito populations by 5% from 136 positive mosquitoes in fiscal year 2008 to 129 positive mosquitoes. Status: Based on the number of West Nile Virus positive mosquitoes trapped in the first quarter of FY 2012 the number of positive mosquitoes is expected to be significantly lower than FY 2011 and a continued improvement over the FY 2008 baseline amount. Mosquito testing using the new Polymerase Chain Reaction (PCR) machine acquired in FY 2012 will enable the program to eliminate false positives and better target areas for treating with adulticide. Quality Workforce By June 30, 2013, 90% of 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: With continued emphasis on improving employee satisfaction and engagement, turnover of the first year employees is expected to approach (if not exceed) this goal in FY 2012. The Department projects that this strategic goal will be met prior to the goal date of June 30, 2013. 507 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % HCPA - HEALTH CODE PERMITTING 88BP - BUSINESS SERVICES $ $ 684 $ 684 $ 600 $ 600 $ 600 $ 600 $ 693 $ 693 $ 600 $ 600 $ EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES $ 819,022 $ 11,972,203 1,659,978 26,050 14,477,253 $ 821,794 $ 11,657,189 1,404,291 17,280 13,900,554 $ 821,794 $ 11,657,189 1,404,291 17,280 13,900,554 $ 829,714 $ 11,838,326 1,404,291 33,825 14,106,156 $ 1,212,906 $ 11,902,593 1,347,226 17,280 14,480,005 $ 391,112 245,404 (57,065) 579,451 47.6% 2.1% -4.1% 0.0% 4.2% 225,733 $ 115,697 341,430 $ 120,000 $ 30,000 150,000 $ 120,000 $ 30,000 150,000 $ 172,898 $ 30,000 202,898 $ 120,000 $ 12,001 132,001 $ (17,999) (17,999) 0.0% -60.0% -12.0% 288,700 $ 484,008 2,239,690 275,806 52,480 33,000 699,538 519,780 156,600 4,749,602 $ 288,700 $ 484,008 2,239,690 275,806 52,480 33,000 699,538 519,780 156,600 4,749,602 $ 271,777 $ 489,577 2,386,141 313,205 74,332 30,000 706,761 571,185 158,700 5,001,678 $ 252,526 $ 451,175 2,305,396 323,353 43,090 12,375 733,777 504,680 119,700 4,746,072 $ (36,174) (32,833) 65,706 47,547 (9,390) (20,625) 34,239 (15,100) (36,900) (3,530) -12.5% -6.8% 2.9% 17.2% -17.9% -62.5% 4.9% -2.9% -23.6% -0.1% $ - 0.0% 0.0% EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE 88EP - ENVIRONMENTAL ENFORCEMENT $ 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 $ $ 278,700 $ 478,234 2,181,910 354,672 69,930 9,625 859,430 523,345 178,500 4,934,346 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 707,625 $ 707,625 $ 689,100 $ 689,100 $ 689,100 $ 689,100 $ 702,353 $ 702,353 $ - $ - $ (689,100) (689,100) -100.0% -100.0% GGOV - GENERAL GOVERNMENT $ 49,265 $ 72,000 $ 73,000 $ 72,000 $ 20,000 $ (53,000) -72.6% $ 49,265 $ 72,000 $ 73,000 $ 72,000 $ 20,000 $ (53,000) -72.6% TOTAL PROGRAMS $ 20,510,603 $ 19,561,856 $ 19,562,856 $ 20,085,778 $ 19,378,678 $ (184,178) -0.9% 99GV - GENERAL GOVERNMENT $ USES HCPA - HEALTH CODE PERMITTING 88BP - BUSINESS SERVICES $ $ 602,144 $ 602,144 $ 628,611 $ 628,611 $ 631,616 $ 631,616 $ 612,340 $ 612,340 $ 908,496 $ 908,496 $ (276,880) (276,880) -43.8% -43.8% EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES $ 863,854 $ 8,687,113 730,396 186,079 10,467,442 $ 612,458 $ 9,571,700 856,042 254,775 11,294,975 $ 658,903 $ 12,411,462 849,903 253,592 14,173,860 $ 694,036 $ 9,090,220 748,279 250,560 10,783,095 $ 1,007,440 $ 10,496,764 802,947 249,419 12,556,570 $ (348,537) 1,914,698 46,956 4,173 1,617,290 -52.9% 15.4% 5.5% 1.6% 11.4% EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE 88EP - ENVIRONMENTAL ENFORCEMENT $ 893,331 $ 132,711 1,026,042 $ 486,228 $ 564,830 1,051,058 $ 503,469 $ 559,923 1,063,392 $ 498,244 $ 593,965 1,092,209 $ 498,969 $ 606,008 1,104,977 $ 4,500 (46,085) (41,585) 0.9% -8.2% -3.9% 1,022,217 $ 1,716,233 2,738,450 $ 1,035,680 $ 1,878,883 2,914,563 $ 1,043,292 $ 1,862,730 2,906,022 $ 1,053,303 $ 1,923,458 2,976,761 $ - $ 2,767,808 2,767,808 $ 1,043,292 (905,078) 138,214 100.0% -48.6% 4.8% 294,092 $ 335,345 1,018,143 211,388 20,325 19,096 79,156 368,601 150,339 1,177,572 422,887 123,032 4,219,976 $ 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 $ 299,280 $ 249,557 1,150,255 417,872 19,486 98,979 437,143 153,360 1,204,828 483,025 116,734 4,630,519 $ 292,056 $ 251,033 1,089,958 431,913 19,840 87,560 369,796 148,519 1,167,009 455,791 105,467 4,418,942 $ 392,890 $ 244,841 946,013 324,160 36,296 90,335 364,613 60,011 1,108,166 495,727 118,888 4,181,940 $ (93,610) 4,716 204,242 93,712 (16,810) 8,644 72,530 93,349 96,662 (12,702) (2,154) 448,579 -31.3% 1.9% 17.8% 22.4% -86.3% N/A 8.7% 16.6% 60.9% 8.0% -2.6% -1.8% 9.7% 66,243 $ 142,372 104,375 2,448,135 90,792 2,851,917 $ 147,740 $ 173,079 725,162 1,887,192 92,781 50,475 3,076,429 $ 107,708 $ 151,640 783,626 1,976,588 92,247 50,262 3,162,071 $ 83,226 $ 114,136 865,519 2,210,790 95,526 39,129 3,408,326 $ 97,551 $ 115,987 803,190 1,473,180 94,044 51,893 2,635,845 $ 10,157 35,653 (19,564) 503,408 (1,797) (1,631) 526,226 9.4% 23.5% -2.5% 25.5% -1.9% -3.2% 16.6% 691,194 $ 134,857 826,051 $ 691,194 $ 76,161 134,857 902,212 $ 695,707 $ 76,161 137,714 909,582 $ 874,879 $ 120,887 995,766 $ (183,685) 76,161 13,970 (93,554) -26.6% 100.0% 10.4% -10.4% VCCM - VECTOR CONTROL COMPLAINT MGMT VECT - VECTOR CTRL PUB ED SURV TRTMNT 88VC - VECTOR CONTROL $ $ $ $ PUBW - PUBLIC WATER PLAN REVIEW SOLW - SOLID WASTE INSPECTION SPCI - SWIMMING POOL INSPECTIONS SPPR - SWIM POOL PLAN REV CONST INSP SSFA - SUBDIV SANITARY FACILITIES SWCC - STORMWATER COUNTY COMPLIANCE SWCE - STORMWATER PUBLIC EDUCATION SWIA - STORMWATER DISCHARGE SWPA - STORMWATER CONSTRUCTION WASW - WASTEWATER PLAN REVIEW WFIA - PUB WATER FACILITY INSPECTIONS WWFI - WASTEWATER FACILITY INSPECTION 88WW - WATER AND WASTE MANAGEMENT $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RECO - RECORDS MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 671,987 $ 7,660 270,748 950,395 $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,225,958 $ 1,225,958 $ 1,686,602 $ 1,686,602 $ 1,686,602 $ 1,686,602 $ 1,655,935 $ 1,655,935 $ 1,499,781 $ 1,499,781 $ 186,821 186,821 11.1% 11.1% TOTAL PROGRAMS $ 24,082,324 $ 26,129,940 $ 29,156,294 $ 25,857,190 $ 26,651,183 $ 2,505,111 8.6% 508 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS INTERGOVERNMENTAL 0615 - GRANTS FY 2011 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 $ 15,334,192 15,334,192 FY 2012 ADOPTED $ $ 687,500 $ 687,500 $ 4,070,927 4,070,927 $ $ 341,430 $ 341,430 $ SUBTOTAL $ 69,390 7,164 76,554 ALL REVENUES $ TOTAL SOURCES $ $ 15,069,867 15,069,867 FY 2012 REVISED $ $ 688,500 $ 688,500 $ 3,580,289 3,580,289 $ $ 150,000 $ 150,000 $ $ 72,600 600 73,200 20,510,603 $ 20,510,603 $ $ 15,069,867 15,069,867 FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 15,452,329 15,452,329 $ $ 688,500 $ 688,500 $ 688,500 688,500 $ $ - $ - $ 3,655,505 3,655,505 $ $ 2,595,307 $ 2,595,307 $ 3,580,289 3,580,289 $ $ 150,000 $ 150,000 $ $ 73,600 600 74,200 19,561,856 $ 19,561,856 $ 509 FY 2012 FORECAST $ 202,898 $ 202,898 $ $ 16,630,770 16,630,770 $ $ 1,560,903 1,560,903 10.4% 10.4% (688,500) -100.0% (688,500) -100.0% (984,982) (984,982) -27.5% -27.5% 132,001 132,001 $ $ (17,999) (17,999) -12.0% -12.0% $ -72.8% 0.0% -72.2% $ 72,600 13,946 86,546 $ 20,000 600 20,600 $ (53,600) (53,600) 19,562,856 $ 20,085,778 $ 19,378,678 $ (184,178) -0.9% 19,562,856 $ 20,085,778 $ 19,378,678 $ (184,178) -0.9% Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VAR % FY 2013 ADOPTED 12,478,092 $ 28,369 139,518 4,574,004 97,262 (820,143) 1,770,992 18,268,094 $ 12,702,268 $ 149,500 4,896,147 64,000 (581,840) 1,676,647 18,906,722 $ 12,693,078 $ 149,500 4,893,934 64,000 (581,840) 1,676,647 18,895,319 $ 12,605,281 $ 105,236 4,726,494 54,530 (481,716) 1,580,004 18,589,829 $ 12,609,962 $ 76,951 4,905,449 (468,332) 1,337,793 18,461,823 $ 83,116 72,549 (11,515) 64,000 (113,508) 338,854 433,496 0.7% N/A 48.5% -0.2% 100.0% -19.5% 20.2% 2.3% SUBTOTAL $ 792,699 $ 129 256,077 192,141 (22,988) 8,634 1,226,692 $ 1,431,929 $ 293,790 570,000 (4,260) 10,187 2,301,646 $ 1,431,929 $ 293,790 1,070,000 (4,260) 10,187 2,801,646 $ 1,137,281 $ 294,260 426,587 (3,684) 13,262 1,867,706 $ 877,174 $ 365,508 532,400 (4,464) 8,512 1,779,130 $ 554,755 (71,718) 537,600 204 1,675 1,022,516 38.7% N/A -24.4% 50.2% 4.8% 16.4% 36.5% 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,080 $ 558,561 1,050,464 28,320 739,194 66,661 111,433 69,715 (176,961) 186,779 2,635,246 $ 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 $ 15,000 $ 1,856,283 1,009,737 24,870 1,432,562 90,100 187,023 84,516 (243,066) 446,065 4,903,090 $ 7,500 $ 1,744,088 990,264 37,467 1,542,344 72,115 197,672 71,566 (212,733) 333,944 4,784,227 $ 15,000 $ 726,218 903,362 57,721 1,609,626 71,096 94,365 84,040 (191,375) 395,102 3,765,155 $ 0.0% 1,130,065 60.9% 106,375 10.5% (32,851) -132.1% (177,064) -12.4% 19,004 21.1% 92,658 49.5% 476 0.6% (51,691) -21.3% 50,963 11.4% 1,137,935 23.2% CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 276,932 117,176 (97,551) 1,071 297,628 $ - $ 70,000 115,353 1,159 (72,944) 405,914 519,482 $ 1,000,000 $ 1,000,000 70,000 115,353 1,159 (72,944) 405,914 2,519,482 $ - $ 81,084 115,353 1,138 (72,944) 454,040 578,671 $ 1,000,000 $ 1,000,000 93,000 174,024 378,051 2,645,075 $ 0.0% 0.0% (23,000) -32.9% (58,671) -50.9% 1,159 100.0% (72,944) -100.0% 27,863 6.9% (125,593) -5.0% ALL EXPENDITURES $ 22,427,660 $ 26,129,940 $ 29,119,537 $ 25,820,433 $ 26,651,183 $ 2,468,354 8.5% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,654,664 $ 1,654,664 $ - $ - $ 36,757 $ 36,757 $ 36,757 $ 36,757 $ - $ - $ 36,757 36,757 100.0% 100.0% TOTAL USES $ 24,082,324 $ 26,129,940 $ 29,156,294 $ 25,857,190 $ 26,651,183 $ 2,505,111 8.6% 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 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 115,697 $ 115,697 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 12,000 $ 12,000 $ 689,020 $ 689,020 $ 689,100 $ 689,100 $ 690,100 $ 690,100 $ 689,100 $ 689,100 $ - $ - $ 19,705,886 $ 19,705,886 $ 18,842,756 $ 18,842,756 $ 18,842,756 $ 18,842,756 $ 19,366,678 $ 19,366,678 $ 19,366,678 $ 19,366,678 $ 523,922 523,922 2.8% 2.8% 20,510,603 $ 20,510,603 $ 19,561,856 $ 19,561,856 $ 19,562,856 $ 19,562,856 $ 20,085,778 $ 20,085,778 $ 19,378,678 $ 19,378,678 $ (184,178) (184,178) -0.9% -0.9% 510 (18,000) (18,000) -60.0% -60.0% (690,100) -100.0% (690,100) -100.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Environmental Services Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2011 ACTUAL $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 3,952,785 $ 61,407 4,014,192 $ 4,112,343 $ 213,906 4,326,249 $ 4,100,940 $ 213,906 4,314,846 $ 4,100,940 $ 213,906 4,314,846 $ 3,917,367 $ 124,000 4,041,367 $ 183,573 89,906 273,479 4.5% 42.0% 6.3% 690,100 690,100 100.0% 100.0% FUND TOTAL USES $ 505 ENVIRONMENTAL SERVICES GRANT OPERATING $ FUND TOTAL USES $ 506 ENVIRONMTL SVCS ENV HEALTH OPERATING $ NON-RECURRING FUND TOTAL USES $ 689,771 $ 689,771 $ 689,100 $ 689,100 $ 690,100 $ 690,100 $ 688,099 $ 688,099 $ - $ - $ 17,723,195 $ 1,655,166 19,378,361 $ 18,842,756 $ 2,271,835 21,114,591 $ 18,844,107 $ 5,307,241 24,151,348 $ 18,547,004 $ 2,307,241 20,854,245 $ 18,924,710 $ 3,685,106 22,609,816 $ (80,603) 1,622,135 1,541,532 -0.4% 30.6% 6.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,365,751 $ 1,716,573 $ 24,082,324 $ 23,644,199 $ 2,485,741 $ 26,129,940 $ 23,635,147 $ 5,521,147 $ 29,156,294 $ 23,336,043 $ 2,521,147 $ 25,857,190 $ 22,842,077 $ 3,809,106 $ 26,651,183 $ 793,070 1,712,041 2,505,111 3.4% 31.0% 8.6% 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 15.50 3.00 3.00 2.00 24.50 2.00 6.00 3.00 8.00 2.00 1.00 22.00 1.50 7.00 1.50 9.50 2.00 1.00 22.50 1.50 7.00 1.50 9.50 2.00 1.00 22.50 1.50 6.00 1.50 10.50 2.00 1.00 22.50 (1.00) 1.00 - 0.0% (14.3%) 0.0% 10.5% 0.0% 0.0% 0.0% 9.00 9.00 8.10 8.10 14.20 14.20 14.20 14.20 15.20 15.20 1.00 1.00 7.0% 7.0% 13.50 2.00 15.50 6.85 9.15 16.00 7.25 9.25 16.50 7.25 9.25 16.50 7.25 9.25 16.50 - 0.0% 0.0% 0.0% 13.32 3.00 108.43 11.25 136.00 9.11 4.00 116.56 12.23 141.90 9.11 4.00 116.56 12.13 141.80 9.11 4.00 115.56 12.13 140.80 14.77 4.00 111.43 11.80 142.00 5.66 (5.13) (.33) .20 62.1% 0.0% (4.4%) (2.7%) 0.1% 18.00 17.00 35.00 19.00 16.00 35.00 19.40 16.60 36.00 19.40 16.60 36.00 36.00 36.00 (19.40) 19.40 - (100.0%) 116.9% 0.0% 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 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 6.97 4.26 3.35 1.00 6.00 1.00 .30 5.90 14.33 .80 11.09 55.00 286.00 6.97 4.26 3.35 2.00 6.00 1.00 .30 5.90 14.33 .80 11.09 56.00 286.00 7.24 4.94 3.20 .60 6.00 1.00 .45 4.70 12.94 1.20 11.53 53.80 286.00 .27 .68 (.15) (.40) .15 (1.20) (1.39) .40 .44 (1.20) - 3.9% 16.0% (4.5%) (40.0%) 0.0% 0.0% 50.0% (20.3%) (9.7%) 50.0% 4.0% (2.2%) 0.0% 511 Maricopa County Annual Business Strategies FY 2013 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 Deputy Director Deputy Director - Environmental Services Development Svcs Supervisor Development Svcs Technician Director - Environmental Svcs Engineer Engineering Associate Engineering Manager Engineering Supervisor Environmental Enforcement Spec Environmental Spclst Supv Environmental Specialist Environmental Svcs Div Mgr Environmental Svcs Opts Supv Executive Assistant Field Operations Supervisor Finance Manager Finance/Business Analyst 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 Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 25.00 25.00 27.00 27.00 27.00 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 2.00 2.00 18.00 19.00 19.00 19.00 19.00 1.00 1.00 1.00 1.00 1.00 10.00 10.00 10.00 10.00 10.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 2.00 7.00 7.00 7.00 7.00 7.00 26.00 29.00 29.00 29.00 29.00 120.00 125.00 124.00 124.00 124.00 3.00 3.00 8.00 8.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 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 4.00 5.00 5.00 5.00 5.00 17.00 13.00 13.00 13.00 13.00 7.00 10.00 10.00 10.00 10.00 3.00 4.00 4.00 8.00 8.00 8.00 1.00 1.00 1.00 1.00 1.00 276.00 284.00 286.00 286.00 286.00 REVISED TO ADOPTED VARIANCE 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% 0.0% 0.0% (1.00) (33.3%) 0.0% 0.0% 0.0% (3.00) (100.0%) (8.00) (100.0%) 0.0% 0.0% 0.0% 0.0% N/A N/A N/A N/A 0.0% 0.0% 0.0% 4.00 N/A 8.00 N/A 0.0% 0.0% Staffing by Fund FUND 100 506 GENERAL ENVIRONMTL SVCS ENV HEALTH FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 44.00 44.00 45.00 45.00 45.00 232.00 240.00 241.00 241.00 241.00 276.00 284.00 286.00 286.00 286.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% General Adjustments General Fund (100) • • • • • Increase Regular Benefits by $16,090 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Decrease expenditure budget by $7,954 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Decrease Other Benefits and Internal Services Charges by $21,581 for the impact of the changes in Risk Management charges. Decrease the personnel expenditure budget by $16,090 in salary and benefits savings for the department. Decrease revenue by $18,000 due to an anticipated decrease in fines collected for nonpermitted/non-permittable activities. 512 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • • Department Strategic Plans and Budgets Environmental Services Decrease Supplies expenditure budget by $154,038 for departmental savings from the Polymerase Chain Reaction machine purchased in FY 2012. The FY 2013 Non Recurring Non Project budget includes $118,000 for the replacement of five foggers, a Laminar flow hood and Regional Development Services Agency’s IT equipment utilized by the department. Environmental Services Grant Fund (505) • The FY 2013 Operating budget accounts for the loss of the Smoke Free grant from the Arizona Department of Health Services (ADHS) in FY 2013 resulting in no revenue or expenditures in the Environmental Services Grant Fund (505). This revenue was previously budgeted in the Executive Management Activity. Environmental Services Environmental Health Fund (506) • • • • • • • Increase Regular Benefits by $107,780 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Decrease expenditure budget by $52,640 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Decrease Other Benefits and Internal Services Charges by $23,686 for the impact of the changes in Risk Management charges. Decrease the personnel expenditure budget by $107,780 in salary and benefits savings for the department. Increase revenue budget by $523,922 due to the volume of permit fees collected. Increase Internal Services Charges by $154,956 due to Central Service Cost Allocation costs that had previously been allocated to the General Fund. The FY 2013 Non Recurring Non Project expenditure budget includes the following: o $3,000,000 carry-over for the land purchase and improvements for the new Eastern Regional Office. o $195,424 for vehicle replacements, food handler cameras and point-of-sale cash register replacements. o $394,180 for Regional Development Services Agency’s IT equipment utilized by the Department. 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 FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 97.0% 95.8% Activities that comprise this program include: • Health Code Permitting 513 FY 2013 ADOPTED 96.0% REV VS ADOPTED VAR % (1.0%) -1.0% Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 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 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 Expenditure per enforcement action processed Expenditure per environmental permit application processed FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 97.0% 96.0% FY 2013 ADOPTED 96.0% REV VS ADOPTED VAR % (1.0%) -1.1% 52,167 46,000 45,500 46,480 480 1.0% 52,294 46,000 45,500 46,480 480 1.0% $ 11.54 $ 13.73 $ 13.29 $ 19.55 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 684 684 $ $ 600 600 $ $ 693 693 $ $ 600 600 $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 602,144 602,144 $ $ 631,616 631,616 $ $ 612,340 612,340 $ $ 908,496 908,496 $ $ (5.82) -42.4% Revenue - 0.0% 0.0% Expenditure (276,880) (276,880) -43.8% -43.8% Environmental Permit Applications Health Code Permitting Activity 54,000 100% 52,000 80% 50,000 60% 48,000 40% 46,000 20% 44,000 42,000 0% FY 11 Actual FY 12 Revised Demand FY 12 Forecast Output FY 13 Adopted Result Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand. The number of permits processed through this activity is decreasing due to reuse permits in water and waste being handled differently. The workgroup that provides services in this activity is in the process of being restructured. The FY 2013 increase in expenditures is due to five Development Service Technicians and a Development Services Supervisor being reallocated to this Activity. 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. 514 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 76.0% FY 2012 FY 2012 REVISED FORECAST 75.0% 74.8% FY 2013 ADOPTED 83.3% REV VS ADOPTED VAR % 8.3% 11.1% 92.1% 80.0% 90.5% 56.1% -23.9% -29.9% 99.9% 59.7% 78.1% 48.6% -11.2% -18.7% 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 Demand Efficiency Measure Description Percent of enforcement actions processed within 7 business days Number of enforcement actions processed Number of enforcement actions requested Expenditure per enforcement action processed FY 2011 ACTUAL 76.0% $ 1,918 2,399 465.76 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 75.0% 75.0% $ 10,499 10,499 47.95 $ 2,100 2,500 237.46 225,733 225,733 $ $ 120,000 120,000 $ $ 893,331 893,331 $ $ 503,469 503,469 $ $ FY 2013 ADOPTED 83.3% REV VS ADOPTED VAR % 8.3% 11.1% $ 2,000 2,400 249.48 (8,499) (8,099) (201.53) -81.0% -77.1% -420.3% $ 172,898 172,898 $ $ 120,000 120,000 $ $ - 0.0% 0.0% 498,244 498,244 $ $ 498,969 498,969 $ $ 4,500 4,500 0.9% 0.9% Revenue Expenditure Activity Narrative: The FY 2013 budget supports the Department in meeting 83.3% of the demand. The demand for enforcement actions increased from FY 2011 to FY 2012 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 2013 compared to FY 2011. In FY 2011, the Department shifted resources specifically to show those resources working with nonpermit 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. Mandates: The Maricopa County Environmental Health Code mandates this activity. 515 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 92.1% 80.0% 90.5% 56.1% (23.9%) -29.9% Percent of nuisance complaints investigated within 5 business days Percent of nuisance complaints resolved 99.9% 59.7% 78.1% 48.6% (11.2%) -18.7% within 30 business days Number of nuisance complaints investigated 1,789 2,233 2,345 2,345 112 5.0% for further action Number of nuisance complaints required to be 1,789 2,233 2,345 2,345 112 5.0% investigated Expenditure per nuisance complaint $ 74.18 $ 250.75 $ 253.27 $ 258.43 $ (7.68) -3.1% investigated Revenue 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 115,697 115,697 $ 132,711 132,711 $ 30,000 30,000 $ 176,326 383,597 559,923 $ $ 30,000 30,000 $ 188,358 405,607 593,965 $ $ 12,000 1 12,001 $ 183,831 422,177 606,008 $ $ $ (18,000) 1 (17,999) -60.0% N/A -60.0% (7,505) (38,580) (46,085) -4.3% -10.1% -8.2% Expenditure $ $ $ $ $ Nuisance Complaints Investigated in 5 days Non-Permit Compliance Activity 2500 100% 2000 80% 1500 60% 1000 40% 500 20% 0% 0 FY 11 Actual FY 12 Revised Demand FY 12 Forecast Output FY 13 Adopted Result Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand. The reduction in revenue for this Activity is due to an anticipated decrease in fines collected for nonpermitted/non-permittable sources. The increase in expenditures for this Activity is due to the Department’s ability to hire and retain more experienced staff than in previous years, resulting in a change in the salary savings in this Activity. In FY 2011, the Department shifted resources to show those resources specifically working with non-permit related complaints and resolution. Prior years’ resources were combined with the Enforcement Activity. Environmental Health Services Program The purpose of the Environmental Health Program is to provide environmental health review, investigative, permitting and licensing services for regulated facilities and the general population so that compliance is maintained with the Maricopa County Environmental Health Code, regulated businesses can operate with qualified staff and the public’s exposure to environmental related illness is minimized. 516 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Environmental Services Program Results Measure Description Percent of environmental health plans reviews completed within 30 business days Percent of inspections conducted within 5 business days of inspection request Percent of comprehensive food inspections completed with no Foodborne Illness Risk Factors Reported Percent of required comprehensive inspections completed for all food permits Percent of all active food permits that received the required number of inspections Percent of the food service employees with a food service license Percent of environmental illness complaint responses initiated within 1 business day Percent of Outbreak investigations initiated within 72 business hours Percent of Communicable Disease Alert investigations initiated within 72 business hours FY 2011 ACTUAL 92.0% FY 2012 FY 2012 REVISED FORECAST 95.0% 94.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 5.0% 5.3% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 55.0% N/A N/A N/A N/A N/A 80.5% N/A N/A N/A N/A N/A 80.5% N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A Some measures within the Environmental Health Services Program are newly established in FY 2013. 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. 517 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Demand Demand Efficiency Revenue Measure Description Percent of environmental health plans reviews completed within 30 business days Percent of inspections conducted within 5 business days of inspection request Number of inspections conducted Number of environmental health plan reviews requested Number of inspection requests received Expenditure per inspection conducted FY 2011 ACTUAL 92.0% FY 2012 FY 2012 REVISED FORECAST 95.0% 94.0% N/A N/A N/A N/A 1,262 N/A 1,196 N/A 1,100 N/A N/A N/A N/A FY 2013 ADOPTED 100.0% N/A N/A $ REV VS ADOPTED VAR % 5.0% 5.3% 100.0% N/A N/A 1,200 1,200 N/A 4 N/A 0.3% 1,200 839.53 N/A N/A N/A N/A 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 819,022 819,022 $ $ 821,794 821,794 $ $ 829,714 829,714 $ 1,212,906 $ 1,212,906 $ $ 391,112 391,112 47.6% 47.6% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 863,854 863,854 $ $ 658,903 658,903 $ $ 694,036 694,036 $ 1,007,440 $ 1,007,440 $ $ (348,537) (348,537) -52.9% -52.9% Expenditure Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand. The increase in revenue and expenditures is due to a shifting of resources from the Food/Non-Food Inspection Activity to this Activity because of work being performed more closely fits 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. Measure Type Result Result Result Output Output Output Output Demand Demand Demand Demand Efficiency Measure Description Percent of environmental illness complaint responses initiated within 1 business day Percent of Outbreak investigations initiated within 72 business hours Percent of Communicable Disease Alert investigations initiated within 72 business hours Number of environmental illness complaint responses initiated Number of environmental illness complaints investigated Number of Outbreak investigations initiated Number of Communicable Disease Alert investigations initiated Number of environmental illness complaints received Number of environmental illness complaints requiring an investigation Number of Outbreaks Identified that require an investigation Number of Communicable Disease Alerts issued by the Maricopa County Public Health Department that require an investigation Expenditure per environmental illness complaint response initiated FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 100.0% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A 759 1,072 807 807 (265) -24.7% 20 200 120 120 (80) -40.0% N/A N/A 12 4 N/A N/A N/A N/A N/A N/A N/A N/A 759 1,072 807 807 (265) -24.7% 23 200 371 371 171 85.5% N/A N/A N/A 4 N/A N/A N/A N/A N/A 4 N/A N/A (72.51) -30.7% $ 245.16 $ 236.56 $ 309.67 $ 309.07 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 26,050 26,050 $ $ 17,280 17,280 $ $ 33,825 33,825 $ $ 17,280 17,280 $ $ - 0.0% 0.0% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 186,079 186,079 $ $ 253,592 253,592 $ $ 250,560 250,560 $ $ 249,419 249,419 $ $ 4,173 4,173 1.6% 1.6% Revenue Expenditure 518 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand for investigations conducted. The number of complaints and outbreaks that the Department is planning for in FY 2013 is consistent with the FY 2012 Forecast. 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. Measure Type Result Result Result Output Demand Efficiency Measure Description Percent of comprehensive food inspections completed with no Foodborne Illness Risk Factors Reported Percent of required comprehensive inspections completed for all food permits Percent of all active food permits that received the required number of inspections Number of comprehensive inspections completed for all food establishments Number of comprehensive inspections required for all food establishments Expenditure per comprehensive food establishment inspection completed FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A N/A 80.5% N/A N/A N/A N/A N/A 80.5% N/A N/A N/A N/A N/A 48,180 N/A N/A N/A N/A N/A 59,820 N/A N/A N/A N/A N/A $ 217.87 N/A N/A Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 55.0% $ 11,972,203 $ 11,972,203 $ 11,657,189 $ 11,657,189 $ 11,838,326 $ 11,838,326 . $ 11,902,593 $ 11,902,593 $ $ $ $ $ $ 245,404 245,404 2.1% 2.1% 69,092 1,845,606 $ 1,914,698 100.0% 15.0% 15.4% Expenditure 505 - ENVIRONMENTAL SERVICES GRANT $ 366,587 506 - ENVIRONMTL SVCS ENV HEALTH 8,320,526 TOTAL USES $ 8,687,113 69,092 12,342,370 $ 12,411,462 69,092 9,021,128 $ 9,090,220 10,496,764 $ 10,496,764 Activity Narrative: All measures for this Activity have been updated for FY 2013 and the budget supports the Department in meeting 80.5% of the demand. The FY 2012 expenditures included Non Recurring Non Project funding for the tenant improvements at the Northern Regional Office. The office renovations are complete. Additionally, the loss of the Smoke Free grant from the Arizona Department of Health Services (ADHS) in FY 2013 results in no expenditure in the Environmental Services Grant Fund (505). These two factors account for the decrease in expenditures for FY 2013. 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. 519 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output 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 Expenditure per food service license issued FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 1,659,978 $ 1,659,978 $ 1,404,291 $ 1,404,291 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ $ $ 101,276 166,587 7.21 90,100 178,000 $ 9.43 75,000 100,000 $ 10.07 REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 100.0% 89,074 89,074 $ (1,026) (88,926) 0.42 -1.1% -50.0% 9.01 $ 4.4% $ 1,404,291 $ 1,404,291 $ 1,347,226 $ 1,347,226 $ $ (57,065) (57,065) -4.1% -4.1% $ $ $ $ $ $ 46,956 46,956 5.5% 5.5% Expenditure 730,396 730,396 849,903 849,903 748,279 748,279 802,947 802,947 Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand. The Department will have a decrease in food service employees seeking licenses through the Department because online testing is being offered through other vendors. This will result in a small decrease in revenue. The FY 2013 decrease in expenditures is due to a change in the personnel vacancy percentage and lower lease costs for the Department. 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 acres treated with adulticide as a percent of total County acres Percent of inspected acres treated for mosquito breeding FY 2011 ACTUAL 14.6% FY 2012 FY 2012 REVISED FORECAST 2.0% 3.8% FY 2013 ADOPTED 25.0% REV VS ADOPTED VAR % 23.0% 1163.4% 43.4% 14.0% 20.0% 12.2% 28.6% 31.0% 75.0% 25.6% 55.0% 13.4% 275.0% 110.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A N/A 2.7% N/A N/A 43.6% 50.1% 50.1% 50.1% 0.0% 0.0% Some measures within the Vector Control Program are newly established in FY 2013. 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. 520 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description Percent of complaints investigated in one business day Percent of complaints investigated in five days Number of complaints resolved Number of complaints investigated Number of complaints received Expenditure per resolved complaint FY 2011 ACTUAL 14.6% $ 100 - GENERAL TOTAL USES $ 1,022,217 $ 1,022,217 FY 2012 FY 2012 REVISED FORECAST 2.0% 2.0% 43.4% 9,611 9,687 9,778 106.36 $ 20.0% 17,500 23,500 17,500 59.62 $ $ 1,043,292 $ 1,043,292 20.0% 17,372 23,225 17,372 60.68 $ $ 1,053,303 $ 1,053,303 REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED N/A $ $ N/A N/A N/A N/A - $ - N/A N/A N/A N/A 59.62 N/A N/A N/A N/A 100.0% $ 1,043,292 $ 1,043,292 100.0% 100.0% Activity Narrative: All measures in this Activity for FY 2013 have been moved to the Vector Control Public Education, Surveillance and Treatment Activity because the services of both Activities are so integrated. It was determined to keep all information in one Activity and it will be reflected in the FY 2014 Strategic Plan. Vector Control Public Education, Surveillance and Treatment Activity The purpose of the Vector Control Public Education, Surveillance and Treatment Activity is to provide surveillance, education and treatment to the residents of Maricopa County so they can benefit from reduced vector borne disease exposure. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Result Result Result 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 acres treated with adulticide as a percent of total County acres Percent of inspected acres treated for mosquito breeding Number of acres inspected for mosquito breeding Number of acres surveyed and treated Number of surveillance tests completed 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 2011 ACTUAL 14.0% $ FY 2012 FY 2012 REVISED FORECAST 12.2% 12.4% REV VS ADOPTED VAR % 13.4% 110.1% FY 2013 ADOPTED 25.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A N/A 2.7% N/A N/A 43.6% 50.1% 50.2% 50.1% 0.0% 0.0% 775 775 775 775 338 19,695 14,400 157,500 5,077.61 388 14,500 14,500 157,500 4,800.85 388 14,500 14,500 157,500 4,659.07 388 14,305 17,500 157,500 7,133.53 $ 2,767,808 $ 2,767,808 $ $ $ - 0.0% $ (195) 3,000 (2,332.68) 0.0% -1.3% 20.7% 0.0% -48.6% $ $ (905,078) (905,078) -48.6% -48.6% Expenditure 100 - GENERAL TOTAL USES $ 1,716,233 $ 1,716,233 $ 1,862,730 $ 1,862,730 $ 1,923,458 $ 1,923,458 Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand for percentage of surveillance tests completed within 48 hours. 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 costs from the Vector Control Complaint Management Activity being 521 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget shifted to this Activity because the services of both Activities are so integrated. It was determined to keep all information in one Activity and it will be reflected in the FY 2014 Strategic Plan. 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. Program Results Measure Description Percent of all permitted bathing facilities receiving the required number of Percent of bathing facility initial plan reviews provided within 30 business days Percent of bathing facility construction inspections provided within 5 business days of request Percent of water distribution construction initial plan reviews provided within 30 business days Percent of water treatment plant initial plan reviews provided within 30 business days Percent of inspected solid waste vehicles and facilities in compliance with the regulations FY 2011 ACTUAL N/A Percent of all permitted solid waste vehicles and facilities receiving the required number of inspections Percent of subdivision sanitary report approvals provided in 30 business days Percent of stormwater complaint inspections provided within 5 business days Percent of total urbanized unincorporated area of Maricopa County inspected Percentage of initial plan reviews provided within 30 business days Percent of onsite facility initial plan reviews provided within 10 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 wastewater treatment plant and reuse/recharge system initial plan reviews provided within 40 days Percent of all permitted wastewater treatment plants receiving the required number of inspections FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 56.4% REV VS ADOPTED VAR % N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 94.2% 92.5% 94.9% 98.5% 6.1% 6.6% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 86.2% 71.5% 82.9% 100.0% 28.5% 39.9% N/A N/A N/A 82.2% N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A N/A 100.0% N/A N/A 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% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A 522 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Program Results (continued) Measure Description Percent of public water facilities in compliance with Maricopa County Environmental Health Code Percent of all permitted public water treatment facilities receiving the required number of inspections Percent of all permitted public water treatment facilities receiving the required number of sanitary surveys Percent of inspected wastewater treatment plants in compliance with the Maricopa County Environmental Health Code Percent of all permitted wastewater treatment plants receiving the required number of inspections Percent of requested public educational sessions provided within the customer requested timeframe Percent of County facilities receiving required inspections Percent of County Facilities Required to be in Compliance with the Federal Clean Water Act that are in Compliance FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 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 74.9% N/A N/A 100.0% 100.0% 89.7% 100.0% 0.0% 0.0% 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 100.0% N/A N/A Some measures within the Water and Waste Management Program are newly established in FY 2013. 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. 523 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Demand Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 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 Percent of all permitted public water treatment N/A N/A N/A 100.0% N/A N/A facilities receiving the required number of inspections Percent of all permitted public water treatment N/A N/A N/A 74.9% N/A N/A facilities receiving the required number of sanitary surveys Number of public water facility sanitary surveys 83 64 53 48 (16) -25.0% provided Number of public water facility sanitary surveys 71 64 62 64 0.0% required Number of public water treatment facility 101 120 98 84 (36) -30.0% operating inspections required Expenditure per public water facility sanitary $ 5,095.02 $ 7,547.27 $ 8,599.83 $ 10,327.65 $ (2,780.38) -36.8% survey conducted Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 523,345 523,345 $ $ 519,780 519,780 $ $ 571,185 571,185 $ $ 504,680 504,680 $ $ (15,100) (15,100) -2.9% -2.9% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 422,887 422,887 $ $ 483,025 483,025 $ $ 455,791 455,791 $ $ 495,727 495,727 $ $ (12,702) (12,702) -2.6% -2.6% Expenditure Public Water Treatment Facility Inspections Number Required/Provided 90 80 70 60 50 40 30 20 10 0 FY 11 Actual FY 12 Revised Demand FY 12 Forecast FY 13 Adopted Output Activity Narrative: The FY 2013 budget supports the Department in meeting 75% of the demand. The FY 2013 expenditure increase is due to higher fuel costs and vehicle maintenance. The decrease in revenue is based on the number of useable sites where the customer changes their permit requests relating to public water. 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. 524 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of water distribution construction initial plan reviews provided within 30 business days Result Percent of water treatment plant initial plan reviews provided within 30 business days Number of water distribution construction initial plan reviews provided Number of water treatment plant construction initial plan reviews provided Number of water treatment plant approvals to construct provided Number of water distribution approvals to construct provided Number of water treatment plant and water distribution system approvals to construct Number of water distribution construction initial plan reviews requested Number of water treatment plant construction initial plan reviews requested Expenditure per approval to construct provided Output Output Output Output Output Demand Demand Efficiency FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% FY 2013 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 191 223 219 250 27 12.1% 70 64 65 60 (4) -6.3% 59 64 61 60 (4) -6.3% 206 240 195 225 (15) -6.3% 265 304 256 285 (19) -6.3% 203 223 220 250 27 12.1% 57 54 52 60 6 11.1% $ 1,109.78 $ 984.47 $ 1,135.12 $ 1,378.56 $ (394.09) -40.0% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 278,700 278,700 $ $ 288,700 288,700 $ $ 271,777 271,777 $ $ 252,526 252,526 $ $ (36,174) (36,174) -12.5% -12.5% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 294,092 294,092 $ $ 299,280 299,280 $ $ 292,056 292,056 $ $ 392,890 392,890 $ $ (93,610) (93,610) -31.3% -31.3% Revenue Expenditure Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand for percentage of water distribution construction and water treatment plant initial plan reviews provided within 30 days. The demand for water distribution and treatment plan reviews are expected to increase in FY 2013 compared to FY 2012. The FY 2013 expenditure increase is due to the allocation of two Environmental Health Specialists that were moved to this Activity from the Stormwater Construction Activity to help address the increased demand. 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. 525 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of inspected solid waste vehicles and facilities in compliance with the regulations FY 2011 ACTUAL 86.2% Result Percent of all permitted solid waste vehicles and facilities receiving the required number of inspections Number of solid waste vehicle and facility inspections provided Number of solid waste vehicle and facility inspections required Expenditure per solid waste vehicle or facility inspection provided N/A N/A N/A 9,914 12,196 11,935 10,636 12,858 12,624 12,819 12,936 Output Demand Efficiency FY 2012 FY 2012 REVISED FORECAST 71.5% 82.9% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 28.5% 39.9% 82.2% N/A N/A (1,560) -12.8% 312 2.5% $ 33.83 $ 20.46 $ 20.77 $ 23.02 $ (2.56) -12.5% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 478,234 478,234 $ $ 484,008 484,008 $ $ 489,577 489,577 $ $ 451,175 451,175 $ $ (32,833) (32,833) -6.8% -6.8% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 335,345 335,345 $ $ 249,557 249,557 $ $ 251,033 251,033 $ $ 244,841 244,841 $ $ 4,716 4,716 1.9% 1.9% Revenue Expenditure Solid Waste Vehicle & Facility Inspections Number of Solid Waste Facility Inspections 16,000 100% 14,000 80% 12,000 10,000 60% 8,000 40% 6,000 4,000 20% 2,000 0 0% FY 11 Actual FY 12 Forecast FY 12 Revised Demand Output FY 13 Adopted Result Activity Narrative: The FY 2013 budget supports the Department in meeting 82% of the demand. The decrease in revenue in FY 2013 is due to mobile customers, such as waste haulers and chemical toilets, allowing their permits to expire. Stormwater Construction Activity The purpose of the Stormwater Construction Activity is to provide plan reviews to property owners so they can alter their property in compliance with the Federal Clean Water Act. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Output Demand Efficiency Revenue Measure Description Percentage 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 6 6 10 10 14 14 $ 25,056.50 $ 15,336.00 $ 10,266.79 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 9,625 9,625 $ $ 33,000 33,000 $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 150,339 150,339 $ $ 153,360 153,360 $ $ FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 12 12 2 2 20.0% 20.0% $ 5,000.92 $ 10,335.08 67.4% 30,000 30,000 $ $ 12,375 12,375 $ $ (20,625) (20,625) -62.5% -62.5% 148,519 148,519 $ $ 60,011 60,011 $ $ 93,349 93,349 60.9% 60.9% Expenditure 526 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The FY 2013 decrease in revenue and expenditures is due to two Environmental Health Specialists being moved out of this Activity to the Public Water Plan Review Activity to better meet the demands of the Department. Stormwater Discharge Activity The purpose of the Stormwater Discharge Activity is to provide response and investigative services to complainants so they can benefit from timely complaint resolution. Mandates: The Stormwater Permit from Arizona Department of Environmental Quality mandates this activity. Measure Type Result Result Output Output Demand Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of stormwater complaint inspections 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% provided within 5 business days Percent of total urbanized unincorporated area N/A N/A N/A 100.0% N/A N/A of Maricopa County inspected Number of stormwater complaint inspections 12 16 16 12 (4) -25.0% provided Number of stormwater complaints resolved 11 16 16 12 (4) -25.0% Number of stormwater complaints reported 12 16 16 12 (4) -25.0% Square miles of urbanized unincorporated N/A N/A N/A 17 N/A N/A area in Maricopa County required to be inspected for outfalls Expenditure per stormwater complaint $ 30,716.75 $ 27,321.44 $ 22,060.81 $ 30,384.42 $ (3,062.98) -11.2% inspection provided Expenditure 100 - GENERAL TOTAL USES $ $ 368,601 368,601 $ $ 437,143 437,143 $ $ 369,796 369,796 $ $ 364,613 364,613 $ $ 72,530 72,530 16.6% 16.6% Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of demand for percent of stormwater complaint inspections provided in five days, as well as total urbanized unincorporated area of Maricopa County. Services in this activity include providing County owned facility inspections. The FY 2013 decrease in expenditures is due to less use of lease space and the replacement of positions for retired employees at a lower pay rate. 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 Demand Efficiency Expenditure Measure Description Percent of requested public educational sessions provided within the customer requested timeframe Number of public educational sessions provided Number of public educational sessions requested Expenditure per public educational session 100 - GENERAL TOTAL USES FY 2011 ACTUAL N/A $ $ FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 24 N/A N/A N/A N/A N/A 24 N/A N/A N/A N/A N/A $ 3,763.96 N/A N/A 79,156 79,156 $ $ 527 98,979 98,979 $ $ 87,560 87,560 $ $ 90,335 90,335 $ $ 8,644 8,644 8.7% 8.7% Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand for this Activity. The FY 2013 decrease in expenditures is due to a decrease in cost for supplies needed by the Department. Subdivision Sanitary Facilities Activity The purpose of the Subdivision Sanitary Facilities Activity is to provide subdivision sanitary facility review services to subdivision owners so they can construct their facilities in a timely manner in compliance with the Maricopa County Environmental Health Code. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Output Demand Efficiency Measure Description Percent of subdivision sanitary report approvals provided in 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 2011 ACTUAL 109.1% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 33 31 30 44 13 41.9% 34 31 30 44 13 41.9% $ 615.91 $ 628.58 $ 663.00 $ 824.91 $ (196.33) -31.2% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 69,930 69,930 $ $ 52,480 52,480 $ $ 74,332 74,332 $ $ 43,090 43,090 $ $ (9,390) (9,390) -17.9% -17.9% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 20,325 20,325 $ $ 19,486 19,486 $ $ 19,840 19,840 $ $ 36,296 36,296 $ $ (16,810) (16,810) -86.3% -86.3% Revenue Expenditure Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand. The demand is expected to increase in FY 2013 compared to FY 2012 due to the changes in construction and development within Maricopa County. The increase in FY 2013 expenditures is due to increased personnel allocation percentages between programs to meet demands. 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 Demand Efficiency Measure Description Percent of all permitted bathing facilities receiving the required number of comprehensive inspections Number of comprehensive bathing facility inspections provided Number of comprehensive bathing facility inspections required Expenditure per comprehensive bathing facility inspection provided FY 2011 ACTUAL N/A $ FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 56.4% REV VS ADOPTED VAR % N/A N/A 12,125 15,200 15,200 15,200 - 0.0% 26,928 26,928 26,928 26,928 - 0.0% 83.97 $ 75.67 $ 71.71 $ 62.24 $ 13.44 17.8% Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 2,181,910 $ 2,181,910 $ 2,239,690 $ 2,239,690 $ 2,386,141 $ 2,386,141 $ 2,305,396 $ 2,305,396 $ $ 65,706 65,706 2.9% 2.9% $ $ $ $ 46,884 157,358 204,242 100.0% 14.3% 17.8% Expenditure 505 - ENVIRONMENTAL SERVICES GRANT $ 506 - ENVIRONMTL SVCS ENV HEALTH 1,018,143 TOTAL USES $ 1,018,143 46,884 1,103,371 $ 1,150,255 528 46,884 1,043,074 $ 1,089,958 $ 946,013 946,013 $ Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The FY 2013 budget supports the Department in meeting 56% of the demand. The increase in revenue is consistent with the FY 2012 forecast based on permit collections. The FY 2013 decrease in expenditures is due to new inspectors being hired at lower salaries and an increased vacancy factor for the Department. Additionally, the loss of the Smoke Free grant from the Arizona Department of Health Services (ADHS) in FY 2013 results in no expenditure in the Environmental Services Grant Fund (505). 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 Demand Demand Efficiency REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of bathing facility initial plan reviews 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% provided within 30 business days 94.2% 92.5% 94.9% 98.5% 6.1% 6.6% Percent of bathing facility construction inspections provided within 5 business days of request Number of bathing facility initial plan reviews 893 760 808 680 (80) -10.5% provided Number of bathing facility construction 1,852 2,280 1,941 1,904 (376) -16.5% inspections provided Number of bathing facility construction 1,833 2,280 1,965 1,944 (336) -14.7% inspections requested Number of bathing facility initial plan reviews 862 760 762 680 (80) -10.5% requested Expenditure per bathing facility initial plan $ 236.72 $ 549.83 $ 526.73 $ 476.71 $ 73.13 13.3% reviews provided Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 354,672 354,672 $ $ 275,806 275,806 $ $ 313,205 313,205 $ $ 323,353 323,353 $ $ 47,547 47,547 17.2% 17.2% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 211,388 211,388 $ $ 417,872 417,872 $ $ 431,913 431,913 $ $ 324,160 324,160 $ $ 93,712 93,712 22.4% 22.4% Expenditure Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand for percent of bathing facility initial plan reviews provided within 30 business days. The demand is expected to decrease in FY 2013 compared to FY 2012 Revised as the economic climate continues to affect the construction industry. 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 decrease in expenditures. The increase in revenue for FY 2013 is due to the mix of plan reviews and inspections anticipated for FY 2013. 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. 529 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 87.5% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of inspected wastewater treatment plants in compliance with the Maricopa County Environmental Health Code Percent of all permitted wastewater treatment N/A N/A N/A 100.0% N/A N/A plants receiving the required number of inspections Number of wastewater treatment plant 56 48 48 48 0.0% inspections provided Number of wastewater treatment plant 57 48 48 48 0.0% inspections required Expenditure per wastewater treatment plant $ 2,197.00 $ 2,431.96 $ 2,205.92 $ 2,476.83 $ (44.88) -1.8% inspection provided Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 178,500 178,500 $ $ 156,600 156,600 $ $ 158,700 158,700 $ $ 119,700 119,700 $ $ (36,900) (36,900) -23.6% -23.6% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 123,032 123,032 $ $ 116,734 116,734 $ $ 105,467 105,467 $ $ 118,888 118,888 $ $ (2,154) (2,154) -1.8% -1.8% Expenditure Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand. The demand is expected to remain flat in FY 2013 compared to FY 2012 as the economic climate continues to affect the construction industry. The FY 2013 increase in expenditures is due to a percentage change in allocation of employees to other activities. The FY 2013 decrease in revenue is due to an anticipated decline in re-use permits. 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. Measure Type Result Result Result Result Result Output Output Output Output Measure Description Percent of onsite facility initial plan reviews provided within 10 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 wastewater treatment plant and reuse/recharge system initial plan reviews provided within 40 days Percent of all permitted wastewater treatment plants receiving the required number of inspections Number of onsite facility initial plan reviews provided Number of sewer collection system construction initial plan reviews provided Number onsite, recharge/wastewater treatment plant and sewer collection initial plan reviews provided Number of wastewater treatment plant and reuse/recharge system initial plan reviews provided FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 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% 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% N/A N/A 731 780 658 504 (276) -35.4% 171 192 174 208 16 950 1,020 893 84 (936) -91.8% 48 48 61 84 36 75.0% 530 8.3% Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Output Output Output Output Demand Demand Demand Demand Efficiency Measure Description Number of onsite facility inspections provided Number of wastewater treatment plant and reuse/recharge system construction authorizations (ATC) provided Number of sewer collection system construction authorizations (ATC) provided Number of wastewater initial plan review provided Number of onsite plan reviews requested Number of wastewater treatment plant and reuse/recharge system plan reviews requested Number of sewer collection system construction plan approvals requested Number of onsite facility inspections requested Expenditure per wastewater initial plan review provided REV VS ADOPTED VAR % (96) -15.0% 8 16.7% FY 2011 ACTUAL 614 47 FY 2012 REVISED 640 48 FY 2012 FORECAST 595 55 FY 2013 ADOPTED 544 56 176 192 172 148 (44) -22.9% 950 1,020 778 504 (516) -50.6% 731 37 640 48 588 50 544 56 (96) 8 -15.0% 16.7% 174 192 174 208 16 614 780 660 544 (236) -30.3% (1,017.54) -86.1% 8.3% $ 1,239.55 $ 1,181.20 $ 1,487.06 $ 2,198.74 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 859,430 859,430 $ $ 699,538 699,538 $ $ 706,761 706,761 $ $ 733,777 733,777 $ $ 34,239 34,239 4.9% 4.9% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,177,572 $ 1,177,572 $ 1,108,166 $ 1,108,166 $ $ 96,662 96,662 8.0% 8.0% Revenue Expenditure $ 1,204,828 $ 1,204,828 $ 1,167,009 $ 1,167,009 Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand for all measures within this Activity. The decrease in expenditures is due to the shifting of a Development Services Technician to the Health Code Permitting Activity in FY 2013. The FY 2013 increase in revenue is due to an increase in septic record searches from title companies. 531 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change 30,000 $ (11,403) $ (11,403) - $ 4,100,940 $ 30,000 $ (7,954) $ (7,954) - $ 4,092,986 $ 30,000 $ 16,090 $ 16,090 (170,128) $ (16,090) (154,038) - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Personnel Savings Other Reductions Department savings from Polymerase Chain Reaction Machine Fees and Other Revenues ProgRevenue Volume Inc/Dec 4,112,343 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ $ (154,038) FY 2013 Tentative Budget $ - $ - (18,000) (18,000) $ 3,938,948 $ -3.8% 12,000 -60.0% $ (21,581) $ (21,581) - $ 3,917,367 $ -4.3% 12,000 -60.0% Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 213,906 $ - FY 2012 Revised Budget $ 213,906 $ - $ (213,906) $ (213,906) - $ - $ - $ 124,000 $ 124,000 - $ 124,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Five Foggers Laminar Flow Hood Charging Stations with Infrastructure Vector File Print Server Agenda Item: $ FY 2013 Adopted Budget g g 532 78,000 15,000 6,000 25,000 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Environmental Services Grant Fund (505) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Smok e Free Arizona IGA $ 689,100 $ 689,100 $ 1,000 $ 1,000 1,000 1,000 $ 690,100 $ 690,100 $ (1,000) $ (1,000) $ 689,100 $ 689,100 $ (689,100) $ (689,100) (689,100) (689,100) $ - $ -100.0% -100.0% Agenda Item: C-88-12-013-G-00 FY 2012 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Smok e Free Arizona IGA Agenda Item: C-88-12-013-G-00 FY 2013 Budget Target Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation (1,000) (1,000) Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Environmental Services Grant Fund (505) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED (247) $ FY 2012 REVISED (246) $ FY 2012 FORECAST Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 689,020 689,020 $ $ 689,100 689,100 $ $ 690,100 690,100 $ $ Uses: Operating Total Uses: $ $ 689,771 689,771 $ $ 689,100 689,100 $ $ 690,100 690,100 Structural Balance $ (751) $ - $ Accounting Adjustments $ (3) $ - $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ $ (1,001) $ (1,001) $ (246) $ (246) $ 533 (246) $ FY 2013 ADOPTED (1,001) $ - 689,100 689,100 $ $ - $ $ 688,099 688,099 $ $ - - $ 1,001 $ - - $ - $ - (246) $ (246) $ - $ $ - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Non Recurring Environmental Services Vehicle Exchange 18,842,756 $ 1,351 $ 1,351 - $ 18,844,107 $ 18,842,756 $ (52,640) $ (52,640) (1,351) $ (1,351) - $ 18,790,116 $ 18,842,756 $ 107,780 $ 107,780 50,500 $ 158,280 (107,780) - $ - 523,922 523,922 $ 18,948,396 $ 0.8% 19,366,678 2.8% $ (23,686) $ (23,686) - $ 18,924,710 $ 0.7% 19,366,678 2.8% C-88-12-008-V-00 Agenda Item: $ C-88-12-008-V-00 FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec 18,842,756 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Non Recurring Environmental Services Vehicle Exchange $ Agenda Item: $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 534 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Non Recurring Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Non Recurring Vehicle Air Qual to Env Svcs FY 12 1 Eastern Reginal Office Purchase $ 3,035,406 $ 35,406 3,000,000 - $ 5,307,241 $ - $ (5,307,241) $ (35,406) (3,000,000) (2,271,835) - $ - $ - $ 3,589,604 $ 3,000,000 - Agenda Item: C-88-12-001-V-00 C-88-12-002-2-00 Agenda Item: $ 3,000,000 $ 174,024 13,400 8,000 394,180 589,604 FY 2013 Tentative Budget g g Adjustments: Non Recurring Other Non-Recurring Accela Completion - C-88-12-001-V-00 C-88-12-002-2-00 FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Eastern Regional Office (Land Purchase & Build-out) Other Non-Recurring Replacement Vehicles Food Service Work er Card Printers & Cameras POS Terminals Miscellaneous IT Equipment 2,271,835 $ Agenda Item: FY 2012 Revised Budget Adjustments: Non Recurring Vehicle Air Qual to Env Svcs FY 12 1 Eastern Reginal Office Purchase Other Non-Recurring $ - $ 3,589,604 $ - $ 95,502 $ 95,502 - $ 3,685,106 $ - Agenda Item: $ FY 2013 Adopted Budget g g 535 95,502 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 7,872,395 $ 7,279,150 $ 7,279,150 $ 8,199,936 $ 6,712,369 Sources: Operating Total Sources: $ $ 19,705,886 19,705,886 $ $ 18,842,756 18,842,756 $ $ 18,842,756 18,842,756 $ $ 19,366,678 19,366,678 $ $ 19,366,678 19,366,678 $ $ 18,844,107 5,307,241 24,151,348 $ $ 18,547,004 2,307,241 20,854,245 $ $ 18,842,756 2,271,835 21,114,591 $ $ 17,723,195 1,655,166 19,378,361 $ 18,924,710 3,685,106 22,609,816 Structural Balance $ 1,982,691 $ - $ (1,351) $ 819,674 $ 441,968 Accounting Adjustments $ 16 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ $ 8,199,936 8,199,936 $ $ 5,007,315 5,007,315 $ $ 1,970,558 1,970,558 $ $ 6,712,369 6,712,369 $ $ 3,469,231 3,469,231 Uses: Operating Non-Recurring Total Uses: 536 $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Analysis by Harold Sigüenza, 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 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 (AIMS-II) wireless fuel management systems on all County on-road vehicles and monitoring idling time to maximize vehicle efficiency. Department Specific By 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. 537 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 15,941,174 $ 952,658 12,976,459 $ 873,984 17,944,901 $ 873,984 16,845,130 $ 527,440 15,711,672 $ 873,984 (2,233,229) - -12.4% 0.0% (2,233,229) 0.0% -11.8% RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ 46,201 16,940,033 $ 33,372 13,883,815 $ 33,372 18,852,257 $ 29,983 17,402,553 $ 33,372 16,619,028 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ - $ - $ - $ - $ - $ - $ 37,868 $ 37,868 $ 37,868 37,868 N/A N/A GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 21,030 $ 21,030 $ 25,424 $ 25,424 $ 25,424 $ 25,424 $ 18,990 $ 18,990 $ 25,424 $ 25,424 $ - 0.0% 0.0% TOTAL PROGRAMS $ 16,961,063 $ 13,909,239 $ 18,877,681 $ 17,421,543 $ 16,682,320 $ (2,195,361) -11.6% 14,831,619 $ 310,651 16,139 15,158,409 $ 12,600,956 $ 219,257 116,279 12,936,492 $ 17,558,058 $ 218,572 116,243 17,892,873 $ 15,990,439 $ 213,364 115,266 16,319,069 $ 14,751,396 $ 220,743 26,269 14,998,408 $ 2,806,662 (2,171) 89,974 2,894,465 16.0% -1.0% 77.4% 16.2% 291,583 $ 25,981 651,294 968,858 $ 180,061 $ 907,429 1,087,490 $ 179,161 $ 905,537 1,084,698 $ 179,544 $ 848,103 1,027,647 $ 199,717 $ 820,161 1,019,878 $ (20,556) 85,376 64,820 -11.5% N/A 9.4% 6.0% $ 532,241 $ 100,872 633,113 $ 464,844 $ 102,517 567,361 $ 464,844 $ 14,853 102,517 582,214 $ 433,135 $ 79,509 512,644 $ 444,047 $ 137,341 581,388 $ 20,797 14,853 (34,824) 826 4.5% 100.0% -34.0% 0.1% TOTAL PROGRAMS $ 16,760,380 $ 14,591,343 $ 19,559,785 $ 17,859,360 $ 16,599,674 $ USES FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ 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 $ 2,960,111 15.1% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED 3,282,771 13,615,030 16,897,801 $ $ SUBTOTAL $ 21,030 42,232 63,262 ALL REVENUES $ TOTAL SOURCES $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2012 REVISED 2,774,519 11,105,796 13,880,315 $ $ $ 25,424 3,500 28,924 16,961,063 $ 16,961,063 $ $ FY 2012 FORECAST 2,774,519 16,074,238 18,848,757 $ $ $ 25,424 3,500 28,924 13,909,239 $ 13,909,239 $ $ 538 FY 2013 ADOPTED 3,493,612 13,854,646 17,348,258 $ $ $ 18,990 54,295 73,285 18,877,681 $ 18,877,681 $ $ $ REVISED VS ADOPTED VAR % 2,672,160 $ 13,960,736 16,632,896 $ $ $ 25,424 24,000 49,424 17,421,543 $ 17,421,543 $ (102,359) (2,113,502) (2,215,861) -3.7% -13.1% -11.8% $ 20,500 20,500 0.0% 585.7% 70.9% 16,682,320 $ (2,195,361) -11.6% 16,682,320 $ (2,195,361) -11.6% Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VAR % FY 2013 ADOPTED 2,317,474 $ 174,713 926,652 16,388 (215,168) 301,187 3,521,246 $ 2,173,802 $ 103,142 918,764 9,275 197,346 3,402,329 $ 2,173,800 $ 103,142 918,766 9,275 197,346 3,402,329 $ 2,237,072 $ 139,933 918,626 11,877 169,669 3,477,177 $ 2,241,699 $ 125,346 988,859 165,577 3,521,481 $ SUBTOTAL $ 3,501,549 $ 8,164,648 33,674 85 11,699,956 $ 2,798,803 $ 5,646,712 244,840 545 8,690,900 $ 3,721,676 $ 9,692,281 244,840 545 13,659,342 $ 3,244,785 $ 9,029,098 60,934 22,975 12,357,792 $ 2,976,484 $ 8,058,251 43,400 5,603 11,083,738 $ SERVICES 0811 - HEALTH CARE SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ - $ 65,761 4,637 441,292 1,959 104,088 1,180 3,084 23,060 71,436 5,384 721,881 $ - $ 54,073 22,570 316,263 513,238 6,256 17,117 9,841 90,000 46,776 1,076,134 $ - $ 54,073 22,570 316,263 513,238 6,256 17,117 9,841 90,000 46,776 1,076,134 $ 222 $ 72,744 16,538 324,614 501,178 4,900 13,932 9,452 81,216 25,073 1,049,869 $ - $ 37,440 22,570 370,949 536,745 6,256 10,018 5,363 90,000 1,854 1,081,195 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 536 $ 132,707 151,706 107 285,056 $ 255,000 $ 532,338 600,000 4,392 30,250 1,421,980 $ 255,000 $ 532,338 600,000 4,392 30,250 1,421,980 $ 5,000 $ 330,508 604,372 4,392 30,250 974,522 $ ALL EXPENDITURES $ 16,228,139 $ 14,591,343 $ 19,559,785 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 532,241 $ 532,241 $ - $ - $ TOTAL USES $ 16,760,380 $ 14,591,343 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ (67,899) (22,204) (70,093) 9,275 31,769 (119,152) -3.1% -21.5% -7.6% 100.0% N/A 16.1% -3.5% 745,192 20.0% 1,634,030 16.9% 201,440 82.3% (5,058) -928.1% 2,575,604 18.9% 16,633 (54,686) (23,507) 7,099 4,478 44,922 (5,061) N/A 30.8% 0.0% -17.3% N/A -4.6% 0.0% 41.5% 45.5% 0.0% 96.0% -0.5% 5,000 $ 408,260 500,000 913,260 $ 250,000 124,078 100,000 4,392 30,250 508,720 98.0% 23.3% 16.7% 100.0% 100.0% 35.8% 17,859,360 $ 16,599,674 $ 2,960,111 15.1% - $ - $ - $ - $ - $ - $ - N/A N/A 19,559,785 $ 17,859,360 $ 16,599,674 $ 2,960,111 15.1% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ FUND TOTAL SOURCES $ 16,961,063 $ 16,961,063 $ 13,909,239 $ 13,909,239 $ 18,877,681 $ 18,877,681 $ 17,421,543 $ 17,421,543 $ 16,682,320 $ 16,682,320 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 16,961,063 $ 16,961,063 $ FY 2011 ACTUAL 13,909,239 $ 13,909,239 $ FY 2012 ADOPTED 18,877,681 $ 18,877,681 $ FY 2012 REVISED 17,421,543 $ 17,421,543 $ FY 2012 FORECAST 16,682,320 $ 16,682,320 $ FY 2013 ADOPTED FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING NON-RECURRING $ REVISED VS ADOPTED VAR % (2,195,361) (2,195,361) -11.6% -11.6% (2,195,361) -11.6% (2,195,361) -11.6% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 15,911,490 $ 848,890 16,760,380 $ 13,165,326 $ 1,426,017 14,591,343 $ 18,133,768 $ 1,426,017 19,559,785 $ 16,887,146 $ 972,214 17,859,360 $ 15,686,044 $ 913,630 16,599,674 $ 2,447,724 512,387 2,960,111 13.5% 35.9% 15.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 15,911,490 $ 848,890 $ 16,760,380 $ 13,165,326 $ 1,426,017 $ 14,591,343 $ 18,133,768 $ 1,426,017 $ 19,559,785 $ 16,887,146 $ 972,214 $ 17,859,360 $ 15,686,044 $ 913,630 $ 16,599,674 $ 2,447,724 512,387 2,960,111 13.5% 35.9% 15.1% 539 Maricopa County Annual Business Strategies FY 2013 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.20 4.00 1.00 7.20 4.20 3.00 7.20 4.20 3.00 .00 7.20 4.20 3.00 7.20 4.20 3.00 7.20 - 0.0% 0.0% N/A 0.0% 40.85 4.80 .15 45.80 53.00 41.65 3.00 .15 44.80 52.00 43.65 3.00 .15 46.80 54.00 43.65 3.00 .15 46.80 54.00 43.65 3.00 .15 46.80 54.00 - 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Administrative Supervisor Administrator Director - Equipment Services Equipment Svcs Administrator Executive Assistant Finance Support Supervisor Fleet Parts Specialist 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 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 15.00 13.00 15.00 15.00 15.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 14.00 12.00 13.00 13.00 13.00 3.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 5.00 5.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 53.00 52.00 54.00 54.00 54.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% Staffing by Fund 654 Department Total FUND EQUIPMENT SERVICES FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 53.00 52.00 54.00 54.00 54.00 53.00 52.00 54.00 54.00 54.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% General Adjustments Personnel: • • • Increase in regular benefits by $21,893 is due to the net impact of changes in the retirement contribution rates while experiencing a decrease in the cost of County-funded life insurance for each employee. Decrease in expenditure by $10,313 is due to a reduction of payroll hours from 2088 in FY 2012 to 2080 hour in FY 2013. Increase in Other Benefits and Internal Service Charges by $74,255 for the impact of the changes in Risk Management charges which were absorbed within the budget. 540 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Equipment Services Technology: • Increase Non Recurring Non Project by $16,000 for security cameras at various department locations. Vehicle Replacements: • Funding of $500,000 for the replacement of three heavy duty field trucks is included in the Non Recurring Non Project budget. 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 customers satisfied with the timeliness and/or professionalism of preventative maintenance services FY 2011 ACTUAL 4.4% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS RECOMM VAR % 0.0% 0.0% Percent of preventative maintenance services provided within the scheduled time frame 5.8% 100.0% 92.9% 95.9% (4.1%) -4.1% 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 N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 97.0% 97.1% 96.6% (0.4%) -0.4% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 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: Administrative mandate. 541 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 97.0% 99.6% FY 2013 ADOPTED 96.6% N/A 100.0% 100.0% 100.0% N/A 27,413 23,840 N/A N/A 2,799,161 27,413 2,736,560 27,635 N/A $ 640.50 $ 670.74 $ REV VS ADOPTED VAR % (0.4%) -0.4% 0.0% 0.0% 23,804 (3,609) -13.2% 2,551,521 24,854 (247,640) (2,559) -8.8% -9.3% 619.85 $ 20.65 3.2% Revenue 654 - EQUIPMENT SERVICES TOTAL SOURCES $ 15,941,174 $ 15,941,174 $ 17,944,901 $ 17,944,901 $ 16,856,288 $ 16,856,288 $ 15,711,672 $ 15,711,672 $ (2,233,229) $ (2,233,229) -12.4% -12.4% 654 - EQUIPMENT SERVICES TOTAL USES $ 14,831,619 $ 14,831,619 $ 17,558,058 $ 17,558,058 $ 16,225,137 $ 16,225,137 $ 14,751,396 $ 14,751,396 $ 2,806,662 $ 2,806,662 16.0% 16.0% Expenditure Activity Narrative: The FY 2012 budget consolidated 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. FY 2012 experienced an end of the year budget adjustment due to the increase in fuel costs. FY 2013 fuel costs are expected to stabilize and reflect FY 2011 numbers. 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: Administrative mandate. Measure Type Result Result Output Output Demand Efficiency 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 Number of preventative maintenance services completed within a scheduled time frame Number of preventative maintenance services provided Number of vehicles due for preventative maintenance services Expenditure per preventative maintenance service provided FY 2011 ACTUAL 4.4% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 5.8% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 90.5% 95.9% (4.1%) -4.1% 4,773 5,844 4,818 5,121 (723) -12.4% 5,750 5,844 5,338 5,341 (503) -8.6% 2,529 7,998 7,762 7,242 (756) -9.5% (3.93) -10.5% $ 54.03 $ 37.40 $ 39.97 $ 41.33 $ 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 952,658 952,658 $ $ 873,984 873,984 $ $ 579,698 579,698 $ $ 873,984 873,984 $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ $ 310,651 310,651 $ $ 218,572 218,572 $ $ 208,888 208,888 $ $ 220,743 220,743 $ $ Revenue - 0.0% 0.0% Expenditure 542 (2,171) (2,171) -1.0% -1.0% Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget PM Provided Within Scheduled Timeframe Services 6,500 6,000 5,500 5,000 4,500 4,000 FY 2011 Actual FY 2012 Revised FY 2012 Forecast FY 2013 Adopted Output Activity Narrative: The FY 2013 budget supports the Department in meeting 95.9% of the preventative maintenance services in the scheduled timeframe. The deployment of the AIMS-II management system provides 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 increasing due to purchases of needed replacement of capital equipment such as a Robin Air 134 Recovery Machine. The number of preventative maintenance services provided is expected to lower in FY 2012 due to additional staff training time. 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: Administrative mandate. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% $ 33,747 722 768 N/A 0.48 $ 624 723 723 624 186.29 $ 636 779 630 648 181.24 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 46,201 46,201 $ $ 33,372 33,372 $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ $ 16,139 16,139 $ $ 116,243 116,243 $ $ FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 609 743 643 621 43.13 (15) 20 (80) (3) 143.15 -2.4% 2.7% -11.1% -0.5% 76.8% $ 30,317 30,317 $ $ 33,372 33,372 $ $ - 0.0% 0.0% 114,360 114,360 $ $ 26,269 26,269 $ $ 89,974 89,974 77.4% 77.4% Expenditure Activity Narrative: The FY 2013 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. The FY 2012 budget included the purchase of two new vehicles added to the fleet. For FY 2013, the costs assigned to the rental pool activity are decreasing. There are no new vehicle being added to the fleet this year. 543 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations Equipment Services Fund (654) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments FY 12 Equip Svcs Year End Adj 13,909,239 $ 4,968,442 $ 4,968,442 4,968,442 4,968,442 $ 18,133,768 $ 18,877,681 $ (10,313) $ (10,313) - $ (4,968,442) $ (4,968,442) (4,968,442) (4,968,442) $ 13,155,013 $ 13,909,239 $ 21,893 $ 21,893 2,509,138 $ 2,509,138 2,773,081 2,773,081 15,686,044 $ 19.2% 16,682,320 19.9% C-74-12-006-2-00 Agenda Item: C-74-12-006-2-00 FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges 13,165,326 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Supplemental Funding Mid Year Adjustments FY 12 Equip Svcs Year End Adj $ Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 1,426,017 $ - FY 2012 Revised Budget $ 1,426,017 $ - $ (1,426,017) $ (1,426,017) - $ - $ - $ 913,630 $ 216,000 - 697,630 - 913,630 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Carwash Recycler Upgrade (Mesa, Surprise, Downtown) Security Cameras Other Non-Recurring Heavy Duty Field Truck Heavy Duty Field Truck /Tank er RFID Rec For Carwash Motorpool Key Reservations Sys Above Ground Dyno Welder Tig and Mig Combinations Robin Air 134 Recovery Machine Above Ground Lift Agenda Item: FY 2013 Adopted Budget $ 200,000 16,000 $ 150,000 350,000 40,000 10,000 100,000 10,000 5,630 32,000 $ 544 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Fund (654) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 2,690,834 $ 2,355,234 $ 2,355,234 $ 2,891,522 $ 2,453,705 Sources: Operating Total Sources: $ $ 16,961,063 16,961,063 $ $ 13,909,239 13,909,239 $ $ 18,877,681 18,877,681 $ $ 17,421,543 17,421,543 $ $ 16,682,320 16,682,320 $ $ $ $ 16,887,146 972,214 17,859,360 $ $ 18,133,768 1,426,017 19,559,785 $ $ 13,165,326 1,426,017 14,591,343 $ 15,686,044 913,630 16,599,674 Uses: Operating Non-Recurring Total Uses: $ 15,911,490 848,890 16,760,380 Structural Balance $ 1,049,573 $ 743,913 $ 743,913 $ 534,397 $ 996,276 Accounting Adjustments $ 5 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ $ 2,891,522 2,891,522 $ $ 1,673,130 1,673,130 $ $ 1,673,130 1,673,130 $ $ 2,453,705 2,453,705 $ $ 2,536,351 2,536,351 545 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Facilities Management Facilities Management Analysis by Harold Sigüenza, Management and Budget Analyst Summary Mission The Mission of Facilities Management is to provide fiscally responsible facilities and facility-related services to the citizens and employees of Maricopa County so they can enjoy an efficient and safe environment. Vision The vision of the Facilities Management Department is to convert capital funds into exceptional facility solutions and provide responsive facility services to every customer, every time, in a collaborative, efficient, and innovative manner while being fiscally prudent. Strategic Goals Safe Communities By June 30, 2013, Facilities Management 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 infrastructure to Federal, State, and local safety and operational standards Status: Each critical maintenance task is prioritized from a scale of 1 to 5, 5 being severe and in need of immediate attention. As the Department receives tasks, they are prioritized and assigned to technicians to be completed in a given time frame. FMD is projected to meet this goal in FY 2012 and will continue the current methodology to meet this goal for FY 2013. Sustainable Environment Maricopa County Facilities Management will demonstrate leadership in environmental stewardship whereby actual energy use will be no more than 26 kilowatt hours per square foot in County buildings by June 30, 2013; and, by June 30, 2015, all new buildings built by Maricopa County will be Leadership in Energy and Environmental Design (LEED) certified Status: The County currently realizes an annual savings of approximately 2.6 kilowatt hours per square foot from the Energy Savings Services Contract (ESCO) that is scheduled to be completed in September 2012. Presently, the trend line for the rolling 12 month energy use per square foot indicates compliance with the goal; however, other factors outside of FMD’s control may affect FMD’s ability to maintain the trend towards compliance. Most notably is the ongoing Infrastructure Refresh project which will increase the actual energy use in County buildings. FMD will monitor the energy usage of the Infrastructure Refresh project to evaluate its impact on achieving this strategic goal. 546 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Quality Workforce In order to maintain the quality of Facilities Management service delivery to the public, by June 30, 2014, Facilities Management 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: FMD us working to achieve this goal by 2014. In FY 2012, the Department achieved a 5.92 on the employee satisfaction rating. Currently the Department has an employee-based committee that is focused on achieving a 6.2 or higher on the employee satisfaction rating by addressing the various criteria in the survey with all employees. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % FPDS - FAC PLANNING AND ENERGY MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT $ $ - $ - $ - $ - $ - $ - $ 34,051 $ 34,051 $ - $ - $ - N/A N/A ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 83,191 $ 83,191 $ 82,712 $ 82,712 $ 82,712 $ 82,712 $ 82,839 $ 82,839 $ 73,998 $ 73,998 $ (8,714) (8,714) -10.5% -10.5% TOTAL PROGRAMS $ 83,191 $ 82,712 $ 82,712 $ 116,890 $ 73,998 $ (8,714) -10.5% 4,673,929 $ 9,158,524 13,832,453 $ 6,225,982 $ 12,015,351 18,241,333 $ 6,234,963 $ 11,973,456 18,208,419 $ 5,131,339 $ 10,362,214 15,493,553 $ 6,421,846 $ 11,792,709 18,214,555 $ (186,883) 180,747 (6,136) -3.0% 1.5% 0.0% 22,357,420 $ 20,280,291 42,637,711 $ 24,371,959 $ 26,872,667 51,244,626 $ 27,107,364 $ 26,507,772 53,615,136 $ 21,596,903 $ 23,553,309 45,150,212 $ 42,104,141 $ 26,639,180 68,743,321 $ (14,996,777) (131,408) (15,128,185) -55.3% -0.5% -28.2% 94,501 $ 235,433 85,939 870,741 141,583 1,428,197 $ 98,185 $ 286,281 128,746 1,457,836 229,964 2,201,012 $ 118,955 $ 232,614 128,746 1,520,417 226,298 2,227,030 $ 110,227 $ 244,073 85,818 1,511,834 188,282 2,140,234 $ 275,379 $ 188,918 2,180,787 145,463 2,790,547 $ (156,424) 43,696 128,746 (660,370) 80,835 (563,517) -131.5% 18.8% 100.0% -43.4% 35.7% -25.3% - $ 71,817 71,817 $ - $ 166,743 166,743 $ (34,579) $ 166,743 132,164 $ - $ 166,740 166,740 $ - $ 230,679 230,679 $ (34,579) (63,936) (98,515) 100.0% -38.3% -74.5% $ 147,890 $ 50,737 76,162 22,830 297,619 $ 257,590 $ 45,210 102,631 24,628 430,059 $ 257,590 $ 45,210 102,631 24,628 430,059 $ 214,414 $ 33,857 71,980 17,582 337,833 $ 137,590 $ 13,000 150,590 $ 120,000 45,210 89,631 24,628 279,469 46.6% 100.0% 87.3% 100.0% 65.0% TOTAL PROGRAMS $ 58,267,797 $ 72,283,773 $ 74,612,808 $ 63,288,572 $ 90,129,692 $ USES BLDR - BUILDINGS AND GROUNDS FAMT - FACILITIES MAINTENANCE 70OM - BLDG OPERATIONS AND MAINT $ $ FACM - FACILITIES CONSTRUCTION MGMT FPDS - FAC PLANNING AND ENERGY MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT $ 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 $ $ $ $ 547 (15,516,884) -20.8% Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 83,191 83,191 $ $ 82,712 82,712 $ $ 82,712 $ 82,712 $ 116,890 116,890 $ $ 73,998 73,998 $ $ (8,714) (8,714) -10.5% -10.5% ALL REVENUES $ 83,191 $ 82,712 $ 82,712 $ 116,890 $ 73,998 $ (8,714) -10.5% TOTAL SOURCES $ 83,191 FY 2011 ACTUAL $ 82,712 FY 2012 ADOPTED $ 82,712 $ 116,890 FY 2012 FY 2012 REVISED FORECAST $ 73,998 FY 2013 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 $ $ (8,714) -10.5% REVISED VS ADOPTED VAR % 5,959,734 $ 101,262 2,147,452 89,989 (1,156,084) 371,748 7,514,101 $ 7,070,438 $ 70,200 2,631,720 298,604 (1,363,249) 528,370 9,236,083 $ 7,337,822 $ 70,200 2,677,370 298,604 (1,682,681) 528,370 9,229,685 $ 6,557,313 $ 89,591 2,419,562 230,221 (928,998) 519,596 8,887,285 $ 7,501,183 $ 70,000 2,799,105 126,400 (2,149,510) 1,727,484 10,074,662 $ 1,572,049 $ 83,983 50,513 9,864 1,716,409 $ 1,923,107 $ 91,282 12,855 2,027,244 $ 1,923,107 $ 91,282 12,855 2,027,244 $ 1,622,602 $ 91,300 6,938 9,532 1,730,372 $ 1,723,337 $ 91,282 2,266 1,816,885 $ 745 $ 2,770,755 55,551 25,993,608 97,250 7,806 6,150 524,869 19,355,731 (11,801,406) 11,808,693 48,819,752 $ 400 $ 205,500 47,935 31,936,666 736,510 5,000 8,004 600,681 26,228,864 7,454 59,777,014 $ 400 $ 205,500 47,935 34,672,099 736,510 5,000 8,004 600,681 25,828,864 7,454 62,112,447 $ 233 $ 1,272,149 51,657 26,526,426 671,782 4,222 11,436 507,237 22,789,344 (71,569) 896,525 52,659,442 $ 400 $ 205,500 898,384 42,056,346 13,602 847,635 5,000 8,004 600,681 26,228,864 162,715 71,027,131 $ 0.0% 0.0% (850,449) -1774.2% (7,384,247) -21.3% (13,602) N/A (111,125) -15.1% 0.0% 0.0% 0.0% (400,000) -1.5% N/A (155,261) -2082.9% (8,914,684) -14.4% $ 33,119 $ 683 175,429 8,304 217,535 $ - $ 1,193,432 50,000 1,243,432 $ - $ 1,193,432 50,000 1,243,432 $ - $ 11,473 11,473 $ - $ 6,800,000 255,277 155,737 7,211,014 $ N/A (6,800,000) N/A 1,193,432 100.0% (205,277) -410.6% N/A (155,737) N/A (5,967,582) -479.9% ALL EXPENDITURES $ 58,267,797 $ 72,283,773 $ 74,612,808 $ 63,288,572 $ 90,129,692 $ (15,516,884) -20.8% TOTAL USES $ 58,267,797 $ 72,283,773 $ 74,612,808 $ 63,288,572 $ 90,129,692 $ (15,516,884) -20.8% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ 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 0910 - LAND 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 548 (163,361) -2.2% 200 0.3% (121,735) -4.5% 172,204 57.7% 466,829 27.7% (1,199,114) -226.9% (844,977) -9.2% 199,770 10,589 210,359 10.4% 0.0% N/A 82.4% 10.4% Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ FUND TOTAL SOURCES $ 83,191 $ 83,191 $ 82,712 $ 82,712 $ 82,712 $ 82,712 $ 116,890 $ 116,890 $ 73,998 $ 73,998 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 83,191 $ 83,191 $ FY 2011 ACTUAL 82,712 $ 82,712 $ FY 2012 ADOPTED 82,712 $ 82,712 $ FY 2012 REVISED 116,890 $ 116,890 $ FY 2012 FORECAST 73,998 $ 73,998 $ FY 2013 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ REVISED VS ADOPTED VAR % (8,714) (8,714) -10.5% -10.5% (8,714) -10.5% (8,714) -10.5% REVISED VS ADOPTED VAR % 32,131,858 $ 1,892,893 34,024,751 $ 43,876,775 $ 1,337,495 45,214,270 $ 43,879,690 $ 3,672,509 47,552,199 $ 36,361,712 $ 1,400,259 37,761,971 $ 43,854,354 $ 13,248,007 57,102,361 $ 25,336 0.1% (9,575,498) -260.7% (9,550,162) -20.1% FUND TOTAL USES $ 23,267,438 $ 975,608 24,243,046 $ 27,069,503 $ 27,069,503 $ 27,060,609 $ 27,060,609 $ 25,526,601 $ 25,526,601 $ 27,079,383 $ 5,947,948 33,027,331 $ (18,774) (5,947,948) (5,966,722) DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 55,399,296 $ 2,868,501 $ 58,267,797 $ 70,946,278 $ 1,337,495 $ 72,283,773 $ 70,940,299 $ 3,672,509 $ 74,612,808 $ 61,888,313 $ 1,400,259 $ 63,288,572 $ 70,933,737 $ 19,195,955 $ 90,129,692 $ FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING NON-RECURRING $ -0.1% N/A -22.0% 6,562 0.0% (15,523,446) -422.7% (15,516,884) -20.8% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROCUREMENT PROGRAM TOTAL BLDG OPERATIONS AND MAINT BUILDINGS AND GROUNDS FACILITIES MAINTENANCE PROGRAM TOTAL CAPITAL FACILITIES DEVELOPMENT FAC PLANNING AND ENERGY MGMT FACILITIES CONSTRUCTION MGMT PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.25 4.00 3.75 2.00 11.00 1.25 3.00 4.75 2.00 11.00 2.50 3.00 3.50 2.00 11.00 2.50 3.00 3.50 2.00 11.00 3.50 3.00 3.50 1.00 11.00 1.00 (1.00) - 40.0% 0.0% 0.0% (50.0%) 0.0% 5.00 99.00 104.00 4.00 108.00 112.00 5.00 110.00 115.00 5.00 109.00 114.00 4.00 108.00 112.00 (1.00) (2.00) (3.00) (20.0%) (1.8%) (2.6%) 13.00 9.00 22.00 137.00 16.00 10.00 26.00 149.00 19.50 19.50 39.00 165.00 17.50 15.50 33.00 158.00 16.00 16.00 32.00 155.00 (3.50) (3.50) (7.00) (10.00) (17.9%) (17.9%) (17.9%) (6.1%) 549 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Facilities Management Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Admin/Operations Supv Administrator Business/Systems Analyst Business/Systems Analyst-Sr/Ld Deputy Director Deputy Director - Facilities Management Director - Facilities Mgt Dispatcher Electrician Electronic Technician Engineering Associate Engineering Technician Executive Assistant Facil Cap Proj & Plng Div Dir Facil Capital Project Div Mgr Facil Capital Project Mgr Facil Capital Project Mgr Sr Facil Contract Service Monitor Facil Lg Capital Project Exec Facil Opts & Maint Div Mgr Facilities Manager - Capital Projects Facilities Planner Facilities Planning Div Mgr Facilities Project Manager Facilities Project Manager Supervisor Finance Manager Finance Manager - Large Finance/Business Analyst General Laborer Grant-Contract Administrator Inspection Supervisor Inspector Materials Inventory Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Planner Procurement Officer - County Procurement Officer - Dept Program Coordinator Project Manager Trades Generalist Trades Manager Trades Specialist Trades Supervisor Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 10.00 10.00 10.00 10.00 9.00 10.00 10.00 10.00 10.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 8.00 4.00 4.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 8.00 6.00 2.00 1.00 1.00 1.00 2.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 4.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 5.00 5.00 4.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 23.00 23.00 23.00 23.00 21.00 1.00 1.00 46.00 50.00 49.00 49.00 49.00 7.00 8.00 8.00 8.00 8.00 137.00 149.00 165.00 158.00 155.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% N/A N/A 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% (4.00) (50.0%) 0.0% 0.0% 0.0% 0.0% N/A (6.00) (75.0%) 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% N/A 0.0% N/A 4.00 N/A N/A (1.00) (50.0%) 0.0% N/A (2.00) (8.7%) (1.00) (100.0%) 0.0% 0.0% (10.00) (6.1% ) Staffing by Fund 100 255 Department Total FUND GENERAL DETENTION OPERATIONS FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 106.00 119.00 135.00 128.00 125.00 31.00 30.00 30.00 30.00 30.00 137.00 149.00 165.00 158.00 155.00 550 REVISED TO ADOPTED VARIANCE VAR % (10.00) (7.4%) 0.0% (10.00) (6.1% ) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Facilities Management General Adjustments Personnel: General Fund (100) • Increase in regular benefits by $55,689 is due to the net impact of changes in the retirement contribution rates while experiencing a decrease in the cost of County-funded life insurance for each employee. • Decrease in expenditure by $26,737 is due to a reduction of payroll hours from 2088 in FY 2012 to 2080 hour in FY 2013. • Increase in Other Benefits and Internal Services Charges by $39,022 for the impact of the changes in Risk Management charges. • Decrease in personnel allocation in by $7,632 is due to the Public Works reorganization. Detention Fund (255) • Increase in regular benefits by $12,487 is due to the net impact of changes in the retirement contribution rates while experiencing a decrease in the cost of County-funded life insurance for each employee. • Decrease in expenditure by $6,140 is due to a reduction of payroll hours from 2088 in FY 2012 to 2080 hour in FY 2013. • Increase in Other Benefits and Internal Services Charges by $24,914 for the impact of the changes in Risk Management. Programs and Activities Facilities Operations & Maintenance Program The purpose of the Facilities Operations & Maintenance Program is to provide facilities, detention security system, buildings and grounds operations and maintenance services to Maricopa County departments so they can work and conduct business in a safe, functional environment. 551 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Facilities Management 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 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 FY 2011 ACTUAL 79.2% FY 2012 FY 2012 REVISED FORECAST 79.2% 74.3% FY 2013 ADOPTED 79.7% REV VS ADOPTED VAR % 0.5% 0.6% 88.3% 88.3% 85.1% 89.2% 0.9% 1.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 99.9% 100.0% 100.0% 0.1% 0.1% 36.9% 33.3% 41.2% 40.7% 7.4% 22.1% 95.0% 100.0% 99.9% 99.9% (0.1%) -0.1% 92.2% 92.2% 98.6% 98.6% 6.4% 7.0% 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. 552 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 79.2% FY 2012 FY 2012 REVISED FORECAST 79.2% 74.3% 88.3% 88.3% 85.1% 89.2% 0.9% 1.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 99.9% 100.0% 100.0% 0.1% 0.1% 2,706,194 2,706,194 $ REV VS ADOPTED VAR % 0.5% 0.6% FY 2013 ADOPTED 79.7% 1.73 3,173,430 3,173,430 $ 1.96 2,730,441 2,730,441 $ 1.88 3,208,456 3,208,456 $ 35,026 35,026 1.1% 1.1% 2.00 $ (0.04) -2.1% $ 5,659,475 762,371 $ 6,421,846 $ (186,883) (186,883) -3.4% 0.0% -3.0% Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 3,923,660 750,269 $ 4,673,929 $ 5,472,592 762,371 $ 6,234,963 $ 4,426,953 704,386 $ 5,131,339 $ Activity Narrative: Expenditures and the efficiency for FY 2013 have increased due to the addition of Sheriff and Library facilities that will be maintained by the Department. 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 2011 ACTUAL 36.9% FY 2012 FY 2012 REVISED FORECAST 33.3% 41.2% FY 2013 ADOPTED 40.7% REV VS ADOPTED VAR % 7.4% 22.1% 95.0% 100.0% 99.9% 99.9% (0.1%) -0.1% 92.2% 92.2% 98.6% 98.6% 6.4% 7.0% 35,161,664 36,253,876 36,701,280 36,702,596 448,720 1.2% 35,161,664 36,253,876 36,701,280 38,060,904 1,807,028 5.0% Number of (factored) square feet required to be maintained Total expenditure per square foot maintained $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 6,293,717 2,864,807 $ 9,158,524 0.26 $ 0.33 $ 8,886,177 3,087,279 $ 11,973,456 553 $ 0.28 $ 7,315,068 3,047,146 $ 10,362,214 $ 0.32 $ 0.01 2.6% $ 8,809,208 2,983,501 $ 11,792,709 $ 76,969 103,778 180,747 0.9% 3.4% 1.5% $ Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sqaure Feet of Facilities to be Maintained 40,000,000 38,000,000 36,000,000 34,000,000 32,000,000 30,000,000 28,000,000 26,000,000 24,000,000 22,000,000 20,000,000 FY 2011 Actual FY 2012 Revised FY 2012 Forecast FY 2013 Adopted Activity Narrative: The opening of the new Court Tower in FY 2012 added to the factored square feet of facilities to be maintained. Decreasing expenditures for FY 2013 are due to Department restructuring efforts which have shifted personnel; and right sizing of the supplies budget. 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 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 kilowatts per sq foot) Percent reduction in energy used by County facilities (kilowatt hours) FY 2011 ACTUAL 93.4% FY 2012 FY 2012 REVISED FORECAST 93.4% 93.4% FY 2013 ADOPTED 93.4% REV VS ADOPTED VAR % 0.0% 0.0% N/A 42.5% 42.5% 42.5% 0.0% 0.0% N/A 32.9% 32.9% 32.9% 0.0% 0.0% N/A 105.3% 105.3% 105.3% 0.0% 0.0% Activities that comprise this program include: • Facilities Planning and Energy Management • Facility Construction Management 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. 554 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates: Administrative mandate. Measure Type Result Result Result Output Demand Efficiency Revenue 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 kilowatts 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 FY 2011 ACTUAL N/A FY 2012 FY 2012 FORECAST REVISED 42.5% 42.5% FY 2013 ADOPTED 42.5% REV VS ADOPTED VAR % 0.0% 0.0% N/A 32.9% 32.9% 32.9% 0.0% 0.0% N/A 105.3% 105.3% 105.3% 0.0% 0.0% N/A 200 N/A 200 N/A $132,538.86 100 - GENERAL TOTAL SOURCES $ $ - 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 9,777,593 10,502,698 $20,280,291 $ $ - 120 120 $196,277.58 150 150 $177,755.48 (50) -25.0% (50) -25.0% $ (45,216.62) -34.1% $ $ $ $ - $ $ $14,439,180 12,200,000 $26,639,180 $ 34,051 34,051 - N/A N/A Expenditure $14,707,772 11,800,000 $26,507,772 $12,337,995 11,215,314 $23,553,309 $ 268,592 (400,000) (131,408) 1.8% -3.4% -0.5% Activity Narrative: The current methodology for measuring this activity was implemented in FY 2012. The FY 2013 measures are in line with the FY 2012 Forecast. The Detention Fund expenditures are increasing due to a one-time rebate from APS in the amount of $400,000 in FY 2013. The General Fund expenditures are decreasing due to updates in allocation methods. 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. 555 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 93.4% FY 2012 FY 2012 REVISED FORECAST 93.4% 93.4% FY 2013 ADOPTED 93.4% REV VS ADOPTED VAR % 0.0% 0.0% N/A N/A N/A N/A N/A N/A 318 318 318 318 - 0.0% - N/A N/A N/A N/A N/A - 0.0% Number of new, retrofitted, renovated or remodeled facility projects requested Total activity expenditure per new, retrofitted, renovated or remodeled facility project completed 401 401 401 401 $ 70,306.42 $ 85,243.28 $ 67,914.79 $ 125,375.95 $ (40,132.67) -47.1% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 12,300,546 10,056,874 $ 22,357,420 $ 15,866,601 11,240,763 $ 27,107,364 $ 11,161,485 10,435,418 $ 21,596,903 $ 25,315,430 16,788,711 $ 42,104,141 $ (9,448,829) (5,547,948) $(14,996,777) -59.6% -49.4% -55.3% Expenditure Activity Narrative: The number of facility projects varies year-to-year with respect to number, scope and complexity of projects. This Activity includes the projects that are part of the annual Major Maintenance Program. Increase in expenditures for FY 2013 is due to carry-over major maintenance projects from FY 2012, as well as new projects that have one-time funding. 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 168 buildings, based on replacement cost approaches $3.112 billion, exclusive of land. It is, therefore, imperative that the system be managed with the same discipline that the County has used to manage their financial assets. This includes continual improvements to the Building System, not only from a capital perspective but also from an operations and maintenance perspective. Planning capital actions based on the needs of buildings, and not based exclusively on departmental needs, is required to maintain or improve facility conditions. The Facility Condition Index (FCI) provides a measurement tool and represents the relative physical condition of a building, a grouping of buildings or a building system. The FCI measures the estimated cost of the current deficiencies including recommended improvements and compares that with the 556 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Facilities Management projected replacement cost of the facility, grouping of buildings or building system. Life cycle costing of building systems and components provides the basis of this measurement. The formula used to express the FCI is as follows: Facility Condition Index = Total Cost of Deficiencies ($) 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”. 557 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 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 PROJECT TITLE CURRENT EXPECTED FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FIVE YEAR FCI FCI YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Total General Fund (100) Facility Renovation ADMINISTRATION BUILDING (ADM0) 11.86 11.77 $ 930,847 $ 741,933 $ - Replace Emergency Generator 11.86 11.72 250,000 - - - - 250,000 HVAC Duct Cleaning 11.86 11.86 165,000 - - - - 165,000 New Carpeting and Paint 11.86 11.81 87,780 - - - - 87,780 New Carpet, Ceiling Repairs, Paint & Wall Covering 11.86 11.80 110,000 - - - - 110,000 MCAO Floors: New Counters in Restrooms, New 11.86 11.68 318,067 - - - 1,060,000 741,933 $ - $ - $ 1,672,780 Carpet, Ceiling Repairs, Paint & Wall Covering APACHE LAKE STATION (ALK0) $ Walking Dock Under Boat House BLACK CANYON HWY BUILDING (BKC0) Replace Fire Alarm System 21.20 21.2 109,511 $ - 19.98 109,511 - $ Walking Dock Under Boat House 37.64 37.51 $ Replace VFD's for JOY Fans Refurbish Piping, Electrical and Damaged Louvers CENTRAL COURT BUILDING (CCBI) $ Elevator Refresh CHANGE OF VENUE 3307 (COV0) - 19.98 $ BARTLETT LAKE STATION (BLK0) CENTRAL COURT BUILDING (CCB0) 47,600 $ 47,600 47,600 $ - 47,600 - $ - $ $ - $ $ - - $ - $ - $ - - - - - 50,000 - - - - 5,800,000 $ - 5,800,000 - $ - $ - - $ 50,000 $ 5,800,000 5,800,000 Repair/Replace Sanitary Sewer Piping 39.82 37.85 100,000 - - - - 100,000 Repair/Replace Drains & Grease Traps 39.82 37.85 100,000 - - - - 100,000 255,277 $ - 255,277 - DURANGO ANIMAL CARE 1417 (DAC0) $ Fiber Glass Reinforcement, Fence Slates, Kiosk 75,768 $ - 75,768 - - $ $ - - $ $ - - - 270,000 220,000 $ 47,600 47,600 - $ - 109,511 $ 200,000 $ $ $ - 109,511 37.85 $ For Downtown Data Center - $ 39.82 DATA CENTER GENERATOR (DCGN) $ - $ 47,600 47,600 - 220,000 - - $ - $ - 270,000 $ $ - $ - $ - - $ $ $ - - 200,000 255,277 255,277 $ - 75,768 75,768 and Security Window Speakers DURANGO CAFETERIA 1918 (DCF0) Replace Ceiling Tile and Grid 65.14 62.39 $ 35,000 $ - 65.14 62.39 35,000 - DURANGO MASTER PLAN (DMP0) $ Plan For Future Development DURANGO PARKING GARAGE (DPK0) $ New Electrical Room DURANGO PARKS FIELD OPS 14 (DPR0) $ Replace three Evap Coolers DURANGO SOCIAL SERVICES/MCSO SWAT (DSS0) 250,000 $ - 250,000 - 300,000 $ - 300,000 - 29,970 $ - 29,970 - $ - $ $ - $ - - $ - - $ 250,000 35,000 - 250,000 $ $ - 300,000 $ 29,970 $ 500,277 - - Replace Ceiling 66.32 61.96 290,277 - - - - Install Six New Card Readers 66.32 64.97 90,000 - - - - 90,000 Install Showers For Tactical Operations Units 39.82 37.85 120,000 - - - - 120,000 26.19 22.85 $ 189,700 $ - 125,200 - - - - 64,500 - - - - Expand Computer Server Room ELECTIONS WAREHOUSE 6205 (EWH1) Replace Generator EQUIPMENT SERVICES (EQS0) Change Overhead Electrical Service to Underground 8.03 8.03 8.03 $ 475,000 $ - 8.03 475,000 - 54.75 54.75 $ 700,000 $ - 54.75 54.75 700,000 - $ - - $ $ $ - - - $ $ $ - - - 29,970 500,277 $ $ $ 300,000 63.82 $ Replace Air Handler - 35,000 $ $ $ 66.32 EMERGENCY SERVICES ADMINISTRATION BUILDING (ESA0) - $ - $ - - $ $ $ - $ - - - - - 411,328 $ 411,328 - 0.00 0.00 $ 372,663 $ - Replace Carpet W/Carpet Tile & Sheet Vinyl 112,161 - - - - New Epoxy Flooring 260,502 - - - - 234,000 $ - 234,000 - Remodel Office FORENSIC SCIENCE BUILDING (FSB0) FORENSIC SCIENCE BUILDING GARAGE (FSG1) $ HVAC 558 - $ - $ - $ - - $ - $ - $ - - $ - 64,500 $ - 475,000 475,000 $ 700,000 $ 411,328 $ 372,663 700,000 - $ 189,700 125,200 - 0.00 $ $ $ $ 0.00 FACILITIES MANAGEMENT (FMD0) 290,277 411,328 112,161 260,502 $ 234,000 234,000 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Major Maintenance Project Summary (continued) PROJECT TITLE CURRENT EXPECTED FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FIVE YEAR FCI FCI YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Total General Fund (100) Facility Renovation GLENDALE REG DAY CENTER (GDC0) 44.08 42.35 $ Replace Fire Alarm System 44.08 43.06 57,000 - - - - 57,000 Install Security Fencing and Card Readers 44.08 41.63 305,000 - - - - 305,000 0.00 Jackson St Garage (JSG0) 0.00 $ New Carpet, Ceiling Repairs, Paint & Wall Covering LL WEST COURT BUILDING RELOCATION (LLW1) Relocation MCSO WAREHOUSE AND COUNTY PROCUREMENT (SWP0) Replace Fire Alarm System MESA DAY REPORTING CENTER (MDR0) 362,000 $ - 30,000 $ - 30,000 - 37.37 37.37 $ 783,022 $ - 37.37 37.37 783,022 - 8.29 7.94 $ 40,000 $ - 8.29 7.94 40,000 - $ $ - - $ $ $ - $ - $ - $ 30,000 $ 783,022 30,000 $ - 783,022 $ 40,000 $ 622,925 - - Install Fire Sprinklers & Fire Alarm System 26.77 20.59 456,818 - - - - 456,818 Build Additional Restrooms 26.77 25.26 111,344 - - - - 111,344 Install Server Room Air Conditioner 26.77 26.5 19,763 - - - - 19,763 New Carpet, Ceiling Repairs, Paint & Wall Covering 26.77 26.30 35,000 - - - - 60,000 $ - 60,000 - New Carpet, Ceiling Repairs, Paint & Wall Covering NORTHEAST CONSOLIDATED COURTS (NECC) $ Drainage Work NORTHWEST REGIONAL CENTER 2029 (NRC0) $ New Carpet, Ceiling Repairs, Paint & Wall Covering PROBATION REVOCATION RELOCATION (PRR1) $ Relocation PUBLIC HEALTH CLINIC (PHC0) $ $ - $ - - $ - - 40,000 622,925 $ 0.00 $ $ 362,000 24.66 $ 0.00 - - $ - $ - 26.77 NORTHEAST CONSOLIDATED COURTS (NEC0) - $ $ $ - $ - $ - - - 50,000 $ - 50,000 - 448,596 $ - 448,596 - 101,000 $ - $ - $ $ - $ - - 70,000 60,000 - 70,000 $ $ $ $ $ - $ - 60,000 - 70,000 70,000 35,000 $ - $ $ - 50,000 50,000 448,596 448,596 $ 101,000 New Carpet, Ceiling Repairs, Paint & Wall Covering 50,000 - - - - 50,000 New Pass Through Window & Mill Work 51,000 - - - - 51,000 2,500,000 $ - 1,250,000 - 1,250,000 - SECURITY BUILDING (SCB1) $ Building 4137 6.24 6.24 48.55 48.55 Window Project Building 4157 Window Project SIMS RELOCATION (SIM1) $ Work Box Relocation SOUTHEAST COMPLEX (SEC0) New Carpet, Ceiling Repairs, Paint & Wall Covering SOUTHEAST JUVENILE COURTS (SEV0) 730,815 $ - 730,815 - 20.24 20.19 $ 50,000 $ - 20.24 20.19 50,000 - 13.04 12.81 $ $ - $ - - $ - - - 730,815 $ 50,000 $ 374,500 - 200,000 - - - - 200,000 100,000 - - - - 100,000 Convert Conference Room Into Hearing Rooms 24,500 - - - - 24,500 New Carpet, Ceiling Repairs, Paint & Wall Covering 50,000 - - - - Tenant Imporvements 850,000 - 217,217 $ - $ - $ - - - 37.28 92,217 - - - - 92,217 Replace High Side Hot Water Pumping Station 37.37 37.24 125,000 - - - - 125,000 37.37 37.37 $ 817,500 $ - 37.37 37.37 817,500 - - 741,933 $ - Facility Renovation Subtotal PROJECT TITLE $ 19,342,116 $ - $ $ - $ - 850,000 37.37 $ $ 850,000 Add 40 Panic Alarms In Offices - - 50,000 $ 37.26 $ $ $ - 37.37 Air Handler 2 Work - $ WEST COURT BUILDING (WCB0) WEST COURT BUILDING (WCB1) $ - - 50,000 Rekey Court House - $ 730,815 Replace Water Softeners 850,000 $ - 1,250,000 $ - $ $ 1,250,000 $ 2,500,000 374,500 $ UA COOPERATIVE EXTENSION - - $ $ - $ - - $ $ $ - $ - - $ $ 217,217 817,500 - 817,500 - $ 20,084,049 CURRENT EXPECTED FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FIVE YEAR FCI FCI YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Total 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 General Fund (100) Major Maintenance BUILDING ASSESSMENT (AST0) CODE COMPLIANCE (CCR0) ENERGY MANAGEMENT PROGRAM (ENG0) ENVIROMENTAL PROGRAM (ENV0) ESTIMATING PROGRAM (PFE0) PLANNING & PROJECT MANAGEMENT (PPM0) BUILDING SECURITY (SCT0) LIFE/SAFETY PROGRAM (SFY0) $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 1,250,000 200,000 200,000 200,000 200,000 200,000 1,000,000 400,000 400,000 400,000 400,000 400,000 2,000,000 100,000 100,000 100,000 100,000 100,000 500,000 500,000 500,000 500,000 500,000 500,000 2,500,000 300,000 300,000 300,000 300,000 300,000 1,500,000 200,000 200,000 200,000 200,000 200,000 1,000,000 250,000 250,000 250,000 250,000 250,000 1,250,000 5,635,972 6,377,905 6,377,905 6,377,905 24,769,687 2,200,000 $ 7,835,972 $ 8,577,905 $ 8,577,905 $ 8,577,905 $ 35,769,687 Total Fund 100 $ 21,542,116 $ 8,577,905 $ 8,577,905 $ 8,577,905 $ 8,577,905 $ 55,853,736 MAJOR MAINTENANCE PROJECT RESERVE Major Maintenance Subtotal $ 559 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Major Maintenance Project Summary (continued) PROJECT TITLE CURRENT EXPECTED FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FIVE YEAR FCI FCI YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Total Dentention Fund (255) Facility Renovation AVONDALE SUBSTATION (AVS0) 63.90 61.57 $ Relocate Gate Control and Security Camera and New 275,000 $ - $ - $ - $ - 75,000 - - - - $ 275,000 75,000 Security Camera In Lobby Sound Proof Interview Rooms Expand Hirsch System To All Doors DURANGO JAIL INFRASTRUCTURE IMPROVEMENTS (DDJS) $ Infrastructure Improvements DURANGO JUVENILE (DRV0) 0.00 0.00 $ 50,000 - - - - 50,000 150,000 - - - - 150,000 4,947,948 - - - - 4,947,948 - - - - 1,050,000 $ - $ - $ - $ - Build 2nd Level Anit-Jump Safety Fence 650,000 - - - - Install Electronic Automation System 400,000 - - - - 250,000 $ - 250,000 - DURANGO MASTER PLAN (DMP0) $ Plan For Future Development ESTRELLA JAIL (ESJ0) $ Building 1403 18.90 1,190,728 $ - $ - $ - $ - $ - $ - $ 4,947,948 $ - 1,050,000 650,000 400,000 $ 250,000 $ 1,190,728 $ 4,947,948 250,000 18.60 Replace Copper Hot Water Lines 200,000 - - - - 200,000 HVAC Air & Water Balance 200,000 - - - - 200,000 Security Walks 400,000 - - - - 400,000 Install Security Cameras & Monitors for N & O Dorms 225,728 - - - - 225,728 Replace Hot Water Heaters 165,000 - - - Building 1412 11.40 4TH AVENUE JAIL (FAJ0) 8.05 0.00 0.00 $ - Vandal-Proof Repairs 100,000 - - - - 100,000 HVAC Upgrade Lower Levels 206,000 - - - - 206,000 75,000 - - - - Install Pneumatic Door Control Compressor GILA BEND SUBSTATION AND JUSTICE COURT (GBS0) 13.07 10.88 $ Install Card Readers Replace Emergency Generator LOWER BUCKEYE JAIL COMPLEX (LBJ0) $ $ $ - - $ 131,252 - - - - 25,000 - - - - 156,252 131,252 25,000 - - - - 285,799 Remove and Replace Concrete At East Dock 139,210 - - - - 139,210 Reseal Asphalt Parking Lot and Drives 180,000 - - - - 180,000 Build Cross-Overs On Roof 392,147 - - - - 0.00 Building 1962 1.32 0.91 LOWER BUCKEYE JAIL COMPLEX (LBJC) 0.00 0.00 $ Central Plant Chillers & Heat Exchange TOWERS JAIL (TWJ0) $ Building 1611 43.51 43.51 8.97 7.77 16.71 16.02 Paint Interior and Exterior Of Building Building 1614 Repair Emergency Exit Ramp Building 1617 Install Cameras & Monitors in North & South Hallways Facility Renovation Subtotal PROJECT TITLE 1,000,000 $ - 1,000,000 - $ - $ - - - $ - 392,147 $ - 1,000,000 - - - - 664,264 80,235 - - - - 80,235 46,135 - - - 1,000,000 664,264 $ $ 997,156 - - - $ $ 790,634 $ $ 11,038,718 $ $ - 75,000 $ 285,799 0.00 $ 381,000 - Repair Infirmary Shower Drainage - - $ 997,156 $ Building 1961 $ $ - - - $ - 156,252 $ $ - $ 165,000 381,000 $ $ - $ $ 790,634 - 46,135 - $ 11,038,718 CURRENT EXPECTED FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FIVE YEAR FCI FCI YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 Total 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 Detention Fund (255) Major Maintenance BUILDING ASSESSMENT (AST0) CODE COMPLIANCE (CCR0) ENERGY MANAGEMENT PROGRAM (ENG0) ENVIROMENTAL PROGRAM (ENV0) ESTIMATING PROGRAM (PFE0) PLANNING & PROJECT MANAGEMENT (PPM0) BUILDING SECURITY (SCT0) LIFE/SAFETY PROGRAM (SFY0) UPS BATTERY MAINTENANCE (UPS0) MAJOR MAINTENANCE PROJECT RESERVE $ 199,993 $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000 200,000 200,000 200,000 200,000 1,000,000 999,993 1,250,000 250,000 250,000 250,000 250,000 250,000 100,000 100,000 100,000 100,000 100,000 500,000 400,000 400,000 400,000 400,000 400,000 2,000,000 200,000 200,000 200,000 200,000 200,000 1,000,000 200,000 200,000 200,000 200,000 200,000 1,000,000 250,000 250,000 250,000 250,000 250,000 1,250,000 50,000 50,000 50,000 50,000 50,000 250,000 5,090,763 5,090,763 5,090,763 5,090,763 20,363,052 1,849,993 $ 6,940,763 $ 6,940,763 $ 6,940,763 $ 6,940,763 $ 29,613,045 Total Fund 100 $ 12,888,711 $ 6,940,763 $ 6,940,763 $ 6,940,763 $ 6,940,763 $ 40,651,763 - Major Maintenance Subtotal $ 560 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ (26,737) $ (26,737) 35,255,503 $ 35,255,503 82,712 82,712 $ 35,228,766 $ 82,712 $ 55,689 $ 55,689 (39,397) $ 126,313 - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Restatements Facilities Management from Public Work s Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Janitorial Contract Increase - Additional Faclilites Savings from Re-organization Other Technical Adjustments Vacant Position Elimination Reallocations Reallocation Between Depts Concession Revenue to Finance Real Estate Agenda Item: $ $ 209,294 (12,839) (70,142) (165,710) - $ - (8,714) (8,714) $ 35,245,058 $ 0.0% 73,998 -10.5% $ 39,022 $ 39,022 (7,632) $ (7,632) - 35,276,448 $ 0.1% 73,998 -10.5% $ $ (8,714) FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Reallocations Reallocation from Public Work s Reorg Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 283,797 $ 283,797 - $ 283,797 $ - Adjustments: Non Recurring Other Non-Recurring Casegoods Warehouse Agenda Item: $ FY 2013 Adopted Budget 561 283,797 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Facilities Management General Fund (100) (continued) Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ 8,577,906 $ 8,577,906 - FY 2013 Budget Target $ 8,577,906 $ - FY 2013 Adopted Budget $ 8,577,906 $ - Adjustments: Restatements Facilities Management from Public Work s Agenda Item: Expenditures Revenue MAJOR MAINTENANCE NON RECURRING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 15,701,710 $ 15,701,710 - $ 15,701,710 $ - $ (2,737,500) $ (2,737,500) - $ 12,964,210 $ - Adjustments: Major Maintenance Projects Major Maintenance Program Central Court Building Data Center Generator East Court Infrastructure Improvements Elections Warehouse 6205 Forensic Science Building Garage LL West Court Building Relocation NE Court Complex Probation Revocation Relocation Security Building SIMS Relocation West Court Building Agenda Item: $ 5,800,000 255,277 3,587,500 475,000 234,000 783,022 70,000 448,596 2,500,000 730,815 817,500 FY 2013 Tentative Budget Adjustments: Major Maintenance Projects Major Maintenance Program East Court Infrastructure Improvements UA Cooperative Extension Agenda Item: $ FY 2013 Adopted Budget 562 (3,587,500) 850,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Facilities Management Detention Fund (255) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ (6,140) $ (6,140) 20,119,846 $ 20,119,846 - $ 20,113,706 $ - $ 12,487 $ 12,487 (12,487) $ (12,487) - $ 20,113,706 $ 0.0% - $ 24,914 $ 24,914 - $ 20,138,620 $ 0.1% - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Restatements Facilities Management from Public Work s Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Personnel Savings Agenda Item: $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ 6,940,763 $ 6,940,763 - FY 2013 Budget Target $ 6,940,763 $ - FY 2013 Adopted Budget $ 6,940,763 $ - Adjustments: Restatements Facilities Management from Public Work s Agenda Item: 563 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Facilities Management Detention Fund (255) (continued) Expenditures Revenue MAJOR MAINTENANCE NON RECURRING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 1,000,000 $ 1,000,000 - $ 1,000,000 $ - $ 4,947,948 $ 4,947,948 - $ 5,947,948 $ - Adjustments: Major Maintenance Projects Major Maintenance Program Lower Buck eye Jail Central Plant Agenda Item: $ 1,000,000 FY 2013 Tentative Budget Adjustments: Major Maintenance Projects Major Maintenance Program Durango Jail Infrastructure Improvement Agenda Item: $ FY 2013 Adopted Budget 564 4,947,948 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Finance Finance Analysis by Karina Araiza, 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 pilot the transparency web page to selected departments in Maricopa County in FY 2013. 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: The OnBase system rolled out to 100% of the County as of FY 2011. Classes are now being offered through Pathlore to all departments with the aim of achieving 90% satisfaction for users. 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 implemented a new version of Business Objects in FY 2012; thus the Department began to offer formal classroom training during FY 2012 and will continue to provide trainings to end user in FY 2013. 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. 565 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2013 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. The Department anticipates reaching the goal by the target date countywide. 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 only receives a portion of the uncollected Superior Court assessed debt, the majority of the revenue from debt collections is allocated by the Clerk of the Superior Court to the State, the County and private and public victims. Despite this fact, the Department anticipates a 7.5 percent increase in revenue to the County from the Collections Unit in FY 2013. 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 maintain the strategic Real Estate goal through aggressive lease renewals and/or negotiations of new leases. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % CLCT - COLLECTIONS 18CL - COLLECTIONS $ $ 287,063 $ 287,063 $ 256,000 $ 256,000 $ 256,000 $ 256,000 $ 290,726 $ 290,726 $ 275,200 $ 275,200 $ 19,200 19,200 7.5% 7.5% RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE $ $ 696,113 $ 696,113 $ 283,864 $ 283,864 $ 283,864 $ 283,864 $ 365,305 $ 365,305 $ 299,656 $ 299,656 $ 15,792 15,792 5.6% 5.6% TOTAL PROGRAMS $ 983,176 $ 539,864 $ 539,864 $ 656,031 $ 574,856 $ 34,992 6.5% CLCT - COLLECTIONS 18CL - COLLECTIONS $ $ 228,451 $ 228,451 $ 373,583 $ 373,583 $ 346,197 $ 346,197 $ 321,203 $ 321,203 $ 405,568 $ 405,568 $ (59,371) (59,371) BLSV - BILLING SERVICES FINR - FINANCIAL REPORTING PYPR - PAYMENT PROCESSING 18FM - FINANCIAL MANAGEMENT $ $ - $ - $ 80,109 $ 1,094,248 474,205 1,648,562 $ 70,771 $ 1,079,953 471,258 1,621,982 $ 57,705 $ 893,699 443,237 1,394,641 $ 70,684 $ 331,088 401,772 $ 87 1,079,953 140,170 1,220,210 0.1% 100.0% 29.7% 75.2% RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE $ $ 309,098 $ 309,098 $ 317,264 $ 317,264 $ 308,473 $ 308,473 $ 302,152 $ 302,152 $ 304,735 $ 304,735 $ 3,738 3,738 1.2% 1.2% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 2,380,028 $ 2,380,028 $ 561,159 $ 681,494 1,242,653 $ 530,809 $ 757,324 1,288,133 $ 404,889 $ 628,406 1,033,295 $ 1,893,007 $ 457,538 2,350,545 $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ - $ 6,228 6,228 $ 180 $ 16,371 16,551 $ 180 $ 16,371 16,551 $ 75 $ 16,368 16,443 $ - $ 13,952 13,952 $ 180 2,419 2,599 100.0% 14.8% 15.7% TOTAL PROGRAMS $ 2,923,805 $ 3,598,613 $ 3,581,336 $ 3,067,734 $ 3,476,572 $ 104,764 2.9% USES $ 566 (1,362,198) 299,786 (1,062,412) -17.1% -17.1% -256.6% 39.6% -82.5% Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 287,063 $ 287,063 $ 256,000 $ 256,000 $ 256,000 $ 256,000 $ 290,726 $ 290,726 $ 275,200 275,200 $ $ 19,200 19,200 7.5% 7.5% $ SUBTOTAL $ 696,113 $ 696,113 $ 283,864 $ 283,864 $ 283,864 $ 283,864 $ 365,305 $ 365,305 $ 299,656 299,656 $ $ 15,792 15,792 5.6% 5.6% ALL REVENUES $ 983,176 $ 539,864 $ 539,864 $ 656,031 $ 574,856 $ 34,992 6.5% MISCELLANEOUS 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 $ 983,176 $ 539,864 $ 539,864 $ 656,031 $ 574,856 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ACTUAL ADOPTED REVISED FORECAST ADOPTED $ 34,992 6.5% REVISED VS ADOPTED VAR % 2,328,135 $ 747,894 10,184 (292,878) 2,793,335 $ 2,573,053 $ 851,448 (322,157) 3,102,344 $ 2,552,967 $ 833,292 (378,861) 77,669 3,085,067 $ 2,264,951 $ 41 752,846 (307,360) 56,001 2,766,479 $ 2,572,569 $ 861,340 (334,137) 3,099,772 $ (19,602) (28,048) (44,724) 77,669 (14,705) -0.8% N/A -3.4% N/A -11.8% 100.0% -0.5% 23,249 $ 462 23,711 $ 28,829 $ 900 29,729 $ 28,829 $ 900 29,729 $ 16,950 $ 572 17,522 $ 34,567 $ 900 (1,560) 33,907 $ (5,738) 1,560 (4,178) -19.9% 0.0% N/A -14.1% $ 18,583 $ 7,463 1,458 4,500 5,878 16,171 5,490 43,502 510 103,555 $ 328,696 $ 7,500 9,800 6,750 52,226 14,951 6,142 40,700 2,425 (2,650) 466,540 $ 328,696 $ 7,500 9,800 6,750 52,226 14,951 6,142 40,700 2,425 (2,650) 466,540 $ 170,998 $ 6,857 9,050 6,750 52,226 6,782 6,410 25,260 450 (1,050) 283,733 $ 204,954 $ 7,500 12,000 6,750 39,579 8,080 17,180 45,650 1,200 342,893 $ $ $ 3,204 $ 3,204 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A ALL EXPENDITURES $ 2,923,805 $ 3,598,613 $ 3,581,336 $ 3,067,734 $ 3,476,572 $ 104,764 2.9% TOTAL USES $ 2,923,805 $ 3,598,613 $ 3,581,336 $ 3,067,734 $ 3,476,572 $ 104,764 2.9% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0805 - SUPPLIES-ALLOCATION OUT $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT SUBTOTAL CAPITAL 0950 - DEBT SERVICE SUBTOTAL $ 123,742 37.6% 0.0% (2,200) -22.4% 0.0% 12,647 24.2% 6,871 46.0% (11,038) -179.7% (4,950) -12.2% 1,225 50.5% (2,650) -100.0% 123,647 26.5% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2011 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 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED 983,076 $ 100 983,176 $ 539,864 $ 539,864 $ 539,864 $ 539,864 $ 656,031 $ 656,031 $ 574,856 $ 574,856 $ 983,076 $ 100 $ 983,176 $ FY 2011 ACTUAL 539,864 $ - $ 539,864 $ FY 2012 ADOPTED 539,864 $ - $ 539,864 $ FY 2012 REVISED 656,031 $ - $ 656,031 $ FY 2012 FORECAST 574,856 $ - $ 574,856 $ FY 2013 ADOPTED REVISED VS ADOPTED VAR % 34,992 34,992 6.5% N/A 6.5% 34,992 6.5% N/A 34,992 6.5% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,877,269 $ 46,536 2,923,805 $ 3,290,113 $ 308,500 3,598,613 $ 3,272,836 $ 308,500 3,581,336 $ 2,864,873 $ 202,861 3,067,734 $ 3,351,572 $ 125,000 3,476,572 $ (78,736) 183,500 104,764 -2.4% 59.5% 2.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,877,269 $ 46,536 $ 2,923,805 $ 3,290,113 $ 308,500 $ 3,598,613 $ 3,272,836 $ 308,500 $ 3,581,336 $ 2,864,873 $ 202,861 $ 3,067,734 $ 3,351,572 $ 125,000 $ 3,476,572 $ (78,736) 183,500 104,764 -2.4% 59.5% 2.9% 567 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Finance Staffing by Program and Activity PROGRAM/ACTIVITY 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 36.00 36.00 3.00 10.00 13.00 5.00 9.75 14.75 5.00 9.75 14.75 4.00 25.75 29.75 (1.00) 16.00 15.00 (20.0%) 164.1% 101.7% 2.00 2.00 5.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 - 0.0% 0.0% - 1.00 13.00 8.00 22.00 1.00 13.00 8.00 22.00 1.00 15.00 7.00 23.00 1.00 6.00 7.00 (13.00) (2.00) (15.00) 0.0% (100.0%) (25.0%) (68.2%) 3.00 3.00 41.00 3.00 3.00 43.00 3.00 3.00 43.75 3.00 3.00 44.75 3.00 3.00 43.75 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE 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 Indust Dev Auth Exec Director Management Analyst Office Assistant Specialized Real Estate Manager - County Real Property Specialist Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 6.00 6.00 6.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 1.00 1.00 .75 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 13.00 13.00 13.00 13.00 13.00 1.00 2.00 3.00 3.00 3.00 6.00 3.00 3.00 5.00 5.00 .75 .75 3.00 3.00 3.00 3.00 3.00 3.00 4.00 4.00 4.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 41.00 43.00 43.75 44.75 43.75 REVISED TO ADOPTED VARIANCE VAR % (1.00) (16.7%) 0.0% 0.0% .75 N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 66.7% (.75) (100.0%) 0.0% (1.00) (25.0%) 0.0% 0.0% 0.0% Staffing by Fund 100 Department Total FUND GENERAL FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 41.00 43.00 43.75 44.75 43.75 41.00 43.00 43.75 44.75 43.75 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% General Adjustments Target Adjustments: General Fund (100) • Decrease expenditure budget by $11,495 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. 568 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Finance Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $33,273 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase in overall personnel expenses by $26,447 due to reallocation of 1.0 FTE Financial Manager - County from Non Recurring to Operating to provide financial and banking solutions county-wide • Increase Other Services by $59,848 for data entry services for collections unit. • Increase Education and Training by $11,038 for ongoing Certified Public Accountant certifications for staff. • Reduce budget by $40,938 due to deletion of 1.0 FTE Office Assistant Specialized. • Increase Personnel & Benefits Savings by $3,069 due to deletion of 1.0 FTE Office Assistant Specialized. • Increase revenue by $7,078 as a result of the increase from Donor Network lease by $110,400 in combination with a decrease in revenue of $103,322 due to termination of two leases. • Increase revenue by $8,714 due to a reallocation for vendor contract from the Public Works – Facilities Department to the Finance Department. • Increase revenue by $19,200 due to a 7.5% increase in the Collections Unit. • Decrease Other Benefits and Internal Services Charges by $2,416 for the impact of the changes in Risk Management charges. General Fund (100) Non Recurring Non Project • Increase Regular Benefits by $699 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Budget $125,000 for OnBase workflow consulting services based on the carryover amount from FY 2012. 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 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. Mandates: Administrative Mandate. 569 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of collectible accounts that are paying Output Total number of collectible accounts internal to County Collections Unit (CCU) Number of accounts sent to Private Collections Total number of accounts at County Collections Unit Number of accounts to County Collections Unit per Fiscal Year Expenditure per collectible accounts internal to $ County Collections Unit (CCU) Output Output Demand Efficiency FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 3,742 4,800 2,912 2,100 (2,700) -56.3% 31,704 16,800 16,175 14,400 (2,400) -14.3% 408,991 120,000 100,330 95,000 (25,000) -20.8% 19,132 14,400 14,322 15,600 1,200 15.26 $ 18.03 $ 27.58 $ 48.28 $ (30.25) 8.3% -167.8% Revenue 100 - GENERAL TOTAL SOURCES $ $ 287,063 287,063 $ $ 256,000 256,000 $ $ 290,726 290,726 $ $ 275,200 275,200 $ $ 19,200 19,200 100 - GENERAL TOTAL USES $ $ 228,451 228,451 $ $ 346,197 346,197 $ $ 321,203 321,203 $ $ 405,568 405,568 $ $ (59,371) (59,371) 7.5% 7.5% Expenditure -17.1% -17.1% Activity Narrative: The decrease in the Output for the total number of accounts at the County Collections Unit (CCU) from FY 2012 Revised to FY 2013 is the result of the use of temporary workers to bring the collection accounts current. Prior to FY 2012, the CCU was over a year behind in entering collections accounts into the system. With the use of up to ten temporary workers in FY 2011, the CCU eliminated its backlog. Thus, the data in the FY 2011 Actual column represents two years worth of collection accounts demand. Since FY 2011, the CCU has been able to decrease the number of temporary workers from ten to two while maintaining the current workload. The Output in FY 2013 correctly represents a year of collections data, which can only be maintained with the use of additional staff for inputting the collection data. If this additional staff is not available in FY 2013, accounts will fall behind and revenues collected will significantly decrease. Currently, this staffing need is being met with temporary staff. Base Adjustments: General Fund (100) Non Recurring Non Project • Increase budget by $28,500 for data entry services within the Collections Activity. Collections Activity 500,000 400,000 300,000 $346,197 $323,057 $342,730 $228,451 200,000 100,000 0 FY 11 Actual FY 12 Revised Total accounts at CCU FY 12 Forecast FY 13 Adopted Expenditures per account at CCU 570 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. 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 Percent of payments processed within 5 business days Percent of jail billings processed in 5 business days Percent of MCSO related billings paid within 60 days. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A 10.2% 9.9% 10.2% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% N/A N/A N/A 100.0% 100.0% N/A N/A N/A N/A 85.8% 100.0% N/A N/A Activities that comprise this program include: • Billing Services • Financial • 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. Mandates: Administrative Mandate. Measure Type Result Result Output Demand Efficiency 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. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A 100.0% N/A N/A N/A N/A N/A 85.8% 120,000 N/A $ REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 100.0% 100.0% 344 323,583 167.75 $ 320,000 320,000 0.22 57,705 57,705 $ $ 70,684 70,684 N/A N/A 320,000 200,000 N/A N/A 166.7% N/A 87 87 0.1% 0.1% Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ 70,771 70,771 $ $ $ $ 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. Mandates: Administrative Mandate. 571 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 10.2% 9.9% N/A 0.0% N/A N/A N/A N/A $ $ $ - $ $ 77,200 86,000 77,200 6.10 471,258 471,258 0.0% $ 75,811 84,146 81,946 5.85 $ $ 443,237 443,237 REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 10.2% 0.0% $ 77,200 86,000 77,200 4.29 $ $ 331,088 331,088 0.0% N/A $ 1.82 0.0% 0.0% 0.0% 29.7% $ $ 140,170 140,170 29.7% 29.7% Activity Narrative: The percent of payments processed within five business days were not measurable in FY 2012, however once all departments are integrated into the OnBase workflow for payment vouchers there will be sufficient data to measure in FY 2013. The efficiency is improving as a result of a decrease in personnel expenditures. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 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. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 80 80 80 - 0.0% N/A 80 80 80 - 0.0% N/A $ 3,855.91 $ 3,776.90 $ 3,809.19 $ 46.72 1.2% Revenue 100 - GENERAL TOTAL SOURCES $ $ 696,113 696,113 $ $ 283,864 283,864 $ $ 365,305 365,305 $ $ 299,656 299,656 $ $ 15,792 15,792 5.6% 5.6% 100 - GENERAL TOTAL USES $ $ 309,098 309,098 $ $ 308,473 308,473 $ $ 302,152 302,152 $ $ 304,735 304,735 $ $ 3,738 3,738 1.2% 1.2% Expenditure Activity Narrative: Revenue is decreasing due to the termination of two lease agreements in FY 2012. 572 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change 3,290,113 $ 539,864 $ (17,277) $ (17,277) - $ 3,272,836 $ 539,864 $ (11,495) $ (11,495) - $ 3,261,341 $ 539,864 $ 33,273 $ 33,273 56,958 $ 53,889 7,078 - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase overall personnel expenses due to reallocation of 1.0 FTE Financial Manager Increase Other Services for data entry services for collections Increase Education and Training for CPA certifications for staff Reduce budget due to elimination of 1.0 FTE Office Assistant Decrease Other Benefits and Internal Services Charges due to Risk Mgmt changes Lease Adjustments Decrease in two lease agreements in FY 2012 Increase work load for Donor Network Personnel Savings Increase Personnel & Benefits Savings due to deletion of 1.0 FTE Office Assistant Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase revenue for Collections Unit Reallocations Reallocation Between Depts Reallocation of revenue for vendor contract from Public Work s Facilities Department FY 2013 Adopted Budget Percent Change from Target Amount 573 $ 26,447 59,758 11,038 (40,938) (2,416) - 7,078 3,069 - (103,322) 110,400 3,069 $ - $ - 19,200 19,200 $ - $ - 8,714 8,714 $ 3,351,572 $ 2.8% 574,856 6.5% 19,200 8,714 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Finance General Fund (100) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 308,500 $ - FY 2012 Revised Budget $ 308,500 $ - $ (338) $ (338) (308,162) $ (308,162) - $ - $ - $ 125,000 $ 125,000 - $ 125,000 $ - Employee Salary Adjustments Adjust Hours Per FTE Non Recurring Other Non-Recurring $ FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Consulting Services for OnBase work flow Agenda Item: 125,000 FY 2013 Adopted Budget Percent Change from Target Amount 574 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Human Resources Human Resources Analysis by Dreamlyn W. Johnson, Management and Budget Analyst Summary Mission The mission of Human Resources 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: Currently, 82% of those hired are still employed by the County at the end of their initial probationary period; however, the department is working to meet the goal by the December, 2012 deadline. New tools have been implemented during the application process to better screen applicants for their suitability for County employment and to improve new hires’ success in completing initial probation. Quality Workforce By July, 2016, 15 new training programs will be provided. Status: Human Resources has exceeded this goal by offering 20 new training programs since December 2010 including programs focused on leadership and communication. This goal will be reassessed during strategic business plan update process for FY 2014. 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 2011, and indicated that 97% of customers were satisfied with the Division. This goal will be reassessed during strategic business plan update process for FY 2014. 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. 575 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2013 Adopted Budget Status: Human Resources recently revised and updated Employees Assisting and Supporting Employees (E.A.S.E.) (HR 2426), Educational Assistance - Tuition Reimbursement (HR 2430), Voluntary Reduction in Force (HR 2403), Reduction in Force and Furloughs policy, and the Employee Leave Plan policy. The department is on target for meeting its goal by June 2013. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES MERT - MERIT COMMISSION 31ED - WORKFORCE MANAGEMENT FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 122 $ 122 $ 200 $ 200 $ 200 $ 200 $ 81 $ 81 $ - $ - $ PAYR - PAYROLL $ RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ 55,539 $ 12,056 67,595 $ 50,500 $ 12,000 62,500 $ 50,500 $ 12,000 62,500 $ 22,344 $ 10,298 32,642 $ 51,200 $ 11,500 62,700 $ $ $ 255,548 $ 255,548 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 169,935 $ 169,935 $ 235,141 $ 235,141 $ - 0.0% 0.0% TOTAL PROGRAMS $ 323,265 $ 297,841 $ 297,841 $ 202,658 $ 297,841 $ - 0.0% 417,518 $ 104,089 393,549 915,156 $ 360,010 $ 103,818 386,768 850,596 $ 375,890 $ 52,926 335,335 764,151 $ 440,187 $ 80,644 387,847 908,678 $ (80,177) 23,174 (1,079) (58,082) -22.3% 22.3% -0.3% -6.8% SCRT - SECURITY 70PS - PROTECTIVE SERVICES (200) -100.0% (200) -100.0% 700 (500) 200 1.4% -4.2% 0.3% USES EREL - EMPLOYEE RELATIONS MERT - MERIT COMMISSION STDV - STAFF DEVELOPMENT 31ED - WORKFORCE MANAGEMENT $ $ 451,418 $ 121,573 240,281 813,272 $ RECR - RECRUITING AND STAFFING 31ES - EMPLOYMENT SERVICES $ $ 510,357 $ 510,357 $ 474,459 $ 474,459 $ 488,922 $ 488,922 $ 522,236 $ 522,236 $ 562,338 $ 562,338 $ (73,416) (73,416) -15.0% -15.0% PAYR - PAYROLL $ RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ 619,830 $ 336,676 956,506 $ 595,896 $ 411,655 1,007,551 $ 626,240 $ 410,960 1,037,200 $ 567,515 $ 405,809 973,324 $ 584,268 $ 439,409 1,023,677 $ 41,972 (28,449) 13,523 6.7% -6.9% 1.3% 77,123 $ 3,439,315 3,516,438 $ 79,331 $ 3,811,721 3,891,052 $ 109,850 $ 3,722,962 3,832,812 $ 87,859 $ 3,630,329 3,718,188 $ 115,863 $ 3,549,548 3,665,411 $ (6,013) 173,414 167,401 -5.5% 4.7% 4.4% 39,827 $ 37,657 26,471 424,109 16,832 544,896 $ 38,102 $ 34,532 26,290 516,263 12,692 627,879 $ 37,901 $ 34,365 26,194 523,106 12,620 634,186 $ 39,401 $ 32,214 22,348 447,238 13,133 554,334 $ 38,922 $ 32,089 42,725 262,475 18,216 394,427 $ (1,021) 2,276 (16,531) 260,631 (5,596) 239,759 -2.7% 6.6% -63.1% 49.8% -44.3% 37.8% $ - $ 9,528 9,528 $ 3,417 $ 18,375 21,792 $ 3,417 $ 18,375 21,792 $ 1,420 $ 21,534 22,954 $ - $ 106,764 106,764 $ 3,417 100.0% (88,389) -481.0% (84,972) -389.9% TOTAL PROGRAMS $ 6,350,997 $ 6,937,889 $ 6,865,508 $ 6,555,187 $ 6,661,295 $ PKMT - PARKING MANAGEMENT SCRT - SECURITY 70PS - PROTECTIVE SERVICES $ $ 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 $ $ 204,213 3.0% Sources and Uses by Category FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 CATEGORY ACTUAL ADOPTED REVISED FORECAST ADOPTED CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 41,016 $ - $ - $ - $ 0635 - OTHER CHARGES FOR SERVICES 269,966 285,141 285,141 191,656 286,141 SUBTOTAL $ 310,982 $ 285,141 $ 285,141 $ 191,656 $ 286,141 MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 12,283 12,283 $ $ 12,700 12,700 $ $ 12,700 12,700 $ $ 11,002 11,002 REVISED VS ADOPTED VAR % $ $ 1,000 1,000 N/A 0.4% 0.4% (1,000) (1,000) -7.9% -7.9% $ $ 11,700 11,700 $ $ ALL REVENUES $ 323,265 $ 297,841 $ 297,841 $ 202,658 $ 297,841 $ - 0.0% TOTAL SOURCES $ 323,265 $ 297,841 $ 297,841 $ 202,658 $ 297,841 $ - 0.0% 576 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 4,197,685 $ 84,600 111,588 1,605,589 126,017 (254,184) 30,926 5,902,221 $ 4,383,839 $ 73,000 1,817,688 155,627 (32,872) 6,000 6,403,282 $ 4,347,866 $ 1,077 73,000 1,780,203 155,627 (32,872) 6,000 6,330,901 $ 4,126,528 $ 101,524 1,721,011 90,341 (25,618) 162,113 6,175,899 $ 4,367,914 $ 1,873,264 42,769 (81,814) 54,942 6,257,075 $ SUBTOTAL $ 32,817 $ 31 19,496 28,981 (135) 81,190 $ 55,275 $ 15,561 70,836 $ 55,275 $ 15,561 70,836 $ 49,316 $ 21,248 70,564 $ 75,705 $ 26,000 1,551 103,256 $ 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 $ ALL EXPENDITURES $ 75,084 $ 34 180,717 11,844 60,794 951 19,485 1,276 368 17,033 367,586 $ 6,350,997 $ 48,201 $ 500 296,307 10,865 7,994 62,424 10,500 7,000 19,980 463,771 $ 6,937,889 $ 48,201 $ 500 296,307 10,865 7,994 62,424 10,500 7,000 19,980 463,771 $ 6,865,508 $ 30,000 $ 205 170,609 10,009 4,430 74,124 4,665 5,838 8,844 308,724 $ 6,555,187 $ 30,942 $ 95,813 13,172 7,966 134,068 1,620 6,000 11,383 300,964 $ 6,661,295 $ 17,259 35.8% 500 100.0% 200,494 67.7% (2,307) -21.2% 28 0.4% N/A (71,644) -114.8% 8,880 84.6% 1,000 14.3% 8,597 43.0% 162,807 35.1% 204,213 3.0% TOTAL USES $ 6,350,997 $ 6,937,889 $ 6,865,508 $ 6,555,187 $ 6,661,295 $ 204,213 SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ (20,048) -0.5% 1,077 100.0% 73,000 100.0% (93,061) -5.2% 112,858 72.5% 48,942 148.9% (48,942) -815.7% 73,826 1.2% (20,430) (10,439) (1,551) (32,420) -37.0% N/A -67.1% N/A N/A -45.8% 3.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ FUND TOTAL SOURCES $ 323,265 $ 323,265 $ 297,841 $ 297,841 $ 297,841 $ 297,841 $ 202,658 $ 202,658 $ 297,841 $ 297,841 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 323,265 $ 323,265 $ FY 2011 ACTUAL 297,841 $ 297,841 $ FY 2012 ADOPTED 297,841 $ 297,841 $ FY 2012 REVISED 202,658 $ 202,658 $ FY 2012 FORECAST 297,841 $ 297,841 $ FY 2013 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING REVISED VS ADOPTED VAR % - 0.0% 0.0% 0.0% 0.0% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 6,303,051 $ 6,303,051 $ 6,888,627 $ 6,888,627 $ 6,816,428 $ 6,816,428 $ 6,506,116 $ 6,506,116 $ 6,612,353 $ 6,612,353 $ 204,075 204,075 3.0% 3.0% $ FUND TOTAL USES $ 47,946 $ 47,946 $ 49,262 $ 49,262 $ 49,080 $ 49,080 $ 49,071 $ 49,071 $ 48,942 $ 48,942 $ 138 138 0.3% 0.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 6,350,997 $ 6,350,997 $ 6,937,889 $ 6,937,889 $ 6,865,508 $ 6,865,508 $ 6,555,187 $ 6,555,187 $ 6,661,295 $ 6,661,295 $ 204,213 204,213 3.0% 3.0% 255 DETENTION OPERATIONS OPERATING 577 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Human Resources Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL EMPLOYMENT SERVICES RECRUITING AND STAFFING PROGRAM TOTAL INFO TECHNOLOGY INFRASTRUCTURE ENTERPRISE NETWORK SERVICES PROGRAM TOTAL PAYROLL AND RECORDS MGMT PAYROLL RECORDS MANAGEMENT PROGRAM TOTAL PROTECTIVE SERVICES PARKING MANAGEMENT SECURITY PROGRAM TOTAL WORKFORCE MANAGEMENT EMPLOYEE RELATIONS MERIT COMMISSION STAFF DEVELOPMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .45 5.10 .70 .50 .25 7.00 .45 4.95 .60 .30 .15 6.45 .45 3.60 .50 .30 .15 5.00 .45 3.60 .50 .30 .15 5.00 .45 2.70 .60 .50 .30 4.55 (.90) .10 .20 .15 (.45) 0.0% (25.0%) 20.0% 66.7% 100.0% (9.0%) 10.00 10.00 8.25 8.25 8.25 8.25 10.25 10.25 9.25 9.25 1.00 1.00 12.1% 12.1% - - 1.00 1.00 - - (1.00) (1.00) (100.0%) (100.0%) 8.50 7.50 16.00 9.05 7.95 17.00 10.05 6.95 17.00 9.05 7.95 17.00 9.10 7.90 17.00 (.95) .95 - (9.5%) 13.7% 0.0% 1.50 77.00 78.50 1.50 74.00 75.50 2.00 71.50 73.50 2.50 73.00 75.50 2.00 71.50 73.50 - 0.0% 0.0% 0.0% 7.30 .60 3.10 11.00 122.50 5.30 .80 5.20 11.30 118.50 4.00 .75 5.00 9.75 114.50 5.00 .75 5.00 10.75 118.50 5.25 .70 5.25 11.20 115.50 1.25 (.05) .25 1.45 1.00 31.3% (6.7%) 5.0% 14.9% 0.9% 578 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Human Resources Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Staff Supv Business/Systems Analyst-Sr/Ld Deputy Director – Human Resources Director - Human Resources Director - Workforce Mgt Dev Employee Records Specialist Employee Records Supervisor Employee Relations Analyst-Cty Executive Assistant Finance/Business Analyst Govt/Commun Affairs Ofcr HRIS Senior Consultant Human Resources Associate Human Resources Mngr - County Human Resources Specialist Human Resources Supervisor Human Resources Supervisor – County IT Operations Manager Office Assistant Office Assistant Specialized Operations/Program Manager Payroll Specialist - County Payroll/Time & Labor Spec PC/LAN Tech Support Recruiter Security Division Manager Security Officer Security Officer Manager Security Officer Supervisor Trainer Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 3.00 4.00 4.00 1.00 6.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 4.00 3.00 4.00 4.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 9.00 8.00 6.00 8.00 7.00 2.00 1.00 6.00 5.00 5.00 5.00 5.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 4.00 3.00 4.00 4.00 4.00 1.00 1.00 1.00 65.50 63.50 63.50 63.50 63.50 3.00 3.00 2.00 2.00 2.00 4.00 4.00 4.00 4.00 4.00 1.00 3.00 3.00 3.00 3.00 122.50 118.50 114.50 118.50 115.50 REVISED TO ADOPTED VARIANCE VAR % 0.0% N/A N/A 0.0% N/A N/A 1.00 33.3% (1.00) (100.0%) 0.0% N/A 0.0% N/A (1.00) (100.0%) 1.00 100.0% 0.0% 0.0% N/A 1.00 33.3% N/A 0.0% 1.00 16.7% N/A 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 0.9% Staffing by Fund 100 255 Department Total FUND GENERAL DETENTION OPERATIONS FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 121.50 117.50 113.50 117.50 115.50 1.00 1.00 1.00 1.00 122.50 118.50 114.50 118.50 115.50 REVISED TO ADOPTED VARIANCE VAR % 2.00 1.8% (1.00) (100.0%) 1.00 0.9% Significant Variance Analysis The department added 1.0 FTE Human Resources Associate to align the job duties related to administering the County’s tuition reimbursement program to the correct market range title. The Department is deleting 1.0 FTE HR Manager and 1.0 FTE Office Assistant Specialized to offset various budget increases. General Adjustments Target Adjustments: General Fund (100) • Decrease expenditure budget by $9,864 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Decrease expenditure budget by $87,585 for reallocation of staff between Human Resources and the Office of Enterprise Technology for 1.0 FTE Business/Systems Analyst- Sr/Ld, PCN. 579 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • • • Department Strategic Plans and Budgets Human Resources Decrease expenditure budget by $193,636 for reallocation of staff between Human Resources and the Office of Enterprise Technology for 1.0 FTE Office Assistant Specialized and 1.0 FTE PC/LAN Tech Support. Decrease expenditure budget by $25,000 for reallocation of Other Services from Human Resources to the Office of Enterprise Technology. Increase expenditure budget by $3,830,013 and revenues by $297,141 as a result of the restatement of the Payroll, Records Management, Parking Management, Security and Merit Commission activities from the General Government department in FY 2013. Base Adjustments: General Fund (100) • Increase Regular Benefits by $41,316 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease expenditure budget by $42,283 in General Supplies, Non-Capital Equipment, Other Services, Repairs & Maintenance, and Postage/Freight/Shipping based on FY 2012 Forecast, in addition to personnel savings from the reallocation and restatement of staff to other departments in FY 2013. • Increase expenditure budget by $1,551 in Non-Capital Equipment based on FY 2012 Forecast. • Decrease expenditure budget by $7,462 due to a reduction in FY 2013 Telecom charges. • Increase Other Benefits and Internal Services Charges by $66,696 for the impact of the changes in Risk Management charges. 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/very satisfied with services provided. Percent of Merit Commission members satisfied/very satisfied with the organization and efficiency of the meetings. Percent of participants reporting satisfied/very satisfied that the stated goals and objectives of the class were met in classes identified as key training programs. Percent of departments satisfied/very satisfied with services provided. FY 2011 ACTUAL 93.0% FY 2012 FY 2012 REVISED FORECAST N/A 92.9% FY 2013 ADOPTED 93.0% REV VS ADOPTED VAR % N/A N/A 100.0% 90.0% 90.0% 100.0% 10.0% 11.1% 98.4% 96.7% 98.1% 98.1% 1.4% 1.4% 93.0% 95.0% 92.9% 93.0% -2.0% -2.1% Activities that comprise this program include: • Employee Development • Employee Relations • 580 Department Services Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. Measure Type Result Output Output Output Demand Demand Efficiency Measure Description Percent of participants reporting satisfied/very satisfied that the stated goals and objectives of the class were met in classes identified as key training programs. Number of surveyed participants in key training programs. Number of participants in an 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 2011 ACTUAL 98.4% FY 2012 FY 2012 REVISED FORECAST 96.7% 98.1% FY 2013 ADOPTED 98.1% REV VS ADOPTED VAR % 1.4% 1.4% 797 425 837 877 452 106.4% 2,872 8,000 3,000 3,200 (4,800) -60.0% 397 1,350 417 437 (913) -67.6% 2,500 2,000 2,625 2,750 750 37.5% $ 350 301.48 $ 500 910.04 $ 368 404.58 $ 385 442.24 $ (115) 467.80 -23.0% 51.4% $ $ 240,281 240,281 $ $ 386,768 386,768 $ $ 335,335 335,335 $ $ 387,847 387,847 $ $ (1,079) (1,079) -0.3% -0.3% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: During FY 2012, the department determined that the output and demand data provided for FY 2012 Revised is inaccurate, thereby creating an inaccurately large variance when comparing the data from FY 2012 to FY 2013. This will be addressed during the strategic business plan update process for FY 2014. 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. 581 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of customers who reported satisfied/very satisfied with services provided. Output Demand Number of employee consultations provided. Anticipated number of employee consultations requested. Cost of Employee Relations consultations. $ 3,295.02 $ 720.02 $ 3,031.37 $ 2,620.16 100 - GENERAL TOTAL USES $ $ 451,418 451,418 $ $ 360,010 360,010 $ $ 375,890 375,890 $ $ 440,187 440,187 Efficiency Expenditure FY 2011 ACTUAL 93.0% FY 2012 FY 2012 REVISED FORECAST N/A 92.9% 137 137 500 500 FY 2013 ADOPTED 93.0% 124 84 REV VS ADOPTED VAR % N/A N/A 168 168 (332) (332) -66.4% -66.4% $ (1,900.14) -263.9% $ $ (80,177) (80,177) -22.3% -22.3% Activity Narrative: A change in market range title for 1.0 FTE Human Resources Associate allows a dedicated employee to process tuition reimbursements more timely and efficiently. The increase cost associated with the market range title change as well as a decrease in the allocation out of personnel expenditures for staff time devoted to ADP increases the expenditures for this activity. Department Services Activity The purpose of the Department Services Activity is to provide workforce issue management and compliance services to departments so they can resolve workplace issues and maintain regulatory compliance. Mandates: Title VII of the Civil Rights Act of 1964; Americans with Disabilities Act of 1990 (ADA); ADEA, §23-211-214 E-Verify. Measure Type Result Output Demand Efficiency Measure Description Percent of departments satisfied/very satisfied with services provided. Number of department consultations provided. Number of department consultations requested. Cost per department consultations provided. FY 2011 ACTUAL 93.0% $ FY 2012 FY 2012 REVISED FORECAST 95.0% 92.9% FY 2013 ADOPTED 93.0% REV VS ADOPTED VAR % (2.0%) -2.1% 323 240 232 300 60 25.0% 323 240 232 300 60 25.0% - - N/A - $ - $ - $ Employment Services Program The purpose of the Employment Services Program is to provide recruitment and consulting services to County departments so they can recruit and hire a diverse and qualified workforce. Program Results Measure Description Percent of customers reporting satisfied/very satisfied with the quality of candidates referred Percent of classified recruitments certified within 3 days of the recruitment closing date. Percent of customers reporting satisfied/very satisfied with the timeliness of certification lists issued by the Employment Services Division Percent of customers reporting satisfied/very satisfied with the quality of services provided by the Employment Services Division. Percent of classified new or rehires that successfully complete their initial probationary period (annual). FY 2011 ACTUAL 97.0% FY 2012 FY 2012 REVISED FORECAST 94.7% 93.3% FY 2013 ADOPTED 93.3% REV VS ADOPTED VAR % -1.3% -1.4% 82.6% 93.0% 82.9% 83.0% -10.0% -10.8% 97.0% 95.2% 93.3% 93.3% -1.9% -2.0% 97.0% 94.7% 93.3% 93.3% -1.4% -1.5% 81.8% 94.4% 84.9% 85.0% -9.4% -10.0% 582 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activities that comprise this program include:  Recruiting and Staffing  Workforce Planning  Merit Commission 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 REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % 97.0% 94.7% 93.3% 93.3% (1.3%) -1.4% Percent of customers reporting satisfied/very satisfied with the quality of candidates referred on certification lists issued by the Employment Services Division 82.6% 93.0% 82.9% 83.0% (10.0%) -10.8% Percent of classified recruitments certified within 3 days of the recruitment closing date. 97.0% 95.2% 93.3% 93.3% (1.9%) -2.0% Percent of customers reporting satisfied/very satisfied with the timeliness of certification lists issued by the Employment Services Division Number of job requisitions/applications/exams 78,500 80,000 71,315 86,000 6,000 7.5% processed Number of job requisitions/applications/exams 80,666 80,000 73,207 88,000 8,000 10.0% requested. Expenditure per job $ 6.50 $ 6.11 $ 7.32 $ 6.54 $ (0.43) -7.0% requisition/application/exam processed Expenditure 100 - GENERAL TOTAL USES $ $ 510,357 510,357 $ $ 488,922 488,922 $ $ 522,236 522,236 $ $ 562,338 562,338 $ $ (73,416) (73,416) -15.0% -15.0% Activity Narrative: The expenditure increase is attributed to additional staff time devoted to this activity to address an increase in the demand and output for the number of job requisitions, applications and exams requested by County departments. Workforce Planning Activity The purpose of the Workforce Planning Activity is to provide professional recruitment consulting services to Maricopa County departments so they can have strategies for interviewing, selecting, and retaining an effective and diverse workforce. Mandates: Not mandated. 583 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of customers reporting satisfied/very satisfied with the quality of services provided by the Employment Services Division. Percent of classified new or rehires that successfully complete their initial probationary period (annual). Number of consultations/events planned or attended. Anticipated number of consultation/events requested. Cost per consultation/events planned or attended. FY 2011 ACTUAL 97.0% $ FY 2012 FY 2012 REVISED FORECAST 94.7% 93.3% FY 2013 ADOPTED 93.3% REV VS ADOPTED VAR % (1.4%) -1.5% 81.8% 94.4% 84.9% 85.0% (9.4%) -10.0% 851 160 843 986 826 516.3% 851 160 830 976 816 510.0% - - N/A - $ - $ - $ Activity Narrative: Human Resources expects to continue to provide consultations to departments as they fill vacancies resulting from attrition or retirement 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/very satisfied with the organization and efficiency of the meetings. Number of agenda packets Number of proposed orders Cost per agenda packet FY 2011 ACTUAL 100.0% $ 87 10 1,397.39 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 90.0% 90.0% $ 40 40 2,595.45 $ 10 10 5,292.60 122 122 $ $ 200 200 $ $ 121,573 121,573 $ $ 103,818 103,818 $ $ FY 2013 ADOPTED 100.0% $ 32 32 2,520.13 81 81 $ $ 52,926 52,926 $ $ REV VS ADOPTED VAR % 10.0% 11.1% $ (8) (8) 75.32 -20.0% -20.0% 2.9% - $ $ (200) (200) -100.0% -100.0% 80,644 80,644 $ $ Expenditure 23,174 23,174 22.3% 22.3% Activity Narrative: The demand and output for this activity increased in FY 2012 due to employees appealing actions of dismissal from County employment. This trend is expected to decline in FY 2013. 584 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2013 Adopted Budget Payroll and Records Management The purpose of the Payroll & 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 FY 2011 ACTUAL 97.3% Percent of paychecks accurately processed FY 2012 FY 2012 REVISED FORECAST 98.1% 96.4% 99.7% 100.0% Activities that comprise this program include: • Payroll FY 2013 ADOPTED 100.0% 100.0% • REV VS ADOPTED VAR % 1.9% 1.9% 100.0% -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 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 99.7% 100.0% 100.0% 100.0% (0.0%) -0.0% 330,966 82,742 352,000 21,034 6.4% 351,715 330,964 82,741 352,000 21,036 6.4% 351,715 $ 1.76 $ 1.89 $ 6.86 $ 1.66 $ 0.23 12.3% 100 - GENERAL TOTAL SOURCES $ $ 55,539 55,539 $ $ 50,500 50,500 $ $ 22,344 22,344 $ $ 51,200 51,200 $ $ 700 700 1.4% 1.4% 100 - GENERAL TOTAL USES $ $ 619,830 619,830 $ $ 626,240 626,240 $ $ 567,515 567,515 $ $ 584,268 584,268 $ $ 41,972 41,972 6.7% 6.7% Expenditure 585 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 97.3% 98.1% 96.4% 100.0% 1.9% 1.9% 52,476 14,000 7,000 52,000 38,000 271.4% 13,119 14,000 14,000 13,000 (1,000) -7.1% $ 6.42 $ 29.35 $ 57.79 $ 8.45 $ 20.90 71.2% 100 - GENERAL TOTAL SOURCES $ $ 12,056 12,056 $ $ 12,000 12,000 $ $ 10,298 10,298 $ $ 11,500 11,500 $ $ (500) (500) -4.2% -4.2% 100 - GENERAL TOTAL USES $ $ 336,676 336,676 $ $ 410,960 410,960 $ $ 405,809 405,809 $ $ 439,409 439,409 $ $ (28,449) (28,449) -6.9% -6.9% Expenditure Protective Services The purpose of the Protective Services Program is to provide security and parking services 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. 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 2011 ACTUAL 63.7% 10.5% 100.0% FY 2012 FY 2012 REVISED FORECAST 62.8% 61.6% 10.2% 100.0% Activities that comprise this program include: • Parking Management • Security 586 10.1% 100.0% FY 2013 EV VS ADOPTED ADOPTED VAR 61.1% -1.8% 10.2% 100.0% -0.0% 0.0% % -2.8% -0.0% 0.0% Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 63.7% FY 2012 FY 2012 REVISED FORECAST 62.8% 61.7% FY 2013 ADOPTED 61.1% REV VS ADOPTED VAR % (1.8%) -2.8% 10.5% 911,363 10.2% 894,144 9.8% 892,560 10.2% 893,052 (0.0%) (1,092) -0.0% -0.1% 911,363 894,144 892,560 912,636 18,492 2.1% $ 0.08 $ 0.12 $ - $ 0.13 $ (0.13) N/A $ $ 77,123 77,123 $ $ 109,850 109,850 $ $ 87,859 87,859 $ $ 115,863 115,863 $ $ (6,013) (6,013) -5.5% -5.5% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The number of vehicles needing to park in County garages and lots is expected to increase in FY 2013 as a result of an increase in the number of employees with vehicles in the County. However, any increase maybe offset by individuals choosing to use alternative methods of public transportation if the cost of fuel continues to rise in FY 2013. 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. Measure Type Result Measure Description Percent of safety and security issues responded to by Protective Services to secure the County's work and business environment Output Number of crimes reported on County properties that were responded to by Protective Services Number of crime responses needed Total expenditure per crime response by Protective Services Demand Efficiency FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 10,981 17,980 REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 100.0% 8,220 6,552 (11,428) -63.6% $ 10,981 313.21 $ 17,980 209.06 $ 8,220 - $ 6,552 541.75 $ (11,428) (541.75) -63.6% N/A 100 - GENERAL TOTAL SOURCES $ $ 255,548 255,548 $ $ 235,141 235,141 $ $ 169,935 169,935 $ $ 235,141 235,141 $ $ - 0.0% 0.0% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 3,391,369 47,946 $ 3,439,315 $ 3,500,606 48,942 $ 3,549,548 $ 173,276 138 173,414 4.7% 0.3% 4.7% Revenue Expenditure $ 3,709,781 49,080 $ 3,758,861 587 $ 3,581,258 49,071 $ 3,630,329 $ Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The Department is anticipating reduced efficiency due to a decrease in the number of crimes reported on County properties. County efforts to enhance public safety are expected to result in fewer calls requiring Protective Services response in FY 2013. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change 3,046,837 $ 62,700 $ (14,141) $ (14,141) - $ 3,032,696 $ 62,700 $ (9,864) $ (9,864) (306,221) $ (306,221) - $ 3,830,013 $ 3,830,013 235,141 235,141 $ 6,546,624 $ 297,841 $ 41,316 $ 41,316 (42,283) $ (34,821) - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Reallocations Reallocation Between Depts Reallocate 1.0 FTE Business/Systems Analyst-Sr/Ld to OET Reallocate 1.0 FTE Office Assistant Specialized and 1.0 FTE PC/LAN Tech Support Reallocate Other Services from HR to OET Restatements HR from Public Work s $ Agenda Item: $ $ (87,585) (193,636) (25,000) FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reduction in General Supplies Increase in Non-Capital Equipment Reduction in Other Services Increase in Rent & Operating Leases Decrease in Repairs & Maintenance Increase in Travel Reduction in Postage/Freight/Shipping Additional savings from reallocation/restatement of staff Increase Personnel Savings Internal Service Charges Reduction in telecommunications cost due to change in FY 2013 Telecom charges FY 2013 Tentative Budget $ $ (3,975) 1,551 (23,612) 2,576 (1,228) 120 (229) (2,824) (7,080) $ (7,462) (7,462) $ 6,545,657 $ 0.0% 297,841 0.0% $ 66,696 $ 66,696 - $ 6,612,353 $ 1.0% 297,841 0.0% Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges - Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 588 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Human Resources Detention Fund (255) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ (138) (138) 49,080 $ 49,080 - Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Adjust Hours Per FTE Restatements HR from Public Work s Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ 589 48,942 $ 0.0% - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Analysis by Karina Araiza, 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 received a 93% self-sufficiency score on the Customer Satisfaction Survey. The Survey will be administered in the spring of FY 2012 with results available midyear in FY 2013. The goal will be revised during the FY 2014 Strategic Business Plan update process. 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: The Human Services Department met 70% of performance standards as measured by a total of 56 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: 93% of 15 indicators Community Development: 33% of 3 indicators Education: 50% of 15 indicators Community Services: 73% of 22 indicators Citizen Satisfaction By January, 2014, 92% of customers will be satisfied as measured by the Customer Satisfaction Survey. Status: In the 2011 Customer Satisfaction Survey, 97% of Human Services Department customers reported that they were satisfied with Human Services Department services. The Customer Satisfaction Survey will be administered in the spring of FY 2012 with results available midyear in FY 2013. 590 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % CDBG - CDBG ADMIN AND PROJECTS 17CD - COMMUNITY DEV BLOCK GRANT $ $ 2,482,355 $ 2,482,355 $ 2,621,331 $ 2,621,331 $ 2,621,331 $ 2,621,331 $ 4,523,155 $ 4,523,155 $ 4,791,743 $ 4,791,743 $ 2,170,412 2,170,412 82.8% 82.8% HMAD - HOME ADMIN AND PROJECTS 17HM - HOME $ $ 2,982,485 $ 2,982,485 $ 6,034,361 $ 6,034,361 $ 6,034,361 $ 6,034,361 $ 5,925,850 $ 5,925,850 $ 4,716,730 $ 4,716,730 $ (1,317,631) (1,317,631) -21.8% -21.8% COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE WTHR - WEATHERIZATION 22CS - COMMUNITY SERVICES $ $ 1,748,691 $ 6,343,187 3,938,797 12,030,675 $ 1,344,003 $ 4,004,461 4,989,004 10,337,468 $ 2,262,139 $ 4,294,012 5,066,767 11,622,918 $ 1,917,835 $ 3,667,271 4,813,126 10,398,232 $ 844,060 $ 1,788,376 1,225,361 3,857,797 $ (1,418,079) (2,505,636) (3,841,406) (7,765,121) -62.7% -58.4% -75.8% -66.8% CDEV - CHILD DEVELOPMENT AND EDUC 22ED - CHILD DEVELOPMENT EDUCATION $ $ 22,039,342 $ 22,039,342 $ 18,750,816 $ 18,750,816 $ 20,592,638 $ 20,592,638 $ 20,681,607 $ 20,681,607 $ 19,647,058 $ 19,647,058 $ (945,580) (945,580) -4.6% -4.6% NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 4,769,709 $ 4,769,709 $ 4,798,248 $ 4,798,248 $ 5,838,248 $ 5,838,248 $ 3,086,787 $ 3,086,787 $ 5,232,753 $ 5,232,753 $ (605,495) (605,495) -10.4% -10.4% SNTT - SPECIAL NEEDS TRANSP TRIPS 22TS - SPECIAL TRANSPORTATION SERVICE $ $ 75,254 $ 75,254 $ 521,239 $ 521,239 $ 770,821 $ 770,821 $ 597,077 $ 597,077 $ - $ - $ (770,821) (770,821) -100.0% -100.0% SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ $ 6,895,827 $ 4,551,178 11,447,005 $ 9,449,997 $ 2,190,062 11,640,059 $ 12,582,865 $ 3,324,531 15,907,396 $ 11,697,516 $ 3,397,930 15,095,446 $ 8,884,582 $ 2,864,757 11,749,339 $ (3,698,283) (459,774) (4,158,057) -29.4% -13.8% -26.1% SAIL - SR ADULT INDEPENDENT LIVING 39SA - SR ADULT INDEPENDENT LIVING $ $ 982,717 $ 982,717 $ 1,102,647 $ 1,102,647 $ 1,108,902 $ 1,108,902 $ 1,137,906 $ 1,137,906 $ 1,042,994 $ 1,042,994 $ (65,908) (65,908) -5.9% -5.9% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 2,275,020 $ 2,275,020 $ 3,004,374 $ 3,004,374 $ 3,420,204 $ 3,420,204 $ 3,267,503 $ 3,267,503 $ 3,139,324 $ 3,139,324 $ (280,880) (280,880) -8.2% -8.2% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT $ - $ (637,609) 25,954 $ 306,000 25,954 $ 306,000 22,801 $ (2,673,185) - $ - (25,954) (306,000) -100.0% -100.0% $ (637,609) $ 331,954 $ 331,954 $ (2,650,384) $ - $ (331,954) -100.0% $ 574,783 $ 236,062 $ 236,062 $ 223,811 $ 81,000 $ (155,062) -65.7% $ 574,783 $ 236,062 $ 236,062 $ 223,811 $ 81,000 $ (155,062) -65.7% TOTAL PROGRAMS $ 59,021,736 $ 59,378,559 $ 68,484,835 $ 62,286,990 $ 54,258,738 $ (14,226,097) -20.8% 99GV - GENERAL GOVERNMENT EHSN - EMERGENCY SHELTER NIGHTS HOME - HOMELESS ASSISTANCE 591 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2011 ACTUAL PROGRAM / ACTIVITY FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % USES CDBG - CDBG ADMIN AND PROJECTS 17CD - COMMUNITY DEV BLOCK GRANT $ $ 2,307,476 $ 2,307,476 $ 2,621,331 $ 2,621,331 $ 2,602,656 $ 2,602,656 $ 4,128,460 $ 4,128,460 $ 4,791,743 $ 4,791,743 $ (2,189,087) (2,189,087) -84.1% -84.1% HMAD - HOME ADMIN AND PROJECTS 17HM - HOME $ $ 2,986,954 $ 2,986,954 $ 6,034,361 $ 6,034,361 $ 6,032,858 $ 6,032,858 $ 5,925,850 $ 5,925,850 $ 4,716,730 $ 4,716,730 $ 1,316,128 1,316,128 21.8% 21.8% CJSA - COMMUNITY JUSTICE SVC ADULT CJSJ - COMMUNITY JUSTICE SVC JUVENILE 22CJ - COMMUNITY JUSTICE COORDINATION $ - $ - $ 988,145 $ 988,144 1,976,289 $ 986,991 $ 987,004 1,973,995 $ 297,886 $ 317,856 615,742 $ 670,649 $ 657,710 1,328,359 $ 316,342 329,294 645,636 32.1% 33.4% 32.7% COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE WTHR - WEATHERIZATION 22CS - COMMUNITY SERVICES $ $ 2,275,737 $ 3,599,465 6,519,275 12,394,477 $ 1,656,171 $ 4,004,461 4,989,004 10,649,636 $ 2,561,875 $ 4,294,012 5,083,920 11,939,807 $ 1,917,102 $ 4,416,242 6,350,239 12,683,583 $ 1,256,228 $ 1,788,376 1,225,361 4,269,965 $ 1,305,647 2,505,636 3,858,559 7,669,842 51.0% 58.4% 75.9% 64.2% CDEV - CHILD DEVELOPMENT AND EDUC 22ED - CHILD DEVELOPMENT EDUCATION $ $ 21,489,138 $ 21,489,138 $ 18,750,816 $ 18,750,816 $ 20,536,614 $ 20,536,614 $ 19,174,049 $ 19,174,049 $ 19,647,058 $ 19,647,058 $ 889,556 889,556 4.3% 4.3% NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 5,066,154 $ 5,066,154 $ 4,798,248 $ 4,798,248 $ 5,855,371 $ 5,855,371 $ 3,176,098 $ 3,176,098 $ 5,232,753 $ 5,232,753 $ 622,618 622,618 10.6% 10.6% SNTT - SPECIAL NEEDS TRANSP TRIPS 22TS - SPECIAL TRANSPORTATION SERVICE $ $ 108,155 $ 108,155 $ 521,239 $ 521,239 $ 770,821 $ 770,821 $ 154,378 $ 154,378 $ - $ - $ 770,821 770,821 100.0% 100.0% SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ $ 8,255,128 $ 3,869,357 12,124,485 $ 9,449,997 $ 2,190,062 11,640,059 $ 12,593,344 $ 3,342,625 15,935,969 $ 10,149,630 $ 2,294,933 12,444,563 $ 8,884,582 $ 2,864,757 11,749,339 $ 3,708,762 477,868 4,186,630 29.5% 14.3% 26.3% SAIL - SR ADULT INDEPENDENT LIVING 39SA - SR ADULT INDEPENDENT LIVING $ $ 2,138,649 $ 2,138,649 $ 2,301,391 $ 2,301,391 $ 2,263,996 $ 2,263,996 $ 2,137,266 $ 2,137,266 $ 2,241,738 $ 2,241,738 $ 22,258 22,258 1.0% 1.0% FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 4,111 $ (1,677) 3,260,879 218 3,263,531 $ - $ 3,004,374 3,004,374 $ (9,531) $ (13,653) 3,419,838 (345) 3,396,309 $ 8,574 $ 9,793 3,315,171 387 3,333,925 $ - $ 3,139,324 3,139,324 $ (9,531) (13,653) 280,514 (345) 256,985 100.0% 100.0% 8.2% 100.0% 7.6% 47,371 $ 5 (437,505) (390,129) $ 25,954 $ 25,954 $ 25,954 $ 95,871 121,825 $ 112,740 $ 385,330 (622,435) (124,365) $ - $ - $ 25,954 95,871 121,825 100.0% 100.0% N/A N/A 100.0% 1,582 $ (35) 626 2,173 $ - $ - $ (460) $ (503) (1,578) (2,541) $ 3,281 $ 16,802 44,195 64,278 $ - $ - $ (460) (503) (1,578) (2,541) 100.0% 100.0% 100.0% 100.0% $ 833,555 $ 327,698 1,161,253 $ 425,523 $ 560,539 986,062 $ 425,523 $ 560,539 986,062 $ 580,003 $ 560,539 1,140,542 $ 471,000 $ 360,000 831,000 $ (45,477) 200,539 155,062 -10.7% 35.8% 15.7% TOTAL PROGRAMS $ 62,652,316 $ 63,309,760 $ 72,413,742 $ 64,854,369 $ 57,948,009 $ CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 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 $ $ $ $ $ $ $ 592 14,465,733 20.0% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ ALL REVENUES $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 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 2012 ADOPTED 59,022,571 59,022,571 FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ $ 59,072,559 59,072,559 $ $ 68,178,835 68,178,835 $ $ 1 $ (836) (835) $ - $ $ $ - $ 59,072,559 $ 68,178,835 $ 61,980,990 $ 306,000 $ 306,000 $ 306,000 306,000 $ $ 62,286,990 FY 2012 FORECAST $ 59,021,736 $ - $ - $ 59,021,736 FY 2011 ACTUAL $ 306,000 $ 306,000 $ 59,378,559 FY 2012 ADOPTED $ 68,484,835 FY 2012 REVISED $ 61,990,961 61,990,961 REVISED VS ADOPTED VAR % $ $ 54,258,738 54,258,738 $ $ (11,096) $ 1,125 (9,971) $ - $ $ 54,258,738 $ - $ - $ 54,258,738 FY 2013 ADOPTED (13,920,097) (13,920,097) (13,920,097) -20.4% -20.4% N/A N/A N/A -20.4% (306,000) -100.0% (306,000) -100.0% $ (14,226,097) -20.8% REVISED VS ADOPTED VAR % 12,649,958 $ 91,923 5,075,138 157,125 (5,669,250) 6,379,036 18,683,930 $ 13,866,346 $ 5,962,638 91,956 (4,239,955) 4,348,529 20,029,514 $ 14,819,145 $ 13,680 6,255 6,466,505 91,956 (4,371,102) 5,014,202 22,040,641 $ 12,734,257 $ 11,232 94,561 5,313,814 1,690 (4,571,218) 4,609,480 18,193,816 $ 13,581,143 $ 24,752 30,890 6,057,277 120,000 (4,307,857) 4,311,085 19,817,290 $ 1,238,002 8.4% (11,072) -80.9% (24,635) -393.8% 409,228 6.3% (28,044) -30.5% (63,245) -1.4% 703,117 14.0% 2,223,351 10.1% SUBTOTAL $ 1,444,207 $ 37,080 19,550 253,396 (362,462) 432,781 1,824,552 $ 909,175 $ 7,000 18,008 414,290 (241,520) 248,020 1,354,973 $ 936,002 $ 7,000 18,114 355,178 (244,520) 483,887 1,555,661 $ 949,226 $ 13,401 19,670 253,360 (237,163) 413,020 1,411,514 $ 805,244 $ 15,000 22,280 188,087 (297,026) 306,914 1,040,499 $ 130,758 14.0% (8,000) -114.3% (4,166) -23.0% 167,091 47.0% 52,506 21.5% 176,973 36.6% 515,162 33.1% 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 $ 27,222 $ 29,896 27,264,874 1,461,307 148,534 11,007,225 570,446 246,783 109,658 21,216 78,114 123,105 (2,183,692) 1,443,400 40,348,088 $ 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 $ 22,786 $ 35,000 30,251,448 2,113,312 172,864 13,992,529 1,772,495 160,929 218,334 13,037 101,000 234,800 (3,616,405) 2,880,590 48,352,719 $ 17,244 $ 37,192 26,692,439 1,560,268 97,238 13,992,529 1,772,494 192,154 117,731 11,169 99,090 154,175 (1,176,271) 1,525,851 45,093,303 $ 9,000 $ 134,990 18,096,551 1,691,424 204,440 14,312,666 1,843,693 167,655 165,394 25,300 222,120 145,500 (3,415,423) 3,461,910 37,065,220 $ 13,786 60.5% (99,990) -285.7% 12,154,897 40.2% 421,888 20.0% (31,576) -18.3% (320,137) -2.3% (71,198) -4.0% (6,726) -4.2% 52,940 24.2% (12,263) -94.1% (121,120) -119.9% 89,300 38.0% (200,982) -5.6% (581,320) -20.2% 11,287,499 23.3% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 191,056 42,593 222,976 (24,388) 24,388 456,625 $ 250,000 $ 120,000 58,862 (48,208) 48,208 428,862 $ 250,000 $ 180,000 64,900 (30,179) 464,721 $ - $ 66,306 45,215 64,215 (30,118) 10,118 155,736 $ - $ 25,000 25,000 $ 250,000 100.0% 180,000 100.0% (25,000) N/A 64,900 100.0% (30,179) -100.0% N/A 439,721 94.6% ALL EXPENDITURES $ 61,313,195 $ 63,309,760 $ 72,413,742 $ 64,854,369 $ 57,948,009 $ 14,465,733 20.0% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,339,121 $ 1,339,121 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 62,652,316 $ 63,309,760 $ 72,413,742 $ 64,854,369 $ 57,948,009 $ 14,465,733 20.0% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 593 Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED FUND TOTAL SOURCES $ 10,557,978 $ 10,557,978 $ 13,486,394 $ 306,000 13,792,394 $ 14,526,394 $ 306,000 14,832,394 $ 13,257,023 $ 306,000 13,563,023 $ 14,741,226 $ 14,741,226 $ $ FUND TOTAL SOURCES $ 48,463,758 $ 48,463,758 $ 45,586,165 $ 45,586,165 $ 53,652,441 $ 53,652,441 $ 48,723,967 $ 48,723,967 $ 39,517,512 $ 39,517,512 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 59,021,736 $ - $ 59,021,736 $ FY 2011 ACTUAL 59,072,559 $ 306,000 $ 59,378,559 $ FY 2012 ADOPTED 68,178,835 $ 306,000 $ 68,484,835 $ FY 2012 REVISED 61,980,990 $ 306,000 $ 62,286,990 $ FY 2012 FORECAST 54,258,738 $ - $ 54,258,738 $ FY 2013 ADOPTED 222 HUMAN SERVICES GRANTS OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2012 ADOPTED 214,832 1.5% (306,000) -100.0% (91,168) -0.6% (14,134,929) (14,134,929) -26.3% -26.3% (13,920,097) -20.4% (306,000) -100.0% (14,226,097) -20.8% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,025,660 $ 2,025,660 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,260,912 $ 2,257,637 $ 2,257,637 $ 2,260,912 $ 100,000 2,360,912 $ (100,000) (100,000) 0.0% N/A -4.4% $ FUND TOTAL USES $ 10,407,955 $ 10,407,955 $ 13,486,394 $ 13,486,394 $ 14,526,394 $ 14,526,394 $ 13,257,023 $ 13,257,023 $ 14,741,226 $ 14,741,226 $ (214,832) (214,832) -1.5% -1.5% $ FUND TOTAL USES $ 50,218,701 $ 50,218,701 $ 45,586,165 $ 45,586,165 $ 53,652,441 $ 53,652,441 $ 48,723,967 $ 48,723,967 $ 39,517,512 $ 39,517,512 $ 14,134,929 14,134,929 26.3% 26.3% $ FUND TOTAL USES $ - $ - $ 1,976,289 $ 1,976,289 $ 1,973,995 $ 1,973,995 $ 615,742 $ 615,742 $ 1,328,359 $ 1,328,359 $ 645,636 645,636 32.7% 32.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 62,652,316 $ - $ 62,652,316 $ 61,333,471 $ 1,976,289 $ 63,309,760 $ 70,439,747 $ 1,973,995 $ 72,413,742 $ 64,238,627 $ 615,742 $ 64,854,369 $ 56,519,650 $ 1,428,359 $ 57,948,009 $ 13,920,097 545,636 14,465,733 19.8% 27.6% 20.0% 217 CDBG HOUSING TRUST OPERATING 222 HUMAN SERVICES GRANTS OPERATING 255 DETENTION OPERATIONS NON-RECURRING $ REVISED VS ADOPTED VAR % 594 Maricopa County Annual Business Strategies FY 2013 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 FINANCIAL ASSISTANCE 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 SR ADULT INDEPENDENT LIVING SR ADULT INDEPENDENT LIVING PROGRAM TOTAL WORKFORCE DEVELOPMENT JOB SEEKER SERVICES YOUTH SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 7.00 3.00 1.00 14.00 4.00 5.00 2.00 1.00 12.00 4.00 5.50 2.50 1.00 13.00 4.00 6.00 3.00 1.00 14.00 4.00 5.00 2.00 1.00 12.00 (.50) (.50) (1.00) 0.0% (9.1%) (20.0%) 0.0% (7.7%) 240.00 240.00 227.00 227.00 227.00 227.00 236.00 236.00 226.50 226.50 (.50) (.50) (0.2%) (0.2%) 7.00 7.00 2.83 2.83 4.08 4.08 3.83 3.83 3.23 3.23 (.85) (.85) (20.8%) (20.8%) - 3.50 3.50 7.00 3.50 3.50 7.00 3.50 3.50 7.00 4.00 4.00 8.00 .50 .50 1.00 14.3% 14.3% 14.3% 9.00 7.00 16.00 9.00 7.00 16.00 8.99 2.00 7.50 18.49 8.99 2.00 7.50 18.49 8.50 3.00 11.50 (.49) (2.00) (4.50) (6.99) (5.5%) (100.0%) (60.0%) (37.8%) - 2.83 2.83 3.08 3.08 2.83 2.83 2.23 2.23 (.85) (.85) (27.6%) (27.6%) .85 1.05 4.10 6.00 1.18 1.38 4.44 7.00 1.18 1.38 4.44 7.00 1.18 1.38 4.44 7.00 1.18 1.38 4.44 7.00 - 0.0% 0.0% 0.0% 0.0% - 2.34 2.34 1.34 1.34 1.84 1.84 .54 .54 (.80) (.80) (59.7%) (59.7%) 34.00 34.00 31.00 31.00 30.00 30.00 32.00 32.00 30.00 30.00 - 0.0% 0.0% 73.15 6.85 80.00 397.00 73.70 3.30 77.00 385.00 76.05 3.95 80.00 390.99 78.55 4.45 83.00 405.99 75.27 3.73 79.00 380.00 (.78) (.22) (1.00) (10.99) (1.0%) (5.6%) (1.3%) (2.8%) 595 Maricopa County Annual Business Strategies FY 2013 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 Community Justice Coordinator Consultant Deputy Director Deputy Director - Human Services Dietitian/Nutritionist Director - Human Services Educator Educator Assistant Educator Bachelor's Educator Coordinator Executive Assistant Field Operations Supervisor Finance Manager - Large Finance Support Supervisor Financial Supervisor - Dept General Laborer Grant-Contract Admin Supv Grant-Contract Administrator Human Resources Analyst Human Resources Manager Human Resources Specialist Human Resources Supervisor Human Services Program Administrator IT Services Supv Management Analyst Management Assistant 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 Coordinator Workforce Development Manager Workforce Development Spec Workforce Development Supervisor Workforce Development Trainer Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 7.00 8.00 8.00 8.00 6.00 4.00 3.00 3.50 3.50 3.50 13.00 13.00 13.00 14.00 14.00 4.00 3.00 1.00 3.00 3.00 2.00 2.00 1.00 2.00 2.00 20.00 19.00 14.00 19.00 16.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 2.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 .49 .49 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 48.00 42.00 45.00 46.50 46.50 44.00 39.00 39.00 39.00 39.00 37.00 38.00 37.00 36.50 35.00 35.00 36.00 40.00 40.00 40.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 2.00 3.00 3.00 3.00 7.00 8.00 7.00 8.00 7.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 19.00 17.00 14.00 17.00 13.00 37.00 37.00 40.00 41.00 34.00 1.00 2.00 2.00 2.00 2.00 7.00 7.00 3.00 7.00 6.00 3.00 3.00 3.00 3.00 3.00 15.00 14.00 7.00 14.00 13.00 4.00 30.00 33.00 28.00 29.00 28.00 3.00 1.00 2.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 7.00 5.00 5.00 4.00 27.00 24.00 26.00 26.00 26.00 3.00 7.00 397.00 385.00 390.99 405.99 380.00 596 REVISED TO ADOPTED VARIANCE VAR % (2.00) (25.0%) 0.0% 1.00 7.7% 2.00 200.0% 1.00 100.0% 2.00 14.3% 0.0% 0.0% (1.00) (33.3%) 0.0% 0.0% (.49) (100.0%) N/A 0.0% 0.0% 0.0% 1.50 3.3% 0.0% (2.00) (5.4%) 0.0% 0.0% N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) N/A 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% (1.00) (7.1%) (6.00) (15.0%) 0.0% 3.00 100.0% 0.0% 6.00 85.7% N/A 0.0% 1.00 50.0% 0.0% 0.0% 0.0% 5.00 N/A (5.00) (100.0%) (4.00) (100.0%) 0.0% (3.00) (100.0%) (7.00) (100.0%) (10.99) (2.8% ) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Human Services Staffing by Fund 217 222 255 Department Total FUND CDBG HOUSING TRUST HUMAN SERVICES GRANTS DETENTION OPERATIONS FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 7.00 8.00 8.50 8.50 6.00 390.00 370.00 375.49 390.49 366.00 7.00 7.00 7.00 8.00 397.00 385.00 390.99 405.99 380.00 REVISED TO ADOPTED VARIANCE VAR % (2.50) (29.4%) (9.49) (2.5%) 1.00 14.3% (10.99) (2.8% ) Significant Variance Analysis The staffing is reduced by 10.99 FTE’s in anticipation of a reduction in grant awards for FY 2013. Depending on the actual grant awards received in FY 2013 by the department, further staffing reductions may be necessary. General Adjustments: Target Adjustments: CDBG Housing Trust Fund (217) • Decrease expenditure budget by $2,208 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Human Services Grants Fund (222) • Decrease expenditure budget by $65,057 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Detention Fund (255) Non Recurring Non Project (0001) • Decrease expenditure budget by $1,642 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments: CDBG Housing Trust Fund (217) • Increase Regular Benefits by $3,429 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase revenues by $214,832 and expenditures by $213,611 to reflect anticipated grant awards for FY 2013. Human Services Grant Fund (222) • Increase Regular Benefits by $133,207 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease revenues by $14,134,929 and expenditures by $14,203,049 to reflect anticipated grant awards for FY 2013. Detention Fund (255) Non Recurring Non Project (0001) • Increase Regular Benefits by $3,954 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Reduce Other Services by $2,312 to offset increase in Benefits & Retirement. • Decrease expenditure budget by $1,642 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Carry forward of $1,328,359 for Community Justice Coordination Program. Human Services General Fund (100) Non Recurring • Increase expenditures by $100,000 to provide funding for the Community Action Program (CAP) Services within Gila Bend and Guadalupe. 597 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Programs and Activities Community Development Block Grant Program The purpose of the Community Development Block Grant Program is to provide community improvements and affordable housing opportunities to Urban County communities, Consortium members, and nonprofit agencies so they can empower low, moderate, and middle income residents to develop viable communities, preserve and expand suitable housing, and stabilize neighborhoods. Program Results Measure Description Percent of eligible Comunity Development Block Grant (CDBG) funded projects Percentage of low-moderate income residents benefitting from completed projects FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 75.0% 75.0% N/A 5.6% FY 2013 ADOPTED 75.0% 5.6% REV VS ADOPTED VAR % 0.0% 0.0% 5.6% 0.0% 0.0% 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: Not mandated. Measure Type Result Result Output Demand Efficiency Measure Description Percent of eligible Comunity Development Block Grant (CDBG) funded projects completed Percentage of low-moderate income residents benefitting from completed projects FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 75.0% 75.0% Number of eligible projects completed with CDBG funds Number of eligible projects funded with CDBG funds Cost per project completed with CDBG funds N/A 8 8 8 - 0.0% 47 N/A 8 8 N/A N/A $ 516,057.50 $ 598,967.88 $(273,635.88) -84.1% N/A 5.6% N/A $ 325,332.00 5.6% FY 2013 ADOPTED 75.0% REV VS ADOPTED VAR % 0.0% 0.0% 5.6% 0.0% 0.0% Revenue 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 2,482,355 $ 2,482,355 $ 2,621,331 $ 2,621,331 $ 4,523,155 $ 4,523,155 $ 4,791,743 $ 4,791,743 $ $ 217 - CDBG HOUSING TRUST TOTAL USES $ 2,307,476 $ 2,307,476 $ 2,602,656 $ 2,602,656 $ 4,128,460 $ 4,128,460 $ 4,791,743 $ 4,791,743 $ (2,189,087) $ (2,189,087) 2,170,412 2,170,412 82.8% 82.8% Expenditure -84.1% -84.1% Activity Narrative: The decrease in efficiency is due to an increase in funding that is expected to be received in FY 2013. The additional funding in FY 2013 will allow the department to complete projects that were started in prior years. 598 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget HOME Program The purpose of the HOME Program is to provide affordable housing opportunities to qualified HOME recipients, sub-recipients, and Community Housing Development Organizations (CHDOs) so they can ensure suitable housing for low and moderate income residents is preserved and expanded. Program Results Measure Description Percent of eligible HOME Investment Partnership Program funded projects Percent of low-moderate income residents benefitting from completed projects FY 2011 ACTUAL 93.1% FY 2012 FY 2012 REVISED FORECAST 100.0% 83.3% N/A 50.0% FY 2013 ADOPTED 70.0% 50.0% 50.0% REV VS ADOPTED VAR % -30.0% -30.0% 0.0% 0.0% 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: Not mandated. Measure Type Result Result Output Demand Efficiency Measure Description Percent of eligible HOME Investment Partnership Program 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 2011 ACTUAL 93.1% FY 2012 FY 2012 REVISED FORECAST 100.0% 83.3% N/A 50.0% 50.0% FY 2013 ADOPTED 70.0% 50.0% REV VS ADOPTED VAR % (30.0%) -30.0% 0.0% 0.0% N/A 12 12 10 (2) -16.7% N/A 12 12 10 (2) -16.7% N/A $ 502,738.17 $ 493,820.83 $ 471,673.00 $ 31,065.17 6.2% Revenue 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 2,982,485 $ 2,982,485 $ 6,034,361 $ 6,034,361 $ 5,925,850 $ 5,925,850 $ 4,716,730 $ 4,716,730 $ (1,317,631) $ (1,317,631) -21.8% -21.8% 217 - CDBG HOUSING TRUST TOTAL USES $ 2,986,954 $ 2,986,954 $ 6,032,858 $ 6,032,858 $ 5,925,850 $ 5,925,850 $ 4,716,730 $ 4,716,730 $ 1,316,128 $ 1,316,128 21.8% 21.8% Expenditure Activity Narrative: Due to the reduction in funding from the U.S. Department of Housing and Urban Development, the percent of eligible HOME Investment Program funded projects completed will decrease by 30% in FY 2013. 599 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. Program Results Measure Description Percent of eligible adult probationers who successfully reintegrate into the community as Percent of eligible adult probationers who successfully reintegrate into the community as evidenced by reduced rates of recidivism after 12 months of program participation Percent of eligible juvenile probationers who successfully reintegrate into the community as evidenced by reduced rates of recidivism after 12 months of program participation Percent of eligible juveniles who successfully reintegrate into the community as evidenced by reduced rates of recidivism over a sixmonth period FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A 76.7% FY 2013 ADOPTED 83.3% REV VS ADOPTED VAR % N/A N/A N/A N/A 66.7% 73.3% N/A N/A N/A N/A 83.3% 83.3% N/A N/A N/A N/A 86.7% 86.7% N/A N/A Activities that comprise this program include: • Community Justice Service - Adult • Community Justice Service – Juvenile 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: Not mandated. 600 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of eligible adult probationers who successfully reintegrate into the community as evidenced by reduced rates of recidivism over a six month period. Percent of eligible adult probationers who successfully reintegrate into the community as evidenced by reduced rates of recidivism after 12 months of program participation Number of individuals (enrolled adult probationer plus family members) served Number of eligible adult probationers from the geographic targeted area enrolled in the Community Justice Service Adult Activity Number of eligible adult probationers from the geographic targeted area Cost per case (enrolled adult probationer plus family members) served FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A 76.7% REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 83.3% N/A N/A 66.7% 73.3% N/A N/A N/A N/A 150 150 N/A N/A N/A N/A 30 30 N/A N/A N/A N/A 130 130 N/A N/A N/A N/A $ N/A N/A 1,985.91 $ 4,470.99 297,886 297,886 $ $ 670,649 670,649 Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ - $ $ 986,991 986,991 $ $ $ $ 316,342 316,342 32.1% 32.1% Activity Narrative: This activity was developed as a pilot project in FY 2012 and is funded with onetime funding from the Detention Fund (255). The program experienced delays in hiring and identifying eligible participants the first half of FY 2012, thus the minimal spending in FY 2012 Forecast. The program expects to be fully staffed and reach full enrollment by the start of FY 2013. 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: Not mandated. Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of eligible juvenile probationers who successfully reintegrate into the community as evidenced by reduced rates of recidivism after 12 months of program participation Percent of eligible juveniles who successfully reintegrate into the community as evidenced by reduced rates of recidivism over a sixmonth period Number of individuals (enrolled juvenile probationer plus family members) served Number of eligible juveniles from the geographic targeted area enrolled in the Community Justice Service Juvenile Activity Number of eligible juveniles from the geographic targeted area Cost per case (eligible juvenile plus family members) served FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A 83.3% REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 83.3% N/A N/A 86.7% 86.7% N/A N/A N/A N/A 180 180 N/A N/A N/A N/A 30 30 N/A N/A N/A N/A 158 158 N/A N/A N/A N/A $ N/A N/A 1,765.87 $ 3,653.94 317,856 317,856 $ $ 657,710 657,710 Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ - $ $ 987,004 987,004 $ $ $ $ 329,294 329,294 33.4% 33.4% Activity Narrative: This activity was developed as a pilot project in FY 2012 and is funded with onetime funding from the Detention Fund (255). The program experienced delays in hiring and identifying 601 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget eligible participants the first half of FY 2012, thus the minimal spending in FY 2012 Forecast. The program expects to be fully staffed and reach full enrollment by the start of FY 2013. 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 respondents to Maricopa County Human Services Department annual customer Percent of respondents to MCHSD annual customer satisfaction survey who rate service received as satisfactory or higher. Number of Family Self Sufficiency Housing Authority of Maricopa County (HAMC) households who reach a “3/Safe” on the CSD Self-Sufficiency Matrix in Income or Employment Percent of homes that meet energy-efficient standards after being weatherized FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 39.0% 100.0% 94.9% 94.9% -5.1% -5.1% N/A N/A N/A 36.0% N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: • Community Action Agency • Financial Assistance • Weatherization 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: Not mandated. Measure Type Result Output Demand Efficiency Revenue Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of respondents to Maricopa County 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Human Services Department annual customer satisfaction survey who rate service received as satisfactory or higher. Number of all contracts managed 27 24 28 25 1 4.2% Number of all contracts required 27 24 28 25 1 4.2% Cost per contract managed $ 84,286.56 $ 106,744.79 $ 68,467.93 $ 50,249.12 $ 56,495.67 52.9% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,748,691 $ 1,748,691 $ 2,262,139 $ 2,262,139 $ 1,917,835 $ 1,917,835 $ $ 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ $ $ 844,060 844,060 $ (1,418,079) $ (1,418,079) -62.7% -62.7% $ -32.0% 62.5% 51.0% Expenditure 318,738 1,956,999 $ 2,275,737 312,168 2,249,707 $ 2,561,875 262,750 1,654,352 $ 1,917,102 412,168 844,060 $ 1,256,228 (100,000) 1,405,647 $ 1,305,647 Activity Narrative: The decrease in revenues and expenditures is due to the expiration of one-time funding received as part of the American Recovery and Reinvestment Act (ARRA). While this funding 602 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget terminated in FY 2012, the department plans to maintain the same numbers of contracts and decrease the awarded value of the contracts in FY 2013. 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: Not mandated. Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Measure Description Percent of respondents to MCHSD annual customer satisfaction survey who rate service received as satisfactory or higher. Number of Family Self Sufficiency Housing Authority of Maricopa County (HAMC) households who reach a “3/Safe” on the CSD Self-Sufficiency Matrix in Income or Employment Number of households who receive services Number of households engaged/enrolled in the Family Self Sufficiency case management program Number of households eligible to request service based on U.S. Census Bureau statistics of persons at or below poverty level Number of households who are residents of Housing Authority of Maricopa County properties that are eligible to request Family Self Sufficiency (FSS) case management. Average cost per household Average expenditures per household enrolled FY 2011 ACTUAL 39.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 94.9% N/A N/A N/A 5,109 N/A 7,300 N/A 12,711 N/A 287,220 $ 287,220 287,220 N/A N/A N/A 704.53 $ N/A 588.22 $ N/A FY 2013 ADOPTED 94.9% REV VS ADOPTED VAR % (5.1%) -5.1% 36.0% N/A N/A 2,618 25 (4,682) N/A -64.1% N/A 71,805 (215,415) -75.0% 912 N/A N/A (94.89) N/A -16.1% N/A 347.43 $ 683.11 N/A $ 198,708.44 $ Revenue 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 6,343,187 $ 6,343,187 $ 4,294,012 $ 4,294,012 $ 3,667,271 $ 3,667,271 $ 1,788,376 $ 1,788,376 $ (2,505,636) $ (2,505,636) -58.4% -58.4% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 3,599,465 $ 3,599,465 $ 4,294,012 $ 4,294,012 $ 4,416,242 $ 4,416,242 $ 1,788,376 $ 1,788,376 $ 2,505,636 $ 2,505,636 58.4% 58.4% Expenditure Activity Narrative: The decrease in revenues and expenditures is due to the expiration of one-time funding received as part of the American Recovery and Reinvestment Act (ARRA). As a result of the termination of ARRA funding in FY 2012, the number of low income households receiving financial services will decline drastically in FY 2013. 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: Not mandated. 603 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Revenue FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 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 2013 ADOPTED 100.0% $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 3,938,797 $ 3,938,797 $ 5,066,767 $ 5,066,767 $ 4,813,126 $ 4,813,126 $ 1,225,361 $ 1,225,361 $ (3,841,406) $ (3,841,406) -75.8% -75.8% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 6,519,275 $ 6,519,275 $ 5,083,920 $ 5,083,920 $ 6,350,239 $ 6,350,239 $ 1,225,361 $ 1,225,361 $ 3,858,559 $ 3,858,559 75.9% 75.9% 765 540 814 147 (393) -72.8% 984 600 736 500 (100) -16.7% 8,521.93 $ 9,414.67 $ 7,801.28 $ 8,335.79 $ 1,078.88 11.5% Expenditure Activity Narrative: The decrease in revenues and expenditures is due to the expiration of one-time funding received as part of the American Recovery and Reinvestment Act (ARRA). As a result of the termination of ARRA funding in FY 2012, the number of homes that receive weatherization services will decline drastically in FY 2013. Child Development and Education Program The purpose of the Child Development and Education Program is to provide education to low-income children 0-5 so they can achieve school readiness. Program Results Measure Description Percent of 4-5 year old children who are considered school ready according to the FY 2011 ACTUAL 92.2% FY 2012 FY 2012 REVISED FORECAST 85.7% 85.7% FY 2013 ADOPTED 85.7% REV VS ADOPTED VAR % 0.0% 0.0% 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: Not mandated. 604 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 92.2% FY 2012 FY 2012 REVISED FORECAST 85.7% 85.7% REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 85.7% 1,344 1,680 1,680 1,680 - 0.0% N/A 3,095 3,095 3,095 - 0.0% - 5,036 5,036 5,036 - 0.0% $ 15,988.94 $ 12,224.18 $ 11,413.12 $ 11,694.68 $ 529.50 4.3% $ $ 6,348.00 $ 287.42 4.3% N/A $ 6,635.42 6,195.17 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 22,039,342 $ 22,039,342 $ 20,592,638 $ 20,592,638 $ 20,681,607 $ 20,681,607 $ 19,647,058 $ 19,647,058 $ $ (945,580) (945,580) -4.6% -4.6% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 21,489,138 $ 21,489,138 $ 20,536,614 $ 20,536,614 $ 19,174,049 $ 19,174,049 $ 19,647,058 $ 19,647,058 $ $ 889,556 889,556 4.3% 4.3% Expenditure Neighborhood Stabilization Program The purpose of the Neighborhood Stabilization Program is to provide planning, reporting, monitoring and related services for the acquisition, redevelopment and resale/rental of abandoned and foreclosed residential houses and properties to low, moderate and middle income residents so they can help stabilize neighborhoods. Program Results Measure Description Percent of eligible Neighborhood Stabilization Program (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 2011 ACTUAL 97.5% FY 2012 FY 2012 REVISED FORECAST 33.3% 75.0% FY 2013 ADOPTED 66.7% REV VS ADOPTED VAR % 33.3% 100.0% N/A N/A N/A N/A N/A N/A N/A 50.0% 50.0% 50.0% 0.0% 0.0% 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: Not Mandated. 605 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of eligible Neighborhood Stabilization Program (NSP) funded projects completed Result Percentage of households living in NSPassisted owner occupied housing after three years Percentage of low-moderate-middle income residents benefitting from completed projects N/A N/A N/A N/A N/A N/A N/A 50.0% 50.0% 50.0% 0.0% 0.0% 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 N/A 3 4 3 - 0.0% N/A - - - - N/A N/A 3 4 3 - 0.0% N/A - - - - N/A N/A $ 1,951,790.33 $ 794,024.50 $ 1,744,251.00 $ 207,539.33 10.6% Result Output Output Demand Demand Efficiency Revenue FY 2011 ACTUAL 97.5% FY 2012 FY 2012 REVISED FORECAST 33.3% 75.0% FY 2013 ADOPTED 66.7% REV VS ADOPTED VAR % 33.3% 100.0% 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 4,769,709 $ 4,769,709 $ $ 5,838,248 5,838,248 $ 3,086,787 $ 3,086,787 $ $ 5,232,753 5,232,753 $ $ (605,495) (605,495) -10.4% -10.4% 217 - CDBG HOUSING TRUST TOTAL USES $ 5,066,154 $ 5,066,154 $ $ 5,855,371 5,855,371 $ 3,176,098 $ 3,176,098 $ $ 5,232,753 5,232,753 $ $ 622,618 622,618 10.6% 10.6% Expenditure 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 2011 ACTUAL 48.7% FY 2012 FY 2012 REVISED FORECAST 53.6% 26.1% 52.4% 40.0% 22.5% FY 2013 ADOPTED 53.6% 48.0% REV VS ADOPTED VAR % 0.0% 0.0% 8.0% 20.0% 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: Not mandated. 606 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of customers who entered employment. # of customers receiving services Number of customers who visit the One Stop Centers Cost per customer served FY 2011 ACTUAL 48.7% FY 2012 FY 2012 REVISED FORECAST 53.6% 26.1% $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 6,895,827 $ 6,895,827 $ 12,582,865 $ 12,582,865 $ 11,697,516 $ 11,697,516 $ 8,884,582 $ 8,884,582 $ (3,698,283) $ (3,698,283) -29.4% -29.4% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 8,255,128 $ 8,255,128 $ 12,593,344 $ 12,593,344 $ 10,149,630 $ 10,149,630 $ 8,884,582 $ 8,884,582 $ 3,708,762 $ 3,708,762 29.5% 29.5% 8,865 146,376 931.20 5,600 120,000 $ 2,248.81 FY 2013 ADOPTED 53.6% 6,102 119,361 $ 1,663.33 REV VS ADOPTED VAR % 0.0% 0.0% 5,600 120,000 $ 1,586.53 $ - 0.0% 0.0% 662.28 29.5% Expenditure Activity Narrative: The decrease in revenues and expenditures is due to the expiration of one-time funding received as part of the American Recovery and Reinvestment Act (ARRA). As a result of the termination of ARRA funding in FY 2012, combined with the anticipated improvements in the economy, the demand is declining in FY 2013 in comparison to FY 2012 Forecast. 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: Not mandated. 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 2011 ACTUAL 52.4% $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 4,551,178 $ 4,551,178 $ 3,324,531 $ 3,324,531 222 - HUMAN SERVICES GRANTS TOTAL USES $ 3,869,357 $ 3,869,357 $ 3,342,625 $ 3,342,625 2,067 8,888 1,871.97 FY 2012 FY 2012 REVISED FORECAST 40.0% 22.5% $ 2,000 4,800 1,671.31 2,000 4,800 1,432.38 $ 3,397,930 $ 3,397,930 $ 2,294,933 $ 2,294,933 $ 1,672 4,489 1,372.57 FY 2013 ADOPTED 48.0% REV VS ADOPTED VAR % 8.0% 20.0% $ 238.93 0.0% 0.0% 14.3% $ 2,864,757 $ 2,864,757 $ $ (459,774) (459,774) -13.8% -13.8% $ 2,864,757 $ 2,864,757 $ $ 477,868 477,868 14.3% 14.3% $ Expenditure Activity Narrative: The decrease in revenues and expenditures is due to the expiration of one-time funding received as part of the American Recovery and Reinvestment Act (ARRA). Despite the termination of ARRA funding in FY 2012, the department still anticipates an increase in output due to the department’s effort to actively target more employment opportunities for at-risk youth in FY 2013. 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 2011 ACTUAL 3.9% FY 2012 FY 2012 REVISED FORECAST 3.1% 5.8% 607 FY 2013 ADOPTED 3.6% REV VS ADOPTED VAR % 0.5% 14.8% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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: Not mandated. 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 2011 ACTUAL 3.9% FY 2012 FY 2012 REVISED FORECAST 3.1% 5.8% $ 211.10 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 982,717 982,717 $ 1,108,902 $ 1,108,902 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 1,153,139 985,510 $ 2,138,649 $ 1,198,744 1,065,252 $ 2,263,996 3,377 85,865 2,700 85,865 $ 209.63 3,239 1,553 $ 164.95 REV VS ADOPTED VAR % 0.5% 14.8% FY 2013 ADOPTED 3.6% 3,100 4,100 $ 400 (81,765) 14.8% -95.2% 723.14 $ (513.51) -245.0% $ 1,137,906 $ 1,137,906 $ 1,042,994 $ 1,042,994 $ $ (65,908) (65,908) -5.9% -5.9% $ 1,115,144 1,022,122 $ 2,137,266 $ 1,198,744 1,042,994 $ 2,241,738 $ 22,258 22,258 0.0% 2.1% 1.0% Expenditure $ Activity Narrative: The data is inconsistent from year to year due to the department using various methods for calculating the measures. The activity measures will be revised during the FY 2014 Strategic Business Plan update process. 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 emergency shelter nights provided Percent of low demand shelter nights provided to men only FY 2011 ACTUAL 100.0% 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 98.8% 100.0% Activities that comprise this program include: • Homeless Low Demand Shelter 99.2% • FY 2013 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 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: Not mandated. 608 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of low demand shelter nights provided to men only Number of low demand shelter nights provided FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 143.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 100.0% 72,320 104,000 70,274 26,000 (78,000) -75.0% 72,320 104,000 49,132 26,000 (78,000) -75.0% (8.46) -156.9% Number of low demand shelter nights requested Cost per shelter night provided $ 4.53 $ 5.39 $ 7.98 $ 13.85 $ 100 - GENERAL TOTAL USES $ $ 327,698 327,698 $ $ 560,539 560,539 $ $ 560,539 560,539 $ $ 360,000 360,000 $ $ 200,539 200,539 35.8% 35.8% Activity Narrative: The data sources used for demand and output are being replaced by a new measurement system in FY 2013. This change in the measurement will reflect lower demand, output, and efficiency in FY 2013. 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: Not mandated. Measure Description Percent of emergency shelter nights provided Output Number of emergency shelter nights provided 70,191 67,960 107,564 52,000 (15,960) -23.5% Demand Number of emergency shelter nights requested Cost per emergency shelter night 70,191 67,960 54,475 52,000 (15,960) -23.5% $ 11.88 $ 6.26 $ 5.39 $ 9.06 $ (2.80) -44.7% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 574,783 574,783 $ $ 236,062 236,062 $ $ 223,811 223,811 $ $ 81,000 81,000 $ $ (155,062) (155,062) -65.7% -65.7% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 225,000 608,555 833,555 $ 189,461 236,062 425,523 $ 319,204 260,799 580,003 $ 390,000 81,000 471,000 $ (200,539) 155,062 (45,477) -105.8% 65.7% -10.7% Efficiency Revenue FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 197.5% REV VS ADOPTED VAR % 0.0% 0.0% Measure Type Result FY 2013 ADOPTED 100.0% Expenditure $ $ $ $ $ Activity Narrative: The decrease in revenues and expenditures is due to the expiration of one-time funding received as part of the American Recovery and Reinvestment Act (ARRA). The data sources used for demand and output are being replaced by a new measurement system in FY 2013. This change in the measurement will reflect lower demand, output, and efficiency in FY 2013. 609 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 2,260,912 $ - FY 2012 Revised Budget $ 2,260,912 $ - FY 2013 Budget Target $ 2,260,912 $ - FY 2013 Adopted Budget Percent Change from Target Amount $ 2,260,912 $ 0.0% - Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - FY 2013 Recommended Budget Percent Change from Target Amount $ - $ - FY 2013 Tentative Budget $ - $ - $ 100,000 $ 100,000 - $ 100,000 $ - Percent Change from Target Amount Adjustments: Agenda Item: Base Adjustments Contingency Funding for Community Action Program (CAP) Services within Gila Bend and Guadalupe FY 2013 Adopted Budget Percent Change from Target Amount 610 $ 100,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Human Services CDBG Housing Trust Fund (217) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Human Svcs Grant Recon Nov 2011 $ 13,486,394 $ 13,486,394 $ 1,040,000 $ 1,040,000 1,040,000 1,040,000 $ 14,526,394 $ 14,526,394 $ (2,208) $ (2,208) - $ 14,524,186 $ 14,526,394 $ 3,429 $ 3,429 - $ 213,611 $ 213,611 214,832 214,832 $ 14,741,226 $ 1.5% 14,741,226 1.5% Agenda Item: C-22-12-035-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount CDBG Housing Trust Fund (217) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ (280,955) $ $ $ 10,557,978 10,557,978 Uses: Operating Total Uses: $ $ Structural Balance Accounting Adjustments Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ FY 2012 ADOPTED FY 2012 REVISED (280,955) $ $ $ 13,486,394 306,000 13,792,394 10,407,955 10,407,955 $ $ $ 150,023 $ 2 $ $ FY 2012 FORECAST (280,955) $ FY 2013 ADOPTED (130,930) $ 175,070 $ $ 14,741,226 14,741,226 $ $ 14,526,394 306,000 14,832,394 $ 13,257,023 306,000 13,563,023 13,486,394 13,486,394 $ $ 14,526,394 14,526,394 $ $ 13,257,023 13,257,023 $ $ 14,741,226 14,741,226 $ - $ - $ - $ - $ - $ - $ - $ - - $ (130,930) (130,930) $ 25,045 25,045 $ 25,045 25,045 $ 175,070 175,070 $ 175,070 175,070 611 $ $ $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Grant Fund (222) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Human Svcs Grant Recon Nov 2011 $ 45,586,165 $ 45,586,165 $ 8,066,276 $ 8,066,276 8,066,276 8,066,276 $ 53,652,441 $ 53,652,441 $ (65,087) $ (65,087) - $ 53,587,354 $ 53,652,441 $ 133,207 $ 133,207 - $ (14,203,049) $ (14,203,049) (14,134,929) (14,134,929) $ 39,517,512 $ -26.3% 39,517,512 -26.3% Agenda Item: C-22-12-035-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Human Services Grant Fund (222) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ $ $ FY 2012 ADOPTED (294,662) $ 48,463,758 48,463,758 Uses: Operating Non-Recurring Total Uses: $ 50,218,701 50,218,701 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ (294,662) $ 45,586,165 45,586,165 $ 45,586,165 45,586,165 (1,754,943) $ 10 $ FY 2012 REVISED $ - $ (2,049,595) $ $ $ $ (294,662) $ 53,652,441 53,652,441 $ 53,652,441 53,652,441 - $ - $ - $ (294,662) $ 612 FY 2012 FORECAST $ $ $ FY 2013 ADOPTED (2,049,595) $ (2,049,595) 48,723,967 48,723,967 $ 39,517,512 39,517,512 $ $ 48,723,967 48,723,967 $ 39,517,512 39,517,512 - $ - $ - - $ - $ - - $ (294,662) $ (2,049,595) $ $ $ (2,049,595) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Human Services Detention Fund (255) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change - $ (2,294) $ (2,294) - $ 1,973,995 $ - $ (1,973,995) $ (1,973,995) - $ - $ - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Employee Salary Adjustments Adjust Hours Per FTE Base Adjustments Other Base Adjustments Non Recurring Non Recurring Carry Forward Carry forward Community Justice Coordination Program 1,976,289 $ Agenda Item: FY 2012 Revised Budget Adjustments: Non Recurring Other Non-Recurring $ Agenda Item: $ $ $ $ 3,954 3,954 (1,642) (1,642) (2,312) (2,312) 1,328,359 1,328,359 $ $ $ $ - 1,328,359 FY 2013 Adopted Budget Percent Change from Target Amount $ 613 1,328,359 $ - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Integrated Criminal Justice Info System Integrated Criminal Justice Information System Analysis by Dexter Thomas, Management and Budget Supervisor Summary Mission TBD – The Mission will be developed during the FY 2014 Strategic Business Plan update process. Vision TBD – The Vision will be developed during the FY 2014 Strategic Business Plan update process. Strategic Goals TBD – The Goals will be developed during the FY 2014 Strategic Business Plan update process. 614 Department Strategic Plans and Budgets Integrated Criminal Justice Info System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 RECOMM REVISED VS RECOMM VAR % USES BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,356,596 $ 1,356,596 $ 1,282,863 $ 1,282,863 $ 1,448,077 $ 1,448,077 $ 1,448,077 $ 1,448,077 $ 1,620,800 $ 1,620,800 $ (172,723) (172,723) -11.9% -11.9% TOTAL PROGRAMS $ 1,356,596 $ 1,282,863 $ 1,448,077 $ 1,448,077 $ 1,620,800 $ (172,723) -11.9% Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 RECOMM REVISED VS RECOMM VAR % 425,092 $ 122,417 307 547,816 $ 428,337 $ 113,496 541,833 $ 557,498 $ 149,549 707,047 $ 557,498 $ 149,549 707,047 $ 587,104 $ 151,559 738,663 $ 7,026 $ 7,026 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 8,000 $ 4,735 $ 168,800 173,535 $ 531,330 $ 843 31,043 563,216 $ 475,000 $ 3,000 50,000 32,910 12,000 120 573,030 $ 475,000 $ 3,000 50,000 32,910 12,000 120 573,030 $ 475,000 $ 3,000 50,000 32,910 12,000 120 573,030 $ 544,592 $ 3,000 37,500 32,535 9,500 80 627,207 $ (69,592) 12,500 375 2,500 40 (54,177) -14.7% 0.0% 25.0% 1.1% 20.8% 33.3% -9.5% $ 99,590 $ 138,948 238,538 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 160,000 $ 75,902 $ 75,902 $ 84,098 84,098 52.6% N/A 52.6% ALL EXPENDITURES $ 1,356,596 $ 1,282,863 $ 1,448,077 $ 1,448,077 $ 1,615,307 $ (167,230) -11.5% TOTAL USES $ 1,356,596 $ 1,282,863 $ 1,448,077 $ 1,448,077 $ 1,615,307 $ (167,230) -11.5% FY 2012 REVISED FY 2012 FORECAST 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 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ $ (29,606) (2,010) (31,616) -5.3% -1.3% N/A -4.5% 3,265 40.8% (168,800) N/A (165,535) -2069.2% Sources and Uses by Fund and Function FY 2011 ACTUAL FUND / FUNCTION CLASS 255 DETENTION OPERATIONS OPERATING NON-RECURRING $ FY 2012 ADOPTED FY 2013 RECOMM REVISED VS RECOMM VAR % FUND TOTAL USES $ 1,356,596 $ 1,356,596 $ 1,282,863 $ 1,282,863 $ 1,448,077 $ 1,448,077 $ 1,448,077 $ 1,448,077 $ 1,450,800 $ 170,000 1,620,800 $ (2,723) (170,000) (172,723) -0.2% N/A -11.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,356,596 $ - $ 1,356,596 $ 1,282,863 $ - $ 1,282,863 $ 1,448,077 $ - $ 1,448,077 $ 1,448,077 $ - $ 1,448,077 $ 1,450,800 $ 170,000 $ 1,620,800 $ (2,723) (170,000) (172,723) -0.2% N/A -11.9% Staffing by Program and Activity PROGRAM/ACTIVITY INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED 4.00 4.00 4.00 4.00 4.00 4.00 615 FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 6.00 6.00 6.00 6.00 6.00 6.00 5.00 5.00 5.00 (1.00) (1.00) (1.00) (16.7%) (16.7%) (16.7%) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Integrated Criminal Justice Info System Staffing by Market Range Title MARKET RANGE TITLE IS Architect IT Consultant IT Division Manager Programmer/Analyst - Sr/Ld Project Manager Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 6.00 6.00 5.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) (1.00) (16.7% ) Staffing by Fund 255 Department Total FUND DETENTION OPERATIONS FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 4.00 4.00 6.00 6.00 5.00 4.00 4.00 6.00 6.00 5.00 REVISED TO ADOPTED VARIANCE VAR % (1.00) (16.7%) (1.00) (16.7% ) Significant Variance Analysis In FY 2013, 1.0 FTE Project Manager is eliminated to fully fund the IT Manager and IT Consultant positions as part of the priorities set forth by the ICJIS oversight committee. General Adjustments Target Adjustments: Detention Fund (255) • Decrease expenditure budget by $2,770 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments: Detention Fund (255) • Increase Regular Benefits by $5,493 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Reduce Other Services by $5,493 to offset benefit increase in FY 2013. Detention Fund (255) Non Recurring • Budget $170,000 for one-time technology purchases required by the department in FY 2013. Programs and Activities 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 Measure Description Customer Satisfaction FY 2010 ACTUAL N/A FY 2011 FY 2011 REVISED FORECAST N/A N/A Activities that comprise this program include: • Business Application Development and Support (BUAS) 616 FY 2012 RECOMM N/A REV VS RECOMM VAR % N/A N/A Department Strategic Plans and Budgets Integrated Criminal Justice Info System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Business Application Development and Support 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. Mandates: Not mandated. Measure Type Result Result Result Output Demand Efficiency Measure Description Percent of service request completed Percent of customers satisfied with applications development service request outcome Percent of service requests for maintenance of existing applications Number of application development service requests completed Number of application development service requests received Expenditure per application development service request completed FY 2011 ACTUAL N/A N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A FY 2013 RECOMM N/A N/A REV VS RECOMM 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 N/A N/A N/A N/A N/A N/A N/A N/A (167,230) (167,230) -11.5% -11.5% Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ 1,357,232 $ 1,357,232 $ 1,448,077 $ 1,448,077 $ 1,390,747 $ 1,390,747 $ 1,615,307 $ 1,615,307 $ $ Activity Narrative: This is a restatement from the County Manager to the Integrated Criminal Justice information System (ICJIS) department, which is new in FY 2013. The funding is budgeted in the IT administrative activity Business Application Development and Support (BUAS) until the department develops programs and activities specific to ICJIS, which will occur during the FY 2014 Strategic Business Plan update process. Appropriated Budget Reconciliations Detention Operations Fund (255) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ (2,770) $ (2,770) 1,448,077 $ 1,448,077 - $ 1,445,307 $ - $ 5,493 $ 5,493 (5,493) $ (5,493) - 1,445,307 $ 0.0% - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Restatements ICJIS from County Manager Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ 617 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Integrated Criminal Justice Info System Detention Operations Fund (255) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - Adjustments: Information and Communications Technology Other IT Non-Recurring Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount $ 618 170,000 - 170,000 $ - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Internal Audit Internal Audit Analysis by Scott Rothe, Principal 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. FY11 results: 100%. Status: It is anticipated Internal Audit will achieve a 100% rating in FY 2013. 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. FY11 results: 100%. Status: It is anticipated Internal Audit will achieve a 100% rating in FY 2013. 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. FY11 results: 91.5%. 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 2013. The availability of resources in County Departments may affect timeliness in implementation. 619 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % USES AUDT - AUDIT SERVICES 23AS - INTERNAL AUDIT SERVICES $ $ 1,290,081 $ 1,290,081 $ 1,509,549 $ 1,509,549 $ 1,605,132 $ 1,605,132 $ 1,665,338 $ 1,665,338 $ 1,602,488 $ 1,602,488 $ 2,644 2,644 BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ 8,300 $ 510 20,004 222,790 1,297 252,901 $ 12,251 $ 2,769 5,531 225,793 2,769 249,113 $ 5,090 $ 1,151 2,299 136,283 1,151 145,974 $ (166) $ (35) (79) 69,340 (35) 69,025 $ 8,156 $ 2,766 8,292 120,353 2,766 142,333 $ (3,066) (1,615) (5,993) 15,930 (1,615) 3,641 -60.2% -140.3% -260.7% 11.7% -140.3% 2.5% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 480 $ 480 $ 3,715 $ 3,715 $ 3,715 $ 3,715 $ 3,716 $ 3,716 $ 4,230 $ 4,230 $ (515) (515) -13.9% -13.9% TOTAL PROGRAMS $ 1,543,462 $ 1,762,377 $ 1,754,821 $ 1,738,079 $ 1,749,051 $ 5,770 0.2% 0.2% 0.3% Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 1,144,171 $ 10,899 141 353,608 36 (19,794) 1,489,061 $ 1,108,896 $ 54,592 370,601 (17,000) 172,087 1,689,176 $ 1,176,094 $ 54,592 385,477 (106,630) 172,087 1,681,620 $ 1,179,453 $ 63 372,127 (154,359) 172,087 1,569,371 $ 1,226,887 $ 57,937 414,567 (20,151) 1,679,240 $ (50,793) (3,345) (29,090) (86,479) 172,087 2,380 -4.3% -6.1% N/A -7.5% N/A -81.1% 100.0% 0.1% SUBTOTAL $ 3,102 $ 3,102 $ 4,500 $ 3,990 8,490 $ 4,500 $ 3,990 8,490 $ 4,500 $ 3,990 8,490 $ 4,114 $ 6,841 10,955 $ 386 (2,851) (2,465) 8.6% -71.5% -29.0% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 24,803 $ 1,387 957 2,787 21,334 31 51,299 $ 1,543,462 $ 22,739 $ 1,600 200 16,122 9,400 14,550 100 64,711 $ 1,762,377 $ 22,739 $ 1,600 200 16,122 9,400 14,550 100 64,711 $ 1,754,821 $ 118,389 $ 1,457 200 16,122 9,400 14,550 100 160,218 $ 1,738,079 $ 21,928 $ 1,600 200 12,978 7,500 14,550 100 58,856 $ 1,749,051 $ 811 3,144 1,900 5,855 5,770 3.6% 0.0% 0.0% 19.5% 20.2% 0.0% 0.0% 9.0% 0.3% TOTAL USES $ 1,543,462 $ 1,762,377 $ 1,754,821 $ 1,738,079 $ 1,749,051 $ 5,770 0.3% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ Sources and Uses by Fund by Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,543,462 $ 1,543,462 $ 1,762,377 $ 1,762,377 $ 1,754,821 $ 1,754,821 $ 1,738,079 $ 1,738,079 $ 1,749,051 $ 1,749,051 $ 5,770 5,770 0.3% 0.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,543,462 $ 1,543,462 $ 1,762,377 $ 1,762,377 $ 1,754,821 $ 1,754,821 $ 1,738,079 $ 1,738,079 $ 1,749,051 $ 1,749,051 $ 5,770 5,770 0.3% 0.3% 620 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Internal Audit Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INTERNAL AUDIT SERVICES AUDIT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .15 1.80 .05 .10 .05 2.15 .15 1.80 .05 .10 .05 2.15 .00 1.00 .00 .00 .00 1.00 1.00 1.00 .10 1.20 .05 .15 .05 1.55 .10 .20 .05 .15 .05 .55 N/A 20.0% N/A N/A N/A 55.0% 14.85 14.85 17.00 14.85 14.85 17.00 18.00 18.00 19.00 18.00 18.00 19.00 17.45 17.45 19.00 (.55) (.55) - (3.1%) (3.1%) 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Director - Internal Audit Internal Audit Manager Internal Audit Supervisor Internal Audit Supervisor – Specialized Internal Auditor Internal Auditor Senior Internal Auditor Senior – Specialized Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 4.00 4.00 3.00 3.00 3.00 2.00 2.00 2.00 9.00 9.00 3.50 3.50 3.50 4.00 4.00 4.00 2.50 2.50 2.50 17.00 17.00 19.00 19.00 19.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Fund 100 Department Total FUND GENERAL FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 17.00 17.00 19.00 19.00 19.00 17.00 17.00 19.00 19.00 19.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% General Adjustments Target Adjustments: General Fund (100) • Decrease the expenditure budget by $5,770 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase the expenditure budget by $172,087 for the restatement of staff charges from NonDepartmental (470) operating expenditures. The amount funds 1.0 FTE Internal Auditor Senior – Specialized and 1.0 FTE Internal Auditor Supervisor – Specialized for the Sheriff’s Office operating oversight review. Base Adjustments: General Fund (100) • Increase Regular Benefits by $12,026 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease the Personal Services expenditure budget by a net of $9,151 as a result of lower pay rates caused by employee turnover (new hires paid less than those they replaced). • Decrease internal service charge expenditures by $3,015 due to a reduction in the charges for telecommunication services. • Increase non-capital equipment expenditures by $2,851 for the replacement of computers. 621 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2013 Adopted Budget • Decrease remaining operating expenditures by $2,711 to right-size travel and other services. Programs and Activities Internal Audit Services Program The purpose of the Internal Audit Services Program is to provide objective information on the County’s system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County citizens. Program Results Measure Description Percent of Board of Supervisors satisfied with the Internal Audit Services Program. Percent of audit reports completed within 90 days after fiscal year-end. Percent of audit recommendations implemented within three years. FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 91.5% 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 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 FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Board of Supervisors satisfied with 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% the Internal Audit Services Program. Percent of audit reports completed within 90 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% days after fiscal year-end. Percent of audit recommendations 91.5% 90.0% 90.0% 90.0% 0.0% 0.0% implemented within three years. Number of audit reports completed. 26 25 25 25 0.0% Number of Board of Supervisors satisfaction 85 50 50 50 0.0% surveys received (responses include BOS, Audit Committee, and Chief of Staff responses). Number of audit recommendations 697 200 200 200 0.0% implemented. Number of audit reports demanded by the 26 25 25 25 0.0% Board of Supervisors (annually survey BOS for audit coverage); expressed as a number. Total Activity Expenditure per audit report $ 49,618.50 $ 64,205.28 $ 66,613.52 $ 64,099.52 $ 105.76 0.2% 100 - GENERAL TOTAL USES $ 1,290,081 $ 1,290,081 $ 1,605,132 $ 1,605,132 $ 1,665,338 $ 1,665,338 $ 1,602,488 $ 1,602,488 $ $ 2,644 2,644 0.2% 0.2% Activity Narrative: Demand is driven by requests from the Board of Supervisors and the department anticipates meeting the demand for services within their FY 2013 budget. The scope and complexity of 622 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Internal Audit the audits requested change from year to year, causing variances in the number of reports that can be completed. In FY 2013, the output levels are anticipated to mirror the output levels of FY 2012. Restatement – General Fund (100) Operating The FY 2012 Adopted Budget includes $900,417 in Non Departmental General Fund Operating for Operating Oversight and Review of the Sheriff’s Office. Within this amount is $172,087 for the Internal Audit Department to add 2.0 FTE Auditors with a specialized focus on law enforcement audits; thus in FY 2013, the Internal Audit budget is restated to include the full funding for the new positions. 623 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change 1,590,290 $ - $ (7,556) $ (7,556) - $ 1,582,734 $ - $ $ 5,770 $ (5,770) 172,087 $ - $ 1,749,051 $ - $ 12,026 $ 12,026 (12,026) $ (9,011) - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Restatements Add 2.0 FTE Internal Auditors $ Agenda Item: $ 172,087 FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Savings from lower pay rates due to staff turnover Increase Capital Outlay for the replacement of computers Decrease expenditures to right-size Travel and Other Services Reduce Telecommunication Costs Due to Change in FY 13 Telecomm Charges Internal Service Charges Reduce telecom expenditures due to change in FY 13 Telecom charges FY 2013 Adopted Budget Percent Change from Target Amount $ $ (9,151) 2,851 (2,711) $ (3,015) $ 624 (3,015) - 1,749,051 $ 0.0% - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Justice Courts Analysis by 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 July 2010, when the State chose not to renew their contract with a private vendor, and no new citations are being 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 Justice Courts developed and began to implement an Electronic Document Management System (EDMS) in September 2011. Even with the addition of a 26th Justice Court in January 2013, full implementation of EDMS as well as implementation of electronic case filing in small claims cases is expected to be completed by the end of FY 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 FY 2013. Status: The revenue collection rate in the Justice Courts during FY 2012 has remained at 70% and total revenue collected has been significantly lower than projected. Civil and Civil Traffic and Criminal Traffic violations case filings, which are the primary revenue generators in the Justice Courts, were significantly lower in FY 2012 as was the case in FY 2011 in comparison to previous years which is the expected trend for FY 2013. 625 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Effective Economy Department Strategic Plans and Budgets Juvenile Probation 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: Due to significantly lower case filings in FY 2012, the case clearance rates in the Justice Courts tend to be in excess of 100% (terminations divided by new filings). Civil case terminations for Small Claims, Eviction Actions, and Small Civil cases all exceeded 100%, due in large part to the clean-up of older cases. In FY 2013 the trend of clean-up for civil cases will continue; however case processing time standards will more than likely not improve as a result of the continuous backlog. Access to Justice 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 Justice Courts continued to solidify the administrative and operational requirements of Supreme Court Administrative Order 2008-59 during FY 2012. Several new Justice Court policies were drafted and approved through the Professional Standards and Policy committee and ultimately adopted by the bench to help professionalize the organization. The Best Practices Committee also continued to meet and discuss more uniform ways to further case processing goals and improve customer service during FY 2013. 626 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS $ $ 4,754 $ 4,754 $ - $ - $ - $ - $ - $ - $ - $ - $ - MCAD - MISDEMEANOR CRIM ADJUDICATION 80CJ - CRIMINAL JUSTICE $ $ 12,811,549 $ 12,811,549 $ 12,741,867 $ 12,741,867 $ 12,741,867 $ 12,741,867 $ 11,247,037 $ 11,247,037 $ 11,552,949 $ 11,552,949 $ (1,188,918) (1,188,918) -9.3% -9.3% CIVT - CIVIL TRAFFIC SMCV - SMALL CIVIL SNAP - PHOTO ENFORCEMENT CIV TRAFFIC 80CV - CIVIL AND TAX JUSTICE $ $ 2,604,133 $ 7,670,045 1,017,961 11,292,139 $ 2,767,200 $ 8,881,850 75,000 11,724,050 $ 2,767,200 $ 8,881,850 75,000 11,724,050 $ 2,702,472 $ 8,476,691 7,500 11,186,663 $ 2,762,706 $ 8,118,345 7,500 10,888,551 $ (4,494) (763,505) (67,500) (835,499) -0.2% -8.6% -90.0% -7.1% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 18,549 $ 18,549 $ - $ - $ - $ - $ 9,065 $ 9,065 $ 1,200 $ 1,200 $ TOTAL PROGRAMS $ 24,126,991 $ 24,465,917 $ 24,465,917 $ 22,442,765 $ 22,442,700 $ (2,023,217) -8.3% 1,283,321 $ 1,910,240 665,735 3,859,296 $ 1,808,609 $ 1,825,483 666,509 4,300,601 $ 1,796,070 $ 1,824,615 621,833 4,242,518 $ 1,554,573 $ 1,849,057 590,383 3,994,013 $ 1,800,405 $ 1,804,828 577,162 4,182,395 $ (4,335) 19,787 44,671 60,123 -0.2% 1.1% 7.2% 1.4% 5,373,910 $ 1,381,586 3,617,228 702,626 932,521 2,047,254 1,389,944 15,445,069 $ 7,711,896 $ 1,456,873 3,938,952 677,882 834,422 2,533,070 921,000 18,074,095 $ 7,695,379 $ 1,465,635 3,870,596 677,126 836,392 2,552,098 921,000 18,018,226 $ 6,774,254 $ 1,368,819 3,485,423 683,574 829,360 2,291,273 163,694 15,596,397 $ 8,734,539 $ 1,387,468 3,447,900 669,933 753,693 2,034,877 381,351 17,409,761 $ (1,039,160) 78,167 422,696 7,193 82,699 517,221 539,649 608,465 -13.5% 5.3% 10.9% 1.1% 9.9% 20.3% 58.6% 3.4% 462,792 $ 171,326 973,704 1,607,822 $ 512,473 $ 159,292 1,033,251 1,705,016 $ 558,405 $ 132,499 1,148,095 1,838,999 $ 575,752 $ 126,012 929,045 1,630,809 $ 658,713 $ 114,267 1,071,088 1,844,068 $ (100,308) 18,232 77,007 (5,069) -18.0% 13.8% 6.7% -0.3% 1,200 1,200 N/A N/A N/A N/A 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 $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ - $ 36,468 36,468 $ - $ 48,736 48,736 $ 745 $ 48,736 49,481 $ - $ 48,732 48,732 $ 745 $ 65,690 66,435 $ (16,954) (16,954) 0.0% -34.8% -34.3% BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 768,126 $ 768,126 $ 817,218 $ 817,218 $ 779,970 $ 779,970 $ 746,846 $ 746,846 $ 781,561 $ 781,561 $ (1,591) (1,591) -0.2% -0.2% TOTAL PROGRAMS $ 21,716,781 $ 24,945,666 $ 24,929,194 $ 22,016,797 $ 24,284,220 $ $ 644,974 2.6% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 10,918,844 10,918,844 $ $ 12,065,529 12,065,529 $ $ 12,065,529 12,065,529 $ $ 11,027,700 11,027,700 $ $ 11,027,700 11,027,700 $ $ (1,037,829) (1,037,829) -8.6% -8.6% $ SUBTOTAL $ 11,967,238 11,967,238 $ $ 11,256,173 11,256,173 $ $ 11,256,173 11,256,173 $ $ 10,362,300 10,362,300 $ $ 10,362,300 $ 10,362,300 $ (893,873) (893,873) -7.9% -7.9% $ $ $ 9,065 1,043,700 1,052,765 $ $ 17,719 1,126,496 1,144,215 $ $ 17,719 1,126,496 1,144,215 $ SUBTOTAL $ 18,549 1,222,360 1,240,909 -49.2% -7.3% -8.0% ALL REVENUES $ 24,126,991 $ 24,465,917 $ 24,465,917 $ TOTAL SOURCES $ 24,126,991 $ 24,465,917 $ 24,465,917 $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 627 $ $ 9,000 1,043,700 1,052,700 $ (8,719) (82,796) (91,515) 22,442,765 $ 22,442,700 $ (2,023,217) -8.3% 22,442,765 $ 22,442,700 $ (2,023,217) -8.3% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 11,878,224 $ 448,323 125,806 4,660,660 74,005 (4,148,016) 4,776,864 17,815,866 $ 12,458,730 $ 507,596 214,508 5,408,267 147,493 (4,515,089) 5,591,145 19,812,650 $ 12,491,715 $ 510,735 214,508 5,305,211 147,493 (4,515,089) 5,591,145 19,745,718 $ 12,527,754 $ 210,894 91,595 5,144,545 34,825 (4,488,619) 5,220,355 18,741,349 $ 12,708,202 $ 454,622 106,000 5,621,486 92,540 (4,732,368) 5,361,216 19,611,698 $ (216,487) 56,113 108,508 (316,275) 54,953 217,279 229,929 134,020 -1.7% 11.0% 50.6% -6.0% 37.3% 4.8% 4.1% 0.7% 461,076 $ 13,343 474,419 $ 344,400 $ 80,000 424,400 $ 344,400 $ 80,000 424,400 $ 522,817 $ 4,167 (99,375) 99,375 526,984 $ 398,365 $ 59,000 457,365 $ (53,965) 21,000 (32,965) -15.7% 26.3% N/A N/A -7.8% $ 30 $ 1,882,260 1,143,299 129,908 68,170 25,437 26,465 136,511 3,412,080 $ 2,000 $ 2,853,606 1,091,146 121,268 466,875 28,241 31,025 114,455 4,708,616 $ 2,000 $ 2,904,066 1,091,146 121,268 466,875 28,241 31,025 114,455 4,759,076 $ 870 $ 982,660 1,134,772 114,324 357,252 34,948 19,318 104,320 2,748,464 $ 2,012 $ 2,287,543 1,375,596 137,400 258,846 18,648 20,212 114,900 4,215,157 $ (12) 616,523 (284,450) (16,132) 208,029 9,593 10,813 (445) 543,919 -0.6% 21.2% -26.1% -13.3% 44.6% 34.0% 34.9% -0.4% 11.4% $ $ 14,416 $ 14,416 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A ALL EXPENDITURES $ 21,716,781 $ 24,945,666 $ 24,929,194 $ 22,016,797 $ 24,284,220 $ 644,974 2.6% TOTAL USES $ 21,716,781 $ 24,945,666 $ 24,929,194 $ 22,016,797 $ 24,284,220 $ 644,974 2.6% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 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 SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ SOURCES $ 17,622,229 $ 17,622,229 $ 16,981,532 $ 16,981,532 $ 16,981,532 $ 16,981,532 $ 15,464,600 $ 15,464,600 $ 15,464,600 $ 15,464,600 $ (1,516,932) (1,516,932) -8.9% -8.9% $ SOURCES $ 919,452 $ 919,452 $ 936,813 $ 936,813 $ 936,813 $ 936,813 $ 792,000 $ 792,000 $ 792,000 $ 792,000 $ (144,813) (144,813) -15.5% -15.5% $ SOURCES $ 1,025,877 $ 1,025,877 $ 75,000 $ 75,000 $ 75,000 $ 75,000 $ 8,765 $ 8,765 $ 8,700 $ 8,700 $ (66,300) (66,300) -88.4% -88.4% $ SOURCES $ 4,559,433 $ 4,559,433 $ 6,472,572 $ 6,472,572 $ 6,472,572 $ 6,472,572 $ 6,177,400 $ 6,177,400 $ 6,177,400 $ 6,177,400 $ (295,172) (295,172) -4.6% -4.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 24,126,991 $ 24,126,991 $ 24,465,917 $ 24,465,917 $ 24,465,917 $ 24,465,917 $ 22,442,765 $ 22,442,765 $ 22,442,700 $ 22,442,700 $ (2,023,217) (2,023,217) -8.3% -8.3% 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 628 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2011 ACTUAL FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 14,242,725 $ 14,242,725 $ 15,615,281 $ 15,615,281 $ 15,598,809 $ 15,598,809 $ 14,999,218 $ 14,999,218 $ 15,883,469 $ 50,000 15,933,469 $ (284,660) (50,000) (334,660) -1.8% N/A -2.1% 439,251 $ 375,057 814,308 $ 936,813 $ 1,000,000 1,936,813 $ 936,813 $ 1,000,000 1,936,813 $ 393,603 $ 347,512 741,115 $ 792,000 $ 1,000,000 1,792,000 $ 144,813 144,813 15.5% 0.0% 7.5% 1,389,944 $ 1,389,944 $ 75,000 $ 846,000 921,000 $ 75,000 $ 846,000 921,000 $ - $ 163,694 163,694 $ 8,700 $ 372,651 381,351 $ 66,300 473,349 539,649 88.4% 56.0% 58.6% USES $ 4,624,631 $ 645,173 5,269,804 $ 6,472,572 $ 6,472,572 $ 6,472,572 $ 6,472,572 $ 6,112,770 $ 6,112,770 $ 6,177,400 $ 6,177,400 $ 295,172 295,172 4.6% N/A 4.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 20,696,551 $ 1,020,230 $ 21,716,781 $ 23,099,666 $ 1,846,000 $ 24,945,666 $ 23,083,194 $ 1,846,000 $ 24,929,194 $ 21,505,591 $ 511,206 $ 22,016,797 $ 22,861,569 $ 1,422,651 $ 24,284,220 $ 221,625 423,349 644,974 1.0% 22.9% 2.6% 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 $ FY 2012 ADOPTED USES $ $ USES $ $ USES $ $ Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 8.00 6.00 3.00 17.00 7.00 6.00 3.00 16.00 9.00 10.00 2.00 21.00 9.00 11.00 2.00 22.00 9.00 9.00 2.00 20.00 (1.00) (1.00) 0.0% (10.0%) 0.0% (4.8%) 26.50 80.03 52.00 13.00 14.00 36.00 221.53 27.50 96.03 60.00 13.00 13.00 36.00 245.53 27.50 101.03 60.00 13.00 12.00 36.00 249.53 28.50 96.03 57.00 13.00 12.00 36.00 242.53 27.50 101.03 57.00 13.00 12.00 36.00 246.53 (3.00) (3.00) 0.0% 0.0% (5.0%) 0.0% 0.0% 0.0% (1.2%) 22.50 31.00 12.00 65.50 25.50 33.00 12.00 70.50 25.50 32.00 11.00 68.50 25.50 32.00 11.00 68.50 25.50 32.00 11.00 68.50 - 0.0% 0.0% 0.0% 0.0% 1.00 1.00 305.03 1.00 1.00 333.03 .00 339.03 333.03 335.03 (4.00) N/A N/A (1.2%) 629 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Market Range Title MARKET RANGE TITLE Admin & Operations Mgr Admin/Operations Specialist Business/Systems Analyst Business/Systems Analyst-Sr/Ld Communicatn Ofcr/Govt Liaison Deputy Director Deputy Director - Justice Courts Director - Justice Courts Executive Assistant - Elected Official Finance Manager Finance/Business Analyst Human Resources Analyst Human Resources Associate Human Resources Manager Justice Of The Peace Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Legislative Analyst Management Analyst Office Assistant Specialized Operations/Program Manager Program Coordinator Programmer/Analyst Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 2.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 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 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 25.00 25.00 25.00 25.00 26.00 213.03 240.03 243.03 236.03 237.03 24.00 24.00 24.00 24.00 25.00 24.00 24.00 24.00 24.00 25.00 1.00 1.00 1.00 6.00 7.00 7.00 11.00 9.00 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 1.00 305.03 333.03 339.03 333.03 335.03 REVISED TO ADOPTED VARIANCE VAR % 0.0% N/A (2.00) (66.7%) 0.0% N/A N/A 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 1.00 N/A 0.0% (1.00) (100.0%) 1.00 4.0% (6.00) (2.5%) 1.00 4.2% 1.00 4.2% 0.0% 2.00 28.6% 0.0% 0.0% 0.0% N/A (4.00) (1.2% ) Staffing by Fund 100 204 245 Department Total FUND GENERAL JUSTICE CT JUDICIAL ENHANCEMNT JUSTICE COURTS SPECIAL REVENUE FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 303.03 330.03 336.03 329.03 332.03 2.00 3.00 3.00 3.00 3.00 1.00 305.03 333.03 339.03 333.03 335.03 REVISED TO ADOPTED VARIANCE VAR % (4.00) (1.2%) 0.0% N/A (4.00) (1.2% ) Significant Variance Analysis With the planned establishment of a 26th Justice Precinct effective on January 1, 2013, 4.0 FTEs are added to the FY 2013 Budget. The positions include a Justice of the Peace, a Justice System Clerk Supervisor, a Justice System Clerk Lead and a Justice System Clerk Senior. The four positions are budgeted in the General Fund; however the salaries and benefits of the latter two positions are allocated to the Justice Courts Special Revenue Fund (245) in FY 2013. Also added for FY 2013 are 2.0 FTE Management Analysts to implement and support the Electronic Document Management System (EDMS). Both positions are budgeted in the General Fund; however the salaries and benefits are allocated to the Justice Courts Special Revenue Fund (245). General Adjustments Target Adjustments: General Fund (100) Operating • Decrease the expenditure budget by $47,045 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase the expenditure budget by $68,277 for the addition of 1.0 FTE Justice of the Peace midway through FY 2013. A 26th Justice Precinct has been approved effective January 1, 2013. The amount is to be annualized in the FY 2014 Justice Courts Budget Target. 630 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Justice Courts Judicial Enhancement Fund (204) Operating • Decrease the expenditure budget by $539 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $169,017 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease revenue by $1,516,932 to be in line with FY 2012 Actual, due to declines in civil fees and fines, public defense fees, traffic school diversion fees, jail reimbursement and other fees. • Establish a new 26th Justice Precinct starting January 1, 2013 with half year funding (as listed below), and annualize the expenses in the FY 2014 Justice Courts Budget Target: • Increase Regular Pay and Benefits by $150,556 for 1.0 FTE Justice System Clerk Supervisor, 1.0 FTE Justice System Clerk Lead and 1.0 FTE Justice System Clerk Senior; • Allocate-out the pay and benefit costs ($50,804) of the new Justice System Clerk Lead and Senior positions to the Justice Courts Special Revenue Fund (245); • Increase other operating expenditures (supplies and services) totaling $166,922 to establish new court. • Decrease internal service charge expenditures by $208,896 due to a reduction in the charges for telecommunication services. • Decrease expenditures by $12,730 for Justices of the Peace due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Pay and Benefit expenditures by $41,063 to account for net changes in pay rates assigned to newly filled positions. • Increase expenditures by a net of $157,246 to right-size General Supplies by $15,170; Rent and Operating Leases by $135,802; and Travel by $6,274. • Decrease expenditures by a net of $123,298 to right-size Temporary Pay by $4,980; Overtime Pay by $8,508; and Other Services by $109,810. • Increase expenditures for Salaries and Benefits by $123,873, and add 2.0 FTE Management Analysts to implement and support the Electronic Document Management System (EDMS). • Increase Personal Services Allocations-Out by $166,475, to the Justice Courts Special Revenue Fund (245), including $123,873 associated with the 2.0 FTE new Management Analysts and $42,602 for remaining allocations-out. • Increase Other Benefits and Internal Service Charges by $16,954 for the impact of the changes in Risk Management charges. Justice Courts Judicial Enhancement Fund (204) Operating • Increase Regular Benefits by $1,107 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease revenue by $144,813 to be in line with FY 2012 Actual. • Establish a new 26th Justice Precinct starting January 1, 2013, and annualize the following halfyear costs in the FY 2014 Justice Courts Budget Target: • Increase other operating expenditures by $240 for Other Personal Services and $260 for Education and Training to establish new precinct. • Decrease expenditures by $491 for Justice’s of the Peace due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Pay and Benefit expenditures by $25,308 to account for net changes in pay rates assigned to newly filled positions. 631 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • • Department Strategic Plans and Budgets Juvenile Probation Increase expenditures by $64,901 to right-size Other Services. Decrease expenditures by a net of $235,599 to structurally balance this budget and to right-size Other Personal Services by $56,993; Overtime Pay by $100,000; Temporary Pay by $51,133; Travel by $16,375; and Education and Training by $11,098. Justice Courts Judicial Enhancement Fund (204) Non-Recurring • $1,000,000 is budgeted for the build-out / start-up of a new 26th Justice Court. Justice Courts Photo Enforcement Fund (237) Operating • Decrease revenue and expenditures by $66,300 to $8,700. Since the termination of the Photo Enforcement program in the State in FY 2011, only a small amount of revenue will be collected in FY 2013 on outstanding cases. Justice Courts Photo Enforcement Fund (237) Non-Recurring • $372,651 is budgeted for the implementation of the Electronic Document Management System and the eFiling project. Justice Courts Special Revenue Fund (245) • Decrease revenue by $295,172 which is approximately 4.5%. An increase in case management fees from $10 to $20 beginning June 1, 2011 was projected to increase annual Fund revenue by $1,636,000 in FY 2012. However, an unexpected decline in defensive driving fee revenue resulted in overall revenue falling short of budgeted levels. The FY 2013 revenue is budgeted consistent with FY 2012 forecasted levels. • Establish a new 26th Justice Precinct starting January 1, 2013. It should be noted that these amounts will need to be annualized in FY 2014: • Increase Allocation-In by $50,804 from the General Fund in FY 2013 for salary and benefit costs associated with the new Justice System Clerk Lead and Senior; • Increase other operating expenditures (supplies and services) by $8,062 in FY 2013 to establish new precinct. • Decrease expenditures for Non-Capital Equipment by $21,000 based on FY 2012 forecasted spending. • Decrease internal service charge expenditures by $2,000 due to a reduction in charges for telecommunication services. • Increase expenditures by a net of $75,523 to right-size General Supplies by $17,075; Repairs and Maintenance by $7,540; and Other Services by $50,908. • Decrease personnel expenditures by ($449,163) for structural balance in FY 2013. • Decrease expenditures for Other Services by $123,873. An increase in eFiling by public safety officers will result in a decline in scanning costs for citations. • Increase Personal Services Allocations-In from the General Fund by $166,475, including $123,873 for salary and benefit costs associated with 2.0 FTE Management Analysts, and $42,602 for other allocation adjustments. 632 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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 2011 ACTUAL 89.9% FY 2012 FY 2012 REVISED FORECAST 98.0% 101.9% FY 2013 ADOPTED 107.4% REV VS ADOPTED VAR % 9.4% 9.6% 63.0% 85.0% 60.3% 65.3% -19.6% -23.1% 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% 100.0% 100.0% 100.0% 0.0% 0.0% 62.6% 75.0% 66.9% 70.8% -4.2% -5.6% N/A 34.8% N/A N/A N/A N/A Activities that comprise this program include: • Civil Traffic • Forcible Detainer • Orders of Protection • Civil Traffic (Photo Enforcement) • • • 633 Civil Small Claims Injunctions Against Harassment Small Civil (Justice Courts) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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 FY 2011 ACTUAL 89.9% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL SOURCES $ 1,343,928 1,260,205 $ 2,604,133 $ 1,077,293 55,375 1,634,532 $ 2,767,200 $ 1,220,105 1,482,367 $ 2,702,472 $ 1,128,174 1,634,532 $ 2,762,706 $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL USES $ 3,329,603 590,702 1,453,605 $ 5,373,910 $ 3,791,657 597,019 3,306,703 $ 7,695,379 $ 4,112,742 178,924 2,482,588 $ 6,774,254 $ 4,243,777 1,517,069 2,973,693 $ 8,734,539 $ 130,711 130,268 41.11 FY 2012 FY 2012 REVISED FORECAST 98.0% 101.9% REV VS ADOPTED VAR % 9.4% 9.6% 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. $ 150,000 150,000 51.30 $ 123,912 124,889 54.67 FY 2013 ADOPTED 107.4% 128,372 130,031 68.04 $ (21,628) (19,969) (16.74) -14.4% -13.3% -32.6% 50,881 (55,375) (4,494) 4.7% -100.0% 0.0% -0.2% (452,120) (920,050) 333,010 $ (1,039,160) -11.9% -154.1% 10.1% -13.5% $ $ Expenditure Activity Narrative: The increased cost of adding a 26th precinct is negatively impacting the efficiency as the start-up costs of the new court are expected to exceed a million dollars. 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. 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL USES FY 2011 ACTUAL 63.0% $ 14,986 13,851 92.19 $ 999,775 13,200 368,611 $ 1,381,586 FY 2012 FY 2012 REVISED FORECAST 85.0% 60.3% $ 15,476 16,290 94.70 $ 1,170,608 35,679 259,348 $ 1,465,635 $ 12,388 11,999 110.50 $ 1,011,868 16,326 340,625 $ 1,368,819 FY 2013 ADOPTED 65.3% $ 13,613 13,722 101.92 $ 1,111,892 23,374 252,202 $ 1,387,468 REV VS ADOPTED VAR % (19.6%) -23.1% $ $ $ (1,863) (2,568) (7.22) -12.0% -15.8% -7.6% 58,716 12,305 7,146 78,167 5.0% 34.5% 2.8% 5.3% Activity Narrative: Case filings are not expected to reach the level anticipated in the FY 2012 budget. 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. 634 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 100.0% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL USES $ 2,954,033 21,193 642,002 $ 3,617,228 FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 61,919 63,040 58.42 70,890 70,890 $ 54.60 $ 2,807,256 550,039 513,301 $ 3,870,596 68,990 68,074 $ 50.52 $ 2,798,882 44,475 642,066 $ 3,485,423 REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 100.0% 64,638 67,524 $ 53.34 $ $ 2,939,638 39,615 468,647 $ 3,447,900 $ (6,252) (3,366) -8.8% -4.7% 1.26 2.3% (132,382) 510,424 44,654 422,696 $ -4.7% 92.8% 8.7% 10.9% Injunctions Against Harassment Activity The purpose of the Injunctions Against Harassment Activity is to provide injunctions against harassment (in the workplace) to litigants with cause so that they receive timely and just legal protections manner. Mandates: A.R.S. §§12-1809 and 12-1810 establish that any court may issue injunctions against harassment and against workplace harassment, respectively, when presented with an appropriate written petition. Measure Type Result Output Demand Efficiency 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. 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL USES FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 3,179 4,050 3,009 3,553 (497) -12.3% 3,179 4,050 3,009 3,553 (497) -12.3% $ 221.02 $ 167.19 $ 227.18 $ 188.55 $ (21.36) -12.8% $ 553,684 6,765 142,177 702,626 $ 568,824 12,393 95,909 677,126 $ 532,040 4,737 146,797 683,574 $ 565,522 9,962 94,449 669,933 $ 3,302 2,431 1,460 7,193 0.6% 19.6% 1.5% 1.1% $ $ $ $ $ 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. 635 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL USES FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 4,127 4,127 3,950 3,949 REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 100.0% 4,441 4,441 4,610 4,610 660 661 16.7% 16.7% $ 225.96 $ 211.74 $ 186.75 $ 163.49 $ 48.25 22.8% $ 719,474 4,844 208,203 932,521 $ 749,204 15,116 72,072 836,392 $ 679,640 7,602 142,118 829,360 $ 686,507 12,285 54,901 753,693 $ 62,697 2,831 17,171 82,699 8.4% 18.7% 23.8% 9.9% $ $ $ $ $ Activity Narrative: While the number of Orders of Protection issued continues to increase, the Justice Courts have issued all resulting injunctions within established court standards. Small Civil (Justice Courts) Activity The purpose of the Small Civil Activity is to resolve Justice Court civil cases for litigants so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-503 gives the Justice Court Small Claims Division jurisdiction in all civil actions where the amount involved is less than $2,500 (excluding interest, costs, and attorney fees). Measure Type Result Output Demand Efficiency Revenue Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Small Civil cases resolved within 180 62.6% 75.0% 66.9% 70.8% (4.2%) -5.6% days. Number of Small Civil cases resolved. 91,707 72,097 78,340 76,123 4,026 5.6% Number of Small Civil (SMCV) cases filed. 91,541 84,820 81,557 83,339 (1,481) -1.7% Cost per Small Civil case resolved. $ 22.32 $ 35.40 $ 29.25 $ 26.73 $ 8.67 24.5% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL SOURCES $ 5,238,895 585,594 1,845,556 $ 7,670,045 $ 4,945,659 516,355 3,419,836 $ 8,881,850 $ 4,757,480 523,544 3,195,667 $ 8,476,691 $ 4,521,812 501,871 3,094,662 $ 8,118,345 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL USES $ 1,536,053 18,138 493,063 $ 2,047,254 $ 1,698,874 529,009 324,215 $ 2,552,098 $ 1,477,953 345,080 468,240 $ 2,291,273 $ 1,702,536 13,916 318,425 $ 2,034,877 $ $ (423,847) (14,484) (325,174) (763,505) -8.6% -2.8% -9.5% -8.6% (3,662) 515,093 5,790 517,221 -0.2% 97.4% 1.8% 20.3% 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. 636 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 34.8% N/A FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A - 4,000 - - (4,000) -100.0% - 100,000 - - (100,000) -100.0% 230.25 N/A N/A N/A N/A N/A $ Revenue 237 - JUST COURTS PHOTO ENFORCE TOTAL SOURCES $ 1,017,961 $ 1,017,961 $ $ 75,000 75,000 $ $ 7,500 7,500 $ $ 7,500 7,500 $ $ (67,500) (67,500) -90.0% -90.0% 237 - JUST COURTS PHOTO ENFORCE TOTAL USES $ 1,389,944 $ 1,389,944 $ $ 921,000 921,000 $ $ 163,694 163,694 $ $ 381,351 381,351 $ $ 539,649 539,649 58.6% 58.6% Expenditure Base Adjustments: Justice Courts Photo Enforcement Fund (237) Operating • Decrease revenue and expenditures by $67,500 to $7,500. Following the closure of the program, new citations ended – but revenue continues to trickle in from old citations. Justice Courts Photo Enforcement Fund (237) Non-Recurring • (Non Recurring): $372,651 is budgeted for the implementation of the Electronic Document Management System and the eFiling Project. 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 2011 ACTUAL 67.4% FY 2012 FY 2012 REVISED FORECAST 80.0% 70.1% FY 2013 ADOPTED 69.8% REV VS ADOPTED VAR % -10.2% -12.7% 63.3% 70.0% 66.3% 68.3% -1.7% -2.4% 71.8% 85.0% 81.5% 85.0% 0.0% 0.0% Activities that comprise this program include: • Criminal Traffic • Misdemeanor DUI • 637 Misdemeanor Criminal Adjudication Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Justice Courts 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 REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Criminal Traffic cases resolved within 67.4% 80.0% 70.1% 69.8% (10.2%) -12.7% 180 days. Number of Criminal Traffic cases resolved. 50,631 54,000 44,381 45,538 (8,462) -15.7% Number of Criminal Traffic (CTRF) cases filed. 45,280 60,000 43,938 46,244 (13,756) -22.9% Cost per Criminal Traffic case resolved. $ 25.35 $ 33.26 $ 35.03 $ 39.54 $ (6.28) -18.9% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL USES $ 936,069 17,182 330,070 $ 1,283,321 $ 944,634 24,786 826,650 $ 1,796,070 $ 865,213 11,147 678,213 $ 1,554,573 $ 968,692 19,924 811,789 $ 1,800,405 $ $ (24,058) 4,862 14,861 (4,335) -2.5% 19.6% 1.8% -0.2% Activity Narrative: The demand and output for this activity are declining year over year since the elimination of the use of Photo Radar by the State. The FY 2013 demand is more in alignment with the forecasted demand and output from FY 2012. The efficiency is decreasing with the addition of the 26th justice court precinct. 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. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of Misdemenaor Criminal cases resolved within 180 days. Number of Misdemeanor Criminal cases resolved. Number of Misdemeanor Criminal (MCAD) cases filed. Cost per Misdemeanor Criminal case resolved. FY 2011 ACTUAL 63.3% FY 2012 FY 2012 REVISED FORECAST 70.0% 66.3% FY 2013 ADOPTED 68.3% REV VS ADOPTED VAR % (1.7%) -2.4% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL SOURCES $ 11,034,652 323,993 1,452,904 $ 12,811,549 $ 10,958,580 365,083 1,418,204 $ 12,741,867 $ 9,487,015 263,056 1,496,966 $ 11,247,037 $ 9,814,614 290,129 1,448,206 $ 11,552,949 $ (1,143,966) -10.4% (74,954) -20.5% 30,002 2.1% $ (1,188,918) -9.3% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL USES $ 1,533,454 19,500 357,286 $ 1,910,240 $ 1,572,780 30,233 221,602 $ 1,824,615 $ 1,518,909 11,940 318,208 $ 1,849,057 $ 1,575,662 25,909 203,257 $ 1,804,828 $ 17,125 19,500 19,197 19,797 297 1.5% 19,571 25,000 22,591 24,872 (128) -0.5% 2.40 2.6% 111.55 $ 93.57 $ 96.32 $ 91.17 $ Expenditure $ (2,882) 4,324 18,345 19,787 -0.2% 14.3% 8.3% 1.1% Activity Narrative: Cases terminated during FY 2013 should closely resemble case terminations in FY 2012 if new filings do not rise dramatically. The complexity of many of these cases has made it difficult to resolve nearly one-third of the cases within 180 days. 638 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Justice Courts 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 ENHANCEMNT 245 - JUSTICE COURTS SPECIAL REV TOTAL USES FY 2011 ACTUAL 71.8% $ $ $ 9,647 10,093 69.01 522,712 6,669 136,354 665,735 639 FY 2012 FY 2012 REVISED FORECAST 85.0% 81.5% $ $ $ 10,285 11,000 60.46 507,264 17,840 96,729 621,833 $ $ $ 9,148 9,565 64.54 437,378 6,992 146,013 590,383 FY 2013 ADOPTED 85.0% $ $ $ 9,627 9,947 59.95 467,950 14,609 94,603 577,162 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ (658) (1,053) 0.51 -6.4% -9.6% 0.8% 39,314 3,231 2,126 44,671 7.8% 18.1% 2.2% 7.2% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Justice Courts Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change Reallocations Armored Car Charges $ 15,615,281 $ 16,981,532 (66,932) $ (66,932) 50,460 $ 50,460 - Agenda Item: $ C-49-12-014-2-00 $ C-49-12-018-2-00 FY 2012 Revised Budget $ Adjustments: Agenda Item: Employee Salary Adjustments Adjust Hours Per FTE Other Mandates New Justice Precincts Establish half-year operating expenditures for 1.0 FTE Justice of the Peace for the new 26th Justice Precinct (starting January 1, 2013) $ $ $ $ $ $ $ 640 47,045 $ (47,045) 68,277 $ 68,277 - 15,620,041 $ 16,981,532 169,017 $ 169,017 (22,742) $ (22,742) - (12,730) 41,063 123,873 $ $ $ - $ 266,674 $ 266,674 (1,516,932) (1,516,932) - 150,556 (50,804) 166,922 $ $ (166,475) $ (166,475) - $ 15,866,515 $ 1.6% 15,464,600 -8.9% $ 16,954 16,954 $ - $ 15,883,469 $ 1.7% 15,464,600 -8.9% (166,475) Percent Change from Target Amount FY 2013 Adopted Budget Percent Change from Target Amount 16,981,532 (123,298) (208,896) 157,246 FY 2013 Tentative Budget Adjustments: Agenda Item: Base Adjustments Internal Service Charges Increase Other Benefits and Internal Service Charges for the impact of the changes in Risk Management charges $ 68,277 FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease expenditures to right-size Temp. Pay, Overtime Pay and Other Services Decrease Internal Service costs due to decline in Telecommunication charges Increase expenditures to right-size General Supplies, Rent & Operating Leases, and Travel Decrease Judges Salary expenditures due to eight fewer work hours in FY 2013 Increase Regular Pay & Benefits to account for net changes in pay rates assigned to newly filled positions Increase expenditures for Salaries and Benefits, and add 2.0 FTE new Management Analysts to implement and support EDMS Fees and Other Revenues ProgRevenue Volume Inc/Dec Other Mandates New Justice Precincts Increase Regular Pay & Benefits for 3.0 FTE new Justice System Clerk s (half-year) Allocate-Out the pay and benefit costs of the new Clerk Senior and Lead positions to the Justice Courts Special Revenue Fund (245) (half-year) Increase expenditures for Other Personal Services, Supplies & Services (half-year) Reallocations Reallocation Between Funds Increase Allocations-Out to the Justice Courts Special Revenue Fund (245) by $166,475, including $123,873 associated with 2.0 FTE Management Analysts and $42,602 for remaining allocations-out 15,598,809 $ 16,954 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Justice Courts General Fund (100) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 50,000 $ 50,000 - $ 50,000 $ - Adjustments: Agenda Item: Non Recurring Other Non-Recurring Expense for forms, signs and miscellaneous to change name of Estrella Mountain Justice Court and for new 26th JC Precinct $ 50,000 FY 2013 Adopted Budget Percent Change from Target Amount Justice Courts Judicial Enhancement Fund (204) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 936,813 $ 936,813 FY 2012 Revised Budget $ 936,813 $ 936,813 $ (539) $ (539) - $ 936,274 $ 936,813 $ 1,107 $ 1,107 (145,881) $ (145,881) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease expenditures to right-size Other Personal Services, Overtime Pay, Temporary Pay, Travel, and Education and Training Increase expenditures to right-size Other Services Decrease Judges Salary expenditures due to eight fewer work hours in FY 2013 Increase Regular Pay and Benefits to account for net changes in pay rates assigned to newly filled positions Fees and Other Revenues ProgRevenue Volume Inc/Dec Other Mandates New Justice Precincts Increase Other Personal Services and Education and Training (half-year) FY 2013 Adopted Budget Percent Change from Target Amount $ $ (235,599) 64,901 (491) 25,308 $ $ $ (144,813) (144,813) - 792,000 $ -15.4% 792,000 -15.5% 500 $ 641 - $ 500 $ 500 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 1,000,000 $ - FY 2012 Revised Budget $ 1,000,000 $ - $ (1,000,000) $ (1,000,000) - $ - $ - $ 1,000,000 $ 1,000,000 - $ 1,000,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Build-out / start-up of new 26th Justice Court Agenda Item: $ 1,000,000 FY 2013 Adopted Budget Percent Change from Target Amount Justice Courts Judicial Enhancement Fund (204) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 996,874 $ 1,092,886 $ 1,092,886 $ 1,101,994 $ 1,152,879 Sources: Operating Total Sources: $ $ 919,452 919,452 $ $ 936,813 936,813 $ $ 936,813 936,813 $ $ 792,000 792,000 $ $ 792,000 792,000 $ $ $ 393,603 347,512 741,115 $ $ 936,813 1,000,000 1,936,813 $ $ 936,813 1,000,000 1,936,813 $ $ 439,251 375,057 814,308 $ 792,000 1,000,000 1,792,000 Structural Balance $ 480,201 $ - $ - $ 398,397 $ - Accounting Adjustments $ (24) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 92,886 92,886 $ $ 92,886 92,886 $ $ 1,152,879 1,152,879 $ $ 152,879 152,879 Uses: Operating Non-Recurring Total Uses: 1,101,994 1,101,994 $ $ 642 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Photo Enforcement Fund (237) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 75,000 $ 75,000 FY 2012 Revised Budget $ 75,000 $ 75,000 FY 2013 Budget Target $ 75,000 $ 75,000 $ (66,300) $ (66,300) (66,300) (66,300) $ 8,700 $ -88.4% 8,700 -88.4% Adjustments: Agenda Item: Base Adjustments Other Reductions Decrease operating expenditures due to associated decline in revenue $ (66,300) FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue Elec Document Mgmnt System FY 2012 Adopted Budget $ 846,000 $ - FY 2012 Revised Budget $ 846,000 $ - $ (846,000) $ (846,000) - $ - $ - $ 372,651 $ 372,651 - $ 372,651 $ - Adjustments: Information and Communications Technology Other IT Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Information and Communications Technology Other IT Non-Recurring Electronic Document Management System, eFiling implementation $ 372,651 FY 2013 Adopted Budget Percent Change from Target Amount Justice Courts Photo Enforcement Fund (237) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 891,654 $ 1,111,478 $ 1,111,478 $ 527,580 $ 372,651 Sources: Operating Total Sources: $ $ 1,025,877 1,025,877 $ $ 75,000 75,000 $ $ 75,000 75,000 $ $ 8,765 8,765 $ $ 8,700 8,700 $ 1,389,944 1,389,944 $ $ $ 163,694 163,694 $ $ 75,000 846,000 921,000 $ $ 75,000 846,000 921,000 $ 8,700 372,651 381,351 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (364,067) $ - $ - $ 8,765 $ - Accounting Adjustments $ (7) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 265,478 265,478 $ $ 265,478 265,478 $ $ 372,651 372,651 $ $ - 527,580 527,580 $ $ 643 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Special Revenue Fund (245) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 6,472,572 $ 6,472,572 FY 2012 Revised Budget $ 6,472,572 $ 6,472,572 FY 2013 Budget Target $ 6,472,572 $ 6,472,572 $ (520,513) $ (520,513) - $ - $ 58,866 $ 58,866 Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Decrease expenditures for Non-Capital Equipment Decrease Internal Services costs due to decline in Telecommunication charges Increase expenditures to right-size General Supplies, Repairs & Maintenance, and Other Services Reduce personnel expenditures to right-size funding for 26 FTEs added in FY 2012 Decrease expenditures for Other Services due to a decline in scanning costs attributable to an increase in eFiling by public safety officers Fees and Other Revenues ProgRevenue Volume Inc/Dec Other Mandates New Justice Precincts Increase Allocation-In from General Fund for salaries and benefits of new Senior and Lead Clerk positions created for the new 26th Justice Court (half-year) Increase operating expenditures for the new 26th Justice Court Reallocations Reallocation Between Funds Increase Personal Services Allocations-In from the General Fund by $166,475, including $123,873 associated with 2.0 FTE Management Analysts, and $42,602 for remaining allocations-in. $ (21,000) (2,000) 75,523 (449,163) (123,873) $ $ (295,172) (295,172) - 50,804 8,062 $ $ 166,475 $ 166,475 - $ 6,177,400 $ -4.6% 6,177,400 -4.6% 166,475 FY 2013 Adopted Budget Percent Change from Target Amount Justice Courts Special Revenue Fund (245) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 773,466 $ 156,659 $ 156,659 $ 63,080 $ 127,710 Sources: Operating Total Sources: $ $ 4,559,433 4,559,433 $ $ 6,472,572 6,472,572 $ $ 6,472,572 6,472,572 $ $ 6,177,400 6,177,400 $ $ 6,177,400 6,177,400 $ 4,624,631 645,173 5,269,804 $ $ $ 6,112,770 6,112,770 $ $ 6,472,572 6,472,572 $ $ 6,472,572 6,472,572 $ 6,177,400 6,177,400 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (65,198) $ - $ - $ 64,630 $ - Accounting Adjustments $ (15) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 156,659 156,659 $ $ 156,659 156,659 $ $ 127,710 127,710 $ $ 127,710 127,710 63,080 63,080 $ $ 644 Maricopa County Annual Business Strategies FY 2013 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: A standardized case management tool developed by the department during FY 2011 (Arizona Youth Assessment System – AZYAS) to provide a “map” for the probationer to enhance the likelihood of success on probation and consequently reduce overall recidivism will be rolled-out and implemented across the State by the end of FY 2012. After working with AZYAS during FY 2013, the department anticipates achieving this goal by June 2014. Citizen Satisfaction By June 2015, the department will increase overall stakeholder satisfaction with services by 15%. Status: Results from an internal communication satisfaction survey that was developed and disseminated in FY 2011 will be shared with the department and a plan will be in place to address issues by the end of FY 2012. The department intends to have an external stakeholder satisfaction assessment process formalized and implemented by the end of FY 2013. Access to Justice By June 2015, the department will reduce overrepresentation of minority youth in secure detention by 10%. Status: Minorities made up 55.1% of the population of youth age 8 to 17 and 67% of all detainees were minorities in FY 2011. Partnering with the courts in four other counties in its expansion of the Juvenile Detention Alternatives Initiative, the department is focusing on identifying alternatives to detention and the reduction of disparate treatment in the justice system. The department is also working with the Juvenile Court to provide Disproportionate Minority Contact training for all staff which will result in better decisions that lead to reductions in the disparity of minorities being detained. The department anticipates that these efforts will result 645 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation in a 5.0% reduction in disproportionality by the end of FY 2013. Safe Communities By June 2015, the rate of juvenile recidivism will be at or below 15 per 100 juvenile offenders. Status: Utilizing the new definition of recidivism as “a new adjudication within 365 days of the original referral to the Juvenile Court”, the recidivism rate for the Juvenile Probation Department was 15.4% in FY 2011. The department will continue to track the recidivism rate and believes their efforts will allow the department to achieve this goal by June FY 2015. 646 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % DVRN - JUVENILE COURT DIVERSION 27DV - JUVENILE COURT DIVERSION $ $ 2,231,823 $ 2,231,823 $ 2,936,168 $ 2,936,168 $ 2,936,168 $ 2,936,168 $ 2,201,969 $ 2,201,969 $ 2,349,921 $ 2,349,921 $ (586,247) (586,247) -20.0% -20.0% DALT - JUV DETENTION ALTERNATIVES JCUS - JUV DETENTION CUSTODY AND CTRL 27JD - JUVENILE DETENTION $ - $ 591,172 591,172 $ 42,671 $ 460,253 502,924 $ 42,671 $ 460,253 502,924 $ 17,780 $ 278,338 296,118 $ - $ 505,000 505,000 $ (42,671) 44,747 2,076 -100.0% 9.7% 0.4% JRPS - JUV RESTITUTION AND PUBLIC SVC JSTD - JUVENILE STANDARD SUPERVISION 27JP - COMMUNITY SUPERVISION $ - $ 969,445 969,445 $ 10,000 $ 663,558 673,558 $ 10,000 $ 663,558 673,558 $ 2,834 $ 581,825 584,659 $ 9,135 $ 587,961 597,096 $ (865) (75,597) (76,462) -8.7% -11.4% -11.4% DRUG - JUVENILE DRUG COURT JTMS - JUVENILE TREATMENT MGMT SVCS JVOH - JUVENILE OUT OF HOME CASE MGMT 27JT - JUVENILE TREATMENT $ $ - $ - $ 100,000 $ 264,108 311,329 675,437 $ 100,000 $ 264,108 311,329 675,437 $ 55,637 $ 392,519 129,721 577,877 $ 208,889 $ 126,025 492,960 827,874 $ 108,889 (138,083) 181,631 152,437 108.9% -52.3% 58.3% 22.6% JLED - JUVENILE LAW RELATED EDUCATION 27PR - JUVENILE CRIME PREVENTION $ $ 636,932 $ 636,932 $ 948,137 $ 948,137 $ 891,089 $ 891,089 $ 392,645 $ 392,645 $ 595,483 $ 595,483 $ (295,606) (295,606) -33.2% -33.2% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 19,816 $ 19,816 $ 8,001 $ 8,001 $ 8,001 $ 8,001 $ 19,714 $ 19,714 $ 14,750 $ 14,750 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 3,730,887 $ 3,730,887 $ 3,712,000 $ 3,712,000 $ 3,898,080 $ 3,898,080 $ 3,240,030 $ 3,240,030 $ 3,592,145 $ 3,592,145 $ (305,935) (305,935) -7.8% -7.8% TOTAL PROGRAMS $ 8,180,075 $ 9,456,225 $ 9,585,257 $ 7,313,012 $ 8,482,269 $ (1,102,988) -11.5% 2,686,528 $ 323,964 3,010,492 $ 2,393,681 $ 545,544 358,277 523,284 3,820,786 $ 2,297,898 $ 547,799 392,713 523,095 3,761,505 $ 1,825,834 $ 397,277 440,637 435,107 3,098,855 $ 1,797,088 $ 540,861 460,628 448,478 3,247,055 $ 500,810 6,938 (67,915) 74,617 514,450 21.8% 1.3% -17.3% 14.3% 13.7% 3,244,170 $ 22,921,773 2,419,409 773,030 29,358,382 $ 3,223,286 $ 24,454,515 2,392,918 704,508 30,775,227 $ 3,145,259 $ 24,321,109 2,470,441 776,155 30,712,964 $ 2,815,595 $ 20,484,765 2,476,912 729,986 26,507,258 $ 3,120,783 $ 22,504,791 2,616,749 987,322 29,229,645 $ 24,476 1,816,318 (146,308) (211,167) 1,483,319 0.8% 7.5% -5.9% -27.2% 4.8% - $ 2,477,013 1,652,647 333,573 9,325,307 13,788,540 $ 421,350 $ 2,322,086 2,555,011 226,691 8,214,679 112,049 13,851,866 $ 386,211 $ 2,313,786 2,536,441 226,205 8,254,830 103,417 13,820,890 $ 327,374 $ 2,115,652 2,323,346 235,279 7,758,260 75,623 12,835,534 $ 406,959 $ 2,030,171 2,459,600 240,086 7,635,675 108,536 12,881,027 $ (20,748) 283,615 76,841 (13,881) 619,155 (5,119) 939,863 -5.4% 12.3% 3.0% -6.1% 7.5% -4.9% 6.8% 94,078 $ 69,734 344,068 313,679 821,559 $ 469,340 $ 673,329 877,230 328,776 2,348,675 $ 460,197 $ 662,089 847,302 322,640 2,292,228 $ 418,219 $ 658,476 759,074 287,859 2,123,628 $ 568,765 $ 698,571 948,205 350,038 2,565,579 $ (108,568) (36,482) (100,903) (27,398) (273,351) -23.6% -5.5% -11.9% -8.5% -11.9% 935,876 $ 935,876 $ 846,598 $ 261,582 1,108,180 $ 876,736 $ 278,953 1,155,689 $ 694,889 $ 224,073 918,962 $ 651,997 $ 419,895 1,071,892 $ 224,739 (140,942) 83,797 25.6% -50.5% 7.3% - $ - $ 429,279 $ 418,441 847,720 $ 438,973 $ 379,845 818,818 $ 371,517 $ 385,081 756,598 $ 504,398 $ 503,163 1,007,561 $ (65,425) (123,318) (188,743) -14.9% -32.5% -23.1% 218,983 $ 1,133,334 806,585 943,694 133,956 377,291 3,613,843 $ 222,984 $ 1,196,558 379,098 551,129 160,445 354,471 2,864,685 $ 222,984 $ 1,457,717 405,127 550,138 160,445 212,022 3,008,433 $ 193,413 $ 1,408,705 382,118 433,960 190,189 212,023 2,820,408 $ 208,320 $ 1,429,593 444,187 534,306 129,160 129,966 2,875,532 $ 14,664 28,124 (39,060) 15,832 31,285 82,056 132,901 6.6% 1.9% -9.6% 2.9% 19.5% 38.7% 4.4% - $ 460,380 460,380 $ - $ 862,289 862,289 $ 2,551 $ 862,289 864,840 $ - $ 768,911 768,911 $ - $ 1,134,488 1,134,488 $ 2,551 (272,199) (269,648) 100.0% -31.6% -31.2% $ 1,256,622 $ 53,378 277,728 44,134 1,631,862 $ 2,450,582 $ 287,348 2,737,930 $ 2,450,582 $ 287,348 2,737,930 $ 1,248,607 $ 403,898 1,652,505 $ 2,512,304 $ 190,003 2,702,307 $ (61,722) 97,345 35,623 -2.5% N/A 33.9% N/A 1.3% TOTAL PROGRAMS $ 53,620,934 $ 59,217,358 $ 59,173,297 $ 51,482,659 $ 56,715,086 $ $ $ 6,749 6,749 84.4% 84.4% 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 $ 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 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ $ 647 2,458,211 4.2% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 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 FY 2011 ACTUAL 3,676,174 4,344 3,680,518 FY 2012 ADOPTED $ $ 826,327 $ 826,327 $ FY 2012 REVISED 4,971,658 14,999 4,986,657 3,641,091 3,641,091 $ $ $ $ SUBTOTAL $ 22,898 9,241 32,139 $ ALL REVENUES $ 8,180,075 $ 9,456,225 TOTAL SOURCES $ 8,180,075 FY 2011 ACTUAL $ 9,456,225 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 $ $ 716,934 $ 716,934 $ $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 3,700,000 3,700,000 FY 2012 FORECAST 4,914,610 14,999 4,929,609 $ $ 716,934 $ 716,934 $ FY 2013 ADOPTED 3,485,272 3,485,272 $ $ 580,519 $ 580,519 $ REVISED VS ADOPTED VAR % 4,398,449 $ 5,000 4,403,449 $ 662,870 662,870 (516,161) (9,999) (526,160) -10.5% -66.7% -10.7% $ $ (54,064) (54,064) -7.5% -7.5% $ $ 3,700,000 3,700,000 $ $ 3,225,315 3,225,315 $ $ 3,383,500 $ 3,383,500 $ (316,500) (316,500) -8.6% -8.6% 34,633 $ 18,001 52,634 $ 220,713 18,001 238,714 $ $ $ 17,215 4,691 21,906 $ 18,565 $ 13,885 32,450 $ (202,148) (4,116) (206,264) -91.6% -22.9% -86.4% $ 9,585,257 $ 7,313,012 $ 8,482,269 (1,102,988) -11.5% $ 9,585,257 FY 2012 REVISED $ 7,313,012 FY 2012 FORECAST $ 8,482,269 FY 2013 ADOPTED $ $ (1,102,988) -11.5% REVISED VS ADOPTED VAR % 30,893,324 $ 94,997 503,870 11,393,134 356,304 (7,178,260) 11,074,124 47,137,493 $ 33,017,723 $ 137,854 391,115 13,434,081 408,722 (6,770,416) 10,676,433 51,295,512 $ 32,944,440 $ 137,854 391,115 13,344,593 408,722 (6,770,416) 10,676,433 51,132,741 $ 28,995,661 $ 35,293 523,578 11,368,715 291,110 (6,746,659) 10,922,400 45,390,098 $ 31,386,854 $ 97,528 496,044 13,108,013 284,685 (6,734,922) 10,796,681 49,434,883 $ 1,557,586 40,326 (104,929) 236,580 124,037 (35,494) (120,248) 1,697,858 4.7% 29.3% -26.8% 1.8% 30.3% -0.5% -1.1% 3.3% SUBTOTAL $ 766,742 $ 100,320 45,375 269,148 (119,268) 636,234 1,698,551 $ 750,461 $ 137,340 41,500 50,500 (49,647) 662,849 1,593,003 $ 1,011,620 $ 137,340 41,500 50,500 (49,647) 662,849 1,854,162 $ 646,714 $ 93,368 48,721 35,996 (49,634) 544,928 1,320,093 $ 951,794 $ 100,598 53,500 62,500 (64,323) 542,597 1,646,666 $ 59,826 36,742 (12,000) (12,000) 14,676 120,252 207,496 5.9% 26.8% -28.9% -23.8% 29.6% 18.1% 11.2% 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 $ 428 $ 1,525,698 682,602 444,027 1,003,028 237,992 165,889 46,116 28,851 4,387 (362,003) 716,508 4,493,523 $ 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 $ 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) 509,496 5,912,333 $ 5,545 $ 1,528,619 847,998 300,328 371,047 932,480 164,208 57,023 36,523 3,187 (297,459) 509,493 4,458,992 $ 6,300 $ 1,510,086 1,890,624 365,180 295,332 856,708 159,254 35,507 34,446 3,187 (444,850) 656,872 5,368,646 $ 6,800 (70,371) 217,055 50,013 8,688 22,000 161,620 (347) 105,370 43,746 (887) 147,376 (147,376) 543,687 51.9% -4.9% 10.3% 12.0% 2.9% 100.0% 15.9% -0.2% 74.8% 55.9% -38.6% 49.5% -28.9% 9.2% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ 25,532 $ 229,620 255,152 $ - $ 50,522 223,539 274,061 $ - $ 50,522 223,539 274,061 $ - $ 93,968 219,508 313,476 $ 150,923 $ 113,968 264,891 $ ALL EXPENDITURES $ 53,584,719 $ 59,217,358 $ 59,173,297 $ 51,482,659 $ 56,715,086 $ 2,458,211 4.2% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 36,215 $ 36,215 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 53,620,934 $ 59,217,358 $ 59,173,297 $ 51,482,659 $ 56,715,086 $ 2,458,211 4.2% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 648 (150,923) N/A (63,446) -125.6% 223,539 100.0% 9,170 3.3% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ SOURCES $ 24,160 $ 24,160 $ 23,000 $ 23,000 $ 23,000 $ 23,000 $ 19,714 $ 19,714 $ 19,750 $ 19,750 $ (3,250) (3,250) -14.1% -14.1% $ SOURCES $ 3,686,969 $ 3,686,969 $ 4,983,658 $ 4,983,658 $ 5,112,690 $ 5,112,690 $ 3,492,775 $ 3,492,775 $ 4,406,449 $ 4,406,449 $ (706,241) (706,241) -13.8% -13.8% $ SOURCES $ 4,175,925 $ 4,175,925 $ 4,132,934 $ 4,132,934 $ 4,132,934 $ 4,132,934 $ 3,567,878 $ 3,567,878 $ 3,743,200 $ 3,743,200 $ (389,734) (389,734) -9.4% -9.4% $ SOURCES $ 8,891 $ 8,891 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 3,118 $ 3,118 $ 10,000 $ 10,000 $ $ SOURCES $ 284,130 $ 284,130 $ 306,633 $ 306,633 $ 306,633 $ 306,633 $ 229,527 $ 229,527 $ 302,870 $ 302,870 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 8,180,075 $ 8,180,075 $ FY 2011 ACTUAL 9,456,225 $ 9,456,225 $ FY 2012 ADOPTED 9,585,257 $ 9,585,257 $ FY 2012 REVISED 7,313,012 $ 7,313,012 $ FY 2012 FORECAST 8,482,269 $ 8,482,269 $ FY 2013 ADOPTED FUND TOTAL 227 JUVENILE PROBATION GRANTS OPERATING 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 (3,763) (3,763) 0.0% 0.0% -1.2% -1.2% (1,102,988) -11.5% (1,102,988) -11.5% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 14,830,696 $ 14,830,696 $ 16,756,982 $ 16,756,982 $ 16,603,574 $ 16,603,574 $ 16,164,603 $ 16,164,603 $ 16,088,443 $ 16,088,443 $ 515,131 515,131 3.1% 3.1% $ USES $ 3,774,411 $ 3,774,411 $ 4,983,658 $ 4,983,658 $ 5,112,690 $ 5,112,690 $ 3,492,775 $ 3,492,775 $ 4,406,449 $ 4,406,449 $ 706,241 706,241 13.8% 13.8% $ USES $ 4,203,190 $ 4,203,190 $ 4,132,934 $ 4,132,934 $ 4,132,934 $ 4,132,934 $ 4,130,760 $ 4,130,760 $ 3,743,200 $ 3,743,200 $ 389,734 389,734 9.4% 9.4% $ USES $ 20,086 $ 20,086 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 8,323 $ 8,323 $ 10,000 $ 10,000 $ - 0.0% 0.0% $ USES $ 30,434,025 $ 30,434,025 $ 31,542,830 $ 1,484,321 33,027,151 $ 31,523,145 $ 1,484,321 33,007,466 $ 27,383,392 $ 27,383,392 $ 30,679,803 $ 1,484,321 32,164,124 $ 843,342 843,342 2.7% 0.0% 2.6% $ USES $ 358,526 $ 358,526 $ 306,633 $ 306,633 $ 306,633 $ 306,633 $ 302,806 $ 302,806 $ 302,870 $ 302,870 $ 3,763 3,763 1.2% 1.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 53,620,934 $ - $ 53,620,934 $ 57,733,037 $ 1,484,321 $ 59,217,358 $ 57,688,976 $ 1,484,321 $ 59,173,297 $ 51,482,659 $ - $ 51,482,659 $ 55,230,765 $ 1,484,321 $ 56,715,086 $ 2,458,211 2,458,211 4.3% 0.0% 4.2% 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL 228 JUVENILE PROBATION SPECIAL FEE OPERATING FUND TOTAL 229 JUVENILE RESTITUTION OPERATING FUND TOTAL 255 DETENTION OPERATIONS OPERATING NON-RECURRING FUND TOTAL 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL 649 Maricopa County Annual Business Strategies FY 2013 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .50 11.50 1.50 6.95 .30 .25 21.00 8.00 8.00 .00 8.00 .00 .00 .00 .00 8.00 8.00 8.00 8.00 8.00 - N/A 0.0% N/A N/A N/A N/A 0.0% 29.20 6.00 46.70 156.90 238.80 6.00 44.53 5.60 43.38 102.30 1.40 203.21 5.00 44.08 6.60 42.38 100.75 1.40 200.21 5.00 44.53 5.60 43.38 103.30 1.40 203.21 5.30 41.38 5.50 41.80 99.02 1.40 194.40 .30 (2.70) (1.10) (.58) (1.73) (5.81) 6.0% (6.1%) (16.7%) (1.4%) (1.7%) 0.0% (2.9%) 1.00 2.00 .50 3.50 - .00 .00 .00 - - - - N/A N/A N/A N/A 45.35 6.00 51.35 8.55 38.27 4.50 6.50 57.82 9.55 36.27 5.50 5.50 56.82 8.55 36.27 5.50 6.50 56.82 8.85 33.33 6.50 6.50 55.18 (.70) (2.94) 1.00 1.00 (1.64) (7.3%) (8.1%) 18.2% 18.2% (2.9%) 24.35 24.35 8.70 3.30 12.00 11.10 3.90 15.00 10.10 3.90 14.00 9.10 5.70 14.80 (2.00) 1.80 (.20) (18.0%) 46.2% (1.3%) 24.00 344.10 23.00 8.00 399.10 23.00 336.43 23.00 8.00 390.43 22.00 330.43 23.00 11.00 386.43 22.00 327.43 23.00 10.00 382.43 20.00 316.43 23.00 9.00 368.43 (2.00) (14.00) (2.00) (18.00) (9.1%) (4.2%) 0.0% (18.2%) (4.7%) - 9.00 7.25 16.25 9.00 7.25 16.25 9.00 7.25 16.25 9.00 7.10 16.10 (.15) (.15) 0.0% (2.1%) (0.9%) 1.30 1.10 5.45 6.15 14.00 752.10 14.45 8.85 6.30 15.79 45.39 733.10 15.45 9.85 7.30 16.79 49.39 732.10 14.45 9.85 6.30 17.79 48.39 729.10 16.05 11.15 7.00 16.99 51.19 708.10 .60 1.30 (.30) .20 1.80 (24.00) 3.9% 13.2% (4.1%) 1.2% 3.6% (3.3%) 650 Maricopa County Annual Business Strategies FY 2013 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 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 Mental Health Director - Juvenile Nurse - Correctional Nurse Pract/Phys Asst Office Assistant Specialized Operations/Program Manager Physician Probation Manager Probation Officer Probation Officer Supervisor Program Coordinator Psychologist Social Worker Social Worker Supervisor Surveillance Officer Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 2.00 2.00 2.00 2.00 2.00 3.00 3.00 4.00 4.00 4.00 1.00 6.00 6.00 6.00 6.00 6.00 3.00 3.00 1.00 4.00 4.00 4.00 25.00 25.00 25.00 25.00 25.00 265.10 259.10 251.10 248.10 240.10 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 20.00 19.00 19.00 19.00 19.00 5.00 5.00 4.00 4.00 4.00 40.00 37.00 36.00 36.00 34.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 5.00 5.00 1.00 2.00 2.00 3.00 3.00 3.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 1.00 12.00 13.00 13.00 13.00 13.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 257.00 247.00 247.00 247.00 238.00 33.00 34.00 35.00 35.00 35.00 3.00 3.00 3.00 4.00 4.00 2.00 2.00 4.00 4.00 4.00 4.00 4.00 4.00 1.00 48.00 47.00 46.00 46.00 45.00 752.10 733.10 732.10 729.10 708.10 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% (11.00) (4.4%) 0.0% 0.0% 0.0% 0.0% (2.00) (5.6%) 0.0% 0.0% N/A 0.0% N/A 0.0% (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (9.00) (3.6%) 0.0% 1.00 33.3% 0.0% 0.0% (1.00) (100.0%) (1.00) (2.2%) (24.00) (3.3% ) Staffing by Fund 100 227 255 275 Department Total FUND GENERAL JUVENILE PROBATION GRANTS DETENTION OPERATIONS JUVENILE PROBATION DIVERSION FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 281.00 278.00 279.00 279.00 272.00 61.00 59.00 59.00 60.00 60.00 405.10 392.10 390.10 386.10 372.10 5.00 4.00 4.00 4.00 4.00 752.10 733.10 732.10 729.10 708.10 REVISED TO ADOPTED VARIANCE VAR % (7.00) (2.5%) 1.00 1.7% (18.00) (4.6%) 0.0% (24.00) (3.3% ) Significant Variance Analysis The FY 2012 budget includes the deletion of 7.0 FTE positions that had been funded in the General Fund, and then allocated to the Juvenile Probation Special Fees Fund (228). The Fees Fund has insufficient revenue to sustain the positions. In addition, 15.0 FTE positions were deleted from the Detention Fund (255). 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. 651 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation General Adjustments Target Adjustments: General Fund (100) • Decrease the expenditure budget by $67,562 due to a reduction in the number of from 2088 hours in FY 2012 to 2080 hours in FY 2013. Grants Fund (227) • Decrease the expenditure budget by $12,982 due to a reduction in the number of from 2088 hours in FY 2012 to 2080 hours in FY 2013. Detention Fund (255) • Decrease the expenditure budget by $79,242 due to a reduction in the number of from 2088 hours in FY 2012 to 2080 hours in FY 2013. Diversion Fund (275) • Decrease the expenditure budget by $1,025 due to a reduction in the number of from 2088 hours in FY 2012 to 2080 hours in FY 2013. payroll hours payroll hours payroll hours payroll hours Operating Adjustments: General Fund (100) • Increase Regular Benefits by $489 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase Regular Pay and Benefits by $35,457 to account for net changes in pay rates assigned to newly filled positions. • Decrease Personal Services by $339,734 and inactivate 6.0 FTE vacant positions allocated to Juvenile Probation Special Fees Fund (228) due to declining fee revenue. • Decrease Personal Services Allocation-Out by $387,555 to the Juvenile Probation Special Fees Fund (228), including $339,734 associated with the reduction of 6.0 FTE vacant positions and a net of $47,821 in all other allocations. • Increase Allocations-In by $13,137, including $13,094 from the Juvenile Probation Grants Fund (227) and $43 from the Public Works Department Transportation Operations Fund (232) ESRI GIS Enterprise Agreement. • Decrease expenditures by $1,104 for Other Personal Services to reflect the FY 2012 Forecast. • Increase expenditures for Supplies by $94,292, including increases of $95,992 for General Supplies to more closely align with historical expenditures, $4,000 for Fuel based on increasing fuel prices, and a reduction of $5,700 for Medical Supplies consistent with historical funding. • Increase Non-Capital expenditures by $12,000 for scanners. No increase is recommended for computer replacements from the General Fund because County-wide funding has been setaside in Non-Departmental (470) for computer refresh costs. • Decrease expenditures by $549,504 to reflect a department-wide re-allocation of Internal Service Charges to the appropriate funds. • Decrease expenditures by $71,690, including $5,800 for Legal Services, $9,382 for Travel, $20,589 for Education and Training, and $35,919 for Postage to reflect the FY 2012 Forecast. • Decrease expenditures for Intergovernmental Payments by $22,000, associated with a cash match from the State Superior Court for a family counseling grant. • Increase expenditures by $161,643 for Other Services to more closely align with historical expenditures. • Increase Services expenditures by $15,000 for executive recruitment and relocation expenses. • Increase Health Care Services by $37,909 to reflect the FY 2012 Forecast. • Increase expenditures by $53,800 for copier equipment leases. 652 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation • Increase expenditures by $66,481 for Repairs and Maintenance, including an increase of $82,481 for fleet maintenance charges and SPSS software licenses, and a decrease of $16,000 for equipment repairs and iCIS software licenses. • Increase expenditures for Capital Equipment by $56,269, including increases of $126,535 for a virtual desk infrastructure, $24,388 for two servers and $63,446 for five additional sedans, and a decrease for Debt Service from $158,100 to $0 (paid-off in FY 2012). • Increase administrative indirect cost allocations-out expenditures by $501,019 to the Juvenile Probation Detention Fund (255) for personal services, supplies, and services. • Increase Other Benefits and Internal Service Charges by $142,811 for the impact of the changes in Risk Management charges. Juvenile Probation Grants Fund (227) • Increase Regular Benefits by $1,645 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • The Department anticipates grant revenue to decline in FY 2013. Budgeted revenue is reduced by $577,209 and expenditures by $565,872, netting in structural balance. Juvenile Probation Special Fee Fund (228) • Decrease revenue by $389,734 to more closely reflect the FY 2012 Forecast. • Decrease expenditures by $389,734 to maintain structural balance, including a reduction in Personal Services Allocations-In from the General Fund by $387,555 and a reduction of $2,179 in General Supplies. Detention Fund (255) • Increase Regular Benefits by $12,339 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Regular Pay and Benefits by $624,381 to account for net changes in pay rates assigned to newly filled positions. • Increase Personal Services expenditures by $147,790, including reductions of $40,312 for Temporary pay and $107,478 for Other Personal Services. • Increase Overtime Pay by $93,341 to reflect the FY 2012 Forecast. • Increase Personal Service Allocations-In by $19,742 from the Superior Court General Fund. • Decrease expenditures for Supplies by $19,751, including decreases of $6,045 from General Supplies and $21,706 from Medical Supplies to reflect the FY 2012 Forecast, and an increase of $8,000 for Fuel to reflect rising costs. • Decrease expenditures for Supplies Allocations-In from the Public Health Department by $1,346 and from the Sheriff by $73,625 (including a decrease of $143,625 from food service and laundry, and an increase of $70,000 for the cost of 20 juvenile extraditions per year). • Increase expenditures by $372,969 to reflect a department-wide re-allocation of Internal Service Charges to the appropriate funds. • Decrease Equipment Lease expenditures by $103,813, including $100,013 in electronic monitoring costs and $3,800 in copier leases. • Decrease expenditures by $74,901 from Repairs and Maintenance, including a reduction of $82,000 from repairs and an increase of $7,099 for maintenance. • Increase expenditures for Services by $59,434 to reflect the FY 2012 Forecast, including increases of $76,962 for Health Care Services, $6,193 for Travel and $887 for Utilities, and decreases of $21,781 from Education and Training, and $2,827 from Postage. • Decrease expenditures by $43,126 from Other Services and $65,439 from Debt Service. • Decrease Personal Services expenditures by $834,889 and delete 15.0 vacant FTEs. Expenditure reductions include $565,692 from Salaries and $269,197 from Benefits. • Increase administrative indirect cost allocations-in from the General Fund by $501,019, including personal services ($338,967), supplies ($14,676) and services ($147,376). 653 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation • Increase Other Benefits and Internal Service Charges by $166,117 for the impact of the changes in Risk Management charges. Detention Fund (255) Non Recurring Non Project (0001) • Carryover Non-Recurring project costs totaling $1,484,321 for various technology projects. Juvenile Probation Diversion Fund (275) • Decrease Regular Benefits by $281 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Regular Pay and Benefits by $3 to account for net changes in pay rates assigned to newly filled positions. • Decrease expenditures for Travel by $2,454 to maintain Fund structural balance. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 90.2% 83.5% FY 2013 ADOPTED 83.5% REV VS ADOPTED VAR % -6.7% -7.4% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 1.2% 1.0% 0.7% -0.5% -39.7% N/A 67.5% 100.0% 100.0% 32.5% 48.1% Activities that comprise this program include: • Juvenile Detention Alternatives • Juvenile Detention Medical Clinic • • Juvenile Detention Custody & Control Juvenile Mental Health 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. 654 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 90.2% 83.5% FY 2013 ADOPTED 83.5% REV VS ADOPTED VAR % (6.7%) -7.4% N/A 2,448 2,198 2,246 (202) -8.3% N/A 2,448 2,198 2,246 (202) -8.3% N/A $ 1,284.83 $ 1,280.98 $ 1,389.48 $ (104.66) -8.1% 42,671 42,671 $ $ 17,780 17,780 $ $ - $ $ (42,671) (42,671) -100.0% -100.0% 196,376 4,000 2,944,883 $ 3,145,259 $ 194,845 3,910 2,616,840 $ 2,815,595 $ 132,991 8,397 2,979,395 $ 3,120,783 $ 63,385 (4,397) (34,512) 24,476 32.3% -109.9% -1.2% 0.8% Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 130,612 34,200 3,079,358 $ 3,244,170 $ 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. 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. 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 1.2% 1.0% 6,240 6,351 6,540 N/A 236 222 222 N/A N/A 13 6,696 12 8,802 14 9,264 1 2,568 7.7% 38.4% N/A 8,472 8,559 8,796 324 3.8% N/A 272 272 272 - 0.0% 1,202.91 33.1% 591,172 591,172 $ 520,434 22,401,339 $ 22,921,773 $ $ REV VS ADOPTED VAR % (0.5%) -39.1% N/A N/A $ $ FY 2013 ADOPTED 0.7% $ 3,632.18 $ 2,327.29 $ 2,429.27 $ 9,000 451,253 460,253 $ 278,338 278,338 $ 505,000 505,000 $ $ $ $ 300 4.8% (14) -5.9% (9,000) 53,747 44,747 -100.0% 11.9% 9.7% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 50,591 561,383 23,709,135 $ 24,321,109 $ 19,331 369,036 20,096,398 $ 20,484,765 $ 19,444 556,030 21,929,317 $ 22,504,791 $ 31,147 5,353 1,779,818 $ 1,816,318 61.6% 1.0% 7.5% 7.5% 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. 655 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 100.0% N/A 51,300 99,968 109,944 58,644 114.3% N/A 51,300 99,968 109,944 58,644 114.3% 24.36 50.6% N/A $ $ 2,419,409 $ 2,419,409 48.16 $ 2,470,441 $ 2,470,441 $ 24.78 $ 2,476,912 $ 2,476,912 $ 23.80 $ $ 2,616,749 $ 2,616,749 $ $ (146,308) (146,308) -5.9% -5.9% Activity Narrative: A change in data collection methodology during FY 2012 enabled the department to keep track of more service categories than had been expected when the FY 2012 budget was approved. 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. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 67.5% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 32.5% 48.1% N/A 3,204 3,087 3,120 (84) -2.6% N/A 4,740 3,087 3,120 (1,620) -34.2% N/A $ 242.25 $ 236.47 $ 316.45 $ (74.20) -30.6% 776,155 776,155 $ $ 729,986 729,986 $ $ 987,322 987,322 $ $ (211,167) (211,167) -27.2% -27.2% Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ 773,030 773,030 $ $ 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. 656 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 62.0% 73.4% FY 2013 ADOPTED 73.4% REV VS ADOPTED VAR % 11.4% 18.4% N/A 87.9% 83.8% 83.8% -4.1% -4.7% N/A 78.2% 77.4% 77.4% -0.8% -1.0% N/A 90.2% 81.3% 82.0% -8.2% -9.1% N/A 65.1% 86.6% 86.6% 21.5% 33.1% N/A 85.4% 74.6% 75.7% -9.7% -11.4% N/A 64.9% 77.4% 77.4% 12.5% 19.3% N/A 85.0% 81.3% 82.0% -3.0% -3.6% 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. 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 juveniles receiving Citations services during time period. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 65.1% 86.6% FY 2013 ADOPTED 86.6% REV VS ADOPTED VAR % 21.5% 33.1% N/A 85.4% 74.6% 75.7% (9.7%) -11.4% N/A 3,516 2,037 2,057 (1,459) -41.5% N/A 3,516 2,037 2,057 (1,459) -41.5% N/A $ 155.80 $ 195.03 $ 262.94 $ (107.14) -68.8% 142,959 404,840 547,799 $ 132,349 264,928 397,277 $ 179,049 361,812 540,861 $ (36,090) 43,028 6,938 -25.2% 10.6% 1.3% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ - $ $ $ $ $ Activity Narrative: Data reported for FY 2012 Forecast are lower than FY 2012 Revised due to modifications and enhancements to the methodology for calculating the Demand and Output. The 657 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Demand and Output are now based on Probation Officer assignment, while Results are based on the dispositions of the case. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 62.0% 73.4% FY 2013 ADOPTED 73.4% REV VS ADOPTED VAR % 11.4% 18.4% N/A 87.9% 83.8% 83.8% (4.1%) -4.7% N/A 4,536 6,633 6,699 2,163 47.7% N/A 6,768 6,633 6,699 N/A $ 506.59 $ 275.27 $ (69) -1.0% 268.26 $ 238.33 47.0% (578,284) (7,963) (586,247) -22.0% N/A -2.6% -20.0% 222,978 275,436 2,396 500,810 28.8% 20.0% N/A N/A 1.7% 21.8% Revenue 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION 275 - JUVENILE PROBATION DIVERSION TOTAL SOURCES $ 1,946,583 8,026 277,214 $ 2,231,823 $ 2,629,535 306,633 $ 2,936,168 $ 1,976,642 225,327 $ 2,201,969 $ 2,051,251 298,670 $ 2,349,921 $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ $ $ Expenditure 508,867 1,907,252 20,086 176,183 74,140 $ 2,686,528 773,636 1,379,078 145,184 $ 2,297,898 695,450 987,407 142,977 $ 1,825,834 550,658 1,103,642 142,788 $ 1,797,088 $ Activity Narrative: Maricopa County Attorney policy changes increased the number of Juveniles receiving diversion services in FY 2012 and this trend is expected to continue in FY 2013. 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. 658 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 64.9% 77.4% REV VS ADOPTED VAR % 12.5% 19.3% FY 2013 ADOPTED 77.4% N/A 85.0% 81.3% 82.0% N/A 2,256 2,238 2,260 4 0.2% N/A 2,256 2,238 2,260 4 0.2% N/A $ (3.0%) -3.6% 174.07 $ 196.89 $ 203.82 $ (29.74) -17.1% 81,380 234,485 76,848 392,713 $ 118,061 247,366 75,210 440,637 $ 177,676 206,594 76,358 460,628 $ (96,296) 27,891 490 (67,915) -118.3% 11.9% 0.6% -17.3% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ - $ $ $ $ $ Activity Narrative: Data reported for FY 2012 Forecast are lower than FY 2012 Revised due to modifications and enhancements to the methodology for calculating the Demand and Output. The Demand and Output are now based on Probation Officer assignment, while Results are based on the dispositions of the case. 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: Not mandated. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 78.2% 77.4% FY 2013 ADOPTED 77.4% REV VS ADOPTED VAR % (0.8%) -1.0% N/A 90.2% 81.3% 82.0% (8.2%) -9.1% N/A 972 1,626 1,642 670 68.9% N/A 1,332 1,626 1,642 310 23.3% N/A $ 538.16 $ 267.59 $ 273.13 $ 265.03 49.2% 241,710 196,784 84,601 523,095 $ 239,346 111,142 84,619 435,107 $ 235,827 128,927 83,724 448,478 $ 5,883 67,857 877 74,617 2.4% 34.5% 1.0% 14.3% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ 197,283 74,954 51,727 323,964 $ $ $ $ $ Activity Narrative: Maricopa County Attorney policy changes increased the number of Juveniles receiving Teen Court services in FY 2012 and this trend is expected to continue in FY 2013. In addition, cases are now tracked by Probation Officer assignment; thus data represents cases rather than individual youths (who may participate more than once). 659 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 80.0% 80.0% FY 2013 ADOPTED 80.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 90.0% 90.0% 90.0% 0.0% 0.0% N/A 92.1% 98.8% 98.8% 6.8% 7.3% Activities that comprise this program include: • 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: Not mandated. Measure Type Result Measure Description Percent of youth who attended law related education that report an increased awareness of the legal system (survey results). Result 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. Output Output Demand Demand Efficiency FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 80.0% 80.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 80.0% N/A 90.0% 90.0% 90.0% 0.0% 0.0% N/A 9,252 52,055 59,472 50,220 542.8% N/A 2,292 2,165 2,443 151 6.6% N/A 11,388 7,968 11,010 (378) -3.3% N/A 1,620 2,165 2,443 823 50.8% N/A $ 94.76 $ 13.35 $ 10.96 $ 83.80 88.4% Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 636,932 636,932 $ $ 891,089 891,089 $ $ 392,645 392,645 $ $ 595,483 595,483 $ $ (295,606) (295,606) -33.2% -33.2% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ 63,968 591,932 120,374 159,602 935,876 $ 216,291 577,878 82,567 876,736 $ 225,872 408,630 60,387 694,889 $ 189,330 389,900 72,767 651,997 $ 26,961 187,978 9,800 224,739 12.5% 32.5% 11.9% N/A 25.6% Expenditure $ $ 660 $ $ $ Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: Data reported for FY 2012 Forecast and FY 2013 is derived from using a refined methodology that includes the Teen Court Volunteers and more accurately reflects the number of contacts with students participating in the Activity. 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: Not mandated. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 92.1% 98.8% REV VS ADOPTED VAR % 6.8% 7.3% FY 2013 ADOPTED 98.8% N/A 624 225 192 (432) -69.2% N/A 54,782 8,788 8,876 (45,906) -83.8% N/A $ 447.04 $ 995.88 $ 2,186.95 $ (1,739.91) -389.2% 73,426 205,527 278,953 $ 43,271 180,802 224,073 $ 169,420 250,475 419,895 $ (95,994) (44,948) (140,942) -130.7% -21.9% -50.5% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ - $ $ $ $ $ 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. 661 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 71.7% 66.7% FY 2013 ADOPTED 69.0% REV VS ADOPTED VAR % -2.7% -3.7% N/A N/A 97.9% 90.9% 97.8% 90.9% 98.0% 90.9% 0.1% 0.0% 0.1% 0.0% N/A 80.5% 51.2% 75.0% -5.6% -6.9% N/A 79.7% 90.2% 90.1% 10.4% 13.1% N/A N/A 86.0% 47.6% 98.7% 33.4% 98.8% 33.6% 12.7% -14.0% 14.8% -29.5% N/A 85.0% 94.3% 91.0% 6.0% 7.1% 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. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 79.7% 90.2% FY 2013 ADOPTED 90.1% REV VS ADOPTED VAR % 10.4% 13.1% N/A 1,128 522 540 (588) -52.1% N/A 1,128 522 540 (588) -52.1% N/A $ 342.39 $ 627.15 $ 753.63 $ (411.24) -120.1% 386,211 386,211 $ $ 327,374 327,374 $ $ 406,959 406,959 $ $ (20,748) (20,748) -5.4% -5.4% Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ 662 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 71.7% 66.7% REV VS ADOPTED VAR % (2.7%) -3.7% FY 2013 ADOPTED 69.0% N/A 804 706 691 (113) -14.1% N/A 804 706 691 (113) -14.1% (60.18) -2.1% N/A $ 2,877.84 $ 2,996.67 $ 2,938.02 $ $ 1,984,478 45,693 $ 2,030,171 $ Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 2,469,197 7,816 $ 2,477,013 $ 2,106,050 207,736 $ 2,313,786 $ 2,043,990 71,662 $ 2,115,652 $ 121,572 162,043 283,615 5.8% 78.0% 12.3% 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. Measure Type Result Measure Description Percent of court reports completed "on time". Result 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. Output Demand Efficiency Expenditure FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 97.9% 97.8% FY 2013 ADOPTED 98.0% REV VS ADOPTED VAR % 0.1% 0.1% N/A 90.9% 90.9% 90.9% N/A 5,556 6,271 6,573 1,017 18.3% N/A 5,556 6,271 6,573 1,017 18.3% N/A $ 456.52 $ 370.49 $ 0.0% 0.0% 374.20 $ 82.33 18.0% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE $ 1,013,892 8,084 630,671 $ 1,857,621 104,000 574,820 $ 1,663,763 84,759 574,824 $ 1,798,677 86,103 574,820 $ 58,944 17,897 - 3.2% 17.2% 0.0% TOTAL USES $ 1,652,647 $ 2,536,441 $ 2,323,346 $ 2,459,600 $ 76,841 3.0% 663 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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 2011 ACTUAL N/A N/A FY 2012 FY 2012 REVISED FORECAST 86.0% 98.7% 47.6% 33.4% FY 2013 ADOPTED 98.8% 33.6% REV VS ADOPTED VAR % 12.7% 14.8% (14.0%) -29.5% N/A 4,308 2,529 2,697 (1,611) -37.4% N/A 2,052 801 905 (1,147) -55.9% N/A 5,004 2,561 2,731 (2,273) -45.4% N/A $ 110.24 $ 293.73 $ 265.29 $ (155.05) -140.7% Revenue 229 - JUVENILE RESTITUTION TOTAL SOURCES $ $ - $ $ 10,000 10,000 $ $ 2,834 2,834 $ $ 9,135 9,135 $ $ (865) (865) -8.7% -8.7% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION TOTAL USES $ 333,573 333,573 $ 214,305 1,900 10,000 226,205 $ 226,173 783 8,323 235,279 $ 229,290 796 10,000 240,086 $ (14,985) 1,104 (13,881) -7.0% 58.1% 0.0% -6.1% Expenditure $ $ $ $ $ Activity Narrative: Data reported for FY 2012 Forecast and FY 2013 is derived from using a refined methodology that includes JCORPS participants, and more accurately reflects the number of Activity participants. 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. 664 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 80.5% 51.2% FY 2013 ADOPTED 75.0% REV VS ADOPTED VAR % (5.6%) -6.9% N/A 6,384 6,187 6,316 (68) -1.1% N/A 6,384 6,187 6,316 (68) -1.1% N/A $ 1,293.05 $ 1,253.96 $ 1,208.94 $ 84.11 6.5% Revenue 100 - GENERAL $ 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE 4,344 434,589 530,512 $ 5,999 224,625 432,934 $ 241,990 339,835 $ 5,000 228,761 354,200 $ (999) 4,136 (78,734) -16.7% 1.8% -18.2% TOTAL SOURCES 969,445 $ 663,558 $ 581,825 $ 587,961 $ (75,597) -11.4% $ Expenditure 100 - GENERAL $ 5,392,640 227 - JUVENILE PROBATION GRANTS 360,148 228 - JUVENILE PROBATION SPECIAL FEE 3,572,519 $ 4,505,953 190,763 3,558,114 $ 4,063,543 138,781 3,555,936 $ 4,316,035 151,260 3,168,380 $ 189,918 39,503 389,734 4.2% 20.7% 11.0% TOTAL USES $ 8,254,830 $ 7,758,260 $ 7,635,675 $ 619,155 7.5% $ 9,325,307 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 85.0% 94.3% REV VS ADOPTED VAR % 6.0% 7.1% FY 2013 ADOPTED 91.0% N/A 792 832 958 166 21.0% N/A 792 832 958 166 21.0% N/A $ 130.58 $ 90.89 $ 113.29 $ 17.28 13.2% 103,417 103,417 $ $ 75,623 75,623 $ $ 108,536 108,536 $ $ (5,119) (5,119) -4.9% -4.9% Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ Juvenile Treatment Program The purpose of the Juvenile Treatment Program is to provide individualized treatment to juvenile offenders so that they can meet their legal obligations and avoid future criminal behavior. 665 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 82.4% 20.5% FY 2013 ADOPTED 50.0% REV VS ADOPTED VAR % -32.4% -39.3% N/A 81.0% 86.8% 72.7% -8.3% -10.3% N/A 74.7% 91.6% 90.0% 15.4% 20.6% N/A 85.0% 93.3% 84.1% -0.9% -1.0% N/A 98.0% 94.5% 90.0% -8.0% -8.2% Activities that comprise this program include: • Juvenile Drug Court • Juvenile Out of Home Case Mngt. • • Juvenile Sex Offender Case Mgnt. Juvenile Treatment Mgnt. Service 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 82.4% 20.5% FY 2013 ADOPTED 50.0% N/A 81.0% 86.8% 72.7% N/A N/A 228 168 158 278 190 430 N/A $ REV VS ADOPTED VAR % (32.4%) -39.3% (8.3%) -10.3% (38) 262 -16.7% 156.0% 2,018.41 $ 2,646.96 $ 2,993.50 $ (975.09) -48.3% 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 100,000 100,000 $ $ 55,637 55,637 $ $ 208,889 208,889 $ $ 108,889 108,889 108.9% 108.9% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 81,100 12,978 94,078 $ 384,524 75,673 460,197 $ 338,384 79,835 418,219 $ 406,415 162,350 568,765 $ (21,891) (86,677) (108,568) -5.7% -114.5% -23.6% Expenditure $ 666 $ $ $ $ Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: Though there is an effort to increase participation in Drug Court in Maricopa County (reflecting the higher number for FY 2013), changes to the structure of and processes in Drug Court resulted in lower than expected forecasted numbers for FY 2012. 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: Not mandated. 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. FY 2011 ACTUAL N/A Cost per youth requiring Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit. FY 2012 FY 2012 REVISED FORECAST 74.7% 91.6% FY 2013 ADOPTED 90.0% REV VS ADOPTED VAR % 15.4% 20.6% N/A 552 446 459 (93) -16.8% N/A 552 446 459 (93) -16.8% N/A $ 584.49 $ 645.42 $ 762.61 $ (178.12) -30.5% Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 311,329 311,329 $ $ 129,721 129,721 $ $ 492,960 492,960 $ $ 181,631 181,631 58.3% 58.3% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 262,321 51,358 313,679 $ 318,540 4,100 322,640 $ 286,157 1,702 287,859 $ 349,374 664 350,038 $ (30,834) 3,436 (27,398) -9.7% 83.8% -8.5% Expenditure $ $ $ $ $ Activity Narrative: Probation populations have been declining over the last few years, and behavioral/mental health resources have become harder to obtain. 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. 667 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of youth who do not receive a subsequent adjudication (including VOP) while supervised by the Special Supervision Unit. Output 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). Demand Efficiency FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 85.0% 93.3% FY 2013 ADOPTED 84.1% REV VS ADOPTED VAR % (0.9%) -1.0% N/A 306 284 308 2 0.7% N/A 312 284 308 (4) -1.3% N/A $ 2,163.69 $ 2,318.58 $ 2,268.09 $ (104.40) -4.8% 507,707 154,382 662,089 $ 541,164 117,312 658,476 $ 574,019 124,552 698,571 $ (66,312) 29,830 (36,482) -13.1% 19.3% -5.5% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ 69,734 69,734 $ $ $ $ $ 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. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 98.0% 94.5% REV VS ADOPTED VAR % (8.0%) -8.2% FY 2013 ADOPTED 90.0% N/A 1,992 1,091 1,152 (840) -42.2% N/A 2,028 1,125 1,188 (840) -41.4% N/A $ 438.40 $ 695.76 $ 823.09 $ (384.69) -87.7% Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 264,108 264,108 $ $ 392,519 392,519 $ $ 126,025 126,025 $ $ (138,083) (138,083) -52.3% -52.3% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 206,400 137,668 344,068 $ 396,758 388,051 62,493 847,302 $ 412,117 346,708 249 759,074 $ 387,304 500,831 60,070 948,205 $ 9,454 (112,780) 2,423 (100,903) 2.4% -29.1% 3.9% -11.9% 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. 668 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 93.8% 92.5% FY 2013 ADOPTED 93.3% REV VS ADOPTED VAR % -0.4% -0.4% N/A 98.8% 99.0% 99.0% 0.2% 0.2% N/A 99.3% 99.0% 99.0% -0.3% -0.4% 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. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 93.8% 92.5% N/A N/A N/A $ 804 864 545.99 $ 288 378 1,289.99 FY 2013 ADOPTED 93.3% $ 480 600 1,050.83 REV VS ADOPTED VAR % (0.4%) -0.4% $ (324) (264) (504.84) -40.3% -30.6% -92.5% (59,297) (6,128) (65,425) -17.1% -6.7% -14.9% Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ $ - $ $ 347,333 91,640 438,973 $ $ 272,449 99,068 371,517 $ $ 406,630 97,768 504,398 $ $ Activity Narrative: A reduction in staff in FY 2012 resulted in a reduction in the department’s ability to respond to requests, despite a substantial reduction in demand for services. The increase in Demand and Output in FY 2013 is the result of changes to Court processes in FY 2013 which will need to be tracked to reflect the efficiency and effectiveness of the changes in case management. 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). 669 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 98.8% 99.0% N/A 99.3% $ 99.0% REV VS ADOPTED VAR % 0.2% 0.2% 99.0% (0.3%) -0.4% N/A 15,156 21,577 27,624 12,468 82.3% N/A 15,348 12,036 12,852 (2,496) -16.3% 6.85 27.3% N/A $ $ FY 2013 ADOPTED 99.0% - 670 $ $ 25.06 $ 17.85 $ 18.21 $ 134,681 245,164 379,845 $ 166,447 218,634 385,081 $ 216,872 286,291 503,163 $ $ $ $ (82,191) (41,127) (123,318) -61.0% -16.8% -32.5% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change Reallocations AOC Risk Management Charges $ $ C-49-12-014-2-00 $ C-49-12-009-2-00 $ 23,000 (10,959) $ (10,959) (142,449) $ (142,449) - 16,603,574 $ 23,000 (67,562) $ (67,562) - Agenda Item: $ FY 2013 Budget Target $ Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Regular Pay and Benefits to account for net changes in pay rates assigned to newly filled positions Delete 6.0 FTE vacant positions allocated to the Juvenile Probation Special Fees Fund (228) Delete 1.0 FTE vacant Justice System Clerk Decrease Personal Services Alloc-Out by $387,555 to the Juv. Prob. Special Fees Fund (228), including $339,734 for the reduction of 6.0 FTE vacant positions and $47,821 associated with allocations to the East Valley Increase Allocations-In by $13,137, including $13,094 from the Juvenile Probation Grants Fund (227) and $43 from the Public Work s Transportation Operations Fund (232) ESRI GIS Enterprise Agreement Decrease expenditures for Other Personal Services by $1,104 Increase Supplies by $106,292, including increases of $95,992 for General Supplies, $4,000 for Fuel and $12,000 for Non-Capital Equipment, and a decrease of $5,700 for Medical Supplies Decrease expenditures to reflect a department-wide re-allocation of Internal Service Charges to the appropriate funds Decrease Services by $93,690, including Legal Services by $5,800, Travel by $9,382, Education and Training by $20,589, Postage by $35,919 and Intergovernmental Payments from the State Supreme Court by $22,000 Increase Services expenditures for executive recruitment and relocation Increase expenditures for remaining Services by $319,833, including Health Care Services by $37,909, copier equipment leases by $53,800, Repairs and Maintenance by $66,481 and Other Services by $161,643 Increase Capital expenditures by $56,269, including increases of $150,923 for Capital Equipment and $63,446 for the replacement of five sedans, and a decrease of $158,100 for debt service costs Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Transfer department overhead costs from the General Fund to the Juvenile Probation Detention Fund (255) by increasing Allocations-Out in Personal Services ($338,967), Supplies ($14,676) and Services ($147,376) FY 2013 Tentative Budget $ $ $ 16,536,012 $ 23,000 489 $ 489 (89,850) $ (89,850) - 35,457 (339,734) (39,361) 387,555 13,137 (1,104) 106,292 (549,504) (93,690) 15,000 319,833 56,269 $ - $ (501,019) $ (501,019) (3,250) (3,250) - $ 15,945,632 $ -3.6% 19,750 -14.1% $ 142,811 142,811 $ - $ 16,088,443 $ -2.7% 19,750 -14.1% $ $ (501,019) Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE 16,756,982 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 671 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Grants Juv Prob FY 12 Grant Recon $ 4,983,658 $ 4,983,658 $ 129,032 $ 129,032 129,032 129,032 $ 5,112,690 $ 5,112,690 $ (12,982) $ (12,982) (129,032) $ (129,032) Agenda Item: C-27-12-004-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Grants Juv Prob FY 12 Grant Recon Agenda Item: $ C-27-12-004-2-00 FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Grants Grant Reconciliation (129,032) (129,032) $ 4,970,676 $ 4,983,658 $ 1,645 $ 1,645 (565,872) $ (565,872) (577,209) (577,209) 4,406,449 $ -11.4% 4,406,449 -11.6% Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ Juvenile Probation Grants Fund (227) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 3,686,969 3,686,969 Uses: Operating Total Uses: $ $ 3,774,411 3,774,411 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (126,375) $ FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED 114,348 $ 114,348 $ $ $ 4,983,658 4,983,658 $ $ 5,112,690 5,112,690 $ $ 3,492,775 3,492,775 $ $ 4,406,449 4,406,449 $ $ 4,983,658 4,983,658 $ $ 5,112,690 5,112,690 $ $ 3,492,775 3,492,775 $ $ 4,406,449 4,406,449 (87,442) $ - $ - $ - $ - $ - $ - $ - $ - - $ (213,798) (213,798) $ 114,348 114,348 $ 114,348 114,348 $ 19 672 $ $ (213,798) (213,798) (213,798) $ $ $ (213,798) (213,798) (213,798) Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Juvenile Probation Special Fees Fund (228) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 4,132,934 $ 4,132,934 FY 2012 Revised Budget $ 4,132,934 $ 4,132,934 FY 2013 Budget Target $ 4,132,934 $ 4,132,934 $ (389,734) $ (389,734) (389,734) (389,734) $ 3,743,200 $ -9.4% 3,743,200 -9.4% Adjustments: Agenda Item: Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Personal Services Allocations-In from the General Fund (100) Decrease expenditures for General Supplies $ (387,555) (2,179) FY 2013 Adopted Budget Percent Change from Target Amount Juvenile Probation Special Fees Fund (228) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 839,234 $ 724,027 $ 724,027 $ 811,966 $ 249,084 Sources: Operating Total Sources: $ $ 4,175,925 4,175,925 $ $ 4,132,934 4,132,934 $ $ 4,132,934 4,132,934 $ $ 3,567,878 3,567,878 $ $ 3,743,200 3,743,200 Uses: Operating Total Uses: $ $ 4,203,190 4,203,190 $ $ 4,132,934 4,132,934 $ $ 4,132,934 4,132,934 $ $ 4,130,760 4,130,760 $ $ 3,743,200 3,743,200 Structural Balance $ (27,265) $ - $ - $ $ - Accounting Adjustments $ (3) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 724,027 724,027 $ $ 724,027 724,027 $ $ 249,084 249,084 $ $ 249,084 249,084 Expenditures Revenue 811,966 811,966 $ $ (562,882) Juvenile Probation Restitution Fund (229) OPERATING FY 2012 Adopted Budget $ 10,000 $ 10,000 FY 2012 Revised Budget $ 10,000 $ 10,000 FY 2013 Budget Target $ 10,000 $ 10,000 FY 2013 Adopted Budget Percent Change from Target Amount $ 10,000 $ 0.0% 10,000 0.0% 673 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Restitution Fund (229) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 83,699 $ 80,688 $ 80,688 $ 72,503 $ 67,298 Sources: Operating Total Sources: $ $ 8,891 8,891 $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 3,118 3,118 $ $ 10,000 10,000 Uses: Operating Total Uses: $ $ 20,086 20,086 $ $ 10,000 10,000 $ $ 10,000 10,000 $ $ 8,323 8,323 $ $ 10,000 10,000 Structural Balance $ (11,195) $ - $ - $ (5,205) $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 80,688 80,688 $ $ 80,688 80,688 $ $ 67,298 67,298 $ $ 67,298 67,298 72,503 72,503 $ $ 674 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Detention Fund (255) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change 31,542,830 $ - $ (19,685) $ (19,685) - $ 31,523,145 $ - $ (79,242) $ (79,242) - $ 31,443,903 $ - $ 12,339 $ 12,339 (1,513,575) $ (678,686) - (834,889) - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Regular Pay and Benefits to account for net changes in pay rates assigned to newly filled positions Decrease Personal Services expenditures by $147,790, including reductions of $40,312 for Temporary Pay and $107,478 for Other Personal Services Increase Overtime Pay and Benefits to reflect FY 2012 forecast Increase Personal Services Allocations-In from Superior Court General Fund Decrease Supplies by $19,742, including an increase of $8,000 for Fuel and decreases of $6,045 for General Supplies and $21,706 for Medical Supplies Decrease Supplies Allocations-In from Public Health Department by $1,346, and from the Sheriff by $143,625 for food service and laundry Increase expenditures to reflect a department-wide re-allocation of Internal Service Charges to the appropriate funds Decrease equipment leases by $103,813, including a reduction of $100,013 in electronic monitoring costs and $3,800 in copier leases Decrease repair costs by $82,000 and increase maintenance costs by $7,099 Increase Services by $59,434 to reflect FY 2012 forecast, including increases of $76,962 for Health Care Services, $6,193 for Travel and $887 for Utilities, and decreases of $21,781 from Education and Training, and $2,827 from Postage Decrease expenditures for Other Services by $43,126 and Debt Service by $65,439 Vacant Position Elimination Delete 15.0 FTE Vacant Regular positions, along with expenditures of $565,692 for salaries and $269,197 for benefits Reallocations Reallocation Between Funds Transfer Department Overhead costs from Juvenile Probation General Fund by increasing Allocations-In for Personal Services ($338,967), Supplies ($14,676) and Services ($147,376) Reallocation Between Funds Transfer the cost of 20 juvenile extraditions per year from the Sheriff's Office by increasing Allocations-In for Personal Services FY 2013 Tentative Budget $ $ (624,381) (147,790) 93,341 19,742 (19,751) (144,971) 372,969 (103,813) (74,901) 59,434 (108,565) $ (834,889) $ $ 501,019 $ 70,000 - 70,000 - $ 30,513,686 $ -3.0% - $ 166,117 $ 166,117 - $ 30,679,803 $ -2.4% - Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges 571,019 $ 501,019 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 675 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Juvenile Detention Fund (255) (continued) Expenditures Revenue Juv Detention Tech Projects FY 2012 Adopted Budget $ 1,484,321 $ - FY 2012 Revised Budget $ 1,484,321 $ - $ (1,484,321) $ (1,484,321) - $ - $ - $ 1,484,321 $ 1,484,321 - $ 1,484,321 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Automated Bed Check Project, Electronic Records Upgrade Agenda Item: $ 1,484,321 FY 2013 Adopted Budget Percent Change from Target Amount Juvenile Probation Diversion Fund (275) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 306,633 $ 306,633 FY 2012 Revised Budget $ 306,633 $ 306,633 $ (1,025) $ (1,025) - $ 305,608 $ 306,633 $ (281) $ (281) (2,457) $ (2,457) (3,763) (3,763) 302,870 $ -0.9% 302,870 -1.2% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Regular Pay and Benefits to account for net changes in pay rates assigned to newly filled positions Decrease expenditures for Travel to maintain structural balance FY 2013 Adopted Budget Percent Change from Target Amount $ $ (3) (2,454) $ 676 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 902,681 $ 777,213 $ 777,213 $ 828,281 $ 755,002 Sources: Operating Total Sources: $ $ 284,130 284,130 $ $ 306,633 306,633 $ $ 306,633 306,633 $ $ 229,527 229,527 $ $ 302,870 302,870 Uses: Operating Total Uses: $ $ 358,526 358,526 $ $ 306,633 306,633 $ $ 306,633 306,633 $ $ 302,806 302,806 $ $ 302,870 302,870 Structural Balance $ (74,396) $ - $ - $ (73,279) $ - Accounting Adjustments $ (4) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 777,213 777,213 $ $ 777,213 777,213 $ $ 755,002 755,002 $ $ 755,002 755,002 828,281 828,281 $ $ 677 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Management and Budget Management and Budget Analysis by Jack L. Patton, Principal Management and Budget 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. In FY 2011, the actual mandated state contributions reflected as a percent of the General Fund Operating revenue decreased significantly to 18.6%; however, that amount was not sustainable since it was the result of a one-time offset of $55.6 million to the ALTCS contribution from ARRA funding. Had that not been a factor, the percentage would have increased to 23.1% of actual General Fund Operating revenue. In FY 2012, the budgeted mandated state contributions reflected as a percent of the General Fund Operating revenue increased to 23.9% due to two factors: the decline in General Fund Operating revenue and an increase in the contribution amount. The revenue outlook for FY 2012 was bleak with a flat state-shared sales tax estimate and declines in both property tax and state-shared vehicle license tax. Even if the contribution amount had remained flat, due to the decline in revenue, the percent would increase. For FY 2013, revenue is declining again due to the decrease in the property tax levy. This will negatively impact the progress towards our goal. The amount of contribution increased from both the baseline year of FY 2010 and year-over-year, as the State of Arizona continued to struggle in balancing its budget. As a result, it has shifted more cost to counties. For FY 2013, there will be no contribution to the State of Arizona which will get us closer to our goal. 678 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Fiscal Strength Department Strategic Plans and Budgets Management and Budget 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: The Department has been working on defining the basket of goods that will be measured as well as a methodology to ensure consistency in measurement. An initial list of suggested services for the basket of commonly provided services and functions was developed and partner departments were identified based on that list. Work continues on defining the basket of commonly provided services and functions based on the feedback from the partners. Furthermore, the Department is considering participating in a national benchmark project in order to increase the reliability and validity of comparison data. A proposed alternative was to utilize existing efficiency measures from departmental plans which are comparable to other counties of similar size and geographic area. This analysis led to the review of Maricopa County’s (1) Total Budget per Capita, (2) County Board/Council/Commission (including Clerk’s Office) Budget per 1,000 of Population and (3) Percentage of County Board/Council/Commission (including Clerk’s Office) Total Budget Appropriated per Governing Member. Maricopa County’s data were compared with eight other Sunbelt (Los Angeles, Santa Clara, Orange, San Diego, Salt Lake and Pima) and Pacific Northwest (King and Multnomah) counties. It should be noted that the counties included in this analysis provide varying levels and types of services, in addition to their diverse governing structures. Data indicate that in FY 2011, Maricopa County’s Total Budget per Capita was $611. This was lowest of the nine counties with next lowest county at $860 (Salt Lake), while the highest was $2,657 (King). The average Budget per Capita for the group was $1,671. When reviewing the County Board/Council/Commission’s (including Clerk’s Office) Budget per 1,000 of Population, in FY 2011, Maricopa County had the lowest cost of $887. The next lowest cost in the group was $2,600 (Orange). The average cost for the group was $7,746 and the highest was $14,376 (Los Angeles). Lastly, when reviewing the Percentage of County Board/Council/Commission’s Total Budget Appropriated per Governing Member, Maricopa County had the second lowest percentage of .15%, which was only slightly higher than Orange County (.14%). The average overall percentage was .30% for all nine counties, with the highest being .61% (Los Angeles). Overall, Maricopa County had the lowest cost or second lowest cost for service delivery for these three measures. These data demonstrate Maricopa County’s operational efficiency in delivering high value services at a fraction of the cost of other similarly sized and geographically-located counties. 679 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Fiscal Strength Department Strategic Plans and Budgets Management and Budget 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: In 2011, the total County tax revenue as a percentage of personal income was .81%, slightly above the target of .8%. For FY 2012, this percentage was expected to decline to .77%. This is the result of an estimated reduction in revenue from all five revenue categories which make up this measure {Primary Property Tax Levy (-2.98%), State Shared Sales Tax (-4.08%), Jail Tax (-2.55%), Vehicle License Tax (-2.23%) and Highway User Revenue Fund (-9.29%)} in addition to an estimated increase of 1.23% in the Personal Income for Maricopa County residents. If FY 2012 Forecast data is utilized, the total County tax revenue as a percentage of personal income increases slightly to .79% due to higher than expected revenues in State Shared Sales Tax and Jail Tax Revenue. Quality Workforce By 2015, the voluntary turnover rate for full-time employees will be maintained at or below 10%. Status: In FY 2011, the County’s voluntary turnover rate was 5.88% for all departments. Since 2007, the voluntary attrition rate has decreased from 11.60% to where it has stabilized at approximately 5% over the past three years. As of result of the County’s strong fiscal management, it has been able to maintain employee benefit costs relatively flat and layoffs to a minimum which has assisted in employee retention. Moreover, the County continues to fund the following programs to reward employees for their dedicated service: Tuition Reimbursement, Peak Performer, Rewarding Ideas, and general wellness programs. Another successful program instituted in FY 2011 was the Vacation Buy Back Program. Employee Compensation utilizes the annual Employee Satisfaction Survey and regular market range studies to assist in monitoring the voluntary turnover rate and provide recommendations to County Administration for strengthening employee retention. Data for the first two quarters of FY 2012 indicate a year-end voluntary turnover rate of approximately 5% to 6%. 680 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % USES ECOM - EMPLOYEE COMPENSATION 49EC - EMPLOYEE COMPENSATION $ $ 435,964 $ 435,964 $ 492,555 $ 492,555 $ 490,195 $ 490,195 $ 482,825 $ 482,825 $ 509,791 $ 509,791 $ (19,596) (19,596) -4.0% -4.0% BDMF - BUDGET DEV MON FORECASTING 49PB - PLANNING AND BUDGETING $ $ 1,807,129 $ 1,807,129 $ 2,070,279 $ 2,070,279 $ 1,935,908 $ 1,935,908 $ 1,804,949 $ 1,804,949 $ 1,864,178 $ 1,864,178 $ 71,730 71,730 3.7% 3.7% POCO - POLICY AND COMPLIANCE 49PC - POLICY AND COMPLIANCE $ $ - $ - $ 168,378 $ 168,378 $ 168,378 $ 168,378 $ 168,378 $ 168,378 $ 380,662 $ 380,662 $ (212,284) (212,284) ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 374,697 374,697 $ 739,595 739,595 $ 862,241 862,241 $ 780,080 780,080 $ 640,242 640,242 $ 221,999 221,999 ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 1,116 $ 1,116 $ 6,058 $ 6,058 $ 6,058 $ 6,058 $ 6,060 $ 6,060 $ 7,129 $ 7,129 $ TOTAL PROGRAMS $ 2,618,906 $ 3,476,865 $ 3,462,780 $ 3,242,292 $ 3,402,002 $ (1,071) (1,071) 60,778 -126.1% -126.1% 25.7% 25.7% -17.7% -17.7% 1.8% Sources and Uses by Category 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 $ SUPPLIES 0801 - GENERAL SUPPLIES FY 2011 ACTUAL FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 1,874,331 $ 538,027 55 (178,607) 330,935 2,564,741 $ 2,111,695 $ 632,811 (45,972) 600,998 3,299,532 $ 2,268,749 $ 670,600 15,285 (274,884) 600,998 3,280,748 $ 2,155,682 $ 69 630,291 4,749 (204,589) 559,005 3,145,207 $ 2,205,818 $ 681,940 (44,409) 348,428 3,191,777 $ 62,931 (11,340) 15,285 (230,475) 252,570 88,971 2.8% N/A -1.7% 100.0% -83.8% 42.0% 2.7% 8,341 $ 8,341 $ 24,386 $ 24,386 $ 24,386 $ 24,386 $ 9,150 $ 9,150 $ 27,889 $ 27,889 $ (3,503) (3,503) -14.4% -14.4% $ 24,680 $ 12,035 7,044 1,214 51 45,024 $ 92,010 $ 11,208 3,000 42,329 2,000 2,000 400 152,947 $ 96,709 $ 11,208 3,000 42,329 2,000 2,000 400 157,646 $ 38,671 $ 6,845 1,250 39,074 835 431 829 87,935 $ 116,798 $ 12,050 3,000 41,888 2,000 6,200 400 182,336 $ $ $ 800 $ 800 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ 3,476,865 $ 3,462,780 $ 3,242,292 $ 3,402,002 $ 60,778 1.8% 2,618,906 $ 3,476,865 $ 3,462,780 $ 3,242,292 $ 3,402,002 $ 60,778 1.8% $ 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 FY 2012 ADOPTED $ ALL EXPENDITURES $ TOTAL USES $ 2,618,906 (20,089) -20.8% (842) -7.5% 0.0% 441 1.0% 0.0% (4,200) -210.0% 0.0% (24,690) -15.7% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 2,618,906 $ 2,618,906 $ 3,476,865 $ 3,476,865 $ 3,462,780 $ 3,462,780 $ 3,242,292 $ 3,242,292 $ 3,402,002 $ 3,402,002 $ 60,778 60,778 1.8% 1.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,618,906 $ 2,618,906 $ 3,476,865 $ 3,476,865 $ 3,462,780 $ 3,462,780 $ 3,242,292 $ 3,242,292 $ 3,402,002 $ 3,402,002 $ 60,778 60,778 1.8% 1.8% 681 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Management and Budget 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 POLICY AND COMPLIANCE POLICY AND COMPLIANCE PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.10 5.10 5.00 5.00 9.00 9.00 9.00 9.00 5.00 5.00 (4.00) (4.00) (44.4%) (44.4%) 4.80 4.80 5.20 5.20 5.20 5.20 5.20 5.20 5.20 5.20 - 0.0% 0.0% 16.90 16.90 18.60 18.60 17.60 17.60 17.60 17.60 16.60 16.60 (1.00) (1.00) (5.7%) (5.7%) 26.80 28.80 .00 31.80 31.80 4.00 4.00 30.80 4.00 4.00 (1.00) N/A N/A (3.1%) 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 Deputy County Manager Deputy Director - Budget Exec Asst to Executive Officer Human Resources Specialist Management Analyst Office Assistant Specialized Policy and Compliance Consultant Special Projects Manager Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 10.00 11.00 12.00 12.00 11.00 1.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 2.80 2.80 2.80 2.80 2.80 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 26.80 28.80 31.80 31.80 30.80 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% (1.00) (8.3%) N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% (1.00) (3.1% ) Staffing by Fund 100 Department Total FUND GENERAL FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 26.80 28.80 31.80 31.80 30.80 26.80 28.80 31.80 31.80 30.80 REVISED TO ADOPTED VARIANCE VAR % (1.00) (3.1%) (1.00) (3.1% ) Significant Variance Analysis The department added 3 full-time positions for the Maricopa County Sheriff’s Office Resolution Oversight and eliminated one vacant full-time position. General Adjustments Personnel: • • • Increase Regular Benefits by $21,302 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Decrease expenditure budget by $10,355 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Eliminate one vacant full time position for a department savings of $71,725. 682 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2013 Adopted Budget Restatements and Reallocations: • Restate 3 positions from Non-Departmental, for the Maricopa County Sheriff’s Office Resolution Oversight. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% N/A 80.0% FY 2013 ADOPTED VS RECOMM ADOPTED VAR % 100.0% 0.0% 0.0% 53.1% 70.0% (10.0%) -12.5% 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% ADOPTED VS RECOMM FY 2013 ADOPTED VAR % 100.0% 0.0% 0.0% N/A 80.0% 53.1% 70.0% (10.0%) -12.5% N/A 269 341 348 79 29.4% N/A 983 779 786 (197) -20.0% N/A 269 348 348 79 29.4% N/A N/A $ 983 7,196.68 $ 786 5,293.11 $ 786 5,356.83 $ (197) 1,839.85 -20.0% 25.6% N/A $ 1,969.39 $ 2,317.01 $ 2,371.73 $ (402.34) -20.4% $ 1,864,178 $ 1,864,178 $ $ 71,730 71,730 Expenditure 100 - GENERAL TOTAL USES $ 1,807,129 $ 1,807,129 $ 1,935,908 $ 1,935,908 683 $ 1,804,949 $ 1,804,949 3.7% 3.7% Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The savings in the Budget Development, Monitoring and Forecast Activity are due to the elimination of a vacant position. FY 2012 was the first year of this program. Metric information reflects the experience of the initial year. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 25.0% 25.0% N/A 50.0% FY 2013 ADOPTED VS RECOMM ADOPTED VAR % 32.1% 7.1% 28.3% 50.0% 37.0% (13.0%) -26.0% 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 25.0% 25.0% N/A 50.0% N/A 35 N/A 35 N/A $ 14,005.57 $ $ 435,964 435,964 $ $ 490,195 490,195 FY 2013 ADOPTED VS RECOMM ADOPTED VAR % 32.1% 7.1% 28.3% 50.0% 37.0% (13.0%) 35 35 $ 13,795.00 50 50 $ 10,195.82 $ $ $ $ $ $ $ 482,825 482,825 509,791 509,791 15 15 3,809.75 (19,596) (19,596) -26.0% 42.9% 42.9% 27.2% -4.0% -4.0% Activity Narrative: The increase in the Compensation Activity is a result of reducing personnel savings to reflect the actual experience of the department during the prior year. Policy and Compliance Program The purpose of the Policy and Compliance Program is to provide research, legislative bill review, policy review and creation, and the streamlining of services to the Board of Supervisors, departments, districts so they can benefit from standardized methodologies, sound policies, and financial economies of scale that minimizes risk exposure and are understandable to all parts of the organization. 684 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2013 Adopted Budget Program Results Measure Description Percent of Maricopa County Board of Supervisors' resolution items classified as completed Percent of identified Maricopa County Sheriff's Office policies classified as revised Percent of identified Maricopa County Sheriff's Office policies classified as aligned with Maricopa County policies. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A 20.8% FY 2013 ADOPTED VS RECOMM ADOPTED VAR % 83.3% N/A N/A N/A N/A 50.0% 80.0% N/A N/A N/A N/A 43.8% 80.0% N/A N/A Activities that comprise this program include: • Policy and Compliance Policy and Compliance Activity The purpose of the Policy and Compliance Activity is to provide research, legislative bill review, policy review and creation, and streamlining of services to the Board of Supervisors, departments, and districts so they can benefit from standardized methodologies, sound policies, and financial economies of scale that minimizes risk exposure and are understandable to all parts of the organization. Measure Type Result Result Result Output Output Demand Efficiency Expenditure Measure Description Percent of Maricopa County Board of Supervisors' resolution items classified as completed Percent of identified Maricopa County Sheriff's Office policies classified as revised Percent of identified Maricopa County Sheriff's Office policies classified as aligned with Maricopa County policies. Number of resolution items reviewed Number of policies reviewed Number of policy reviews requested Expenditure per policy reviewed 100 - GENERAL TOTAL USES FY 2011 ACTUAL N/A $ $ FY 2012 FY 2012 REVISED FORECAST N/A 20.8% ADOPTED VS RECOMM FY 2013 ADOPTED VAR % 83.3% N/A N/A N/A N/A 50.0% 80.0% N/A N/A N/A N/A 43.8% 80.0% N/A N/A N/A N/A N/A N/A N/A 48 N/A 12 N/A 13 N/A $ 14,031.50 N/A N/A N/A N/A N/A N/A N/A N/A (212,284) (212,284) -126.1% -126.1% - $ $ 168,378 168,378 $ $ 168,378 168,378 36 16 16 $ 23,791.38 $ $ 380,662 380,662 $ $ Activity Narrative: The Policy and Compliance Activity was created during FY 2012. The increased cost for FY 2013 reflects the shift of resources from the Office of the Director, as well as the addition of 3 FTEs for the Maricopa County Sheriff’s Office Resolution Oversight. 685 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change - $ (14,085) $ (14,085) - $ 3,210,210 $ - $ (10,355) (10,355) 252,570 $ 252,570 - $ 3,452,425 $ - $ 21,302 $ 21,302 (71,725) $ (71,725) - 3,402,002 $ -1.5% - C-49-12-014-2-00 Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Vacant Position Elimination 3,224,295 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Restatements MCSO Oversight to OMB $ Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ 686 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Analysis by Dreamlyn Johnson, 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 57.4% which is a decrease from FY 2011 due to the new identification policy, higher caseloads and less staffing. The Medical Examiner is upgrading to a new metric system which will allow the department to more accurately calculate the 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: Due to the variety of cases, the Department is currently at 23.5% which is an increase from FY 2011. A high percentage of cases continue to be visitors to the state with no Arizona physician to sign the death certificate. The Medical Examiner is in the process of evaluating the expansion of categories, thus allowing additional classes of cases to be released directly to the family’s funeral home of choice. 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 50.1% of cases in 45 days and 77.1% of cases in 90 days due to higher caseloads per doctor. Both percentages have increased from FY 2011. To increase the percentage of cases closed within the 45 and 90 day time frame, the Department is initiating a “pending 687 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2013 Adopted Budget case” review program to expedite the closure of all cases. The Department anticipates reaching the goal by the target date. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED % VAR $ 281,340 $ 63,665 2,507 24,900 372,412 $ 262,380 $ 188,313 10,015 2,200 462,908 $ 262,380 $ 188,313 10,015 2,200 462,908 $ 275,165 $ 199,053 6,707 195,562 676,487 $ 282,000 $ 146,013 4,739 5,500 438,252 $ $ $ 7,502 $ 7,502 $ - $ - $ - $ - $ (12,090) $ (12,090) $ - $ - $ TOTAL PROGRAMS $ 379,914 $ 462,908 $ 462,908 $ 664,397 $ 438,252 $ (24,656) -5.3% 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 $ 223,803 $ 2,832,044 1,359,539 1,131,022 75,896 704,138 6,326,442 $ 217,517 $ 2,988,227 1,365,274 1,127,589 69,936 722,051 6,490,594 $ 218,094 $ 2,941,003 1,381,806 1,123,442 69,809 728,434 6,462,588 $ 236,917 $ 2,781,114 1,289,060 1,368,278 67,939 729,829 6,473,137 $ 242,007 $ 3,396,575 1,482,501 1,150,359 79,565 767,872 7,118,879 $ (23,913) (455,572) (100,695) (26,917) (9,756) (39,438) (656,291) -11.0% -15.5% -7.3% -2.4% -14.0% -5.4% -10.2% HRAC - HUMAN RESOURCES $ ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 87,060 $ 314,043 60,818 461,921 $ 88,537 $ 360,998 57,706 507,241 $ 88,106 $ 359,922 57,445 505,473 $ 83,484 $ 335,300 58,051 476,835 $ 87,924 $ 350,269 58,134 496,327 $ 182 9,653 (689) 9,146 0.2% 2.7% -1.2% 1.8% $ $ 24,540 $ 24,540 $ 73,818 $ 73,818 $ 73,818 $ 73,818 $ 69,890 $ 69,890 $ 53,741 $ 53,741 $ TOTAL PROGRAMS $ 6,812,903 $ 7,071,653 $ 7,041,879 $ 7,019,862 $ 7,668,947 $ 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 $ 19,620 (42,300) (5,276) 3,300 (24,656) - 7.5% -22.5% -52.7% 150.0% -5.3% N/A N/A USES ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT 688 20,077 20,077 27.2% 27.2% (627,068) -8.9% Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category REVISED VS ADOPTED VAR % FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 CATEGORY ACTUAL ADOPTED REVISED FORECAST ADOPTED INTERGOVERNMENTAL 0615 - GRANTS $ 55,753 $ 160,140 $ 160,140 $ 353,640 $ 115,864 0620 - OTHER INTERGOVERNMENTAL $ - $ - $ - $ - $ SUBTOTAL $ 55,753 $ 160,140 $ 160,140 $ 353,640 $ 115,864 $ $ $ (44,276) (44,276) CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 324,160 $ 324,160 $ $ $ SUBTOTAL $ 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 $ 1 1 302,768 $ 302,768 $ 302,768 $ 302,768 $ 310,829 $ 310,829 $ 322,388 322,388 $ $ 19,620 19,620 N/A 6.5% 6.5% $ $ $ - $ - $ - $ (72) $ - $ (72) $ - $ $ $ - N/A N/A N/A 462,908 $ 462,908 $ 664,397 $ 438,252 $ $ $ $ 379,914 $ -27.6% N/A -27.6% - 379,914 $ 462,908 $ 462,908 $ 664,397 $ 438,252 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ACTUAL ADOPTED REVISED FORECAST ADOPTED (24,656) -5.3% $ (24,656) -5.3% REVISED VS ADOPTED VAR % 4,545,378 $ - $ 98,222 1,474,237 5,728 39,828 6,163,393 $ 4,509,005 $ - $ 93,597 1,538,478 15,150 39,826 6,196,056 $ 4,509,004 $ - $ 93,597 1,508,705 15,150 39,826 6,166,282 $ 4,375,006 $ - $ 89,696 1,462,855 48,845 (111) 39,828 6,016,119 $ 4,963,927 $ - $ 88,963 1,699,464 14,850 39,826 6,807,030 $ (454,923) 4,634 (190,759) 300 (640,748) -10.1% N/A 5.0% -12.6% 2.0% N/A 0.0% -10.4% 65,226 $ 30,242 (2,940) 280,417 $ 87,634 $ 30,000 11,190 309,790 $ 87,634 $ 30,000 11,190 309,790 $ 90,972 $ 33,384 5,759 371,409 $ 80,887 $ 44,000 11,190 357,753 $ 6,747 (14,000) (47,963) 7.7% -46.7% 0.0% -15.5% 59,858 11,431 87,683 12,731 45,086 8,034 10,141 368,907 $ 88,105 11,100 103,500 134,078 25,138 11,000 9,200 549,447 $ 88,105 11,100 103,500 134,078 25,138 11,000 9,200 549,447 $ 47,190 10,255 90,301 127,996 34,146 12,840 9,974 438,602 $ 72,414 14,200 103,500 111,633 27,179 12,000 9,200 487,804 $ 15,691 (3,100) 22,445 (2,041) (1,000) 61,643 N/A 17.8% -27.9% 0.0% 16.7% -8.1% -9.1% 0.0% N/A N/A 11.2% (426) $ 612 186 $ 16,360 $ 16,360 $ 16,360 $ 16,360 $ 193,732 $ 193,732 $ 16,360 $ 16,360 $ - 0.0% N/A 0.0% ALL EXPENDITURES $ 6,812,903 $ 7,071,653 $ 7,041,879 $ 7,019,862 $ 7,668,947 $ (627,068) -8.9% TOTAL USES $ 6,812,903 $ 7,071,653 $ 7,041,879 $ 7,019,862 $ 7,668,947 $ (627,068) -8.9% 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 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0950 - DEBT SERVICE SUBTOTAL $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 224 MEDICAL EXAMINER GRANT 6,756,704 $ 6,756,704 $ 6,911,513 $ 6,911,513 $ 6,881,739 $ 6,881,739 $ 6,752,369 $ 6,752,369 $ 7,553,083 $ 7,553,083 $ (671,344) (671,344) -9.8% -9.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 6,812,903 $ - $ 6,812,903 $ 7,071,653 $ - $ 7,071,653 $ 7,041,879 $ - $ 7,041,879 $ 7,019,862 $ - $ 7,019,862 $ 7,668,947 $ - $ 7,668,947 $ (627,068) (627,068) -8.9% N/A -8.9% 689 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Sources and Uses by Fund and Function (cont.) FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FUND TOTAL SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 324,160 $ 324,160 $ 302,768 $ 302,768 $ 302,768 $ 302,768 $ 310,829 $ 310,829 $ 322,388 $ 322,388 $ 19,620 19,620 6.5% 6.5% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 379,914 $ - $ 379,914 $ 462,908 $ - $ 462,908 $ 462,908 $ - $ 462,908 $ 664,397 $ - $ 664,397 $ 438,252 $ - $ 438,252 $ (24,656) (24,656) -5.3% N/A -5.3% 224 MEDICAL EXAMINER GRANT 690 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Staffing by Program and Activity PROGRAM/ACTIVITY 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 2.00 1.00 1.00 4.00 - 0.0% 0.0% 0.0% 0.0% 3.05 21.40 21.85 11.95 .75 14.00 73.00 77.00 3.05 22.80 21.85 11.95 .75 14.00 74.40 78.40 4.26 25.18 24.23 11.95 .79 15.00 81.40 85.40 4.15 22.75 23.75 11.95 .75 15.00 78.35 82.35 4.28 24.63 24.70 11.95 .79 16.00 82.35 86.35 .03 (.55) .48 1.00 .95 .95 0.6% (2.2%) 2.0% 0.0% 0.0% 6.7% 1.2% 1.1% Staffing by Market Range Title MARKET RANGE TITLE 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 Finance/Business Analyst Forensic Anthropologist Forensic Odontologist Forensic Services Supervisor Forensic Technician Human Resources Analyst Laboratory Manager Laboratory Technician Medical Death Investigations Manager Medical Examiner Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Photographer Procurement Specialist Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 1.00 8.00 8.00 8.00 8.00 8.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 19.00 19.00 22.50 22.00 23.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 .60 .60 .60 .60 .80 .80 .75 .75 1.00 1.00 1.00 1.00 9.00 9.00 9.50 9.00 9.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 9.00 9.00 11.00 9.00 11.00 2.00 3.00 4.00 4.00 4.00 11.00 10.00 11.00 11.00 12.00 1.00 4.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 77.00 78.40 85.40 82.35 86.35 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% .50 2.2% 0.0% 0.0% N/A 0.0% (.05) (6.3%) 0.0% (.50) (5.3%) 0.0% 0.0% 0.0% N/A 0.0% 0.0% 1.00 9.1% N/A N/A 0.0% 0.0% .95 1.1% Staffing by Fund 100 Department Total FUND GENERAL FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 77.00 78.40 85.40 82.35 86.35 77.00 78.40 85.40 82.35 86.35 691 REVISED TO ADOPTED VARIANCE VAR % .95 1.1% .95 1.1% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Significant Variance Analysis Staffing is increased by 2.0 FTE Medical Examiners, 1.0 FTE Crime Scene Specialist, and 1.0 FTE Office Assistant Specialized in order to reduce the current caseload ratio of 1:350 to the national standard of 1:250 per pathologist per year. General Adjustments Target Adjustments: General Fund (100) • Decrease expenditure budget by $20,947 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Medical Examiner Grant Fund (224) • Decrease revenue and expenditure budget by $44, 276 as a result of the reduction in the grant carryover amount from FY 2012 and available grant funding for FY 2013. Base Adjustments: General Fund (100) • Increase Regular Benefits by $43,391 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase in Salary and Benefits by $21,438 to fully fund 1.0 FTE Medical Examiner. • Increase personnel expenditures by $90,313 for 1.0 FTE Office Assistant Specialized and 1.0 FTE Data Entry Clerk as a result of the revenue increase and increased workload associated with the Donor Network lease. • Increase in personnel expenditure to meet the demand for timely medical examinations and reduce pathologist caseloads to the national standard of 1:250 per year: o 2.0 FTE Medical Examiners budgeted at $422,748 o 1.0 FTE Crime Scene Specialist budgeted at $65,940 o 1.0 FTE Office Assistant Specialized budgeted at $48,461 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. 692 Maricopa County Annual Business Strategies FY 2013 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 cases completed (available for public release) within 120 days 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 38.9% 35.1% 48.9% 52.0% 16.9% 48.1% 64.9% 61.0% 71.1% 71.8% 10.9% 17.9% 70.1% 63.8% 76.1% 78.0% 14.1% 22.2% 62.8% 21.8% 9.1% 64.3% 19.7% 7.9% 57.8% 23.5% 9.0% 59.9% 23.0% 9.4% -4.4% 3.3% 1.5% -6.8% 16.8% 18.6% N/A N/A N/A 92.1% N/A N/A 62.5% 81.7% 34.9% 40.1% -41.6% -50.9% 38.0% 60.6% 36.4% 62.5% 39.5% 57.1% 39.0% 57.9% 2.6% -4.5% 7.1% -7.3% 93.7% 98.2% 99.7% 99.6% 1.4% 1.4% 51.3% 51.7% 58.5% 58.9% 7.2% 14.0% 97.6% 97.6% 98.0% 99.0% 1.4% 1.5% 58.7% 41.6% 80.1% 85.9% 44.3% 106.4% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 76.9% 76.2% 70.1% 71.9% -4.3% -5.6% 26.7% 19.9% 45.2% 49.1% 29.2% 147.1% N/A 60.0% 60.0% 60.1% 0.1% 0.1% N/A 29.4% 29.4% 29.4% 0.0% 0.0% N/A 81.6% 81.6% 81.6% 0.0% 0.0% N/A 18.4% 18.4% 18.4% 0.0% 0.0% 693 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2013 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 Description Percent of cremation authorizations completed within 1 day of receipt. Number of cremation authorizations completed Number of cremation authorizations requested FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 20,371 19,416 13,511 20,544 1,128 5.8% 20,371 19,416 13,511 20,544 1,128 5.8% (0.55) -4.9% Expenditure per cremation authorization $ 10.99 $ 11.23 $ 17.54 $ 11.78 $ 100 - GENERAL TOTAL SOURCES $ $ 281,340 281,340 $ $ 262,380 262,380 $ $ 275,165 275,165 $ $ 282,000 282,000 $ $ 19,620 19,620 100 - GENERAL TOTAL USES $ $ 223,803 223,803 $ $ 218,094 218,094 $ $ 236,917 236,917 $ $ 242,007 242,007 $ $ (23,913) (23,913) 7.5% 7.5% Expenditure -11.0% -11.0% Activity Narrative: The Output for the number of cremation authorizations completed will keep pace with the increased Demand from the public to utilize cremation services in FY 2013. 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. 694 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. Measure Type Result 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 Percent of cases completed (available for public release) within 120 days Number of examinations completed Number of organ/tissue donation authorizations Number of examinations required Expenditure per exam FY 2011 ACTUAL 38.9% $ FY 2013 ADOPTED 52.0% REV VS ADOPTED VAR % 16.9% 48.1% 64.9% 61.0% 71.1% 71.8% 10.9% 17.9% 70.1% 63.8% 76.1% 78.0% 14.1% 22.2% 62.8% 21.8% 9.1% 64.3% 19.7% 7.9% 57.8% 23.5% 9.0% 59.9% 23.0% 9.4% (4.4%) 3.3% 1.5% -6.8% 16.8% 18.6% N/A N/A N/A 92.1% N/A N/A 3,835 446 3,996 396 2,396 281 (288) 60 -7.2% 15.2% (288) (180.03) -7.2% -24.5% (42,300) (42,300) 0.0% -28.6% -22.5% (497,872) 42,300 (455,572) -17.8% 28.6% -15.5% 3,835 738.47 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 2,800,830 31,214 $ 2,832,044 $ FY 2012 FY 2012 REVISED FORECAST 35.1% 48.9% 42,820 20,845 63,665 $ $ $ 3,996 735.99 40,388 147,925 188,313 $ $ $ 2,396 1,160.73 35,664 163,389 199,053 3,708 456 $ $ $ 3,708 916.01 40,388 105,625 146,013 $ $ $ Expenditure $ 2,793,078 147,925 $ 2,941,003 $ 2,715,890 65,224 $ 2,781,114 $ 3,290,950 105,625 $ 3,396,575 $ $ Activity Narrative: FY 2013 is expected to result in an increase in the FY 2012 forecasted completion of examinations. The addition of 2.0 FTE Medical Examiners in FY 2013 will also allow the department to meet the national standard for pathologist caseloads of 1:250 cases per year. In addition, as organ and tissue donation trends continue to increase, so will authorizations. The passage of House Bill 2370 in FY 2012 will allow Health Care Providers to sign death certificates for patients who have died of natural causes which will increase the percent of cases not admitted (CAN’s) to the department. A staffing increase of 1.0 FTE Office Assistant Specialized and 1.0 FTE Data Entry Clerk is offset by an increase in the revenue for the donor network lease. 695 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2013 Adopted Budget Decedent Medical Investigation Activity The purpose of the Decedent Medical Investigations Activity is to provide scene photographs and investigate summary reports to families of decedents and the legal and medical community so they can investigate and prosecute offenders, and reduce risks to public health and safety and have closure. Mandates: A.R.S. §11-595 mandate enables: A. The county medical examiner or alternate medical examiner may enter any room, dwelling, building or other place in which the body or evidence of the circumstances of the death requiring investigation may be found, provided that a law enforcement agency investigating the death obtains a search warrant for private property other than in the immediate location where the body was found. B. The county medical examiner or alternate medical examiner, with the permission of the law enforcement agency investigating the death may take into possession any object or article found on the deceased or in the deceased's immediate vicinity which may aid in the determination of the deceased's identity or determination of the cause or manner of death. Upon completion of the findings, the medical examiner or alternate medical examiner, within thirty days, shall deliver the object or article to the law enforcement agency concerned, to the legal representative of the deceased or to the county treasurer. A.R.S. §11-597 mandates the county medical examiner or alternate medical examiner shall conduct a death investigation to determine whether or not the public interest requires an external examination, autopsy or other special investigation. A.R.S. §11-594 mandates: 1. Assign to a medical death investigator or other qualified personnel all aspects of a death investigation except the performance of autopsies. 2. Authorize forensic pathologists to perform examinations and autopsies. The medical examiner or alternate medical examiner may authorize medical students or residents and fellows in pathology training to perform autopsies under the supervision of a licensed physician who is board certified in anatomic pathology, pursuant to procedures adopted by the county medical examiner or alternate medical examiner. Authorization and the amount to be paid by the county for pathology services are subject to approval of the board of supervisors. Measure Type Result Result Result Output Demand Efficiency Revenue Measure Description Percent of investigative summaries completed by day of exam Percent of declined cases Percent of scene arrivals within 2 hours of "case ready for removal" notification Number of investigations completed Number of investigations required Expenditure per investigation FY 2011 ACTUAL 62.5% FY 2012 FY 2012 REVISED FORECAST 81.7% 34.9% 38.0% 60.6% $ 7,903 7,903 172.03 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ 2,507 2,507 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,354,171 5,368 $ 1,359,539 36.4% 62.5% $ 7,848 7,848 176.07 $ $ 10,015 10,015 FY 2013 ADOPTED 40.1% 39.5% 57.1% $ 5,184 5,184 248.66 $ $ 6,707 6,707 REV VS ADOPTED VAR % (41.6%) -50.9% 39.0% 57.9% 2.6% (4.5%) 7.1% -7.3% 1.2% 1.2% -6.0% $ 7,944 7,944 186.62 $ 96 96 (10.55) $ $ 4,739 4,739 $ $ (5,276) (5,276) -52.7% -52.7% $ 1,477,762 4,739 $ 1,482,501 $ (105,971) 5,276 (100,695) -7.7% 52.7% -7.3% Expenditure $ 1,371,791 10,015 $ 1,381,806 $ 1,282,353 6,707 $ 1,289,060 $ Activity Narrative: The addition of 1.0 FTE Crime Scene Investigator as well as a fully staffed investigative team will increase the percentage of scene arrivals within two hours in FY 2013 from forecasted levels in FY 2012. It is estimated that 6,000 deaths within Maricopa County are unreported; the passage of House Bill 2370 in FY 2012 will require all deaths be reported to the Medical Examiner. It is anticipated that this change will slightly increase the percent of declined cases as well as the number of death investigations required by the department. 696 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. Expenditure per report transcribed FY 2011 ACTUAL 93.7% FY 2012 FY 2012 REVISED FORECAST 98.2% 99.7% FY 2013 ADOPTED 99.6% $ 76.41 $ 77.92 $ 127.35 $ 90.51 100 - GENERAL TOTAL USES $ $ 704,138 704,138 $ $ 728,434 728,434 $ $ 729,829 729,829 $ $ 767,872 767,872 REV VS ADOPTED VAR % 1.4% 1.4% 51.3% 51.7% 58.5% 58.9% 7.2% 14.0% 9,215 9,348 5,731 8,484 (864) -9.2% 3,835 9,215 3,996 9,348 2,395 5,731 3,708 8,484 (288) (864) -7.2% -9.2% $ (12.58) -16.1% $ $ (39,438) (39,438) -5.4% -5.4% Activity Narrative: The FY 2013 percent of decedents released within one day of an exam is anticipated to increase as a result of filling vacancies and increasing the number of FTE’s within the Medical Examiner office. Lab Services Activity The purpose of the Lab Services Activity is to provide professionally administered drug analyses reports, test results and microscopic slide results (according to established standards) to family/next of kin and/or law enforcement so they can be advised of whether or not drugs or chemicals contributed to the cause and manner of death. Mandates: A.R.S. §11-594 mandates if a dispute arises over the findings of the medical examiner's report, the medical examiner, upon an order of the superior court, shall make available all evidence and documentation to a court-designated licensed forensic pathologist for review, and the results of the review shall be reported to the superior court in the county issuing the order. A.R.S. §11-597 The county medical examiner or alternate medical examiner shall conduct a death investigation to determine whether or not the public interest requires an external examination, autopsy or other special investigation. In the determination of the need for an autopsy, the county medical examiner or alternate medical examiner may consider the request for an autopsy made by private persons or public officials. If the county attorney or a superior court judges 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. 697 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Demand Demand Efficiency Revenue Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of toxicology tests completed in house 97.6% 97.6% 98.0% 99.0% 1.4% 1.5% of total tests requested (excluding weekends and holidays) Percent of toxicology reports produced within 58.7% 41.6% 80.1% 85.9% 44.3% 106.4% 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 76.9% 76.2% 70.1% 71.9% (4.3%) -5.6% microscopic slides to be produced Percent of toxicology reports produced within 26.7% 19.9% 45.2% 49.1% 29.2% 147.1% 35 days of exam (excluding weekends and holidays) Number of toxicology tests produced 60,225 61,176 41,430 63,048 1,872 3.1% Number of total toxicology reports produced 3,178 3,260 2,049 3,396 136 4.2% Number of microscopic slides produced 11,968 12,120 6,392 9,984 (2,136) -17.6% Number of toxicology tests requested 60,225 61,176 41,430 63,048 1,872 3.1% Number of microscopic slides requested 11,968 12,120 6,392 9,984 (2,136) -17.6% Expenditure per test produced $ 18.78 $ 18.36 $ 33.03 $ 18.25 $ 0.12 0.6% 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ 24,900 24,900 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,111,405 19,617 $ 1,131,022 $ $ 2,200 2,200 $ $ 195,562 195,562 $ $ 5,500 5,500 $ $ 3,300 3,300 150.0% 150.0% $ 1,144,859 5,500 $ 1,150,359 $ (23,617) (3,300) (26,917) -2.1% -150.0% -2.4% Expenditure $ 1,121,242 2,200 $ 1,123,442 $ 1,172,716 195,562 $ 1,368,278 $ Activity Narrative: The purchase of additional testing equipment in FY 2012 will allow the department to produce a greater number of toxicology reports in-house. Significantly increasing the percent of toxicology reports produced within 35 and 45 days and the number of toxicology tests produced in FY 2013 from forecasted levels in FY 2012. 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. Mandates: Not mandated. 698 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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) Expenditure per subpoenas supported 100 - GENERAL TOTAL USES FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 60.0% 60.0% REV VS ADOPTED VAR % 0.1% 0.1% N/A 29.4% 29.4% 29.4% 0.0% 0.0% N/A 81.6% 81.6% 81.6% 0.0% 0.0% N/A 18.4% 18.4% 18.4% 0.0% 0.0% N/A 612 51 612 - 0.0% N/A N/A 144 612 12 51 192 612 48 - 33.3% 0.0% N/A $ $ $ FY 2013 ADOPTED 60.1% 75,896 75,896 $ $ 114.07 $ 1,332.14 $ 130.01 $ (15.94) -14.0% 69,809 69,809 $ $ 67,939 67,939 $ $ 79,565 79,565 $ $ (9,756) (9,756) -14.0% -14.0% Activity Narrative: The new County Medical Examiner database is expected to be fully operational in FY 2012; thus allowing the department to more accurately track the time spent on legal matters during FY 2013. 699 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change 6,911,513 $ 302,768 $ (29,774) $ (29,774) - $ 6,881,739 $ 302,768 $ (20,947) (20,947) $ 6,860,792 $ 302,768 $ 43,391 $ 43,391 648,900 $ - 111,751 - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: FY 2013 Budget Target Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments $ Other Base Adjustments Increase Salary & Benefits to fully fund 1.0 FTE Medical Examiner (PCN 65931) $ - 21,438 Offset by Donor Network Lease revenue Staffing increase of 1.0 FTE Office Assistant Specialized & 1.0 FTE Data Entry Clerk Staffing Increases Fees and Other Revenues ProgRevenue Volume Inc/Dec 2.0 FTE Medical Examiner 1.0 FTE Crime Scene Specialist 1.0 FTE Office Assistant Specialized FY 2013 Adopted Budget Percent Change from Target Amount 700 90,313 $ $ $ 537,149 $ - $ - 19,620 19,620 $ 7,553,083 $ 10.1% 322,388 6.5% 422,748 65,940 48,461 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Grant Fund (224) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 160,140 $ 160,140 FY 2012 Revised Budget $ 160,140 $ 160,140 FY 2013 Budget Target $ 160,140 $ 160,140 $ (44,276) $ (44,276) (44,276) (44,276) $ 115,864 $ -27.6% 115,864 -27.6% Adjustments: Grants ME Grant Carryover and Recon Agenda Item: C-29-11-004-M-00 FY 2013 Adopted Budget Percent Change from Target Amount Medical Examiner Grant Fund (224) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST Beginning Spendable Fund Balance $ - $ - $ - $ Sources: Operating Total Sources: $ $ 55,754 55,754 $ $ 160,140 160,140 $ $ 160,140 160,140 $ $ Uses: Operating Total Uses: $ $ 56,199 56,199 $ $ 160,140 160,140 $ $ 160,140 160,140 Structural Balance $ (445) $ - $ $ - $ (445) (445) $ - $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ 701 $ $ 85,630 353,568 353,568 $ $ 115,864 115,864 $ $ 267,493 267,493 $ $ 115,864 115,864 - $ 86,075 $ - - $ 85,630 85,630 $ 85,630 85,630 $ (445) FY 2013 ADOPTED $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Analysis by Ron Forster, 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. 702 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sustainable Environment By the end of FY 2015, 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 noted a decrease in users over the last three years. Efforts are being made to investigate the reduced visitation in order to have a more positive outcome by the end of FY 2013.The online campground reservation that was installed in FY 2011 has improved customer service and has increased visibility of the Department to the public. Sustainable Environment By the end of FY 2015, secure a dedicated funding source to ensure adequate funding for new facilities, existing facility and park renovations, land acquisition, regional trail development, and resource protection and conservation. Status: The Department is investigating long-term and permanent funding sources. This includes working closely with the Maricopa Trail and Park Foundation and various “Friends” groups at the individual parks. The Department greatly appreciates the donations it receives and will also continue to pursue related grant opportunities. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ $ FY 2012 ADOPTED 6,190,133 189,896 6,380,029 $ $ FY 2012 REVISED 5,890,176 203,368 6,093,544 $ $ FY 2012 FORECAST 5,894,996 203,368 6,098,364 $ $ FY 2013 ADOPTED 6,121,202 222,301 6,343,503 $ $ REVISED VS ADOPTED VAR % 5,980,885 214,751 6,195,636 $ $ 85,889 11,383 97,272 GNMT - GENERAL MAINTENANCE MDEV - MAINTENANCE AND DEVELOPMENT 30SP - PARK SUPPORT $ 26,332 26,332 $ $ 230,000 12,810 242,810 $ $ 8,450 8,450 $ $ 18,090 18,090 $ $ 18,090 18,090 $ $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 6 6 $ $ - $ $ - $ $ 30 30 $ $ 11 11 $ $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 72,780 72,780 $ $ 99,409 99,409 $ $ 99,409 99,409 $ $ 82,482 82,482 $ $ 22,749 22,749 $ $ (76,660) (76,660) TOTAL PROGRAMS $ 6,479,147 $ 6,211,043 $ 6,215,863 $ 6,434,465 $ 6,461,206 $ 245,343 3.9% 2,664,709 738,404 3,403,113 $ 2,346,982 842,506 3,189,488 $ 2,358,678 837,803 3,196,481 $ 2,555,878 790,672 3,346,550 $ 2,076,553 778,286 2,854,839 $ 282,125 59,517 341,642 12.0% 7.1% 10.7% 3,073,600 3,073,600 $ 3,572,350 3,572,350 $ 3,554,258 3,554,258 $ 3,272,589 3,272,589 $ 1,226,569 4,216,014 5,442,583 $ $ 230,000 (5,280) 224,720 1.5% 5.6% 1.6% 11 11 N/A -29.2% 1242.2% N/A N/A -77.1% -77.1% USES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ GNMT - GENERAL MAINTENANCE MDEV - MAINTENANCE AND DEVELOPMENT 30SP - PARK SUPPORT $ $ $ BDGT - BUDGETING 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 $ DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 104,519 376,158 53,687 403,869 938,233 $ $ $ 79,032 79,032 $ $ 7,774 7,774 TOTAL PROGRAMS $ 7,501,752 $ $ $ 104,925 423,209 55,948 765,527 1,349,609 $ $ $ 311,522 483,617 795,139 $ $ 91,714 91,714 $ 8,998,300 $ 703 $ $ 104,427 422,055 41,835 774,107 1,342,424 $ $ $ 311,522 21,545 483,617 816,684 $ $ 91,714 91,714 $ 9,001,561 $ $ $ 104,531 324,947 55,930 794,509 1,279,917 $ $ $ 311,526 318,766 630,292 $ $ 90,505 90,505 $ 8,619,853 $ $ $ (1,226,569) (661,756) (1,888,325) N/A -18.6% -53.1% 617 179,284 33,771 (60,689) 152,983 0.6% 42.5% 80.7% -7.8% 11.4% -19.3% 100.0% -9.2% -10.2% 30.9% 30.9% 103,810 242,771 8,064 834,796 1,189,441 $ $ $ 371,711 528,082 899,793 $ (60,189) 21,545 (44,465) (83,109) $ $ 63,352 63,352 $ $ 28,362 28,362 $ 10,450,008 $ $ $ (1,448,447) -16.1% Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 71,158 71,158 $ $ - $ $ 4,820 4,820 $ $ 4,820 4,820 $ $ - $ $ (4,820) -100.0% (4,820) -100.0% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 201,762 4,264,371 4,466,133 $ $ $ 297,750 4,259,480 4,557,230 $ $ 170,391 4,388,685 4,559,076 $ $ 201,648 4,266,141 4,467,789 $ $ 201,648 4,266,141 4,467,789 96,102 (6,661) 89,441 $ SUBTOTAL $ 880 880 $ $ 50 50 $ $ 50 50 $ $ 690 690 $ $ 460 460 $ $ $ $ $ 38,399 1,865,117 1,903,516 $ $ 93,482 1,776,397 1,869,879 $ $ 119,909 1,623,295 1,743,204 $ $ 119,909 1,623,295 1,743,204 $ SUBTOTAL $ 38,237 1,794,256 1,832,493 $ (81,510) 241,822 160,312 ALL REVENUES $ 6,370,664 $ 6,211,043 $ 6,215,863 $ 6,434,465 $ 6,461,206 $ 245,343 3.9% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 108,483 108,483 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A TOTAL SOURCES $ 6,479,147 $ 6,211,043 $ 6,215,863 $ 6,434,465 $ 6,461,206 $ 245,343 3.9% FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 704 $ 410 410 47.7% -0.2% 2.0% 820.0% 820.0% -68.0% 14.9% 9.2% Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2013 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 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ FY 2011 ACTUAL FY 2012 ADOPTED 3,460,164 $ 33,649 4,833 1,352,987 10,263 (600,687) 546,513 4,807,722 $ SUBTOTAL $ 433,402 151,665 65,549 650,616 $ 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 $ 726 294,003 17,624 377,356 94,174 87,536 1,106 782 13,282 590,831 1,477,420 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 37,044 139,619 660 177,323 $ ALL EXPENDITURES $ $ FY 2012 REVISED 3,432,235 $ 39,606 1,500 1,453,140 12,551 (613,262) 542,768 4,868,538 $ 443,483 159,766 19,500 2,044 624,793 $ $ 700,367 30,226 347,470 89,140 829,114 4,167 24,810 7,254 593,751 71,670 2,697,969 $ $ $ 500,000 22,000 160,000 682,000 7,113,081 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 388,671 388,671 TOTAL USES $ 7,501,752 FY 2012 FORECAST 3,491,583 $ 39,606 1,500 1,469,665 12,551 (690,694) 542,768 4,866,979 $ 448,303 159,766 19,500 2,044 629,613 $ $ 700,367 30,226 347,470 89,140 829,114 4,167 24,810 7,254 593,751 71,670 2,697,969 $ $ $ 500,000 22,000 160,000 682,000 8,873,300 $ $ $ 125,000 125,000 $ 8,998,300 $ FY 2013 ADOPTED 3,433,502 $ 57,997 1,136 1,381,819 5,209 (563,755) 536,236 4,852,144 $ 455,638 155,817 74,457 4,835 690,747 $ $ 455,855 29,943 290,642 88,295 844,129 7,090 18,210 6,276 574,808 71,670 2,386,918 $ $ $ 528,171 10,000 26,873 565,044 8,876,561 $ $ $ 125,000 125,000 $ 9,001,561 $ 705 REVISED VS ADOPTED VAR % 3,411,088 $ 44,006 1,110 1,396,070 14,070 (689,772) 567,829 4,744,401 $ 525,172 173,073 46,001 2,816 747,062 $ $ 80,495 (4,400) 390 73,595 (1,519) (922) (25,061) 122,578 2.3% -11.1% 26.0% 5.0% -12.1% -0.1% -4.6% 2.5% (76,869) -17.1% (13,307) -8.3% (26,501) -135.9% (772) -37.8% (117,449) -18.7% 432,361 16,712 295,405 89,510 877,856 5,914 18,094 5,739 819,818 981 2,562,390 $ $ $ 2,075,000 309,600 11,555 2,396,155 $ (1,575,000) -315.0% 22,000 100.0% (149,600) -93.5% N/A (11,555) N/A (1,714,155) -251.3% 8,494,853 $ 10,450,008 $ (1,573,447) $ $ 125,000 125,000 $ $ - $ $ $ 8,619,853 $ 10,450,008 $ $ $ $ 268,006 13,514 52,065 (370) (48,742) (1,747) 6,716 1,515 (226,067) 70,689 135,579 125,000 125,000 (1,448,447) N/A 38.3% 44.7% 15.0% -0.4% -5.9% -41.9% 27.1% 20.9% -38.1% 98.6% 5.0% -17.7% 100.0% 100.0% -16.1% Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 230 PARKS AND RECREATION GRANTS OPERATING NON-RECURRING FUND TOTAL SOURCES 225 SPUR CROSS RANCH CONSERVATION OPERATING FUND TOTAL SOURCES 239 PARKS SOUVENIR OPERATING FUND TOTAL SOURCES 240 LAKE PLEASANT RECREATION SVCS OPERATING FUND TOTAL SOURCES 241 PARKS ENHANCEMENT FUND OPERATING FUND TOTAL SOURCES 243 PARKS DONATIONS OPERATING FUND TOTAL SOURCES 900 ELIMINATIONS OPERATING FUND TOTAL SOURCES FY 2011 ACTUAL $ $ $ - $ 177,116 177,116 $ $ 172,050 172,050 $ $ 172,050 172,050 $ $ 160,438 160,438 $ $ 264,534 264,534 $ $ 220,000 220,000 $ $ 220,000 220,000 $ $ $ $ 2,039,926 2,039,926 $ $ 2,013,948 2,013,948 $ $ 2,013,948 2,013,948 $ $ 3,898,917 3,898,917 $ $ 3,777,305 3,777,305 $ $ $ $ 27,320 27,320 $ $ 62,790 62,790 $ $ $ $ - $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 6,448,869 30,278 6,479,147 FY 2011 ACTUAL $ $ $ $ $ $ $ $ $ 693,145 693,145 4,616 68,630 73,246 $ 271,908 17,897 289,805 $ $ $ $ $ $ $ $ FY 2012 FORECAST $ FUND TOTAL USES 230 PARKS AND RECREATION GRANTS OPERATING NON-RECURRING FUND TOTAL USES 225 SPUR CROSS RANCH CONSERVATION OPERATING NON-RECURRING FUND TOTAL USES 239 PARKS SOUVENIR OPERATING FUND TOTAL USES 240 LAKE PLEASANT RECREATION SVCS OPERATING NON-RECURRING FUND TOTAL USES 241 PARKS ENHANCEMENT FUND OPERATING NON-RECURRING FUND TOTAL USES 243 PARKS DONATIONS OPERATING NON-RECURRING FUND TOTAL USES 900 ELIMINATIONS OPERATING FUND TOTAL USES $ 41,056 30,278 71,334 FY 2012 REVISED 4,820 4,820 FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2012 ADOPTED (35,050) $ (35,050) $ 6,211,043 6,211,043 FY 2012 ADOPTED $ $ $ - $ $ 295,591 35,000 330,591 260,007 260,007 $ $ 1,832,227 186,325 2,018,552 $ 3,352,376 695,841 4,048,217 $ $ $ $ 10 10 $ $ 218,247 218,247 $ $ 3,817,305 3,817,305 62,790 62,790 6,211,043 4,820 6,215,863 FY 2012 REVISED $ $ $ $ $ 1,096,452 1,096,452 4,820 4,820 $ 295,591 35,000 330,591 220,000 220,000 $ $ 2,013,948 725,000 2,738,948 $ 3,777,305 755,521 4,532,826 $ $ $ $ $ 28,351 90,429 118,780 $ 62,790 50,184 112,974 $ $ - $ $ (35,050) $ (35,050) $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 6,442,630 1,059,122 7,501,752 $ $ $ 7,432,595 1,565,705 8,998,300 706 (7) $ 4,820 4,813 $ $ N/A -99.8% -99.8% 266,411 266,411 $ $ 94,361 94,361 54.8% 54.8% $ $ 220,000 220,000 $ $ - 0.0% 0.0% 2,057,124 2,057,124 $ $ 1,997,617 1,997,617 $ $ (16,331) (16,331) -0.8% -0.8% $ $ 3,984,878 3,984,878 $ $ 3,956,520 3,956,520 $ $ 139,215 139,215 3.6% 3.6% $ $ 44,015 44,015 $ $ 55,698 55,698 $ $ $ $ $ $ $ $ $ $ $ $ $ $ (35,050) $ (35,050) $ 6,429,645 $ 4,820 $ 6,434,465 $ FY 2012 FORECAST 6,461,196 $ 10 $ 6,461,206 $ FY 2013 ADOPTED 1,096,312 1,096,312 2,907 2,907 $ 260,000 260,000 $ $ 2,013,948 725,000 2,738,948 $ 62,790 50,184 112,974 $ $ $ $ $ $ (75,050) $ (75,050) $ 7,431,036 1,570,525 9,001,561 $ $ $ $ (35,050) $ (35,050) $ 261,829 261,829 3,777,305 755,521 4,532,826 REVISED VS ADOPTED VAR % (4,810) (4,810) (75,050) $ (75,050) $ $ $ $ 1,098,011 1,098,011 $ FY 2013 ADOPTED $ $ $ $ - -11.3% -11.3% 40,000 40,000 -53.3% -53.3% 250,153 4.0% (4,810) -99.8% 245,343 3.9% REVISED VS ADOPTED VAR % $ $ $ $ 5.3% N/A -63.1% 4,820 4,820 N/A 100.0% 100.0% 11.8% 0.0% 10.5% $ $ 34,791 34,791 226,247 226,247 $ $ 220,000 220,000 $ $ 40,000 40,000 15.4% 15.4% 1,935,854 668,922 2,604,776 $ 1,989,758 964,600 2,954,358 $ 24,190 (239,600) (215,410) 1.2% -33.0% -7.9% (179,215) (338,034) (517,249) -4.7% -44.7% -11.4% 48,591 50,184 98,775 $ $ $ $ $ (35,050) $ (35,050) $ 7,282,338 1,337,515 8,619,853 $ $ $ 3,956,520 1,093,555 5,050,075 55,698 120,358 176,056 $ 57,683 (750,000) (692,317) 260,800 35,000 295,800 3,748,555 615,502 4,364,057 $ 1,038,769 750,000 1,788,769 (7,092) (7,092) $ $ $ $ $ (35,050) $ (35,050) $ 7,486,495 2,963,513 10,450,008 $ $ $ 7,092 11.3% (70,174) -139.8% (63,082) -55.8% (40,000) (40,000) 53.3% 53.3% (55,459) (1,392,988) (1,448,447) -0.7% -88.7% -16.1% Maricopa County Annual Business Strategies FY 2013 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 GENERAL MAINTENANCE MAINTENANCE AND DEVELOPMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 ADOPTED FY 2012 ADOPTED FY 2012 FY 2012 REVISED FORECAST FY 2013 REVISED TO ADOPTED ADOPTED VARIANCE VAR % 1.00 6.00 4.00 1.00 12.00 1.00 4.00 4.00 1.00 10.00 1.00 4.00 4.00 .00 9.00 1.00 4.00 4.00 1.00 10.00 1.00 4.00 3.00 8.00 (1.00) (1.00) 0.0% 0.0% (25.0%) N/A (11.1%) 13.00 29.00 42.00 13.00 32.00 45.00 13.00 34.00 47.00 13.00 32.00 45.00 13.00 24.00 37.00 (10.00) (10.00) 0.0% (29.4%) (21.3%) 31.00 31.00 85.00 31.00 31.00 86.00 .00 31.00 31.00 87.00 31.00 31.00 86.00 20.00 19.00 39.00 84.00 20.00 (12.00) 8.00 (3.00) N/A (38.7%) 25.8% (3.4%) 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 Executive Assistant Field Operations Supervisor Finance/Business Analyst General Maintenance Worker GIS Technician Grant-Contract Administrator Human Resources Specialist Interpretive Ranger Office Assistant Office Assistant Specialized Operations/Program Manager Parks Manager Parks Specialist Parks Superintendent Parks Supervisor Parks Supervisor-Lake Pleasant Planner Planning Supervisor Procurement Specialist Program Coordinator Trades Specialist Trades Supervisor Department Total FY 2011 FY 2012 ADOPTED ADOPTED 1.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 10.00 9.00 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 24.00 24.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00 12.00 9.00 9.00 1.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 2.00 2.00 85.00 86.00 707 FY 2012 FY 2012 FY 2013 REVISED FORECAST 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 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 24.00 24.00 22.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 12.00 12.00 12.00 9.00 9.00 9.00 3.00 2.00 2.00 2.00 2.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 8.00 8.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 2.00 2.00 2.00 87.00 86.00 84.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (2.00) (8.3%) 0.0% 0.0% N/A 0.0% 0.0% (1.00) (33.3%) N/A 1.00 50.0% 0.0% 0.0% (1.00) (12.5%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (3.00) (3.4%) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Staffing by Fund 100 225 239 240 241 Department Total FUND GENERAL SPUR CROSS RANCH PARKS SOUVENIR LAKE PLEASANT RECREATION PARKS ENHANCEMENT FUND FY 2011 FY 2012 ADOPTED ADOPTED 3.00 3.00 3.00 3.00 17.00 18.00 62.00 62.00 85.00 86.00 FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED 3.00 3.00 3.00 2.00 2.00 1.00 1.00 20.00 18.00 17.00 62.00 63.00 62.00 87.00 86.00 84.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% (1.00) (50.0%) 1.00 N/A (3.00) (15.0%) 0.0% (3.00) (3.4%) Staffing Variance Spur Cross has a reduction in staff from FY 2011 to FY 2013 due to decreasing revenue streams. The Park will be supervised and maintained by staff that also takes care of the Cave Creek Park. Additionally, the County is reducing operating expenditures by eliminating positions that have been vacant for more than one year. The Department has a maintenance position that is also eliminated in FY 2013 for this reason. During FY 2012, a number of positions were reviewed and adjusted. This is why there is a variance between FY 2012 Adopted and FY 2012 Revised in the Staffing by Market Range Title Table in lines such as Parks Supervisor and Administrative Supervisor. General Adjustments Base Adjustments: General Fund (100) • Decrease expenditure budget by $1,082 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Benefits by $2,234 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease in expenditures of $57,172 associated with the General Fund’s proportionate share of departmental internal service costs. • The FY 2013 expenditure budget in Non Recurring Non Project increased by $750,000 for the construction of an RV Dump Station at the White Tank Park. • Decrease Other Benefits and Internal Services Charges by $1,094 for the impact of the changes in Risk Management charges. Spur Cross Fund (225) • Decrease expenditure budget by $333 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Benefits by $365 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase in expenditures of $2,360 associated with the Spur Cross Fund’s proportionate share of departmental internal service costs. • Increase Other Benefits and Internal Services Charges by $1,128 for the impact of the changes in Risk Management charges. Parks Souvenir Fund (239) • Increase Regular Benefits by $302 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. 708 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Lake Pleasant Fund (240) • Decrease expenditure budget by $2,865 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Benefits by $6,032 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase in expenditures of $16,369 associated with the Lake Pleasant Fund’s proportionate share of departmental internal service costs. • The FY 2013 expenditure budget in Non Recurring Non Project includes $59,600 for vehicle replacements. • Increase Other Benefits and Internal Services Charges by $6,047 for the impact of the changes in Risk Management charges. Park Enhancement Fund (241) • Decrease expenditure budget by $11,988 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Benefits by $24,076 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase in expenditures of $38,360 associated with the Park Enhancement Fund’s proportionate share of departmental internal service costs. • The FY 2013 expenditure budget in Non Recurring Non Project includes $250,000 for vehicle replacements. • Decrease Other Benefits and Internal Services Charges by $340 for the impact of the changes in Risk Management charges. Non Departmental General Fund • The FY 2013 expenditure budget in Non Recurring Non Project includes $250,000 for vehicle replacements. 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. 709 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Program Results Measure Description Percent change in park visitation numbers compared to prior year, same period Rate of park visitation per residents of Maricopa County Percent increase in regional park acreage over previous year Percent increase in trail miles over previous year Percent of park visitors who attend an interpretive program Percent of interpretive program participants who marked "exceptional" or "better than expected" on end of class survey for interpretive program satisfaction Percent increase in interpretive programs provided over previous year FY 2011 ACTUAL (5.7%) FY 2012 REVISED 3.9% FY 2012 FORECAST (3.0%) FY 2013 ADOPTED 4.2% 3.1% 9.3% 9.3% 33.7% 24.5% 263.3% 0.0% 50.2% N/A 59.5% 9.2% 18.3% N/A N/A N/A 6.1% N/A N/A 9.0% 9.7% 6.3% 9.2% -0.6% -5.9% 97.9% 95.0% 98.5% 95.4% 0.4% 0.4% 3.0% 9.0% (39.8%) 0.9% -8.2% -90.5% Activities that comprise this program include: • Recreation • REV VS ADOPTED VAR % 0.2% 6.1% Interpretive Services Recreation Activity The purpose of the Parks Recreation Activity is to provide facilities and opportunities to park users so they can enjoy a healthy and exhilarating experience. Mandates: Not mandated. Measure Type Result Result Result Result Output Output Output Output Demand Efficiency Revenue Measure Description Percent change in park visitation numbers compared to prior year, same period Rate of park visitation per residents of Maricopa County Percent increase in regional park acreage over previous year Percent increase in trail miles over previous year Number of regional park visitors Number of acres of land added to park system Number of trail miles added during the fiscal year Number of additional visitors to park system over previous year Number of individuals expected to visit the parks Cost per regional park visitor for recreation activity $ FY 2011 ACTUAL (5.7%) FY 2012 REVISED 3.9% FY 2012 FORECAST (3.3%) FY 2013 ADOPTED 4.2% 3.1% 9.3% 9.9% 33.7% 24.5% 263.3% 0.0% 50.2% N/A 59.5% 9.2% 18.3% N/A 1,332,602 N/A N/A N/A 1,468,153 60,000 N/A N/A N/A 1,288,146 N/A N/A 6.1% 1,332,192 71,000 25 44,046 N/A (135,961) 11,000 N/A N/A N/A -9.3% 18.3% N/A N/A $ (109,249) 0.05 -7.8% 3.0% 1,412,467 2.00 $ 1,397,395 1.61 $ 1,332,602 1.98 $ 1,288,146 1.56 REV VS ADOPTED VAR % 0.2% 6.1% 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 $ 13,000 173,523 263,847 2,024,658 3,715,105 $ 6,190,133 $ 4,820 $ 4,820 $ - $ 167,050 157,732 262,828 220,000 218,106 219,885 1,987,948 2,038,985 1,987,337 3,561,228 3,721,779 3,524,033 29,000 14,830 21,852 (75,050) (35,050) (35,050) $ 5,894,996 $ 6,121,202 $ 5,980,885 $ (4,820) 95,778 (115) (611) (37,195) (7,148) 40,000 85,889 -100.0% 57.3% -0.1% -0.0% -1.0% -24.6% -53.3% 1.5% 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 $ $ 84,135 4,820 39,009 49,875 (34,804) 175,079 4,011 (40,000) 281,950 72.0% 100.0% 20.1% 19.2% -5.1% 15.3% 13.2% 53.3% 12.0% Expenditure 286,259 46,605 178,890 260,007 852,191 1,029,790 10,967 $ 2,664,709 710 116,840 $ 283,361 $ 32,705 $ 4,820 2,907 193,892 161,619 154,883 260,000 226,247 210,125 683,883 720,910 718,687 1,143,993 1,174,851 968,914 30,300 21,033 26,289 (75,050) (35,050) (35,050) $ 2,358,678 $ 2,555,878 $ 2,076,728 $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Activity Narrative: The revenue increase in the Spur Cross Fund is due to improved revenue in the Town of Cave Creek. Expenditures in the Spur Cross Fund are decreasing because of management changes in the park in which the park supervisor will now oversee both the Spur Cross and Cave Creek parks. The expenditure decrease in the Parks Enhancement Fund is due to several factors associated with personnel. The park supervisor will be splitting time between the Cave Creek and Spur Cross parks which decreases expenditures for the Parks Enhancement Fund. There are also several senior staff members retiring, as well as two positions moving from this Activity to the newly created General Maintenance Activity. Interpretive Services Activity The purpose of the Parks Interpretive Services Activity is to provide educational and structured opportunities to interpret and experience park resources for park visitors and requesting groups so they can more fully appreciate and enjoy the natural and cultural environment. Mandates: Not mandated. Measure Type Result Result Result Output Output Demand Efficiency Efficiency Revenue Measure Description Percent of park visitors who attend an interpretive program Percent of interpretive program participants who marked "exceptional" or "better than expected" on end of class survey for interpretive program satisfaction 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 $ $ 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ $ FY 2011 ACTUAL 9.0% FY 2012 REVISED 9.7% FY 2012 FORECAST 9.5% FY 2013 ADOPTED 9.2% 97.9% 95.0% 101.0% 95.4% 0.4% 0.4% 3.0% 9.0% (25.7%) 0.9% (8.2%) -90.5% (1,125) (12,727) (723) (29.48) (0.18) -21.5% -9.6% -15.1% -18.4% -2.8% 7,194 4,189 11,383 3.8% 26.7% 5.6% (353) 17,987 179 41,704 59,517 -0.6% 6.6% 0.0% 66.5% 7.1% 4,556 119,729 4,424 162.07 6.17 $ $ 170,946 18,950 189,896 $ 50,597 171,573 500,047 16,187 738,404 $ $ 5,225 132,181 4,794 160.35 6.34 $ $ 187,668 15,700 203,368 $ 55,342 272,966 446,755 62,740 837,803 $ $ 4,071 119,454 4,556 194.22 6.62 $ $ 203,186 19,115 222,301 $ 55,227 251,308 423,600 60,537 790,672 $ $ 4,100 119,454 4,071 189.83 6.52 194,862 19,889 214,751 REV VS ADOPTED VAR % (0.6%) -5.9% $ $ $ $ Expenditure $ $ $ $ 55,695 254,979 446,576 21,036 778,286 $ $ Activity Narrative: The FY 2013 budget supports the Department in meeting all the interpretive programs requested. 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. The expenditure decrease is due to a reduction in programs specifically funded through donations. 711 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Park Support Program The purpose of the Park Support Program is to provide well-maintained and safe facilities for park users so they can appreciate and enjoy the natural environment. Program Results Measure Description Percent of capital improvement project milestones completed Percent of capital improvement project milestones completed on time Percent of trail enhancement projects completed Percent of trail enhancement projects completed on time Percent of major maintenance projects completed Percent of major maintenance projects completed on time Percent of planned capital improvement projects initiated Percent of routine maintenance and repair assignments completed Percent of required routine maintenance and repair assignments completed on time FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 92.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 92.0% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 92.0% N/A N/A N/A N/A N/A 92.9% N/A N/A N/A N/A N/A 92.9% N/A N/A N/A N/A N/A 3.6% N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 93.3% N/A N/A The measures within the Parks Support Program are newly established for FY 2013. Activities that comprise this program include: • Maintenance and Development • General Maintenance 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. 712 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Result Result Result Output Output Output Output Demand Demand Demand Demand Efficiency Measure Description Percent of capital improvement project milestones completed Percent of capital improvement project milestones completed on time Percent of trail enhancement projects completed Percent of trail enhancement projects completed on time Percent of major maintenance projects completed Percent of major maintenance projects completed on time Percent of planned capital improvement projects initiated Number of trail enhancement projects completed Number of capital improvement project milestones completed Number of major maintenance projects completed Number of planned capital improvement projects initiated Number of major maintenance projects reqeusted by park users Number of trail enhancement projects requested by park users Number of planned capital improvement projects requested by park users Number of capital improvement project milestones Cost per park visitor for capital improvement, trail design/enhancement, and major maintenance projects Department Strategic Plans and Budgets Parks and Recreation FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 92.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 92.0% N/A N/A N/A N/A N/A N/A N/A N/A 100.0% 92.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 92.9% 92.9% N/A N/A N/A N/A N/A N/A N/A 3.6% N/A N/A 334 92 (18,866) (228) -98.3% -71.3% 24,000 315 19,200 320 12,000 297 315 N/A 380 N/A 407 N/A 565 6 185 N/A 48.7% N/A 315 400 523 608 208 52.0% N/A N/A N/A 100 N/A N/A N/A N/A N/A 168 N/A N/A N/A N/A N/A N/A N/A N/A $ 100 3.32 N/A N/A N/A N/A (5,280) (5,280) N/A -29.2% -29.2% (837,719) (1,325) 141,215 144,870 (108,797) (661,756) -215.4% N/A -3.2% 10.3% 8.4% -545.8% -18.6% Revenue 230 - PARKS AND RECREATION GRANTS 243 - PARKS DONATIONS TOTAL SOURCES $ 18,662 7,670 26,332 $ 100 - GENERAL 230 - PARKS AND RECREATION GRANTS 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ 243,489 26,641 26,274 735,999 1,949,571 91,626 $ 3,073,600 $ $ 18,090 18,090 $ 388,893 41,327 1,377,362 1,726,742 19,934 $ 3,554,258 $ $ $ 8,450 8,450 $ 12,810 12,810 $ $ 1,226,612 42,652 1,236,147 1,581,872 128,731 $ 4,216,014 $ $ $ Expenditure 288,255 10,802 1,285,677 1,670,650 17,205 $ 3,272,589 Major Maintenance Projects 700 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Milestones 600 500 400 300 200 100 0 FY 11 Actual FY 12 Revised Demand FY 12 Forecast Output $ FY 13 Adopted Result Activity Narrative: The FY 2013 budget supports the Department in maintaining the parks and trails as required. 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. 713 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Maintenance The purpose of the General Maintenance Activity is to provide well maintained and safe facilities to park users so they can enjoy a comfortable recreation experience. Mandates: Not mandated. Measure Type Result Result Output Demand Efficiency Measure Description Percent of routine maintenance and repair assignments completed Percent of required routine maintenance and repair assignments completed on time Number of planned maintenance and repair assignments completed Number of routine maintenance and repair assignments requested Cost per park visitor for routine park maintenance and repair activity FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 100.0% N/A N/A N/A 93.3% N/A N/A N/A N/A N/A N/A N/A N/A N/A $ N/A N/A 18,000 N/A N/A 18,000 N/A N/A 0.92 N/A N/A Revenue 241 - PARKS ENHANCEMENT FUND TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 230,000 230,000 $ $ 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND TOTAL USES $ - $ - $ - $ 1,519 375,594 849,456 $ 1,226,569 $ 230,000 230,000 N/A N/A Expenditure $ $ $ (1,519) (375,594) (849,456) $ (1,226,569) N/A N/A N/A N/A Activity Narrative: The General Maintenance Activity is new for FY 2013 and the budget supports the Department in meeting 100% of demand for routine and scheduled maintenance. The revenue budget represents the reimbursements for utilities from parks concessionaires. 714 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change $ $ C-49-12-014-2-00 $ $ $ (1,559) $ (1,559) - 1,096,452 $ - (1,082) $ (1,082) - 1,095,370 $ - 2,234 $ 2,234 (652) $ (652) (57,089) $ (57,089) - $ 1,039,863 $ -5.1% - $ (1,094) $ (1,094) - Agenda Item: $ $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges - Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reallocations Reallocation of ISF Charges Between Funds $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE 1,098,011 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount $ 1,038,769 $ -5.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 750,000 750,000 $ - $ 750,000 $ - Adjustments: Non Recurring Other Non-Recurring White Tanks Dump Station Agenda Item: $ FY 2013 Adopted Budget 715 750,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Spur Cross Ranch Conservation Fund (225) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 295,591 $ 172,050 FY 2012 Revised Budget $ 295,591 $ 172,050 (333) (333) - $ - 123,208 123,208 Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Structural Balance Structural Balance Agenda Item: $ $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation of ISF Charges Between Funds 295,258 $ 295,258 $ 365 $ 365 (38,311) $ (38,311) 2,360 $ 2,360 (28,847) (28,847) - $ 259,672 $ -12.1% 266,411 -9.8% $ 1,128 1,128 $ - $ 260,800 $ -11.7% 266,411 -9.8% Agenda Item: $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges $ Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 35,000 $ - FY 2012 Revised Budget $ 35,000 $ - FY 2013 Budget Target $ 35,000 $ - $ 35,000 $ - Contingency for major maintenance & repairs $ Contingency for major maintenance & repairs $ FY 2013 Adopted Budget 716 35,000 35,000 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Spur Cross Ranch Conservation Fund (225) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 389,447 $ 292,331 $ 292,331 $ 276,751 $ 175,360 Sources: Operating Total Sources: $ $ 177,116 177,116 $ $ 172,050 172,050 $ $ 172,050 172,050 $ $ 160,438 160,438 $ $ 266,411 266,411 $ $ 295,591 35,000 330,591 $ 295,591 35,000 330,591 $ 261,829 261,829 $ $ 271,908 17,897 289,805 $ 260,800 35,000 295,800 Structural Balance $ (94,792) $ (101,391) $ 5,611 Accounting Adjustments $ (7) $ Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 276,751 276,751 $ $ (123,541) $ $ $ $ (123,541) $ - $ - $ - $ - 133,790 133,790 $ $ 133,790 133,790 $ $ 175,360 175,360 $ $ 145,971 145,971 Expenditures Revenue Parks and Recreation Grant Fund (230) NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Parks Grant Carryover FY 12 $ - $ 4,820 4,820 $ 4,820 4,820 $ 4,820 $ 4,820 C-30-12-007-G-00 Agenda Item: $ C-30-12-007-G-00 FY 2013 Budget Target Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation - Agenda Item: FY 2012 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Parks Grant Carryover FY 12 $ (4,820) $ (4,820) (4,820) (4,820) $ - $ - $ - $ 10 10 $ - $ 10 Agenda Item: FY 2013 Adopted Budget 717 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Grant Fund (230) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST $ - $ 7,273 $ 7,273 $ (1,916) $ (10) $ 41,056 30,278 71,334 $ - $ 4,820 4,820 $ (7) 4,820 4,813 $ 10 10 $ $ 2,907 2,907 $ $ 4,820 4,820 $ $ - $ - $ - $ $ $ $ $ Uses: Operating Non-Recurring Total Uses: $ 4,616 68,630 73,246 Structural Balance $ 36,440 Accounting Adjustments $ (4) $ - $ - $ $ - $ (1,916) (1,916) $ 7,273 7,273 $ 7,273 7,273 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2013 ADOPTED $ $ $ $ $ $ $ - (7) $ - - $ - $ - (10) (10) $ Grant revenue is received as a reimbursement which results in a net balance of $0 at fiscal year end. 718 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Souvenir Fund (239) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Souvenir Fund Increase $ 220,000 $ 220,000 $ 40,000 40,000 $ - $ 260,000 $ 220,000 $ (40,000) $ (40,000) - $ 220,000 Agenda Item: C-30-12-036-2-00 FY 2012 Revised Budget Adjustments: Supplemental Funding Mid Year Adjustments Souvenir Fund Increase Agenda Item: C-30-12-036-2-00 FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments $ 220,000 302 $ 302 (302) $ (302) - 220,000 $ 0.0% 220,000 0.0% Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount $ Parks Souvenir Fund (239) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 28,748 $ 19,847 $ 19,847 $ 33,271 $ 25,271 Sources: Operating Total Sources: $ $ 264,534 264,534 $ $ 220,000 220,000 $ $ 220,000 220,000 $ $ 218,247 218,247 $ $ 220,000 220,000 Uses: Operating Total Uses: $ $ 260,007 260,007 $ $ 220,000 220,000 $ $ 260,000 260,000 $ $ 226,247 226,247 $ $ 220,000 220,000 Structural Balance $ 4,527 $ - $ (40,000) $ $ - Accounting Adjustments $ (4) $ - $ 19,847 19,847 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 33,271 33,271 $ $ 719 $ - (8,000) $ - $ - - $ (20,153) (20,153) $ 25,271 25,271 $ 25,271 25,271 $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Lake Pleasant Recreation Services Fund (240) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 2,013,948 $ 2,013,948 FY 2012 Revised Budget $ 2,013,948 $ 2,013,948 (2,865) $ (2,865) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Vacant Position Elimination General Revenues Interest Revenue Reallocations Reallocation of ISF Charges Between Funds $ $ 2,013,948 Agenda Item: $ $ $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges 2,011,083 6,032 6,032 (49,773) (1,584) (48,189) 16,369 16,369 $ $ $ $ $ 1,983,711 $ -1.4% $ 6,047 6,047 (16,331) (16,331) 1,997,617 -0.8% Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount $ - $ 1,989,758 $ 1,997,617 -1.1% -0.8% Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 725,000 $ - FY 2012 Revised Budget $ 725,000 $ - (725,000) $ (725,000) - Adjustments: Non Recurring Other Non-Recurring Agenda Item: $ FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Vehicle Replacement Major equipment repair/maintenance/replacement Management Study required by BOR Host site and entry station development at Agua Fria Visitor Center Upgrades Sign upgrade and repairs Operations/Staff Support infastructure/building upgrades Electronic Gates at Entry Bypass Road (upper and lower) $ - $ - $ 964,600 964,600 $ - $ 964,600 $ - Agenda Item: $ FY 2013 Adopted Budget 720 59,600 100,000 40,000 100,000 500,000 15,000 100,000 50,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Lake Pleasant Fund (240) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 1,893,168 $ 1,729,523 $ 1,729,523 $ 1,914,527 $ 1,366,875 Sources: Operating Total Sources: $ $ 2,039,926 2,039,926 $ $ 2,013,948 2,013,948 $ $ 2,013,948 2,013,948 $ $ 2,057,124 2,057,124 $ $ 1,997,617 1,997,617 $ $ $ 1,935,854 668,922 2,604,776 $ $ 2,013,948 725,000 2,738,948 $ $ 2,013,948 725,000 2,738,948 $ $ 1,832,227 186,325 2,018,552 $ 1,989,758 964,600 2,954,358 Structural Balance $ 207,699 $ - $ - $ 121,270 $ 7,859 Accounting Adjustments $ (15) $ - $ - $ - $ - 1,004,523 1,004,523 $ $ 1,004,523 1,004,523 $ $ 1,366,875 1,366,875 $ $ 410,134 410,134 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,914,527 1,914,527 $ $ 721 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Souvenir Fund Increase 3,777,305 $ - $ 40,000 40,000 $ 3,777,305 $ 3,817,305 (11,988) $ (11,988) - Agenda Item: $ $ - $ $ 3,765,317 $ 3,777,305 24,076 $ 24,076 (111,233) $ (10,884) (58,365) (41,984) 240,000 $ 240,000 240,000 240,000 C-30-12-036-2-00 (40,000) (40,000) Agenda Item: $ $ $ $ 240,000 $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges $ C-30-12-036-2-00 FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings Vacant Position Elimination Fees and Other Revenues ProgRevenue Volume Inc/Dec Utility Payments / Reimbursements General Revenues Interest Revenue Reallocations Reallocation of ISF Charges Between Funds 3,777,305 Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Supplemental Funding Mid Year Adjustments Souvenir Fund Increase $ 38,360 38,360 $ $ (60,785) (60,785) - $ 3,956,520 $ 5.1% 3,956,520 4.7% $ - $ 340 (340) - $ 3,956,520 $ 5.1% 3,956,520 4.7% Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 722 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 755,521 $ - FY 2012 Revised Budget $ 755,521 $ - (755,521) $ (755,521) - Adjustments: Non Recurring Other Non-Recurring Agenda Item: $ FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Contingency for needed major maintenance or repairs Sign upgrades and repairs ASU Visitor Survey San Tan Water System connection/installation White Tank Campground Electrical Upgrade POS/Computer purchase and replacement Concession Audit/Study Hardware Duplication System (per RDSA, required) Vehicle Replacements $ - $ - $ 1,093,555 1,093,555 $ - $ 1,093,555 $ - Agenda Item: $ 175,000 30,000 62,000 200,000 300,000 40,000 25,000 11,555 250,000 FY 2013 Adopted Budget Parks Enhancement Fund (241) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 1,952,257 $ 1,595,557 $ 1,595,557 $ 1,802,967 $ 1,423,788 Sources: Operating Total Sources: $ $ 3,898,917 3,898,917 $ $ 3,777,305 3,777,305 $ $ 3,817,305 3,817,305 $ $ 3,984,878 3,984,878 $ $ 3,956,520 3,956,520 $ $ $ 3,748,555 615,502 4,364,057 $ $ 3,777,305 755,521 4,532,826 $ $ 3,777,305 755,521 4,532,826 $ $ 3,352,376 695,841 4,048,217 $ 3,956,520 1,093,555 5,050,075 Structural Balance $ 546,541 $ - $ 40,000 $ 236,323 $ - Accounting Adjustments $ 10 $ - $ - $ - $ - $ $ 1,802,967 1,802,967 $ $ 840,036 840,036 $ $ 880,036 880,036 $ $ 1,423,788 1,423,788 $ $ 330,233 330,233 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 723 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Donations Fund (243) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 62,790 $ 62,790 FY 2012 Revised Budget $ 62,790 $ 62,790 FY 2013 Budget Target $ 62,790 $ 62,790 $ (7,092) $ (7,092) Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount (7,092) (7,092) $ 55,698 $ 55,698 -11.3% -11.3% Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 50,184 $ - FY 2012 Revised Budget $ 50,184 $ - (50,184) $ (50,184) - Adjustments: Non Recurring Other Non-Recurring Agenda Item: $ FY 2013 Budget Target Adjustments: Agenda Item: Non Recurring Other Non-Recurring Usery Bird Habitat Cave Creek Wildlife Viewing Pond White Tank Tortoise Habitat Amphitheater Shade Sails (White Tank, Lake Pleasant) McDowell Visitor Center Outdoor Upgrades (trees, pond, etc) $ $ - $ - $ 120,358 120,358 $ - $ 120,358 $ - 16,358 25,000 4,000 50,000 25,000 FY 2013 Adopted Budget Parks Donations Fund (243) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 705,593 $ 608,999 $ 608,999 $ 614,135 $ 559,375 Sources: Operating Total Sources: $ $ 27,320 27,320 $ $ 62,790 62,790 $ $ 62,790 62,790 $ $ 44,015 44,015 $ $ 55,698 55,698 $ 28,351 90,429 118,780 $ $ $ 48,591 50,184 98,775 $ $ 62,790 50,184 112,974 $ $ 62,790 50,184 112,974 $ 55,698 120,358 176,056 (1,031) $ - $ - $ (4,576) $ - Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 2 $ - $ - $ - $ - $ $ 614,135 614,135 $ $ 558,815 558,815 $ $ 558,815 558,815 $ $ 559,375 559,375 $ $ 439,017 439,017 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance 724 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Analysis by Ron Forster, 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, 2015, 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 work continues on completing the draft elements for consideration. 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 state law to identify 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 in advance of this deadline. After a draft is prepared for each of the plan elements, the citizen participation process will begin in full. 725 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 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 2012 ADOPTED $ $ 200,914 185,750 40,840 22,575 440,138 1,417,431 2,567,092 341,695 1,846,419 24,240 7,087,094 ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY FY 2012 REVISED $ $ 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 36,495 36,495 $ $ $ $ 23,826 23,826 $ $ TOTAL PROGRAMS $ FY 2012 FORECAST $ 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 - $ $ $ $ - 6,228 6,228 $ $ 7,153,643 $ FY 2013 ADOPTED $ 401,453 108,655 41,880 19,630 442,310 1,136,630 3,927,668 325,110 1,846,825 28,360 8,278,521 - $ $ $ $ - - $ $ $ 8,013,252 13,220 9,063 10,028 32,311 $ 418,323 284,035 523,433 93,256 609,345 495,232 967,545 531,598 1,317,377 201,349 5,441,493 $ 184,987 109,015 1,050,777 1,344,779 $ 398,002 80,889 118,440 597,331 $ $ REVISED VS ADOPTED VAR % $ 109,239 91,031 40,839 13,654 445,299 912,138 4,045,376 432,400 1,909,085 50,215 8,049,276 $ $ 21,239 (3,099) 4,949 (8,346) 54,067 130,536 30,925 52,400 (266,862) 20,215 36,024 24.1% -3.3% 13.8% -37.9% 13.8% 16.7% 0.8% 13.8% -12.3% 67.4% 0.4% - $ $ 20,000 20,000 $ $ 20,000 20,000 N/A N/A $ $ 8,895 8,895 $ $ - $ $ - N/A N/A - $ $ - $ $ - $ $ - N/A N/A $ 8,013,252 $ 8,287,416 $ 8,069,276 $ 56,024 0.7% - $ - $ 1 $ (2) (2) (3) $ - $ - N/A N/A N/A N/A 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 $ 457,572 283,777 512,600 94,615 597,873 1,109,309 966,394 622,722 1,562,841 179,370 6,387,073 $ 470,901 278,438 497,741 101,140 597,684 911,492 1,095,263 607,215 1,443,713 180,037 6,183,624 $ 166,023 117,900 1,083,962 1,367,885 $ 152,283 108,944 1,346,340 1,607,567 $ 136,815 114,072 1,377,601 1,628,488 $ 468,009 55,216 523,225 $ 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 $ $ $ $ $ $ $ $ $ 160,577 119,836 37,577 85,250 16,010 419,250 TOTAL PROGRAMS $ 7,835,164 $ $ $ $ $ $ 175,800 110,540 337,132 127,029 16,870 767,371 $ 9,241,102 726 468,009 39,823 55,216 563,048 $ $ $ $ $ $ $ 202,680 110,400 333,841 18,805 17,688 683,414 $ 9,241,102 414,985 265,018 490,887 90,858 616,894 813,539 962,630 584,123 1,447,075 178,027 5,864,036 $ 143,981 74,008 1,272,572 1,490,561 $ 468,013 55,216 523,229 $ $ $ $ $ $ 173,471 155,862 235,325 50,945 41,509 657,112 $ 8,534,935 542,690 70,412 613,102 $ $ $ $ $ (13,329) 5,339 14,859 (6,525) 189 197,817 (128,869) 15,507 119,128 (667) 203,449 -2.9% 1.9% 2.9% -6.9% 0.0% 17.8% -13.3% 2.5% 7.6% -0.4% 3.2% 15,468 (5,128) (31,261) (20,921) 10.2% -4.7% -2.3% -1.3% (74,681) 39,823 (15,196) (50,054) -16.0% 100.0% -27.5% -8.9% 30.1% -90.5% 69.9% -628.3% -145.9% 7.4% $ $ 141,673 210,317 100,360 136,958 43,493 632,801 $ 61,007 (99,917) 233,481 (118,153) (25,805) 50,613 $ 9,058,015 $ 183,087 2.0% Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 2,677,831 2,677,831 $ $ 3,946,084 3,946,084 $ $ 3,946,084 3,946,084 $ $ 3,981,784 3,981,784 $ $ 4,211,752 4,211,752 $ $ 265,668 265,668 6.7% 6.7% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 6,228 4,255,976 4,262,204 $ $ $ 3,733,716 3,733,716 $ $ 3,927,840 3,927,840 $ $ 3,946,551 3,946,551 $ $ 3,946,551 3,946,551 (212,835) (212,835) N/A -5.4% -5.4% $ SUBTOTAL $ 138,245 138,245 $ $ 53,000 53,000 $ $ 53,000 53,000 $ $ 324,209 324,209 $ $ 60,309 60,309 $ $ $ $ $ 26,608 36,891 63,499 $ $ 41,493 12,090 53,583 $ $ 65,197 2,420 67,617 $ $ 65,197 2,420 67,617 $ SUBTOTAL $ 23,826 15,042 38,868 $ ALL REVENUES $ 7,117,148 $ 8,013,252 $ 8,013,252 $ 8,287,416 $ 8,069,276 $ 56,024 0.7% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 36,495 36,495 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A TOTAL SOURCES $ 7,153,643 $ 8,013,252 $ 8,013,252 $ 8,287,416 $ 8,069,276 $ 56,024 0.7% FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 727 $ 7,309 7,309 13.8% 13.8% (38,589) -59.2% 34,471 1424.4% (4,118) -6.1% Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2013 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 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ 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 $ FY 2011 ACTUAL FY 2012 ADOPTED 6,954,249 $ 106,267 2,196,368 56,791 (2,761,530) 1,050,819 7,602,964 $ 2,632,523 27,656 99,455 33,875 2,738,492 $ $ 60,461 $ 2,139,404 10,455 3,336,493 2,809 218,758 10,519 42,486 2,173 7,567,142 (410,759) 62,598 13,042,539 $ FY 2012 REVISED FY 2012 FORECAST 8,620,542 $ 64,735 2,747,004 11,619 (2,421,641) 1,285,667 10,307,926 $ 9,461,050 $ 5,720 64,735 2,941,635 11,619 (3,470,932) 1,285,667 10,299,494 $ 748,472 34,768 12,678 753,740 748,472 34,768 12,678 753,740 $ $ $ $ FY 2013 ADOPTED 8,863,622 $ 9,504 92,843 2,743,547 32,184 (2,963,806) 1,265,261 10,043,155 $ 1,257,427 32,882 330 28,178 1,260,353 $ $ REVISED VS ADOPTED VAR % 10,801,730 $ 22,880 74,735 3,483,511 20,137 (4,832,173) 1,538,566 11,109,386 $ 1,026,602 34,768 88,901 12,678 780,871 $ $ (1,340,680) -14.2% (17,160) -300.0% (10,000) -15.4% (541,876) -18.4% (8,518) -73.3% 1,361,241 39.2% (252,899) -19.7% (809,892) -7.9% (278,130) (88,901) (27,131) - $ 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 $ - $ 2,917,176 11,242 3,906,031 29,000 1,048,129 9,460 38,350 5,033 7,387,667 (359,364) 226,437 15,219,161 $ - $ 1,839,652 11,742 3,332,408 21,640 1,042,979 12,452 42,802 3,559 7,654,130 (316,191) 229,826 13,874,999 $ - $ 2,843,899 11,242 4,148,563 8,000 858,533 9,460 101,850 5,033 7,392,667 (450,784) 83,564 15,012,027 $ N/A 73,277 2.5% 0.0% (242,532) -6.2% 21,000 72.4% 189,596 18.1% 0.0% (63,500) -165.6% 0.0% (5,000) -0.1% 91,420 25.4% 142,873 63.1% 207,134 1.4% $ 65,000 12,000 2,376 79,376 $ 13,504 32,109 112 45,613 $ 18,000 18,000 $ 47,000 12,000 2,376 61,376 CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 39,963 783,220 66,836 123,686 576 1,013,792 $ 65,000 12,000 2,376 79,376 ALL EXPENDITURES $ 24,397,787 $ 26,392,472 $ 26,351,771 $ 25,224,120 $ 26,920,284 $ (568,513) OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 460,915 460,915 $ $ - $ $ 20,846 20,846 $ $ - $ $ - $ $ 20,846 20,846 TOTAL USES $ 24,858,702 $ 26,392,472 $ 26,372,617 $ 25,224,120 $ 26,920,284 $ (547,667) $ $ 728 $ $ $ -37.2% 0.0% N/A 0.0% -3.6% N/A 72.3% 100.0% 100.0% N/A 77.3% -2.2% 100.0% 100.0% -2.1% Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 226 PLANNING AND DEVELOPMENT FEES OPERATING NON-RECURRING FUND TOTAL SOURCES 235 DEL WEBB OPERATING FUND TOTAL SOURCES FY 2011 ACTUAL $ 6,978,956 170,498 7,149,454 $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FY 2012 ADOPTED $ FY 2012 REVISED $ 7,874,883 129,261 8,004,144 4,189 4,189 $ $ 6,983,145 170,498 7,153,643 FY 2011 ACTUAL $ $ $ $ FY 2012 FORECAST $ 7,874,883 129,261 8,004,144 9,108 9,108 $ $ 7,883,991 129,261 8,013,252 FY 2012 ADOPTED $ $ $ $ FY 2013 ADOPTED $ 8,169,672 112,056 8,281,728 9,108 9,108 $ $ 5,688 5,688 7,883,991 129,261 8,013,252 FY 2012 REVISED $ $ $ $ REVISED VS ADOPTED VAR % $ 7,874,883 185,285 8,060,168 $ $ 9,108 9,108 8,175,360 $ 112,056 $ 8,287,416 $ FY 2012 FORECAST $ $ 56,024 56,024 0.0% 43.3% 0.7% $ $ - 0.0% 0.0% 7,883,991 $ 185,285 $ 8,069,276 $ FY 2013 ADOPTED 0.0% 56,024 43.3% 56,024 0.7% REVISED VS ADOPTED VAR % $ $ - $ $ 928,115 928,115 $ $ 928,115 928,115 $ $ 461,640 461,640 $ $ 868,232 868,232 $ $ 59,883 59,883 6.5% 6.5% $ $ $ 7,832,382 357,142 8,189,524 $ $ 7,711,441 361,620 8,073,061 $ $ 7,844,791 467,961 8,312,752 $ $ 7,844,791 467,961 8,312,752 $ $ 7,545,142 288,394 7,833,536 $ 12,409 110,819 123,228 0.2% 23.7% 1.5% $ $ 1,628 1,628 $ $ 235 235 $ $ 235 235 $ $ 234 234 $ $ 259 259 $ $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,546,770 288,394 7,835,164 $ $ $ 8,773,141 467,961 9,241,102 $ $ $ 8,773,141 467,961 9,241,102 $ $ $ 8,173,315 361,620 8,534,935 $ $ $ 8,700,873 357,142 9,058,015 $ $ $ FUND TOTAL USES 226 PLANNING AND DEVELOPMENT FEES OPERATING NON-RECURRING FUND TOTAL USES 235 DEL WEBB OPERATING FUND TOTAL USES (24) (24) 72,268 110,819 183,087 -10.2% -10.2% 0.8% 23.7% 2.0% 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 2011 ADOPTED FY 2012 ADOPTED 7.00 3.00 3.00 13.00 6.00 3.00 8.00 17.00 7.00 3.00 7.75 17.75 7.00 3.00 6.75 16.75 7.00 3.00 6.75 16.75 (1.00) (1.00) 0.0% 0.0% (12.9%) (5.6%) .60 .20 .20 1.00 - .00 .00 .00 - - - - N/A N/A N/A N/A 9.00 2.00 4.00 4.00 2.00 21.00 9.00 2.00 4.00 4.00 1.00 20.00 11.00 3.00 5.00 2.50 2.00 23.50 11.00 3.00 5.00 2.50 2.00 23.50 9.00 4.00 5.00 2.50 2.00 22.50 (2.00) 1.00 (1.00) (18.2%) 33.3% 0.0% 0.0% 0.0% (4.3%) 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 10.00 1.38 8.00 7.00 14.00 14.00 7.00 2.80 73.00 110.00 5.52 3.10 9.00 1.38 8.00 7.00 11.00 14.00 6.70 2.30 68.00 109.25 5.52 3.10 9.00 1.38 8.00 7.00 11.00 14.00 7.70 2.30 69.00 109.25 6.32 3.10 9.00 1.58 8.00 7.00 15.00 14.00 7.70 2.30 74.00 113.25 .80 .20 4.00 1.00 6.00 4.00 14.5% 0.0% 0.0% 14.5% 0.0% 0.0% 36.4% 0.0% 14.9% 0.0% 8.8% 3.7% 729 FY 2012 FY 2012 REVISED FORECAST FY 2013 REVISED TO ADOPTED ADOPTED VARIANCE VAR % Maricopa County Annual Business Strategies FY 2013 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 Mgr Applications Development Supv Assistant County Manager Business/Systems Analyst Business/Systems Analyst-Sr/Ld Code Enforcement Officer Database Administrator Deputy Director Deputy Director - Plng & Devel Development Svcs Specialist Development Svcs Technician Engineer Engineering Associate Engineering Supervisor Finance Manager Financial Supervisor - Dept GIS Programmer/Analyst GIS Technician Help Desk Coordinator Help Desk Coordinator - Sr/Ld Human Resources Analyst Human Resources Manager – Large Human Resources Specialist Human Resources Supervisor Inspection Division Manager 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 Planning Supervisor Plans Examiner Plans Examiner Manager Plans Examiner Supervisor Programmer/Analyst Programmer/Analyst - Sr/Ld RDSA Ombudsman Systems/Network Administrator Systems/Network Admin-Sr/Ld Trainer Department Total FY 2011 FY 2012 ADOPTED ADOPTED 1.00 1.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 5.00 4.00 2.00 2.00 11.00 13.00 3.00 3.00 3.00 4.00 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 2.00 1.00 1.00 3.00 4.00 15.00 15.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 5.00 5.00 3.00 2.00 3.00 3.00 7.00 7.00 3.00 4.00 5.00 5.00 1.00 1.00 2.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 104.00 110.00 FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED 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 2.00 1.00 1.00 1.00 4.00 4.00 5.00 1.00 1.00 1.00 2.00 2.00 2.00 14.00 14.00 14.00 2.00 2.00 2.00 4.00 4.00 4.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 .50 .50 .50 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 3.00 3.00 3.00 1.00 3.00 3.00 4.00 13.00 13.00 16.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 3.00 5.00 5.00 4.00 2.00 2.00 4.00 4.00 4.00 6.00 7.00 7.00 4.00 4.00 4.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 .75 .75 .75 109.25 109.25 113.25 REVISED TO ADOPTED VARIANCE VAR % 0.0% N/A 0.0% N/A (1.00) (100.0%) N/A 0.0% 0.0% 0.0% 1.00 25.0% 0.0% N/A 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% 0.0% 0.0% N/A (1.00) (100.0%) 1.00 33.3% 3.00 23.1% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (20.0%) 2.00 N/A 0.0% 1.00 16.7% 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 4.00 3.7% FY 2011 FY 2012 ADOPTED ADOPTED 104.00 110.00 104.00 110.00 FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED 109.25 109.25 113.25 109.25 109.25 113.25 REVISED TO ADOPTED VARIANCE VAR % 4.00 3.7% 4.00 3.7% Staffing by Fund 226 FUND PLANNING AND DEVELOPMENT FEES Significant Variance Analysis The Regional Development Services Administration (RDSA) is increasing its Information Technologies staff due to the addition of the Facilities Management Department to the Constellation. 730 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Planning and Development General Adjustments Base Adjustments: General Fund (100) • Decrease expenditures by $59,883 due to a decrease in subsidy required for the following General Fund activities: Code Enforcement, Comprehensive Planning, Drainage Enforcement, Planning and Zoning, Zoning and Adjudication. Planning and Development Fees Fund (226) • Decrease the expenditure budget by $27,609 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase Regular Benefits by $16,584 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. The increase in benefits was offset by a reduction in other personnel costs resulting in a net impact of zero. • Increase Other Benefits and Internal Services Charges by $15,200 for the impact of the changes in Risk Management charges. Programs and Activities One Stop Shop Program The purpose of the One Stop Shop Program is to provide a single point of contact for coordinated County development services to the customer so they may complete their development projects in a faster and more cost efficient manner. Program Results Measure Description Percent of code enforcement violation complaints initialized within 2 days of receipt of complaint Percent of code enforcement violation complaints completed Percent of code enforcement violation complaints inspected within 30 days of receipt of complaint Percent of Development Master Plans and Comprehensive Plan Amendment cases Percent of customer service actions performed Percent of customers requesting service at the OSS counter that receive service within 30 minutes Percent of drainage enforcement violation complaints inspected within 30 days of receipt of complaint Percent of Drainage Enforcement violation complaints completed Percent of drainage inspections completed Percent of finished floor 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 24 hours of request Percent of pre-permit issuance drainage site inspections completed within three business days of request Percent of drainage reviews completed FY 2011 ACTUAL 63.8% FY 2012 FY 2012 REVISED FORECAST 78.8% 127.0% FY 2013 ADOPTED 68.7% REV VS ADOPTED VAR % -10.2% -12.9% 97.5% 100.0% 79.1% 100.0% 0.0% 0.0% N/A N/A 112.0% N/A N/A N/A 80.0% 100.0% 111.8% 100.0% 0.0% 0.0% 97.6% 94.3% 97.3% N/A 102.1% 333.2% 97.2% N/A -0.1% N/A -0.1% N/A 78.7% N/A 151.4% N/A N/A N/A 113.6% 104.2% 37.2% 106.3% 2.1% 2.0% 99.5% 97.0% 100.0% 99.4% 99.0% 103.9% 100.0% 99.7% 0.0% 0.3% 0.0% 0.3% 90.2% 84.8% 105.3% 84.3% -0.6% -0.7% 95.3% 95.7% 103.2% 95.7% -0.0% -0.0% 97.9% 100.0% 103.7% 100.0% 0.0% 0.0% 115.9% 128.1% 130.1% 125.0% -3.1% -2.4% 731 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Planning and Development Program Results (continued) Measure Description Percent of non expedited drainage reviews processed through first plan review within 14 calendar days of application Percent of expedited drainage reviews process through first plan review within one business day of application Percent of building plans site inspections completed within 24 hours of request Percent of building plans inspections completed Percent of building plan reinspections completed within 24 hours of request Percent of building plan final inspections completed within 24 hours of request Percent of expedited building plan inspections completed within 24 hours of request Percent of Entitlement, Subdivision and Pre-app cases completed Percent of Entitlement/Subdivision/Pre App cases initially processed within 15 business days of application Percent of non expedited Building and Zoning Plan Reviews processed through first plan review within 14 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 1 business days of application Percent of Variance, Temporary Use, or Text Amendment Cases Completed Percent of Variance and Other Board of Adjustment cases processed to public hearing/approved administratively within 75 business days of application FY 2011 ACTUAL 58.7% FY 2012 FY 2012 REVISED FORECAST 635.5% 123.5% FY 2013 ADOPTED 600.6% REV VS ADOPTED VAR % -34.9% -5.5% 98.8% 9.7% 53.7% 10.0% 0.4% 3.7% 98.1% N/A 126.9% N/A N/A N/A 100.0% N/A 100.0% N/A 100.0% 100.0% 100.0% N/A 0.0% N/A 0.0% N/A N/A N/A 104.1% N/A N/A N/A N/A N/A 101.8% N/A N/A N/A 100.0% 104.3% 110.8% 105.5% 1.2% 1.2% 0.0% N/A 104.8% N/A N/A N/A 38.8% 71.0% 128.9% 71.0% -0.0% -0.1% 69.3% 227.1% 83.6% 274.2% 47.0% 20.7% 96.6% 90.2% 99.5% 86.9% -3.3% -3.6% 86.7% 100.0% 73.7% 100.0% 0.0% 0.0% 167.3% N/A 154.5% N/A N/A N/A 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. 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 732 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 Demand Efficiency Revenue Measure Description Percent of code enforcement violation complaints initialized within 2 days of receipt of complaint Percent of code enforcement violation complaints completed Percent of code enforcement violation complaints inspected within 30 days of receipt of complaint Number of code enforcement violation complaints initialized within 2 days of receipt of complaint Number of Code Enforcement violation complaints completed Number of code enforcement violation complaints inspected within 30 days of receipt of complaint Number of Code Enforcement violation complaints Number of code enforcement violation complaints requiring inspections Cost per Code Enforcement complaint completed FY 2011 ACTUAL 74.3% FY 2012 REVISED 111.5% FY 2012 FORECAST 74.2% FY 2013 ADOPTED 66.7% $ 244.20 $ 247.60 $ 216.14 $ 266.95 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 200,914 200,914 $ $ 88,000 88,000 $ $ 401,453 401,453 $ $ 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 418,323 418,323 $ 355,968 101,604 457,572 $ 177,388 237,597 414,985 $ REV VS ADOPTED VAR % (44.9%) -40.2% 102.0% 111.5% 130.7% 106.9% (4.6%) -4.1% 65.9% N/A 89.9% 87.1% N/A N/A 1,248 1,848 1,090 1,100 (748) -40.5% 1,713 1,848 1,920 1,764 (84) -4.5% 1,129 N/A 1,083 1,050 N/A N/A 1,680 1,713 1,657 N/A 1,469 1,205 1,650 1,205 (7) N/A -0.4% N/A $ (19.35) -7.8% 109,239 109,239 $ $ 21,239 21,239 24.1% 24.1% 371,705 99,196 470,901 $ (15,737) 2,408 (13,329) -4.4% 2.4% -2.9% Complaints & Complaint Completion Expenditure $ $ $ $ $ Code Enforcement 2,500 140% 120% 2,000 100% 1,500 80% 1,000 60% 40% 500 20% - 0% FY 2011 Actual FY 2012 Revised Demand FY 2012 Forecast Output FY 2013 Adopted Result Activity Narrative: The FY 2013 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. 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. §11-805 733 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 Output Demand Efficiency Measure Description Percent of Development Master Plans and Comprehensive Plan Amendment cases completed Number of Development Master Plans and Comprehensive Plan Admendments Completed Number of Development Master Plans and Comprehensive Plan Amendments Requested Cost per Development Master Plan and Comprehensive Plan Amendment Completed FY 2011 ACTUAL 94.7% FY 2012 REVISED 84.6% FY 2012 FORECAST 90.0% REV VS ADOPTED VAR % 15.4% 18.2% FY 2013 ADOPTED 100.0% 18 11 27 25 14 127.3% 19 13 30 25 12 92.3% $ 15,779.72 $ 25,797.91 $ 9,815.48 $ 11,137.52 $ 14,660.39 56.8% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 185,750 185,750 $ $ 94,130 94,130 $ $ 108,655 108,655 $ $ 91,031 91,031 $ $ (3,099) (3,099) -3.3% -3.3% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 284,035 284,035 $ 198,203 85,574 283,777 $ 98,607 166,411 265,018 $ 191,797 86,641 278,438 $ 6,406 (1,067) 5,339 3.2% -1.2% 1.9% Revenue Expenditure $ $ $ Comprehensive Planning 35 $ 105% 30 100% 25 Plans $ 95% 20 90% 15 85% 10 80% 5 - 75% FY 2011 Actual FY 2012 Revised Demand FY 2012 Forecast Output FY 2013 Adopted Result Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of demand for plan amendments. Large-scale commercial and residential development in the County is showing growth as there are large tracts of land being committed to solar energy plant projects. The increase in volume of these projects is improving the efficiency of the activity. 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. 734 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Planning and Development Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes 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 Type Result Result Output Output Demand Demand Efficiency Revenue Measure Description Percent of customer service actions performed Percent of customers requesting service at the OSS counter that receive service within 30 minutes Number of customer service actions performed Number of customers requesting service at the OSS counter that receive service within 30 minutes Number of customer service actions requested/required Number of customers requesting service at the OSS counter Cost per customer service action performed FY 2011 ACTUAL 97.6% 94.4% FY 2012 FY 2012 REVISED FORECAST 97.4% 97.2% N/A 95.6% FY 2013 ADOPTED 97.1% 96.4% $ 4.22 $ 4.60 $ 4.23 $ 4.29 $ 0.30 6.6% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 40,840 40,840 $ $ 35,890 35,890 $ $ 41,880 41,880 $ $ 40,839 40,839 $ $ 4,949 4,949 13.8% 13.8% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 523,433 523,433 $ $ 512,600 512,600 $ $ 490,887 490,887 $ $ 497,741 497,741 $ $ 14,859 14,859 2.9% 2.9% REV VS ADOPTED VAR % (0.4%) -0.4% N/A N/A 123,994 8,304 111,552 N/A 115,999 7,992 116,000 8,000 4,448 N/A 4.0% N/A 127,099 114,479 119,369 119,500 5,021 4.4% 8,359 8,300 8,801 N/A N/A N/A Expenditure Activity Narrative: The FY 2013 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 compared to the expectation which drove the FY 2012 Revised metrics. The increase in call volume has improved the efficiency in this activity. 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. 735 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of drainage enforcement violation complaints inspected within 30 days of receipt of complaint Percent of Drainage Enforcement violation complaints completed Number of Drainage Enforcement violation complaints completed Number of Drainage Enforcement violation complaints inspected within 30 days of receipt of complaint Number of Drainage Enforcement violation complaints Cost per Drainage Enforcement complaint completed Department Strategic Plans and Budgets Planning and Development FY 2011 ACTUAL 77.6% FY 2012 FY 2012 REVISED FORECAST N/A 72.0% 100.9% 97.1% 338 100.0% 336 260 N/A 335 FY 2013 ADOPTED 72.1% 346 REV VS ADOPTED VAR % N/A N/A 100.0% 521 520 375 375 521 520 2.9% 3.0% 184 54.8% N/A N/A 174 50.3% $ 275.91 $ 281.59 $ 174.39 $ 194.50 $ 87.09 30.9% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 22,575 22,575 $ $ 22,000 22,000 $ $ 19,630 19,630 $ $ 13,654 13,654 $ $ (8,346) (8,346) -37.9% -37.9% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 93,256 93,256 $ 68,613 26,002 94,615 $ 34,155 56,703 90,858 $ 86,803 14,337 101,140 $ (18,190) 11,665 (6,525) -26.5% 44.9% -6.9% Revenue Expenditure $ $ $ $ $ Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand for drainage violation complaint investigations. As with the Code Enforcement activity, the increase in demand is expected to result in improved efficiency in the department. 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. 736 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Result Output Demand Demand Demand Demand Demand Efficiency Revenue Measure Description Percent of drainage inspections completed Percent of finished floor 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 24 hours of request Percent of pre-permit issuance drainage site inspections completed within three business days of request Number of drainage inspections completed Number of drainage inspections scheduled/requested Number of pre-permit issuance drainage site inspections requested NUmber of in progress drainage plans inspections requested Number of finished floor drainage plan inspections requested Number of final drainage plan inspection requested Department Strategic Plans and Budgets Planning and Development FY 2011 ACTUAL 100.6% N/A FY 2012 FY 2012 REVISED FORECAST 99.8% 100.0% N/A 95.1% FY 2013 ADOPTED 100.0% 96.7% REV VS ADOPTED VAR % 0.2% 0.2% N/A N/A N/A N/A 92.0% 90.7% N/A N/A N/A N/A 95.9% 96.3% N/A N/A N/A N/A 94.9% 95.2% N/A N/A 5,505 5,505 5,500 5,500 4,939 4,911 4,838 4,846 662 654 13.7% 13.5% N/A N/A 1,054 1,050 N/A N/A N/A N/A 427 430 N/A N/A N/A N/A 609 600 N/A N/A N/A N/A 3,415 3,400 N/A N/A Cost per drainage inspection completed $ 123.37 $ 123.58 $ 112.06 $ 108.67 $ 14.91 12.1% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 440,138 440,138 $ $ 391,232 391,232 $ $ 442,310 442,310 $ $ 445,299 445,299 $ $ 54,067 54,067 13.8% 13.8% 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ 609,345 609,345 $ $ 597,873 597,873 $ $ 616,894 616,894 $ $ 597,684 597,684 $ $ 189 189 0.0% 0.0% Expenditure Activity Narrative: The FY 2013 budget supports the Department in meeting 100% of the demand for drainage inspections, including re-inspections. The expected increase in the number of inspections in FY 2013 will improve efficiency for the Department. 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. 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. 737 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Demand Demand Demand Efficiency Revenue Department Strategic Plans and Budgets Planning and Development Measure Description Percent of drainage reviews completed Percent of non expedited drainage reviews processed through first plan review within 14 calendar days of application Percent of expedited drainage reviews process through first plan review within 1 business day of application Number of drainage reviews completed Number of drainage reviews requested Number of non expedited drainage reviews requested Number of expedited drainage reviews requested Cost per drainage review completed FY 2011 ACTUAL 85.7% 58.7% FY 2012 REVISED 125.9% 85.3% FY 2012 FORECAST 76.3% 85.3% FY 2013 ADOPTED 77.1% 86.2% 98.8% N/A 100.0% 100.0% 3,115 4,080 3,740 3,115 4,040 3,700 $ 243 152.57 $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 1,417,431 $ 1,417,431 $ $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ $ 1,109,309 $ 1,109,309 3,246 3,788 3,545 4,895 3,888 2,182 N/A 226.62 $ 781,602 781,602 REV VS ADOPTED VAR % (48.8%) -38.8% 0.9% 1.0% N/A N/A (1,780) 152 1,518 -36.4% 3.9% 69.6% N/A (65.99) N/A -29.1% 340 261.17 $ 340 292.61 $ $ 1,136,630 $ 1,136,630 $ $ 912,138 912,138 $ $ 130,536 130,536 16.7% 16.7% $ $ $ $ 911,492 911,492 $ $ 197,817 197,817 17.8% 17.8% Expenditure 495,232 495,232 813,539 813,539 Activity Narrative: The FY 2013 budget supports the Department in meeting 86% 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 2013 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. 738 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Department Strategic Plans and Budgets Planning and Development Output Demand Demand Measure Description Percent of building plans site inspections completed within 24 hours of request Percent of building plans inspections completed Percent of building plan reinspections completed within 24 hours of request Percent of building plan final inspections completed within 24 hours of request Percent of expedited building plan inspections completed within 24 hours of request Number of plans inspections completed Number of plans inspections requested Number of building plan site inspections requested Demand Demand Number of building plan reinspections requested Number of building plan final inspections requested Demand Efficiency Revenue Number of expedited building plans requested Cost per plans inspection completed $ 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL SOURCES $ 2,567,092 $ 2,567,092 $ 4,005,343 9,108 $ 4,014,451 $ 3,923,320 4,348 $ 3,927,668 $ 4,036,268 9,108 $ 4,045,376 $ $ 30,925 30,925 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ $ $ $ $ $ $ 1,095,263 $ 1,095,263 $ $ (132,271) (132,271) Result Result Result Result FY 2011 ACTUAL 96.8% FY 2012 FY 2012 REVISED FORECAST N/A 96.3% FY 2013 ADOPTED 96.5% REV VS ADOPTED VAR % N/A N/A 100.0% 100.0% 100.0% N/A 99.3% 100.0% 99.2% 100.0% (0.9%) N/A -0.9% N/A 96.6% N/A 96.0% 95.5% N/A N/A 98.3% N/A 98.4% 98.4% N/A N/A 20,869 20,875 12,867 20,219 20,209 N/A 24,214 24,394 14,252 24,200 24,400 14,200 3,981 4,191 N/A 19.7% 20.7% N/A 97 5,250 N/A N/A 19 6,173 20 6,175 N/A N/A N/A N/A N/A 47.65 $ 4,246 39.46 N/A 2.76 N/A 5.8% 2,890 46.35 $ $ 4,250 44.89 $ 0.8% 0.0% 0.8% Expenditure 967,545 967,545 962,992 962,992 962,630 962,630 -13.7% -13.7% Activity Narrative: The FY 2013 budget supports the Department in meeting 99% of the demand, including building re-inspections. The Department is experiencing an increase in demand for inspections and as a result is expecting to experience an improvement in efficiency. 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. 739 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Output Demand Demand Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of non expedited Building and Zoning 38.8% N/A 74.9% 75.6% N/A N/A Plan Reviews processed through first plan review within 14 days of application Percent of building and zoning plan reviews 144.4% 120.9% 153.6% 152.7% 31.7% 26.2% completed Percent of expedited building and zoning plan 100.0% N/A 100.0% 100.0% N/A N/A reviews process through first plan review within 1 business days of application Number of building and zoning plan reviews 12,750 9,725 14,359 14,350 4,625 47.6% completed Number of building and zoning plan reviews 8,830 8,042 9,350 9,400 1,358 16.9% requested Number of non expedited building and zoning plan 8,344 N/A 8,671 8,600 N/A N/A reviews requested Number of expedited building and zoning plan 486 N/A 679 679 N/A N/A review requested Cost per building and zoning plan review $ 103.32 $ 160.70 $ 100.78 $ 100.61 $ 60.10 37.4% completed Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 1,846,419 $ 1,846,419 $ 2,175,947 $ 2,175,947 $ 1,846,825 $ 1,846,825 $ 1,909,085 $ 1,909,085 $ $ (266,862) (266,862) -12.3% -12.3% 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL USES $ 1,317,377 $ 1,317,377 $ 1,562,839 2 $ 1,562,841 $ 1,447,074 1 $ 1,447,075 $ 1,443,713 $ 1,443,713 $ 119,126 2 119,128 7.6% 100.0% 7.6% Expenditure $ Plan Review 16,000 180% 160% 140% 120% 100% 80% 60% 40% 20% 0% Plan Reviews 14,000 12,000 10,000 8,000 6,000 4,000 2,000 FY 2011 Actual FY 2012 Revised Demand FY 2012 Forecast Output FY 2013 Adopted Result Activity Narrative: The FY 2013 budget supports the Department in meeting 76% of non-expedited plan reviews processed within 14 calendar days of application, as well as 100% of expedited plan reviews completed in one business day. Revised building plans are typically submitted in response to initial review comments. The Department has a few large projects, including various solar energy plants, which impact the plan review workload. The increase in expected revenue includes additional inspections for County funded large capital projects. Planning and Zoning Activity The purpose of the Planning and Zoning Activity is to provide information, support, report services, and recommendations to the Planning Commission so they can make planning and land-use recommendations to the Board of Supervisors in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 740 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Planning and Development 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 Result Output Demand Efficiency Measure Description Percent of Entitlement, Subdivision and Pre-app cases completed Percent of Entitlement/Subdivision/Pre App cases initially processed within 15 business days of application Number of Entitlement, Subdivision and Pre-app cases completed Number of Entitlement, Subdivision and Pre-app cases applied Cost per Entitlement and Subdivision case completed FY 2011 ACTUAL 84.4% FY 2012 REVISED 103.3% FY 2012 FORECAST 89.9% FY 2013 ADOPTED 91.7% 100.0% N/A 100.0% 100.0% REV VS ADOPTED VAR % (11.6%) -11.2% N/A N/A 342 444 1,375 1,375 931 209.7% 405 430 1,529 1,500 1,070 248.8% $ 1,554.38 $ 1,402.53 $ 424.82 $ 441.61 $ 960.92 68.5% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 341,695 341,695 $ $ 380,000 380,000 $ $ 325,110 325,110 $ $ 432,400 432,400 $ $ 52,400 52,400 13.8% 13.8% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 531,598 531,598 $ 131,230 491,492 622,722 $ 64,774 519,349 584,123 $ 168,548 438,667 607,215 $ (37,318) 52,825 15,507 -28.4% 10.7% 2.5% Revenue Expenditure $ $ $ $ $ Activity Narrative: The FY 2013 budget supports the Department in meeting 92% 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. The increase in demand is also expected to significantly improve the efficiency in this activity. Zoning and Adjudication Activity The purpose of the Zoning and Adjudication Activity is to provide information, support, and recommendations to the Board of Adjustment so they can make appropriate quasi-judicial rulings in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-807 establishes the Board of Adjustments and its powers and the appeals process. 741 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Demand Demand Efficiency Measure Description Percent of Variance, Temporary Use, or Text Amendment Cases Completed Percent of Variance and Other Board of Adjustment cases processed to public hearing/approved administratively within 75 business days of application Number of Variance, Temporary Use, or Text Amendments Completed Number of Variance and Other Board of Adjustment Cases Processed to Public Hearing or Approved Administratively within 75 Days of Application FY 2011 ACTUAL 130.7% FY 2012 REVISED 124.0% FY 2012 FORECAST 127.9% FY 2013 ADOPTED 127.9% 100.0% N/A 100.0% 100.0% 98 Number of Variance, Temporary Use or Text Amendments Applied/Requested Number of Variance and Other Board of Adjustment Cases Requested Cost per Variance, Temporary Use, or Text $ Amendments Completed 119 REV VS ADOPTED VAR % 3.9% 3.2% N/A 211 211 92 32 N/A 39 39 N/A 75 96 165 165 69 32 N/A 39 39 N/A N/A 77.3% N/A 71.9% N/A 2,054.58 $ 1,507.31 $ 843.73 $ 853.26 $ 654.06 43.4% 67.4% 67.4% Revenue 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 24,240 24,240 $ $ 30,000 30,000 $ $ 28,360 28,360 $ $ 50,215 50,215 $ $ 20,215 20,215 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 201,349 201,349 $ 174,101 5,269 179,370 $ 86,716 91,311 178,027 $ 49,379 130,658 180,037 $ 124,722 (125,389) (667) Expenditure $ $ $ $ $ 71.6% -2379.7% -0.4% Activity Narrative: The FY 2013 budget supports the Department in meeting all of the demand for review of variance, temporary use, and text amendment applications, as well as reducing backlogged review requests. Demand is expected to increase significantly due to an increase in the number of large projects such as the solar energy projects. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change $ $ C-49-12-014-2-00 $ - (380) $ (380) - 1,015,475 $ - $ (87,360) $ (87,360) - $ 928,115 $ - $ (59,883) $ (59,883) - $ 868,232 $ -6.5% - Agenda Item: FY 2013 Budget Target Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec $ Agenda Item: FY 2012 Revised Budget Adjustments: Restatements Green Government to County Manager 1,015,855 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 742 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 7,844,791 $ 7,874,883 FY 2012 Revised Budget $ 7,844,791 $ 7,874,883 (27,609) $ (27,609) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Personnel Savings $ $ 7,874,883 16,584 $ 16,584 (16,584) $ (16,584) - $ 7,817,182 $ 0.0% 7,874,883 0.0% $ 15,200 15,200 Agenda Item: $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges 7,817,182 Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount $ - $ 7,832,382 $ 7,874,883 0.2% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ FY 2012 Revised Budget $ Adjustments: Non Recurring Other Non-Recurring $ $ 129,261 129,261 Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec MCSO HQ Building Non Recurring Other Non-Recurring Technology Refresh 467,961 467,961 $ (467,961) $ (467,961) - $ (129,261) (129,261) - Agenda Item: $ 360 360 184,925 184,925 $ $ 171,857 171,857 $ - $ 357,142 $ 185,285 $ FY 2013 Adopted Budget 743 $ 185,285 185,285 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: Structural Balance Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 2,811,095 $ 1,971,122 $ 1,971,122 $ 2,127,013 $ 2,335,680 $ 6,978,956 170,498 7,149,454 $ 7,874,883 129,261 8,004,144 $ 7,874,883 129,261 8,004,144 $ 8,169,672 112,056 8,281,728 $ 7,874,883 185,285 8,060,168 7,545,142 288,394 7,833,536 $ $ $ 7,711,441 361,620 8,073,061 $ $ 7,844,791 467,961 8,312,752 $ $ 7,844,791 467,961 8,312,752 $ 7,832,382 357,142 8,189,524 (566,186) $ 30,092 $ 30,092 $ 458,231 $ 42,501 1,662,514 1,662,514 $ $ 1,662,514 1,662,514 $ $ 2,335,680 2,335,680 $ $ 2,206,324 2,206,324 Expenditures Revenue $ $ $ $ $ $ 2,127,013 2,127,013 $ $ $ $ $ $ Del Webb Fund (235) OPERATING FY 2012 Adopted Budget $ 235 $ 9,108 FY 2012 Revised Budget $ 235 $ 9,108 FY 2013 Budget Target $ 235 $ 9,108 $ 24 24 $ - $ 259 $ 10.2% 9,108 0.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Del Webb Special Fund (235) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 507,152 $ 512,586 $ 512,586 $ 509,712 $ 515,166 Sources: Operating Total Sources: $ $ 4,189 4,189 $ $ 9,108 9,108 $ $ 9,108 9,108 $ $ 5,688 5,688 $ $ 9,108 9,108 Uses: Operating Total Uses: $ $ 1,628 1,628 $ $ 235 235 $ $ 235 235 $ $ 234 234 $ $ 259 259 Structural Balance $ 2,561 $ 8,873 $ 8,873 $ 5,454 $ 8,849 Accounting Adjustments $ (1) $ - $ - $ - $ - 521,459 521,459 $ $ 521,459 521,459 $ $ 515,166 515,166 $ $ 524,015 524,015 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 509,712 509,712 $ $ 744 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Procurement Services Procurement Services Analysis by Karina Araiza, Management and Budget Analyst Summary Mission The mission of Procurement Services is to provide innovative, cost-effective, and quality services to County Agencies through a strategic and systematic approach to procurement so they can get the right product at the right time at the right price. Vision Working together to deliver value. Strategic Goals Sustainable Environment By June 30, 2015, achieve an annual customer satisfaction score of 90% or greater as measured through the annual customer satisfaction survey issued by Procurement Services. Status: New goal for FY 2013. Sustainable Environment By June 30, 2015, Procurement Services will have the ability to classify at least 80% of its managed spend into market categories to leverage buying power realized through aggregation of requirements. Status: New goal for FY 2013. Sustainable Environment By June 30, 2016 100% of new contracts for commodities will be written to include acceptable environmental sustainability standards consistent with Board policy. Status: New goal for FY 2013. Sustainable Environment By June 30, 2016 80% of new construction project contracts will include acceptable environmental sustainability standards consistent with Board policy. Status: New goal for FY 2013. Sustainable Environment By June 30, 2016, 80% of requests for records services will be completed within 7 business days. Status: New goal for FY 2013. 745 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % PCPT - PROCUREMENT SERVICES 73BS - BUSINESS SERVICES $ $ 1,011,784 $ 1,011,784 $ 457,849 $ 457,849 $ 457,849 $ 457,849 $ 520,933 $ 520,933 $ 282,000 $ 282,000 $ (175,849) (175,849) -38.4% -38.4% PRNT - PRINTING SERVICES 73PR - PRINTING SERVICES PROGRAM $ $ 813,958 $ 813,958 $ 806,795 $ 806,795 $ 806,795 $ 806,795 $ 719,529 $ 719,529 $ 761,464 $ 761,464 $ (45,331) (45,331) -5.6% -5.6% TOTAL PROGRAMS $ 1,825,742 $ 1,264,644 $ 1,264,644 $ 1,240,462 $ 1,043,464 $ (221,180) -17.5% 44,093 $ 1,855,323 1,899,416 $ 43,940 $ 2,051,837 2,095,777 $ 37,365 $ 1,520,772 1,558,137 $ - $ 2,250,404 2,250,404 $ 43,940 (198,567) (154,627) 100.0% -9.7% -7.4% USES BENT - SMALL BUSINESS ENTERPRISE PCPT - PROCUREMENT SERVICES 73BS - BUSINESS SERVICES $ $ 4,344 $ 1,560,230 1,564,574 $ PRNT - PRINTING SERVICES 73PR - PRINTING SERVICES PROGRAM $ $ 703,231 $ 703,231 $ 717,152 $ 717,152 $ 714,839 $ 714,839 $ 653,241 $ 653,241 $ 679,479 $ 679,479 $ RMPT - RECORDS MANAGEMENT 73RM - RECORDS MANAGEMENT $ $ 14,702 $ 14,702 $ 19,942 $ 19,942 $ 19,870 $ 19,870 $ 18,412 $ 18,412 $ 20,458 $ 20,458 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 256,694 $ 256,694 $ 215,182 $ 215,182 $ 214,126 $ 214,126 $ 207,749 $ 207,749 $ 209,995 $ 209,995 $ 4,131 4,131 CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 67,416 $ 51,440 7,805 126,661 $ 42,977 $ 9,567 52,544 $ 42,977 $ 2,313 9,567 54,857 $ 44,975 $ 25,538 70,513 $ 54,904 $ 27,506 82,410 $ (11,927) 2,313 (17,939) (27,553) -27.8% 100.0% -187.5% -50.2% TOTAL PROGRAMS $ 2,665,862 $ 2,904,236 $ 3,099,469 $ 2,508,052 $ 3,242,746 $ (143,277) -4.6% 35,360 35,360 (588) (588) 4.9% 4.9% -3.0% -3.0% 1.9% 1.9% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 794,004 $ 794,004 $ 806,795 $ 806,795 $ 806,795 $ 806,795 $ 719,529 $ 719,529 $ 761,464 761,464 $ $ (45,331) (45,331) -5.6% -5.6% 1,031,738 $ 1,031,738 $ 457,849 $ 457,849 $ 457,849 $ 457,849 $ 520,933 $ 520,933 $ 282,000 $ 282,000 $ (175,849) (175,849) -38.4% -38.4% ALL REVENUES $ 1,825,742 $ 1,264,644 $ 1,264,644 $ 1,240,462 $ 1,043,464 $ (221,180) -17.5% TOTAL SOURCES $ 1,825,742 $ 1,264,644 $ 1,264,644 $ 1,240,462 $ 1,043,464 $ (221,180) -17.5% 746 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 1,580,940 $ 1,096 487,400 54,630 (22,927) 2,101,139 $ 1,760,649 $ 633,042 (65,026) 39,836 2,368,501 $ 1,876,801 $ 649,457 (65,026) 39,836 2,501,068 $ 1,551,854 $ 133 535,517 (35,318) 16,596 2,068,782 $ 1,952,978 $ 150 714,655 (47,174) 21,984 2,642,593 $ (76,177) (150) (65,198) (17,852) 17,852 (141,525) -4.1% N/A -10.0% N/A -27.5% 44.8% -5.7% SUBTOTAL $ 299,969 $ 390 2,950 303,309 $ 165,833 $ 1,020 166,853 $ 172,499 $ 1,020 20,000 193,519 $ 236,555 $ 699 237,254 $ 226,660 $ 900 227,560 $ (54,161) 120 20,000 (34,041) -31.4% 11.8% 100.0% -17.6% 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 SUBTOTAL $ - $ 134,507 4,389 34,944 8,175 5,497 4,521 1,963 193,996 $ 3,000 $ 71,910 9,900 148,060 106,625 11,183 13,550 1,702 365,930 $ 3,000 $ 96,910 9,900 148,060 110,957 11,183 20,218 1,702 401,930 $ 1,250 $ 48,964 4,506 15,147 110,957 8,020 8,684 1,591 199,119 $ 3,000 $ 75,200 14,900 128,486 102,180 13,029 32,464 3,334 372,593 $ 21,710 (5,000) 19,574 8,777 (1,846) (12,246) (1,632) 29,337 0.0% 22.4% -50.5% 13.2% 7.9% -16.5% -60.6% -95.9% 7.3% $ SUBTOTAL $ 2 $ 2 $ 2,952 $ 2,952 $ 2,952 $ 2,952 $ 2,897 $ 2,897 $ - $ - $ 2,952 2,952 100.0% 100.0% ALL EXPENDITURES $ 2,598,446 $ 2,904,236 $ 3,099,469 $ 2,508,052 $ 3,242,746 $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 67,416 $ 67,416 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL USES $ 2,665,862 $ 2,904,236 $ 3,099,469 $ 2,508,052 $ 3,242,746 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT CAPITAL 0950 - DEBT SERVICE $ (143,277) (143,277) -4.6% N/A N/A -4.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 1,011,784 $ 1,011,784 $ 457,849 $ 457,849 $ 457,849 $ 457,849 $ 520,933 $ 520,933 $ 282,000 $ 282,000 $ (175,849) (175,849) -38.4% -38.4% $ FUND TOTAL SOURCES $ 813,958 $ 813,958 $ 806,795 $ 806,795 $ 806,795 $ 806,795 $ 719,529 $ 719,529 $ 761,464 $ 761,464 $ (45,331) (45,331) -5.6% -5.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,825,742 $ 1,825,742 $ 1,264,644 $ 1,264,644 $ 1,264,644 $ 1,264,644 $ 1,240,462 $ 1,240,462 $ 1,043,464 $ 1,043,464 $ (221,180) (221,180) -17.5% -17.5% 673 REPROGRAPHICS OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2011 ACTUAL $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 1,775,903 $ 60,108 1,836,011 $ 1,997,969 $ 101,934 2,099,903 $ 2,146,814 $ 148,322 2,295,136 $ 1,729,112 $ 59,411 1,788,523 $ 2,371,282 $ 110,000 2,481,282 $ FUND TOTAL USES $ 738,411 $ 91,440 829,851 $ 804,333 $ 804,333 $ 804,333 $ 804,333 $ 719,529 $ 719,529 $ 761,464 $ 761,464 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,514,314 $ 151,548 $ 2,665,862 $ 2,802,302 $ 101,934 $ 2,904,236 $ 2,951,147 $ 148,322 $ 3,099,469 $ 2,448,641 $ 59,411 $ 2,508,052 $ 3,132,746 $ 110,000 $ 3,242,746 $ FUND TOTAL USES $ 673 REPROGRAPHICS OPERATING NON-RECURRING $ 747 (224,468) 38,322 (186,146) -10.5% 25.8% -8.1% 42,869 42,869 5.3% N/A 5.3% (181,599) 38,322 (143,277) -6.2% 25.8% -4.6% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Procurement Services Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL BUSINESS SERVICES PROCUREMENT SERVICES SMALL BUSINESS ENTERPRISE PROGRAM TOTAL PRINTING SERVICES PROGRAM PRINTING SERVICES PROGRAM TOTAL RECORDS MANAGEMENT RECORDS MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.65 1.65 1.65 1.65 1.65 1.65 1.65 1.65 1.65 1.65 - 0.0% 0.0% 22.65 .50 23.15 22.80 .35 23.15 26.80 .35 27.15 26.80 .35 27.15 28.15 28.15 1.35 (.35) 1.00 5.0% (100.0%) 3.7% 9.00 9.00 9.00 9.00 9.00 9.00 8.00 8.00 9.00 9.00 - 0.0% 0.0% .20 .20 34.00 .20 .20 34.00 .20 .20 38.00 .20 .20 37.00 .20 .20 39.00 1.00 0.0% 0.0% 2.6% Staffing by Market Range Title MARKET RANGE TITLE Business/Systems Analyst-Sr/Ld Deputy Director Deputy Director - Materials Management Director - Materials Mgt Finance Support Supervisor 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 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 5.00 5.00 5.00 1.50 9.00 9.50 10.50 10.50 11.50 1.00 1.00 1.00 1.00 1.00 2.50 2.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 5.00 6.00 .50 .50 .50 .50 34.00 34.00 38.00 37.00 39.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 1.00 9.5% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 2.6% Staffing by Fund 100 673 Department Total FUND GENERAL REPROGRAPHICS FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 25.00 25.00 29.00 29.00 30.00 9.00 9.00 9.00 8.00 9.00 34.00 34.00 38.00 37.00 39.00 REVISED TO ADOPTED VARIANCE VAR % 1.00 3.4% 0.0% 1.00 2.6% Significant Variance Analysis 1.0 FTE Procurement Officer is reallocated from the Public Health Department to the Procurement Services Department for the workload of Article 3 in FY 2013. 748 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Procurement Services General Adjustments Target Adjustments: General Fund (100) • Decrease expenditure budget by $6,169 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Increase expenditure budget by $82,747 as a result of a reallocation of staff between Public Health and Procurement Services. • Increase expenditures budget by $147,890 as a result of Procurement Services assuming all County duties and workload for Article 5. General Fund (100) Non Recurring • Decrease expenditure budget by $194 due to reduction in the number of payroll hours from 2088 in FY 2012 to 2080 hours in FY 2013. • Decrease expenditure budget by $148,128 as a result of Procurement Services assuming the duties and workload for Article 5. Reprographics (673) • Decrease expenditure budget by $1,608 due to reduction in the number of payroll hours from 2088 in FY 2012 to 2080 hours in FY 2013. Base Adjustments: General Fund (100) Operating • Increase Regular Benefits by $15,445 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase Benefits and Personnel Savings by $15,545 to offset increase in Retirement & Benefits. • Reduce Revenue by $175,849 as a result of a reduction in procurement card & office supply rebates. General Fund (100) Non Recurring • Increase Regular Benefits by $405 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Budgeted expenditures of $49,834 as a result of a carry-over from FY 2012 for Article 5. • Budgeted expenditures of $59,761 for Contract Monitor. • Increase Other Benefits and Internal Services Charges by $206 for the impact of the changes in Risk Management charges. Reprographics (673) • Decrease Personnel Services by $36,258 due to reduction of Allocation In of $17,852 for administrative services from the General Fund combined with an $18,406 reduction in salary and benefits as a result of the change in the rate for vacant 1.0 FTE Reprographic Technician. • Increase General Supplies by $49,025 based on the continued increase in the prices for printing supplies and FY 2012 Forecast. • Decrease expenditures for Services by $27,169 includes $120 for Fuel, $7,000 for Other Services, $18,424 for Repairs & Maintenance, $1,625 for Education and Training based on FY 2012 Forecast. • Decrease Debt Services by $2,952 as debt is paid off in FY 2012. • Increase Internal Service Charges by $12,791 to align with FY 2013 Risk Management & Telecom charges. • Increase Personnel Savings by $39,906 to provide structural balance. • Decrease revenue by $45,331 due to the expected decline in request for reprographic services from County departments in FY 2013. 749 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget Programs and Activities Business Services Program The purpose of the Business Services Program is to provide products and services associated with procurement, printing, and records management to customers and the public so that they can satisfy their customer's needs at the lowest cost and highest quality. Program Results Measure Description Percent of respondents indicating "very satisfied" or "satisfied" on the Procurement Customer Satisfaction Survey. Percentage of expenditure for goods/services/construction managed through procurement services. Percent of new contracts written to include acceptable environmental standards consitent with Board policy language. Percent of new construction project contracts which contain acceptable environmental standards consistent with Board policy. FY 2011 ACTUAL 93.0% FY 2012 FY 2012 REVISED FORECAST 95.7% 95.7% FY 2013 ADOPTED 95.7% 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 50.0% N/A N/A N/A N/A N/A 50.0% N/A N/A Activities that comprise this program include: • Printing Services • Procurement Services • Records Management Services 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: Not mandated. 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 requests for Print Services completed Number of Print Services requested Cost per Print Services request completed FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 87.0% 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 500 N/A N/A 500 1,358.96 N/A N/A N/A N/A 673 - REPROGRAPHICS TOTAL SOURCES $ $ 813,958 813,958 $ $ 806,795 806,795 $ $ 719,529 719,529 $ $ 761,464 761,464 $ $ (45,331) (45,331) -5.6% -5.6% 673 - REPROGRAPHICS TOTAL USES $ $ 703,231 703,231 $ $ 714,839 714,839 $ $ 653,241 653,241 $ $ 679,479 679,479 $ $ 35,360 35,360 4.9% 4.9% Expenditure Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. 750 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 Result Result Result Output Output Output Output Demand Demand Demand Demand Efficiency Revenue Measure Description Percent of respondents indicating "very satisfied" or "satisfied" on the Procurement Customer Satisfaction Survey. Percentage of expenditure for goods/services/construction managed through procurement services. Percent of new contracts written to include acceptable environmental standards consitent with Board policy. language Percent of new construction project contracts which contain acceptable environmental standards consistent with Board policy. Value of competively sourced Purchase Orders. Number of new contracts with acceptable environmental standards consistent with Board policy. Number of new construction projects meeting acceptable environmental sustainability standards consistent with Board policy. Number of new contracts provided Number of new construction project contracts requested. Number of new contracts for goods/services requested Number of new contracts for construction project requested Dollar value of expenditures for goods/services/construction. Cost per new contract provided FY 2011 ACTUAL 93.0% FY 2012 FY 2012 REVISED FORECAST 95.7% 95.7% REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 95.7% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 50.0% N/A N/A N/A N/A N/A 50.0% N/A N/A N/A N/A N/A 320,000,000 N/A N/A N/A N/A N/A 60 N/A N/A N/A N/A N/A 60 N/A N/A N/A N/A N/A N/A N/A N/A 150 100 N/A N/A N/A N/A N/A N/A N/A 150 N/A N/A N/A N/A N/A 100 N/A N/A N/A N/A N/A 500,000,000 N/A N/A N/A N/A N/A $ 15,002.69 N/A N/A 100 - GENERAL TOTAL SOURCES $ 1,011,784 $ 1,011,784 $ $ 100 - GENERAL TOTAL USES $ 1,560,230 $ 1,560,230 $ 2,051,837 $ 2,051,837 457,849 457,849 $ $ 520,933 520,933 $ $ 282,000 282,000 $ $ (175,849) (175,849) -38.4% -38.4% $ 2,250,404 $ 2,250,404 $ $ (198,567) (198,567) -9.7% -9.7% Expenditure $ 1,520,772 $ 1,520,772 Activity Narrative: The activity measures are new for FY 2013; therefore no historical comparison is possible. Note: The revenue is decreasing due to a decrease in rebates from the usage of P-Cards and office supply purchases by the County. This revenue reduction is offset by discounts given at the point of sale. 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. 751 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2013 Adopted Budget • • Budget Salary and Regular Benefits of $55,112 for a Contract Monitor position. This position identified $725,000 in savings in FY 2011 which are presently in resolution. The Department forecasted similar potential savings in FY 2012 which will require resolution in FY 2013. Budget $45,000 in Other Services 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 Percentage of requests for service fulfilled within 7 days Number of requests for records management services fulfilled within 7 days Number of records management services provided Requests for services Cost per records management services provided FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 72.0% N/A N/A N/A 72 N/A N/A N/A N/A N/A 100 N/A N/A N/A N/A N/A N/A N/A N/A $ 100 204.58 N/A N/A N/A N/A (588) (588) -3.0% -3.0% Expenditure 100 - GENERAL TOTAL USES $ $ 14,702 14,702 $ $ 19,870 19,870 $ $ 18,412 18,412 $ $ 20,458 20,458 $ $ Activity Narrative: The activity measures are new in FY 2013; therefore, no historical comparison is possible. 752 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Procurement Services Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change Supplemental Funding Mid Year Adjustments Article 5 Administration 1,997,969 $ 457,849 $ (9,045) $ (9,045) - $ 157,890 $ 157,890 - $ 2,146,814 $ 457,849 $ (6,169) $ (6,169) 82,747 $ 82,747 - $ 147,890 $ 147,890 - $ 2,371,282 $ 457,849 $ 15,445 $ 15,445 (15,445) $ (15,445) - Agenda Item: C-49-12-014-2-00 C-20-12-025-M-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Reallocations Reallocation Between Depts Supplemental Funding Mid Year Adjustments Article 5 Administration $ Agenda Item: $ C-20-12-025-M-00 FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Personnel Savings Increase Benefits & Personnel Savings to offset increase in Retirement & Benefits Fees and Other Revenues ProgRevenue Volume Inc/Dec Reduce Revenue due to a reduction in procurement card & office supply rebates FY 2013 Adopted Budget Percent Change from Target Amount 753 $ (15,445) $ - $ - (175,849) (175,849) $ 2,371,282 $ 0.0% 282,000 -38.4% (175,849) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Procurement Services General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change Supplemental Funding Mid Year Adjustments Article 5 Administration - $ (280) $ (280) - $ 46,668 $ 46,668 - $ 148,322 $ - $ (194) $ (194) (148,128) $ (148,128) - $ - $ - $ $ 405 $ 405 109,595 $ 49,834 59,761 - $ 110,000 $ - C-49-12-014-2-00 C-20-12-025-M-00 Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Non Recurring Non Recurring Carry Forward Other Non-Recurring 101,934 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Non Recurring Other Non-Recurring $ Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 754 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Procurement Services Reprographics Fund (673) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 804,333 $ 806,795 FY 2012 Revised Budget $ 804,333 $ 806,795 $ (1,608) $ (1,608) - $ 802,725 $ 806,795 $ 3,208 $ 3,208 (44,469) $ (17,354) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Personnel Services Increase General Supplies based on FY 25012 Forecast decrease in Services based on FY 2012 Forecast Decrease Debt Services as debt is paid off in FY 2012 Internal Service Charges Increase Internal Service Charges to align with FY 2013 Risk Management & Telecom Personnel Savings Increase Personnel Savings to provide structural balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease revenue due to expected decline in request for reprographic services $ (36,258) 49,025 (27,169) (2,952) 12,791 - (39,906) - 12,791 (39,906) $ - $ - (45,331) (45,331) $ 761,464 $ -5.1% 761,464 -5.6% (45,331) FY 2013 Adopted Budget Percent Change from Target Amount Reprographics Fund (673) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 114,215 $ 61,994 $ 61,994 $ 98,320 $ 98,320 Sources: Operating Total Sources: $ $ 813,958 813,958 $ $ 806,795 806,795 $ $ 806,795 806,795 $ $ 719,529 719,529 $ $ 761,464 761,464 $ $ $ $ 719,529 719,529 $ $ 804,333 804,333 $ $ 804,333 804,333 $ 761,464 761,464 $ 2,462 $ 2,462 $ - $ - (2) $ - $ - $ - $ - 64,456 64,456 $ 64,456 64,456 $ 98,320 98,320 $ 98,320 98,320 Uses: Operating Non-Recurring Total Uses: $ 738,411 91,440 829,851 Structural Balance $ 75,547 Accounting Adjustments $ Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 98,320 98,320 $ 755 Maricopa County Annual Business Strategies FY 2013 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 71% of all non-capital cases assigned in areas in which the staffed offices provide services will be assigned to a staffed office in FY 2013. In FY 2011 the department reached 69.5% and is at 69.9% through January FY 2012. 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: One case was assigned to the Office of Contract Counsel in FY 2012 due to capacity limitations in the staffed offices. Since that time, no cases have had to go to the OCC for capacity reasons. PDS is holding two capital attorney positions vacant in Legal Defender, while it is determined if demand is sufficient to require them. There have been significant changes in administration in both the Court and the Office of the County Attorney. These changes have caused uncertainty in the system and PDS has opted to leave the positions vacant until it can be determined how the changes will affect capital cases. 756 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % NCFR - NON CAPITAL FELONY REP 52CR - ADULT CRIMINAL REPRESENTATION $ $ 1,928,142 $ 1,928,142 $ 1,585,419 $ 1,585,419 $ 1,585,419 $ 1,585,419 $ 1,455,942 $ 1,455,942 $ 1,847,315 $ 1,847,315 $ 261,896 261,896 JDIR - JUV DEL INCORR REPRESENTATION 52JR - JUVENILE REPRESENTATION $ $ 18,433 $ 18,433 $ 52,938 $ 52,938 $ 52,938 $ 52,938 $ 15,581 $ 15,581 $ - $ - $ (52,938) (52,938) -100.0% -100.0% HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 435,071 $ 102,762 537,833 $ 432,845 $ 53,693 486,538 $ 432,845 $ 53,693 486,538 $ 424,932 $ 69,567 494,499 $ 424,932 $ 71,452 496,384 $ (7,913) 17,759 9,846 -1.8% 33.1% 2.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 10,069 $ 10,069 $ - $ - $ - $ - $ 2,401 $ 2,401 $ - $ - $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ 260,679 $ 260,679 $ 260,679 $ 260,679 $ - $ - $ - $ - $ (260,679) (260,679) -100.0% -100.0% TOTAL PROGRAMS $ 2,494,477 $ 2,385,574 $ 2,385,574 $ 1,968,423 $ 2,343,699 $ (41,875) -1.8% 565,343 $ 1,301,198 317,519 182,911 2,366,971 $ 495,154 $ 1,278,795 322,597 103,487 2,200,033 $ 495,154 $ 1,272,460 322,597 102,979 2,193,190 $ 726,381 $ 1,257,846 255,915 195,254 2,435,396 $ 842,577 $ 1,267,092 259,479 205,269 2,574,417 $ (347,423) 5,368 63,118 (102,290) (381,227) -70.2% 0.4% 19.6% -99.3% -17.4% 6,316,570 $ 16,153,093 450,382 35,737,991 1,566,736 36,267 60,261,039 $ 5,675,869 $ 15,829,590 478,584 36,053,750 1,552,128 29,587 59,619,508 $ 5,832,055 $ 15,673,114 495,643 35,405,970 1,613,412 29,577 59,049,771 $ 7,066,900 $ 15,041,590 459,435 35,294,341 1,611,463 62,650 59,536,379 $ 9,507,184 $ 15,021,645 502,388 35,421,641 1,587,065 60,979 62,100,902 $ (3,675,129) 651,469 (6,745) (15,671) 26,347 (31,402) (3,051,131) -63.0% 4.2% -1.4% 0.0% 1.6% -106.2% -5.2% 781,669 $ 3,865,278 4,286 6,405,712 502,597 21,996 512,921 6,112,841 18,207,300 $ 781,669 $ 3,432,486 4,286 6,367,047 502,250 21,996 501,151 6,729,655 18,340,540 $ 710,577 $ 3,252,403 1,551 6,135,571 423,092 26,931 485,924 6,709,498 17,745,547 $ 750,346 $ 3,257,659 1,692 6,174,042 432,220 27,072 494,497 6,918,519 18,056,047 $ 31,323 174,827 2,594 193,005 70,030 (5,076) 6,654 (188,864) 284,493 4.0% 5.1% 60.5% 3.0% 13.9% -23.1% 1.3% -2.8% 1.6% - 16.5% 16.5% N/A N/A USES AGLR - ADULT GUARDIAN AD LITEM REP MENR - MENTAL HEALTH REPRESENTATION PROB - PROBATE REPRESENTATION SEVP - SEXUALLY VIOLENT PERSON REP 52AC - ADULT CIVIL REPRESENTATION $ $ ADAP - APPEAL PCR REPRESENTATION CAPP - CAPITAL REPRESENTATION MISS - MISDEMEANOR REPRESENTATION NCFR - NON CAPITAL FELONY REP VPPR - PROBATION REPRESENTATION WITR - WITNESS REPRESENTATION 52CR - ADULT CRIMINAL REPRESENTATION $ CDRE - CHILD DEPENDENCY REP JDIR - JUV DEL INCORR REPRESENTATION JEMR - JUVENILE EMANCIPATION REP JGAL - JUVENILE GAL REPRESENTATION JUAP - JUVENILE APPEAL REPRESENTATION JUNR - JUVENILE NOTIFICATION REP JUPR - JUVENILE PROBATION REP PADR - PARENTAL DEPENDENCY REP 52JR - JUVENILE REPRESENTATION $ $ 612,738 $ 3,689,241 2,021 5,320,599 445,018 26,085 508,071 5,618,813 16,222,586 $ IRSS - INDIGENT REP SUPPORT SVCS 52SS - INDIGENT REP SUPPORT SVCS $ $ 759,298 $ 759,298 $ 921,168 $ 921,168 $ 921,168 $ 921,168 $ 947,395 $ 947,395 $ 1,004,741 $ 1,004,741 $ (83,573) (83,573) -9.1% -9.1% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 142,670 $ 385,289 1,170,190 2,914,535 110,158 29,218 4,752,060 $ 125,377 $ 402,286 1,371,425 3,060,988 95,444 13,726 5,069,246 $ 124,745 $ 407,073 1,363,610 3,226,373 95,006 13,664 5,230,471 $ 125,684 $ 399,984 1,199,162 3,035,629 95,889 14,325 4,870,673 $ 126,105 $ 406,883 1,467,787 3,659,922 95,426 13,769 5,769,892 $ (1,360) 190 (104,177) (433,549) (420) (105) (539,421) -1.1% 0.0% -7.6% -13.4% -0.4% -0.8% -10.3% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ - $ 72,024 72,024 $ - $ 144,685 144,685 $ 7,156 $ 144,685 151,841 $ - $ 72,280 72,280 $ - $ 187,763 187,763 $ 7,156 (43,078) (35,922) 100.0% -29.8% -23.7% $ 288,159 $ 226,489 165,654 202,077 882,379 $ 2,004,762 $ 85,781 2,090,543 $ 2,003,390 $ 85,350 2,088,740 $ 1,208,014 $ 86,245 1,294,259 $ 1,210,467 $ 86,209 1,296,676 $ 792,923 (859) 792,064 39.6% -1.0% N/A N/A 37.9% TOTAL PROGRAMS $ 85,316,357 $ 88,252,483 $ 87,975,721 $ 86,901,929 $ 90,990,438 $ (3,014,717) -3.4% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ 757 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED 879,023 $ 43,948 922,971 $ 462,246 1,093,590 1,555,836 $ $ $ SUBTOTAL $ 9,738 5,932 15,670 ALL REVENUES $ TOTAL SOURCES $ 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 REVISED 930,527 $ 930,527 $ 1,450,059 1,450,059 $ $ $ $ 4,988 4,988 2,494,477 $ 2,494,477 $ FY 2012 FORECAST 930,527 $ 930,527 $ 1,450,059 1,450,059 $ $ $ $ 4,988 4,988 2,385,574 $ 2,385,574 $ FY 2013 ADOPTED 843,337 $ 843,337 $ 1,117,010 1,117,010 $ $ REVISED VS ADOPTED VAR % 827,756 $ 827,756 $ 1,510,268 1,510,268 $ $ $ $ (102,771) (102,771) -11.0% N/A -11.0% 60,209 60,209 N/A 4.2% 4.2% 687 687 N/A 13.8% 13.8% $ $ 2,401 5,675 8,076 $ 5,675 5,675 2,385,574 $ 1,968,423 $ 2,343,699 $ (41,875) -1.8% 2,385,574 $ 1,968,423 $ 2,343,699 $ (41,875) -1.8% 41,906,972 $ 157,896 13,190,324 756,886 (360,714) 694,147 56,345,511 $ 41,996,240 $ 304,399 8,376 14,020,681 770,055 (338,347) 332,322 57,093,726 $ 42,053,566 $ 275,382 8,376 13,740,879 770,055 (338,347) 332,322 56,842,233 $ 41,452,089 $ 95,665 3,190 13,449,872 722,549 (292,192) 281,849 55,713,022 $ 41,903,677 $ 210,408 14,120,202 965,469 (366,533) 358,007 57,191,230 $ 149,889 64,974 8,376 (379,323) (195,414) 28,186 (25,685) (348,997) 0.4% 23.6% 100.0% -2.8% -25.4% 8.3% -7.7% -0.6% 512,626 $ 29,785 1,979 544,390 $ 582,755 $ 28,568 46,000 657,323 $ 582,755 $ 28,568 46,000 657,323 $ 494,600 $ 32,201 20,233 547,034 $ 534,066 $ 42,084 42,300 618,450 $ 48,689 (13,516) 3,700 38,873 8.4% -47.3% 8.0% 5.9% 26,964,568 $ 198,715 703,238 71,410 50,656 147,748 198,985 65,534 28,400,854 $ 26,394,291 $ 1,834,942 851,842 29,800 801,829 162,890 360,040 65,800 30,501,434 $ 26,359,982 $ 1,843,982 851,842 29,800 801,829 162,890 360,040 65,800 30,476,165 $ 27,569,320 $ 877,083 849,402 49,415 595,673 166,205 185,802 71,241 (921,998) 921,998 30,364,141 $ 29,144,549 $ 1,077,473 900,975 88,973 1,226,614 176,579 486,756 78,839 33,180,758 $ $ - $ 25,602 25,602 $ - $ - $ - $ - $ 274,227 $ 3,505 277,732 $ - $ - $ ALL EXPENDITURES $ 85,316,357 $ 88,252,483 $ 87,975,721 $ 86,901,929 $ 90,990,438 $ (3,014,717) -3.4% TOTAL USES $ 85,316,357 $ 88,252,483 $ 87,975,721 $ 86,901,929 $ 90,990,438 $ (3,014,717) -3.4% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ $ 758 (2,784,567) -10.6% 766,509 41.6% (49,133) -5.8% (59,173) -198.6% (424,785) -53.0% (13,689) -8.4% (126,716) -35.2% (13,039) -19.8% N/A N/A (2,704,593) -8.9% - N/A N/A N/A Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 137,587 $ 137,587 $ 53,693 $ 53,693 $ 53,693 $ 53,693 $ 69,567 $ 69,567 $ 71,452 $ 71,452 $ 17,759 17,759 33.1% 33.1% $ SOURCES $ 451,421 $ 451,421 $ 502,670 $ 502,670 $ 502,670 $ 502,670 $ 424,080 $ 424,080 $ 408,499 $ 408,499 $ (94,171) (94,171) -18.7% -18.7% $ SOURCES $ 435,071 $ 435,071 $ 432,845 $ 432,845 $ 432,845 $ 432,845 $ 424,932 $ 424,932 $ 424,932 $ 424,932 $ (7,913) (7,913) -1.8% -1.8% $ SOURCES $ 1,411,301 $ 1,411,301 $ 1,076,687 $ 260,679 1,337,366 $ 1,076,687 $ 260,679 1,337,366 $ 990,844 $ 990,844 $ 981,081 $ 391,373 1,372,454 $ (95,606) 130,694 35,088 -8.9% 50.1% 2.6% $ SOURCES $ 59,097 $ 59,097 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 66,362 $ 66,362 $ 2,494,477 $ - $ 2,494,477 $ 2,124,895 $ 260,679 $ 2,385,574 $ 2,124,895 $ 260,679 $ 2,385,574 $ 1,968,423 $ - $ 1,968,423 $ 1,952,326 $ 391,373 $ 2,343,699 $ 79,144,364 $ 4,380,495 83,524,859 $ 79,695,033 $ 4,700,000 84,395,033 $ 79,418,271 $ 4,700,000 84,118,271 $ 79,526,177 $ 4,700,000 84,226,177 $ 82,118,288 $ 5,885,195 88,003,483 $ 459,476 $ 459,476 $ 502,670 $ 502,670 $ 502,670 $ 502,670 $ 402,772 $ 402,772 $ 408,499 $ 408,499 $ 94,171 94,171 18.7% 18.7% 337,562 $ 73,538 411,100 $ 432,845 $ 184,460 617,305 $ 432,845 $ 184,460 617,305 $ 308,838 $ 55,500 364,338 $ 424,932 $ 260,097 685,029 $ 7,913 (75,637) (67,724) 1.8% -41.0% -11.0% 860,202 $ 1,720 861,922 $ 1,076,687 $ 1,601,788 2,678,475 $ 1,076,687 $ 1,601,788 2,678,475 $ 887,220 $ 962,422 1,849,642 $ 981,081 $ 845,984 1,827,065 $ 95,606 755,804 851,410 8.9% 47.2% 31.8% 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 59,000 $ 66,362 $ 66,362 $ (7,362) (7,362) -12.5% -12.5% 80,860,604 $ 4,455,753 $ 85,316,357 $ 81,766,235 $ 6,486,248 $ 88,252,483 $ 81,489,473 $ 6,486,248 $ 87,975,721 $ 81,184,007 $ 5,717,922 $ 86,901,929 $ 83,999,162 $ 6,991,276 $ 90,990,438 $ (2,509,689) (505,028) (3,014,717) -3.1% -7.8% -3.4% 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 DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 100 GENERAL OPERATING $ NON-RECURRING FUND TOTAL USES $ 233 PUBLIC DEFENDER GRANTS OPERATING $ FUND TOTAL USES $ 209 PUBLIC DEFENDER TRAINING OPERATING $ NON-RECURRING 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 $ 759 7,362 7,362 12.5% 12.5% (172,569) 130,694 (41,875) -8.1% 50.1% -1.8% (2,700,017) (1,185,195) (3,885,212) -3.4% -25.2% -4.6% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 REVISED FY 2012 FY 2013 REVISED TO FORECAST ADOPTED VARIANCE VAR % 1.63 27.98 7.88 12.89 2.06 0.52 52.96 1.53 26.82 7.23 13.32 1.88 0.27 51.05 1.53 41.22 7.33 14.22 1.88 0.27 66.45 1.53 42.22 7.33 14.22 1.88 0.27 67.45 1.53 41.22 7.33 14.22 1.88 0.27 66.45 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 10.65 1.00 11.65 11.65 1.00 12.65 12.65 1.00 13.65 11.65 1.00 12.65 11.65 1.00 12.65 (1.00) (1.00) -7.9% 0.0% -7.3% 27.98 109.61 3.00 369.35 19.23 .01 529.18 29.98 107.90 3.00 370.22 17.23 .01 528.34 35.58 105.31 4.00 350.01 17.23 .01 512.14 35.58 105.31 4.00 349.01 17.23 .01 511.14 42.58 101.76 4.00 347.56 17.23 .01 513.14 7.00 (3.55) (2.45) 1.00 19.7% -3.4% 0.0% -0.7% 0.0% 0.0% 0.2% 3.00 2.70 2.60 3.55 11.85 2.80 1.00 3.80 2.80 1.00 3.80 2.80 1.00 3.80 2.80 1.00 3.80 - 0.0% 0.0% N/A N/A 0.0% 34.93 .50 37.00 5.37 26.00 103.80 709.44 34.93 .50 36.80 5.37 32.00 109.60 705.44 30.01 .50 35.60 5.29 41.00 112.40 708.44 30.86 .50 35.60 5.44 39.00 111.40 706.44 30.86 .50 35.60 5.44 40.00 112.40 708.44 0.85 0.15 (1.00) - 2.8% 0.0% 0.0% 2.8% -2.4% 0.0% 0.0% 760 Maricopa County Annual Business Strategies FY 2013 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 - Associate Attorney - Senior Attorney - Senior Associate Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Attorney Manager Attorney Supervisor Database Administrator Deputy Director Deputy Director - Legal Defense Director - Legal Defense Director - Public Defense Services Finance Manager Finance/Business Analyst 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 Supervisor Mitigation Specialist Supervisor 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 2011 FY 2012 ADOPTED ADOPTED 4.00 1.00 8.00 3.00 3.00 6.00 2.00 83.50 107.79 70.50 28.00 20.50 4.00 19.14 1.00 1.00 5.00 3.00 2.00 2.00 1.00 1.00 4.00 44.00 1.00 1.00 1.00 35.50 2.00 39.00 3.00 3.00 65.00 10.00 2.00 13.00 21.00 41.00 20.50 2.00 2.00 1.00 1.00 16.00 1.00 1.00 2.00 1.00 709.43 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 2.00 705.43 761 FY 2012 REVISED 4.00 6.00 1.00 2.00 4.00 2.00 336.43 1.00 3.00 4.00 1.00 1.00 2.00 2.00 1.00 2.00 5.00 43.00 1.00 38.50 2.00 39.00 3.00 3.00 5.00 69.00 12.00 13.00 2.00 1.00 20.00 35.00 21.50 2.00 1.00 1.00 16.00 1.00 2.00 708.43 FY 2012 FY 2013 REVISED TO FORECAST ADOPTED VARIANCE 4.00 7.00 1.00 2.00 4.00 2.00 336.43 1.00 3.00 4.00 1.00 1.00 2.00 2.00 1.00 2.00 5.00 43.00 1.00 38.50 2.00 39.00 3.00 3.00 5.00 67.00 12.00 13.00 2.00 1.00 20.00 35.00 19.50 2.00 1.00 1.00 16.00 1.00 2.00 705.43 4.00 7.00 1.00 2.00 4.00 2.00 337.43 1.00 3.00 4.00 1.00 1.00 2.00 2.00 1.00 2.00 5.00 43.00 1.00 38.50 2.00 39.00 3.00 3.00 5.00 69.00 12.00 13.00 2.00 1.00 20.00 35.00 19.50 2.00 1.00 1.00 16.00 1.00 2.00 708.43 1.00 1.00 (2.00) - VAR % 0.0% N/A 16.7 0.0% 0.0% 0.0% 0.0% 0.3% N/A N/A N/A N/A N/A N/A N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% (9.3%) 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Fund 100 209 233 262 Department Total FUND GENERAL PUBLIC DEFENDER TRAINING PUBLIC DEFENDER GRANTS PUBLIC DEFENDER FILL THE GAP FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 692.43 688.43 691.43 689.43 691.43 4.00 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 4.00 9.00 10.00 10.00 10.00 10.00 709.43 705.43 708.43 706.43 708.43 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% General Adjustments Target Adjustments: General Fund (100) Operating • Decrease expenditure budget by $191,883 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Public Defender Training Fund (209) Operating • Decrease expenditure budget by $602 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Public Defender Grants Fund (233) Operating • Decrease expenditure budget by $1,592 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Public Defender Fill the Gap Fund (262) Operating • Decrease expenditure budget by $2,771 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments: Public Defense System General Fund (100) Operating • Increase Regular Benefits by $397,085 for the net impact in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase Personnel Savings rate in Public Defender’s Office to 4% for savings of $232,977. • Increase Other Pay by $185,475 for the Attorney Loan Repayment Plan due to 27 additional attorneys becoming eligible for the plan in FY 2013. • Increase Internal Service Charges by $373,748 for smart phone implementation. Some of this cost is offset with a reduction to Legal Services in the amount of $195,970. This savings will be gained from increased efficiency resulting from attorneys being able to use the smart phone to work during “downtime.” This increase in efficiency will allow more cases to be handled by less expensive County lawyers rather than being sent to outside contract attorneys. • Increase Legal Services by $150,307 in various activities based on current spending levels. Legal Services includes not only outside contract counsel but process of service, expert witnesses, transcript costs and other trial costs. • Increase expenditures $94,012 to right-size supplies and services costs. • Increase Other Benefits and Internal Services Charges by $43,076 for the impact of the changes in Risk Management charges. Public Defense System General Fund (100) Non-Recurring/Non-Project • Increase Internal Service Charges by $194,301 for costs associated with smart phone implementation. Public Defense System Training Fund (209) Operating • Decrease revenues by $7,913 due to a reduction in the amount of funding received from the State. • Although the Public Defense Training Fund’s proportionate share of departmental internal service costs is $3,507, the Fund is prohibited by ARS 12-117 and Superior Court Administrative Order 2006-95 from receiving internal service costs. 762 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System • Increase Regular Benefits by $1,202 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease expenditures by $8,513 to maintain structural balance. Public Defense Training Fund (209) Non-Recurring/Non-Project • Increase Non-recurring expenditures to $260,097 for training costs associated with Continuing Legal Education. Public Defender Grants Fund (233) Operating • Decrease revenues by $42,133 due to a reduction in DEA grant revenues. This is the only grant in the fund and is a federal pass through grant. • Although the Public Defense Grant Fund’s proportionate share of departmental internal service costs is $6,257, the Fund is prohibited by the grant agreement from receiving internal service costs. • Increase Regular Benefits by $2,963 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease expenditures by $95,542 to maintain structural balance. • Public Advocate (570) no longer has grant funds budgeted. This reflects a further decrease in revenues of $52,938 bring the total revenue reduction to $94,171. Public Defender (520) Fill the Gap Fund (262) Operating • Decrease revenues by $88,244 due to a decline in the local revenue stream that comes from fines and fees collected by the court. • Shift revenues in the amount of $7,362 to Legal Defender (540) Fill the Gap Fund (263) to pay for increased personnel costs in that fund. • Although the Public Defender Fill the Gap Fund’s proportionate share of departmental internal service costs is $13,196, the Fund cannot support these charges at this time and remain in structural balance. Internal service costs will be covered by the General Fund until such time that the Public Defender Fill the Gap Fund can fully support these costs. • Increase Regular Benefits by $5,269 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease expenditures $98,104 to maintain structural balance. Public Defender (520) Fill the Gap Fund (262) Non-Recurring/Non-Project • Increase revenues in the amount of $391,373 due to a drawdown from fund balance held in Treasurer’s Fund 713 for funding the PDS case management system project. • Increase expenditures to $845,984 for the replacement of the PDS case management system project. Legal Defender (540) Fill the Gap Fund (263) Operating • Although the Legal Defender Fill the Gap Fund’s proportionate share of departmental internal service costs is $195, the Fund cannot support these charges at this time and remain in structural balance. Internal service costs will be covered by the General Fund until such time that Legal Defender Fill the Gap Fund can fully support these costs. • Increase revenues and expenditures by $7,362 due to increased personnel costs. Revenues are shifted from the Public Defender (520) Fill the Gap Fund (262). 763 Maricopa County Annual Business Strategies FY 2013 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 of Arraignment/Assignment (whichever is later) Percent of Appeal and Trial/Post-Conviction Relief Cases in Which the Outcome is Other Than Affirmed FY 2011 ACTUAL 82.0% FY 2012 FY 2012 REVISED FORECAST 67.5% 84.0% FY 2013 ADOPTED 84.8% REV VS ADOPTED VAR % 17.3% 25.6% 79.5% 79.4% 82.6% 82.6% 3.2% 4.0% 75.2% 85.9% 95.3% 95.3% 9.4% 10.9% 88.8% 89.9% 87.6% 87.5% (2.4%) -2.7% 90.8% 91.0% 91.9% 92.0% 1.0% 1.1% 70.6% 70.0% 66.1% 66.1% (3.9%) -5.6% 32.5% 35.7% 38.8% 38.5% 2.8% 7.8% 76.5% 79.1% 78.2% 78.2% (0.9%) -1.1% N/A 35.7% 23.0% 23.1% (12.6%) -35.3% Activities that comprise this program include: Capital Representation • Non-Capital Felony Representation • Witness Representation • • • • Misdemeanor Representation Probation Representation Appeal and Post Conviction Relief Representation 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. 764 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Demand Efficiency FY 2011 ACTUAL 82.0% FY 2012 FY 2012 REVISED FORECAST 67.5% 84.0% REV VS ADOPTED VAR % 17.3% 25.7% 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 2013 ADOPTED 84.8% 50 40 25 33 (7) -17.5% 84 30 $ 192,298.73 91 26 $ 170,532.68 77 30 $ 201,655.32 75 30 $ 200,288.60 (16) 4 $ (29,755.92) -17.6% 15.4% -17.4% 100 - GENERAL TOTAL USES $ 16,153,093 $ 16,153,093 $ 15,518,474 $ 15,518,474 $ 15,527,460 $ 15,527,460 $ 15,021,645 $ 15,021,645 $ $ Expenditure 496,829 496,829 3.2% 3.2% Activity Narrative: The department is still dealing with a backlog of capital cases and currently has an inventory of 74. This is down from 146 cases in March 2007. The backlog was caused by two issues. First, many cases were delayed and others essentially re-tried as a result of 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. Second, there was a spike in capital case filings in FY 2006. Unfortunately, the backlog has not resolved as quickly as anticipated. Very few cases have gone to trial in FY 2012 to-date due to continuances from the bench. To deal with the backlog, $3,511,222 is included in the Office of Contract Counsel Non-Recurring/Non-Project budget. Base Adjustments Public Defense System General Fund (100) Operating • Increase Legal Services by $631,181. Legal Services includes not only outside contract counsel but process of service, expert witnesses, transcript costs and other trial costs. Public Defense System General Fund (100) Non-Recurring • Increase expenditures to $3,511,222 to alleviate the capital case backlog cause by the Ring decision and the FY 2006 spike in caseload. The backlog is taking longer than anticipated to get through due to cases being continued. 765 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 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 Output 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 Number of Non-Capital Complex Felony Cases Resolved Number of Non-Complex Felony Cases Resolved Net Non-Capital Felony Cases Assigned Cost per Non-Capital Felony Case Resolved to Conclusion FY 2011 ACTUAL 90.8% $ FY 2012 FY 2012 REVISED FORECAST 91.0% 91.9% FY 2013 ADOPTED 92.0% REV VS ADOPTED VAR % 1.0% 1.1% 70.6% 70.0% 66.1% 66.1% (3.9%) -5.5% 32.5% 35.7% 38.8% 38.5% 2.9% 8.0% 76.5% 79.1% 78.2% 78.2% (0.9%) -1.1% 27,644 26,040 25,382 25,382 (658) -2.5% 197 230 134 135 (95) -41.3% 22,849 21,434 20,658 20,868 (566) -2.6% (826) (35.87) -2.9% -2.6% N/A -9.2% -8.9% 12.5% -8.2% -0.3% 8.7% 8.2% -12.5% -0.0% 29,041 1,292.79 $ 28,248 1,359.68 $ 27,422 1,391.90 $ 27,422 1,395.54 $ Revenue 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL SOURCES $ 34,825 431,118 1,403,199 59,000 $ 1,928,142 $ 449,732 1,076,687 59,000 $ 1,585,419 $ 408,499 988,443 59,000 $ 1,455,942 $ 408,499 981,081 66,362 $ 1,455,942 $ $ (41,233) (95,606) 7,362 (129,477) 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 34,656,458 432,428 590,105 59,000 $ 35,737,991 $ 34,199,436 447,434 700,100 59,000 $ 35,405,970 $ 34,251,003 397,745 621,485 59,000 $ 35,329,233 $ 34,304,208 408,499 642,572 66,362 $ 35,421,641 $ $ $ $ $ (104,772) 38,935 57,528 (7,362) (15,671) Expenditure Activity Narrative: Demand and output are decreasing slightly over FY 2012 Revised however; cost per case resolved is increasing slightly. The departments report that while case filings have declined, those that are being filed are more serious. This leaves PDS with a smaller but more time intensive caseload. 766 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Base Adjustments Public Defense System General Fund (100) Operating • Increase Legal Services costs by $617,477. Legal Services includes not only outside contract counsel but process of service, expert witnesses, transcript costs and other trial costs. 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 2011 ACTUAL 75.2% FY 2012 FY 2012 REVISED FORECAST 85.9% 95.3% 94 125 110 128 FY 2013 ADOPTED 95.3% 101 106 REV VS ADOPTED VAR % 9.3% 10.9% 101 106 (9) (22) -8.2% -17.2% Cost per Witness Representation Case Closed $ 385.82 $ 268.88 $ 620.30 $ 603.75 $ (334.87) -124.5% 100 - GENERAL TOTAL USES $ $ 36,267 36,267 $ $ 29,577 29,577 $ $ 62,650 62,650 $ $ 60,979 60,979 $ $ (31,402) (31,402) -106.2% -106.2% Expenditure 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. 767 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 88.8% FY 2012 FY 2012 REVISED FORECAST 89.9% 87.6% 2,863 $ 2,996 157.31 2,574 $ 2,880 185.32 FY 2013 ADOPTED 87.5% 2,140 $ 2,042 214.69 REV VS ADOPTED VAR % (2.4%) -2.7% 2,140 $ 2,042 234.76 $ (434) -16.9% (838) (49.44) -29.1% -26.7% (24,996) (383) (25,379) -6.7% -0.4% -5.3% Expenditure 100 - GENERAL 262 - PUBLIC DEFENDER FILL THE GAP TOTAL USES $ $ 346,131 104,251 450,382 $ 375,855 101,154 477,009 $ $ $ 356,345 103,090 459,435 $ $ 400,851 101,537 502,388 $ $ Activity Narrative: Expenditures are increasing due to records processors now accurately being charged to this activity rather than Non-Capital Felony Representation. 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 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A 1,303 1,334 FY 2013 ADOPTED 59.3% 582 REV VS ADOPTED VAR % N/A N/A 582 (752) -56.4% $ 999 243.68 $ 996 241.83 $ 974 439.72 $ 974 445.84 $ (22) (204.01) -2.2% -84.4% $ $ 317,519 317,519 $ $ 322,597 322,597 $ $ 255,915 255,915 $ $ 259,479 259,479 $ $ 63,118 63,118 19.6% 19.6% Expenditure 100 - GENERAL TOTAL USES 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. 768 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Ouput Demand Efficiency Measure Description Percent of Appeal and Trial/Post-Conviction Relief Cases in Which the Outcome is Other Than Affirmed Number of Appeal and Post-Conviction Relief Cases in Which Representation is Terminated Number of Appeal Issue Briefs and PCR/Trial Issue Petitions Submitted Number of Appeal and Trial/Post-Conviction Relief Decisions Received Net Appeal and Post-Conviction Relief Cases Assigned Cost per Appeal/Post-Conviction Relief Case in Which Representation is Terminated FY 2011 ACTUAL N/A $ FY 2012 FY 2012 REVISED FORECAST 35.7% 23.0% REV VS ADOPTED VAR % (12.6%) -35.3% FY 2013 ADOPTED 23.1% 1,366 1,402 1,055 1,160 (242) -17.3% 160 192 173 176 (16) -8.3% 546 490 474 476 (14) -2.9% 1,607 1,762 1,462 1,473 (289) -16.4% (4,029.25) -96.7% $ (3,665,608) $ (3,665,608) -62.8% -62.8% 4,624.14 $ 4,166.60 $ 6,307.75 $ 8,195.85 $ Expenditure 100 - GENERAL TOTAL USES $ 6,316,570 $ 6,316,570 $ 5,841,576 $ 5,841,576 $ 6,654,674 $ 6,654,674 $ 9,507,184 $ 9,507,184 Base Adjustments Public Defense General Fund (100) Operating • Increase Legal Services by $471,331. Of this total $285,000 is associated with Capital PostConviction Relief and $186,331 is associated with Non-Capital Appeals and Post-Conviction Relief. Legal Services includes not only outside contract counsel but process of service, expert witnesses, transcript costs and other trial costs. • Increase expenditures by $357,155 for costs associated with the Capital Post-Conviction Relief shift from the State. Public Defense General Fund (100) Non-Recurring/Non-Project • Increase expenditures by a total of $2,114,710 for contract attorneys assigned to Capital PostConviction Relief cases. Funding of $995,112 was originally included in the budget, with additional funding reserved in Non-Departmental contingency for future fiscal year costs. Since Capital PCR cases are being processed more quickly than had been anticipated, between the Tentative and final adoption of the budget $1,119,598 was moved from the contingency reserve for future years to the FY 2013 PDS budget. As mentioned below, the Capital Post-Conviction Relief caseload has recently quadrupled due to backlogged cases hitting the PCR phase. • Increase expenditures by $64,962 for one-time costs associated with the Capital PostConviction Relief shift from the State (see explanation above). Activity Narrative: The backlog of cases that were in felony activities in previous years has now reached appeals. While demand and output are decreasing, this does not give an accurate picture of workload as it does not account for the backlog. From a cost perspective, this trend is most notable in the Capital Post-Conviction Relief (PCR) workload. Prior to FY 2012, the Capital PCR workload averaged four to five cases. Once the backlog of capital cases entered the PCR phase, this workload spiked to twenty-one. Since these cases take several years to close, the backlog will likely take six to seven years to resolve. As a result the activity will have higher operating costs. In order to deal with the backlog, $2,114,710 is also included in the Non-recurring budget. In addition, in the State of Arizona’s FY 2013 budget, funding for post-conviction relief for capital cases was eliminated. The County already provides representation for most capital post-conviction relief cases originating in Maricopa County, except for those few handled by the State. With the elimination of State funding, PDS is taking over the State capital post-conviction relief caseload of Maricopa County cases. 769 Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 18.8% FY 2012 FY 2012 REVISED FORECAST 24.4% 36.4% FY 2013 ADOPTED 36.4% REV VS ADOPTED VAR % 12.0% 48.9% 0.0% 13.6% 30.0% 30.0% 16.4% 120.6% 65.6% 51.8% 68.7% 68.7% 16.9% 32.7% 47.4% 29.4% 45.6% 41.1% 11.7% 39.8% 65.2% 70.0% 50.0% 50.0% (20.0%) -28.6% 72.0% 69.8% 78.6% 78.6% 8.8% 12.6% 65.5% 68.7% 68.6% 68.6% (0.1%) -0.1% 78.1% 46.5% 82.8% 82.9% 36.4% 78.3% 100.0% 50.0% 100.0% 100.0% 50.0% 100.0% Activities that comprise this program include: Juvenile Appeal Representation • Child Dependency Representation • Parental Dependency • Representation Juvenile Guardian ad Litem • Representation • • • • 770 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 2013 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 Output 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 Number of Juvenile Delinquency/Incorrigibility Appeal Cases in Which Representation is Terminated Number of Juvenile Dependency Appeal Cases in Which Representation is Terminated FY 2011 ACTUAL 18.8% FY 2012 FY 2012 REVISED FORECAST 24.4% 36.4% FY 2013 ADOPTED 36.4% REV VS ADOPTED VAR % 12.0% 48.9% 0.0% 13.6% 30.0% 30.0% 16.4% 120.6% 107 112 139 139 27 24.1% 22 22 10 10 (12) -54.5% 85 90 129 129 39 43.3% Net Juvenile Appeal Cases Assigned Cost per Juvenile Appeal Cases in Which Representation is Terminated $ 228 4,159.05 $ 254 4,484.38 $ 269 3,043.83 $ 269 3,109.50 $ 15 1,374.88 5.9% 30.7% 100 - GENERAL TOTAL USES $ $ 445,018 445,018 $ $ 502,250 502,250 $ $ 423,092 423,092 $ $ 432,220 432,220 $ $ 70,030 70,030 13.9% 13.9% Expenditure 771 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Child Dependency Representation Activity The purpose of the Child Dependency Representation Activity is to provide legal representation, when appointed by the Court, to indigent children in Juvenile Court dependency and severance matters so they can be assured the advocacy required by law. Mandates: A.R.S. §8-841 establishes that the court must appoint counsel to indigent parties in child dependency cases. Measure Type Result Output Demand Efficiency Expenditure Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent Of Dependency Child/Cases in Which 65.6% 51.8% 68.7% 68.7% 16.9% 32.7% the Court Finds in Conformity with Client Position on the Dependency Matter Number of Dependency Child/Cases 1,363 1,846 1,266 1,266 (580) -31.4% Resolved Net Child/Case Dependency Assignments 1,652 2,258 1,512 1,512 (746) -33.0% Cost per Dependency Child/Case Resolved $ 449.55 $ 423.44 $ 561.28 $ 592.69 $ (169.25) -40.0% 100 - GENERAL TOTAL USES $ $ 612,738 612,738 $ $ 781,669 781,669 $ $ 710,577 710,577 $ $ 750,346 750,346 $ $ 31,323 31,323 4.0% 4.0% Activity Narrative: Expenditures are not reduced at the same proportion as demand and output due to the duration and complexity of the cases. Therefore, while expenditures are reduced slightly, the efficiency is negatively impacted. 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. 772 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 47.4% $ FY 2012 FY 2012 REVISED FORECAST 29.4% 45.6% REV VS ADOPTED VAR % 11.7% 39.6% FY 2013 ADOPTED 41.1% 6,754 9,675 7,322 7,322 (2,353) -24.3% 8,926 11,798 9,212 9,488 (2,310) -19.6% 831.92 $ 694.42 $ 916.40 $ 944.89 $ (250.47) -36.1% $ 6,918,519 $ 6,918,519 $ $ (200,001) (200,001) -3.0% -3.0% Expenditure 100 - GENERAL TOTAL USES $ 5,618,813 $ 5,618,813 $ 6,718,518 $ 6,718,518 $ 6,709,862 $ 6,709,862 Activity Narrative: While demand and output are decreasing in relation to revised, the duration and complexity of the cases being worked is causing an increase in expenditures. The continued backlog of cases generates ongoing expenses for cases not reflected in demand or output. Dependency cases remain open for many years, in some cases even until the child turns eighteen. 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. 773 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 78.1% $ FY 2012 FY 2012 REVISED FORECAST 46.5% 82.8% FY 2013 ADOPTED 82.9% REV VS ADOPTED VAR % 36.4% 78.3% 9,878 14,790 9,650 9,650 (5,140) -34.8% 12,185 18,102 10,734 10,734 (7,368) -40.7% -48.6% 538.63 $ 430.50 $ 635.81 $ 639.80 $ (209.30) $ 6,174,042 $ 6,174,042 $ $ 193,005 193,005 Expenditure 100 - GENERAL TOTAL USES $ 5,320,599 $ 5,320,599 $ 6,367,047 $ 6,367,047 $ 6,135,571 $ 6,135,571 3.0% 3.0% Activity Narrative: Expenditures are not expected to decrease proportionately to demand due to the duration and complexity of the cases on hand, causing the efficiency to decline. 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. 774 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 65.2% FY 2012 FY 2012 REVISED FORECAST 70.0% 50.0% 46 20 REV VS ADOPTED VAR % (20.0%) -28.6% FY 2013 ADOPTED 50.0% 48 36 16 80.0% $ 39 567.07 $ 36 1,099.80 $ 36 561.06 $ 36 752.00 $ 347.80 0.0% 31.6% $ $ 26,085 26,085 $ $ 21,996 21,996 $ $ 26,931 26,931 $ $ 27,072 27,072 $ $ (5,076) (5,076) -23.1% -23.1% Expenditure 100 - GENERAL TOTAL USES 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. 775 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent Of Juvenile Delinquency and 72.0% 69.8% 78.6% 78.6% 8.8% 12.6% Incorrigibility Cases with Disposition to Lesser Charges or Fewer Counts Number of Juvenile Delinquency and 7,743 7,370 6,792 6,792 (578) -7.8% Incorrigibility Cases Resolved to Conclusion Net Juvenile Delinquency and Incorrigibility 7,685 7,932 6,418 6,418 (1,514) -19.1% Cases Assigned Cost per Juvenile Delinquency and $ 476.46 $ 467.25 $ 478.86 $ 479.63 $ (12.38) -2.7% Incorrigibility Case Resolved to Conclusion Revenue 233 - PUBLIC DEFENDER GRANTS TOTAL SOURCES $ $ 18,433 18,433 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS TOTAL USES $ 3,663,405 25,836 $ 3,689,241 $ $ 52,938 52,938 $ $ 15,581 15,581 $ $ - $ $ (52,938) (52,938) -100.0% -100.0% $ 3,257,659 $ 3,257,659 $ 133,026 52,938 185,964 3.9% 100.0% 5.4% Expenditure $ 3,390,685 52,938 $ 3,443,623 $ 3,244,226 8,177 $ 3,252,403 $ Activity Narrative: Funding from the Status Offender Court grant was eliminated in FY 2013. Therefore grant revenues and expenditures are no longer budgeted in this activity. The requirement for Public Defense staffing for the Status Offender Court has also been eliminated, so there is no negative business impact. 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. 776 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 65.5% FY 2012 FY 2012 REVISED FORECAST 68.7% 68.6% 1,972 1,902 FY 2013 ADOPTED 68.6% 1,786 REV VS ADOPTED VAR % (0.1%) -0.1% 1,757 (145) -7.6% $ 2,024 257.64 $ 1,990 263.49 $ 1,806 272.07 $ 1,806 281.44 $ (184) (17.96) -9.2% -6.8% $ $ 508,071 508,071 $ $ 501,151 501,151 $ $ 485,924 485,924 $ $ 494,497 494,497 $ $ 6,654 6,654 1.3% 1.3% 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 50.0% 100.0% 3 4 REV VS ADOPTED VAR % 50.0% 100.0% FY 2013 ADOPTED 100.0% 2 2 (2) -50.0% $ 3 673.67 $ 4 1,071.50 $ 6 775.50 $ 6 846.00 $ 2 225.50 50.0% 21.0% $ $ 2,021 2,021 $ $ 4,286 4,286 $ $ 1,551 1,551 $ $ 1,692 1,692 $ $ 2,594 2,594 60.5% 60.5% Expenditure 100 - GENERAL TOTAL USES 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 Person (SVP) Petitions Found to be SVP During the Time Period FY 2011 ACTUAL 91.8% FY 2012 FY 2012 REVISED FORECAST 86.5% 134.0% FY 2013 ADOPTED 134.0% REV VS ADOPTED VAR % 47.5% 55.0% N/A N/A N/A 59.3% N/A N/A 68.0% 78.8% 80.1% 80.1% 1.3% 1.6% 17.6% 20.0% 33.3% 33.3% 13.3% 66.7% Activities that comprise this program include: Adult Guardian ad Litem • Representation • 777 Sexually Violent Person Representation Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget • • Probate 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Adult Guardian ad Litem (at law) 91.8% 86.5% 134.0% 134.0% 47.5% 55.0% Cases in Which Court Rules in Conformity with Position Advocated Number of Adult Guardian Ad Litem (at law) 611 562 300 300 (262) -46.6% Cases Resolved to Conclusion Number of Adult Guardian Ad Litem (at law) 713 592 762 800 208 35.1% Cases Assigned Cost per Guardian Ad Litem (at law) Case $ 925.27 $ 881.06 $ 2,421.27 $ 2,808.59 $ (1,927.53) -218.8% Resolved to Conclusion Expenditure 100 - GENERAL TOTAL USES $ $ 565,343 565,343 $ $ 495,154 495,154 $ $ 726,381 726,381 $ $ 842,577 842,577 $ $ (347,423) (347,423) -70.2% -70.2% Activity Narrative: While demand is increasing, output is not following suit. These cases stay open for multiple years and continue to accumulate costs. The duration and complexity of cases results in higher costs per case. 778 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A 1,303 1,334 FY 2013 ADOPTED 59.3% 582 REV VS ADOPTED VAR % N/A N/A 582 (752) -56.4% $ 999 243.68 $ 996 241.83 $ 974 439.72 $ 974 445.84 $ (22) (204.01) -2.2% -84.4% $ $ 317,519 317,519 $ $ 322,597 322,597 $ $ 255,915 255,915 $ $ 259,479 259,479 $ $ 63,118 63,118 19.6% 19.6% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: Demand and output are decreasing but the duration and complexity of the cases is causing expenditures to increase. Due to the length that these cases can be open, sometimes for a person’s lifetime, costs continue to accumulate. Until an equilibrium is reached for cases terminating (output) at the same rate as cases opening (demand), costs will continue to rise. 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 2011 ACTUAL 68.0% FY 2012 FY 2012 REVISED FORECAST 78.8% 80.1% 5,267 $ 3,135 247.05 2,546 $ 2,770 499.79 FY 2013 ADOPTED 80.1% 5,592 $ 3,628 224.94 REV VS ADOPTED VAR % 1.3% 1.6% 5,592 3,046 119.6% 3,991 226.59 $ 1,221 273.20 44.1% 54.7% $ 1,267,092 $ 1,267,092 $ $ 5,368 5,368 0.4% 0.4% $ Expenditure 100 - GENERAL TOTAL USES $ 1,301,198 $ 1,301,198 $ 1,272,460 $ 1,272,460 $ 1,257,846 $ 1,257,846 Activity Narrative: Demand and output are increasing while expenditures are remaining relatively flat. 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. 779 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates: A.R.S. §36-3704 establishes that any indigent defendant in a sexually violent criminal case is entitled to court-appointed representation. Measure Type Result Output Demand Efficiency Measure Description Percent of 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 Cost per Sexually Violent Person Case in Which a Determination is Made as to Commitment FY 2012 FY 2012 REVISED FORECAST 20.0% 33.3% FY 2011 ACTUAL 17.6% 17 FY 2013 ADOPTED 33.3% REV VS ADOPTED VAR % 13.3% 66.7% 20 6 6 (14) -70.0% -28.6% -564.4% 19 $ 10,759.47 $ 28 5,148.95 20 $ 32,542.33 20 $ 34,211.50 (8) $ (29,062.55) $ $ $ $ 102,979 102,979 $ $ $ $ $ $ Expenditure 100 - GENERAL TOTAL USES 182,911 182,911 195,254 195,254 205,269 205,269 (102,290) (102,290) -99.3% -99.3% Activity Narrative: Output is substantially lower in FY 2012 Forecast and FY 2013 Recommended. This population is expected to grow over time as sexually violent predators are infrequently released from commitment. The cost per case increase is due to this growing caseload that continues to generate work and incur expense. 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. 780 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Program Results Measure Description Percent of Payments Processed Within 30 Days of Receipt FY 2011 ACTUAL 93.3% FY 2012 FY 2012 REVISED FORECAST 98.6% 99.4% FY 2013 ADOPTED 99.4% REV VS ADOPTED VAR % 0.7% 0.7% 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 2011 ACTUAL 93.3% FY 2012 FY 2012 REVISED FORECAST 98.6% 99.4% FY 2013 ADOPTED 99.4% REV VS ADOPTED VAR % 0.7% 0.7% 566 444 624 624 180 40.5% 566 444 624 749 305 68.7% $ 1,341.52 $ 2,074.70 $ 1,518.26 $ 1,610.16 $ 464.54 22.4% $ $ 759,298 759,298 $ $ 921,168 921,168 $ $ 947,395 947,395 $ 1,004,741 $ 1,004,741 $ $ (83,573) (83,573) -9.1% -9.1% Expenditure 100 - GENERAL TOTAL USES 781 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations Public Defense System Summary General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change 79,695,033 $ 53,693 $ (276,762) $ (276,762) - $ 79,418,271 $ 53,693 $ (191,883) $ (191,883) - $ 79,226,388 $ 53,693 $ 397,085 $ 397,085 2,094,584 $ 1,953,813 - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Loan Repayment Program Efficiency gained from smart phone implementation Increase Legal Services costs in Appeal and Post Conviction Relief Activity Increase Legal Services costs in Capital Representation Activity Increase Legal Services costs in Non-Capital Felony Representation Activity Increase Legal Services costs in various activities Miscellaneous Service costs Internal Service Charges Operating costs associated with smart phones Personnel Savings Increase personnel savings rate in Public Defender to 4% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocation of ISF Charges Between Funds Offset for ISF Reallocations $ $ 185,475 (195,970) 471,331 631,181 617,477 150,307 94,012 $ 373,748 $ (232,977) FY 2013 Tentative Budget - (232,977) - $ - $ (13,391) 13,391 17,759 17,759 - $ 81,718,057 $ 3.1% 71,452 33.1% $ 400,231 $ 357,155 - Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Capital Post-Conviction Relief shift from the State Internal Service Charges 373,748 Agenda Item: $ 357,155 43,076 FY 2013 Adopted Budget Percent Change from Target Amount $ 782 82,118,288 $ 3.7% 71,452 33.1% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense System Summary General Fund (100) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 4,700,000 $ - FY 2012 Revised Budget $ 4,700,000 $ - $ (4,700,000) $ (4,700,000) - $ - $ - $ 194,301 $ 194,301 - $ 4,506,334 $ 4,506,334 - $ 4,700,635 $ - $ 1,184,560 $ 1,184,560 - $ 5,885,195 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Base Adjustments Internal Service Charges Non-recurring costs associated with smart phones Non Recurring Other Non-Recurring Capital PCR Back log costs Capital Trial Back log costs Agenda Item: $ $ 194,301 995,112 3,511,222 FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Non Recurring Other Non-Recurring Capital Post-Conviction Relief shift from the State Capital PCR Back log Acceleration costs Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount 783 64,962 1,119,598 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change 53,693 $ (152,057) $ (152,057) - $ 32,834,159 $ 53,693 $ (105,301) $ (105,301) - $ 32,728,858 $ 53,693 $ 216,712 $ 216,712 251,882 $ 270,255 - 214,604 - (232,977) - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Loan Repayment Program Increase Service costs Internal Service Charges Operating costs associated with smart phones Personnel Savings Increase Personnel Savings rate to 4% Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations IRS Interdepartmental Reallocation Reallocation of ISF Charges Between Funds Offset for ISF Reallocations 32,986,216 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ $ 135,275 134,980 $ 214,604 $ (232,977) $ - $ 62,768 $ 62,768 (13,196) 13,196 17,759 17,759 - $ 33,260,220 $ 1.6% 71,452 33.1% $ 18,453 $ 18,453 - $ 33,278,673 $ 1.7% 71,452 33.1% $ MEMO FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 111,565 $ 111,565 - $ 111,565 $ - Adjustments: Base Adjustments Internal Service Charges Non-recurring costs associated with smart phones Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount 784 111,565 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Legal Defender (540) General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (48,171) $ (48,171) - $ 10,220,560 $ - $ (33,449) $ (33,449) - $ 10,187,111 $ - $ 70,341 $ 70,341 117,676 $ 47,749 - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Loan Repayment Program Increase Benefits Savings to match request Internal Service Charges Operating costs associated with smart phones Reallocations IRS Interdepartmental Reallocation Reallocation of ISF Charges Between Funds Offset for ISF Reallocations 10,268,731 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ $ 50,200 (2,451) $ 69,927 69,927 $ 203,688 $ 203,688 (195) 195 - $ 10,578,816 $ 3.8% - $ 19,963 $ 19,963 (253,097) $ (253,097) - 10,345,682 $ 1.6% - MEMO FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Reallocations Public Defense System Reallocation Shift Capital Post-Conviction Relief staff to Public Advocate - Agenda Item: $ $ (253,097) FY 2013 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 36,354 $ 36,354 - $ 36,354 $ - Adjustments: Base Adjustments Internal Service Charges Non-recurring costs associated with smart phones Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount 785 36,354 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Legal Advocate (550) General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (40,427) $ (40,427) - $ 9,215,962 $ - $ (28,067) $ (28,067) - $ 9,187,895 $ - $ 58,206 $ 58,206 58,846 $ (2,240) - 61,086 - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Benefits Savings to match request Internal Service Charges Operating costs associated with smart phones Reallocations IRS Interdepartmental Reallocation 9,256,389 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ $ (2,240) $ 61,086 $ 114,687 $ 114,687 - $ 9,419,634 $ 2.5% - $ 1,826 $ 1,826 (244,895) $ (244,895) - 9,176,565 $ -0.1% - MEMO FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Reallocations Public Defense System Reallocation Shift Capital Post-Conviction Relief staff to Public Advocate Agenda Item: $ $ (244,895) FY 2013 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 31,757 $ 31,757 - $ 31,757 $ - Adjustments: Base Adjustments Internal Service Charges Non-recurring costs associated with smart phones Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount 786 31,757 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (8,615) $ (8,615) - $ 21,185,238 $ - $ (5,984) $ (5,984) - $ 21,179,254 $ - $ 12,847 $ 12,847 1,640,854 $ 1,638,443 - 2,411 - $ (280,008) $ (280,008) - $ 22,552,947 $ 6.5% - $ (44,827) $ (44,827) - $ 22,508,120 $ 6.3% - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Efficiency gaines from smart phone implementation Non-Capital Felony Legal Services Capital PCR Legal Services Dependency Legal Services Adult Guardian ad Litem Legal Services Capital Trial Legal Services Internal Service Charges Operating costs associated with smart phones Reallocations IRS Interdepartmental Reallocation 21,193,853 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ $ $ (195,970) 532,000 285,000 170,000 347,413 500,000 2,411 MEMO FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Agenda Item: Reallocations Reallocation Between Depts Shift (1) Admin/Operations Specialist position to Public Advocate FY 2013 Adopted Budget Percent Change from Target Amount 787 $ (44,827) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 4,700,000 $ - FY 2012 Revised Budget $ 4,700,000 $ - $ (4,700,000) $ (4,700,000) - $ - $ - $ 1,254 $ 1,254 - $ 4,506,334 $ 4,506,334 - $ 4,507,588 $ - $ 1,119,598 $ 1,119,598 - $ 5,627,186 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Base Adjustments Internal Service Charges Non-recurring costs associated with smart phones Non Recurring Other Non-Recurring Capital PCR Back log costs Capital Trial Back log costs Agenda Item: $ $ 1,254 995,112 3,511,222 FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Non Recurring Other Non-Recurring Capital PCR Back log Acceleration costs Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount 788 1,119,598 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Advocate (570) General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change - $ (27,492) $ (27,492) - $ 5,962,352 $ - $ (19,082) $ (19,082) - $ 5,943,270 $ - $ 38,979 $ 38,979 25,326 $ (394) - 25,720 - C-49-12-014-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Benefits Savings to match request Internal Service Charges Operating costs associated with smart phones Reallocations IRS Interdepartmental Reallocation 5,989,844 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ $ $ (394) 25,720 $ (101,135) $ (101,135) - $ 5,906,440 $ -0.6% - $ 359,989 $ 357,155 - 2,834 542,819 $ 497,992 - MEMO FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Capital Post-Conviction Relief shift from the State Internal Service Charges Reallocations Public Defense System Reallocation Shift Capital Post-Conviction Relief staff from Legal Defender and Legal Advocate Reallocation Between Depts Shift (1) Admin/Operations Specialist position from Contract Counsel FY 2013 Adopted Budget Percent Change from Target Amount $ 357,155 $ $ 497,992 $ 44,827 $ 789 44,827 - 6,809,248 $ 14.6% - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Advocate (570) General Fund (100) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 13,371 $ 13,371 - $ 13,371 $ - $ 64,962 $ 64,962 - $ 78,333 $ - Adjustments: Base Adjustments Internal Service Charges Non-recurring costs associated with smart phones Agenda Item: $ 13,371 FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Non Recurring Other Non-Recurring Capital Post-Conviction Relief shift from the State Agenda Item: $ 649,622 FY 2013 Adopted Budget Percent Change from Target Amount Public Defense Summary Training Fund (209) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 432,845 $ 432,845 FY 2012 Revised Budget $ 432,845 $ 432,845 $ (602) $ (602) - $ 432,243 $ 432,845 $ 1,202 $ 1,202 (8,513) $ (8,513) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Adjust expenditures for structural balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount 790 (8,513) $ - $ - (7,913) (7,913) $ 424,932 $ -1.7% 424,932 -1.8% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Summary Training Fund (209) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 184,460 $ - FY 2012 Revised Budget $ 184,460 $ - $ (184,460) $ (184,460) - $ - $ - $ 260,097 $ 260,097 - $ 260,097 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring One-time training costs Agenda Item: $ 260,097 FY 2013 Adopted Budget Percent Change from Target Amount Public Defender (520) Training Fund (209) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 366,854 $ 366,854 FY 2012 Revised Budget $ 366,854 $ 366,854 $ (602) $ (602) - $ 366,252 $ 366,854 $ 1,202 $ 1,202 (31,892) $ (31,892) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Adjust expenditures for structural balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount 791 (31,892) $ - $ - (31,292) (31,292) $ 335,562 $ -8.4% 335,562 -8.5% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Training Fund (209) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 50,866 $ - FY 2012 Revised Budget $ 50,866 $ - $ (50,866) $ (50,866) - $ - $ - $ 144,143 $ 144,143 - $ 144,143 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring One-time training costs Agenda Item: $ 144,143 FY 2013 Adopted Budget Percent Change from Target Amount Legal Defender (540) Training Fund (209) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 52,155 $ 52,155 FY 2012 Revised Budget $ 52,155 $ 52,155 FY 2013 Budget Target $ 52,155 $ 52,155 $ 14,219 $ 14,219 - $ - $ - 14,219 14,219 $ 66,374 $ 27.3% 66,374 27.3% Adjustments: Base Adjustments Other Base Adjustments Adjust expenditures for structural balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ 14,219 FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 84,082 $ - FY 2012 Revised Budget $ 84,082 $ - $ (84,082) $ (84,082) - $ - $ - $ 78,186 $ 78,186 - $ 78,186 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring One-time training costs Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount 792 78,186 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Advocate (550) Training Fund (209) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 13,836 $ 13,836 FY 2012 Revised Budget $ 13,836 $ 13,836 FY 2013 Budget Target $ 13,836 $ 13,836 $ 9,160 $ 9,160 - $ - $ - 9,160 9,160 $ 22,996 $ 66.2% 22,996 66.2% Adjustments: Base Adjustments Other Base Adjustments Adjust expenditures for structural balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ 9,160 FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 49,512 $ - FY 2012 Revised Budget $ 49,512 $ - $ (49,512) $ (49,512) - $ - $ - $ 37,768 $ 37,768 - $ 37,768 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring One-time training costs Agenda Item: $ 37,768 FY 2013 Adopted Budget Percent Change from Target Amount Public Defense Training Fund (209) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 179,110 $ 218,306 $ 218,306 $ 203,083 $ 263,677 Sources: Operating Total Sources: $ $ 435,071 435,071 $ $ 432,845 432,845 $ $ 432,845 432,845 $ $ 424,932 424,932 $ $ 424,932 424,932 $ $ $ $ 308,838 55,500 364,338 $ $ 432,845 184,460 617,305 $ $ 432,845 184,460 617,305 $ 424,932 260,097 685,029 Uses: Operating Non-Recurring Total Uses: $ 337,562 73,538 411,100 Structural Balance $ 97,509 $ - $ - $ 116,094 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 203,083 203,083 $ $ 33,846 33,846 $ $ 33,846 33,846 $ $ 263,677 263,677 $ $ 3,580 3,580 793 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2013 Adopted Budget Public Defender (520) Grants Fund (233) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 449,732 $ 449,732 FY 2012 Revised Budget $ 449,732 $ 449,732 $ (1,592) $ (1,592) - $ 448,140 $ 449,732 $ 2,963 $ 2,963 - $ (42,604) $ (42,604) (41,233) (41,233) $ 408,499 $ -8.8% 408,499 -9.2% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Public Defense Grants Fund (233) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST Beginning Spendable Fund Balance $ - $ 7,927 $ 7,927 $ Sources: Operating Total Sources: $ $ 451,421 451,421 $ $ 502,670 502,670 $ $ 502,670 502,670 $ $ Uses: Operating Total Uses: $ $ 459,476 459,476 $ $ 502,670 502,670 $ $ 502,670 502,670 Structural Balance $ (8,055) $ - $ $ - $ (8,055) (8,055) $ 7,927 7,927 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ 794 $ $ 13,253 424,080 424,080 $ $ 408,499 408,499 $ $ 402,772 402,772 $ $ 408,499 408,499 - $ 21,308 $ - 7,927 7,927 $ 13,253 13,253 $ 13,253 13,253 $ (8,055) FY 2013 ADOPTED $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Fill the Gap Fund (262) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 1,076,687 $ 1,076,687 FY 2012 Revised Budget $ 1,076,687 $ 1,076,687 $ (2,771) $ (2,771) - $ 1,073,916 $ 1,076,687 $ 5,269 $ 5,269 (98,104) $ (98,104) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reduce expenditures for structural balance Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Reallocation of ISF Charges Between Funds Offset for ISF Reallocations Agenda Item: $ $ (98,104) $ $ FY 2013 Adopted Budget Percent Change from Target Amount $ - $ - $ 13,196 (13,196) (88,244) (88,244) (7,362) (7,362) - 981,081 $ -8.6% 981,081 -8.9% Expenditures Revenue PDS CASE MANAGEMENT SYSTEM FY 2012 Adopted Budget $ 1,601,788 $ - FY 2012 Revised Budget $ 1,601,788 $ - Adjustments: Information and Communications Technology Other IT Non-Recurring Agenda Item: (1,601,788) FY 2013 Budget Target Adjustments: Information and Communications Technology Other IT Non-Recurring $ - $ - Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount $ 795 845,984 - 845,984 $ - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Fill the Gap Fund (262) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ 260,679 FY 2012 Revised Budget $ - $ 260,679 $ - $ - (260,679) (260,679) $ - $ - $ - $ - 391,373 391,373 $ - $ 391,373 Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Public Defender Fill the Gap Fund (262) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 771,975 $ 1,345,852 $ 1,345,852 $ 1,321,357 $ 462,559 $ 1,411,301 1,411,301 $ 1,076,687 260,679 1,337,366 $ 1,076,687 260,679 1,337,366 $ 990,844 990,844 $ 981,081 391,373 1,372,454 $ $ 887,220 962,422 1,849,642 $ $ 1,076,687 1,601,788 2,678,475 $ $ 1,076,687 1,601,788 2,678,475 $ $ 860,202 1,720 861,922 $ 981,081 845,984 1,827,065 Structural Balance $ 551,099 $ - $ - $ 103,624 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,321,357 1,321,357 $ $ 4,743 4,743 $ $ 4,743 4,743 $ $ 462,559 462,559 $ $ 7,948 7,948 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 796 $ $ $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) Fill the Gap Fund (263) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 59,000 $ 59,000 FY 2012 Revised Budget $ 59,000 $ 59,000 FY 2013 Budget Target $ 59,000 $ 59,000 $ 7,362 $ 7,362 - $ 195 (195) 7,362 7,362 - 66,362 $ 12.5% 66,362 12.5% Adjustments: Base Adjustments Other Base Adjustments Reallocations Reallocation Between Funds Reallocation of ISF Charges Between Funds Offset for ISF Reallocations Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ Legal Defender Fill the Gap Fund (263) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 2,090 $ 2,090 $ 2,090 $ 2,187 $ 2,187 Sources: Operating Total Sources: $ $ 59,097 59,097 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 66,362 66,362 Uses: Operating Total Uses: $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 59,000 59,000 $ $ 66,362 66,362 Structural Balance $ 97 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,187 2,187 $ $ 2,090 2,090 $ $ 2,090 2,090 $ $ 2,187 2,187 $ $ 2,187 2,187 797 Maricopa County Annual Business Strategies FY 2013 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: The department is currently at 44.3%. With the addition of several new staff members in FY 2012, the department hopes to make improvements towards this goal. 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: There is currently no actual data available to measure this goal. 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: The department met this goal by the end of FY 2011. However, the contract with the funeral home providers is up for renewal in October of FY 2013. Cost changes that may result from the new contracts may make reaching this goal difficult. 798 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ 738,364 $ 377,131 1,115,495 $ 607,226 $ 361,236 968,462 $ 607,226 $ 361,236 968,462 $ 760,458 $ 391,751 1,152,209 $ 623,210 $ 345,252 968,462 $ 15,984 (15,984) - TOTAL PROGRAMS $ 1,115,495 $ 968,462 $ 968,462 $ 1,152,209 $ 968,462 $ BURY - INDIGENT BURIAL SERVICES 34BS - BURIAL SERVICES $ $ 372,171 $ 372,171 $ 355,894 $ 355,894 $ 359,668 $ 359,668 $ 359,657 $ 359,657 $ 364,330 $ 364,330 $ EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ 703,614 $ 1,173,913 1,877,527 $ 985,455 $ 1,515,708 2,501,163 $ 944,652 $ 1,518,344 2,462,996 $ 782,287 $ 1,247,270 2,029,557 $ 862,812 $ 1,373,381 2,236,193 $ 7,874 $ 12,713 168,082 188,669 $ 7,836 $ 21,833 181,384 211,053 $ 7,978 $ 22,631 328,860 359,469 $ 7,701 $ 18,273 270,378 296,352 $ 135 3,560 (88,994) (85,299) 1.7% 16.3% -49.1% -40.4% -141.8% -141.8% - 2.6% -4.4% 0.0% 0.0% USES $ (4,662) (4,662) 81,840 144,963 226,803 -1.3% -1.3% 8.7% 9.5% 9.2% BDGT - BUDGETING HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 10,347 $ 13,232 134,835 158,414 $ ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 3,015 $ 3,015 $ 7,471 $ 7,471 $ 7,471 $ 7,471 $ 7,422 $ 7,422 $ 18,063 $ 18,063 $ (10,592) (10,592) BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 39,828 $ 39,828 $ 46,823 $ 46,823 $ 46,823 $ 46,823 $ 39,828 $ 39,828 $ 39,826 $ 39,826 $ 6,997 6,997 14.9% 14.9% TOTAL PROGRAMS $ 2,450,955 $ 3,100,020 $ 3,088,011 $ 2,795,933 $ 2,954,764 $ 133,247 4.3% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 968,462 $ 968,462 $ 968,462 968,462 $ $ 1,152,209 $ 1,152,209 $ 968,462 968,462 $ $ - 0.0% 0.0% 1,115,495 $ 968,462 $ 968,462 $ 1,152,209 $ 968,462 $ - 0.0% $ 1,115,495 $ 968,462 $ 968,462 $ 1,152,209 $ 968,462 $ - 0.0% $ $ 1,413,111 $ 45,936 $ 72,286 490,751 15,810 47,206 2,085,100 $ 1,790,635 $ - $ 44,679 708,131 7,878 52,849 2,604,172 $ 1,790,635 $ - $ 44,679 696,122 7,878 52,849 2,592,163 $ 1,605,201 $ - $ 13,621 619,720 49,793 2,288,335 $ 1,683,767 $ - $ 25,151 701,787 10,020 48,352 2,469,077 $ 106,868 19,528 (5,665) (2,142) 4,497 123,086 6.0% N/A 43.7% -0.8% -27.2% N/A 8.5% 4.7% 19,053 3,811 22,864 44,928 5,270 34,383 84,581 44,928 5,270 34,383 84,581 56,706 4,812 34,383 95,901 40,000 6,000 2,000 48,000 $ $ $ $ 4,928 (730) 32,383 36,581 11.0% -13.9% 94.2% 43.2% (3,447) (3,650) 2,442 (1,694) 983 (5,399) (3,552) (103) (43,420) -97.0% -32.2% 5.2% -6.5% 1.4% -13.6% -31.0% -0.7% N/A N/A -11.0% $ $ $ $ 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL FY 2012 ADOPTED 1,115,495 $ 1,115,495 $ ALL REVENUES $ TOTAL SOURCES 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 ACTUAL $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 3,941 $ 6,899 $ 33,799 16,092 27,633 27,154 5,926 12,907 336,270 $ 3,553 $ 11,350 $ 46,554 25,906 70,458 39,601 11,448 14,397 394,267 $ 3,553 $ 11,350 $ 46,554 25,906 70,458 39,601 11,448 14,397 394,267 $ 6,771 $ 11,970 $ 42,232 16,016 58,804 40,375 6,442 13,258 395,005 $ 7,000 $ 15,000 $ 44,112 27,600 69,475 45,000 15,000 14,500 437,687 $ $ $ 6,721 $ 6,721 $ - $ 17,000 $ - $ 17,000 $ - $ 16,692 $ - $ - $ 17,000 N/A N/A 100.0% ALL EXPENDITURES $ 2,450,955 $ 3,100,020 $ 3,088,011 $ 2,795,933 $ 2,954,764 $ 133,247 4.3% TOTAL USES $ 2,450,955 $ 3,100,020 $ 3,088,011 $ 2,795,933 $ 2,954,764 $ 133,247 4.3% 799 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 100 GENERAL OPERATING $ NON-RECURRING FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 1,115,495 $ 1,115,495 $ 968,462 $ 968,462 $ 968,462 $ 968,462 $ 1,152,209 $ 1,152,209 $ 968,462 $ 968,462 $ - 0.0% 0.0% 1,115,495 $ 1,115,495 $ 968,462 $ 968,462 $ 968,462 $ 968,462 $ 1,152,209 $ 1,152,209 $ 968,462 $ 968,462 $ - 0.0% 0.0% 2,450,955 $ 2,450,955 $ 3,026,709 $ 73,311 3,100,020 $ 3,014,700 $ 73,311 3,088,011 $ 2,722,930 $ 73,003 2,795,933 $ 2,954,764 $ 2,954,764 $ 59,936 73,311 133,247 2.0% 100.0% 4.3% 2,450,955 $ - $ 2,450,955 $ 3,026,709 $ 73,311 $ 3,100,020 $ 3,014,700 $ 73,311 $ 3,088,011 $ 2,722,930 $ 73,003 $ 2,795,933 $ 2,954,764 $ - $ 2,954,764 $ 59,936 73,311 133,247 2.0% 100.0% 4.3% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL BURIAL SERVICES INDIGENT BURIAL SERVICES PROGRAM TOTAL FIDUCIARY SERVICES ESTATE ADMINISTRATION GUARDIANSHIP ADMINISTRATION PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .10 .95 .20 1.25 .05 .90 .20 1.15 .05 1.20 .40 1.65 .05 1.20 .40 1.65 .05 1.20 .40 1.65 - 0.0% 0.0% 0.0% 0.0% 2.27 2.27 3.17 3.17 3.32 3.32 3.32 3.32 3.32 3.32 - 0.0% 0.0% 12.68 17.11 29.78 33.30 15.08 21.91 36.98 41.30 14.28 22.06 36.33 41.30 14.28 22.06 36.33 41.30 14.28 22.06 36.33 41.30 - 0.0% 0.0% 0.0% 0.0% Staffing by Market Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrator Director - Public Fiduciary Guardian/Estate Admin Supv Guardian/Estate Administrator Guardian/Estate Benefits Specialist Human Resources Specialist Legal Support Specialist Office Assistant Office Assistant Specialized Operations/Program Supervisor Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 2.00 2.00 2.00 2.00 2.00 1.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 18.30 24.30 24.30 24.30 24.30 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00 1.00 2.00 2.00 2.00 2.00 2.00 33.30 41.30 41.30 41.30 41.30 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% N/A 0.0% Staffing by Fund 100 Department Total FUND GENERAL FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 33.30 41.30 41.30 41.30 41.30 33.30 41.30 41.30 41.30 41.30 800 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary General Adjustments Target Adjustments: • Decrease expenditures by $8,350 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments (Operating): • • • Increase Regular Benefits by $16,429 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Decrease expenditures by $78,427 due to a reduction in the average hourly rate of personnel. Increase Other Benefits and Internal Services Charges by $10,592 for the impact of the changes in Risk Management charges. 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 2011 ACTUAL 95.7% FY 2012 FY 2012 REVISED FORECAST 43.4% 99.8% 42.7% 41.9% 43.4% FY 2013 ADOPTED 98.1% 43.6% REV VS ADOPTED VAR % 54.7% 126.2% 1.7% 4.0% 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. 801 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 95.7% 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 2012 FY 2012 REVISED FORECAST 43.4% 98.9% REV VS ADOPTED VAR % 54.7% 126.2% FY 2013 ADOPTED 98.1% 42.7% 41.9% 43.5% 43.6% 1.7% 4.0% 889 964 844 840 (124) -12.9% 380 404 367 366 (38) -9.4% 889 790 840 840 50 6.3% $ 979.40 $ 890.27 $ 979.99 $ 995.44 $ (105.17) -11.8% $ $ 372,171 372,171 $ $ 359,668 359,668 $ $ 357,606 357,606 $ $ 364,330 364,330 $ $ (4,662) (4,662) -1.3% -1.3% Activity Narrative: While the department is not expecting to see any significant changes in result, demand or output in comparison to forecast, the efficiency is expected to change. FY 2012 Result data was inaccurate at the time the budget was developed for FY 2012 causing a false variance. The Burial Services contract is up for renewal this year and costs may increase as a result of the new contract terms. Depending on the bid process, the department may need to return to the Board in October for an appropriation adjustment due to the new contract. 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. 802 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 58.1% FY 2012 FY 2012 REVISED FORECAST 28.6% 50.0% FY 2013 ADOPTED 50.0% REV VS ADOPTED VAR % 21.4% 75.0% 47.2% 59.8% 44.6% 44.6% (15.2%) -25.4% 59.5% 70.4% 43.5% 43.5% (26.8%) -38.1% 0.0% 37.0% 45.2% 46.4% 9.4% 25.5% N/A 79.8% 33.3% 91.7% 11.9% 14.9% Activities that comprise this program include: • Estate Administration • Guardianship Administration Estate Administration Activity The purpose of the Estate Administration Activity is to provide effective conservatorship and probate services to protected persons and decedents’ estates so they can have their financial resources and property preserved and protected in a timely manner. 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 2011 ACTUAL 58.1% FY 2012 FY 2012 REVISED FORECAST 28.6% 50.0% 47.2% 59.8% FY 2013 ADOPTED 50.0% 44.6% REV VS ADOPTED VAR % 21.4% 75.0% 44.6% (15.2%) -25.4% 31 28 24 24 (4) -14.3% 443 468 224 224 (244) -52.1% 470 465 470 470 5 193 204 142 142 (62) -30.4% 26 13 34 34 21 161.5% 1.1% $ 374.26 $ 507.88 $ 416.11 $ 458.94 $ 48.93 9.6% 100 - GENERAL TOTAL SOURCES $ $ 738,364 738,364 $ $ 607,226 607,226 $ $ 913,050 913,050 $ $ 623,210 623,210 $ $ 15,984 15,984 2.6% 2.6% 100 - GENERAL TOTAL USES $ $ 703,614 703,614 $ $ 944,652 944,652 $ $ 797,682 797,682 $ $ 862,812 862,812 $ $ 81,840 81,840 8.7% 8.7% Revenue Expenditure Activity Narrative: New procedures regarding the referral process have reduced demand numbers, along with the associated results and outputs. However, this is not a reflection of workload reduction. Those cases not needing services were removed earlier in the process leaving only the true workload, allowing staff to focus efforts on those cases that do need service. The reduction in expenditures from FY 2012 Revised is due to a decrease in the average hourly rate of employees. The department received one time fee revenues in FY 2012 from the closure of large cases. This revenue is not 803 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2013 Adopted Budget expected to be received in FY 2013 and therefore revenues are recommended at a lower than forecasted level. Ongoing revenues have been greater than expected causing the FY 2013 Adopted budget to be higher than FY 2012 Revised. 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 2011 ACTUAL 59.5% FY 2012 FY 2012 REVISED FORECAST 70.4% 43.5% FY 2013 ADOPTED 43.5% REV VS ADOPTED VAR % (26.8%) -38.1% 0.0% 37.0% 0.0% 46.4% 9.4% 25.5% N/A 79.8% 0.0% 91.7% 11.9% 14.9% 342 292 168 168 (124) -42.5% 185 226 124 124 (102) -45.1% 613 605 578 580 (25) -4.1% 307 424 196 196 (228) -53.8% 197 240 154 154 (86) -35.8% $ 159.72 $ 627.41 $ 539.94 $ 591.97 $ 35.44 5.6% 100 - GENERAL TOTAL SOURCES $ $ 377,131 377,131 $ $ 361,236 361,236 $ $ 470,379 470,379 $ $ 345,252 345,252 $ $ (15,984) (15,984) -4.4% -4.4% 100 - GENERAL TOTAL USES $ 1,173,913 $ 1,173,913 $ 1,373,381 $ 1,373,381 $ $ 144,963 144,963 9.5% 9.5% Revenue Expenditure $ 1,518,344 $ 1,518,344 $ 1,264,120 $ 1,264,120 Activity Narrative: New procedures regarding the referral process have reduced demand numbers, along with the associated results and outputs. However, this is not a reflection of workload reduction. Those cases not needing services were removed earlier in the process leaving only the true workload, allowing staff to focus efforts on those cases that do need service. The reduction in expenditures from FY 2012 Revised is due to a decrease in the average hourly rate of employees. The department received one-time fee revenues in FY 2012 from the closure of large cases. This revenue is not expected to be received in FY 2013 and therefore revenues are recommended at a lower than forecasted level. Ongoing revenues have also been lower than expected causing the FY 2013 Adopted budget to be lower than FY 2012 Revised. 804 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change 968,462 $ (12,009) $ (12,009) - $ 3,014,700 $ 968,462 C-49-12-014-2-00 Agenda Item: (8,350) FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Savings gained from reduced average budgeted pay rate 3,026,709 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ $ 3,006,350 $ 968,462 $ 16,249 $ 16,249 $ (78,427) $ (78,427) - $ 2,944,172 $ -2.1% 968,462 0.0% $ 10,592 $ 10,592 - $ 2,954,764 $ -1.7% 968,462 0.0% Agenda Item: $ $ FY 2013 Tentative Budget (78,427) Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges - Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 805 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Analysis by Dreamlyn W. Johnson, 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 re-submitted its application for Project Public Health Ready (PPHR) status in April, 2011 and is now fully certified. This goal has been met and will be revised during the FY 2014 Strategic Business Plan update process. 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 is losing ground on this measure, only investigating and intervening in 19.8% of reported cases of disease during the period of November, 2010 through October, 2011. The implementation of a new statewide communicable disease reporting system is expected to offer assistance in improving this percentage in FY 2013. 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. Status: The Public Health Accreditation Board (PHAB) released the final accreditation standards in FY 2012. MCDPH is implementing the various 806 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Health assessments and initiatives required by PHAB to obtain accreditation. Despite these efforts, the department anticipates it will take two years before they are in a position to submit an application for accreditation. This goal will be revised during the Strategic Business Plan update process in FY 2014. 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: While assessments and community meetings are underway by MCDPH the department does not anticipate meeting the goal by June of 2013. This goal will be revised during the Strategic Business Plan update process in FY 2014. 807 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES $ $ $ 953 $ 953 $ - $ - $ - $ - $ 40,706 $ 40,706 $ EMRT - PUB HLTH PREPAREDNESS RESPONSE $ 86EM - PUBLIC HEALTH EMERGENCY MGMT $ 5,760,943 $ 5,760,943 $ 3,836,357 $ 3,836,357 $ 3,836,357 $ 3,836,357 $ 4,074,505 $ 4,074,505 $ 2,822,131 $ (1,014,226) -26.4% 2,822,131 $ (1,014,226) -26.4% 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 $ 1,431,702 $ 297,450 53,299 822,088 119,893 312,985 948,848 18,406 304,993 524,577 4,834,241 $ 2,696,596 $ 1,059,683 259,317 964,924 249,358 391,777 1,110,023 931,160 682,000 8,344,838 $ 2,696,596 $ 1,059,683 259,317 964,924 249,358 391,777 1,110,023 931,160 682,000 8,344,838 $ 1,912,311 $ 1,093,760 289,713 934,630 97,337 427,712 1,068,947 929,047 918,950 7,672,407 $ 2,544,538 $ 1,467,499 363,636 988,684 98,127 398,716 1,108,005 933,553 682,000 8,584,758 $ HCHL - HEALTHCARE FOR THE HOMELESS $ 86HI - HEALTHCARE FOR HOMELESS INDVD $ CCSS - CHILD PASSENGER SAFETY $ 3,099,313 $ 3,099,313 $ 996,342 $ 2,617,155 $ 2,617,155 $ 960,192 $ 2,617,155 $ 2,617,155 $ 960,192 $ 2,936,613 $ 2,936,613 $ 944,401 $ 2,810,297 $ 2,810,297 $ 948,829 $ SCNT - SUPP NUTRITION ASST ED INTERV WICC - WOMEN INFANTS AND CHILDREN $ $ $ $ 443,816 461,467 905,283 13,000 13,000 $ $ $ $ 379,369 328,464 707,833 11,652 11,652 REVISED VS ADOPTED VAR % FY 2013 ADOPTED EPIR - EPIDEMIOLOGICAL REPORTING 86EG - EPI AND GEN DISEASE SURVEILL $ $ $ 443,816 461,467 905,283 13,000 13,000 FY 2012 FORECAST $ $ $ PHPD - PUBLIC HEALTH POLICY DEVELOP PLAY - PROMTNG LIFETIME ACT FOR YOUTH $ FY 2012 REVISED HICT - HIV COUNSELING AND TESTING HISV - HIV SURVEILLANCE AMD INV 86CM - HIV HCV SERVICES PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ 453,000 124,979 577,979 13,166 13,166 FY 2012 ADOPTED $ $ $ $ 477,737 373,270 851,007 13,000 13,000 370,501 - 370,501 - 595,477 - 667,085 - 254,102 10,840,562 348,560 11,075,725 348,560 11,075,725 396,366 9,506,344 375,853 9,613,444 401,362 $ 12,675,303 $ 12,754,978 $ 12,754,978 $ 11,442,588 $ HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES $ 30,132 $ 1,875,562 32,913 $ 1,854,929 32,913 $ 1,854,929 34,934 $ 1,525,880 $ $ $ - $ - $ 71,034 111,901 WTHT - WOMEN TOGETHER FOR HEALTH 86HL - PROMOTING HEALTHY LIFESTYLES $ 33,921 7.6% (88,197) -19.1% (54,276) -6.0% 0.0% 0.0% - (152,058) -5.6% 407,816 38.5% 104,319 40.2% 23,760 2.5% (151,231) -60.6% 6,939 1.8% (2,018) -0.2% N/A 2,393 0.3% 0.0% 239,920 2.9% 193,142 193,142 (11,363) 7.4% 7.4% -1.2% 296,584 - 80.0% N/A 27,293 7.8% (1,462,281) -13.2% 11,605,211 $ (1,149,767) 32,998 $ 1,433,742 N/A N/A N/A -9.0% 85 0.3% (421,187) -22.7% STEX - STD EXAMINATIONS AMD TREATMENT STSV - STD CASE SURV INVESTIGATION 288,349 276,999 310,564 306,766 310,564 306,766 331,159 405,722 330,668 368,940 20,104 62,174 6.5% 20.3% TBIN - TB SURVEILLANCE AMD INVEST TBTE - TB TESTING AMD TREATMENT 603,583 606,176 606,176 25,107 557,113 216,094 592,399 216,094 (13,777) N/A -2.3% 86ID - INFECTIOUS DISEASE CONTROL ADIM - ADULT IMMUN FOREIGN TRVL SVCS $ $ 3,074,625 $ 278,207 $ 3,111,348 $ 232,000 $ 3,111,348 $ 232,000 $ 2,879,915 $ 259,918 $ 2,974,841 $ 250,000 $ (136,507) 18,000 -4.4% 7.8% CHIM - CHILDHOOD IMMUNIZATIONS 86IS - IMMUNIZATION SERVICES $ 1,722,184 2,000,391 $ 2,756,458 2,988,458 $ 2,756,458 2,988,458 $ 3,080,462 3,340,380 $ 2,482,493 2,732,493 $ (273,965) (255,965) -9.9% -8.6% 1,096,917 $ 84,840 1,181,757 $ 1,345,538 $ 200,182 1,545,720 $ 1,345,538 $ 200,182 1,545,720 $ 1,373,921 $ 126,572 1,500,493 $ 1,373,850 $ 180,296 1,554,146 $ 28,312 (19,886) 8,426 2.1% -9.9% 0.5% 197,048 $ 1,794,329 184,712 $ 1,814,790 184,712 $ 1,814,790 185,031 $ 1,821,704 185,187 $ 1,883,867 475 69,077 0.3% 3.8% (6,390) 1,984,987 $ 3,569,332 $ 3,569,332 $ 50,279 2,049,781 $ 3,428,422 $ 3,428,422 $ 50,279 2,049,781 $ 3,428,422 $ 3,428,422 $ 38,147 2,044,882 $ 3,621,072 $ 3,621,072 $ 38,679 2,107,733 $ 3,798,771 $ 3,798,771 $ 5,157,951 $ 170,456 5,328,407 $ 5,157,951 $ 170,456 5,328,407 $ 4,737,305 $ 225,355 4,962,660 $ 4,738,824 $ 257,069 4,995,893 $ 4,731 $ 4,731 $ 4,731 $ 4,731 $ 35,690 $ 35,690 $ 50,000 $ 50,000 $ 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 BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ $ $ $ $ FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 4,873,903 $ 36,043 4,909,946 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ (3,308,591) $ (3,308,591) $ TOTAL PROGRAMS $ 40,374,345 $ 46,928,478 $ 46,928,478 $ 45,271,396 $ 808 (11,600) -23.1% 57,952 2.8% 370,349 10.8% 370,349 10.8% (419,127) 86,613 (332,514) -8.1% 50.8% -6.2% 45,269 45,269 956.9% 956.9% 44,900,281 $ (2,028,197) -4.3% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Health Sources and Uses by Program and Activity (continued) FY 2011 FY 2012 PROGRAM / ACTIVITY ACTUAL ADOPTED USES HICT - HIV COUNSELING AND TESTING $ 417,737 $ 443,816 HISV - HIV SURVEILLANCE AMD INV 201,861 461,467 86CM - HIV HCV SERVICES $ 619,598 $ 905,283 MDRC - MEDICAL RECORDS $ 311,678 $ 321,324 PHPM - PUBLIC HEALTH PHARMACY 235,172 335,175 86CS - CLINIC SUPPORT SERVICES $ 546,850 $ 656,499 EPIR - EPIDEMIOLOGICAL REPORTING $ 685,220 $ 913,661 SCII - SINGLE CASE INV INTERVENTIONS 897,490 1,112,399 86EG - EPI AND GEN DISEASE SURVEILL $ 1,582,710 $ 2,026,060 EMRT - PUB HLTH PREPAREDNESS RESPONSE $ 4,966,136 $ 3,836,357 4,966,136 $ 3,836,357 86EM - PUBLIC HEALTH EMERGENCY MGMT $ CCHC - CHILD CARE HLTH CONSULTATIONS $ 1,901,750 $ 2,696,596 DTSL - DENTAL SEALANTS 402,610 1,172,238 FHPT - FAMILY HEALTH PARTNERSHIPS 961,067 1,159,366 HEED - HEALTHY START 844,580 964,924 LHZR - LEAD HAZARD REDUCTION 129,836 249,358 NEWB - NEWBORN INTENSIVE CARE 393,440 391,777 NFAM - NURSE-FAMILY PARTNERSHIPS 937,939 1,110,023 TNPP - TEEN PREGNANCY PREVENTION 356,390 931,160 WWHC - WELL WOMAN HEALTHCHECK 637,137 682,000 86FH - FAMILY HEALTH $ 6,564,749 $ 9,357,442 HCHL - HEALTHCARE FOR THE HOMELESS $ 3,128,477 $ 2,617,155 86HI - HEALTHCARE FOR HOMELESS INDVD $ 3,128,477 $ 2,617,155 CCSS - CHILD PASSENGER SAFETY $ 1,093,883 $ 1,163,372 PHPD - PUBLIC HEALTH POLICY DEVELOP 142,266 889,341 PLAY - PROMTNG LIFETIME ACT FOR YOUTH 122,616 SCNT - SUPP NUTRITION ASST ED INTERV 663,608 706,736 WICC - WOMEN INFANTS AND CHILDREN 9,864,936 11,075,725 WTHT - WOMEN TOGETHER FOR HEALTH 183,388 86HL - PROMOTING HEALTHY LIFESTYLES $ 12,070,697 $ 13,835,174 HANS - HANSENS DISEASE TREATMENT $ 36,776 $ 32,913 HERF - PHYS HEALTH SCREENING REFUGEES 1,639,489 1,947,971 PHLB - PUBLIC HEALTH LABORATORY 626,685 539,085 STEX - STD EXAMINATIONS AMD TREATMENT 1,290,199 1,384,085 STSV - STD CASE SURV INVESTIGATION 983,241 1,024,020 TBIN - TB SURVEILLANCE AMD INVEST 248,135 307,197 TBTE - TB TESTING AMD TREATMENT 2,207,622 2,121,376 86ID - INFECTIOUS DISEASE CONTROL $ 7,032,147 $ 7,356,647 ADIM - ADULT IMMUN FOREIGN TRVL SVCS $ 282,194 $ 232,000 CHIM - CHILDHOOD IMMUNIZATIONS 2,672,870 3,690,451 IMED - IMMUNIZATION EDUCATION 98,289 97,640 86IS - IMMUNIZATION SERVICES $ 3,053,353 $ 4,020,091 DTIS - RYAN WHITE DENTAL INSURANCE $ 1,248,366 $ 1,345,538 RWPC - RYAN WHITE PLNG COUNCIL SUPP 80,962 200,182 86RW - RYAN WHITE TITLE I SERV $ 1,329,328 $ 1,545,720 SFAZ - SMOKE FREE ARIZONA INSPECTIONS $ 190,233 $ 184,712 TUPV - TOBACCO USE PREVENTION 1,633,730 1,814,790 TUTR - TOB USE PREV TRNG DENTAL PROS 44,438 50,279 86TP - TOBACCO USE PREVENTION $ 1,868,401 $ 2,049,781 BDCT - BIRTH AND DEATH CERTIFICATES $ 3,152,135 $ 3,602,752 86VR - VITAL REGISTRATION $ 3,152,135 $ 3,602,752 BDGT - BUDGETING $ 17,742 $ 16,726 FSAC - FINANCIAL SERVICES 2,176,360 3,485,867 HRAC - HUMAN RESOURCES 98,057 100,618 ODIR - EXECUTIVE MANAGEMENT 950,351 530,909 PROC - PROCUREMENT 60,135 92,948 99AS - ADMINISTRATIVE SERVICES $ 3,302,645 $ 4,227,068 CSCA - CENTRAL SERVICE COST ALLOC $ 1,506,411 $ 1,788,338 GGOV - GENERAL GOVERNMENT 4,731 ISFC - INTERNAL SERVICE FUND CHARGES 878,094 195,085 99GV - GENERAL GOVERNMENT $ 2,384,505 $ 1,988,154 ENIT - ENTERPRISE IT COLLABORATION $ 255,726 $ 143,121 99IT - INFORMATION TECHNOLOGY $ 255,726 $ 143,121 FY 2012 REVISED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 469,155 428,889 898,044 314,745 326,434 641,179 901,819 1,137,483 2,039,302 3,732,069 3,732,069 2,516,481 1,289,211 1,156,184 989,299 249,130 413,778 1,102,581 904,406 682,197 9,303,267 2,511,670 2,511,670 1,181,364 881,304 705,994 10,482,316 13,250,978 32,913 1,977,914 537,009 1,377,991 1,053,522 305,882 2,063,083 7,348,314 231,332 4,299,173 97,168 4,627,673 1,343,016 199,806 1,542,822 165,497 1,805,440 44,082 2,015,019 3,558,362 3,558,362 16,307 3,485,015 70,242 726,194 91,628 4,389,386 1,788,338 135,676 195,085 2,119,099 143,121 143,121 FY 2012 FORECAST $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 379,369 328,464 707,833 279,594 294,720 574,314 776,008 1,011,421 1,787,429 4,074,505 4,074,505 1,912,311 1,182,726 1,101,084 934,630 97,337 427,712 1,068,947 929,047 918,950 8,572,744 2,936,613 2,936,613 1,135,455 1,112,098 721,562 9,506,344 12,475,459 34,934 1,628,708 508,806 1,395,611 1,091,656 321,291 2,088,225 7,069,231 246,056 3,848,679 96,061 4,190,796 1,373,921 126,572 1,500,493 185,031 1,821,704 38,147 2,044,882 3,393,480 3,393,480 16,880 3,056,468 76,951 567,994 84,042 3,802,335 1,788,476 12,504 205,432 2,006,412 117,023 117,023 FY 2013 ADOPTED $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ TOTAL PROGRAMS $ 51,857,457 $ 58,167,304 $ 58,120,305 $ 55,253,549 $ 809 479,445 375,700 855,145 259,107 358,461 617,568 965,391 1,046,480 2,011,871 2,819,039 2,819,039 2,562,976 1,513,972 1,002,980 993,491 99,067 401,159 1,111,010 936,809 683,527 9,304,991 2,785,327 2,785,327 1,095,728 1,465,726 684,802 9,664,039 12,910,295 32,998 1,547,630 589,205 1,426,018 1,101,531 534,044 2,043,475 7,274,901 250,953 3,414,971 102,170 3,768,094 1,374,511 180,840 1,555,351 186,439 1,868,607 38,915 2,093,961 3,808,539 3,808,539 17,328 3,134,258 93,414 620,380 13,580 3,878,960 1,720,825 36,259 213,721 1,970,805 148,713 148,713 REVISED VS ADOPTED VAR % $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ (10,290) 53,189 42,899 55,638 (32,027) 23,611 (63,572) 91,003 27,431 913,030 913,030 (46,495) (224,761) 153,204 (4,192) 150,063 12,619 (8,429) (32,403) (1,330) (1,724) (273,657) (273,657) 85,636 (584,422) 21,192 818,277 340,683 (85) 430,284 (52,196) (48,027) (48,009) (228,162) 19,608 73,413 (19,621) 884,202 (5,002) 859,579 (31,495) 18,966 (12,529) (20,942) (63,167) 5,167 (78,942) (250,177) (250,177) (1,021) 350,757 (23,172) 105,814 78,048 510,426 67,513 99,417 (18,636) 148,294 (5,592) (5,592) 55,803,560 $ 2,316,745 -2.2% 12.4% 4.8% 17.7% -9.8% 3.7% -7.0% 8.0% 1.3% 24.5% 24.5% -1.8% -17.4% 13.3% -0.4% 60.2% 3.0% -0.8% -3.6% -0.2% 0.0% -10.9% -10.9% 7.2% -66.3% N/A 3.0% 7.8% N/A 2.6% -0.3% 21.8% -9.7% -3.5% -4.6% -74.6% 1.0% 1.0% -8.5% 20.6% -5.1% 18.6% -2.3% 9.5% -0.8% -12.7% -3.5% 11.7% -3.9% -7.0% -7.0% -6.3% 10.1% -33.0% 14.6% 85.2% 11.6% 3.8% 73.3% -9.6% 7.0% -3.9% -3.9% 4.0% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 35,026,139 36,421 35,062,560 3,557,943 1,680,068 5,238,011 FY 2012 ADOPTED $ $ $ $ 42,151 $ 2,534 44,685 $ 41,901,449 41,901,449 3,330,376 1,486,500 4,816,876 FY 2012 REVISED $ $ $ $ 89,957 $ 90,196 180,153 $ 41,901,449 41,901,449 3,330,376 1,486,500 4,816,876 FY 2012 FORECAST $ $ $ 38,963,798 38,963,798 FY 2013 ADOPTED $ $ $ $ 3,608,564 1,682,129 5,290,693 89,957 $ 90,196 180,153 $ 35,690 951,215 986,905 $ 39,304,018 39,304,018 REVISED VS ADOPTED VAR % $ $ -6.2% N/A -6.2% 3,786,263 $ 1,693,000 5,479,263 $ 455,887 206,500 662,387 13.7% 13.9% 13.8% $ 50,000 37,000 87,000 $ (39,957) (53,196) (93,153) -44.4% -59.0% -51.7% (2,028,197) -4.3% $ $ ALL REVENUES $ 40,345,256 $ 46,898,478 $ 46,898,478 $ 45,241,396 $ 44,870,281 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 29,089 29,089 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ TOTAL SOURCES $ 40,374,345 $ 46,928,478 $ 46,928,478 $ 45,271,396 $ 44,900,281 $ 810 (2,597,431) (2,597,431) (2,028,197) 0.0% 0.0% -4.3% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 23,050,433 $ 62,320 95,028 8,476,109 190,285 (7,813,877) 8,558,599 32,618,897 $ 27,464,131 $ 102,178 122,793 10,687,558 232,353 (7,667,593) 8,522,472 39,463,892 $ 26,868,917 $ 104,867 122,793 10,476,943 232,353 (7,667,593) 8,522,472 38,660,752 $ 24,470,720 $ 35,936 117,410 9,457,352 99,055 (7,889,582) 8,394,309 34,685,200 $ 26,338,860 $ 106,381 88,643 10,671,443 203,204 (7,168,219) 7,673,602 37,913,914 $ 530,057 (1,514) 34,150 (194,500) 29,149 (499,374) 848,870 746,838 2.0% -1.4% 27.8% -1.9% 12.5% -6.5% 10.0% 1.9% SUBTOTAL $ 1,834,587 $ 1,738,846 23,449 501,561 (1,032,929) 900,888 3,966,402 $ 1,742,252 $ 1,946,379 38,817 130,531 (954,440) 851,938 3,755,477 $ 1,742,252 $ 1,946,379 38,817 130,531 (954,440) 851,938 3,755,477 $ 1,641,806 $ 2,685,060 28,057 125,289 (1,341,971) 1,046,711 4,184,952 $ 1,326,081 $ 1,941,638 28,830 73,781 (906,727) 825,167 3,288,770 $ 416,171 4,741 9,987 56,750 (47,713) 26,771 466,707 23.9% 0.2% 25.7% 43.5% -5.0% 3.1% 12.4% 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 $ 1,796 $ 3,128,668 5,670,048 2,211,249 286,949 129 935,924 435,488 180,857 65,119 1,116 206,498 (273,758) 323,374 13,173,457 $ 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 $ 59,335 $ 2,128,859 6,441,191 2,306,462 248,746 3,085,826 596,835 227,924 91,958 264,323 (1,467,554) 1,588,897 15,572,802 $ 1,646 $ 3,213,651 6,400,035 1,936,496 229,483 2,971,531 443,355 166,081 113,413 251,516 (1,265,886) 1,344,676 15,805,997 $ 150 $ 2,627,139 5,482,130 2,080,625 238,245 2,764,947 526,820 267,589 90,521 275,334 (1,211,069) 1,321,445 14,463,876 $ 59,185 (498,280) 959,061 225,837 10,501 320,879 70,015 (39,665) 1,437 (11,011) (256,485) 267,452 1,108,926 99.7% -23.4% 14.9% 9.8% 4.2% N/A 10.4% 11.7% -17.4% 1.6% N/A -4.2% -17.5% 16.8% 7.1% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 71,379 $ 279,173 23,615 188,943 (34,011) 34,102 563,201 $ 100,000 $ 1,274 101,274 $ 100,000 $ 1,274 101,274 $ 122,609 $ 206,757 216,783 1,251 547,400 $ 100,000 $ 7,000 107,000 $ (7,000) 1,274 (5,726) 0.0% N/A N/A 100.0% N/A N/A -5.7% ALL EXPENDITURES $ 50,321,957 $ 58,137,304 $ 58,090,305 $ 55,223,549 $ 55,773,560 $ 2,316,745 4.0% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,535,500 $ 1,535,500 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ - 0.0% 0.0% TOTAL USES $ 51,857,457 $ 58,167,304 $ 58,120,305 $ 55,253,549 $ 55,803,560 $ 2,316,745 4.0% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 811 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ 532 PUBLIC HEALTH GRANTS OPERATING $ FUND TOTAL SOURCES $ 265 PUBLIC HEALTH FEES OPERATING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 953 $ 953 $ - $ - $ - $ - $ - $ - $ - $ - $ 35,733,333 $ 35,733,333 $ 42,524,645 $ 42,524,645 $ 42,524,645 $ 42,524,645 $ 40,682,667 $ 40,682,667 $ 40,041,018 $ 40,041,018 $ 4,640,059 $ 4,640,059 $ 4,403,833 $ 4,403,833 $ 4,403,833 $ 4,403,833 $ 4,588,729 $ 4,588,729 $ 4,859,263 $ 4,859,263 $ 40,374,345 $ 40,374,345 $ FY 2011 ACTUAL 46,928,478 $ 46,928,478 $ FY 2012 ADOPTED 46,928,478 $ 46,928,478 $ FY 2012 REVISED 45,271,396 $ 45,271,396 $ FY 2012 FORECAST 44,900,281 $ 44,900,281 $ FY 2013 ADOPTED (2,483,627) (2,483,627) 455,430 455,430 N/A N/A -5.8% -5.8% 10.3% 10.3% (2,028,197) -4.3% (2,028,197) -4.3% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 10,050,638 $ 10,050,638 $ 11,064,496 $ 11,064,496 $ 11,017,497 $ 11,017,497 $ 10,260,959 $ 10,260,959 $ 10,903,279 $ 10,903,279 $ 114,218 114,218 1.0% 1.0% $ 37,704,218 $ 21,583 37,725,801 $ 42,524,645 $ 42,524,645 $ 42,524,645 $ 42,524,645 $ 40,682,667 $ 40,682,667 $ 40,041,018 $ 40,041,018 $ 2,483,627 2,483,627 5.8% N/A 5.8% FUND TOTAL USES $ 3,883,558 $ 197,460 4,081,018 $ 4,403,833 $ 174,330 4,578,163 $ 4,403,833 $ 174,330 4,578,163 $ 4,135,593 $ 174,330 4,309,923 $ 4,859,263 $ 4,859,263 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 51,638,414 $ 219,043 $ 51,857,457 $ 57,992,974 $ 174,330 $ 58,167,304 $ 57,945,975 $ 174,330 $ 58,120,305 $ 55,079,219 $ 174,330 $ 55,253,549 $ 55,803,560 $ - $ 55,803,560 $ 532 PUBLIC HEALTH GRANTS OPERATING NON-RECURRING FUND TOTAL USES $ 265 PUBLIC HEALTH FEES OPERATING NON-RECURRING $ 812 (455,430) 174,330 (281,100) 2,142,415 174,330 2,316,745 -10.3% 100.0% -6.1% 3.7% 100.0% 4.0% Maricopa County Annual Business Strategies FY 2013 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 HEALTHY START LEAD HAZARD REDUCTION NEWBORN INTENSIVE CARE NURSE-FAMILY PARTNERSHIPS PARENT SUPPORT 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 FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .90 9.50 5.10 7.00 7.00 29.50 .90 11.50 5.10 7.00 7.00 31.50 .90 12.00 5.10 6.00 7.00 31.00 .90 12.50 5.10 6.00 7.00 31.50 .90 12.00 5.10 6.00 6.00 30.00 (1.00) (1.00) 0.0% 0.0% 0.0% 0.0% (14.3%) (3.2%) 6.00 3.25 9.25 6.00 3.25 9.25 5.00 3.50 8.50 5.00 3.90 8.90 5.00 3.90 8.90 .40 .40 0.0% 11.4% 4.7% 6.50 8.50 15.00 6.50 9.50 16.00 8.00 10.50 18.50 8.00 10.50 18.50 7.50 10.50 18.00 (.50) (.50) (6.3%) 0.0% (2.7%) 29.00 2.35 11.00 14.50 1.60 4.20 4.90 2.00 2.50 4.00 76.05 29.50 2.35 11.00 15.50 2.00 4.40 6.40 8.60 5.00 84.75 21.00 7.50 11.75 16.50 2.00 4.80 6.00 .00 9.60 5.00 84.15 21.00 7.50 11.00 16.50 2.00 4.40 6.00 9.35 5.00 82.75 29.00 7.50 8.00 16.50 2.00 4.40 6.00 9.35 5.00 87.75 8.00 (3.75) (.40) (.25) 3.60 38.1% 0.0% (31.9%) 0.0% 0.0% (8.3%) 0.0% N/A (2.6%) 0.0% 4.3% 34.60 34.60 33.60 33.60 31.10 31.10 32.10 32.10 32.10 32.10 1.00 1.00 3.2% 3.2% 8.60 3.40 12.00 4.00 7.50 11.50 5.50 7.50 13.00 5.50 7.50 13.00 5.75 7.25 13.00 .25 (.25) - 4.5% (3.3%) 0.0% 2.00 25.00 1.00 28.00 2.00 26.00 1.00 29.00 2.00 29.00 1.00 32.00 2.00 29.00 1.00 32.00 2.00 29.00 1.00 32.00 - 0.0% 0.0% 0.0% 0.0% 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 12.50 7.25 20.00 15.00 5.50 23.00 83.25 12.50 7.25 20.00 14.00 5.50 23.00 82.25 12.50 7.25 20.00 14.00 5.50 23.00 82.25 (1.00) (1.00) 0.0% 0.0% 0.0% (6.7%) 0.0% 0.0% (1.2%) 14.50 1.50 9.50 187.70 15.00 6.00 9.30 186.90 15.00 .00 7.00 8.50 167.60 15.00 7.00 9.50 164.10 14.00 10.00 8.50 163.85 (1.00) 3.00 (3.75) (6.7%) N/A 42.9% 0.0% (2.2%) 813 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Program and Activity (continued) WOMEN TOGETHER FOR HEALTH PROGRAM TOTAL PUBLIC HEALTH EMERGENCY MGMT PUB HLTH PREPAREDNESS 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 4.00 217.20 217.20 .00 198.10 195.60 196.35 (1.75) N/A (0.9%) 11.00 11.00 30.95 30.95 27.95 27.95 29.05 29.05 25.30 25.30 (2.65) (2.65) (9.5%) (9.5%) 1.00 1.00 2.00 1.60 1.00 2.60 2.00 1.00 3.00 2.00 1.00 3.00 2.00 1.00 3.00 - 0.0% 0.0% 0.0% 3.00 .65 19.00 22.65 3.00 .65 19.00 22.65 2.55 .50 19.45 22.50 2.55 .50 19.45 22.50 2.55 .50 19.45 22.50 - 0.0% 0.0% 0.0% 0.0% 43.00 43.00 576.75 44.00 44.00 614.00 46.00 46.00 599.05 46.00 46.00 597.15 51.00 51.00 602.15 5.00 5.00 3.10 10.9% 10.9% 0.5% 814 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Health 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 Communicatn Officer Supervisor Counseling Supervisor Counselor Database Administrator Dental Hygienist Department Facilities Planner Deputy Director Deputy Director - Public Health Dietitian/Nutritionist Dietitian/Nutritionist Supv Director - Public Health Epidemiologist Epidemiology Manager Epidemiology Supervisor Executive Assistant Finance Manager - Large Finance/Business Analyst 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 Manager – Large Human Resources Specialist Human Resources Supervisor Infection Control Specialist IS Project Manager Laboratory Supervisor Laboratory Technologist Licensed Practical Nurse Management Analyst Materials Handling Worker Materials Inventory Specialist Media Specialist Medical Assistant Medical Director Medical Records Manager Nurse - Public Health Nurse Pract/Phys Asst Nursing Manager Nursing Supervisor FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 5.00 8.00 7.00 7.00 7.00 5.00 5.50 4.50 6.00 5.00 14.00 14.60 16.00 16.00 20.00 3.00 3.00 3.00 3.00 3.00 13.00 16.00 15.00 15.00 15.00 21.00 18.00 18.00 18.00 18.00 4.00 2.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 16.70 18.20 20.10 19.60 19.35 3.00 4.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 10.00 12.40 14.90 15.00 14.50 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 27.50 28.10 31.10 31.35 30.35 9.00 9.00 9.00 9.00 113.60 115.10 109.10 107.10 107.10 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 31.00 31.00 32.00 32.00 32.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.25 6.25 6.25 6.25 6.25 7.00 8.00 7.00 7.00 7.00 2.00 4.00 6.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 3.00 3.00 3.00 8.00 8.00 10.00 10.00 10.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 58.70 63.10 56.10 56.10 63.10 9.00 9.00 9.00 9.00 9.00 2.00 2.00 2.00 2.00 2.00 8.00 9.00 9.00 9.00 9.00 815 REVISED TO ADOPTED VARIANCE VAR % 0.0% .50 11.1% 4.00 25.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% N/A 0.0% (.75) (3.7%) 0.0% 0.0% (.40) (2.7%) 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% (.75) (2.4%) 0.0% (2.00) (1.8%) 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% (1.00) (16.7%) N/A 0.0% 0.0% 0.0% 0.0% 0.0% 7.00 12.5% 0.0% 0.0% 0.0% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Staffing by Market Range Title (continued) Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Pharmacist Pharmacy Technician Physician Planner - Emergency Services Procurement Officer - County Procurement Specialist Program Coordinator Programmer/Analyst Programmer/Analyst - Sr/Ld Psychiatrist Public Health OPR Manager Public Health Program Admin Radiologic Technologist Risk Mgmt Supervisor Social Worker Social Worker Supervisor Software Sys Engineer - Sr/Ld Special Projects Manager Trades Generalist Trainer Department Total 49.00 72.00 2.00 17.00 2.00 1.00 2.00 1.00 3.00 9.00 2.00 .50 2.00 .50 13.00 2.00 1.00 1.00 576.75 47.00 77.00 2.00 17.00 2.00 1.00 1.75 3.00 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 41.50 71.75 1.00 16.00 2.00 1.00 1.75 2.00 1.00 3.00 11.00 1.00 1.00 3.00 2.00 13.00 1.00 2.00 1.00 1.00 599.05 41.10 69.00 2.00 17.00 2.40 1.00 1.75 2.00 1.00 3.00 10.00 1.00 1.00 3.00 2.00 .50 13.00 1.00 2.00 1.00 1.00 597.15 41.10 69.00 1.00 17.00 2.40 1.00 1.00 2.00 3.00 11.00 1.00 1.00 1.00 3.00 2.00 13.00 1.00 2.00 1.00 1.00 602.15 (.40) (2.75) 1.00 .40 (.75) (1.00) 1.00 3.10 (1.0%) (3.8%) 0.0% 6.3% 20.0% 0.0% (42.9%) 0.0% (100.0%) 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.5% Staffing by Fund 100 265 532 Department Total FUND GENERAL PUBLIC HEALTH FEES PUBLIC HEALTH FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 127.25 131.25 128.75 132.65 131.15 51.00 53.00 57.00 58.00 63.00 398.50 429.75 413.30 406.50 408.00 576.75 614.00 599.05 597.15 602.15 REVISED TO ADOPTED VARIANCE VAR % 2.40 1.9% 6.00 10.5% (5.30) (1.3%) 3.10 0.5% Significant Variance Analysis The department inactivated 1.0 FTE Procurement Officer. The position was transferred to Procurement Services in an effort to centralize Title III activities. Overall, the department eliminated 9.15 FTE’s based on available grant funds which is the net of eliminating 12.55 FTE’s and creating 4.4 FTE’s to meet the demands for services. General Adjustments: Target Adjustments: General Fund (100) • Decrease expenditure budget by $31,471 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. • Decrease budget by $82,747 for reallocation of Procurement Officer from Public Health to Procurement Services. Public Health Fee Fund (265) • Decrease expenditure budget by $9,074 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Public Health Grant Fund (532) 816 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • Department Strategic Plans and Budgets Public Health Decrease expenditure budget by $78,348 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments: General Fund (100) • Increase Regular Benefits by $47,144 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Other Services by $47,144 to offset the benefit rate increase. Public Health Fee Fund (265) • Increase Regular Benefits by $20,985 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Other Services by $20,985 to offset the benefit rate increase. Public Health Grant Fund (532) • Increase Regular Benefits by $159,010 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease General Supplies by $98,010 to offset the benefit rate increase. • Decrease Health Care Services by $36,000 to offset the benefit rate increase. • Decrease Other Services by $25,000 to offset the benefit rate increase. Programs and Activities Clinic Support Services Program The purpose of the Clinic Support Services Program is to provide professional and cost-effective ancillary health services to healthcare providers and patients so they can better manage patient care and treatment. Program Results Measure Description Percent registrations provided with a wait time of 15 minutes or less Percent savings over wholesale price: Rifampin 300 mg Percent savings over wholesale price: PZA 500 mg Percent savings over wholesale price: Myambutol 400 mg Percent savings over wholesale price: Isoniazid 300 mg FY 2011 ACTUAL 91.5% FY 2012 FY 2012 REVISED FORECAST 88.5% 92.8% FY 2013 REV VS ADOPTED ADOPTED VAR % 90.9% 2.4% 2.8% 77.7% 77.3% 77.7% 76.1% -1.1% -1.5% 57.9% 58.3% 58.1% 61.4% 3.0% 5.2% 76.2% 74.6% 84.0% 87.1% 12.5% 16.8% 77.3% 81.0% 71.3% 74.6% -6.5% -8.0% 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: Not mandated. 817 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent registrations provided with a wait time 91.5% 88.5% 92.8% 90.9% 2.4% 2.8% of 15 minutes or less Number registrations provided 26,109 26,000 25,050 27,500 1,500 5.8% Anticipated number registrations requested 26,109 26,000 25,050 27,500 1,500 5.8% Cost per registration $ 11.94 $ 12.11 $ 11.16 $ 9.42 $ 2.68 22.2% 100 - GENERAL TOTAL USES $ $ 311,678 311,678 $ $ 314,745 314,745 $ $ 279,594 279,594 $ $ 259,107 259,107 $ $ 55,638 55,638 17.7% 17.7% Activity Narrative: The recent automation of medical records will reduce operating expenses as well as increase the output and demand. This will improve the efficiency, as the department will be able to provide registrations at a lower cost. 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: Not mandated. 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 2011 ACTUAL 77.7% FY 2012 FY 2012 REVISED FORECAST 77.3% 77.7% FY 2013 ADOPTED 76.1% REV VS ADOPTED VAR % (1.1%) -1.5% 57.9% 58.3% 58.1% 61.4% 3.0% 5.2% 76.2% 74.6% 84.0% 87.1% 12.5% 16.8% 77.3% 81.0% 71.3% 74.6% (6.5%) -8.0% (1.88) 0.0% 0.0% -9.8% $ 15,928 15,929 14.76 $ 17,000 17,000 19.20 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ $ 19,200 19,200 15.35 13,166 13,166 $ $ 201,087 34,085 235,172 $ $ 17,000 17,000 21.09 $ 13,000 13,000 $ $ 11,652 11,652 $ $ 13,000 13,000 $ $ 313,434 13,000 326,434 $ 305,416 $ (10,696) 294,720 $ 345,461 13,000 358,461 $ - 0.0% 0.0% Expenditure $ $ $ $ (32,027) (32,027) -10.2% 0.0% -9.8% Activity Narrative: A Pharmacist position was increased from 0.5 FTE to 1.0 FTE due to the difficulty in recruiting for a part-time position, thereby increasing expenditures in FY 2013. 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. 818 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 92.4% FY 2012 FY 2012 REVISED FORECAST 92.1% 90.5% 97.2% 12.9% 95.0% 13.9% Activities that comprise this program include: • Epidemiological Reporting FY 2013 ADOPTED 92.1% 97.9% 12.6% • REV VS ADOPTED VAR % 0.0% 0.0% 95.0% 13.9% 0.0% 0.0% 0.0% 0.0% 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. 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 2011 ACTUAL 92.4% $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 92.1% 90.5% 97.2% 1,017 1,046 673.77 $ 953 953 $ 650,412 34,808 685,220 $ $ 95.0% 950 1,000 949.28 $ - $ 875,930 25,889 901,819 $ $ FY 2013 ADOPTED 92.1% 97.9% 880 899 881.83 $ 40,706 40,706 $ 735,302 40,706 776,008 $ $ REV VS ADOPTED VAR % 0.0% 0.0% 95.0% 950 1,000 1,016.20 $ - $ 965,391 965,391 $ $ 0.0% (66.92) - 0.0% 0.0% 0.0% -7.0% N/A N/A N/A Expenditure $ $ $ $ $ (89,461) 25,889 (63,572) -10.2% 100.0% N/A -7.0% Activity Narrative: When compared to FY 2012 Forecast, expenditures for this activity are increasing due to the anticipated increase in demand and output in FY 2013, as more reporting on communicable diseases will be required for accreditation. 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 819 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 12.9% FY 2012 FY 2012 REVISED FORECAST 13.9% 12.6% FY 2013 ADOPTED 13.9% REV VS ADOPTED VAR % 0.0% 0.0% 10,853 10,000 10,495 10,000 - 0.0% 84,025 72,000 83,553 72,000 - 0.0% $ 82.70 $ 861,105 36,385 897,490 $ 113.75 $ 96.37 $ 104.65 $ 9.10 8.0% $ 1,046,480 $ 1,046,480 $ 34,219 56,784 91,003 3.2% 100.0% N/A 8.0% Expenditure 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ 1,080,699 56,784 $ 1,137,483 $ 1,011,421 $ 1,011,421 $ 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. 820 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Health 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 80.0% 71.4% 71.4% 80.0% 8.6% 12.0% 81.3% 85.0% 82.6% 92.0% 7.0% 8.2% 89.7% 80.0% 76.3% 87.5% 7.5% 9.4% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 57.4% 71.4% 53.7% 50.0% -21.4% -30.0% 65.8% 60.0% 76.9% 67.3% 7.3% 12.2% 100.0% 68.8% 97.9% 100.0% 31.3% 45.5% 89.7% 85.3% 85.4% 85.0% -0.3% -0.3% 56.4% 55.2% 58.8% 58.8% 3.7% 6.6% 88.4% 77.0% 82.4% 77.1% 0.1% 0.2% 44.4% 65.0% 65.0% 109.3% 44.3% 68.1% N/A 80.0% 80.2% 80.0% 0.0% 0.0% 87.0% 86.7% 84.4% 80.0% -6.7% -7.7% Activities that comprise this program include: • Child Care Health Consultations • Dental Sealants • Lead Hazard Reduction • Nurse-Family Partnerships • Healthy Start • • • • Well Women Healthcheck Family Health Partnerships Newborn Intensive Care Teen Pregnancy Prevention 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: Not mandated. 821 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A $ FY 2012 FY 2012 REVISED FORECAST 80.0% 80.2% FY 2013 ADOPTED 80.0% REV VS ADOPTED VAR % 0.0% 0.0% 3,540 3,800 4,601 1,520 (2,280) -60.0% N/A 25 20 6 (19) -75.0% 3,540 3,800 4,601 1,520 (2,280) -60.0% 537.22 $ 662.23 $ 415.63 $ 1,686.17 $ (1,023.94) -154.6% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,431,702 $ 1,431,702 $ 2,696,596 $ 2,696,596 $ 1,912,311 $ 1,912,311 $ 2,544,538 $ 2,544,538 $ $ (152,058) (152,058) -5.6% -5.6% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,901,750 $ 1,901,750 $ 2,516,481 $ 2,516,481 $ 1,912,311 $ 1,912,311 $ 2,562,976 $ 2,562,976 $ $ (46,495) (46,495) -1.8% -1.8% Expenditure 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: Not mandated. 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 2011 ACTUAL 100.0% $ 2,650 2,650 240.43 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% $ 2,600 2,600 262.38 $ 4,711 4,711 195.06 524,577 524,577 $ $ 682,000 682,000 $ $ 637,137 637,137 $ $ 682,197 682,197 $ $ FY 2013 ADOPTED 100.0% $ 3,000 3,000 227.84 918,950 918,950 $ $ 918,950 918,950 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ 400 400 34.54 15.4% 15.4% 13.2% 682,000 682,000 $ $ - 0.0% 0.0% 683,527 683,527 $ $ Expenditure (1,330) (1,330) -0.2% -0.2% Activity Narrative: In FY 2012, the department received additional grant funds to serve more clients. The State of Arizona is requiring that certain exams/screenings be completed in tandem. This will decrease the output and demand, as the mobile clinics are not equipped to provide all women’s wellness procedures. 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: Not mandated. 822 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of children needing sealants who receive them Number eligible children receiving sealants Anticipated number children eligible to receive sealants Cost per eligible child receiving sealants FY 2011 ACTUAL 57.4% FY 2012 FY 2012 REVISED FORECAST 71.4% 53.7% $ 121.63 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 297,450 297,450 $ 1,059,683 $ 1,059,683 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 80,620 321,990 402,610 $ 3,310 5,765 5,000 7,000 $ 257.84 FY 2013 ADOPTED 50.0% 5,059 9,428 $ 233.79 REV VS ADOPTED VAR % (21.4%) -30.0% 4,800 9,600 $ (200) 2,600 -4.0% 37.1% (57.57) -22.3% 315.41 $ $ 1,093,760 $ 1,093,760 $ 1,467,499 $ 1,467,499 $ $ 407,816 407,816 38.5% 38.5% $ $ $ 13,652 (238,413) (224,761) 12.2% -20.3% -17.4% Expenditure $ 112,165 1,177,046 $ 1,289,211 88,966 1,093,760 $ 1,182,726 98,513 1,415,459 $ 1,513,972 $ Activity Narrative: Due to an increase in the grant award, the number of children eligible to receive sealants as well as those receiving sealants is expected to increase in FY 2013. 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: Not mandated. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of coalition members who report that there is progress towards implementation of plan goals. Number of partnerships developed or retained FY 2011 ACTUAL 80.0% FY 2012 FY 2012 REVISED FORECAST 71.4% 71.4% FY 2013 ADOPTED 80.0% REV VS ADOPTED VAR % 8.6% 12.0% 29 12 17 10 (2) -16.7% (2) -16.7% Anticipated number of partnerships to be developed or retained Cost per partnership developed 29 12 17 10 $ 33,140.24 $ 96,348.67 $ 64,769.65 $ 100,298.00 $ (3,949.33) -4.1% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 53,299 53,299 $ $ 259,317 259,317 $ $ 289,713 289,713 $ $ 363,636 363,636 $ $ 104,319 104,319 40.2% 40.2% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 718,656 242,411 961,067 $ 888,363 267,821 $ 1,156,184 $ 811,371 289,713 $ 1,101,084 $ 663,473 339,507 $ 1,002,980 $ 224,890 (71,686) 153,204 25.3% -26.8% 13.3% Expenditure $ $ Activity Narrative: The department expects community resources funding to decline which will result in fewer community agencies participating as partners with MCHDP lowering the demand and output in FY 2013. 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: Not mandated. 823 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of families who have increased knowledge of lead hazards Percent families who take at least one new lead hazard reduction action Number of educational home visits anticipated number of educational home visits FY 2011 ACTUAL 65.8% FY 2012 FY 2012 REVISED FORECAST 60.0% 76.9% 100.0% 68.8% 81 82 FY 2013 ADOPTED 67.3% 97.9% 50 50 REV VS ADOPTED VAR % 7.3% 12.2% 100.0% 65 65 31.3% 52 52 45.5% 2 2 4.0% 4.0% cost per educational home visit $ 1,602.91 $ 4,982.60 $ 1,497.49 $ 1,905.13 $ 3,077.47 61.8% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 119,893 119,893 $ $ 249,358 249,358 $ $ 97,337 97,337 $ $ 98,127 98,127 $ $ (151,231) (151,231) -60.6% -60.6% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 129,836 129,836 $ $ 249,130 249,130 $ $ 97,337 97,337 $ $ 99,067 99,067 $ $ 150,063 150,063 60.2% 60.2% Expenditure Activity Narrative: The department renewed a contract with the City of Phoenix in FY 2012. This will allow the department to continue to service families and maintain the output and results at levels similar to that of FY 2012 Forecast in FY 2013. 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: Not mandated. 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 2011 ACTUAL 89.7% FY 2012 FY 2012 REVISED FORECAST 85.3% 85.4% FY 2013 ADOPTED 85.0% REV VS ADOPTED VAR % (0.3%) -0.3% 56.4% 55.2% 58.8% 58.8% 3.7% 6.6% 88.4% 77.0% 82.4% 77.1% 0.1% 0.2% $ 1,928 1,928 204.07 $ 1,600 1,600 258.61 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ 2,209 2,209 193.62 312,985 312,985 $ $ 393,440 393,440 $ $ $ 2,000 2,000 200.58 391,777 391,777 $ $ 413,778 413,778 $ $ $ 400 400 58.03 25.0% 25.0% 22.4% 427,712 427,712 $ $ 398,716 398,716 $ $ 6,939 6,939 1.8% 1.8% 427,712 427,712 $ $ 401,159 401,159 $ $ 12,619 12,619 3.0% 3.0% Expenditure Activity Narrative: In FY 2012, the department experienced an increase in demand, which they were able to meet. It is expected for this trend to continue in FY 2013 as more infants are identified as being at-risk at birth. 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: Not mandated. 824 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 87.0% FY 2012 FY 2012 REVISED FORECAST 86.7% 84.4% $ 2,877 2,877 326.01 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 948,848 948,848 $ 1,110,023 $ 1,110,023 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 937,939 937,939 $ 1,102,581 $ 1,102,581 $ 2,000 2,000 551.29 2,800 2,800 396.79 $ 1,068,947 $ 1,068,947 $ 1,068,947 $ 1,068,947 $ 2,737 2,737 390.55 FY 2013 ADOPTED 80.0% REV VS ADOPTED VAR % (6.7%) -7.7% $ 800 800 154.50 40.0% 40.0% 28.0% $ 1,108,005 $ 1,108,005 $ $ (2,018) (2,018) -0.2% -0.2% $ 1,111,010 $ 1,111,010 $ $ (8,429) (8,429) -0.8% -0.8% $ Expenditure Activity Narrative: The department anticipates receiving additional grant funds in FY 2013 which will provide the necessary resources to deliver health care services to low income expectant mothers in the South Phoenix area. 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: Not mandated. Measure Type Result Result Result Output Output Demand Demand Efficiency Measure FY 2011 REV VS ADOPTED FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of women receiving adequate number 81.3% 85.0% 82.6% 92.0% 7.0% 8.2% of prenatal care visits (as per American College of Obstetrics & Gynecology (ACOG) standards) Percent of infants receiving adequate 89.7% 80.0% 76.3% 87.5% 7.5% 9.4% immunizations (as per American Academy of Pediatrics (AAP) standards) Percent of eligible community members 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% receiving educational services Number of case management services 275 400 460 400 0.0% received Number of maternal/child health educational 99 180 109 110 (70) -38.9% sessions received Anticipated number case management 275 400 460 400 0.0% services requested anticipated number community based 99 180 109 110 (70) -38.9% maternal/child health educational sessions requested Cost per case management service received $ 3,071.20 $ 2,473.25 $ 2,031.80 $ 2,483.73 $ (10.48) -0.4% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 822,088 822,088 $ $ 964,924 964,924 $ $ 934,630 934,630 $ $ 988,684 988,684 $ $ 23,760 23,760 2.5% 2.5% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 844,580 844,580 $ $ 989,299 989,299 $ $ 934,630 934,630 $ $ 993,491 993,491 $ $ (4,192) (4,192) -0.4% -0.4% Expenditure 825 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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: Not mandated. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of youth who report an increased ability to make healthy decisions as measured by the pre- and post-Youth Development Inventory Number of youth educated Anticipated number of youth to be educated Cost per youth educated FY 2011 ACTUAL 44.4% $ 117 117 3,046.07 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 65.0% 65.0% $ 200 200 4,522.03 $ 258 258 3,600.96 304,993 304,993 $ $ 931,160 931,160 $ $ 356,390 356,390 $ $ 904,406 904,406 $ $ FY 2013 ADOPTED 109.3% $ 200 200 4,684.05 929,047 929,047 $ $ 929,047 929,047 $ $ REV VS ADOPTED VAR % 44.3% 68.1% $ (162.02) 0.0% 0.0% -3.6% 933,553 933,553 $ $ 2,393 2,393 0.3% 0.3% 936,809 936,809 $ $ (32,403) (32,403) -3.6% -3.6% Expenditure Healthcare for the Homeless Program The purpose of the Healthcare for the Homeless Program is to provide integrated medical and behavioral health services, in a holistic manner, to homeless individuals in Maricopa County so they can receive primary care in order to achieve an optimal level of health. Program Results Measure Description Percent of visits made in the clinic FY 2011 ACTUAL 67.9% FY 2012 FY 2012 REVISED FORECAST 58.0% 72.8% FY 2013 ADOPTED 58.0% REV VS ADOPTED VAR % 0.0% 0.0% 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: Not mandated. 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 67.9% 58.0% 64.9% 58.0% 0.0% 0.0% 30,599 28,160 15,981 28,160 0.0% 32,801 28,927 16,321 28,927 0.0% $ 102.24 $ 89.19 $ 183.76 $ 98.91 $ (9.72) -10.9% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 3,099,313 $ 3,099,313 $ 2,617,155 $ 2,617,155 $ 2,936,613 $ 2,936,613 $ 2,810,297 $ 2,810,297 $ $ 193,142 193,142 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 3,128,477 $ 3,128,477 $ 2,511,670 $ 2,511,670 $ 2,936,613 $ 2,936,613 $ 2,785,327 $ 2,785,327 $ $ (273,657) (273,657) 7.4% 7.4% Expenditure 826 -10.9% -10.9% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 85.2% FY 2012 FY 2012 REVISED FORECAST 90.0% 81.0% FY 2013 ADOPTED 90.4% REV VS ADOPTED VAR % 0.4% 0.5% 85.0% 89.3% 73.6% 96.0% 6.7% 7.5% 36.3% 50.0% 48.4% 46.0% -4.0% -8.0% Activities that comprise this program include: • HIV Counseling & Testing • HIV Surveillance & Investigation HIV Counseling & Testing Activity The purpose of the HIV Counseling & Testing Activity is to provide counseling and testing services for people at risk for HIV infection so they can be tested and referred for services in a timely manner. Mandates: AZ Admin Code R9-6-339 mandates the procedures that the State Department of Health expects from the county, if the county selects to engage in HIV testing. ARS §36-663 mandates that if the county engages in HIV testing, that it follow certain procedures and maintain specific confidentiality standards in regards to the tests. ARS §36-663 also mandates HIV counseling following any positive test. ARS §36-664 mandates the confidentiality requirements that the Public Health Department must adhere to concerning communicable diseases. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of clients who are positive who are referred for care within 30 working days Number client visits Anticipated number client visits Cost per client visit FY 2011 ACTUAL 85.2% $ 2,851 2,851 146.52 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 90.0% 81.0% $ 2,500 2,500 187.66 $ 2,313 2,313 164.02 453,000 453,000 $ $ 443,816 443,816 $ $ 417,737 417,737 $ $ 469,155 469,155 $ $ FY 2013 ADOPTED 90.4% $ 2,600 2,600 184.40 379,369 379,369 $ $ 379,369 379,369 $ $ REV VS ADOPTED VAR % 0.4% 0.5% $ 100 100 3.26 4.0% 4.0% 1.7% 477,737 477,737 $ $ 33,921 33,921 7.6% 7.6% 479,445 479,445 $ $ (10,290) (10,290) -2.2% -2.2% Expenditure Activity Narrative: Revenue and expenditures are increasing in FY 2013 due to a shift in funding from the HIV Surveillance & Investigation Activity. The department is focusing on providing better service and referrals to individuals living with the disease to improve their health. HIV Surveillance & Investigation Activity The purpose of the HIV Surveillance & Investigation Activity is to provide case review and follow up to individuals who are reported or suspected of having been infected with HIV so they can be tested and referred for services in a timely manner. 827 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates: AZ Admin Code R9-6-339 mandates the procedures that the State Department of Health expects from the county, if the county selects to engage in HIV testing. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of cases closed within 30 business days Percent of cases where at least one contact was notified of exposure Number of positive HIV cases investigated Number of positive HIV case reports received FY 2011 ACTUAL 85.0% FY 2012 FY 2012 REVISED FORECAST 89.3% 73.6% FY 2013 ADOPTED 96.0% 36.3% 50.0% 48.4% 46.0% 521 864 560 800 508 922 500 1,000 REV VS ADOPTED VAR % 6.7% 7.5% (4.0%) -8.0% (60) 200 -10.7% 25.0% Cost per positive HIV case investigated $ 387.45 $ 765.87 $ 646.58 $ 751.40 $ 14.47 1.9% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 124,979 124,979 $ $ 461,467 461,467 $ $ 328,464 328,464 $ $ 373,270 373,270 $ $ (88,197) (88,197) -19.1% -19.1% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 201,861 201,861 $ $ 428,889 428,889 $ $ 328,464 328,464 $ $ 375,700 375,700 $ $ 53,189 53,189 12.4% 12.4% Expenditure Activity Narrative: Revenue and expenditures are decreasing in FY 2013 due to a shift in funding from this activity to the HIV Counseling & Testing Activity. The department is focusing on providing better service and referrals to improve the health of individuals affected by the disease. 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 2011 ACTUAL 90.5% FY 2012 FY 2012 REVISED FORECAST 90.7% 88.0% FY 2013 ADOPTED 87.3% REV VS ADOPTED VAR % -3.3% -3.7% 44.1% 49.0% 49.0% 49.0% 0.0% 0.0% 93.1% 90.7% 90.7% 90.7% 0.0% 0.0% 95.9% 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 Adopted immunizations to individuals so they can avoid contracting a variety of preventable diseases. Mandates: Not mandated. 828 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 90.5% $ 2,905 2,905 97.14 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 265 - PUBLIC HEALTH FEES TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 90.7% 88.0% $ 2,837 2,837 81.54 $ 2,802 2,802 87.81 278,207 278,207 $ $ 232,000 232,000 $ $ 282,194 282,194 $ $ 231,332 231,332 $ $ FY 2013 ADOPTED 87.3% REV VS ADOPTED VAR % (3.3%) -3.7% $ 2,762 2,762 90.86 (75) (75) (9.32) -2.6% -2.6% -11.4% $ 259,918 259,918 $ $ 250,000 250,000 $ $ 18,000 18,000 7.8% 7.8% 246,056 246,056 $ $ 250,953 250,953 $ $ (19,621) (19,621) -8.5% -8.5% Expenditure Childhood Immunizations Activity The purpose of the Childhood Immunizations Activity is to provide immunizations to children 0 to 18 so they can avoid contracting and spreading vaccine-preventable diseases. Mandates: ARS §36-671-674 outlines the tobacco tax account and specifies that a certain percentage of the revenues may be used by the state to contract with counties for the treatment of preventable diseases in children. AZ Admin Code R9-6-703 requires the county health department to immunize any child for the diseases listed and upon request of the parent or guardian. 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 2011 ACTUAL 44.1% $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,368,675 353,509 $ 1,722,184 $ 2,395,458 361,000 $ 2,756,458 $ 2,793,004 287,458 $ 3,080,462 $ 2,122,493 360,000 $ 2,482,493 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ 157,894 157,894 16.93 FY 2012 FY 2012 REVISED FORECAST 49.0% 49.0% $ 200,000 200,000 21.50 $ 142,945 142,945 26.92 FY 2013 ADOPTED 49.0% $ 175,000 175,000 19.51 REV VS ADOPTED VAR % 0.0% 0.0% $ $ (25,000) (25,000) 1.98 -12.5% -12.5% 9.2% (272,965) (1,000) (273,965) -11.4% -0.3% -9.9% (17,678) 864,150 37,730 884,202 -2.0% 28.9% 9.5% 20.6% Expenditure 821,679 1,626,315 224,876 $ 2,672,870 906,539 2,993,475 399,159 $ 4,299,173 820,402 2,793,004 235,273 $ 3,848,679 924,217 2,129,325 361,429 $ 3,414,971 $ 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. 829 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Demand Measure Description Percent of children aged 2-5 in child care facilities that are up-to-date with all required immunizations Percent of children >5 in schools that are up-todate with all the immunizations required to attend school Number individuals educated Anticipated number individuals to be educated Efficiency Cost per individual educated Expenditure 100 - GENERAL TOTAL USES FY 2011 ACTUAL 93.1% FY 2012 FY 2012 REVISED FORECAST 90.7% 90.7% REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 90.7% 95.9% 94.4% 94.4% 94.4% 1,411 1,411 2,000 2,000 1,777 1,777 2,000 2,000 0.0% - 0.0% 0.0% 0.0% $ 69.66 $ 48.58 $ 54.06 $ 51.09 $ (2.50) -5.1% $ $ 98,289 98,289 $ $ 97,168 97,168 $ $ 96,061 96,061 $ $ 102,170 102,170 $ $ (5,002) (5,002) -5.1% -5.1% 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 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% 90.0% 98.7% 100.0% 10.0% 11.1% 22.0% 97.6% 21.4% 94.7% 21.7% 96.6% 21.7% 96.0% 0.3% 1.3% 1.5% 1.4% 51.1% 50.0% 49.5% 50.0% 0.0% 0.0% 73.9% 70.0% 73.9% 70.0% 0.0% 0.0% 100.0% 99.1% 100.0% 100.0% 0.9% 0.9% 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: Not mandated. 830 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 100.0% $ 152,576 152,576 4.11 $ $ 626,685 626,685 FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% $ 156,000 156,000 3.44 $ $ 537,009 537,009 $ 158,590 158,590 3.21 $ $ 508,806 508,806 FY 2013 ADOPTED 100.0% $ 155,000 155,000 3.80 $ $ 589,205 589,205 REV VS ADOPTED VAR % 0.0% 0.0% $ (1,000) (1,000) (0.36) -0.6% -0.6% -10.4% $ $ (52,196) (52,196) -9.7% -9.7% 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: Not mandated. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of people confirmed with Hansen's Disease receiving treatment Percent of people receiving treatment Percent of people requesting treatment Cost per person treated FY 2011 ACTUAL 100.0% $ 69 70 532.99 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% $ 73 73 450.86 $ 55 55 635.16 30,132 30,132 $ $ 32,913 32,913 $ $ 36,776 36,776 $ $ 32,913 32,913 $ $ FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 63 63 523.78 (10) (10) (72.91) -13.7% -13.7% -16.2% $ 34,934 34,934 $ $ 32,998 32,998 $ $ 85 85 0.3% 0.3% 34,934 34,934 $ $ 32,998 32,998 $ $ (85) (85) -0.3% -0.3% 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: Not mandated. 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 90.0% 98.7% $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,873,107 2,455 $ 1,875,562 $ 1,852,429 2,500 $ 1,854,929 $ 1,523,639 2,241 $ 1,525,880 $ 1,428,742 5,000 $ 1,433,742 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ 2,030 2,045 807.63 $ 3,000 3,000 659.30 $ 1,905 1,911 854.96 FY 2013 ADOPTED 100.0% $ 1,739 1,750 889.95 REV VS ADOPTED VAR % 10.0% 11.1% $ $ (1,261) (1,250) (230.65) -42.0% -41.7% -35.0% (423,687) 2,500 (421,187) -22.9% 100.0% -22.7% (17,728) 450,512 (2,500) 430,284 -19.5% 23.9% -100.0% 21.8% Expenditure 87,014 1,552,475 $ 1,639,489 91,115 1,884,299 2,500 $ 1,977,914 103,984 1,523,639 1,085 $ 1,628,708 108,843 1,433,787 5,000 $ 1,547,630 $ Activity Narrative: Security restrictions set forth by the Federal government as well as the expected continuance of a sluggish economy and poor job market will reduce the number of refugees presenting 831 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget for screening in Maricopa County, as fewer immigrants are expected to migrate to the Phoenix area in FY 2013. STD Examinations and Treatment Activity The purpose of the STD Examinations & Treatment Activity is to provide exams, diagnosis and treatment services to people who have or may have contracted an STD so that they can be disease free. Mandates: AZ Admin Code R9-6-312 requires that the local health agency treat anyone potentially exposed to Chlamydia for the disease. R9-6-330 requires that the local health agency treat anyone potentially exposed to gonorrhea for the disease. R9-6-368 requires that the local health agency treat anyone potentially exposed to syphilis for the disease. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of clients who test positive for a STD Percent of clients testing positive who received treatment Number of STD client visits Anticipated number of STD client visits Cost per client visit FY 2011 ACTUAL 22.0% 97.6% $ 18,937 19,024 68.13 $ $ 17,500 18,000 78.74 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,025,505 $ 1,067,390 (5,712) 40,564 270,406 270,037 $ 1,290,199 $ 1,377,991 $ 1,335 287,014 288,349 FY 2012 FY 2012 REVISED FORECAST 21.4% 21.7% 94.7% 96.6% $ 40,564 270,000 310,564 $ $ $ 20,079 20,641 69.51 42,273 288,886 331,159 FY 2013 ADOPTED 21.7% 96.0% $ $ 18,500 19,000 77.08 REV VS ADOPTED VAR % 0.3% 1.5% 1.3% 1.4% $ 40,668 290,000 330,668 $ $ 1,094,155 40,668 291,195 $ 1,426,018 $ $ $ 1,000 1,000 1.66 5.7% 5.6% 2.1% 104 20,000 20,104 0.3% 7.4% 6.5% (26,765) (104) (21,158) (48,027) -2.5% -0.3% -7.8% -3.5% Expenditure $ 1,067,359 42,273 285,979 $ 1,395,611 $ 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. 832 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 51.1% FY 2012 FY 2012 REVISED FORECAST 50.0% 49.5% $ 182.28 $ 210.70 $ 182.28 $ 209.82 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 276,999 276,999 $ $ 306,766 306,766 $ $ 405,722 405,722 $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 698,438 284,803 983,241 $ 714,242 339,280 $ 1,053,522 $ 620,934 405,722 65,000 $ 1,091,656 $ 73.9% 70.0% 5,394 24,192 FY 2013 ADOPTED 50.0% 73.9% 5,000 21,000 REV VS ADOPTED VAR % 0.0% 0.0% 70.0% 5,989 26,644 0.0% 5,250 23,000 0.0% 250 2,000 5.0% 9.5% $ 0.89 0.4% 368,940 368,940 $ $ 62,174 62,174 20.3% 20.3% 729,988 371,543 $ 1,101,531 $ (15,746) (32,263) (48,009) -2.2% -9.5% N/A -4.6% 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 Revenue Measure Description Percent of case investigations started within 7 business days Number of positive cases investigated Number of positive cases reported Cost per case investigation FY 2011 ACTUAL 100.0% $ 95 621 2,611.95 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ FY 2012 FY 2012 REVISED FORECAST 99.1% 100.0% $ 110 720 2,780.75 $ 99 482 3,245.36 - $ $ - $ $ 248,135 248,135 $ 305,882 305,882 $ FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.9% 0.9% $ 61 402 8,754.82 $ (49) (318) (5,974.07) 25,107 25,107 $ $ 216,094 216,094 $ $ 216,094 216,094 296,184 25,107 321,291 $ 317,375 216,669 534,044 $ (11,493) (216,669) (228,162) -44.5% -44.2% -214.8% N/A N/A Expenditure $ $ $ $ $ -3.8% N/A -74.6% Activity Narrative: The department is anticipating a grant for Tuberculosis research in FY 2013. While there is no way predict or determine the number of TB patients in a given year, the department is confident that with increased public awareness on ways to prevent the spread of TB, the demand will decline in FY 2013 when compared to FY 2012 Forecast. 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. 833 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 8,781 8,781 251.41 $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 527,058 76,525 603,583 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,460,470 649,795 97,357 $ 2,207,622 $ $ $ $ 10,500 10,500 196.48 531,176 75,000 606,176 $ $ $ 8,057 8,057 259.18 495,573 61,540 557,113 FY 2013 ADOPTED 100.0% $ $ $ 7,818 7,818 261.38 517,399 75,000 592,399 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ (2,682) (2,682) (64.90) -25.5% -25.5% -33.0% (13,777) (13,777) -2.6% 0.0% -2.3% 13,794 12,221 (6,407) 19,608 0.9% 2.3% -9.3% 1.0% Expenditure $ 1,462,146 531,948 68,989 $ 2,063,083 $ 1,533,951 495,573 58,701 $ 2,088,225 $ 1,448,352 519,727 75,396 $ 2,043,475 $ $ 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 vegetable consumption Percent change in daily consumption of calcium-containing dairy foods Percent change in identification of correct daily value for calcium Percent change in identification of foods containing calcium Percent change in physical activity Percent of food drafts redeemed Percent 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 77.8% REV VS ADOPTED VAR % N/A N/A N/A 26.0% 26.0% 26.0% 0.0% 0.0% N/A 60.0% 60.0% 60.0% 0.0% 0.0% N/A 20.0% 20.0% 20.0% 0.0% 0.0% N/A 84.8% 94.0% 16.0% 90.4% 94.0% 16.0% 82.2% 94.0% 16.0% 84.0% 94.0% 0.0% -6.4% 0.0% 0.0% -7.1% 0.0% 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: Not mandated. 834 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL N/A N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A 26.0% 26.0% FY 2013 ADOPTED 77.8% 26.0% REV VS ADOPTED VAR % N/A N/A 0.0% 0.0% N/A 60.0% 60.0% 60.0% 0.0% 0.0% N/A 20.0% 20.0% 20.0% 0.0% 0.0% N/A 8,400 7,752 16.0% 7,000 5,000 16.0% 10,703 5,000 16.0% 9,500 6,000 0.0% 2,500 1,000 0.0% 35.7% 20.0% 8,400 7,000 10,703 9,500 2,500 35.7% 7,752 5,000 5,000 6,000 1,000 20.0% $ 79.00 $ 100.86 $ 67.42 $ 72.08 $ 28.77 28.5% 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 236,402 17,700 254,102 $ 331,380 17,180 348,560 $ 378,874 17,492 396,366 $ 358,361 17,492 375,853 $ 26,981 312 27,293 8.1% 1.8% 7.8% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 321,599 327,385 14,624 663,608 $ 348,117 340,697 17,180 705,994 $ 330,880 378,874 11,808 721,562 $ 307,050 360,260 17,492 684,802 $ 41,067 (19,563) (312) 21,192 11.8% -5.7% -1.8% 3.0% $ $ $ $ $ Expenditure $ $ $ $ $ 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: Not mandated. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of food drafts redeemed Number of client encounters Anticipated number of client encounters Cost per client encounter FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 84.8% 90.4% 82.2% 84.0% (6.4%) -7.1% 922,535 900,000 889,604 912,000 12,000 1.3% 922,535 900,000 889,604 912,000 12,000 1.3% $ 10.69 $ 11.65 $ 10.69 $ 10.60 $ 1.05 9.0% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 10,840,562 $ 10,840,562 $ 11,075,725 $ 11,075,725 $ 9,506,344 $ 9,506,344 $ 9,613,444 $ 9,613,444 $ (1,462,281) $ (1,462,281) 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 9,864,936 $ 9,864,936 $ 10,482,316 $ 10,482,316 $ 9,506,344 $ 9,506,344 $ 9,664,039 $ 9,664,039 $ $ -13.2% -13.2% Expenditure 818,277 818,277 7.8% 7.8% 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: Not mandated. 835 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure Description Rate of (disease) per 100,000 population Number of new policies developed TBD Number of new policies anticipated Total activity expenditure per policy developed FY 2011 ACTUAL N/A N/A N/A N/A N/A FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED N/A N/A N/A N/A N/A 24 N/A N/A N/A N/A N/A 24 N/A N/A $ 61,071.92 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 71,034 71,034 $ $ 370,501 370,501 $ $ 595,477 595,477 $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 142,266 142,266 $ 518,840 362,464 881,304 $ 667,085 667,085 $ $ 296,584 296,584 80.0% 80.0% 516,621 595,477 $ 1,112,098 $ 796,873 668,853 $ 1,465,726 $ (278,033) (306,389) (584,422) -53.6% -84.5% -66.3% Expenditure $ $ $ Activity Narrative: The expenditures are increasing in FY 2013 due to the department becoming fully staffed in this activity; thus allowing the department to improve community health outcomes for citizens and the community by working to inform and educate the public on a variety of health issues. 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: Not mandated. 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 FY 2011 ACTUAL 94.0% FY 2012 FY 2012 REVISED FORECAST 94.0% 94.0% 3,747 3,747 1,500 1,500 FY 2013 ADOPTED 94.0% 7,111 7,111 REV VS ADOPTED VAR % 0.0% 0.0% 5,000 5,000 3,500 3,500 233.3% 233.3% Cost per person educated $ 291.93 $ 787.58 $ 159.68 $ 219.15 $ 568.43 72.2% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 996,342 996,342 $ $ 960,192 960,192 $ $ 944,401 944,401 $ $ 948,829 948,829 $ $ (11,363) (11,363) -1.2% -1.2% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 172,211 921,672 $ 1,093,883 $ 205,359 976,005 $ 1,181,364 $ 191,054 944,401 $ 1,135,455 $ 141,856 953,872 $ 1,095,728 $ 63,503 22,133 85,636 30.9% 2.3% 7.2% Expenditure $ Public Health Emergency Management Program The purpose of the Public Health Emergency Management Program is to provide preparedness plans, training, exercises and education to Maricopa County residents and community partners so they can successfully respond to a public health emergency. Program Results Measure Description Percent of those trained who indicate understanding of their roles and Percent of exercise evaluations rated as good or excellent FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 100.0% 95.0% 836 94.0% FY 2013 ADOPTED 100.0% 95.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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: Not mandated. 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 5,760,943 $ 5,760,943 $ 3,836,357 $ 3,836,357 $ 4,074,505 $ 4,074,505 $ 2,822,131 $ 2,822,131 $ (1,014,226) $ (1,014,226) -26.4% -26.4% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ $ $ 100.0% 23.4% 24.5% 100.0% 2,981 2,981 1,665.93 95.0% $ 1,500 1,500 2,488.05 FY 2013 ADOPTED 100.0% 94.0% $ 3,394 3,394 1,200.50 REV VS ADOPTED VAR % 0.0% 0.0% 95.0% 3,500 3,500 805.44 $ 0.0% $ 2,000 2,000 1,682.61 0.0% 133.3% 133.3% 67.6% Expenditure 4,966,136 $ 4,966,136 51,080 3,680,989 $ 3,732,069 4,074,505 $ 4,074,505 2,819,039 $ 2,819,039 $ 51,080 861,950 913,030 Activity Narrative: The significant decrease in revenue and expenditure, when compared to FY 2012 Forecast, is the result of the expected reduction in available grant funds for this activity in FY 2013. 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 2011 ACTUAL N/A 100.0% FY 2012 FY 2012 REVISED FORECAST 55.0% 55.0% 100.0% Activities that comprise this program include: • Ryan White Dental Insurance 100.0% • FY 2013 RECOMM 55.9% 100.0% REV VS RECOMM VAR % 0.9% 1.6% 0.0% 0.0% 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: Not mandated. 837 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL N/A $ FY 2012 FY 2012 REVISED FORECAST 55.0% 55.0% FY 2013 ADOPTED 55.9% REV VS ADOPTED VAR % 0.9% 1.6% 652 600 796 900 300 50.0% 753 600 796 900 300 50.0% 1,914.67 $ 2,238.36 $ 1,726.03 $ 1,527.23 $ 711.13 31.8% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,096,917 $ 1,096,917 $ 1,345,538 $ 1,345,538 $ 1,373,921 $ 1,373,921 $ 1,373,850 $ 1,373,850 $ $ 28,312 28,312 2.1% 2.1% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,248,366 $ 1,248,366 $ 1,343,016 $ 1,343,016 $ 1,373,921 $ 1,373,921 $ 1,374,511 $ 1,374,511 $ $ (31,495) (31,495) -2.3% -2.3% Expenditure Activity Narrative: The enrollment cap is being increased by the grantor in FY 2013 allowing more clients to be served while maintaining the same level of staffing. This will result in an increase in efficiency. 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 2011 ACTUAL 100.0% $ 64 94 1,265.03 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% $ 55 65 3,632.84 $ 53 79 2,388.15 84,840 84,840 $ $ 200,182 200,182 $ $ 80,962 80,962 $ $ 199,806 199,806 $ $ FY 2013 ADOPTED 100.0% $ 60 95 3,014.00 126,572 126,572 $ $ 126,572 126,572 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ 5 30 618.84 9.1% 46.2% 17.0% 180,296 180,296 $ $ (19,886) (19,886) -9.9% -9.9% 180,840 180,840 $ $ 18,966 18,966 9.5% 9.5% 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. 838 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Program Results Measure Description Rate of tobacco use among adults in Maricopa County Percent of trained dental practices referring tobacco-using patients to community services FY 2011 ACTUAL N/A Percent of inspected facilities in compliance FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 16.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 84.4% N/A N/A 52.5% 50.0% 74.3% 59.5% 9.5% 19.0% 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 tobacco use prevention education to college-aged students so they can avoid tobacco use. Mandates: Not mandated. Measure Type Result Output Demand Efficiency Revenue Measure Description Rate of tobacco use among adults in Maricopa County Number of college students educated Anticipated number of college students to be educated Cost per college student educated FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,794,329 $ 1,794,329 $ 1,814,790 $ 1,814,790 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,633,730 $ 1,633,730 $ 1,805,440 $ 1,805,440 24,883 24,883 65.66 20,000 20,000 $ 90.27 FY 2013 ADOPTED 16.0% 22,731 22,731 $ 80.14 REV VS ADOPTED VAR % N/A N/A 20,000 20,000 $ (3.16) 0.0% 0.0% 93.43 $ -3.5% $ 1,821,704 $ 1,821,704 $ 1,883,867 $ 1,883,867 $ $ 69,077 69,077 3.8% 3.8% $ 1,821,704 $ 1,821,704 $ 1,868,607 $ 1,868,607 $ $ (63,167) (63,167) -3.5% -3.5% Expenditure Tobacco Use Prevention Training for Dental Professionals Activity The purpose of the Tobacco Use Prevention Training for Dental Practices Activity is to provide training services to dental practices so they can properly refer tobacco-using patients to community services. Mandates: Not mandated. 839 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Measure Description Percent of trained dental practices referring tobacco-using patients to community services FY 2011 ACTUAL N/A Output Demand Efficiency Revenue Number dental practices trained Number dental practices requesting training Cost per dental practice trained $ 307 307 144.75 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 532 - PUBLIC HEALTH GRANTS TOTAL USES FY 2012 FY 2012 REVISED FORECAST N/A N/A $ 320 320 137.76 $ 197 197 193.64 $ $ (6,390) $ (6,390) $ 50,279 50,279 $ $ $ $ 44,438 44,438 44,082 44,082 $ $ FY 2013 ADOPTED 84.4% $ 45 45 864.78 38,147 38,147 $ $ 38,147 38,147 $ $ REV VS ADOPTED VAR % N/A N/A $ (275) (275) (727.02) -85.9% -85.9% -527.8% 38,679 38,679 $ $ (11,600) (11,600) -23.1% -23.1% 38,915 38,915 $ $ 5,167 5,167 11.7% 11.7% Expenditure $ $ Activity Narrative: The decrease in the number of dental practices requesting training and those receiving training in FY 2013 is the result of electronic enhancements which will allow the training to occur through the internet as a webcast. Smoke Free Arizona Inspections Activity The purpose of the Smoke Free Arizona Inspections Activity is to provide smoking-related facility inspections to employers so they can comply with the Smoke Free Arizona law. Mandates: ARS §36-601.01 - Smoke-free Arizona act Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of inspected facilities in compliance Number inspections completed Number inspections needed Cost per inspection FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 52.5% 50.0% 74.3% 59.5% 9.5% 19.0% 564 250 553 630 380 152.0% 564 250 553 630 380 152.0% $ 337.29 $ 661.99 $ 334.59 $ 295.93 $ 366.05 55.3% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 197,048 197,048 $ $ 184,712 184,712 $ $ 185,031 185,031 $ $ 185,187 185,187 $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 190,233 190,233 $ $ 165,497 165,497 $ $ 185,031 185,031 $ $ 186,439 186,439 $ $ 475 475 0.3% 0.3% Expenditure (20,942) (20,942) -12.7% -12.7% 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 2011 ACTUAL 61.4% FY 2012 FY 2012 REVISED FORECAST 60.0% 64.7% Activities that comprise this program include: • Birth and Death Certificates 840 FY 2013 ADOPTED 66.1% REV VS ADOPTED VAR % 6.1% 10.1% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Birth and Death Certificates Activity The purpose of the Birth and Death Certificates Activity is to provide copies of birth and death certificates on request to individuals who are entitled to have them so that they can conduct their personal business in a timely manner. Mandates: AZ Admin Code R9-19-104 mandates that the local registrar of births and deaths promptly register certificates, be available for registrations, provide deposit transit permits, keep accurate records, and report all deaths to the medical examiner as required. ARS §36-302 mandates that the director of the State Department of Health be the state registrar of vital records and appoint local registrars to perform the duties and procedures proscribed by the director. ARS §36-322 requires the state registrar to seal a certificate and evidentiary documents when the state registrar amends the registered certificate. ARS §36-327 mandates that a permit is required to disinter human remains and establishes that the state registrar follow a specified priority in obtaining written consent prior to issuing the permit. ARS §36-329 mandates that every hospital, abortion clinic, physician or midwife provide the state registrar with a completed Fetal Death Certificate if the unborn child weighs more than 350 grams. ARS §36-338 set forth requirements and documentation necessary for the state registrar to issue a certificate of foreign birth. Measure Type Result Output Demand Efficiency Measure Description Percent of birth and death certificate copies provided within two working days Number of certified copies of birth and death certificates provided Number of certified copies of birth and death certificates requested Cost per birth and/or death certificate provided FY 2011 ACTUAL 61.4% $ FY 2012 FY 2012 REVISED FORECAST 60.0% 64.7% FY 2013 ADOPTED 66.1% REV VS ADOPTED VAR % 6.1% 10.1% 292,162 275,000 277,865 280,000 5,000 1.8% 292,162 275,000 277,865 280,000 5,000 1.8% (0.66) -5.1% 10.79 $ 12.94 $ 12.21 $ 13.60 $ Revenue 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 3,569,332 $ 3,569,332 $ 3,428,422 $ 3,428,422 $ 3,621,072 $ 3,621,072 $ 3,798,771 $ 3,798,771 $ $ 370,349 370,349 10.8% 10.8% 265 - PUBLIC HEALTH FEES TOTAL USES $ 3,152,135 $ 3,152,135 $ 3,558,362 $ 3,558,362 $ 3,393,480 $ 3,393,480 $ 3,808,539 $ 3,808,539 $ $ (250,177) (250,177) -7.0% -7.0% Expenditure Activity Narrative: The number of certified copies of birth and death certificates requested and provided is expected to increase in FY 2013 with the addition of the satellite office in the East Valley. The new office will allow the department to serve more clients while increasing revenue in FY 2013. 841 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change $ 11,064,496 $ - $ (46,999) $ (46,999) - $ 11,017,497 $ - $ (31,471) (82,747) $ (82,747) - $ 10,903,279 $ - $ 47,144 $ 47,144 (47,144) $ (47,144) - 10,903,279 $ 0.0% - Agenda Item: C-49-12-014-2-00 FY 2012 Revised Budget Adjustments: Agenda Item: Employee Salary Adjustments Adjust Hours Per FTE Reallocations Reallocation Between Depts 1.0 FTE Procurement Officer move from Public Health to Procurement Services for the transfer of Article 3 services $ (82,747) FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Other Services to offset benefit rate increase in FY 2013 $ $ (47,144) FY 2013 Adopted Budget Percent Change from Target Amount $ Public Health Fee Fund (265) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 4,403,833 $ 4,403,833 FY 2012 Revised Budget $ 4,403,833 $ 4,403,833 $ (9,074) $ (9,074) - $ 4,394,759 $ 4,403,833 $ 20,985 $ 20,985 443,519 $ 444,793 (1,274) - $ - 455,430 455,430 - $ -100.0% -100.0% Adjustments: Agenda Item: Employee Salary Adjustments Adjust Hours Per FTE FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Debt Service Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Other Services to offset benefit rate increase in FY 2013 FY 2013 Adopted Budget Percent Change from Target Amount $ $ $ (20,985) $ 842 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 4,689,129 $ 5,098,857 $ 5,098,857 $ 5,248,170 $ 5,526,976 Sources: Operating Total Sources: $ $ 4,640,059 4,640,059 $ $ 4,403,833 4,403,833 $ $ 4,403,833 4,403,833 $ $ 4,588,729 4,588,729 $ $ 4,859,263 4,859,263 $ $ $ $ 4,135,593 174,330 4,309,923 $ $ 4,403,833 174,330 4,578,163 $ $ 4,403,833 174,330 4,578,163 $ 4,859,263 4,859,263 Uses: Operating Non-Recurring Total Uses: $ 3,883,558 197,460 4,081,018 Structural Balance $ 756,501 $ - $ - $ 453,136 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 5,248,170 5,248,170 $ $ 4,924,527 4,924,527 $ $ 4,924,527 4,924,527 $ $ 5,526,976 5,526,976 $ $ 5,526,976 5,526,976 843 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 42,524,645 $ 42,524,645 FY 2012 Revised Budget $ 42,524,645 $ 42,524,645 $ (78,348) $ (78,348) - $ 42,446,297 $ 42,524,645 159,010 $ 159,010 (159,010) $ (159,010) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Base Adjustments FY 2013 Budget Target Agenda Item: $ $ Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease in General Supplies to offset benefit rate increase in FY 2013 Decrease in Health Care Services to offset benefit rate increase in FY 2013 Decrease in Other Services to offset benefit rate increase in FY 2013 Base Adjustments Other Base Adjustments Grants Grant Reconciliation $ $ (98,010) (36,000) (25,000) $ $ $ FY 2013 Adopted Budget Percent Change from Target Amount 844 (80,662) $ (80,662) (2,483,627) $ (2,483,627) (2,483,627) (2,483,627) 40,041,018 $ -5.7% 40,041,018 -5.8% Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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: By June 2017, increase the number of operating Recorder Kiosks in various outlying Maricopa County sites to 15 locations. The Recorder’s Office currently has three operating Kiosks – Surprise NW Regional Library, Fountain Hills Library, and Anthem North Valley Regional Library. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ 7,433,802 $ 49,594 161,597 7,644,993 $ 6,793,997 $ 50,000 156,000 6,999,997 $ 6,793,997 $ 50,000 156,000 6,999,997 $ 6,939,226 $ 48,996 150,161 7,138,383 $ 6,809,997 $ 50,000 140,000 6,999,997 $ $ $ - $ - $ 3 $ 3 $ 3 $ 3 $ - $ - $ 3 $ 3 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 41,278 $ 41,278 $ - $ - $ - $ - $ 10,018 $ 10,018 $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 4,368,608 $ 4,368,608 $ 4,590,000 $ 4,590,000 $ 4,590,000 $ 4,590,000 $ 4,579,982 $ 4,579,982 $ 4,167,000 $ 4,167,000 $ (423,000) (423,000) -9.2% -9.2% TOTAL PROGRAMS $ 12,054,879 $ 11,590,000 $ 11,590,000 $ 11,728,383 $ 11,167,000 $ (423,000) -3.6% 845 16,000 (16,000) - 0.2% 0.0% -10.3% 0.0% Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2011 ACTUAL PROGRAM / ACTIVITY USES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 734,294 $ 290,554 248,379 1,273,227 $ 1,088,326 $ 345,742 297,419 1,731,487 $ 1,078,906 $ 345,555 296,449 1,720,910 $ 890,113 $ 343,881 276,811 1,510,805 $ 897,932 $ 197,080 306,393 1,401,405 $ 180,974 148,475 (9,944) 319,505 16.8% 43.0% -3.4% 18.6% 122,118 $ 66,186 426,900 63,267 678,471 $ 123,220 $ 76,929 613,527 69,117 882,793 $ 123,099 $ 76,606 392,343 70,709 662,757 $ 118,708 $ 71,531 578,620 68,907 837,766 $ 117,100 $ 68,036 734,983 68,535 988,654 $ 5,999 8,570 (342,640) 2,174 (325,897) 4.9% 11.2% -87.3% 3.1% -49.2% - $ 10,896 10,896 $ - $ 6,100 6,100 $ 11,193 $ 230,453 241,646 $ - $ 188,299 188,299 $ - $ 19,732 19,732 $ 11,193 210,721 221,914 100.0% 91.4% 91.8% $ 3,128,429 $ 472,574 3,601,003 $ 6,004,352 $ 571,269 6,575,621 $ 5,994,670 $ 568,166 6,562,836 $ 5,923,097 $ 487,768 6,410,865 $ 4,145,800 $ 657,403 4,803,203 $ 1,848,870 (89,237) 1,759,633 30.8% -15.7% 26.8% TOTAL PROGRAMS $ 5,563,597 $ 9,196,001 $ 9,188,149 $ 8,947,735 $ 7,212,994 $ 1,975,155 $ 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 HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ 21.5% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2011 ACTUAL 11,611,601 11,611,601 FY 2012 ADOPTED $ $ 41,278 $ 402,000 443,278 $ 11,185,802 11,185,802 FY 2012 REVISED $ $ 30,000 $ 374,198 404,198 $ 11,185,802 11,185,802 FY 2012 FORECAST $ $ 30,000 $ 374,198 404,198 $ 11,325,800 11,325,800 FY 2013 ADOPTED $ $ 30,000 $ 372,583 402,583 $ ALL REVENUES $ 12,054,879 $ 11,590,000 $ 11,590,000 $ 11,728,383 $ TOTAL SOURCES $ 12,054,879 FY 2011 ACTUAL $ 11,590,000 FY 2012 ADOPTED $ 11,590,000 FY 2012 REVISED $ 11,728,383 FY 2012 FORECAST $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ REVISED VS ADOPTED VAR % 10,781,803 $ 10,781,803 $ (403,999) (403,999) -3.6% -3.6% 15,000 370,197 385,197 $ (15,000) (4,001) (19,001) -50.0% -1.1% -4.7% 11,167,000 $ (423,000) -3.6% $ 11,167,000 $ (423,000) -3.6% REVISED VS ADOPTED FY 2013 ADOPTED VAR % 2,638,929 $ 28,751 938,905 7,442 3,614,027 $ 2,977,050 $ 21,500 1,128,015 1,500 4,128,065 $ 2,977,050 $ 21,500 1,119,743 1,500 4,119,793 $ 2,667,801 $ 23,633 977,324 5,839 3,674,597 $ 2,757,961 $ 53,022 1,044,907 4,140 3,860,030 $ 219,089 7.4% (31,522) -146.6% 74,836 6.7% (2,640) -176.0% 259,763 6.3% 820,386 $ 322,869 1,143,255 $ 581,125 $ 895,000 27,840 1,503,965 $ 581,125 $ 895,000 27,840 1,503,965 $ 528,183 $ 905,197 30,356 1,463,736 $ 651,712 $ 400,000 30,624 1,082,336 $ (70,587) 495,000 (2,784) 421,629 286,418 $ 27,028 136,614 54,182 24,431 16,814 37,190 2,532 585,209 $ 384,900 $ 48,800 114,500 276,453 30,550 66,000 84,168 3,600 1,008,971 $ 385,320 $ 48,800 114,500 276,453 30,550 66,000 84,168 3,600 1,009,391 $ 544,177 $ 37,576 93,913 393,269 37,721 59,073 63,834 2,671 1,232,234 $ 783,726 $ 46,085 140,500 363,442 37,800 74,475 86,000 3,600 1,535,628 $ $ - $ 221,106 221,106 $ - $ 2,555,000 2,555,000 $ - $ 2,555,000 2,555,000 $ - $ 2,577,168 2,577,168 $ 150,000 $ 585,000 735,000 $ ALL EXPENDITURES $ 5,563,597 $ 9,196,001 $ 9,188,149 $ 8,947,735 $ TOTAL USES $ 5,563,597 $ 9,196,001 $ 9,188,149 $ 8,947,735 $ 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 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT SUBTOTAL $ $ $ 846 -12.1% 55.3% -10.0% 28.0% (398,406) -103.4% 2,715 5.6% (26,000) -22.7% (86,989) -31.5% (7,250) -23.7% (8,475) -12.8% (1,832) -2.2% 0.0% (526,237) -52.1% (150,000) 1,970,000 1,820,000 N/A 77.1% 71.2% 7,212,994 $ 1,975,155 21.5% 7,212,994 $ 1,975,155 21.5% Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ FUND TOTAL SOURCES $ 7,644,993 $ 7,644,993 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,138,383 $ 7,138,383 $ 7,000,000 $ 7,000,000 $ $ FUND TOTAL SOURCES $ 4,409,886 $ 4,409,886 $ 4,590,000 $ 4,590,000 $ 4,590,000 $ 4,590,000 $ 4,590,000 $ 4,590,000 $ 4,167,000 $ 4,167,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 12,054,879 $ 12,054,879 $ FY 2011 ACTUAL 11,590,000 $ 11,590,000 $ FY 2012 ADOPTED 11,590,000 $ 11,590,000 $ FY 2012 REVISED 11,728,383 $ 11,728,383 $ FY 2012 FORECAST 236 RECORDERS SURCHARGE OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING REVISED VS ADOPTED VAR % (423,000) (423,000) 0.0% 0.0% -9.2% -9.2% 11,167,000 $ (423,000) -3.6% 11,167,000 $ (423,000) -3.6% FY 2013 REVISED VS ADOPTED ADOPTED VAR % $ FUND TOTAL USES $ 1,646,372 $ 1,646,372 $ 2,251,263 $ 2,251,263 $ 2,243,411 $ 2,243,411 $ 2,167,963 $ 2,167,963 $ 2,191,256 $ 2,191,256 $ 52,155 52,155 2.3% 2.3% $ FUND TOTAL USES $ 3,444,776 $ 472,449 3,917,225 $ 3,494,738 $ 3,450,000 6,944,738 $ 3,494,738 $ 3,450,000 6,944,738 $ 3,329,772 $ 3,450,000 6,779,772 $ 3,486,738 $ 1,535,000 5,021,738 $ 8,000 1,915,000 1,923,000 0.2% 55.5% 27.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 5,091,148 $ 472,449 $ 5,563,597 $ 5,746,001 $ 3,450,000 $ 9,196,001 $ 5,738,149 $ 3,450,000 $ 9,188,149 $ 5,497,735 $ 3,450,000 $ 8,947,735 $ 5,677,994 $ 1,535,000 $ 7,212,994 $ 60,155 1,915,000 1,975,155 1.0% 55.5% 21.5% 236 RECORDERS SURCHARGE OPERATING NON-RECURRING 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 3.00 2.00 1.00 1.00 7.00 3.00 2.00 1.00 1.00 7.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 22.00 4.00 26.00 22.00 4.00 26.00 21.00 5.00 26.00 21.00 5.00 26.00 21.00 5.00 26.00 - 0.0% 0.0% 0.0% 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 25.00 4.00 1.00 30.00 63.00 24.00 4.00 1.00 29.00 62.00 (1.00) (1.00) (1.00) (4.0%) 0.0% 0.0% (3.3%) (1.6%) 847 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Recorder Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Applications Development Supv Business/Systems Analyst Chief Deputy - Recorder Elected Executive Assistant Executive Assistant - Elected Official 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 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 2.00 2.00 2.00 2.00 2.00 5.00 5.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 21.00 21.00 21.00 21.00 20.00 3.00 3.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 63.00 63.00 63.00 63.00 62.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.00 N/A (1.00) (100.0%) N/A 0.0% 0.0% 0.0% 0.0% (1.00) (4.8%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (1.6% ) Staffing by Fund FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 FUND ADOPTED ADOPTED REVISED FORECAST ADOPTED GENERAL 36.00 36.00 36.00 36.00 35.00 RECORDERS SURCHARGE 27.00 27.00 27.00 27.00 27.00 63.00 63.00 63.00 63.00 62.00 100 236 REVISED TO ADOPTED VARIANCE VAR % (1.00) (2.8%) 0.0% (1.00) (1.6% ) General Adjustments General Fund (100) • • • • • Increase Regular Benefits by $14,136 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Decrease expenditure budget by $5,749 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Decrease expenditure budget by $14,136 for salary savings to absorb the increase in retirement contributions. Decrease personnel budget by $46,410 for an eliminated vacant position. Increase Other Benefits and Internal Services Charges by $4 for the impact of the changes in Risk Management charges. Recorder’s Surcharge Fund (236) • • Increase Regular Benefits by $15,946 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Decrease expenditure budget by $7,754 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. 848 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • • • Department Strategic Plans and Budgets Recorder Decrease expenditure budget by $15,946 for salary savings to absorb the increase in retirement contributions. Operating revenues are reduced by $423,000 as the Department is projecting that recordings have stabilized at 86,500 per month from approximately 95,000 in FY 2012. The FY 2013 Non Recurring Non Project budget includes $1,535,000 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. $600,000 of the technology expenditures are carry-forward from FY 2012. Programs and Activities Recorder’s Program The purpose of the Recorder’s 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. Program Results Measure Description Percentage of customers satisfied with the timeliness in returning documents presented Percentage of documents recorded digitally successfully recorded without error Percent of documents made available to the public on Recorder website within timeliness standards Percent of documents prepared for delivery within timeliness standards FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 89.0% 92.7% FY 2013 ADOPTED 90.0% REV VS ADOPTED VAR % 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% 97.0% 98.5% 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 849 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. Measure Type Result Result Output Output Demand Demand Efficiency Revenue Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of customers satisfied with the N/A 89.0% 91.4% 90.0% 1.0% 1.1% timeliness in returning documents presented for recording Percentage of documents recorded digitally 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% successfully recorded without error Number of documents recorded 1,129,172 1,150,000 1,101,736 850,000 (300,000) -26.1% Number of documents recorded digitally 851,944 805,000 813,990 595,000 (210,000) -26.1% Number of documents presented for recording 1,129,172 1,150,000 1,101,736 850,000 (300,000) -26.1% Number of documents presented for digital 851,944 805,000 813,990 595,000 (210,000) -26.1% recording Expenditure per document recorded $ 0.65 $ 0.94 $ 0.79 $ 1.06 $ (0.12) -12.6% 100 - GENERAL TOTAL SOURCES $ 7,433,802 $ 7,433,802 $ 6,793,997 $ 6,793,997 $ 6,939,226 $ 6,939,226 $ 6,809,997 $ 6,809,997 $ $ 16,000 16,000 0.2% 0.2% 100 - GENERAL TOTAL USES $ $ $ 1,078,906 $ 1,078,906 $ $ $ $ $ $ 180,974 180,974 16.8% 16.8% Expenditure 734,294 734,294 890,113 890,113 897,932 897,932 Activity Narrative: The FY 2013 revenues for the Document Operations Activity are projected to increase from FY 2012 due to more complex recordings, such as bankruptcy and foreclosure documents. The current resources can accommodate the number of recordings. The decrease in FY 2013 expenditure is due to efficiencies from a departmental restructuring within this activity in FY 2012 and the elimination of a vacant position in FY 2013. 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. 850 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 100.0% $ 169,624 169,624 1.46 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST 97.0% 97.1% $ 820,000 900,000 0.36 $ 525,476 575,476 0.52 161,597 161,597 $ $ 156,000 156,000 $ $ 248,379 248,379 $ $ 296,449 296,449 $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 97.0% $ 660,000 725,000 0.46 $ (160,000) (175,000) (0.10) -19.5% -19.4% -28.4% 150,161 150,161 $ $ 140,000 140,000 $ $ (16,000) (16,000) -10.3% -10.3% 276,811 276,811 $ $ 306,393 306,393 $ $ (9,944) (9,944) -3.4% -3.4% Revenue Expenditure Document Delivery 1,000,000 900,000 800,000 Documents 700,000 600,000 500,000 400,000 300,000 200,000 100,000 0 FY 11 Actual FY 12 Revised Demand FY 13 Adopted FY 12 Forecast Output Activity Narrative: The FY 2012 expenditures did not include costs associated with the mail out program. The FY 2013 budget includes the mail out program which is increasing the expenditures in this activity. The decrease in revenues is due to an increase in electronic filings which can be done by citizens at a reduced rate. Not all documents recorded for delivery are fully complete and correct which creates a gap between the demand and output. The current resources support the Department in meeting 97% of the documents 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 2011 ACTUAL 100.0% $ 191,683 191,683 1.52 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 236 - RECORDERS SURCHARGE TOTAL USES $ FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% $ 77,500 77,500 4.46 $ 95,072 95,072 3.49 49,594 49,594 $ $ 50,000 50,000 $ $ 42,267 248,287 290,554 $ 45,555 300,000 345,555 $ FY 2013 ADOPTED 100.0% $ 77,500 77,500 2.54 48,996 48,996 $ $ 43,881 300,000 343,881 $ REV VS ADOPTED VAR % 0.0% 0.0% $ 1.92 0.0% 0.0% 43.0% 50,000 50,000 $ $ - 0.0% 0.0% 47,080 150,000 197,080 $ Expenditure $ $ 851 $ $ $ (1,525) 150,000 148,475 -3.3% 50.0% 43.0% Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The FY 2013 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 2012 due to a flat number of requests for microfiche information by real estate companies based on the number of home sales. The decrease in expenditures for this activity is due to the book preservation project completion. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change Reallocations Armored Car Charges 7,000,000 $ (8,272) $ (8,272) 420 $ 420 - $ 2,243,411 $ 7,000,000 $ (5,749) $ (5,749) - $ 2,237,662 $ 7,000,000 $ 14,136 $ 14,136 (60,546) $ (14,136) (46,410) - $ 2,191,252 $ -2.1% 7,000,000 0.0% $ 4 $ 4 - $ 2,191,256 $ -2.1% 7,000,000 0.0% C-49-12-014-2-00 $ C-49-12-018-2-00 Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Personnel Savings Vacant Position Elimination 2,251,263 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 852 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 3,494,738 $ 4,590,000 FY 2012 Revised Budget $ 3,494,738 $ 4,590,000 $ (7,754) $ (7,754) - $ 3,486,984 $ 4,590,000 $ 15,946 $ 15,946 (16,192) $ (16,192) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Salary Savings Other Technical Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ (15,946) (246) FY 2013 Adopted Budget Percent Change from Target Amount $ - $ - (423,000) (423,000) $ 3,486,738 $ 0.0% 4,167,000 -9.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 3,450,000 $ - FY 2012 Revised Budget $ 3,450,000 $ - $ (3,450,000) $ (3,450,000) - $ - $ - $ 935,000 $ 935,000 - $ 600,000 $ 600,000 - $ 1,535,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Information and Communications Technology Other IT Non-Recurring Cable Management I/O Room & Computer Room Dell Servers (16) Document Scanner Refresh I/O Room Expansion Microfilm Conversion (Silver Nitrate to Polyester) Non Recurring Non Recurring Carry Forward Laptop Refresh Migration to Stand-Alone Network Miscellaneous Hardware RFID Tags & Interegators Network ing Eqiupment & KIOSK Hardware Agenda Item: $ $ FY 2013 Adopted Budget g g 853 25,000 460,000 50,000 150,000 250,000 25,000 125,000 200,000 100,000 150,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 4,942,886 $ 5,577,189 $ 5,577,189 $ 5,435,543 $ 3,245,771 Sources: Operating Total Sources: $ $ 4,409,886 4,409,886 $ $ 4,590,000 4,590,000 $ $ 4,590,000 4,590,000 $ $ 4,590,000 4,590,000 $ $ 4,167,000 4,167,000 $ $ $ $ 3,329,772 3,450,000 6,779,772 $ $ 3,494,738 3,450,000 6,944,738 $ $ 3,494,738 3,450,000 6,944,738 $ 3,486,738 1,535,000 5,021,738 $ 1,095,262 $ 1,095,262 $ 1,260,228 $ 680,262 (4) $ - $ - $ - $ - 3,222,451 3,222,451 $ $ 3,222,451 3,222,451 $ $ 3,245,771 3,245,771 $ $ 2,391,033 2,391,033 Uses: Operating Non-Recurring Total Uses: $ 3,444,776 472,449 3,917,225 Structural Balance $ 965,110 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 5,435,543 5,435,543 $ $ 854 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Research and Reporting Analysis by Zach Wolfe, 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: Data from FY 2011 indicate that 96% of individuals surveyed are satisfied (53%) or very satisfied (43%) with the Customer Satisfaction Survey. Recommendations put forth by the Public Trust Strategic group and County Departments are being incorporated into the 2012 survey in order to increase measurement validity, reliability and data utilization. The survey will be administered in the spring of FY 2012. Results will be available in mid-FY 2013. Quality Workforce By 2016, 90% of respondents will report satisfaction with the Employee Satisfaction Survey (ESS). Status: Data from FY 2011 indicate that 95% of individuals surveyed are satisfied (52%) or very satisfied (43%) with the Employee Satisfaction Survey. The Department has continued to work with County Departments to integrate ESS results into Performance Plans. Moreover, these data have led to departmental action plans which address employee engagement, retention and review of Managing For Results measures. The Department continues to work with the Office of Enterprise Technology to determine if the ESS can be administered online while maintaining the controls and confidentiality needed for the results to be valid and useful. The survey will be administered in the spring of FY 2012. Results will be available in mid-FY 2013. Quality Workforce By 2016, 90% of respondents will report satisfaction with the Exit Interview Survey. Status: Data from FY 2011 indicate that 84% of individuals surveyed are satisfied (68%) or very satisfied (16%) with the Exit Interview Survey. However, 8% of respondents indicated they were unfamiliar with data from the survey. If these respondents are removed from the calculation, over 90% of respondents indicate satisfaction with the survey. These findings prompted the Department to modify the survey while working in conjunction with County Departments. Two significant changes include expanding data collection to include interdepartmental transfers and annual department-level reports. The FY 2012 survey revision is expected to increase both knowledge and utilization of survey data. 855 Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES OACS - OUTSIDE AGENCY CONTRACT SURVEY 46RR - RESEARCH AND REPORTING FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ - $ - $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ - $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ - 0.0% (37,900) $ 206,464 168,564 $ - $ 72,000 166,949 238,949 $ - $ 72,000 188,223 260,223 $ - $ 72,000 127,773 199,773 $ - $ 72,000 196,200 268,200 $ (7,977) (7,977) N/A 0.0% -4.2% -3.1% 8,481 $ 8,125 65,431 82,037 $ 9,618 $ 9,618 102,455 121,691 $ 9,575 $ 9,575 79,667 98,817 $ 9,390 $ 9,390 63,676 82,456 $ 8,904 $ 8,904 71,921 89,729 $ 671 671 7,746 9,088 7.0% 7.0% 9.7% 9.2% $ - $ 3,372 3,372 $ - $ 2,099 2,099 $ 1,600 $ 2,099 3,699 $ - $ 3,117 3,117 $ - $ 4,351 4,351 $ 1,600 (2,252) (652) TOTAL PROGRAMS $ 253,973 $ 362,739 $ 362,739 $ 285,346 $ 362,280 $ 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 $ GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 459 100.0% -107.3% -17.6% 0.1% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ FY 2011 ACTUAL 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 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % - $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ - 0.0% 0.0% - $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ - 0.0% - $ 72,000 FY 2012 ADOPTED $ 72,000 FY 2012 REVISED $ 72,000 FY 2012 FORECAST $ 72,000 FY 2013 ADOPTED FY 2011 ACTUAL $ 0.0% REVISED VS ADOPTED VAR % 193,075 $ 29,301 60,132 2,166 (37,900) 246,774 $ 230,284 $ 26,414 106,033 5,000 (118,000) 95,000 344,731 $ 230,283 $ 26,414 106,034 5,000 (118,000) 95,000 344,731 $ 219,264 $ 13,207 13 62,964 553 (118,000) 95,000 273,001 $ 225,985 $ 46,062 85,267 4,000 (118,000) 95,000 338,314 $ SUBTOTAL $ 5,843 $ 5,843 $ 5,939 $ 5,939 $ 5,939 $ 5,939 $ 796 $ 796 $ 5,939 $ 9,720 15,659 $ SERVICES 0820 - RENT & OPERATING LEASES $ 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING SUBTOTAL $ ALL EXPENDITURES $ 501 $ 39 806 10 1,356 $ 253,973 $ 3,000 $ 1,010 7,203 556 300 12,069 $ 362,739 $ 3,000 $ 1,010 7,203 556 300 12,069 $ 362,739 $ 2,750 $ 415 7,203 881 300 11,549 $ 285,346 $ 3,000 $ 750 3,257 1,000 300 8,307 $ 362,280 $ 260 3,946 (444) 3,762 459 TOTAL USES $ 253,973 $ 362,739 $ 362,739 $ 285,346 $ 362,280 $ 459 SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 856 4,298 (19,648) 20,767 1,000 6,417 1.9% -74.4% N/A 19.6% 20.0% 0.0% 0.0% 1.9% 0.0% (9,720) N/A (9,720) -163.7% 0.0% 25.7% 54.8% -79.9% 0.0% 31.2% 0.1% 0.1% Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ - $ - $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ - $ - $ 72,000 $ 72,000 $ FY 2012 ADOPTED 72,000 $ 72,000 $ FY 2012 REVISED 72,000 $ 72,000 $ FY 2012 FORECAST 72,000 $ 72,000 $ FY 2013 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL - 0.0% 0.0% 0.0% 0.0% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 253,973 $ 253,973 $ 362,739 $ 362,739 $ 362,739 $ 362,739 $ 285,346 $ 285,346 $ 362,280 $ 362,280 $ 459 459 0.1% 0.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 253,973 $ 253,973 $ 362,739 $ 362,739 $ 362,739 $ 362,739 $ 285,346 $ 285,346 $ 362,280 $ 362,280 $ 459 459 0.1% 0.1% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL RESEARCH AND REPORTING COUNTY SPONSORED SURVEYS PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .50 .20 .20 .90 .80 .20 .20 1.20 .50 .20 .20 .90 .50 .20 .20 .90 .50 .20 .20 .90 - 0.0% 0.0% 0.0% 0.0% 4.85 4.85 5.75 4.55 4.55 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Director - Research & Report Office Assistant Office Assistant Specialized Program Coordinator Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 1.00 1.25 1.25 1.25 1.25 1.25 3.00 3.00 3.00 3.00 3.00 .50 .50 .50 .50 .50 5.75 5.75 5.75 5.75 5.75 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Fund 100 Department Total FUND GENERAL FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 5.75 5.75 5.75 5.75 5.75 5.75 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 $2,261 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease expenditures by $1,445 in Non-Capital Equipment to offset benefit increase. • Decrease expenditures by $1,000 in Other Personal Services to offset benefit increase. • Decrease expenditures by $260 in Repairs and Maintenance to offset benefit increase. • Increase expenditures by $444 to right size Travel. • Increase Other Benefits and Internal by $2,252 for the impact of the changes in Risk Management charges. 857 Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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-departmentPercent 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 91.8% 91.8% FY 2013 ADOPTED 91.8% REV VS ADOPTED VAR % 0.0% 0.0% N/A 89.1% 89.1% 89.1% 0.0% 0.0% N/A 99.2% 95.2% 99.2% 0.0% 0.0% 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: Not mandated. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 91.8% 91.8% FY 2013 ADOPTED 91.8% REV VS ADOPTED VAR % 0.0% 0.0% N/A 9 13 17 8 88.9% N/A 9 17 17 8 88.9% N/A $ - $ - $ - - N/A (37,900) $ (37,900) $ - $ $ - $ $ - - N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ $ $ Activity Narrative: Expenditures for this activity are reimbursed by various departments within the County which contract for research and reporting services. Therefore, there is a net impact of zero for expenditures. The Department anticipates a greater than 90% response rate for survey participation while increasing the number surveys provided in FY 2013. 858 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Research & Reporting 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 89.1% 89.1% REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 89.1% N/A 55 43 60 5 9.1% N/A 55 60 60 5 9.1% N/A $ 3,422.24 $ 2,971.47 $ 3,270.00 $ 152.24 4.4% 188,223 188,223 $ $ 127,773 127,773 $ $ 196,200 196,200 $ $ (7,977) (7,977) -4.2% -4.2% Expenditure 100 - GENERAL TOTAL USES $ $ 206,464 206,464 $ $ Activity Narrative: The Department expects to achieve an 89% participation rate from eligible county citizens and employees by the end of FY 2012. The data from these surveys will be used by County Departments to identify opportunities for strategic service improvements for citizens while maintaining highly engaged, competent employees. Notably, two elected departments will be participating in the Employee Satisfaction Survey for the first time in FY 2013. 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: Not mandated. Measure Type Result Measure Description Percent of eligible respondents who are interviewed for outside agency survey projects (Rate of Response or Participation Rate) FY 2011 ACTUAL N/A Output Number of outside-agency survey projects completed Number of outside-agency survey projects requested Expenditure per outside-agency survey project completed N/A 1 1 1 - 0.0% N/A 1 1 1 - 0.0% N/A $ 72,000.00 $ 72,000.00 $ 72,000.00 - 0.0% Demand Efficiency FY 2012 FY 2012 REVISED FORECAST 99.2% 95.2% FY 2013 ADOPTED 99.2% REV VS ADOPTED VAR % 0.0% 0.0% Revenue 100 - GENERAL TOTAL SOURCES $ $ - $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ - 0.0% 0.0% 100 - GENERAL TOTAL USES $ $ - $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ - 0.0% 0.0% Expenditure Activity Narrative: In FY 2012, the Department conducted one survey for the State of Arizona for $72,000. FY 2012 forecast data indicate a 95% response rate for this survey. This is a three-yearcontract and FY 2013 response rates are expected to increase by 4%. 859 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Research & Reporting Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: ASRS Employer Rate Change ASRS Employer Rate Change Agenda Item: C-49-12-014-2-00 C-49-12-078-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE 362,739 $ $ (1,600) $ 1,600 72,000 - $ 362,739 $ 72,000 $ (1,111) $ (1,111) - $ 360,028 $ 72,000 $ 2,261 $ 2,261 (2,261) $ (2,261) - Agenda Item: FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease in Personal Services Decrease in Non-Capital Equipment Decrease in Repairs & Maintenance Increase in Travel $ Agenda Item: $ $ (1,000) (1,445) (260) 444 FY 2013 Recommended Budget Percent Change from Target Amount $ 360,028 $ 0.0% 72,000 0.0% FY 2013 Tentative Budget $ 360,028 $ 0.0% 72,000 0.0% $ 2,252 $ 2,252 - $ 362,280 $ 0.6% 72,000 0.0% Percent Change from Target Amount Adjustments: Agenda Item: Base Adjustments Internal Service Charges Increase Internal Services Charges for impact of the changes in Risk Management FY 2013 Adopted Budget Percent Change from Target Amount 860 $ 2,252 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Analysis by Dreamlyn W. Johnson, 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 0.91%. Risk Management projects the cost of risk to be 1% or less at the end of FY 2012 and through FY 2013. By 2016, 90% of departments’ cost of risk will be no more than 1% of department expenditures. Status: This is a new goal for FY 2013. An update will be provided in FY 2014. By 2016, 90% of individual departments will track and measure their cost of risk. Status: This is a new goal for FY 2013. An update will be provided in FY 2014. By 2016, the County loss trend will be no more than one half of the average of comparable Counties or County insurance pools. Status: This is a new goal for FY 2013. An update will be provided in FY 2014. Quality Workforce By 2013, 100% Coordinators. of departments will appoint Risk Management Status: This is a new goal for FY 2013. An update will be provided in FY 2014. 861 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE PROL - PROFESSIONAL LIABILITY UCIP - UNEMPLOYMENT WADM - WORKERS COMPENSATION 75CR - CLAIMS ENLI - ENVIRONMENTAL LIABILITY ENPD - ENVIRON PROPERY DAMAGE CLAIMS 75LC - LOSS CONTROL $ $ $ $ $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 941,183 $ 623,256 9,623,951 5,732,025 1,034,939 257,160 6,691,799 24,904,313 $ 491,703 $ 320,025 7,414,735 3,403,379 668,000 684,975 2,773,373 15,756,190 $ 491,703 $ 320,025 7,414,735 3,403,379 668,000 684,975 2,773,373 15,756,190 $ 491,704 $ 320,026 7,518,733 3,403,378 668,002 684,975 2,792,225 15,879,043 $ 849,607 $ 528,509 7,021,940 4,755,226 253,323 140,343 1,054,068 6,198,341 20,801,357 $ 357,904 208,484 (392,795) 1,351,847 (414,677) 140,343 369,093 3,424,968 5,045,167 72.8% 65.1% -5.3% 39.7% -62.1% N/A 53.9% 123.5% 32.0% - $ - $ - $ - $ - $ - $ - $ - $ 611,575 $ 587,068 1,198,643 $ 611,575 587,068 1,198,643 N/A N/A N/A 475,000 $ 475,000 $ 475,000 $ 475,000 $ 312,006 $ 312,006 $ 500,000 $ 9,620,415 10,120,415 $ 25,000 9,620,415 9,645,415 5.3% N/A 2030.6% ODIR - EXECUTIVE MANAGEMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 7,714 $ 7,714 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 501,841 $ 501,841 $ - $ - $ - $ - $ 162,994 $ 162,994 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 25,413,868 $ 16,231,190 $ 16,231,190 $ 16,354,043 $ 32,120,415 $ 15,889,225 97.9% USES RMPT - RECORDS MANAGEMENT 73RM - RECORDS MANAGEMENT $ $ 63 $ 63 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A ALCI - AUTO LIABILITY APDA - AUTO PROPERTY DAMAGE GLCI - GENERAL LIABILITY MMCI - MEDICAL MALPRACTICE PDCI - PROPERTY DAMAGE PROL - PROFESSIONAL LIABILITY UCIP - UNEMPLOYMENT WADM - WORKERS COMPENSATION 75CR - CLAIMS $ $ 1,537,778 $ 1,140,658 33,952,472 6,147,187 1,842,315 1,345,030 8,716,433 54,681,873 $ 1,159,622 $ 814,077 18,340,634 8,702,545 1,833,546 1,834,387 7,333,323 40,018,134 $ 1,154,811 $ 810,571 18,273,654 8,723,778 1,830,279 1,834,284 7,353,628 39,981,005 $ 1,778,164 $ 685,173 9,591,009 7,195,558 1,700,744 1,530,558 7,893,799 30,375,005 $ 1,550,185 $ 828,639 9,421,298 5,361,523 606,490 205,642 1,533,517 5,328,533 24,835,827 $ (395,374) (18,068) 8,852,356 3,362,255 1,223,789 (205,642) 300,767 2,025,095 15,145,178 -34.2% -2.2% 48.4% 38.5% 66.9% N/A 16.4% 27.5% 37.9% INSC - INSURANCE AND COVERAGE 75IN - INSURANCE AND COVERAGE $ $ - $ - $ - $ - $ - $ - $ - $ - $ 3,296,840 $ 3,296,840 $ (3,296,840) (3,296,840) N/A N/A ENLI - ENVIRONMENTAL LIABILITY $ ENPD - ENVIRON PROPERY DAMAGE CLAIMS ENSS - ENVIRONMENTAL MANAGEMENT SVCS LOSS - LOSS CONTROL SAMA - SAFETY MANAGEMENT SERVICES 75LC - LOSS CONTROL $ - $ 10,273,147 717,858 10,991,005 $ - $ 462,859 739,468 1,202,327 $ - $ 485,709 719,077 1,204,786 $ - $ 453,906 721,475 1,175,381 $ 841,970 $ 575,856 514,415 22,350 708,079 2,662,670 $ (841,970) (575,856) (28,706) (22,350) 10,998 (1,457,884) N/A N/A -5.9% N/A 1.5% -121.0% 79,788 $ 67,649 61,480 341,164 6,401 556,482 $ 63,847 $ 108,999 56,683 302,996 35,785 568,310 $ 63,384 $ 108,728 58,739 327,507 35,453 593,811 $ 61,546 $ 109,606 53,509 1,362,792 32,115 1,619,568 $ 74,064 $ 111,153 57,227 455,475 44,760 9,620,415 10,363,094 $ $ 207,485 $ 765 208,250 $ 2,123,925 $ 2,123,925 $ 2,123,925 $ 9,169 2,133,094 $ 2,142,761 $ 755,526 2,898,287 $ 1,893,954 $ 1,893,954 $ 229,971 9,169 239,140 10.8% 100.0% 11.2% TOTAL PROGRAMS $ 66,437,673 $ 43,912,696 $ 43,912,696 $ 36,068,241 $ 43,052,385 $ 860,311 2.0% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ $ 862 (10,680) -16.8% (2,425) -2.2% 1,512 2.6% (127,968) -39.1% (9,307) -26.3% (9,620,415) N/A (9,769,283) -1645.2% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICE $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ FY 2011 ACTUAL FY 2012 ADOPTED 162,588 5,496,765 18,672,683 24,332,036 $ FY 2012 REVISED 42,373 3,468,260 12,245,557 15,756,190 $ 501,841 $ 579,991 1,081,832 $ $ FY 2012 FORECAST 42,373 3,468,260 12,245,557 15,756,190 $ 475,000 $ 475,000 $ $ FY 2013 ADOPTED 42,374 3,468,260 12,245,556 15,756,190 $ 475,000 $ 475,000 $ $ REVISED VS ADOPTED VAR % $ 66,134 6,139,131 15,794,735 22,000,000 $ 475,000 $ 122,853 597,853 $ 500,000 500,000 $ $ 25,000 25,000 $ 23,761 2,670,871 3,549,178 6,243,810 56.1% 77.0% 29.0% 39.6% 5.3% N/A 5.3% ALL REVENUES $ 25,413,868 $ 16,231,190 $ 16,231,190 $ 16,354,043 $ 22,500,000 $ 6,268,810 38.6% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ - $ $ - $ $ 9,620,415 9,620,415 $ $ 9,620,415 9,620,415 N/A N/A 25,413,868 FY 2011 ACTUAL $ 16,231,190 FY 2012 ADOPTED $ 16,231,190 FY 2012 REVISED $ 16,354,043 FY 2012 FORECAST $ 32,120,415 FY 2013 ADOPTED TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OU 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ $ 15,889,225 97.9% REVISED VS ADOPTED VAR % 1,364,148 $ 1,012 434,772 3,240 73,638 1,930,646 $ 1,401,570 $ 465,293 2,500 41,897 1,970,119 $ 1,458,044 $ 485,817 2,500 41,897 2,047,117 $ 1,522,948 $ 1,774 485,607 1,015 (39,989) 41,914 2,039,683 $ 1,576,035 $ 4,500 533,268 2,187,856 $ 70,870 $ 102,952 $ 50,000 $ 82,500 $ 50,000 $ 82,500 $ 83,400 $ 111,150 $ 122,500 $ 153,500 $ $ 59,429,904 $ 17,705 1,117 26,024 3,529 3,740 1,018 64,196,586 $ 31,669,944 $ 29,000 2,500 2,152,945 4,250 6,800 1,300 41,860,077 $ 31,663,426 $ 29,000 2,500 2,152,945 4,250 6,800 1,300 41,776,561 $ 25,770,652 $ 35,500 2,500 2,171,781 5,750 6,800 1,300 33,912,657 $ 25,949,646 $ 36,000 2,500 1,934,453 6,000 5,500 2,000 40,711,029 $ $ $ 4 $ 4 $ - $ - $ - $ - $ 4,751 $ 4,751 $ - $ - $ - N/A N/A ALL EXPENDITURES $ 66,230,188 $ 43,912,696 $ 43,906,178 $ 36,068,241 $ 43,052,385 $ 853,793 1.9% TOTAL USES $ 66,437,673 $ 43,912,696 $ 43,912,696 $ 36,068,241 $ 43,052,385 $ 860,311 2.0% 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 $ (117,991) (4,500) (47,451) 2,500 41,897 (140,739) -8.1% N/A -9.8% 100.0% N/A 100.0% -6.9% (72,500) -145.0% (71,000) -86.1% 5,713,780 (7,000) 218,492 (1,750) 1,300 (700) 1,065,532 18.0% -24.1% 0.0% 10.1% -41.2% 19.1% -53.8% 2.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 676 COUNTY MANAGER RISK MANAGEMENT NON-RECURRING $ FUND TOTAL SOURCES $ 25,413,868 $ 25,413,868 $ 16,231,190 $ 16,231,190 $ 16,231,190 $ 16,231,190 $ 16,354,043 $ 16,354,043 $ 22,500,000 $ 22,500,000 $ 6,268,810 6,268,810 38.6% 38.6% - $ - $ - $ - $ - $ - $ - $ - $ 9,620,415 $ 9,620,415 $ 9,620,415 9,620,415 N/A N/A DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 25,413,868 $ - $ 25,413,868 $ 16,231,190 $ - $ 16,231,190 $ 16,231,190 $ - $ 16,231,190 $ 16,354,043 $ - $ 16,354,043 $ 22,500,000 $ 9,620,415 $ 32,120,415 $ 6,268,810 9,620,415 15,889,225 38.6% N/A 97.9% 863 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Risk Management Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING NON-RECURRING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ FUND TOTAL USES $ 66,437,673 $ - $ 66,437,673 $ 43,912,696 $ - $ 43,912,696 $ 43,912,696 $ - $ 43,912,696 $ 36,068,241 $ - $ 36,068,241 $ 33,431,970 $ - $ 33,431,970 $ 10,480,726 10,480,726 23.9% N/A 23.9% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 66,437,673 $ - $ 66,437,673 $ 43,912,696 $ - $ 43,912,696 $ 43,912,696 $ - $ 43,912,696 $ 36,068,241 $ - $ 36,068,241 $ 33,431,970 $ 9,620,415 $ 43,052,385 $ 10,480,726 (9,620,415) 860,311 23.9% N/A 2.0% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CLAIMS AUTO LIABILITY AUTO PROPERTY DAMAGE GENERAL LIABILITY MEDICAL MALPRACTICE PROPERTY DAMAGE UNEMPLOYMENT WORKERS COMPENSATION PROGRAM TOTAL LOSS CONTROL ENVIRONMENTAL MANAGEMENT SVCS SAFETY MANAGEMENT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.10 1.45 .90 .48 .32 4.25 .53 1.55 1.03 .68 .57 4.35 1.12 2.80 1.23 .73 .77 6.65 1.72 3.00 1.43 .73 .77 7.65 .52 2.60 1.03 .73 .77 5.65 (.60) (.20) (.20) (1.00) (53.6%) (7.1%) (16.3%) 0.0% 0.0% (15.0%) .70 .75 3.45 1.60 .80 .30 1.55 9.15 .63 .68 3.75 1.60 .75 .30 1.20 8.90 .53 .62 4.40 2.35 .70 .30 1.70 10.60 .53 .62 4.40 2.35 .70 .30 1.70 10.60 .53 .62 4.40 2.35 .70 .30 1.70 10.60 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 1.70 7.90 9.60 23.00 1.95 7.80 9.75 23.00 2.40 7.35 9.75 27.00 2.40 7.35 9.75 28.00 2.40 7.35 9.75 26.00 (1.00) 0.0% 0.0% 0.0% (3.7%) Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Claims Adjuster Claims Adjuster Lead Database Report Writer Analyst Deputy Director Deputy Director - Risk Mgmt Director - Risk Management Engineer Finance Manager Financial Supervisor - Dept Management Analyst Office Assistant Risk Mgmt Supervisor Safety Representative Special Projects Manager Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 2.00 3.00 1.00 5.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 1.00 1.00 1.00 23.00 23.00 27.00 28.00 26.00 864 REVISED TO ADOPTED VARIANCE VAR % (1.00) (50.0%) 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% (1.00) (3.7% ) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Risk Management Staffing by Fund 675 Department Total FUND RISK MANAGEMENT FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 23.00 23.00 27.00 28.00 26.00 23.00 23.00 27.00 28.00 26.00 REVISED TO ADOPTED VARIANCE VAR % (1.00) (3.7%) (1.00) (3.7% ) Significant Variances The department added 1.0 FTE Management Analyst position and deleted 1.0 FTE Accountant in FY 2013. General Adjustments Target Adjustments: Risk Management Fund (675) • Decrease expenditure budget by $6,825 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013 Base Adjustments: Risk Management Fund (675) • Increase Intergovernmental Charges for Service revenue by $23,761 to cover the baseline risk management expenses for the Library, Stadium and Flood Control Districts. • Increase Other Charges for Service revenue by $2,670,871 to cover the baseline risk management expenses for the Maricopa Health Integrated Health System. • Increase Internal Service Charges revenue by $3,549,178 to cover the baseline risk management expenses for County departments. • Increase Interest Earnings by $25,000 as a result of anticipated increases in interest rates. • Increase Regular Benefits by $14,905 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase Regular Pay and Fringe Benefits by $61,935 due to the addition of 1.0 FTE Management Analyst. • Increase Regular Pay and Fringe Benefits by $95,427 due to various changes in pay rates and the conversion of a Claims Adjuster from a contract to a regular position. • Rightsize Temporary Pay ($15,194), Overtime ($4,500) and Other Personal Services (-$2,500) based on current spending trends. • Eliminate the $41,897 Allocation In associated with a portion of the salary and benefits of a Risk Management consultant. This position provided direct support to the County Manager for the Abuse of Power claims. The incumbent retired in FY 2012 and the position will not be refilled in FY 2013. • Increase General Supplies by $72,500 for new software purchases associated with the RiskMaster system. • Reduce expenditures associated with consulting by $200,000 to reflect current spending trends. • Increase expenditures for claims administration service fees by $43,000 based on a new fee schedule. • Adjust various supplies and services consistent with current spending trends for a total reduction of $14,953. • Reduce budgets for legal services ($1,724,325 for outside counsel and $229,972 for County Attorney Civil Division) based on forecasted utilization. County Manager Risk Management Fund (676) Non Recurring Non Project 865 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget • Carryover from FY 2012 of non-recurring funds for potential expenses related to claims against the County in the amount of $9,620,415. Funds will be transferred into the County Manager Risk Management Fund from a reserve in the General Fund on an as-needed basis. Programs and Activities Claims Program The purpose of the Claims Program is to provide claims services to Maricopa County departments, districts, and Risk Trust members so they can reduce or manage the cost of claims and expenses. Program Results Measure Description Percent of AL claims closed FY 2011 ACTUAL 36.7% 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 Percent of PL claims closed FY 2012 FY 2012 REVISED FORECAST 44.3% 44.6% FY 2013 ADOPTED 42.2% REV VS ADOPTED VAR % (2.1%) -4.7% 28.6% 0.0% 50.5% 0.9% 34.6% 0.9% 33.3% 1.1% (17.2%) 0.1% -34.0% 13.4% 30.1% 20.0% 16.7% 35.2% 36.9% N/A 34.1% 32.8% 30.8% 31.6% 35.9% N/A 31.0% 26.0% 25.5% 32.4% 37.3% N/A 29.3% 15.2% 25.0% 34.4% 37.2% 12.5% (4.8%) (17.7%) (5.8%) 2.7% 1.3% N/A -14.1% -53.9% -18.8% 8.7% 3.6% N/A Activities that comprise this program include: • General Liability • Auto Liability • Medical Malpractice • Unemployment • Worker’s Compensation • • • Auto Property Damage Professional Liability Property Damage 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 2011 ACTUAL 0.0% FY 2012 FY 2012 REVISED FORECAST 0.9% 0.9% FY 2013 ADOPTED 1.1% REV VS ADOPTED VAR % 0.1% 13.4% 30.1% 34.1% 30.4% 29.3% (4.8%) 475 628 475 504 (124) 395 460 391 430 (30) $ 71,478.89 $ 29,098.18 $ 20,191.60 $ 18,693.05 $ 10,405.12 675 - RISK MANAGEMENT TOTAL SOURCES $ 9,623,951 $ 9,623,951 $ 7,414,735 $ 7,414,735 $ 7,518,733 $ 7,518,733 $ 7,021,940 $ 7,021,940 $ $ 675 - RISK MANAGEMENT TOTAL USES $ 33,952,472 $ 33,952,472 $ 18,273,654 $ 18,273,654 $ 9,591,009 $ 9,591,009 $ 9,421,298 $ 9,421,298 $ 8,852,356 $ 8,852,356 (392,795) (392,795) -14.1% -19.7% -6.5% 35.8% -5.3% -5.3% Expenditure 866 48.4% 48.4% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: When comparing FY 2012 Forecast to FY 2013, the number of claims opened and pending and the number of claims closed is expected to remain relatively stable. Base Adjustments: Risk Management Fund (675) • General liability insurance was renewed at a lower rate for FY 2013, saving the department $64,534. • The funding methodology for Risk Management was modified in FY 2013 in an effort to smooth the year-to-year changes in charges assessed against County agencies and other risk pool participants. Expenditures associated with general liability claims are budgeted at $3.5 million in FY 2013, a reduction of $7,655,482 from the FY 2012 revised budget. Historically, annual general liability claims expenditures have ranged from less than $100,000 to $4.1 million. Reserves are included in the non-recurring General and Detention fund budgets (Non Departmental) and may be used in the event that expenditures exceed the budgeted level. Auto Liability Activity The purpose of the Auto Liability Activity is to provide auto liability claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain auto liability insurance at the best possible cost to the County. Mandates: Administrative mandate as required by County governance. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of AL claims closed Number of AL claims closed Number of AL claims opened and pending Cost per AL claim closed FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 36.7% 44.3% 46.1% 42.2% (2.1%) -4.7% 91 108 112 108 0.0% 62 61 61 64 3 4.9% $ 16,898.66 $ 10,692.69 $ 15,876.46 $ 14,353.56 $ (3,660.87) -34.2% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 675 - RISK MANAGEMENT TOTAL USES $ 1,537,778 $ 1,537,778 941,183 941,183 $ $ 491,703 491,703 $ $ 491,704 491,704 $ $ 849,607 849,607 $ $ 357,904 357,904 72.8% 72.8% $ 1,550,185 $ 1,550,185 $ $ (395,374) (395,374) -34.2% -34.2% Expenditure $ 1,154,811 $ 1,154,811 $ 1,778,164 $ 1,778,164 Activity Narrative: When comparing FY 2012 Forecast to FY 2013, the number of claims opened and pending and the number of claims closed is expected to remain relatively stable. Base Adjustments: Risk Management Fund (675) • The funding methodology for Risk Management was modified in FY 2013 in an effort to smooth the year-to-year changes in charges assessed against County agencies and other risk pool participants. Expenditures associated with auto liability claims are budgeted at $900,000 in FY 2013, a reduction of $135,760 from the FY 2012 revised budget. Historically, annual auto liability claims expenditures have ranged from less than $100,000 to $1.6 million. 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. 867 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates: Administrative mandate as required by county governance. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of MM claims closed Number of MM claims closed Number of MM claims opened and pending Cost per MM claim closed FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 20.0% 32.8% 22.0% 15.2% (17.7%) -53.9% 47 88 55 40 (48) -54.5% 59 67 63 66 (1) -1.5% $ 130,791.21 $ 99,133.84 $ 130,828.33 $ 134,038.08 $ (34,904.23) -35.2% 675 - RISK MANAGEMENT TOTAL SOURCES $ 5,732,025 $ 5,732,025 $ 3,403,379 $ 3,403,379 $ 3,403,378 $ 3,403,378 $ 4,755,226 $ 4,755,226 $ 1,351,847 $ 1,351,847 39.7% 39.7% 675 - RISK MANAGEMENT TOTAL USES $ 6,147,187 $ 6,147,187 $ 8,723,778 $ 8,723,778 $ 7,195,558 $ 7,195,558 $ 5,361,523 $ 5,361,523 $ 3,362,255 $ 3,362,255 38.5% 38.5% Expenditure Activity Narrative: When comparing FY 2012 Forecast to FY 2013, the number of claims opened and pending is expected to remain relatively stable, while the number of claims closed is expected to decline. The expected reduction in the number of claims closing is due to more complex claims taking longer to resolve. Base Adjustments: Risk Management Fund (675) • Medical malpractice insurance was renewed at a lower rate for FY 2013, saving the department $172,338. • The funding methodology for Risk Management was modified in FY 2013 in an effort to smooth the year-to-year changes in charges assessed against County agencies and other risk pool participants. Expenditures associated with medical malpractice claims are budgeted at $4.3 million in FY 2013, a reduction of $1,729,634 from the FY 2012 revised budget. Historically, annual medical malpractice claims expenditures have ranged from less than $100,000 to $5.0 million. Reserves are included in the non-recurring General and Detention fund budgets (Non Departmental) and may be used in the event that expenditures exceed the budgeted level. Auto Property Damage Activity The purpose of the Auto Property Damage Activity is to provide auto property damage claims and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses, and obtain auto property damage insurance at the best possible cost to the County. Mandates: Administrative mandate as required by County governance. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of APD claims closed Number of APD claims closed Number of APD claims opened and pending Cost per APD claim closed FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 28.6% 50.5% 30.4% 33.3% (17.2%) -34.0% 520 376 417 440 64 17.0% 455 186 343 330 144 77.4% $ 2,193.57 $ 2,155.77 $ 1,643.10 $ 1,883.27 $ 272.50 12.6% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 623,256 623,256 $ $ 320,025 320,025 $ $ 320,026 320,026 $ $ 528,509 528,509 $ $ 208,484 208,484 65.1% 65.1% 675 - RISK MANAGEMENT TOTAL USES $ 1,140,658 $ 1,140,658 $ $ 810,571 810,571 $ $ 685,173 685,173 $ $ 828,639 828,639 $ $ (18,068) (18,068) -2.2% -2.2% Expenditure 868 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The number of claims opened and pending is understated in FY 2012 as a result of the department not closing all the hail damage claims from 2011 until the end of FY 2012. The measures in FY 2013 represent normal business with a one-to-one open/closure ratio, as damaged vehicles will be repaired in the same fiscal year a claim is opened. Base Adjustments: Risk Management Fund (675) • Auto physical damage insurance will be purchased in FY 2013 at a cost of $14,500. This is a new expense for Risk Management. • The funding methodology for Risk Management was modified in FY 2013 in an effort to smooth the year-to-year changes in charges assessed against County agencies and other risk pool participants. Expenditures associated with auto physical damage claims are budgeted at $425,000 in FY 2013, a reduction of $349,339 from the FY 2012 revised budget. Historically, annual auto physical damage claims expenditures have ranged from less than $200,000 to $800,000. Professional Liability Activity The purpose of the Professional Liability Activity is to provide professional liability claims services to Maricopa County departments, districts and Risk Trust members so they can reduce or manage the cost of claims and expenses. Mandates: None Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of PL claims closed Number of PL claims closed Number of PL claims opened and pending Cost of PL claims closed FY 2011 ACTUAL N/A N/A N/A N/A FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED N/A N/A 12.5% N/A N/A 4 N/A N/A 8 N/A N/A $ 51,410.50 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A 675 - RISK MANAGEMENT TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 140,343 140,343 $ $ 140,343 140,343 N/A N/A 675 - RISK MANAGEMENT TOTAL USES $ $ - $ $ - $ $ - $ $ 205,642 205,642 $ $ (205,642) (205,642) N/A N/A Expenditure Activity Narrative: This new activity reflects a 2011 modification to the Risk Trust to cover expenses associated with defense of employees’ professional licenses when challenged by a third party. 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. 869 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 16.7% 30.8% 25.7% 25.0% (5.8%) -18.8% 80 48 151 80 32 66.7% 120 39 147 80 41 105.1% $ 23,028.94 $ 38,130.81 $ 11,263.21 $ 7,581.13 $ 30,549.69 80.1% 675 - RISK MANAGEMENT TOTAL SOURCES $ 1,034,939 $ 1,034,939 $ $ 675 - RISK MANAGEMENT TOTAL USES $ 1,842,315 $ 1,842,315 $ 1,830,279 $ 1,830,279 668,000 668,000 $ $ 668,002 668,002 $ $ 253,323 253,323 $ $ (414,677) (414,677) $ 1,700,744 $ 1,700,744 $ $ 606,490 606,490 $ 1,223,789 $ 1,223,789 -62.1% -62.1% Expenditure 66.9% 66.9% Activity Narrative: The forecasted number of property damage claims closed and opened in FY 2012 is artificially high as a result of claims associated with property damaged in the hail storm of 2011. Claims are expected to normalize in FY 2013. Base Adjustments: Risk Management Fund (675) • Property insurance was renewed at a higher rate for FY 2013, costing the department an additional $313,820. • The funding methodology for Risk Management was modified in FY 2013 in an effort to smooth the year-to-year changes in charges assessed against County agencies and other risk pool participants. Expenditures associated with property claims are budgeted at $250,000 in FY 2013, a reduction of $272,429 from the FY 2012 revised budget. Historically, annual property claims expenditures have averaged $226,000. Unemployment Activity The purpose of the Unemployment Activity is to provide unemployment claims oversight and insurance services to Maricopa County departments, districts and trust members so they can reduce or manage the cost of claims, expenses. Mandates: Administrative mandate as required by County governance. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of potential liability saved Number of non-protestable claims Number of unemployment claims Cost per non-protestable claim FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 35.2% 31.6% 34.1% 34.4% 2.7% 8.7% 938 1,268 847 938 (330) -26.0% 335 431 337 351 (81) -18.7% $ 1,433.93 $ 1,446.60 $ 1,807.03 $ 1,634.88 $ (188.28) -13.0% 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 675 - RISK MANAGEMENT TOTAL USES $ 1,345,030 $ 1,345,030 257,160 257,160 $ $ 684,975 684,975 $ $ 684,975 684,975 $ 1,054,068 $ 1,054,068 $ $ 369,093 369,093 53.9% 53.9% $ 1,530,558 $ 1,530,558 $ 1,533,517 $ 1,533,517 $ $ 300,767 300,767 16.4% 16.4% Expenditure $ 1,834,284 $ 1,834,284 Activity Narrative: As the economic outlook in Maricopa County continues to improve in FY 2013, it is expected that the number of unemployment claims as well as the number of non-protestable claims will continue to decline. Base Adjustments: Risk Management Fund (675) • The funding methodology for Risk Management was modified in FY 2013 in an effort to smooth the year-to-year changes in charges assessed against County agencies and other risk pool 870 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget participants. Expenditures associated with unemployment claims are budgeted at $1.5 million in FY 2013, a reduction of $300,000 from the FY 2012 revised budget. Historically, annual unemployment claims expenditures have ranged from $600,000 to $1.8 million. 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 FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 36.9% 35.9% 36.7% 37.2% 1.3% 3.6% 1,305 1,300 1,277 1,304 4 0.3% 885 906 870 877 (29) -3.2% $ 6,679.26 $ 5,656.64 $ 6,181.52 $ 4,086.30 $ 1,570.34 27.8% 675 - RISK MANAGEMENT TOTAL SOURCES $ 6,691,799 $ 6,691,799 $ 2,773,373 $ 2,773,373 $ 2,792,225 $ 2,792,225 $ 6,198,341 $ 6,198,341 $ 3,424,968 $ 3,424,968 123.5% 123.5% 675 - RISK MANAGEMENT TOTAL USES $ 8,716,433 $ 8,716,433 $ 7,353,628 $ 7,353,628 $ 7,893,799 $ 7,893,799 $ 5,328,533 $ 5,328,533 $ 2,025,095 $ 2,025,095 27.5% 27.5% Expenditure Activity Narrative: When comparing FY 2012 Forecast to FY 2013, the number of claims opened and pending and the number of claims closed is expected to remain relatively stable. Base Adjustments: Risk Management Fund (675) • Worker’s compensation indemnity, insurance, and medical will increase by a total of $596,145 in FY 2013. Insurance and Coverage Program The purpose of the Insurance and Coverage Program is to provide insurance and coverage services to Maricopa County departments, districts, and Risk Trust members so they can protect their assets through appropriate risk transfer. Program Results Measure Description Percent of insurance policies purchased/renewed prior to effective date Percent of volunteer program/internships authorized for Risk Trust indemnity FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A Activities that comprise this program include: • Insurance and Coverage 871 N/A FY 2013 ADOPTED 833.3% 200.0% REV VS ADOPTED VAR % N/A N/A N/A N/A Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Insurance and Coverage Activity The purpose of the Insurance and Coverage Activity is to provide insurance and coverage services to Maricopa County departments, districts and Risk Trust members so they can protect their assets through appropriate risk transfer. 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 Output Output Output Demand Demand Demand Demand Efficiency Efficiency Measure Description Percent of insurance policies purchased/renewed prior to effective date Percent of volunteer program/internships authorized for Risk Trust indemnity Number of volunteer programs reviewed Number of insurance policies purchased/renewed Number of contracts reviewed Number of insurance certificates issued Number of volunteer programs requiring review Number of insurance policies required/requested Number of contracts to review Number of insurance certificates requested Cost of volunteer programs reviewed Cost of insurance policies purchased/renewed Efficiency Cost of contracts reviewed Efficiency Cost of insurance certificates issued Expenditure 675 - RISK MANAGEMENT TOTAL USES FY 2011 ACTUAL N/A $ $ FY 2012 FY 2012 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 FY 2013 ADOPTED 833.3% N/A N/A 50 12 N/A N/A N/A N/A N/A N/A N/A 50 240 50 N/A N/A N/A N/A N/A N/A N/A N/A 12 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 50 N/A 240 N/A $ 65,936.80 N/A $ 274,736.67 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 $ 65,936.80 N/A $ 13,736.83 N/A N/A N/A N/A $ (3,296,840) $ (3,296,840) N/A N/A - $ $ - $ $ - 200.0% REV VS ADOPTED VAR % N/A N/A $ 3,296,840 $ 3,296,840 Activity Narrative: This is a new activity. As a result, no historical data is available. Loss Control Program The purpose of the Loss Control Program is to provide loss control services to Maricopa County departments, districts and Risk Trust members so they can control and/or mitigate losses. 872 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Program Results Measure Description Percent of inspections completed Percent reduction/increase of County injury incident rate compared to a 3 year average rate Percent of County employees not injured Percent of auto accidents per miles driven Percent of EL claims closed Percent of SRM action items implemented Percent of EPD claims closed FY 2011 ACTUAL 0.0% (12.5%) FY 2012 FY 2012 REVISED FORECAST (35.8%) (35.8%) (19.2%) (19.2%) 97.1% N/A N/A N/A N/A 99.4% N/A N/A N/A N/A Activities that comprise this program include: • Environmental Management • Environmental Liability Claims • Environmental Property Damage FY 2013 ADOPTED N/A 105.7% 0.6% N/A N/A N/A N/A • • REV VS ADOPTED VAR % N/A N/A 124.9% -649.2% 99.4% 0.0% 4800.0% N/A 1096.0% (0.0%) N/A N/A N/A N/A -0.0% N/A N/A N/A N/A Loss Control Safety Management Environmental Management Activity The purpose of the Environmental Management 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 Measure Description Percent of inspections completed Number of inspections completed Number of inspections requested/necessary Cost per inspection FY 2011 FY 2012 FY 2012 ACTUAL REVISED FORECAST 0.0% (35.8%) (35.8%) 148 104 104 153 126 126 $ 69,413.16 $ 4,670.28 $ 4,364.48 675 - RISK MANAGEMENT TOTAL USES $ 10,273,147 $ 10,273,147 $ $ 485,709 485,709 $ $ 453,906 453,906 FY 2013 ADOPTED N/A N/A $ $ 514,415 514,415 REV VS ADOPTED VAR % N/A N/A (104) -100.0% (126) -100.0% N/A N/A $ $ (28,706) (28,706) -5.9% -5.9% Activity Narrative: This activity will be updated during the FY 2014 Strategic Business Plan update process. Environmental Liability Claims Activity The purpose of the Environmental Liability Claims Activity is to provide loss control services to Maricopa County departments, districts and Risk Trust members so they can reduce or manage the cost of claims and expenses. 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. 873 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of EL claims closed Number of EL claims closed Number of EL claims opened and pending Cost per EL claim closed FY 2011 ACTUAL N/A N/A N/A N/A FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED N/A N/A 4800.0% N/A N/A 54 N/A N/A 29 N/A N/A $ 15,592.04 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A 675 - RISK MANAGEMENT TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 611,575 611,575 $ $ 611,575 611,575 N/A N/A 675 - RISK MANAGEMENT TOTAL USES $ $ - $ $ - $ $ - $ $ 841,970 841,970 $ $ (841,970) (841,970) N/A N/A Expenditure Activity Narrative: This is a new activity and a new line of business for Risk Management’s budget. As a result, no historical data is available. Base Adjustments: Risk Management Fund (675) • Environmental liability claims are budgeted at $600,000 in FY 2013. This is a new expense for the Risk Management Department. Prior to FY 2012, environmental liability claims were paid by the affected agencies rather than the Risk Trust. The rate structure for FY 2013 incorporates this new expense. Reserves are included in the non-recurring General and Detention fund budgets (Non-Departmental) and may be used in the event that expenditures exceed the budgeted level. Environmental Property Damage Claims The purpose of the Environmental Property Damage Claims Activity is to provide environmental property damage claims services to Maricopa County departments, districts and Risk Trust members so they can reduce or manage the cost of claims and expenses. 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 Revenue Measure Description Percent of EPD claims closed Number of EPD claims closed Number of EPD claims opened and pending Cost per EPD claim closed FY 2011 ACTUAL N/A N/A N/A N/A FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED N/A N/A 1096.0% N/A N/A 17 N/A N/A 6 N/A N/A $ 33,873.88 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A 675 - RISK MANAGEMENT TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 587,068 587,068 $ $ 587,068 587,068 N/A N/A 675 - RISK MANAGEMENT TOTAL USES $ $ - $ $ - $ $ - $ $ 575,856 575,856 $ $ (575,856) (575,856) N/A N/A Expenditure Activity Narrative: This is a new activity and a new line of business for Risk Management’s budget. As a result, no historical data is available. Base Adjustments: Risk Management Fund (675) • Environmental property damage claims are budgeted at $575,856 in FY 2013. This is a new expense for the Risk Management Department. Prior to FY 2012, environmental property 874 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget damage claims were paid by the affected agencies rather than the Risk Trust. The rate structure for FY 2013 incorporates this new expense. Reserves are included in the nonrecurring General and Detention fund budgets (Non Departmental) and may be used in the event that expenditures exceed the budgeted level. Loss Control The purpose of the Loss Control Activity is to provide loss control services to Maricopa County departments, districts and Risk Trust members so they can control and/or mitigate losses. 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 Measure Description Percent of SRM action items implemented Number of SRM plans provided Number of SRM eligible claims Cost per SRM plan 675 - RISK MANAGEMENT TOTAL USES FY 2011 ACTUAL N/A N/A N/A N/A $ $ FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED N/A N/A N/A N/A N/A 15 N/A N/A 120 N/A N/A $ 1,490.00 - $ $ - $ $ - $ $ 22,350 22,350 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A $ $ (22,350) (22,350) N/A N/A Activity Narrative: This is a new activity. As a result, no historical data is available. Safety Management The purpose of the Safety Management Activity is to provide consultation, technical, and training services to the Maricopa County departments, districts and Risk 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 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 Percent of auto accidents per miles driven Number of County employees not injured Number of County employees Cost per County employee not injured FY 2011 ACTUAL (12.5%) $ 675 - RISK MANAGEMENT TOTAL USES $ $ FY 2012 FY 2012 REVISED FORECAST (19.2%) (19.2%) 97.1% N/A 16,601 16,705 10.81 $ 717,858 717,858 $ $ 875 99.4% N/A 16,676 16,773 10.78 $ 719,077 719,077 $ $ FY 2013 ADOPTED 105.7% 0.6% N/A 16,643 16,738 10.84 $ 721,475 721,475 $ $ REV VS ADOPTED VAR % 124.9% -649.2% 99.4% 0.0% 66,101 16,623 10.71 $ 708,079 708,079 $ $ (0.0%) N/A 49,425 (151) 0.07 10,998 10,998 -0.0% N/A 296.4% -0.9% 0.6% 1.5% 1.5% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliation Risk Management Fund (675) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 43,912,696 $ 16,231,190 FY 2012 Revised Budget $ 43,912,696 $ 16,231,190 Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: (6,825) FY 2013 Budget Target $ Adjustments: Agenda Item: Employee Retirement and Benefits $ Retirement Contributions Fees and Other Revenues $ ProgRevenue Volume Inc/Dec Increase revenues Intergovernmental Charges for Service for Library, Stadium and Flood Control Districts Increase revenues for Other Charges for Service for Maricopa Health Integrated Health System Increase revenues for Internal Service Charges for risk management expenses Increase revenues for Interest Earnings as a result of anticipated increase in interest rates Increase Regular Pay and Benefits due to addition of 1.0 FTE Management Analyst 61,935 Increase Regular Pay and Fringe Benefits due to changes in pay rate and conversion 95,427 of 1.0 FTE Claims Adjuster from contract to regular position Rightsize Temporary Pay, Overtime and Other Personal Services 17,194 Eliminate Allocation in for Risk Management Consultant (41,897) Increase General Supplies for new software purchases 72,500 Reduce expenditures for consulting based on current trends (200,000) Increase expenditures for claims admin fees based on new fee schedule 43,000 Increase various supplies and services consistent with current spending trends (14,953) Reduce Legal Services based on FY 2012 Forecast (1,724,325) Reduction in expenditures for the General Liability Activity (7,720,016) Reduction in expenditures for the Auto Liability Activity (135,760) Reduction in expenditures for the Medical Malpractice Activity (1,901,972) Reduction in expenditures for the Auto Property Damage Activity (334,839) Increase in expenditures for the Property Damage Activity 41,391 Reduction in expenditures for the Unemployment Activity (300,000) Increase in expenditures for the Work er's Compensation Activity 596,145 Baseline expenditures for the new Enviromental Liability Activity 600,000 Baseline expenditures for the new Enviromental Property Damage Claims Activity 575,856 Internal Service Charges Decrease in expenditure for Central Service Charges for Civil County Attorney Increase in expenditure for base level Internal Services Charges FY 2013 Adopted Budget Percent Change from Target Amount $ 43,905,871 $ 16,231,190 14,905 $ 14,905 (10,488,806) $ (10,488,806) $ 6,268,810 6,268,810 23,761 2,670,871 3,549,178 25,000 33,431,970 $ -23.9% 22,500,000 38.6% (218,492) (229,972) 11,480 $ 876 - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Fund (675) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 23,530,790 $ 40,536,483 $ 40,536,483 $ 23,796,324 $ 4,082,126 Sources: Operating Total Sources: $ $ 25,413,868 25,413,868 $ $ 16,231,190 16,231,190 $ $ 16,231,190 16,231,190 $ $ 16,354,043 16,354,043 $ $ 22,500,000 22,500,000 Uses: Operating Total Uses: $ $ 66,437,673 66,437,673 $ $ 43,912,696 43,912,696 $ $ 43,912,696 43,912,696 $ $ 36,068,241 36,068,241 $ $ 33,431,970 33,431,970 Structural Balance $ (19,714,198) $ (10,931,970) Accounting Adjustments $ 41,289,339 $ - $ - $ - $ $ 23,796,324 23,796,324 $ 12,854,977 12,854,977 $ 12,854,977 12,854,977 $ 4,082,126 4,082,126 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ (41,023,805) $ $ (27,681,506) $ $ (27,681,506) $ $ - (6,849,844) (6,849,844) $ Note: Funds will be transferred in as necessary to prevent the Risk Management Fund from going into deficit. County Manager Risk Management Fund (676) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 9,620,415 $ 9,620,415 - 9,620,415 9,620,415 $ 9,620,415 $ 9,620,415 Adjustments: Non Recurring Non Recurring Carry Forward Non Recurring Fund Transfer Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 877 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Risk Management County Manager Risk Management Fund (676) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED (22,839,243) $ FY 2012 FORECAST Beginning Spendable Fund Balance $ - $ Sources: Non-Recurring Total Sources: $ - $ 13,000,000 13,000,000 $ 13,000,000 13,000,000 Uses: Non-Recurring Total Uses: $ - $ 13,000,000 13,000,000 $ Accounting Adjustments $ - $ 13,000,000 $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ - $ (9,839,243) (9,839,243) $ 878 (22,839,243) $ FY 2013 ADOPTED - $ - $ 3,379,585 3,379,585 $ 9,620,415 9,620,415 13,000,000 13,000,000 $ 3,379,585 3,379,585 $ 9,620,415 9,620,415 - $ - $ - (22,839,243) (22,839,243) $ - $ - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Analysis by Jacqueline M. Edwards, Management and Budget Analyst and Timothy Snyder, Management and Budget Analyst 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 Safe Communities By 2015, 48% or more of the overall Sheriff's Office patrol district response times for emergency/priority 1 calls for service will average 5 minutes or less. Status: This is a new goal in FY 2013. The County is very large geographically, and the goal is an overall average for all Patrol Districts. As of February 2012, the Sheriff’s Office is responding to 49.28% of priority 1 calls within 5 minutes or less. Safe Communities By 2015, 93.5% of priority 1 emergency calls for service will be dispatched to field officers within two minutes. Status: This is a new goal in FY 2013. As of February 2012, the Sheriff’s Office is dispatching 95.94% of priority 1 calls to field officers within two minutes. Safe Communities By 2015, the Sheriff's Office will consistently maintain safe jail facilities and contain inmate to inmate assaults while in custody to less than 1%. Status: This is a new goal in FY 2013. As of February 2012, 99.67% of inmates are not assaulted by other inmates while in the custody of the Sheriff’s Office. Jail facilities have been reviewed and plans are being developed to shore up or replace aging and deteriorating facilities beginning in FY 2013. 879 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Specific By FY 2014, the Sheriff's Office will begin the first phase of implementation of a multi-year plan for the replacement, refurbishment, updating/upgrading of 100% mission-critical infrastructure items that have been identified. Status: This is a new goal in FY 2013. The Sheriff’s Office has begun work on this critical goal. Information systems and facilities have been analyzed and replacement is in progress. Safe Communities By July 1, 2012, the Sheriff's Office will be prepared to accept prisoners from the State of Arizona who are sentenced to jail terms of one year or less than one year and continue to meet 100% of mandated requirements and maintain its inmate processing standards of within 24 hours. Status: This is a new goal in FY 2013. The status of this item is dependent upon action by the Arizona State Legislature. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % CVPR - CIVIL PROCESS 50CC - COURT COMPLIANCE AND SECURITY $ $ 710,610 $ 710,610 $ 639,000 $ 639,000 $ 639,000 $ 639,000 $ 632,995 $ 632,995 $ 639,000 $ 639,000 $ - 0.0% 0.0% IARP - INMATE SUBST ABUSE RECOVERY IEPA - INMATE EDUCATION IIAR - INMATE INTAKE AND RELEASE INSS - INMATE CANTEEN AND OPTION SVCS ISTP - INMATE SKILLS AND TRAINING JIAS - JAIL INTELLIGENCE AND SECURITY PRDM - INMATE DETENTION HOUSING 50CM - CUSTODY MANAGEMENT $ 46,690 $ 331,640 138,600 11,147,354 10,970 35,024,342 46,699,596 $ 61,841 $ 351,119 138,600 10,799,768 19,296 32,316,116 43,686,740 $ 61,841 $ 485,335 160,700 10,799,768 19,296 32,316,116 43,843,056 $ 61,741 $ 480,333 160,700 11,608,556 14,414 33,632,234 45,957,978 $ 77,143 $ 524,403 173,902 12,322,361 19,296 48,500 33,476,797 46,642,402 $ 15,302 39,068 13,202 1,522,593 48,500 1,160,681 2,799,346 24.7% 8.0% 8.2% 14.1% 0.0% N/A 3.6% 6.4% MCSI - INFO AND COMM TECHNOLOGY PPEV - PROPERTY AND EVIDENCE TRAG - MANDATED ENF AND DET TRAINING 50CO - ENF AND DET OPERATION RESOURCE $ 128,949 $ 19,308 83,195 231,452 $ 182,115 $ 14,000 3,376 199,491 $ 179,623 $ 14,000 51,410 245,033 $ 199,084 $ 18,415 55,186 272,685 $ 132,029 $ 14,000 74,167 220,196 $ (47,594) 22,757 (24,837) -26.5% 0.0% 44.3% -10.1% DISP - DISPATCH DSTR - DISAST AND COMM THRE DISR RESP ENFO - ENFORCEMENT SUPPORT INVT - INVESTIGATIONS PATR - PATROL WRNT - WARR AND RECOR INFO PROCESSING 50EN - ENFORCEMENT $ 275,057 $ 1,780,923 1,923,971 4,387,007 9,760,677 69,196 18,196,831 $ 270,587 $ 866,523 1,946,436 4,412,674 9,655,414 113,874 17,265,508 $ 270,587 $ 2,563,109 2,447,936 4,793,633 9,890,224 135,804 20,101,293 $ 260,059 $ 2,442,664 2,478,125 3,825,779 10,304,378 243,419 19,554,424 $ 258,664 $ 1,994,121 2,207,551 5,275,993 10,017,023 75,000 19,828,352 $ (11,923) (568,988) (240,385) 482,360 126,799 (60,804) (272,941) -4.4% -22.2% -9.8% 10.1% 1.3% -44.8% -1.4% 387,000 $ 5,037 425,568 $ - 425,568 $ - 370,481 $ 693 438,768 $ - 13,200 - 3.1% N/A 438,768 $ 13,200 N/A 3.1% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT $ $ $ $ PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 392,037 $ 425,568 $ 425,568 $ 192 371,366 $ GGOV - GENERAL GOVERNMENT $ 570,519 $ 14,743,225 $ 15,015,259 $ 15,053,337 $ 15,580 $ (14,999,679) -99.9% $ 570,519 $ 14,743,225 $ 15,015,259 $ 15,053,337 $ 34,783 50,363 $ 34,783 (14,964,896) N/A -99.7% TOTAL PROGRAMS $ 66,801,045 $ 76,959,532 $ 80,269,209 $ 81,842,785 $ 67,819,081 $ (12,450,128) -15.5% ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT 880 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Program and Activity (continued) USES CTSC - COURT SECURITY CVPR - CIVIL PROCESS EXTR - EXTRADITIONS INTR - INMATE TRANSPORT 50CC - COURT COMPLIANCE AND SECURITY IARP - INMATE SUBST ABUSE RECOVERY IEPA - INMATE EDUCATION IIAR - INMATE INTAKE AND RELEASE INLA - INMATE LABOR INSS - INMATE CANTEEN AND OPTION SVCS ISTP - INMATE SKILLS AND TRAINING JIAS - JAIL INTELLIGENCE AND SECURITY MANS - INMATE RELATED MANDATES PRDM - INMATE DETENTION HOUSING 50CM - CUSTODY MANAGEMENT $ $ $ $ - $ 4,143,166 1,161,282 18,189,571 23,494,019 $ - $ 4,076,193 1,089,022 17,631,714 22,796,929 $ - $ 4,260,542 1,772,732 16,491,631 22,524,905 $ - $ 4,215,054 1,417,412 15,180,020 20,812,486 $ 3,187,704 $ 4,548,522 1,743,465 13,262,375 22,742,066 $ (3,187,704) (287,980) 29,267 3,229,256 (217,161) N/A -6.8% 1.7% 19.6% -1.0% 800,159 $ 1,184,153 19,945,835 505,557 5,003,662 635,150 2,645,103 6,874,014 97,711,669 135,305,302 $ 1,673,565 $ 2,225,506 19,790,467 411,228 4,632,711 2,727,538 2,342,802 7,934,866 101,047,928 142,786,611 $ 1,992,467 $ 2,507,946 19,435,962 418,459 4,571,735 2,817,365 2,538,417 6,948,361 101,183,973 142,414,685 $ 1,097,633 $ 1,469,918 18,802,344 416,854 4,653,324 535,740 2,421,159 6,297,340 96,030,311 131,724,623 $ 2,264,101 $ 2,756,567 19,119,409 421,536 3,729,350 1,731,997 2,481,418 10,943,829 100,140,097 143,588,304 $ (271,634) (248,621) 316,553 (3,077) 842,385 1,085,368 56,999 (3,995,468) 1,043,876 (1,173,619) -13.6% -9.9% 1.6% -0.7% 18.4% 38.5% 2.2% -57.5% 1.0% -0.8% - $ 297,034 2,186,936 893,608 2,235,008 4,695,894 10,308,480 $ - $ 313,173 2,246,049 965,353 2,368,976 3,726,853 9,620,404 $ - $ 346,816 2,464,363 964,096 2,873,165 3,672,643 10,321,083 $ - $ 351,302 3,749,758 984,667 2,851,851 3,895,557 11,833,135 $ 2,291,656 $ 341,061 2,563,459 1,001,863 3,301,741 4,623,849 14,123,629 $ (2,291,656) 5,755 (99,096) (37,767) (428,576) (951,206) (3,802,546) N/A 1.7% -4.0% -3.9% -14.9% -25.9% -36.8% 3,156,305 $ 2,706,824 11,625,260 17,772,352 29,870,138 25,313 1,842,646 66,998,838 $ 3,325,331 $ 3,486,459 12,550,392 17,038,423 31,629,349 25,313 1,856,768 69,912,035 $ 2,725,951 $ 3,292,696 10,969,387 16,159,360 33,809,179 11,013 1,756,730 68,724,316 $ 3,074,372 $ 3,038,489 5,549,093 18,020,989 35,129,608 151,470 3,143,635 1,844,511 69,952,167 $ 250,959 447,970 7,001,299 (982,566) (3,500,259) (126,157) (3,143,635) 12,257 (40,132) 7.5% 12.8% 55.8% -5.8% -11.1% -498.4% N/A 0.7% -0.1% AVIA - AVIATION FMGT - SHERIFFS VEHICLE FLEET MCSI - INFO AND COMM TECHNOLOGY PPEV - PROPERTY AND EVIDENCE PROF - EMPLOYEE PROFESSIONAL STANDARD TRAG - MANDATED ENF AND DET TRAINING 50CO - ENF AND DET OPERATION RESOURCE $ DISP - DISPATCH DSTR - DISAST AND COMM THRE DISR RESP ENFO - ENFORCEMENT SUPPORT INVT - INVESTIGATIONS PATR - PATROL SRCH - SEARCH AND RESCUE SWAT - SPEC WEAPONS AND TACTICS WRNT - WARR AND RECOR INFO PROCESSING 50EN - ENFORCEMENT $ $ 2,469,642 $ 3,418,294 10,523,489 18,285,204 28,284,468 (7,717) 1,759,233 64,732,613 $ BLDR - BUILDINGS AND GROUNDS 70OM - BLDG OPERATIONS AND MAINT $ $ 2,268,809 $ 2,268,809 $ 2,427,788 $ 2,427,788 $ 2,483,468 $ 2,483,468 $ 2,595,923 $ 2,595,923 $ 2,343,084 $ 2,343,084 $ 140,384 140,384 BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 133,007 $ 1,042,011 2,418,132 4,709,285 595,003 76,546 8,973,984 $ 161,757 $ 1,060,022 2,284,785 5,286,216 455,952 1,228 9,249,960 $ 155,262 $ 1,228,519 2,643,202 4,818,148 540,362 495,998 9,881,491 $ 155,387 $ 1,158,777 2,664,426 4,593,419 503,979 539,159 9,615,147 $ 176,597 $ 1,165,499 2,547,183 5,712,027 515,030 513,416 10,629,752 $ (21,335) 63,020 96,019 (893,879) 25,332 (17,418) (748,261) -13.7% 5.1% 3.6% -18.6% 4.7% -3.5% -7.6% 9,262 $ 6,643,320 6,652,582 $ 23,000,000 $ 9,392,797 32,392,797 $ 23,290,476 $ 9,392,797 32,683,273 $ 23,272,034 $ 7,664,977 30,937,011 $ - $ 10,800,005 10,800,005 $ 23,290,476 (1,407,208) 21,883,268 100.0% -15.0% 67.0% $ 3,039,511 $ 2,638,874 644,165 470,673 276,285 253,349 7,322,857 $ 2,294,036 $ 2,466,974 610,257 463,042 343,744 236,994 6,415,047 $ 2,256,374 $ 2,453,337 763,648 462,074 344,885 249,219 6,529,537 $ 2,109,626 $ 2,945,514 618,012 477,507 342,038 267,095 6,759,792 $ 2,056,743 $ 1,751,479 760,773 514,154 354,246 392,985 5,830,380 $ 199,631 701,858 2,875 (52,080) (9,361) (143,766) 699,157 8.8% 28.6% 0.4% -11.3% -2.7% -57.7% 10.7% TOTAL PROGRAMS $ 259,058,646 $ 292,688,374 $ 296,750,477 $ 283,002,433 $ 280,009,387 $ $ $ 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 $ $ 881 16,741,090 5.7% 5.7% 5.6% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 71,500 71,500 $ $ 81,000 81,000 $ $ 81,000 81,000 $ $ 91,750 91,750 $ $ 81,000 81,000 INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 4,454,602 4,110,146 8,564,748 $ 2,143,382 4,766,462 6,909,844 $ 4,476,418 5,409,830 9,886,248 $ 4,462,534 5,252,515 9,715,049 $ 4,039,026 $ 5,177,467 9,216,493 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 42,921,024 11,783,024 63,379 54,767,427 $ $ $ 42,248,926 12,142,882 159,145 54,550,953 $ $ 40,492,634 11,257,768 75,000 51,825,402 $ $ 40,531,395 11,257,768 75,000 51,864,163 $ 2,882,584 2,882,584 $ $ 2,802,500 2,802,500 $ $ 2,902,500 2,902,500 $ $ 1,944,807 1,944,807 $ $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ $ 74,705 $ 440,081 514,786 $ $ 106,068 $ 452,732 558,800 $ $ 106,068 $ 452,732 558,800 $ $ 40,372 $ 484,595 524,967 $ 41,728,655 12,880,361 165,060 54,774,076 $ $ $ - (437,392) (232,363) (669,755) 0.0% 0.0% -9.8% -4.3% -6.8% $ 1,236,021 1,622,593 90,060 2,948,674 3.1% 14.4% 120.1% 5.7% 3,262,500 $ 3,262,500 $ 360,000 360,000 12.4% 12.4% (89,460) 15,672 (73,788) -84.3% 3.5% -13.2% 16,608 468,404 485,012 $ $ ALL REVENUES $ 66,801,045 $ 62,216,307 $ 65,253,950 $ 66,827,526 $ 67,819,081 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ 14,743,225 14,743,225 $ $ 15,015,259 15,015,259 $ $ 15,015,259 15,015,259 $ $ - $ $ (15,015,259) -100.0% (15,015,259) -100.0% TOTAL SOURCES $ 66,801,045 $ 76,959,532 $ 80,269,209 $ 81,842,785 $ 67,819,081 $ (12,450,128) 882 2,565,131 3.9% -15.5% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 151,661,640 $ 159,721 2,279,913 62,067,778 3,959,022 (18,129,471) 16,491,317 218,489,920 $ 152,199,688 $ 241,510 2,458,920 63,460,187 4,345,116 (16,711,084) 15,051,122 221,045,459 $ 154,908,123 $ 222,090 2,669,670 64,483,544 1,266,113 (17,836,720) 16,361,468 222,074,288 $ 150,017,845 $ 21,055 2,248,067 61,202,698 1,364,170 (17,464,363) 15,867,703 213,257,175 $ 155,404,490 $ 216,805 2,422,611 69,793,719 1,812,159 (20,894,320) 19,348,222 228,103,686 $ SUBTOTAL $ 14,094,622 $ 51,757 3,801,381 386,230 (1,949,080) 1,471,788 17,856,698 $ 16,178,527 $ 77,985 3,553,603 562,500 (1,368,783) 806,954 19,810,786 $ 16,759,797 $ 77,985 3,553,603 703,480 (1,818,783) 1,256,954 20,533,036 $ 15,592,601 $ 55,418 4,151,792 465,733 (1,791,217) 1,195,859 19,670,186 $ 17,209,633 $ 254,377 4,654,275 604,476 (1,916,914) 1,475,141 22,280,988 $ (449,836) -2.7% (176,392) -226.2% (1,100,672) -31.0% 99,004 14.1% 98,131 5.4% (218,187) -17.4% (1,747,952) -8.5% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 368,810 $ 886,453 1,147,332 3,327,552 5,483,181 677,345 5,731,735 843,978 114,260 288,690 434,189 (1,844,009) 1,818,409 19,277,925 $ 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 $ 222,199 $ 919,054 4,015,969 3,483,555 5,568,150 23,953,475 10,858,612 1,116,928 350,324 315,726 483,623 3,345 (1,651,564) 1,651,564 51,290,960 $ 287,289 $ 908,959 1,018,936 2,988,230 4,705,550 23,866,827 11,269,297 573,632 172,670 305,738 522,218 (1,653,449) 1,653,772 46,619,669 $ 320,971 $ 1,045,695 2,912,720 3,206,420 5,438,568 389,112 11,255,116 1,014,053 1,225,905 329,222 545,407 (1,481,657) 1,481,657 27,683,189 $ (98,772) -44.5% (126,641) -13.8% 1,103,249 27.5% 277,135 8.0% 129,582 2.3% 23,564,363 98.4% (396,504) -3.7% 102,875 9.2% (875,581) -249.9% (13,496) -4.3% (61,784) -12.8% 3,345 100.0% (169,907) -10.3% 169,907 10.3% 23,607,771 46.0% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 206,287 $ 2,126,635 430,734 26,788 (1) 1 2,790,444 $ - $ 836,000 825,000 1,661,000 $ 66,000 $ 1,747,554 1,038,639 2,852,193 $ 65,576 $ 2,299,631 1,090,196 3,455,403 $ - $ 1,670,000 271,524 1,941,524 $ 66,000 77,554 767,115 910,669 100.0% 4.4% 73.9% N/A N/A N/A 31.9% ALL EXPENDITURES $ 258,414,987 $ 292,688,374 $ 296,750,477 $ 283,002,433 $ 280,009,387 $ 16,741,090 5.6% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 643,659 $ 643,659 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 259,058,646 $ 292,688,374 $ 296,750,477 $ 283,002,433 $ 280,009,387 $ 16,741,090 5.6% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 883 (496,367) 5,285 247,059 (5,310,175) (546,046) 3,057,600 (2,986,754) (6,029,398) -0.3% 2.4% 9.3% -8.2% -43.1% 17.1% -18.3% -2.7% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 251 SHERIFF GRANTS OPERATING $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL SOURCES $ 11,072,166 $ 325 11,072,491 $ 11,364,279 $ 11,364,279 $ 11,198,827 $ 126,691 11,325,518 $ 11,473,459 $ 224,053 11,697,512 $ 11,423,534 $ 11,423,534 $ $ FUND TOTAL SOURCES $ 7,709,325 $ 7,709,325 $ 5,709,844 $ 5,709,844 $ 8,786,248 $ 8,786,248 $ 8,786,248 $ 8,786,248 $ 8,494,509 $ 8,494,509 $ $ $ 34,792 $ 34,792 $ 26,300 $ 26,300 $ 26,300 $ 26,300 $ 17,538 $ 17,538 $ 26,300 $ 26,300 $ - 0.0% 0.0% $ $ - $ - $ - $ - $ - $ - $ 20,164 $ 20,164 $ 60,000 $ 60,000 $ 60,000 60,000 N/A N/A $ $ 1,740,664 $ 1,740,664 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 1,027,726 $ 1,027,726 $ 2,000,000 $ 2,000,000 $ - 0.0% 0.0% $ $ 1,610,628 $ 1,610,628 $ 1,560,000 $ 1,560,000 $ 1,560,000 $ 1,560,000 $ 1,452,118 $ 1,452,118 $ 1,482,444 $ 1,482,444 $ $ $ 11,219,272 $ 11,219,272 $ 10,799,768 $ 14,743,225 25,542,993 $ 10,799,768 $ 15,015,259 25,815,027 $ 11,645,814 $ 15,015,259 26,661,073 $ 12,337,361 $ 12,337,361 $ $ $ 63,538 $ 63,538 $ 80,500 $ 80,500 $ 80,500 $ 80,500 $ 161,729 $ 161,729 $ 165,640 $ 165,640 $ 85,140 85,140 105.8% 105.8% $ 33,350,335 $ 33,350,335 $ 30,675,616 $ 30,675,616 $ 30,675,616 $ 30,675,616 $ 32,018,588 $ 89 32,018,677 $ 31,829,293 $ 31,829,293 $ 1,153,677 1,153,677 3.8% N/A 3.8% 203 SHERIFF DONATIONS OPERATING FUND TOTAL SOURCES 206 OFFICER SAFETY EQUIPMENT OPERATING FUND TOTAL SOURCES 212 SHERIFF RICO OPERATING FUND TOTAL SOURCES 214 SHERIFF JAIL ENHANCEMENT OPERATING FUND TOTAL SOURCES 252 INMATE SERVICES OPERATING NON-RECURRING FUND TOTAL SOURCES 254 INMATE HEALTH SERVICES OPERATING FUND TOTAL SOURCES 255 DETENTION OPERATIONS OPERATING NON-RECURRING FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ 66,800,720 $ 62,216,307 $ 65,127,259 $ 66,603,384 $ 67,819,081 $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ 325 $ 14,743,225 $ 15,141,950 $ 15,239,401 $ - $ DEPARTMENT TOTAL SOURCES $ 66,801,045 $ 76,959,532 $ 80,269,209 $ 81,842,785 $ 67,819,081 $ 100 GENERAL OPERATING $ 60,962,596 $ 74,452,020 $ 77,656,321 $ 75,679,703 $ 76,263,918 NON-RECURRING 311,401 219,638 317,940 FUND TOTAL USES $ 60,962,596 $ 74,452,020 $ 77,967,722 $ 75,899,341 $ 76,581,858 251 SHERIFF GRANTS OPERATING $ 8,741,278 $ 5,709,844 $ 8,786,248 $ 8,786,248 $ 8,494,509 FUND TOTAL USES $ 8,741,278 $ 5,709,844 $ 8,786,248 $ 8,786,248 $ 8,494,509 203 SHERIFF DONATIONS OPERATING $ 17,475 $ 26,300 $ 26,300 $ 13,016 $ 26,300 NON-RECURRING 14,832 FUND TOTAL USES $ 32,307 $ 26,300 $ 26,300 $ 13,016 $ 26,300 206 OFFICER SAFETY EQUIPMENT OPERATING $ - $ - $ - $ - $ 60,000 FUND TOTAL USES $ - $ - $ - $ - $ 60,000 212 SHERIFF RICO OPERATING $ 1,748,039 $ 2,000,000 $ 2,000,000 $ 1,020,328 $ 2,000,000 FUND TOTAL USES $ 1,748,039 $ 2,000,000 $ 2,000,000 $ 1,020,328 $ 2,000,000 214 SHERIFF JAIL ENHANCEMENT OPERATING $ 379,439 $ 1,560,000 $ 1,560,000 $ 457,972 $ 1,482,444 NON-RECURRING 2,000,000 2,000,000 2,000,000 FUND TOTAL USES $ 379,439 $ 3,560,000 $ 3,560,000 $ 2,457,972 $ 1,482,444 252 INMATE SERVICES OPERATING $ 10,728,164 $ 10,799,768 $ 10,799,768 $ 7,983,128 $ 12,337,361 NON-RECURRING 9,262 23,000,000 23,272,034 21,272,034 FUND TOTAL USES $ 10,737,426 $ 33,799,768 $ 34,071,802 $ 29,255,162 $ 12,337,361 254 INMATE HEALTH SERVICES OPERATING $ - $ 80,500 $ 80,500 $ 33,540 $ 165,640 NON-RECURRING 600,000 FUND TOTAL USES $ 600,000 $ 80,500 $ 80,500 $ 33,540 $ 165,640 255 DETENTION OPERATIONS OPERATING $ 175,772,030 $ 173,059,942 $ 170,257,905 $ 165,536,826 $ 178,861,275 NON-RECURRING 85,531 FUND TOTAL USES $ 175,857,561 $ 173,059,942 $ 170,257,905 $ 165,536,826 $ 178,861,275 224,707 2.0% (126,691) -100.0% 98,016 0.9% (291,739) (291,739) (77,556) (77,556) -3.3% -3.3% -5.0% -5.0% 1,537,593 14.2% (15,015,259) -100.0% (13,477,666) -52.2% 2,691,822 4.1% (15,141,950) -100.0% (12,450,128) -15.5% $ $ 1,392,403 (6,539) 1,385,864 1.8% -2.1% 1.8% $ $ 291,739 291,739 3.3% 3.3% $ - 0.0% N/A 0.0% $ $ $ (60,000) (60,000) N/A N/A $ $ - 0.0% 0.0% $ 77,556 2,000,000 2,077,556 5.0% 100.0% 58.4% (1,537,593) 23,272,034 21,734,441 -14.2% 100.0% 63.8% $ $ $ $ $ $ (8,603,370) (8,603,370) -5.1% N/A -5.1% DEPARTMENT OPERATING TOTAL USES $ 258,349,021 $ 267,688,374 $ 271,167,042 $ 259,510,761 $ 279,691,447 $ DEPARTMENT NON-RECURRING TOTAL USES $ 709,625 $ 25,000,000 $ 25,583,435 $ 23,491,672 $ 317,940 $ DEPARTMENT TOTAL USES $ 259,058,646 $ 292,688,374 $ 296,750,477 $ 283,002,433 $ 280,009,387 $ (8,524,405) 25,265,495 16,741,090 -3.1% 98.8% 5.6% 884 $ (85,140) -105.8% N/A (85,140) -105.8% Maricopa County Annual Business Strategies FY 2013 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 COURT COMPLIANCE AND SECURITY CIVIL PROCESS COURT SECURITY EXTRADITIONS INMATE TRANSPORT PROGRAM TOTAL CUSTODY MANAGEMENT INMATE CANTEEN AND OPTION SVCS INMATE DETENTION HOUSING INMATE EDUCATION INMATE INTAKE AND RELEASE INMATE LABOR INMATE RELATED MANDATES INMATE SKILLS AND TRAINING INMATE SUBST ABUSE RECOVERY JAIL INTELLIGENCE AND SECURITY PROGRAM TOTAL ENF AND DET OPERATION RESOURCE AVIATION EMPLOYEE PROFESSIONAL STANDARD INFO AND COMM TECHNOLOGY MANDATED ENF AND DET TRAINING PROPERTY AND EVIDENCE SHERIFFS VEHICLE FLEET PROGRAM TOTAL ENFORCEMENT DISAST AND COMM THRE DISR RESP DISPATCH ENFORCEMENT SUPPORT INVESTIGATIONS PATROL SEARCH AND RESCUE SPEC WEAPONS AND TACTICS WARR AND RECOR 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 32.00 20.00 32.00 12.00 1.00 98.00 2.00 46.00 17.00 33.00 8.00 106.00 2.00 42.00 20.00 42.00 10.00 8.00 124.00 2.00 43.00 20.00 42.00 10.00 7.00 124.00 2.00 45.00 19.00 37.00 9.00 7.00 119.00 3.00 (1.00) (5.00) (1.00) (1.00) (5.00) 0.0% 7.1% (5.0%) (11.9%) (10.0%) (12.5%) (4.0%) 34.00 34.00 39.00 39.00 42.00 42.00 42.00 42.00 42.00 42.00 - 0.0% 0.0% 53.00 4.00 263.00 320.00 52.00 3.00 267.00 322.00 55.00 .00 14.00 262.00 331.00 55.00 14.00 261.00 330.00 55.00 36.00 14.00 228.00 333.00 36.00 (34.00) 2.00 0.0% N/A 0.0% (13.0%) 0.6% 28.00 1,648.00 35.00 385.00 9.00 141.00 7.00 33.00 2,286.00 29.00 1,621.00 34.00 362.00 7.00 122.00 7.00 33.00 2,215.00 23.00 1,622.48 37.00 351.00 7.00 88.00 9.00 14.00 36.00 2,187.48 23.00 1,612.00 36.00 350.00 7.00 108.00 14.00 36.00 2,186.00 20.00 1,522.00 36.00 352.00 7.00 190.00 12.00 11.00 36.00 2,186.00 (3.00) (100.48) (1.00) 1.00 102.00 3.00 (3.00) (1.48) (13.0%) (6.2%) (2.7%) 0.3% 0.0% 115.9% 33.3% (21.4%) 0.0% (0.1%) 32.00 6.60 77.00 10.00 2.00 127.60 31.00 8.00 49.00 14.00 4.00 106.00 .00 44.00 12.00 50.00 14.00 4.00 124.00 44.00 12.00 49.00 14.00 4.00 123.00 20.00 46.00 10.00 48.00 14.00 4.00 142.00 20.00 2.00 (2.00) (2.00) 18.00 N/A 4.5% (16.7%) (4.0%) 0.0% 0.0% 14.5% 1.00 42.00 117.00 151.00 304.00 37.00 652.00 22.00 44.00 104.00 162.00 345.00 36.00 713.00 12.00 50.00 108.00 149.00 355.48 .00 .00 36.00 710.48 12.00 49.00 106.00 149.00 357.00 36.00 709.00 12.00 47.00 54.00 148.00 357.00 1.00 33.00 36.00 688.00 (3.00) (54.00) (1.00) 1.53 1.00 33.00 (22.48) 0.0% (6.0%) (50.0%) (0.7%) 0.4% N/A N/A 0.0% (3.2%) 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 3,557.00 20.00 13.00 8.00 6.00 5.00 4.00 56.00 3,574.95 19.00 13.00 8.00 6.00 5.00 4.00 55.00 3,569.00 19.00 19.00 9.00 6.00 5.00 4.00 62.00 3,572.00 (1.00) 6.00 1.00 6.00 (2.95) (5.0%) 46.2% 12.5% 0.0% 0.0% 0.0% 10.7% (0.1%) 885 Maricopa County Annual Business Strategies FY 2013 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 Communicatns Mgr-Crim Justice Computer Forensic Specialist Computer Operator Computer Operator - Sr/Ld Counselor Crime Scene Specialist-Sheriff Crime Scene Supervisor Database Administrator Department Facilities Planner 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 Communication Mgr Emergency Dispatch Supervisor Emergency Dispatcher Emergency Operator Enterprise Architect Environmental Specialist Equipment Operator Executive Assistant Executive Assistant - Elected Official Field Operations Supervisor Finance Manager Finance Manager - Sheriff Finance/Business Analyst 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 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 4.00 4.00 4.00 4.00 4.00 12.00 12.00 12.00 12.00 12.00 2.00 2.00 1.00 2.00 2.00 19.00 19.00 20.00 20.00 19.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 6.00 5.00 5.00 6.00 6.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 3.00 3.00 4.00 2.00 2.00 2.00 2.00 2.00 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 8.00 8.00 8.00 8.00 8.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 2.00 2.00 4.00 1.00 8.00 8.00 1,743.00 1,848.00 1,888.48 1,886.00 1,887.00 11.00 11.00 11.00 11.00 11.00 64.00 65.00 65.00 65.00 65.00 201.00 201.00 202.00 202.00 202.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 1.00 17.00 17.00 17.00 17.00 17.00 14.00 14.00 14.00 14.00 14.00 1.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 29.00 29.00 29.00 29.00 29.00 6.00 6.00 6.00 6.00 6.00 1.00 4.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00 3.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 4.00 15.00 15.00 16.00 16.00 16.00 3.00 3.00 3.00 3.00 3.00 15.00 15.00 14.00 14.00 14.00 77.00 10.00 10.00 10.00 10.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 17.00 12.00 12.00 12.00 12.00 1.00 1.00 1.00 1.00 58.00 34.00 37.00 37.00 37.00 886 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 1.00 100.0% (1.00) (5.0%) 1.00 N/A 0.0% 0.0% 1.00 20.0% 0.0% 0.0% 0.0% 1.00 33.3% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 100.0% (1.00) (100.0%) N/A (1.48) (0.1%) 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) 0.0% 0.0% (1.00) (50.0%) 0.0% (1.00) (100.0%) 0.0% 0.0% 0.0% 1.00 N/A 0.0% (1.00) (33.3%) 1.00 N/A 0.0% 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% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) General Laborer Supervisor GIS Programmer/Analyst GIS Programmer/Analyst - Ld GIS Technician Help Desk Coordinator Human Resources Manager Human Resources Specialist Human Resources Supervisor Human Resources Support Supv 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 Management Assistant Materials Handling Worker Materials Inventory Specialist Mechanic - Aviation Mechanic Supervisor - Aviation Media Specialist Nurse - Correctional 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 Polygraph Examiner Supervisor 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 4.00 1.00 1.00 1.00 3.00 5.00 2.00 2.00 1.00 2.00 1.00 1.00 1.00 2.00 63.00 7.00 4.00 17.00 32.00 621.00 89.00 11.00 1.00 1.00 1.00 1.00 1.00 3.00 18.00 5.00 2.00 1.00 2.00 59.00 28.00 3.00 1.00 6.00 7.00 4.00 5.00 3.00 3.00 5.00 1.00 3.00 2.00 6.00 3.00 2.00 48.00 3.00 8.00 43.00 8.00 4.00 1.00 1.00 1.00 3.00 5.00 2.00 2.00 1.00 2.00 1.00 1.00 1.00 2.00 63.00 7.00 4.00 17.00 30.00 595.00 89.00 11.00 1.00 1.00 1.00 1.00 1.00 2.00 18.00 2.00 1.00 2.00 59.00 28.00 3.00 1.00 5.00 5.00 4.00 5.00 3.00 3.00 5.00 1.00 3.00 2.00 6.00 3.00 5.00 2.00 48.00 3.00 8.00 43.00 8.00 887 5.00 1.00 1.00 1.00 3.00 2.00 5.00 2.00 1.00 2.00 1.00 1.00 1.00 2.00 63.00 7.00 4.00 22.00 30.00 568.00 89.00 11.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 18.00 2.00 1.00 1.00 1.00 58.48 28.00 3.00 1.00 4.00 3.00 4.00 5.00 3.00 3.00 1.00 5.00 1.00 3.00 2.00 5.00 3.00 5.00 2.00 48.00 3.00 8.00 44.00 8.00 5.00 1.00 1.00 1.00 3.00 2.00 5.00 2.00 1.00 2.00 1.00 1.00 1.00 2.00 63.00 7.00 4.00 21.00 30.00 569.00 89.00 11.00 1.00 1.00 1.00 1.00 2.00 1.00 18.00 2.00 1.00 1.00 1.00 57.00 28.00 3.00 1.00 4.00 4.00 4.00 5.00 3.00 3.00 5.00 1.00 3.00 2.00 5.00 3.00 5.00 2.00 48.00 3.00 8.00 44.00 8.00 5.00 1.00 1.00 1.00 3.00 2.00 5.00 2.00 1.00 2.00 2.00 1.00 1.00 2.00 63.00 7.00 4.00 22.00 30.00 567.00 89.00 11.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 18.00 2.00 1.00 56.00 28.00 3.00 1.00 4.00 5.00 4.00 5.00 3.00 3.00 5.00 1.00 3.00 2.00 5.00 4.00 5.00 2.00 48.00 3.00 8.00 44.00 8.00 1.00 (1.00) (1.00) (1.00) (2.48) 2.00 (1.00) 1.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (0.2%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% (100.0%) (100.0%) (4.2%) 0.0% 0.0% 0.0% 0.0% 66.7% 0.0% 0.0% 0.0% 0.0% (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 33.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) Special Projects Manager Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Telecommunications Tech Telecommunications Tech-Sr/Ld Trades Specialist Trades Supervisor Warehouse/Inventory Supervisor Web Designer/Developer Department Total 3.00 5.00 2.00 1.00 3.00 7.00 1.00 2.00 3,575.00 3.00 5.00 2.00 1.00 3.00 7.00 1.00 2.00 3,557.00 1.00 3.00 5.00 2.00 1.00 3.00 7.00 1.00 1.00 2.00 3,574.95 3.00 5.00 2.00 1.00 3.00 7.00 1.00 2.00 3,569.00 1.00 3.00 5.00 2.00 1.00 3.00 7.00 1.00 2.00 3,572.00 (1.00) (2.95) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (100.0%) 0.0% (0.1% ) Staffing by Fund 100 251 252 255 Department Total FUND GENERAL SHERIFF GRANTS INMATE SERVICES DETENTION OPERATIONS FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 919.00 971.00 1,080.48 1,079.00 1,046.00 18.00 29.00 29.00 29.00 29.00 95.00 95.00 88.00 88.00 112.00 2,543.00 2,462.00 2,377.48 2,373.00 2,385.00 3,575.00 3,557.00 3,574.95 3,569.00 3,572.00 REVISED TO ADOPTED VARIANCE VAR % (34.48) (3.2%) 0.0% 24.00 27.3% 7.53 0.3% (2.95) (0.1% ) Significant Variance Analysis • • • • • • • • • • Shift 35 positions from the General Fund (100) to the Detention Fund (255) in order to charge the Detention Fund (255) directly for custodial services provided to detention facilities. Inactivate one (1) Office Assistant and one (1) Media Specialist from the General Fund (100) to accurately reflect the needs of the department. Inactivate one (1) Law Enforcement Officer, two (2) Office Assistants, one (1) Director, and one (1) Equipment Operator from the Detention Fund (255) to accurately reflect the needs of the Department. Transfer one (1) position from the General Fund (100) and twenty-five (25) positions from the Detention Fund (255) to the Inmate Services Fund (252). These positions provide education, program coordination, and training services, which contribute to the education and welfare of the inmates. Transfer one (1) position from the Inmate Service Fund (252) to the Detention Fund (255) to align the duties performed by the positions with statutorily allowable uses of the fund. Add one (1) Program Coordinator and one (1) Social Worker in the Inmate Substance Abuse Recovery Activity to expand the ALPHA drug treatment program. Shift 80.53 FTE to the Inmate Related Mandates Activity to reflect the elimination and consolidation of other activities. Shift 36 positions from the Inmate Transport Activity to the newly-created Court Security Activity. Add one (1) Special Projects Manager in the Detention Fund (255) to reflect the needs of the Department. Add four (4) operating and two (2) non-recurring contract positions to the General Fund (100) to facilitate the implementation and on-going maintenance for the new Computer Aided Dispatch, Records Management, and Field Reporting Systems. General Adjustments Target Adjustments: General Fund (100) • Decrease expenditure budget by $272,094 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. 888 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff • Decrease revenue and expenditure budgets by $47,596 to reflect the annual impact of a reduction in law enforcement services provided to the Town of Queen Creek. • Increase revenue and expenditure budget by $305,183 for the annual impact of a new Law Enforcement Intergovernmental Agreement with the Town of Youngtown. • Increase expenditure budget by $422,699 to fund the full-year cost of Court Security staff for the new South Court Tower completed in February 2012. Sheriff Grants Fund (251) • Decrease expenditure budget by $7,230 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Inmate Services Fund (252) • Decrease expenditure budget by $14,655 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Detention Fund (255) • Decrease expenditure budget by $445,437 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments: General Fund (100) Operating • Decrease revenue by $32,880 as a result of less shift differential, overtime, and rent expenses associated with law enforcement intergovernmental agreements with cities and towns. The correlating reductions in expenses are included within the other adjustments. • Increase Regular Benefits by $2,204,172 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase Fuel expenditure budget by $866,289 to reflect increases in fuel prices. • Increase Other Personal Services by $131,200 to increase shift differential pay by $0.25 per hour consistent with the shift differentials used in other County departments. For second shift, the shift differential pay increased from $0.25 per hour to $0.50 per hour. For third shift, the shift differential pay increased from $0.50 per hour to $0.75 per hour. • Increase Utilities by $78,007 to reflect increased utilities spending in FY 2012. • Increase Repairs and Maintenance expenditures by $164,214 for hardware, software and aircraft repair and maintenance. The Aviation Division will bring an additional helicopter into operation, increasing required ongoing maintenance. Also, General Fund (100) hardware and software maintenance contract expenses are increasing in FY 2013. • Decrease Personal Services Allocation In by $111,309. The General Fund (100) covers the excess portion of personnel costs where the Sheriff Grants Fund (251) does not fully fund the position. These excesses decreased in FY 2013 due to lower pay rates for the deputies funded by grants. • Increase Pay and Benefits by $51,558 as a result of the annualization of FY 2012 personnel changes. This includes the movement of five Court Security positions from the Detention Fund (255) to the General Fund (100) part way through FY 2012 for which there was no adjustment to the budget. • Decrease Personnel Savings by $2,036,622 to account for a lower vacancy rate in General Fund (100) positions. FY 2012 Personnel Savings was budgeted at 5.7% of total salary and benefits, while FY 2013 Personnel Savings will be budgeted at 3%. This will facilitate the hiring of critical positions. Additionally, fewer vacancies will result in a reduction in the use of overtime to achieve departmental objectives. • Eliminate the following vacant positions, thereby decreasing expenditures by $91,651: one (1) Media Specialist and one (1) Office Assistant. 889 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff • Increase the allocation of administrative costs from the General Fund (100) by $6,283,426 to the Detention Fund (255) as the result of a new methodology for determining the allocation. • Transfer one (1) Management Assistant position from the General Fund (100) to the Inmate Services Fund (252) as the duties performed by this position align with the statutorily allowable uses of the fund. Total salary and benefits for this position are $74,172. • Transfer one (1) Procurement Specialist and one (1) Administrative/Operations Specialist from the General Fund (100) to the Detention Fund (255) and one (1) Detention Officer from the Detention Fund (255) to the General Fund (100) to accurately reflect the function of these positions. The net result is a transfer of $70,062 and one (1) position from the General Fund (100) to the Detention Fund (255). • Reduce the General Fund (100) by $1,907,541 for the Versata and Bull System IT software maintenance agreements. This software supports the Jail Management System used to track inmates and will be budgeted in the Detention Fund (255) starting in FY 2013. • Increase of $485,251 to create and supply four (4) positions to implement and maintain the new Computer Aided Dispatch, Records Management, and Field Reporting Systems. • Increase Other Benefits and Internal Service Charges by $773,906 for the impact of the changes in Risk Management charges. General Fund (100) Non Recurring / Non Project • Increase of $317,940 for the creation of one (1) Business Systems Analyst and one (1) IS Project Manager – Senior/Lead and related supplies to implement new Computer Aided Dispatch, Record Management System, and Field Reporting System. Officer Safety Equipment Fund (206) • Increase revenue and expenditures by $60,000 to reflect anticipated fines and forfeitures received and purchase of safety supplies and equipment. Revenue is received through a penalty assessment in addition to every fine, penalty and forfeiture imposed and collected by the courts. Purchases from this fund are to supplement, not supplant, funding for officer safety equipment. Sheriff Jail Enhancement Fund (214) • Decrease revenue and expenditure appropriations by $77,556 to right-size to anticipated revenue level. Revenue is generated by court fees, and as court case filings are down the amount of fees have decreased as well. Sheriff Grants Fund (251) • Reduce revenue by $291,739 to reconcile with anticipated grant revenue in FY 2013. • Increase Regular Benefits by $58,898 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Reduce expenditures by $343,407 to reconcile with anticipated grant revenue in FY 2013. Inmate Services Fund (252) • Decrease Interest Revenue by $85,000 due to lower interest rates. • Increase Regular Benefits by $49,572 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Increase in expenditures of $200,532 associated with the Inmate Services Fund’s proportionate share of departmental internal service costs. • Decrease Supplies and Services by $269,016 to right-size based on Departmental needs. • Transfer twenty-four (24) positions from the Detention Fund (255) in the amount of $1,392,081 for programs that support the education and welfare of inmates. Detention Fund (255) • Increase in expenditures of $886,748 associated with the Detention Fund’s proportionate share of departmental internal service costs. 890 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • • • • • • • • • • • • • • • • • Department Strategic Plans and Budgets Sheriff Increase Regular Benefits by $2,132,346 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Increase Fuel by $96,824 based on the rising cost of fuel. Increase the allocation of administrative costs from the General Fund (100) in the amount of $6,283,426 as the result of a new methodology for determining the allocation. Decrease Travel by $96,654 to reflect the current needs of the Department. Decrease Utilities by $57,833 to right-size based on FY 2011 Actuals and the FY 2012 Forecast. Increase Supplies by $158,356 to right-size based on the needs of the Department. Increase of $29,844 in Services to right-size based on the FY 2011 Actuals and the FY 2012 Forecast. Savings of $259,331 due to a decrease of $0.0441 in the average pay rate for personnel resulting from employee turnover. Increase Personnel and Benefits Savings from 4.92% to 6% thereby reducing expenditures by $1,502,546. Personnel savings was reduced from 6% to 4.92% during FY 2012 as the result of savings achieved by converting Law Enforcement positions to Detention positions, as well as moving positions to other funds. Transfer twenty-four (24) positions from the Detention Fund (255) in the amount of $1,392,081 for programs that support the education and welfare of inmates. Eliminate the following vacant positions and thereby decrease expenditures in the amount of $265,726: two (2) Office Assistants, one (1) Law Enforcement Officer, one (1) Director, and one (1) Equipment Operator. Transfer one (1) Procurement Specialist and one (1) Administrative/Operations Specialist from the General Fund (100) to the Detention Fund (255) and one (1) Detention Officer from the Detention Fund (255) to the General Fund (100) to accurately reflect the function of these positions. The net result is a transfer of $70,062 and one (1) position from the General Fund (100) to the Detention Fund (255). Increase expenditures by $1,907,541 for the Versata and Bull System IT software maintenance agreement as this software is for detention operations use only. Prior to FY 2013, this expenditure was budgeted in the General Fund (100). Increase Salary and Benefits in the amount of $80,230 for the creation of a Special Projects Manager position. Increase Other Personal Services by $447,205 to increase shift differential pay by $0.25 per hour consistent with the shift differentials used in other County departments. For second shift, the shift differential pay increased from $0.25 per hour to $0.50 per hour. For third shift, the shift differential pay increased from $0.50 per hour to $0.75 per hour. Decrease of $740,543 in Personnel and Benefits due to the annualization of FY 2012 personnel changes. This personnel change includes savings from the conversion of Law Enforcement Officers to Detention Officers for Inmate Transportation and also the movement of five Court Security positions to the General Fund (100) for which there was no adjustment to the budget. Increase Other Benefits and Internal Service charges by $678,596 for the impact of the changes in Risk Management charges. 891 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Programs and Activities Court Compliance and Security Program The purpose of the Court Compliance and Security Program is to provide security in the courts, service of court orders and documents, and transportation for extradited prisoners and inmates to the courts so they can receive the necessary support to continue with the judicial process. Program Results Measure Description Percent of court transports where there are no incidents Percent of successful court paper service attempts Percent of subjects returned within court requested time frame Percent of no-injury incident responses at the courts FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 70.0% N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A N/A N/A N/A N/A Activities that comprise this program include: • Civil Process • Court Security • • Extraditions Inmate Transport Civil Process Activity The purpose of the Civil Process Activity is to provide court orders, court process documents and other court directives, license application approvals, pawn shop inspections, tax collections and seized property sales to county residents so they can receive court and judicial documents and be in compliance with statutory requirements. 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 Percent of successful court paper service attempts Number of court papers served Number of court paper service attempts (served and unserved) Number of court papers requiring service Total activity expenditure per court paper served FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A 24,302 N/A 39,570 N/A FY 2013 ADOPTED 70.0% 32,532 N/A REV VS ADOPTED VAR % N/A N/A 28,024 39,776 $ 38,044 170.49 $ 45,722 107.67 $ 41,311 129.57 $ 45,204 162.31 $ 100 - GENERAL TOTAL SOURCES $ $ 710,610 710,610 $ $ 639,000 639,000 $ $ 632,995 632,995 $ $ 639,000 639,000 $ $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 4,143,082 84 $ 4,143,166 $ 4,548,522 $ 4,548,522 $ (11,546) N/A -29.2% N/A (518) (54.64) -1.1% -50.7% Revenue - 0.0% 0.0% Expenditure $ 4,260,542 $ 4,260,542 $ 4,215,054 $ 4,215,054 Activity Narrative: This Activity contains new measures for FY 2013. 892 $ (287,980) (287,980) -6.8% N/A -6.8% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Court Security Activity The purpose of the Court Security Activity is to provide law enforcement to court personnel, judges, and the general public so they can be protected from persons threatening harm to themselves or others. Mandates: A.R.S. §11-441 establishes that the Sheriff’s Office is responsible to suppress breaches of peace. A.R.S. §11-441 also states the Sheriff’s Office shall attend all courts where an element of danger is anticipated. Measure Type Result Output Output Demand Efficiency Measure Description Percent of no-injury incident responses at the courts Number of court arrests/removals Number of court incident responses Number of court incidents Total activity expenditure per court incident response FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A FY 2013 ADOPTED N/A 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 N/A N/A N/A $ (3,187,704) $ (3,187,704) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ 3,187,704 $ 3,187,704 Activity Narrative: This is a new Activity for FY 2013. Performance data for FY 2013 could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Extraditions Activity The purpose of the Extraditions Activity is to provide for the return of prisoners who are wanted on Maricopa County Superior Court warrants and are in custody elsewhere to the State of Arizona and Maricopa County so they can appear in court as requested and without incident. Mandates: A.R.S. Title 13, Chapter 38, Article 5 (§§13-3841 through 13-3870.02) establishes the rules for and conditions under which a law enforcement agency is required to facilitate extraditions from other jurisdictions. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of subjects returned within court requested time frame Number of subjects returned Number of requests for return of subjects Total activity expenditure per subject returned 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2011 ACTUAL 100.0% $ $ 371 371 3,130.14 1,161,282 $ 1,161,282 FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% $ $ 384 384 4,616.49 274 1,772,458 $ 1,772,732 $ $ 372 372 3,810.25 49,599 1,367,813 $ 1,417,412 FY 2013 ADOPTED 100.0% $ $ 412 412 4,231.71 1,743,465 $ 1,743,465 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ 28 28 384.78 7.3% 7.3% 8.3% 274 28,993 29,267 100.0% 1.6% 1.7% Base Adjustments: Detention Fund (255) • Decrease expenditures by $70,000 to reallocate costs associated with juvenile extraditions to the Juvenile Probation Department. Activity Narrative: The number of requests for return of subjects is expected to increase FY 2013 as the Department has partnered with Juvenile Probation to complete juvenile extraditions. However, the expenditures for this Activity are decreasing as the costs associated with these juvenile extraditions will be reallocated to the Juvenile Probation Department. 893 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Inmate Transport Activity The purpose of the Inmate Transport Activity is to provide confined and secured prisoner/inmate transportation, primarily to court, to prisoners and inmates so they can arrive at scheduled destination points without incident. Mandates: A.R.S. §11-441 establishes that the Sheriff’s Office is responsible to bring all persons who attempt to commit or have committed a crime before a judge for examination. Measure Type Result Output Output Demand Efficiency Measure Description Percent of court transports where there are no incidents Number of inmates transported to court Number of court transport trips made Number of inmates required to be in court Total activity expenditure per inmate transported to court FY 2011 ACTUAL N/A $ FY 2012 FY 2012 REVISED FORECAST N/A N/A 124,961 N/A 124,961 145.56 $ 134,388 N/A 134,388 122.15 $ FY 2013 ADOPTED N/A 117,468 N/A 117,468 129.23 $ REV VS ADOPTED VAR % N/A N/A 100,548 N/A 100,548 131.90 $ (33,840) N/A (33,840) (9.75) -25.2% N/A -25.2% -8.0% $ 2,320,924 (126,135) 8,065 950,910 $ 3,153,764 100.0% N/A 100.0% 6.8% 19.2% Expenditure 100 - GENERAL 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 2,021,741 22,694 16,145,136 $ 18,189,571 $ 2,320,924 8,065 14,087,150 $ 16,416,139 $ 2,480,352 2,961 12,696,707 $ 15,180,020 $ 126,135 13,136,240 $ 13,262,375 Base Adjustments: Detention Fund (255) • Decrease Salaries and Benefits by $44,324 due to the conversion of (1) Law Enforcement Officer position to (1) Detention Officer position. The Sheriff’s Office is in the process of converting Inmate Transportation staff from Law Enforcement to Detention personnel, to reflect the level of training required to perform inmate transports. Activity Narrative: The measures for this Activity were updated for FY 2013. As the percent of court transports where there are no incidents is a new result measure in FY 2013, the Department will review this measure at a later date to determine the appropriate result percentage goal to reach. General Funds for this Activity have been redistributed to the newly created Court Security Activity in FY 2013. Custody Management Program The purpose of the Custody Management Program is to provide a safe and secure detention environment to inmates assigned to Sheriff’s custody so they can be safely, 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 facilities, including receiving and providing food, clothing, and bedding for all persons who are committed to jail. 894 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Program Results Measure Description Percent of ALPHA program graduates who do not return to jail within 2 years on substance abuse charges Percent of jail intelligence items forwarded to law enforcement for action Percent of adult inmate participants who receive GEDs Percent of institutional services labor hour requirements met by inmate labor hours Percent of inmate canteen and optional services revenue expended on inmate benefit and welfare programs Percent of participants that complete programs who do not incur disciplinary incidents after participating in skills and training programs Percent of grievances heard Percent of inmates not assaulted by other inmates while in custody Percent of inmates assigned to housing or released within 24 hours Percent of inmates accurately released FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 70.2% 22.5% FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 7.6% 18.4% 10.9% 4.5% -13.9% -75.5% N/A N/A 1.3% 18.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 0.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A 99.8% N/A 99.8% N/A 99.7% N/A 99.7% N/A -0.1% N/A -0.1% N/A N/A N/A 99.7% N/A N/A N/A N/A N/A 100.0% N/A N/A Activities that comprise this program include: • Inmate Canteen and Optional Services • Inmate Detention Housing • Inmate Education • Inmate Intake and Release • Inmate Labor • • • • Inmate Related Mandates Inmate Skills and Training Inmate Substance Abuse Recovery Jail Intelligence and Security Inmate Canteen and Optional Services Activity The purpose of the Inmate Canteen and Optional Services Activity is to provide a sales and vending operation for convenience items, phone calls, touch-pay service, and other services such as marriage ceremonies at a cost to inmates and their visitors so they can have non-mandated inmate benefit and welfare programs. 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. 895 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Output Demand Efficiency Measure Description Percent of inmate canteen and optional services revenue expended on inmate benefit and welfare programs Number of inmate services dollars expended on inmate benefit and welfare programs Number of inmate canteen packages delivered Number of dollars collected from inmate canteen and services operations Number of orders for inmate canteen packages Total activity expenditure per inmate canteen dollar generated FY 2011 ACTUAL N/A FY 2012 FY 2012 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 FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 375,924 N/A N/A N/A 10,799,770 N/A N/A N/A N/A 375,924 N/A N/A N/A N/A $ 0.35 N/A N/A Revenue 252 - INMATE SERVICES TOTAL SOURCES $ 11,147,354 $ 11,147,354 $ 10,799,768 $ 10,799,768 $ 11,608,556 $ 11,608,556 $ 12,322,361 $ 12,322,361 $ 1,522,593 $ 1,522,593 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 5,003,662 $ 5,003,662 $ 4,566,735 5,000 $ 4,571,735 $ 4,651,106 2,218 $ 4,653,324 $ 3,729,350 $ 3,729,350 $ 14.1% 14.1% Expenditure $ 837,385 5,000 842,385 18.3% 100.0% 18.4% Base Adjustments: Inmate Services Fund (252) • Increase revenue by $1,622,593 for increases in canteen sales and inmate phone usage. Activity Narrative: The measures for this Activity are new for FY 2013. The percent of inmate canteen and optional-services revenue expended on inmate benefit and welfare programs as well as the dollars expended on inmate benefit and welfare programs will be calculated during FY 2013. The revenue increase of $1,522,593 is from a combination of canteen sales, inmate phone usage charges, and miscellaneous other charges. This additional funding will be spent on the expansion and creation of various inmate programs. Inmate Detention Housing Activity The purpose of the Inmate Detention Housing Activity is to provide controlled, secured, and safe jails with clothing, bedding, and sustenance to inmates so they can be properly provided for and protected from harming themselves or others throughout their duration in Sheriff’s custody. 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. 896 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of inmates not assaulted by other 99.8% 99.8% 99.7% 99.7% (0.1%) -0.1% inmates while in custody Cumulative inmate daily population served in 7,322 7,600 7,517 2,799,550 2,791,950 36736.2% Sheriff's detention facilities Number of inmate meals served N/A N/A N/A 10,105,620 N/A N/A Number of pounds of items laundered N/A N/A N/A 3,552,168 N/A N/A Number of inmates assigned to Sheriff's 7,322 7,600 7,517 7,670 70 0.9% detention facilities (ADJP) Total activity expenditure per inmate housed in $ 3,336.35 $ 3,325.44 $ 3,193.66 $ 35.77 $ 3,289.67 98.9% Sheriff's detention facilities Revenue 214 - SHERIFF JAIL ENHANCEMENT 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL SOURCES $ 1,610,628 63,379 33,350,335 $ 35,024,342 $ 1,560,000 80,500 30,675,616 $ 32,316,116 $ 1,452,118 161,439 32,018,677 $ 33,632,234 $ 1,482,444 165,060 31,829,293 $ 33,476,797 $ (77,556) 84,560 1,153,677 $ 1,160,681 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ $ -5.0% 105.0% 3.8% 3.6% Expenditure 371,248 2,185,953 95,154,468 $ 97,711,669 1,560,000 30,516 80,500 99,422,265 $101,093,281 431,268 17,821 33,540 95,547,682 $ 96,030,311 1,179,100 1,209,977 165,640 97,585,380 $100,140,097 380,900 24.4% (1,179,461) -3865.1% (85,140) -105.8% 1,836,885 1.8% $ 953,184 0.9% Base Adjustments: Inmate Services Fund (252) • Transfer one (1) Management Assistant position from the General Fund (100) in the amount of $74,172 to align the duties of this position with the statutorily allowable uses of the fund. Inmate Health Services Fund (254) • Increase Revenue by $90,060 to right-size to anticipated revenue level based on FY 2012 Forecast. • Decrease Interest Revenue by $4,920 to right-size to anticipated level due to lower interest rates. • Increase of $85,150 in Medical Supplies to allow for the expenditure of the increase in revenue. Detention Fund (255) • Increase booking and per diem revenue due to an anticipated increase in the inmate population and increased booking and per diem rates. Revenue received from recycled cardboard is also expected to increase. In all, revenue is budgeted $1,153,677 higher than in FY 2012. • Increase General Supplies by $1,107,500 for an increase in uniform allowances for detention officers from $300 to $800. Activity Narrative: The measures for this Activity are new for FY 2013. As such, data should not be compared to prior years. The booking and per diem rates charged to cities and towns for holding inmates in County detention facilities were increased in FY 2013 to $236.78 and $85.91, respectively. Due to these increased rates along with an increasing inmate population, it is anticipated that Detention Fund (255) revenue will increase 3.8% from FY 2012 Revised to FY 2013. Recent staff realignments resulted in 136 Detention Fund (255) positions being shifted from this Activity in FY 2012 to other Activities in FY 2013. Additionally, eleven (11) FTEs working on programs related to the welfare and education of inmates were transferred from the Detention Fund (255) to the Inmate Services Fund (252). Furthermore, the Inmate Services Fund (252) budget is increased to fund supplies and services needed for program expansion. Based on the FY 2012 Forecast, FY 2013 health service co-payment revenue in the Inmate Health Services Fund (254) is increased by $90,060. This dramatic increase is the result of an increase in the inmate population coupled with a sicklier inmate population. 897 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Jail Housing Rates FY 2012 FY 2013 Change Booking $ 188.48 $ 236.78 $ 48.30 Per Diem $ 73.54 $ 85.91 $ 12.37 % Var 25.63% 16.82% Inmate Education Activity The purpose of the Inmate Education Activity is to provide general education and special education classes to qualifying jailed juvenile and adult inmates so they can complete required hours to earn their GEDs or diplomas. 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 Education Services Agency. Measure Type Result Output Demand Demand Demand Efficiency REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of adult inmate participants who 0.0% 0.0% 1.3% 18.0% 18.0% N/A receive GEDs Number of inmates participating in education N/A N/A N/A 3,156 N/A N/A classes Number of inmates for which education N/A N/A N/A 11,980 N/A N/A classes are mandated Number of adult inmates eligible to participate N/A N/A N/A 11,980 N/A N/A in general education programs Number of qualifying inmates participating in N/A N/A N/A N/A N/A N/A mandatory special education classes Total activity expenditure per inmate education $ 144.44 $ 324.39 $ 267.15 $ 873.44 $ (549.04) -169.3% participant Revenue 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 331,640 331,640 $ $ 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 485,335 485,335 $ $ 338,880 720,011 125,262 $ 1,184,153 $ 480,333 480,333 $ $ 480,333 1,917,897 98,295 $ 2,496,525 $ 524,403 524,403 $ $ 39,068 39,068 480,333 889,595 99,990 $ 1,469,918 $ 524,403 2,231,696 468 $ 2,756,567 $ (44,070) (313,799) 97,827 (260,042) 8.0% 8.0% Expenditure $ -9.2% -16.4% 99.5% -10.4% Activity Narrative: The measures of this Activity were changed for FY 2013; therefore the FY 2013 data should not be compared to prior years. Due to a legal analysis confirming that all educational programs can be supported by the Inmate Services Fund (252), three (3) FTEs have been transferred from the Detention Fund (255) to the Inmate Services Fund (252) in FY 2013. Furthermore, additional funding has been budgeted in the Inmate Services Fund (252) to allow for expansion of jail education programs. Inmate Intake and Release Activity The purpose of the Inmate Intake and Release Activity is to provide proper and efficient acceptance, booking, identification, classification, and release to inmates so they can be accurately assigned to jail facilities, held for other agencies, or released from Sheriff's custody. Mandates: This Activity supports the mandate of the Sheriff’s Office under A.R.S. §§11-441, 31-121, 31-122, 31-101, 31-124 and 13-3890 which require the Sheriff’s Office to be responsible for county jails and inmate detention. 898 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Output Output Output Demand Demand Demand Efficiency Measure Description Percent of inmates assigned to housing or released within 24 hours Percent of inmates accurately released Number of inmates assigned to housing or released Number of bookings Number of prisoner fingerprint records verified Number of releases Number of prisoners refused for booking Number of prisoners accepted for booking Number of inmates ordered for release Number of inmate ten prints taken Total activity expenditure per inmate assigned to housing or released FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 99.7% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A 100.0% 108,316 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 $ 108,588 108,588 109,424 N/A 108,588 109,424 108,588 176.52 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Revenue 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 138,600 138,600 $ $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 160,700 160,700 $ $ 137,488 8,048 68,152 19,732,147 $ 19,945,835 $ 160,700 160,700 $ $ 158,075 41,129 19,260,663 $ 19,459,867 $ 173,902 173,902 $ $ 13,202 13,202 171,053 2,045 18,376 18,610,870 $ 18,802,344 $ 173,902 99,167 18,846,340 $ 19,119,409 $ (15,827) (99,167) 41,129 414,323 340,458 8.2% 8.2% Expenditure $ -10.0% N/A 100.0% 2.2% 1.7% Activity Narrative: This is a new Activity for FY 2013. The number of prisoners refused for booking will be tracked and reported during FY 2013 to establish a baseline. Inmate Labor Activity The purpose of the Inmate Labor Activity is to provide and monitor work hours to fully sentenced and eligible inmates so they can perform labor intensive functions in the jails at a reduced cost to the public and receive time reduction credit toward their sentences. 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. Measure Type Result Output Output Demand Efficiency Measure Description Percent of Institutional Services labor hour requirements met by inmate labor hours Number of inmate labor hours worked Number of work hours available (paid and unpaid) for labor in Jail Institutional Services Divisions Number of inmate labor hours requested for Jail Institutional Services Divisions Total activity expenditure per inmate labor hour worked FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A 3,509,352 N/A 3,509,352 N/A 3,509,352 N/A N/A N/A N/A FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 3,509,352 N/A N/A 0.0% N/A 3,509,352 N/A N/A $ 0.14 $ 0.12 $ 0.12 $ 0.12 $ (0.00) -0.7% $ $ 505,557 505,557 $ $ 418,459 418,459 $ $ 416,854 416,854 $ $ 421,536 421,536 $ $ (3,077) (3,077) -0.7% -0.7% Expenditure 255 - DETENTION OPERATIONS TOTAL USES Activity Narrative: The measures for this Activity have been updated for FY 2013. 899 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Inmate Related Mandates Activity The purpose of the Inmate Related Mandates Activity is to provide mandated services including religious services, grievance hearings, legal materials, library services, and mail to inmates so they can receive items and services mandated to them by law. Mandates: This Activity supports the overall mandate of the Custody Management Program. Measure Type Result Output Output Demand Demand Efficiency Measure Description Percent of grievances heard Number of inmates who receive mandated services Number of inmate grievances reviewed Number of inmates Number of inmate grievances filed Total activity expenditure per inmate for mandated services FY 2011 ACTUAL N/A 7,322 FY 2012 FY 2012 REVISED FORECAST N/A N/A 7,600 7,517 N/A 7,322 N/A N/A N/A 7,600 N/A N/A FY 2013 ADOPTED N/A 7,670 N/A 7,517 N/A N/A $ REV VS ADOPTED VAR % N/A N/A 70 0.9% N/A 7,670 N/A 356.71 N/A 70 N/A N/A N/A 0.9% N/A N/A 518,634 (4,323,038) $ (3,804,404) 37.8% -75.0% -53.3% Expenditure 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 1,251,973 5,622,041 $ 6,874,014 $ 1,373,135 5,766,290 $ 7,139,425 $ 669,467 5,627,873 $ 6,297,340 $ 854,501 10,089,328 $ 10,943,829 $ Activity Narrative: The measures for this Activity have been updated for FY 2013. The department will review the data during FY 2013 to determine appropriate performance standards. Due to the creation of the Detention Standards and Compliance division, 134 positions were shifted to this Activity to properly reflect their function in FY 2013. The Detention Fund (255) budget for this Activity is increased by 75% in FY 2013 over FY 2012 Revised. Inmate Skills and Training Activity The purpose of the Inmate Skills and Training Activity is to provide vocational, coping, and life training and skills to adult and juvenile inmates so they can use their time more productively and maintain acceptable behavior while in jail. 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 Education Services Agency. Measure Type Result Output Output Demand Efficiency Measure Description Percent of participants that complete programs who do not incur disciplinary incidents after participating in skills and training programs Number of inmate skills training participants Number of participants who complete skills or training course requirements Number of inmates eligible for skills training programs Total activity expenditure per skills training program participant FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 5,650 N/A 4,512 N/A 5,904 N/A 7,296 N/A 2,784 N/A 61.7% N/A 5,650 4,512 5,931 7,296 2,784 61.7% $ 112.42 $ 604.51 $ 90.95 $ 237.39 $ 367.12 60.7% 203 - SHERIFF DONATIONS TOTAL SOURCES $ $ 10,970 10,970 $ $ 19,296 19,296 $ $ 14,414 14,414 $ $ 19,296 19,296 $ $ - 0.0% 0.0% 203 - SHERIFF DONATIONS 252 - INMATE SERVICES TOTAL USES $ 16,329 618,821 635,150 $ 19,299 2,708,239 $ 2,727,538 $ 12,816 522,924 535,740 $ 19,299 1,712,698 $ 1,731,997 $ 995,541 995,541 0.0% 36.8% 36.5% Revenue Expenditure $ 900 $ $ Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The measures for this Activity have been updated for FY 2013. Due to a legal analysis confirming which programs can be supported by the Inmate Services Fund (252), nine (9) FTE have been transferred from the Detention Fund (255) to the Inmate Services Fund (252) in FY 2013. However, due to the creation of new activities and the consequent reallocation of personnel, supplies, and services, expenditures in this Activity are decreasing in FY 2013. Inmate Substance Abuse Recovery Activity The purpose of the Inmate Substance Abuse Recovery Activity is to provide treatment and rehabilitation sessions to adult and juvenile inmates so they can avoid returning to jail on substance abuse charges. Mandates: This is a non-mandated Activity. Measure Type Result Output Output Demand Demand Efficiency Measure Description Percent of ALPHA program graduates who do not return to jail within 2 years on substance abuse charges Number of ALPHA program participants Number of inmates graduating from ALPHA classes Number of inmates screened for program admission Number of qualified inmates for ALPHA program Total activity expenditure per ALPHA program participant FY 2011 ACTUAL 0.0% FY 2012 FY 2012 REVISED FORECAST 70.2% 22.5% FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 1,140 264 728 168 795 262 1,044 356 316 188 43.4% 111.9% N/A N/A N/A 676 N/A N/A N/A N/A N/A 1,044 N/A N/A $ 701.89 $ 2,736.91 $ 1,370.61 $ 2,168.68 $ 568.23 20.8% 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 46,690 46,690 $ $ 61,841 61,841 $ $ 61,741 61,741 $ $ 77,143 77,143 $ $ 15,302 15,302 24.7% 24.7% 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 52,997 747,162 800,159 $ 61,267 1,930,600 600 $ 1,992,467 $ 61,741 1,035,642 250 $ 1,097,633 $ 77,143 2,186,358 600 $ 2,264,101 $ (15,876) (255,758) (271,634) -25.9% -13.2% 0.0% -13.6% Revenue Expenditure $ $ Base Adjustments: Inmate Services Fund (252) • Added funding one (1) Program Coordinator and one (1) Social Worker in the amount of $104,907 to expand the ALPHA drug treatment program. Activity Narrative: This Activity’s measures are new for FY 2013; consequently the FY 2013 data should not be compared to previous years. Two (2) new positions have been budgeted in the Inmate Services Fund (252) for in this Activity, a Program Coordinator and Social Worker, to be used in the expansion of the ALPHA program. Additional funding has been budgeted to expand this Activity’s programs in FY 2013. Jail Intelligence and Security Activity The purpose of the Jail Intelligence and Security Activity is to provide active monitoring of inmate mail activity, interactions, and phone conversations to Sheriff's custody officials, law enforcement and criminal justice agencies so they can be informed of threats, prevent crimes, and maintain jail security. 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. 901 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure Description Percent of jail intelligence items forwarded to law enforcement for action Number of jail intelligence items processed (reviewed/analyzed) Number of threats detected/identified Number of jail intelligence items/requests received Total activity expenditure per jail intelligence item processed FY 2011 ACTUAL 7.6% FY 2012 FY 2012 REVISED FORECAST 18.4% 10.9% FY 2013 ADOPTED 4.5% REV VS ADOPTED VAR % (13.9%) -75.5% 51,595 48,690 52,449 49,424 734 1.5% N/A 51,595 N/A 48,690 N/A 52,449 N/A 49,424 N/A 734 N/A 1.5% N/A N/A N/A $ 50.21 N/A N/A - $ $ 48,500 48,500 $ $ 48,500 48,500 N/A N/A 4,780 2,416,379 $ 2,421,159 $ 48,500 54,327 2,378,591 $ 2,481,418 $ (48,500) (54,327) 159,826 56,999 N/A N/A 6.3% 2.2% Revenue 251 - SHERIFF GRANTS TOTAL SOURCES $ $ - $ $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ - $ $ 143 2,644,960 $ 2,645,103 $ 2,538,417 $ 2,538,417 $ Expenditure $ Activity Narrative: This is a new Activity in FY 2013. The baseline for the number of threats detected/identified will be established by the Department in FY 2013. Enforcement and Detention Operational Resources Program The purpose of the Enforcement and Detention Operational Resources Program is to provide comprehensive support services to Law Enforcement and Custody so they can meet goals and objectives efficiently and in compliance with legal standards by a qualified and productive workforce. Program Results Measure Description Percent of vehicles receiving preventative maintenance in 48 hours or less Percent of information system availability (24x7) Percent of applicants hired Percent of Sheriff's personnel who meet annual training requirements Percent of requests to produce/furnish evidentiary items in storage met Percent of flight mission requests met for extraditions FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 99.2% 100.0% 49.7% 99.5% -0.5% -0.5% N/A N/A N/A N/A N/A N/A 21.0% 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 Activities that comprise this program include: • Aviation • Employee Professional Standards • Information and Communications Technology • • • Mandated Enforcement and Detention Training Property and Evidence Sheriff’s Vehicle Fleet Aviation Activity The purpose of the Aviation Activity is to provide aerial transportation and observations to the Sheriff's Office and other agencies so they can expedite accomplishment of public safety objectives. 902 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates: This Activity supports the following mandated Activities: Patrol (A.R.S. §11-441), Search and Rescue (A.R.S. §11-441), and Extraditions (A.R.S. Title 13, Chapter 38, Article 5). See specific Activity sections for additional mandate details. Measure Type Result Output Output Output Demand Demand Efficiency Measure Description Percent of flight mission requests met for extraditions Number of prisoner transport missions flown Number of missions flown Number of prisoners returned Number of requests for prisoner transports (Aviation extradition missions) Number of flight missions requested Total activity expenditure per Aviation mission flown FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 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 1,040 144 N/A N/A N/A 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 600 2,203.52 N/A N/A N/A N/A $ 2,291,656 $ 2,291,656 $ (2,291,656) $ (2,291,656) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - Activity Narrative: This is a new Activity for FY 2013. Performance data for FY 2013 could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Employee Professional Standards Activity The purpose of the Employee Professional Standards Activity is to provide internal affairs investigations, background investigations, polygraph examinations, and applicant pre-screenings to the Maricopa County Sheriff so they can hire and retain qualified employees who meet and maintain Sheriff's Office standards. Mandates: This Activity supports the mandates of the Enforcement and Custody Management Programs. Measure Type Result Output Output Demand Demand Efficiency Measure Description Percent of applicants hired Number of background reviews conducted Number of internal affairs cases completed Number of applicant background reviews required Number of internal affairs cases initiated Total activity expenditure per internal affairs case reviewed FY 2011 ACTUAL N/A N/A N/A N/A FY 2012 FY 2012 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 $ 1,129,056 1,105,952 $ 2,235,008 $ 2,218,857 683,599 $ 2,902,456 N/A N/A FY 2013 ADOPTED 21.0% 830 N/A 2,000 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 $ 3,301,741 $ 3,301,741 $ (1,082,884) 683,599 $ (399,285) -48.8% N/A N/A 100.0% -13.8% Expenditure 100 - GENERAL 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 2,183,342 9,625 1,579 657,305 $ 2,851,851 Base Adjustments: General Fund (100) / Detention Fund (255) • Transfer one (1) Detention Officer position in the amount of $48,516 from the Detention Fund (255) to the General Fund (100) to align the duties of the position in this activity. 903 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: This Activity contains new measures for FY 2013. Some performance data could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Information and Communications Technology Activity The purpose of the Information and Communications Technology Activity is to provide centralized leadership and coordination for voice, data, radio, and other enforcement and detention communications systems, as well as, support to enforcement, detention and civilian personnel so they can communicate and operate more efficiently in day to day public safety, custody, and overall Sheriff's operations. Mandates: This Activity supports the mandates of the Enforcement and Custody Management Programs. Measure Type Result Output Demand Demand Demand Efficiency Measure Description Percent of information system availability (24x7) Number of days information/telecommunications systems operational (24x7) Number of days information/telecommunications systems required Number of radio units supported Number of PC units supported Total activity expenditure per MCSI operational day FY 2011 ACTUAL 99.2% FY 2012 FY 2012 REVISED FORECAST 100.0% 49.7% REV VS ADOPTED VAR % (0.5%) -0.5% FY 2013 ADOPTED 99.5% 364 365 364 365 - 0.0% 365 365 365 365 - 0.0% $ N/A N/A 6,008.07 $ N/A N/A N/A N/A 6,751.68 $ 10,289.94 $ 17,756 14,160 7,023.18 $ N/A N/A (271.50) N/A N/A -4.0% 100 - GENERAL TOTAL SOURCES $ $ 128,949 128,949 179,623 179,623 132,029 132,029 $ $ (47,594) (47,594) -26.5% -26.5% 100 - GENERAL 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ $ 2,322,874 160,162 80,423 $ 2,563,459 $ (732,337) (8,637) 641,878 (99,096) -46.0% -5.7% 88.9% -4.0% Revenue $ $ $ $ 199,084 199,084 $ $ Expenditure 797,728 1,389,208 $ 2,186,936 $ 1,590,537 151,525 722,301 $ 2,464,363 $ 2,886,357 141,100 722,301 $ 3,749,758 $ Activity Narrative: This Activity contains new measures for FY 2013. Mandated Enforcement and Detention Training Activity The purpose of the Mandated Enforcement and Detention Training Activity is to provide detention and enforcement basic and incumbent training programs, firearms and non-lethal weapons training facilities and records, employee course certification records, and bullet proof/stab proof vest acquisitions and assignments primarily to Maricopa County Sheriff's Office compensated sworn and detention personnel so they can be prepared/certified to perform jobs safely and maintain proficiency standards for mandated certifications. Mandates: This Activity supports the mandates of the Enforcement and Custody Management Programs. 904 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Efficiency Measure Description Percent of Sheriff's personnel who meet annual training requirements Number enforcement and detention personnel whose annual training and proficiency requirements were evaluated Number of detention academy attendees that graduate Number of law enforcement academy attendees that graduate Number of MCSO personnel who are required to meet mandated proficiency standards Number of detention officer candidates who enter detention academies Number of law enforcement deputy candidates who enter sworn academies Total activity expenditure per certified enforcement and detention FTE FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 3,293 2,689 2,947 N/A N/A N/A N/A N/A N/A 180 N/A N/A N/A N/A N/A N/A N/A N/A 2,682 2,689 2,647 2,768 79 2.9% N/A N/A N/A 260 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A Revenue 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 83,195 83,195 $ $ 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 51,410 51,410 $ $ 136,447 93,341 4,466,106 $ 4,695,894 $ 226,196 51,410 3,392,924 $ 3,670,530 $ 55,186 55,186 $ $ 74,167 74,167 $ $ 22,757 22,757 44.3% 44.3% Expenditure 429,070 52,048 2,218 12,584 3,399,637 $ 3,895,557 $ 3,031,750 74,167 3,096 18,715 1,496,121 $ 4,623,849 $ (2,805,554) -1240.3% (22,757) -44.3% (3,096) N/A (18,715) N/A 1,896,803 55.9% $ (953,319) -26.0% Base Adjustments: General Fund (100) • Increase education and training expenditures by $849,841 to support training and instructor certification for firearms, defensive tactics, law enforcement driving, interview techniques, and investigative methods. The Sheriff’s Office currently meets minimum standards for training but desires to expand training in order to reduce liability and improve performance. A specific training plan has not been created, but it is estimated that the cost of defensive driving training alone could be $500,000. Activity Narrative: This Activity contains new measures for FY 2013. Some performance data could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Property and Evidence Activity The purpose of the Property and Evidence Activity is to provide safekeeping, storage, transporting, testing, and destroying of evidentiary and other property to criminal justice agencies (law enforcement courts, detention/correction) so they can so they can have items available for examination and review, released or disposed of according to mandate. Mandates: A.R.S. § 28-3511 establishes the Sheriff’s Office duties to acquire and maintain evidence, as well as impound vehicles. 905 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Efficiency Measure Description Percent of requests to produce/furnish evidentiary items in storage met Number of sworn and detention items destroyed, disposed of and/or released Number of evidentiary item safekeeping transactions completed Number of evidentiary items requests filled Number of new items received for safekeeping (sworn and detention) Number of requests for evidentiary items to be produced/furnished Number of mandated towed vehicle impounds received Total activity expenditure per evidentiary item safekeeping transaction completed FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A 46,220 26,680 FY 2013 ADOPTED N/A 13,340 REV VS ADOPTED VAR % N/A N/A 12,520 (14,160) -53.1% 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 27,304 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 - 0.0% 0.0% Revenue 100 - GENERAL TOTAL SOURCES $ $ 19,308 19,308 $ $ 14,000 14,000 $ $ 18,415 18,415 100 - GENERAL 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 297,932 595,676 893,608 $ 499,972 464,124 964,096 $ 522,702 1,940 460,025 984,667 $ $ 14,000 14,000 $ $ $ 1,001,863 $ 1,001,863 $ Expenditure $ $ $ $ (501,891) 464,124 (37,767) -100.4% N/A 100.0% -3.9% Activity Narrative: This Activity contains new measures for FY 2013. Some performance data could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Sheriff’s Vehicle Fleet Activity The purpose of the Sheriff’s Vehicle Fleet Activity is to provide safe and reliable vehicles, fleet records, registrations, and preventive maintenance/repair notices to Sheriff's operations so they can patrol the County, respond to calls for service, transport arrestees and inmates, deliver meals and laundry, command incidents, and transport officials safely, cost effectively and without interruption in service. Mandates: This Activity supports the mandates of the Enforcement and Custody Management Programs. Measure Type Result Output Demand Efficiency Measure Description Percent of vehicles receiving preventative maintenance in 48 hours or less Number of vehicles on preventive maintenance inventory (assigned vehicles managed) Number of vehicles in MCSO fleet Total activity expenditure per vehicle maintained in MCSO fleet FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A 729 $ 733 101.93 728 $ 735 119.10 FY 2013 ADOPTED N/A 734 $ 731 119.61 REV VS ADOPTED VAR % N/A N/A 742 $ 730 114.91 $ 14 1.9% (5) 4.19 -0.7% 3.5% (147,639) 153,394 5,755 -76.3% 100.0% 1.7% Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ $ 5,826 291,208 297,034 $ $ 193,422 153,394 346,816 $ $ 200,507 150,795 351,302 $ $ 341,061 341,061 $ $ Activity Narrative: This Activity contains a new measure for FY 2013. The baseline figure for the percent of vehicles receiving preventative maintenance will be established by the Department in FY 2013. 906 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff 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. §41-4258 establishes that the Sheriff’s Office is responsible for coordinating, developing, and implementing homeland securities strategies. Program Results Measure Description Percent of level 1 priority calls dispatched under threshold Percent of days MCSO is prepared to respond Percent of investigations cases cleared by arrest Percent of priority 1 calls responded to within 5 minutes or less Percent of missions resulting in rescue Percent of valid warrant confirmations Percent of no-injury Specialized Weapons and Tactics Division responses/assists (officers or civilians) FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 92.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 100.0% N/A N/A 15.4% 20.0% 17.5% 15.1% -5.0% -24.8% 49.6% 50.0% 49.6% 49.5% -0.5% -1.0% 100.0% N/A N/A 95.8% N/A N/A 96.7% N/A N/A 100.0% N/A N/A 4.2% N/A N/A 4.3% N/A N/A Activities that comprise this program include: • Disaster and Community Threat Disruption Response • Dispatch • Enforcement Support • Investigations • • • • Patrol Search and Rescue Special Weapons and Tactics (SWAT) Warrant and Records Information Processing Disaster and Community Threat Disruption Response Activity The purpose of the Disaster and Community Threat Disruption Response Activity is to provide response preparedness and intelligence to law enforcement agencies and the State of Arizona Homeland Security so they can at all times avoid acts of terrorism and other serious criminal activity, reduce vulnerabilities to critical hazards, and minimize damage to allow recovery. Mandates: A.R.S. §41-4258 establishes that the Sheriff’s Office is responsible for coordinating, developing and implementing homeland securities strategies. 907 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Output Demand Demand Efficiency Measure Description Percent of days MCSO is prepared to respond Number of days in the year Number of target hardening initiatives completed Number of target hardening initiatives pending and in progress Number of days identified by Homeland Security as high terrorism threat days Total activity expenditure per response preparedness day FY 2011 ACTUAL N/A $ FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A 365 N/A 365 N/A 365 N/A 365 N/A N/A 0.0% 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 9,365.19 $ 9,551.94 $ 9,021.08 $ 8,324.63 $ 1,227.32 12.8% Revenue 251 - SHERIFF GRANTS TOTAL SOURCES $ 1,780,923 $ 1,780,923 $ 2,563,109 $ 2,563,109 $ 2,442,664 $ 2,442,664 $ 1,994,121 $ 1,994,121 $ $ (568,988) (568,988) -22.2% -22.2% 100 - GENERAL 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ 1,044,368 1,994,121 $ 3,038,489 $ (121,018) 568,988 447,970 -13.1% 22.2% N/A 12.8% Expenditure 818,445 2,582,064 17,785 $ 3,418,294 923,350 2,563,109 $ 3,486,459 826,389 2,466,307 $ 3,292,696 $ Activity Narrative: This Activity contains new measures for FY 2013. Some performance data could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Dispatch Activity The purpose of the Dispatch Activity is to provide 24-hour public safety and emergency radio communications to public safety personnel and the general public so they can have calls handled properly and priority 1 calls can be dispatched within 2 minutes or less. Mandates: This Activity supports the overall mandate of the Enforcement Program. Measure Type Result Output Output Demand Efficiency Measure Description Percent of level 1 priority calls dispatched under threshold Number of police service communications dispatched Number of priority 1 calls dispatched Number of incoming police service communications Total activity expenditure per police service call dispatched FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED 92.0% REV VS ADOPTED VAR % N/A N/A 225,691 223,009 213,822 215,180 (7,829) -3.5% N/A 225,691 N/A 223,009 N/A 213,822 3,348 215,180 N/A (7,829) N/A -3.5% 0.55 3.7% $ 10.94 $ 14.83 $ 12.75 $ 14.29 $ 100 - GENERAL TOTAL SOURCES $ $ 275,057 275,057 $ $ 270,587 270,587 $ $ 260,059 260,059 $ $ 258,664 258,664 $ $ (11,923) (11,923) -4.4% -4.4% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 1,060,053 1,409,589 $ 2,469,642 $ 1,843,470 1,230,902 $ 3,074,372 $ (15,613) 249,100 233,487 -0.9% 16.8% 7.1% Revenue Expenditure $ 1,827,857 1,480,002 $ 3,307,859 $ 1,251,004 1,474,947 $ 2,725,951 $ Base Adjustments: Detention Fund (255) • Decrease Personnel, Supplies, and Services by $259,331 to right-size Activity expenditures based on the 60/40 split of charges for dispatch services used by the Detention Fund (255). 908 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: This Activity contains new measures for FY 2013. Some performance data could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Enforcement Support Activity The purpose of the Enforcement Support Activity is provide supplemental personnel, including volunteers and reserves, equipment, vehicles, and horses to the Sheriff's Office so they can have the increased capacity necessary to meet public safety needs and initiatives. Mandates: A.R.S. §11-441 establishes the duty of the Sheriff’s Office to preserve the peace, and suppress all riots and insurrections which come to the knowledge of the Sheriff’s Office. A.R.S. §111051 requires the Sheriff’s Office to enforce Federal Immigration laws to fullest extent of Federal Law. Measure Type Output Output Output Demand Demand Demand Demand Efficiency Measure Description Number of human smuggling arrests Number of animals seized Number of enforcement support division responses and assists Number of animal abuse incidents Number of human smuggling incidents Number of employer sanctions incidents Number of requests for enforcement supportposse and reserves Total activity expenditure per enforcement support division response or assist FY 2011 ACTUAL N/A N/A N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A N/A N/A FY 2013 ADOPTED 360 248 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 3,116 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 (300,385) 60,000 (240,385) 0.0% -14.3% 0.0% N/A -9.8% $ 6,840,331 315,474 (60,000) (105,604) (132) $ 6,990,069 65.7% 14.9% 0.0% N/A N/A -507.7% 55.7% Revenue 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 206 - OFFICER SAFETY EQUIPMENT TOTAL SOURCES $ 301,200 1,600,000 22,771 $ 1,923,971 $ 340,000 2,101,500 6,436 $ 2,447,936 $ 354,819 2,101,500 1,645 20,161 $ 2,478,125 $ 340,000 1,801,115 6,436 60,000 $ 2,207,551 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 206 - OFFICER SAFETY EQUIPMENT 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 8,296,041 1,598,502 14,164 614,782 $ 10,523,489 $ 10,415,546 2,116,589 7,001 26 $ 12,539,162 $ 8,836,122 $ 3,575,215 2,127,727 1,801,115 200 7,001 60,000 8,424 105,604 (3,086) 158 $ 10,969,387 $ 5,549,093 $ $ Expenditure Activity Narrative: This Activity contains new measures for FY 2013. Some performance data could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Investigations Activity The purpose of the Investigations Activity is to provide criminal investigative services to the public and the prosecution so they can have criminals arrested and cases can be cleared. Mandates: This Activity supports the overall mandate of the Enforcement Program. Also, A.R.S. §134405 mandates the Sheriff’s Office, in instances where the Sheriff’s Office is the investigator of an offense, provide victims with required legal process and resource information. 909 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of investigations cases cleared by arrest Number of cases cleared Number of cases assigned/undertaken (cases to be handled) Total activity expenditure per case cleared FY 2011 ACTUAL 15.4% FY 2012 FY 2012 REVISED FORECAST 20.0% 17.5% 4,855 3,858 4,152 3,684 N/A 5,102 3,953 N/A REV VS ADOPTED VAR % (5.0%) -24.8% FY 2013 ADOPTED 15.1% N/A $ 5,552 10,680 1,400 6,996 33.7% 189.9% 3,245.86 N/A N/A 482,360 482,360 17.3% 0.0% 10.1% 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL SOURCES $ 2,646,343 1,740,664 $ 4,387,007 $ 2,793,633 2,000,000 $ 4,793,633 $ 2,798,053 1,027,726 $ 3,825,779 $ 3,275,993 2,000,000 $ 5,275,993 $ 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 8,614,591 3,264,713 1,745,763 4,660,137 $ 18,285,204 $ 7,774,923 2,765,878 2,000,000 4,500,509 $ 17,041,310 $ 7,825,105 2,858,130 1,069,786 4,494,242 $ 16,247,263 $ 12,864,731 3,275,993 1,880,265 $ 18,020,989 $ (5,089,808) (510,115) 119,735 4,500,509 $ (979,679) $ Expenditure -65.5% -18.4% 6.0% 100.0% -5.7% Patrol Activity The purpose of the Patrol Activity is to provide 24-hour preventive enforcement and law enforcement response to the general public in County districts, at the lakes, on park trails and to contracted cities and towns so they can be protected from criminal activity and offenders and receive prompt response to public safety emergencies. Mandates: A.R.S. §11-441 establishes the duty of the Sheriff’s Office to preserve the peace. Additionally, A.R.S. §41-4258 establishes that the Sheriff’s Office is responsible for coordinating, developing and implementing homeland securities strategies. Measure Type Result Output Output Output Output Demand Demand Efficiency Measure Description Percent of priority 1 calls responded to within 5 minutes or less Number of radio calls for service responses (number of responses) Number of priority 1 calls responded to Part 1 (violent) crimes reported Number of on-view (deputy viewed) incident responses Number radio calls for service dispatched to patrol (number of incidents) Number of patrol vehicle miles driven Total activity expenditure per call for service response FY 2011 ACTUAL 49.6% FY 2012 FY 2012 REVISED FORECAST 50.0% 49.6% 166,713 166,308 1,899 N/A N/A $ 161,522 1,920 N/A N/A 166,769 1,552 N/A N/A 161,595 N/A 190.57 $ REV VS ADOPTED VAR % (0.5%) -1.0% 163,844 1,928 N/A N/A 166,372 N/A 169.66 $ FY 2013 ADOPTED 49.5% 163,912 N/A 209.32 $ N/A 214.41 $ (2,464) -1.5% (368) N/A N/A -19.2% N/A N/A (2,460) -1.5% N/A (23.84) N/A -12.5% Revenue 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS TOTAL SOURCES $ 9,194,585 566,092 $ 9,760,677 $ 9,402,308 487,916 $ 9,890,224 $ 9,807,578 495,800 1,000 $ 10,304,378 $ 9,559,841 457,182 $ 10,017,023 $ 157,533 (30,734) 126,799 1.7% -6.3% N/A 1.3% 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 27,649,015 538,948 1,814 2,276 92,415 $ 28,284,468 $ 31,205,232 487,916 $ 31,693,148 $ 33,316,721 481,365 11,093 $ 33,809,179 $ 34,672,426 457,182 $ 35,129,608 $ (3,467,194) 30,734 $ (3,436,460) -11.1% 6.3% N/A N/A N/A -10.8% $ Expenditure 910 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Patrol Activity Cases 170000 49.70% 168000 49.60% 166000 49.50% 164000 49.40% 162000 49.30% 160000 49.20% FY 11 Actual Calls for Service FY 12 Forecast Responses FY 13 Adopted Priority 1 Responses Less Than 5 Minutes Base Adjustments: General Fund (100) • Increase General Supplies by $135,000 for an increase in uniform allowances for sworn law enforcement personnel from $600 to $800. Activity Narrative: This Activity contains new measures for FY 2013. Some performance data could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Search and Rescue Activity The purpose of the Search and Rescue Activity is to provide search or rescue missions to persons who are lost, injured or in distress primarily in Maricopa County so they can be aided and taken to safety or recovered. Mandates: A.R.S. §11-441 establishes the duty of the Sheriff’s Office to conduct or coordinate search or rescue operations involving the life or health of any person. Measure Type Result Output Demand Efficiency Measure Description Percent of missions resulting in rescue Number of search and rescue missions undertaken Number of search and rescue incidents reported Total activity expenditure per search and rescue mission undertaken FY 2011 ACTUAL 100.0% 29 FY 2012 FY 2012 REVISED FORECAST 95.8% 96.7% 96 61 29 96 FY 2013 ADOPTED 100.0% 36 61 REV VS ADOPTED VAR % 4.2% 4.3% (60) -62.5% 36 (60) -62.5% $ (266.10) $ 263.68 $ 180.54 $ 4,207.50 $ (3,943.82) -1495.7% $ $ (7,717) $ (7,717) $ 25,313 25,313 $ $ 11,013 11,013 $ $ 151,470 151,470 $ $ (126,157) (126,157) Expenditure 100 - GENERAL TOTAL USES -498.4% -498.4% Special Weapons and Tactics (SWAT) Activity The purpose of the Special Weapons and Tactics (SWAT) Activity is to provide specialized high risk and tactical law enforcement responses which would include Chemical, Biological, Radioactive, Nuclear Explosive (CBRNE) handling, hostage situations, riots and other incidents requiring the utilization of specialized weapons and tactics, including, K-9s, to the public and other law enforcement agencies so they can benefit from avoidance of or protection from critical or catastrophic events, serious injury or death. 911 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Mandates: A.R.S. §41-4258 establishes that the Sheriff’s Office is responsible for coordinating, developing and implementing homeland securities strategies. Measure Type Result Output Output Output Demand Demand Efficiency Measure Description Percent of no-injury Specialized Weapons and Tactics Division responses/assists (officers or civilians) Number of Specialized Weapons and Tactics (SWAT) Division incident responses and/or assists Number of K-9 sniffs Number of chemical, biological, radioactive, nuclear explosive and explosive ordnance responses Number of calls for service and/or incidents requiring Specialized Weapons and Tactics (SWAT) Number of chemical, biological, radioactive, nuclear explosive and explosive ordnance reported incidents Total activity expenditure per SWAT Division incident response or assist FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2013 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 $ (3,143,635) $ (3,143,635) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ 3,143,635 $ 3,143,635 Activity Narrative: This is a new Activity for FY 2013. Performance data for FY 2013 could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Warrants and Records Information Processing Activity The purpose of the Warrants and Records Information Processing Activity is to provide validations and confirmations for warrants, criminal records, orders of protection, and sex offender registrations to criminal justice agencies and the public so they can increase public safety. Mandates: A.R.S. §13-3624 mandates that emergency orders of protection be available at all times. Measure Type Result Output Output Output Demand Demand Demand Efficiency Measure Description Percent of valid warrant confirmations Number of warrant confirmations and orders of protection completed (processed) Number of sex offender registration actions completed Number of warrant confirmations completed Number of warrants and orders of protection received Number of sex offender registration actions submitted by registrants to process Number of criminal records requests Total activity expenditure per warrant confirmation and orders of protection items completed (processed) FY 2011 ACTUAL N/A N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A FY 2013 ADOPTED N/A 51,600 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 63,895 N/A 70,180 N/A 66,397 N/A 64,504 N/A (5,676) N/A -8.1% 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 35.75 N/A N/A N/A N/A (60,804) (60,804) 0.0% -75.2% -44.8% (47,909) 60,804 12,895 -2.7% 75.2% 0.7% Revenue 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ 100 - GENERAL 251 - SHERIFF GRANTS TOTAL USES $ 1,624,888 134,345 $ 1,759,233 $ 50,745 18,451 69,196 $ $ 55,000 80,804 135,804 $ $ 53,196 190,223 243,419 $ $ 55,000 20,000 75,000 $ $ Expenditure $ 1,776,602 80,804 $ 1,857,406 912 $ 1,682,399 74,331 $ 1,756,730 $ 1,824,511 20,000 $ 1,844,511 $ $ Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: This Activity contains new measures for FY 2013. Some performance data could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. Facilities Operations and Maintenance Program The purpose of the Facilities Operations and 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 facilities cleaned to standard FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A FY 2013 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A Building and Grounds Activity The purpose of the Building and Grounds Activity to provide cleaning and other building services to designated Sheriff's Office divisions and facilities so they can be satisfactorily cleaned and maintained. Mandates: CFR40- Environment (Code of Federal Regulations/Title 40 Protection of the Environment) establishes regulations for environmental issues, including dust stabilization, non-road based motorized equipment, chemicals and the need for material data safety sheets. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of facilities cleaned to standard Number of facilities cleaned Number of facilities that require cleaning Total activity expenditure per facility cleaned 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES FY 2011 ACTUAL N/A N/A N/A N/A $ 152,418 2,116,391 $ 2,268,809 FY 2012 FY 2012 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A $ 318,101 2,183,499 $ 2,501,600 $ 505,959 2,089,964 $ 2,595,923 FY 2013 ADOPTED N/A N/A N/A N/A $ 261,631 2,081,453 $ 2,343,084 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A $ $ 56,470 102,046 158,516 17.8% 4.7% 6.3% Base Adjustments: Detention Fund (255) • Right-size Custodial Services by decreasing expenditures by $102,947 to accurately reflect the needs of the Department. Activity Narrative: This Activity contains new measures for FY 2013. Some performance data could not be estimated from prior fiscal years. It is expected that as data is gathered in FY 2013, relevant activity performance standards will be identified by the Department. 913 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Law Enforcement IGA/Queen Creek Law Enforcement IGA/Youngtown Supplemental Funding Mid Year Adjustments Sheriff's Office Reallocation Sheriff Court Tower Security 11,364,279 $ (96,523) $ (96,523) - $ (165,452) $ (523,558) 358,106 $ 3,466,276 $ 3,164,376 301,900 - $ 77,656,321 $ 11,198,827 $ (272,094) $ (272,094) - $ 257,587 $ (47,596) 305,183 $ 422,699 $ 422,699 - $ 78,064,513 $ 11,456,414 $ 2,204,172 $ 2,204,172 4,109,771 $ 2,164,800 - 2,036,622 - C-49-12-014-2-00 C-50-11-106-M-00 C-50-12-039-M-00 C-49-12-028-2-00 C-50-12-049-M-00 (165,452) (523,558) 358,106 Agenda Item: C-50-11-106-M-00 C-50-12-039-M-00 C-50-12-049-M-00 FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Fuel Increase Education and Training Increase for Shift Differential Increase Utilities Increase Repairs and Maintenance Reduce General Fund Allocation In for Grant funded positions Annualization of FY12 Personnel Changes Increase for Uniform Allowance Personnel Savings Decrease Personnel Savings from 5.7% to 3% Vacant Position Elimination Eliminate Media Specialist and Office Assistant Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Other IGA Law Enforcement IGA revenue due to reduced costs Reallocations Reallocation Between Funds Administrative Cost Splits Transfer (1) position to Inmate Services Fund 74,452,020 $ Agenda Item: FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Law Enforcement IGA/Queen Creek Law Enforcement IGA/Youngtown Supplemental Funding Mid Year Adjustments Sheriff Court Tower Security $ 257,587 (47,596) 305,183 Agenda Item: $ $ $ 866,289 849,841 131,200 78,007 164,214 (111,309) 51,558 135,000 2,036,622 (91,651) $ $ $ 914 - (91,651) $ - $ - $ (9,334,432) $ (8,247,422) (32,880) (32,880) (32,880) (6,195,647) (74,172) - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff General Fund (100) (continued) Transfer (1) position to Detention Fund Transfer of IT software application maintenance to Detention Fund Reallocation of ISF Charges Between Funds (70,062) (1,907,541) (1,087,010) FY 2013 Tentative Budget $ 75,044,024 $ -3.9% 11,423,534 -0.3% $ 1,259,157 $ 485,251 - 773,906 (39,263) $ (39,263) - 76,263,918 $ -2.3% 11,423,534 -0.3% Percent Change from Target Amount Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Create (4) IT positions for CAD, RM, FR systems implementation Internal Service Charges Reallocations Reallocation Between Funds Increase Administrative Cost Allocation to Detention Fund Transfer (1) Detention Officer position from Detention Fund $ 485,251 $ $ - (87,779) 48,516 FY 2013 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Law Enforcement IGA/Youngtown Supplemental Funding Mid Year Adjustments CHS IT - $ 126,691 $ 126,691 126,691 126,691 $ 184,710 $ 184,710 - $ 311,401 $ 126,691 $ (126,691) $ (126,691) (184,710) $ (184,710) (126,691) (126,691) - C-50-12-039-M-00 C-49-12-017-2-00 Agenda Item: C-50-12-039-M-00 $ FY 2013 Budget Target Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Law Enforcement IGA/Youngtown Non Recurring Other Non-Recurring Supplemental Funding Mid Year Adjustments CHS IT - $ Agenda Item: FY 2012 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Intergovernmental Agreements Law Enforcement IGA/Youngtown Non Recurring Other Non-Recurring $ $ - $ - $ - $ - $ - - $ - $ - - $ - $ - $ 317,940 $ 317,940 - $ 317,940 $ - Agenda Item: C-50-12-039-M-00 $ C-49-12-017-2-00 FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Agenda Item: Non Recurring Other Non-Recurring Create (2) IT Positions for CAD, RM, FR system implementation FY 2013 Adopted Budget Percent Change from Target Amount 915 $ 317,940 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Donations Fund (203) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 26,300 $ 26,300 FY 2012 Revised Budget $ 26,300 $ 26,300 FY 2013 Budget Target $ 26,300 $ 26,300 FY 2013 Adopted Budget Percent Change from Target Amount $ 26,300 $ 0.0% 26,300 0.0% Sheriff Donations Fund (203) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 105,651 $ 109,220 $ 109,220 $ 108,136 $ 112,658 Sources: Operating Total Sources: $ $ 34,792 34,792 $ $ 26,300 26,300 $ $ 26,300 26,300 $ $ 17,538 17,538 $ $ 26,300 26,300 $ $ $ $ 13,016 13,016 $ $ 26,300 26,300 $ $ 26,300 26,300 $ 26,300 26,300 Uses: Operating Non-Recurring Total Uses: $ 17,475 14,832 32,307 Structural Balance $ 17,317 $ - $ - $ 4,522 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 108,136 108,136 $ $ 109,220 109,220 $ $ 109,220 109,220 $ $ 112,658 112,658 $ $ 112,658 112,658 Expenditures Revenue Sheriff Officer Safety Equipment Fund (206) OPERATING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 60,000 $ 60,000 60,000 60,000 $ 60,000 $ 60,000 Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 916 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Officer Safety Equipment Fund (206) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ - $ - $ - $ - $ 20,164 Sources: Operating Total Sources: $ $ - $ $ - $ $ - $ $ 20,164 20,164 $ $ 60,000 60,000 Uses: Operating Total Uses: $ $ - $ $ - $ $ - $ $ - $ $ 60,000 60,000 Structural Balance $ - $ - $ - $ 20,164 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ - $ $ - $ $ 20,164 20,164 $ $ 20,164 20,164 Expenditures Revenue Sheriff RICO Fund (212) OPERATING FY 2012 Adopted Budget $ 2,000,000 $ 2,000,000 FY 2012 Revised Budget $ 2,000,000 $ 2,000,000 FY 2013 Budget Target $ 2,000,000 $ 2,000,000 FY 2013 Adopted Budget Percent Change from Target Amount $ 2,000,000 $ 0.0% 2,000,000 0.0% Sheriff RICO Fund (212) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST Beginning Spendable Fund Balance $ - $ - $ - $ Sources: Operating Total Sources: $ $ 1,740,664 1,740,664 $ $ 2,000,000 2,000,000 $ $ 2,000,000 2,000,000 $ $ Uses: Operating Total Uses: $ $ 1,748,039 1,748,039 $ $ 2,000,000 2,000,000 $ $ 2,000,000 2,000,000 Structural Balance $ (7,375) $ - $ Accounting Adjustments $ (3) $ - $ - $ (7,378) (7,378) $ - Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ 917 FY 2013 ADOPTED $ 20 1,027,726 1,027,726 $ $ 2,000,000 2,000,000 $ $ 1,020,328 1,020,328 $ $ 2,000,000 2,000,000 - $ 7,398 $ - $ - $ - $ - $ - $ 20 20 $ 20 20 $ $ (7,378) $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Jail Enhancement Fund (214) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 1,560,000 $ 1,560,000 FY 2012 Revised Budget $ 1,560,000 $ 1,560,000 FY 2013 Budget Target $ 1,560,000 $ 1,560,000 $ (77,556) $ (77,556) (77,556) (77,556) $ 1,482,444 $ -5.0% 1,482,444 -5.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Sheriff Jail Enhancement Fund (214) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 1,366,514 $ 2,043,344 $ 2,043,344 $ 2,597,706 $ 1,591,852 Sources: Operating Total Sources: $ $ 1,610,628 1,610,628 $ $ 1,560,000 1,560,000 $ $ 1,560,000 1,560,000 $ $ 1,452,118 1,452,118 $ $ 1,482,444 1,482,444 $ $ $ $ 457,972 2,000,000 2,457,972 $ $ 1,560,000 2,000,000 3,560,000 $ $ 1,560,000 2,000,000 3,560,000 $ 1,482,444 1,482,444 Uses: Operating Non-Recurring Total Uses: $ 379,439 379,439 Structural Balance $ 1,231,189 $ - $ - $ 994,146 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,597,706 2,597,706 $ $ 43,344 43,344 $ $ 43,344 43,344 $ $ 1,591,852 1,591,852 $ $ 1,591,852 1,591,852 918 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Grants Fund (251) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sheriff FY 12 Grant Recon $ 5,709,844 $ 5,709,844 $ 3,076,404 $ 3,076,404 3,076,404 3,076,404 $ 8,786,248 $ 8,786,248 $ (7,230) $ (7,230) - $ 8,779,018 $ 8,786,248 $ 58,898 $ 58,898 - $ (343,407) $ (343,407) (291,739) (291,739) $ 8,494,509 $ -3.2% 8,494,509 -3.3% Agenda Item: C-50-12-047-M-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Sheriff Grants Fund (251) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED (668,500) $ FY 2012 REVISED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 7,709,325 7,709,325 $ $ 5,709,844 5,709,844 $ $ 8,786,248 8,786,248 Uses: Operating Total Uses: $ $ 8,741,278 8,741,278 $ $ 5,709,844 5,709,844 $ $ Structural Balance $ (1,031,953) $ - Accounting Adjustments $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ 18 (687,225) $ FY 2012 FORECAST $ (1,700,435) (1,700,435) $ (1,700,435) $ (1,700,435) $ $ 8,786,248 8,786,248 $ $ 8,494,509 8,494,509 8,786,248 8,786,248 $ $ 8,786,248 8,786,248 $ $ 8,494,509 8,494,509 $ - $ - $ - $ - $ - $ - (687,225) (687,225) $ 919 (687,225) $ FY 2013 ADOPTED (687,225) (687,225) $ (1,700,435) (1,700,435) $ (1,700,435) (1,700,435) Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 10,799,768 $ 10,799,768 FY 2012 Revised Budget $ 10,799,768 $ 10,799,768 $ (14,655) $ (14,655) - $ 10,785,113 $ 10,799,768 $ 49,572 $ 49,572 (164,109) $ (164,109) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Additional positions for ALPHA program Decrease Supplies and Services Fees and Other Revenues ProgRevenue Volume Inc/Dec General Revenues Interest Revenue Reallocations Reallocation Between Funds Transfer 24 positions from Detention Fund Transfer 1 position from General Fund Reallocation of ISF Charges Between Funds Agenda Item: $ $ 104,907 (269,016) $ $ $ $ - $ - $ 1,666,785 $ 1,466,253 1,622,593 1,622,593 (85,000) (85,000) - 1,392,081 74,172 200,532 FY 2013 Adopted Budget Percent Change from Target Amount $ - 12,337,361 $ 14.4% 12,337,361 14.2% Inmate Services Fund (252) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 8,212,216 $ 8,773,511 $ 8,773,511 $ 8,694,090 $ 6,100,001 $ 11,219,272 11,219,272 $ 10,799,768 14,743,225 25,542,993 $ 10,799,768 15,015,259 25,815,027 $ 11,645,814 15,015,259 26,661,073 $ 12,337,361 12,337,361 $ $ 7,983,128 21,272,034 29,255,162 $ $ 10,799,768 23,272,034 34,071,802 $ $ 10,799,768 23,000,000 33,799,768 $ $ 10,728,164 9,262 10,737,426 $ 12,337,361 12,337,361 Structural Balance $ 491,108 $ - $ - $ 3,662,686 $ - Accounting Adjustments $ 28 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 8,694,090 8,694,090 $ $ 516,736 516,736 $ $ 516,736 516,736 $ $ 6,100,001 6,100,001 $ $ 6,100,001 6,100,001 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 920 $ $ $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Health Services Fund (254) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 80,500 $ 80,500 FY 2012 Revised Budget $ 80,500 $ 80,500 FY 2013 Budget Target $ 80,500 $ 80,500 $ 85,140 $ 85,140 - $ - $ - $ - 90,060 90,060 (4,920) (4,920) 165,640 $ 105.8% 165,640 105.8% Adjustments: Base Adjustments Other Base Adjustments Increase for Medical Supplies Fees and Other Revenues ProgRevenue Volume Inc/Dec General Revenues Interest Revenue Agenda Item: $ 85,150 $ FY 2013 Adopted Budget Percent Change from Target Amount $ Inmate Health Services Fund (254) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 624,695 $ 100,073 $ 100,073 $ 88,233 $ 216,422 Sources: Operating Total Sources: $ $ 63,538 63,538 $ $ 80,500 80,500 $ $ 80,500 80,500 $ $ 161,729 161,729 $ $ 165,640 165,640 $ $ $ $ 33,540 33,540 $ $ 80,500 80,500 $ $ 80,500 80,500 $ 165,640 165,640 Uses: Operating Non-Recurring Total Uses: $ 600,000 600,000 Structural Balance $ 63,538 $ - $ - $ 128,189 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 88,233 88,233 $ $ 100,073 100,073 $ $ 100,073 100,073 $ $ 216,422 216,422 $ $ 216,422 216,422 921 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits ASRS Employer Rate Change Supplemental Funding Mid Year Adjustments Sheriff's Office Reallocation 173,059,942 $ 30,675,616 $ (73,559) $ (73,559) - $ (2,728,478) $ (2,728,478) - $ 170,257,905 $ 30,675,616 $ (445,437) $ (445,437) - $ 169,812,468 $ 30,675,616 $ 2,132,346 $ 2,132,346 (1,399,045) $ 369,227 - (1,502,546) - (265,726) - Agenda Item: C-49-12-014-2-00 C-49-12-028-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE $ Agenda Item: FY 2013 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Fuel Increase for Uniform Allowance Increase for Shift Differential Increase Salary and Benefits for Special Projects Manager position creation Conversion of (1) Law Enforcement Officer to (1) Detention Officer for Inmate Transport Decrease Travel Right-size Utilities Right-size Supplies Right-size Services Right-size Dispatch Activity Right-size Custodial Services in Building & Grounds Activity Decrease in Average Pay Rate due to turnover Annualization of FY2012 Personnel Changes Personnel Savings Personnel Savings increased from 4.92% to 6% Vacant Position Elimination Eliminate Director, (2) Office Assistant. Law Enforcement Officer, and Equipment Operator positions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Increase Administrative Cost Allocation from the General Fund Transfer 24 positions to Inmate Services Fund Transfer 1 position to General Fund Reallocation of IT software application maintenance from General Fund Reallocation of ISF Charges Between Funds Reallocation Between Depts Reallocation of Juvenile Extradition Costs FY 2013 Tentative Budget $ $ 96,824 1,107,500 447,205 80,230 (44,324) (96,654) (57,833) 158,356 29,844 (249,100) (102,947) (259,311) (740,543) $ (1,502,546) (265,726) $ $ $ 886,478 (70,000) $ 922 1,153,677 1,153,677 - 6,195,647 (1,392,081) 70,062 1,907,541 - (70,000) $ Percent Change from Target Amount - $ 7,597,647 $ 6,781,169 178,143,416 $ 4.9% 31,829,293 3.8% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) (continued) Adjustments: Agenda Item: Base Adjustments Internal Service Charges Reallocations Reallocation Between Funds Increase Administrative Cost Allocation from the General Fund Transfer (1) Detention Officer position to General Fund FY 2013 Adopted Budget Percent Change from Target Amount $ $ $ - 178,861,275 $ 5.3% 31,829,293 3.8% 87,779 (48,516) $ 923 678,596 $ 678,596 39,263 $ 39,263 Maricopa County Annual Business Strategies FY 2013 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: By the end of FY 2012, 93% of civil cases filed in the Superior Court will be resolved within 18 months, and 96% within 24 months. With continued improvement in case management, the Superior Court anticipates that it will meet its goal by the end of FY 2013. 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: By the end of FY 2012, the Superior Court will resolve 81% of its criminal felony cases within 180 days and 94% within one year. With continued improvements in case management, the Court anticipates that it will resolve 85% of assigned criminal felony cases within 18 months and 94% within one year. 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: The Superior Court anticipates achieving this goal by the end of FY 2012, and will revise the measure for FY 2014 via a Strategic Business Plan update. 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 the Superior Court, and the Probate Court is operating under newly adopted Rules of Procedure. Through FY 2012, the Court worked to measure case monitoring compliance. The Court anticipates implementing the measurements in FY 2013. 924 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Citizen Satisfaction Department Strategic Plans and Budgets Superior Court By June 30, 2014, 85% of the Superior Court users surveyed agree that the Court treats its customers with fairness, equality and respect. Status: The Superior Court will conduct a public survey during FY 2013 to measure progress toward this goal. Citizen Satisfaction By June 30, 2014, 90% of the Superior Court users surveyed agree that the Court is accessible. Status: The Superior Court will conduct a public survey during FY 2013 to measure progress toward this goal. Department Specific By June 30, 2014, voluntary workforce turnover will be at 10% or lower. Status: Voluntary workforce turnover of 1.61% in FY 2012 is anticipated to continue in FY 2013. 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: The Court Information System (iCISng) was in the development stage during FY 2012. As various modules are deployed, the Superior Court has surveyed users to ensure that the new system is meeting user needs. The project will continue in this manner through FY 2013 with full implementation anticipated to occur by FY 2015. 925 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES $ FY 2012 ADOPTED $ 180,856 4,044,865 4,225,721 $ 180,856 3,029,953 3,210,809 $ 186,705 2,703,943 2,890,648 $ 186,705 2,962,907 3,149,612 $ 5,849 (67,046) (61,197) 3.2% -2.2% -1.9% CVAD - CIVIL ADJUDICATION 80CV - CIVIL AND TAX JUSTICE $ $ 3,707,143 3,707,143 $ $ 3,703,500 3,703,500 $ $ 3,703,500 3,703,500 $ $ 3,035,484 3,035,484 $ $ 3,045,460 3,045,460 $ $ (658,040) (658,040) -17.8% -17.8% FPRE - FAMILY PRE DECREE JUDGMENT FPST - FAMILY POST DECREE JUDGMENT 80FA - FAMILY ADJUDICATION $ 2,693,744 1,685,110 4,378,854 $ $ 2,643,879 1,679,589 4,323,468 $ $ 2,500,061 1,516,587 4,016,648 $ $ 2,619,064 1,426,151 4,045,215 $ $ 2,619,064 1,426,151 4,045,215 $ $ $ 24,815 253,438 278,253 0.9% 17.8% 6.9% JDEL - JUV DELINQUENCY ADJUDICATION JDEP - JUV DEPENDENCY ADJUDICATION 80JJ - JUVENILE JUSTICE $ 120,745 899,554 1,020,299 $ 142,590 818,108 960,698 $ 142,590 818,108 960,698 $ 466,477 805,805 1,272,282 $ 336,326 798,223 1,134,549 $ 193,736 (19,885) 173,851 135.9% -2.4% 18.1% (2,200) (160,200) (129,500) (291,900) 0.0% -78.6% -19.1% 0.0% -7.6% -11.1% (150,000) (150,000) 0.0% -60.0% -21.0% (500) (101,200) -33.3% -66.9% (101,700) 0.0% -66.6% CITR - CT INTERPRETATION TRANSLATION CSEC - COURT SECURITY JURR - JURORS OCRK - COURT RECORD KEEPING PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT EPTA - ESTATE PROB AND TRUST ADMIN PBMH - PROBATE AND MENTAL HEALTH 80PM - PROBATE MENTAL HEALTH COURT HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT $ $ $ $ $ 44,251 767,662 67,407 1,775,649 2,654,969 480,863 480,863 - $ $ $ $ $ 500 2,800 837,300 65,040 1,713,500 2,619,140 464,531 250,000 714,531 1,500 151,200 $ $ $ $ $ $ 500 2,800 837,300 65,040 1,713,500 2,619,140 $ 464,531 250,000 714,531 $ 1,500 151,200 $ $ $ $ REVISED VS ADOPTED VAR % 180,856 3,440,512 3,621,368 $ $ FY 2013 ADOPTED $ $ $ FY 2012 FORECAST CPAD - CAPITAL ADJUDICATION FELA - FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ $ FY 2012 REVISED $ 715 400 653,013 63,277 1,512,119 2,229,524 $ 419,595 2,000 421,595 $ 500 $ $ $ $ $ 500 600 677,100 65,040 1,584,000 2,327,240 $ 464,531 100,000 564,531 $ 1,000 50,000 $ $ $ PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 606 606 $ 100 152,800 $ 100 152,800 $ 47 547 $ 100 51,100 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 95,999 95,999 $ $ - $ $ - $ $ 35,561 35,561 $ $ - $ $ DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 1,603,486 1,603,486 $ $ 1,560,000 1,560,000 $ $ 1,560,000 1,560,000 $ $ 1,306,947 1,306,947 $ $ 1,380,000 1,380,000 $ $ (180,000) (180,000) -11.5% -11.5% TOTAL PROGRAMS $ 17,563,587 $ 17,981,605 $ 16,966,693 $ 15,209,236 $ 15,975,960 $ (990,733) -5.8% $ 500,167 19,257,319 19,757,486 $ 475,433 18,530,195 19,005,628 $ 481,889 16,812,727 17,294,616 $ 479,240 17,455,576 17,934,816 $ 466,267 17,142,368 17,608,635 $ 15,622 (329,641) (314,019) 3.2% -2.0% -1.8% 9,357,031 492,228 9,849,259 $ 9,497,272 504,011 10,001,283 $ 9,245,527 496,977 9,742,504 $ 9,057,183 468,924 9,526,107 $ 440,089 35,087 475,176 4.6% 7.0% 4.8% (440,270) 425,764 (14,506) -4.5% 8.8% -0.1% 36,809 (1,825,491) (1,788,682) 0.8% -39.0% -19.3% 128,679 (769,692) (39,343) (192,338) 310,127 (562,567) 3.4% -12.3% -0.9% -4.4% 8.3% -2.5% 132,731 (64,286) 68,445 5.9% -3.5% 1.7% 12,854 156,460 260,573 254,347 69,774 22,233 776,241 15.7% 31.1% 13.8% 6.8% 16.6% 6.6% 11.1% 13,646 (122,178) (108,532) 100.0% -8.6% -7.6% 48.0% 14.1% -3.6% 7.5% 37.3% - N/A N/A 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 $ $ $ $ $ $ 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 $ 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 $ $ $ $ $ 9,106,795 482,537 9,589,332 $ 9,679,295 4,569,818 14,249,113 $ 4,519,096 4,624,403 9,143,499 3,568,581 6,431,597 4,058,282 4,376,573 3,424,406 21,859,439 $ $ $ $ $ $ 2,174,297 895,390 3,069,687 $ 83,740 84,223 1,609,687 3,255,364 313,670 441,088 5,787,772 $ 362,731 362,731 $ $ 3,706,282 1,415,861 856,506 444,685 6,423,334 TOTAL PROGRAMS $ 90,242,393 $ $ $ $ 10,184,683 4,788,372 14,973,055 4,763,550 4,579,451 9,343,001 3,862,835 5,970,060 4,319,479 4,004,218 3,857,908 22,014,500 $ $ $ $ $ $ $ $ 2,065,609 1,819,092 3,884,701 $ 71,088 544,787 1,748,630 3,608,788 492,914 463,316 6,929,523 $ 1,415,516 1,415,516 $ 5,290,912 1,200,920 324,481 561,585 7,377,898 $ 94,793,081 926 $ $ $ $ $ 9,745,558 4,827,613 14,573,171 4,591,852 4,677,803 9,269,655 3,815,869 6,278,145 4,309,077 4,331,405 3,754,891 22,489,387 $ $ $ $ $ $ $ $ 2,265,463 1,829,167 4,094,630 $ 81,891 503,057 1,894,964 3,753,653 420,716 335,685 6,989,966 $ 13,646 1,415,516 1,429,162 $ 5,269,528 1,207,429 299,748 540,294 7,316,999 $ 93,458,869 $ $ $ $ $ 9,780,823 4,543,787 14,324,610 4,617,570 4,706,587 9,324,157 3,495,142 6,666,546 4,160,659 4,443,680 3,386,242 22,152,269 $ $ $ $ $ $ $ $ 2,117,458 1,518,837 3,636,295 $ 85,938 208,613 1,527,678 3,340,894 307,940 313,452 5,784,515 $ 1,393,865 1,393,865 $ 4,596,416 1,061,500 308,403 438,795 6,405,114 $ 90,698,145 $ $ $ $ $ 10,185,828 4,401,849 14,587,677 4,555,043 6,503,294 11,058,337 3,687,190 7,047,837 4,348,420 4,523,743 3,444,764 23,051,954 $ $ $ $ $ $ $ $ 2,132,732 1,893,453 4,026,185 $ 69,037 346,597 1,634,391 3,499,306 350,942 313,452 6,213,725 $ $ 1,537,694 1,537,694 $ $ $ $ 2,740,337 1,037,081 310,480 499,741 4,587,639 $ $ 2,529,191 170,348 (10,732) 40,553 2,729,360 $ 92,197,953 $ 1,260,916 1.3% Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 1,403,683 1,403,683 $ $ 1,932,995 1,932,995 $ $ 1,932,995 1,932,995 $ $ 1,204,582 1,204,582 $ $ 1,500,861 $ 1,500,861 $ (432,134) (432,134) -22.4% -22.4% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 2,094,451 13,960,158 16,054,609 $ $ $ 2,080,886 11,866,723 13,947,609 $ $ 2,469,404 12,430,874 14,900,278 $ $ 2,469,404 13,445,786 15,915,190 2,346,628 $ 12,060,471 14,407,099 $ (122,776) (370,403) (493,179) -5.0% -3.0% -3.3% 1,264 1,264 $ $ 2,100 2,100 $ $ 2,100 2,100 $ $ 1,729 1,729 $ $ 1,850 1,850 $ $ (250) (250) -11.9% -11.9% 104,920 $ 26,400 131,320 $ 104,920 26,400 131,320 $ $ $ 47,650 18,500 66,150 $ $ 37,161 18,155 55,316 $ (57,270) (7,900) (65,170) -54.6% -29.9% -49.6% 15,975,960 $ (990,733) -5.8% FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 64,021 $ 40,010 104,031 $ $ ALL REVENUES $ 17,563,587 $ 17,981,605 $ 16,966,693 $ 15,209,236 $ TOTAL SOURCES $ 17,563,587 FY 2011 ACTUAL $ 17,981,605 FY 2012 ADOPTED $ 16,966,693 FY 2012 REVISED $ 15,209,236 FY 2012 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 $ 15,975,960 $ (990,733) -5.8% REVISED VS ADOPTED FY 2013 ADOPTED VAR % 58,728,311 $ 590,307 182,112 20,358,268 28,025 (14,951,465) 9,460,241 74,395,799 $ 59,455,321 $ 683,203 115,058 21,739,182 32,540 (14,426,320) 8,935,140 76,534,124 $ 59,638,067 $ 548,230 115,058 21,438,666 32,540 (14,426,320) 8,935,140 76,281,381 $ 59,788,960 $ (38,262) 193,307 21,120,744 24,227 (14,565,189) 8,685,740 75,209,527 $ 60,109,694 $ 371,080 194,672 22,644,917 22,639 (13,908,735) 8,109,975 77,544,242 $ (471,627) 177,150 (79,614) (1,206,251) 9,901 (517,585) 825,165 (1,262,861) -0.8% 32.3% -69.2% -5.6% 30.4% -3.6% 9.2% -1.7% 3,785,692 $ 10,218 1,210,967 5,006,877 $ 2,182,996 $ 16,200 110,000 2,309,196 $ 2,203,323 $ 16,200 110,000 2,329,523 $ 2,130,346 $ 10,605 155,283 2,296,234 $ 2,254,644 $ 12,500 16,875 2,284,019 $ (51,321) 3,700 93,125 45,504 -2.3% 22.8% 84.7% 2.0% 4,632,298 $ 224,419 2,737,062 139,296 858,211 337,648 116,437 119,240 476,787 441,088 10,082,486 $ 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 $ 4,702,467 $ 270,607 3,097,040 153,269 974,200 1,508,971 107,200 36,700 513,982 335,685 11,700,121 $ 4,729,044 $ 225,892 2,837,795 170,505 857,179 1,500,788 140,259 55,888 423,717 313,452 11,254,519 $ 4,773,799 $ 256,188 2,515,360 172,620 866,700 1,507,527 136,019 73,324 426,993 960 313,452 11,042,942 $ (71,332) 14,419 581,680 (19,351) 107,500 1,444 (28,819) (36,624) 86,989 (960) 22,233 657,179 -1.5% 5.3% 18.8% -12.6% 11.0% 0.1% -26.9% -99.8% 16.9% N/A 6.6% 5.6% $ - $ 658,634 23,225 75,372 757,231 $ - $ 3,100,000 47,844 3,147,844 $ - $ 3,100,000 47,844 3,147,844 $ - $ 1,890,889 46,976 1,937,865 $ 25,000 $ 1,301,750 1,326,750 $ (25,000) 1,798,250 47,844 1,821,094 N/A 58.0% N/A 100.0% 57.9% ALL EXPENDITURES $ 90,242,393 $ 94,793,081 $ 93,458,869 $ 90,698,145 $ 92,197,953 $ 1,260,916 1.3% TOTAL USES $ 90,242,393 $ 94,793,081 $ 93,458,869 $ 90,698,145 $ 92,197,953 $ 1,260,916 1.3% 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 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ $ $ 927 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 1,563,537 $ 1,563,537 $ 1,302,200 $ 1,302,200 $ 1,302,200 $ 1,302,200 $ 1,696,393 $ 1,696,393 $ 1,696,300 $ 1,696,300 $ 394,100 394,100 30.3% 30.3% $ FUND TOTAL SOURCES $ 2,143,639 $ 2,143,639 $ 3,002,400 $ 3,002,400 $ 3,002,400 $ 3,002,400 $ 2,055,011 $ 2,055,011 $ 2,599,319 $ 2,599,319 $ (403,081) (403,081) -13.4% -13.4% $ FUND TOTAL SOURCES $ 615,752 $ 615,752 $ 570,600 $ 570,600 $ 570,600 $ 570,600 $ 522,503 $ 522,503 $ 521,600 $ 521,600 $ (49,000) (49,000) -8.6% -8.6% $ FUND TOTAL SOURCES $ 484,808 $ 484,808 $ 464,531 $ 464,531 $ 464,531 $ 464,531 $ 421,859 $ 421,859 $ 464,531 $ 464,531 $ - 0.0% 0.0% $ SOURCES $ 1,703,211 $ 1,703,211 $ 1,390,000 $ 1,390,000 $ 1,390,000 $ 1,390,000 $ 1,423,176 $ 1,423,176 $ 1,390,000 $ 1,390,000 $ - 0.0% 0.0% $ SOURCES $ 5,743,506 $ 5,743,506 $ 5,797,540 $ 5,797,540 $ 5,797,540 $ 5,797,540 $ 4,748,130 $ 4,748,130 $ 4,900,000 $ 4,900,000 $ (897,540) (897,540) -15.5% -15.5% $ SOURCES $ 1,547,519 $ 1,547,519 $ 1,425,000 $ 1,425,000 $ 1,425,000 $ 1,425,000 $ 1,296,024 $ 1,296,024 $ 1,296,000 $ 1,296,000 $ (129,000) (129,000) -9.1% -9.1% $ SOURCES $ 2,613,350 $ 2,613,350 $ 3,022,724 $ 3,022,724 $ 2,007,812 $ 2,007,812 $ 2,009,025 $ 2,009,025 $ 2,101,600 $ 2,101,600 $ 93,788 93,788 4.7% 4.7% $ SOURCES $ 660,394 $ 660,394 $ 585,000 $ 585,000 $ 585,000 $ 585,000 $ 582,175 $ 582,175 $ 585,000 $ 585,000 $ - 0.0% 0.0% $ SOURCES $ 122,112 $ 122,112 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 102,320 $ 102,320 $ 115,921 $ 115,921 $ - 0.0% 0.0% $ SOURCES $ 922 $ 922 $ - $ - $ - $ - $ 315 $ 315 $ - $ - $ - N/A N/A $ SOURCES $ 162,443 $ 162,443 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 175,029 $ 175,029 $ 115,007 $ 115,007 $ - 0.0% 0.0% $ SOURCES $ 202,394 $ 202,394 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 177,276 $ 177,276 $ 190,682 $ 190,682 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 17,563,587 $ 17,563,587 $ 17,981,605 $ 17,981,605 $ 16,966,693 $ 16,966,693 $ 15,209,236 $ 15,209,236 $ 15,975,960 $ 15,975,960 $ 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 277 EMANCIPATION ADMINISTRATION OPERATING FUND TOTAL 281 CHILDRENS ISSUES EDUCATION OPERATING FUND TOTAL 282 DOM REL MEDIATION EDUCATION OPERATING FUND TOTAL 928 (990,733) (990,733) -5.8% -5.8% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Fund and Function (continued) FY 2011 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 72,273,737 $ 72,273,737 $ 73,456,676 $ 3,100,000 76,556,676 $ 73,076,302 $ 3,100,000 76,176,302 $ 72,369,905 $ 3,100,000 75,469,905 $ 73,531,080 $ 3,332,413 76,863,493 $ (454,778) (232,413) (687,191) -0.6% -7.5% -0.9% $ FUND TOTAL USES $ 2,021,509 $ 2,021,509 $ 3,002,400 $ 3,002,400 $ 3,002,400 $ 3,002,400 $ 2,055,011 $ 2,055,011 $ 2,599,319 $ 2,599,319 $ 403,081 403,081 13.4% 13.4% $ 401,568 $ 383,862 785,430 $ 570,600 $ 300,000 870,600 $ 570,600 $ 300,000 870,600 $ 516,507 $ 300,000 816,507 $ 521,600 $ 521,600 $ 49,000 300,000 349,000 8.6% 100.0% 40.1% 464,531 $ 115,881 580,412 $ 464,531 $ 100,000 564,531 $ 464,531 $ 100,000 564,531 $ 464,531 $ 100,000 564,531 $ 464,531 $ 150,000 614,531 $ (50,000) (50,000) 0.0% -50.0% -8.9% 1,390,000 $ 200,000 1,590,000 $ 1,390,000 $ 312,500 1,702,500 $ 1,390,000 $ 312,500 1,702,500 $ 1,390,000 $ 200,000 1,590,000 $ 1,390,000 $ 400,000 1,790,000 $ (87,500) (87,500) 0.0% -28.0% -5.1% USES $ 6,245,390 $ 1,226,827 7,472,217 $ 5,797,540 $ 232,000 6,029,540 $ 5,797,540 $ 232,000 6,029,540 $ 5,454,801 $ 232,000 5,686,801 $ 4,900,000 $ 4,900,000 $ 897,540 232,000 1,129,540 15.5% 100.0% 18.7% $ USES $ 1,119,275 $ 1,119,275 $ 1,425,000 $ 1,425,000 $ 1,425,000 $ 1,425,000 $ 1,170,355 $ 1,170,355 $ 1,296,000 $ 1,296,000 $ 129,000 129,000 9.1% 9.1% $ 2,859,523 $ 2,859,523 $ 3,022,724 $ 100,000 3,122,724 $ 2,007,812 $ 161,074 2,168,886 $ 2,009,025 $ 100,000 2,109,025 $ 2,101,600 $ 2,101,600 $ (93,788) 161,074 67,286 -4.7% 100.0% 3.1% USES $ 585,000 $ 533,680 1,118,680 $ 585,000 $ 312,500 897,500 $ 585,000 $ 312,500 897,500 $ 478,500 $ 135,900 614,400 $ 585,000 $ 200,000 785,000 $ 112,500 112,500 0.0% 36.0% 12.5% $ USES $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ - 0.0% 0.0% $ USES $ - $ - $ - $ - $ - $ - $ - $ - $ 4,800 $ 4,800 $ $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 300,000 415,007 $ USES $ 190,682 $ 190,682 $ 190,682 $ 200,000 390,682 $ 190,682 $ 200,000 390,682 $ 190,682 $ 200,000 390,682 $ 190,682 $ 190,682 $ 200,000 200,000 0.0% 100.0% 51.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 87,782,143 $ 2,460,250 $ 90,242,393 $ 90,136,081 $ 4,657,000 $ 94,793,081 $ 88,740,795 $ 4,718,074 $ 93,458,869 $ 86,330,245 $ 4,367,900 $ 90,698,145 $ 87,810,740 $ 4,387,213 $ 92,197,953 $ 930,055 330,861 1,260,916 1.0% 7.0% 1.3% 238 SUPERIOR COURT GRANTS OPERATING $ FY 2012 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 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 277 EMANCIPATION ADMINISTRATION NON-RECURRING FUND TOTAL 281 CHILDRENS ISSUES EDUCATION OPERATING NON-RECURRING FUND TOTAL 282 DOM REL MEDIATION EDUCATION OPERATING NON-RECURRING FUND TOTAL $ USES $ $ USES $ $ USES $ $ 929 (4,800) (4,800) N/A N/A 0.0% (300,000) N/A (300,000) -260.9% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL CIVIL 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 6.00 41.00 31.00 31.50 12.00 121.50 5.00 41.00 33.00 30.50 12.00 121.50 5.00 43.00 31.00 32.00 10.00 121.00 5.00 42.00 32.00 31.00 10.00 120.00 5.00 42.00 31.00 32.00 10.00 120.00 (1.00) (1.00) 0.0% (2.3%) 0.0% 0.0% 0.0% (0.8%) 99.00 5.00 104.00 106.00 5.00 111.00 104.00 5.00 109.00 104.00 5.00 109.00 105.00 5.00 110.00 1.00 1.00 1.0% 0.0% 0.9% 47.50 133.00 41.10 14.00 36.50 272.10 44.50 133.00 41.00 15.00 35.50 269.00 54.50 152.00 41.00 15.00 34.50 297.00 54.50 153.00 41.00 15.00 34.50 298.00 54.50 151.00 41.00 15.00 35.50 297.00 (1.00) 1.00 - 0.0% (0.7%) 0.0% 0.0% 2.9% 0.0% 6.00 243.00 249.00 5.00 235.00 240.00 5.00 230.00 235.00 5.00 229.00 234.00 5.00 229.00 234.00 (1.00) (1.00) 0.0% (0.4%) (0.4%) 52.00 121.00 173.00 54.00 122.00 176.00 53.00 121.00 174.00 53.00 120.00 173.00 54.00 118.00 172.00 1.00 (3.00) (2.00) 1.9% (2.5%) (1.1%) 38.00 11.00 14.00 12.00 75.00 38.00 11.00 14.00 12.00 75.00 41.00 11.00 14.00 12.00 78.00 38.00 12.00 14.00 12.00 76.00 38.00 11.00 14.00 12.00 75.00 (3.00) (3.00) (7.3%) 0.0% 0.0% 0.0% (3.8%) 61.30 63.50 124.80 62.00 62.00 124.00 66.00 66.00 132.00 66.00 64.00 130.00 66.00 74.00 140.00 8.00 8.00 0.0% 12.1% 6.1% 30.00 12.00 42.00 1,161.40 26.00 23.00 49.00 1,165.50 29.00 24.00 53.00 1,199.00 29.00 24.00 53.00 1,193.00 27.00 28.00 55.00 1,203.00 (2.00) 4.00 2.00 4.00 (6.9%) 16.7% 3.8% 0.3% 930 Maricopa County Annual Business Strategies FY 2013 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 CASA Coordinator Collections Supervisor Collector Communicatn Ofcr/Govt Liaison Communicatns Mgr-Crim Justice Computer Operator Conference Officer Counselor Court Commissioner Court Conciliator Court Interpreter Court Interpreter Manager Court Interpreter Supervisor Court Probate Investigator Court Reporter Court Reporter Manager Data Security Analyst Database Administrator Deputy Director Deputy Director - Superior Court Director - Superior Court Educator Bachelor's Executive Assistant Finance Manager - Large Finance Support Supervisor Finance/Business Analyst Financial Supervisor - Dept Grant-Contract Administrator Help Desk Coordinator Help Desk Coordinator - Sr/Ld Human Resources Analyst Human Resources Associate Human Resources Manager Human Resources Mngr - Courts Human Resources Specialist Human Resources Supervisor Human Resources Support Supv IS Architect IT Division Manager IT Senior Manager IT Services Supv FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 5.00 7.00 7.00 7.00 7.00 16.00 18.00 16.00 16.00 16.00 8.00 1.00 1.00 21.80 19.00 14.00 14.00 17.00 9.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 5.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 3.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 2.00 2.00 2.00 2.00 5.00 4.00 4.00 4.00 4.00 114.00 114.00 116.00 115.00 116.00 4.00 4.00 4.00 4.00 4.00 2.00 3.00 4.00 4.00 4.00 5.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 5.00 5.00 13.00 13.00 14.00 13.00 13.00 11.00 11.00 11.00 58.00 59.00 59.00 59.00 59.00 11.00 11.00 4.00 32.10 32.00 33.00 33.00 33.00 1.00 1.00 1.00 1.00 4.00 4.00 3.00 3.00 3.00 7.00 7.00 56.50 51.50 51.50 51.50 51.50 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 8.00 5.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 6.00 6.00 6.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 3.00 4.00 4.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00 7.00 7.00 7.00 7.00 7.00 3.00 3.00 3.00 3.00 3.00 6.00 6.00 1.00 5.00 6.00 2.00 2.00 7.00 4.00 4.00 3.00 1.00 1.00 1.00 5.00 5.00 5.00 5.00 4.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 931 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% N/A N/A N/A 3.00 21.4% N/A N/A 0.0% 0.0% N/A (1.00) (33.3%) 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% (1.00) (7.1%) 11.00 N/A 0.0% (7.00) (63.6%) 0.0% 0.0% 0.0% (7.00) (100.0%) 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% 0.0% (5.00) (83.3%) 5.00 250.0% (1.00) (25.0%) 0.0% (1.00) (20.0%) 1.00 N/A N/A 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title (continued) MARKET RANGE TITLE Judicial Assistant Judicial Assistant Coordinator 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 Management Analyst Materials Handling Worker Materials Inventory Specialist Media Specialist Office Assistant Office Assistant Specialized Operations Support Anlst-Sr/Ld Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Polygraph Examiner Procurement Specialist Procurement Supervisor - Dept Program Coordinator Program Manager Programmer/Analyst Programmer/Analyst - Sr/Ld Psychologist Security Asst Division Mgr Security Division Manager Security Inspector Security Officer Security Officer Manager Security Officer Supervisor Social Worker Special Projects Manager Superior Court Judge Systems Admin & Analysis Mgr Systems/Network Administrator Systems/Network Admin-Sr/Ld Trades Generalist Trades Specialist Trades Supervisor Trainer Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 152.00 158.00 157.00 157.00 155.00 4.00 4.00 4.00 7.00 8.00 8.00 8.00 164.00 162.00 157.00 157.00 158.00 20.00 19.00 20.00 19.00 21.00 24.00 29.00 32.00 31.00 30.00 11.00 11.00 11.00 10.00 12.00 14.00 14.00 14.00 14.00 5.00 5.00 5.00 5.00 5.00 .50 .50 .50 .50 .50 1.00 1.00 5.00 5.00 5.00 5.00 5.00 9.00 9.00 10.00 10.00 10.00 5.00 5.00 4.00 4.00 4.00 1.00 1.00 1.00 4.50 4.50 3.00 3.00 3.00 20.00 18.00 18.00 18.00 19.00 2.00 2.00 1.00 1.00 2.00 3.00 3.00 2.00 2.00 2.00 1.00 1.00 10.00 10.00 10.00 10.00 10.00 1.00 1.00 1.00 6.00 6.00 5.00 5.00 5.00 2.00 2.00 2.00 2.00 2.00 1.00 4.00 6.00 6.00 8.00 1.00 9.00 9.00 7.00 7.00 7.00 5.00 5.00 7.00 5.00 5.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 115.00 113.00 131.00 132.00 130.00 4.00 4.00 4.00 4.00 4.00 11.00 11.00 11.00 11.00 11.00 5.00 7.00 10.00 1.00 1.00 1.00 95.00 95.00 95.00 95.00 95.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 2.00 3.00 1.00 5.00 5.00 7.00 7.00 7.00 1.00 2.00 2.00 2.00 2.00 2.00 8.00 8.00 8.00 8.00 8.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1,161.40 1,165.50 1,199.00 1,193.00 1,203.00 REVISED TO ADOPTED VARIANCE VAR % (2.00) (1.3%) 0.0% 0.0% 1.00 0.6% 1.00 5.0% (2.00) (6.3%) (1.00) (9.1%) 0.0% 0.0% 0.0% N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% 1.00 5.6% 1.00 100.0% 0.0% 1.00 N/A 0.0% 0.0% 0.0% 0.0% 2.00 33.3% N/A 0.0% (2.00) (28.6%) 2.00 200.0% (1.00) (100.0%) 0.0% (1.00) (50.0%) (1.00) (0.8%) 0.0% 0.0% 10.00 N/A 0.0% 0.0% 0.0% 0.0% (1.00) (50.0%) 0.0% (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 4.00 0.3% Staffing by Fund 100 208 238 264 Department Total FUND GENERAL JUDICIAL ENHANCEMENT SUPERIOR COURT GRANTS SUPERIOR COURT FILL THE GAP FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1,099.60 1,103.50 1,135.00 1,130.00 1,140.00 4.00 7.00 8.00 8.00 8.00 25.80 23.00 24.00 23.00 23.00 32.00 32.00 32.00 32.00 32.00 1,161.40 1,165.50 1,199.00 1,193.00 1,203.00 932 REVISED TO ADOPTED VARIANCE VAR % 5.00 0.4% 0.0% (1.00) (4.2%) 0.0% 4.00 0.3% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Significant Variance Analysis The Superior Court is increasing staffing by a net of 4.0 FTE positions in FY 2013. The most significant changes to staffing include an additional 12.0 FTE positions for the two-year pilot project “Cradles to Crayons” and 1.0 FTE position for the new Homeless Court. General Adjustments Target Adjustments: General Fund (100) • Decrease the expenditure budget by $177,098 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Judicial Enhancement Fund (208) • Decrease the expenditure budget by $1,558 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Grants Fund (238) • Decrease the expenditure budget by $4,760 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Fill the Gap Fund (264) • Decrease the expenditure budget by $4,171 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Base Adjustments: General Fund (100) • Decrease Regular Benefits by $925,781 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Regular Pay and Benefits by $111,425 to account for net changes in pay rates assigned to newly filled positions. • Increase salary and benefits expenditures by $39,361 to support 1.0 FTE Juvenile Court Bailiff. • Decrease other Personal Services by $92,422, including reductions of $177,150 for Temporary Pay and $9,901 for Other Personal Services, and an increase of $94,629 for Overtime Pay. These changes are based on current spending patterns. • Increase Salary and Benefit Savings by $825,165, increasing the budgeted savings rate by 1.02% to 4.88%. • Increase Personal Services Allocations-Out by $257,964, including $109,620 to the County Manager’s Non-Departmental Grant Fund (249), $61,744 to the Juvenile Probation Department for the shared cost of two Human Resources positions, and $86,600 for increased security costs for Adult Probation ($84,000) and the Justice Courts ($2,600). • Increase Supplies by $11,349, including an increase of $125,049 for General Supplies and reductions of $3,700 for Fuel based on FY 2012 forecasted spending. Also reduce Non-Capital equipment by $110,000. This funding was earmarked for computer replacement. The County intends to fund PC replacement centrally in FY 2013. • Increase Services by $126,755, of which $76,581 is for Legal Services, $14,431 for Rent and Leases, $24,819 for Travel and $10,924 for Education and Training. These changes are based on FY 2012 forecasted spending. • Decrease Services by $273,056, including $18,657 for Health Care Services, $48,470 for Other Services, $107,500 for Repairs and Maintenance and $98,429 for Postage based on FY 2012 forecasted spending. • Increase Services by $15,000 for executive recruitment and relocation expenses. 933 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court • Decrease Services Allocations-In by $22,233 from the Adult Probation Fees Fund (201) for the Superior Court’s portion of the State Risk Management charges. • Decrease Debt Service by $47,844 as a result of paying off the debt service in FY 2012. • Decrease Personal Services Allocation-Out to the Superior Court Special Revenue Fund (259) by $825,165 to maintain structural balance. • Increase Personal Services Allocations-Out by $49,616 to the Adult Probation General Fund for Personnel expenses for two Human Resources staff. • Increase Other Benefits and Internal Service Charges by $122,178 for the impact of the changes in Risk Management charges. • Increase salary and benefit expenditures by $53,872 to support 1.0 FTE Program Coordinator for the Homeless Court. General Fund (100) Non Recurring Non Project (0001) • Carry-forward expenditures of $1,301,750 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. • Increase Supplies and Services by $10,875 for one-time start-up costs associated with the Homeless Court. • Establish a two-year pilot project and activity named “Cradles to Crayons”, beginning with appropriated expenditures of $2,019,788 and 12.0 FTE new contract positions. (See additional detail under the Juvenile Dependency Adjudication Activity.) Superior Court Judicial Enhancement Fund (208) • Increase Regular Benefits by $3,215 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Revenue by $49,000 and other expenditures by $50,657 to maintain structural balance. Superior Court Grants Fund (238) • Increase Regular Benefits by $8,184 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease Grant Fund revenue by $403,081 based on anticipated reductions of $432,134 in State grants. This reduction is partially offset by an increase of $29,053 from Title IV-D intergovernmental charges for services from the Arizona Department of Economic Security. In addition, reduce the expenditure amount by $406,505 to maintain structural balance. Superior Court Special Revenue Fund (259) • Decrease Special Revenue Fund revenue by $897,540, due to a drop-off in the portion of court revenue generated by the Court Automation Fee, Case Management Fee and Complex Civil Litigation Fee. • Decrease Personal Services Allocations-In from the General Fund (100) by $825,165, and all other Services and Supplies by $72,375 to maintain structural balance. Superior Court Law Library Fund (261) • Decrease revenue and expenditures by $129,000 to reflect lower levels of revenue and maintain structural balance. Superior Court Fill the Gap Fund (264) • Increase Regular Benefits by $21,607 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. • Decrease revenue by $921,124 due to declining State revenue. • Decrease other expenditures by $938,560 to maintain structural balance. 934 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 94.9% FY 2012 FY 2012 REVISED FORECAST 95.0% 94.4% N/A 89.5% Activities that comprise this program include: • Civil Adjudication FY 2013 ADOPTED 95.0% 52.8% • REV VS ADOPTED VAR % 0.0% 0.0% 89.5% 0.0% 0.0% Tax Adjudication 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 2011 ACTUAL 94.9% $ 259 - SUPERIOR COURT SPECIAL REV TOTAL SOURCES $ 3,707,143 $ 3,707,143 $ 3,703,500 $ 3,703,500 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REV TOTAL USES $ 5,091,041 66,407 3,949,347 $ 9,106,795 $ 5,788,360 65,412 3,643,500 $ 9,497,272 73,851 70,955 123.31 FY 2012 FY 2012 REVISED FORECAST 95.0% 94.4% $ 72,000 76,000 131.91 49,850 49,600 181.69 $ 3,035,484 $ 3,035,484 $ 5,537,047 64,980 3,643,500 $ 9,245,527 $ 52,594 49,926 175.79 REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 95.0% $ (22,150) (26,400) (49.78) -30.8% -34.7% -37.7% $ 3,045,460 $ 3,045,460 $ $ (658,040) (658,040) -17.8% -17.8% $ 5,993,202 65,646 2,998,335 $ 9,057,183 $ (204,842) (234) 645,165 440,089 -3.5% -0.4% 17.7% 4.6% $ Expenditure $ Activity Narrative: The increase in civil case filings in prior years is directly related to the economic downturn in Maricopa County. A subsequent decline in demand was acknowledged early in FY 2012 with a decline in civil revenue, prompting a shift of 6.0 FTE positions from the Superior Court Special Revenue Fund (259) to the General Fund for FY 2013. The Superior Court notes that while the filing rate has declined, the complexity of cases is increasing requiring additional staff time to resolve civil cases. 935 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. §§12-161 – 163 defines “Tax Court”; assigns the administrative supervision of tax court to the presiding judge of the Superior Court of Arizona; and authorizes the Office of the Tax Court (the Maricopa County Superior Court) to fund the personnel and budget requirements of the Office as determined by the presiding judge. 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 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 89.5% 52.8% 930 1,342 N/A 976 1,035 N/A $ $ $ 482,537 482,537 $ $ 1,000 900 1,900 1,425 1,050 265.27 504,011 504,011 $ 1,092 719 1,411 1,178 850 352.22 $ $ 496,977 496,977 REV VS ADOPTED VAR % 0.0% 0.0% FY 2013 ADOPTED 89.5% $ 1,034 849 1,883 1,426 985 249.03 $ $ $ 468,924 468,924 $ $ 34 (51) (17) 1 (65) 16.24 35,087 35,087 3.4% -5.7% -0.9% 0.1% -6.2% 6.1% 7.0% 7.0% 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 user satisfaction. FY 2011 ACTUAL N/A 96.6% N/A 97.5% FY 2012 FY 2012 REVISED FORECAST 88.4% 95.0% 96.0% 96.8% 10.0% 9.8% 100.0% 95.3% Activities that comprise this program include: • Court Interpretation & Translation • Jurors • Public Information & Community Outreach • • FY 2013 ADOPTED 89.6% 96.4% 10.0% 100.0% REV VS ADOPTED VAR % 1.2% 1.4% 0.4% 0.4% 0.0% 0.2% 0.0% 0.0% 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 and 12-242 establish that Superior Court will retain the services of interpreters to translate court proceedings for litigants who need such services. 936 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 88.4% 95.0% 89.6% 1.2% 1.4% 33,461 43,980 25,930 36,251 (7,729) -17.6% 33,461 44,000 26,000 38,236 (5,764) -13.1% $ - $ 86.76 $ 134.79 $ 101.71 $ (14.95) -17.2% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 3,324,186 244,395 $ 3,568,581 - $ $ 500 500 $ $ 715 715 $ $ 500 500 $ $ $ 3,456,629 230,561 $ 3,687,190 $ - 0.0% 0.0% Expenditure $ 3,586,083 229,786 $ 3,815,869 $ 3,260,909 234,233 $ 3,495,142 $ 129,454 (775) 128,679 3.6% -0.3% 3.4% 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: Not mandated. 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 96.6% 96.0% 96.8% 96.4% 0.4% 0.4% 3,219,832 3,200,000 3,269,815 3,138,307 (61,693) -1.9% 3,218,832 3,200,000 3,269,815 3,138,307 (61,693) -1.9% $ 2.00 $ 1.96 $ 2.04 $ 2.25 $ (0.28) -14.5% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ 6,431,597 $ 6,431,597 44,251 44,251 $ $ 2,800 2,800 $ $ 400 400 $ $ 600 600 $ $ (2,200) (2,200) -78.6% -78.6% $ 7,047,837 $ 7,047,837 $ $ (769,692) (769,692) -12.3% -12.3% Expenditure $ 6,278,145 $ 6,278,145 $ 6,666,546 $ 6,666,546 Activity Narrative: The new South Court Tower, opened in February, 2012, require 15.0 FTE Security Officers. However the Superior Court was able to lock one public door (each) in the Central Court Building and the East Court Building, allowing for the shift of 8 existing officers to the new building; thus 7.0 FTE Security Officers were authorized mid-year in FY 2012. 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. 937 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 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 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 10.0% 9.8% 10.0% 0.0% 0.2% 41,132 40,320 42,903 42,513 2,193 5.4% 48,296 48,000 47,803 49,667 1,667 3.5% $ 98.66 $ 106.87 $ 96.98 $ 102.28 $ 4.59 4.3% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV TOTAL SOURCES $ 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV TOTAL USES $ 4,037,196 21,086 $ 4,058,282 $ 712,967 54,695 767,662 $ 716,300 121,000 837,300 $ $ $ 593,353 59,660 653,013 $ 615,600 61,500 677,100 $ $ $ (100,700) (59,500) (160,200) -14.1% -49.2% -19.1% (87,743) 48,400 (39,343) -2.1% 40.0% -0.9% Expenditure $ 4,188,077 121,000 $ 4,309,077 $ 4,106,479 54,180 $ 4,160,659 $ 4,275,820 72,600 $ 4,348,420 $ $ 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 FY 2011 ACTUAL N/A 220,884 FY 2012 FY 2012 REVISED FORECAST N/A N/A 218,736 221,868 REV VS ADOPTED VAR % N/A N/A 2,916 1.3% 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. $ 19.81 $ 19.80 $ 20.03 $ 20.41 $ 259 - SUPERIOR COURT SPECIAL REV TOTAL SOURCES $ $ 67,407 67,407 $ $ 65,040 65,040 $ $ 63,277 63,277 $ $ 65,040 65,040 $ $ 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV TOTAL USES $ 4,311,533 65,040 $ 4,376,573 $ 4,458,703 65,040 $ 4,523,743 $ 220,884 218,736 FY 2013 ADOPTED N/A 221,652 221,868 221,652 2,916 1.3% (0.61) -3.1% - 0.0% 0.0% Expenditure $ 4,266,365 65,040 $ 4,331,405 $ 4,378,640 65,040 $ 4,443,680 $ (192,338) (192,338) -4.5% 0.0% -4.4% 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: Not mandated. 938 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 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 2011 FY 2012 ACTUAL REVISED 97.5% 100.0% 288,574,900 290,000,000 289,511,710 300,000,000 $ 0.01 $ 0.01 FY 2012 FY 2013 REV VS ADOPTED FORECAST ADOPTED VAR % 95.3% 100.0% 0.0% 0.0% 299,178,360 299,296,540 9,296,540 3.2% 304,777,010 307,110,930 7,110,930 2.4% $ 0.01 $ 0.01 $ 0.00 12.8% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV 261 - LAW LIBRARY TOTAL SOURCES $ 241,259 1,534,390 $ 1,775,649 $ 500 288,000 1,425,000 $ 1,713,500 $ 226,670 1,285,449 $ 1,512,119 288,000 1,296,000 $ 1,584,000 $ 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REV 261 - LAW LIBRARY TOTAL USES $ 2,047,238 257,893 1,119,275 $ 3,424,406 $ 2,041,891 288,000 1,425,000 $ 3,754,891 $ 1,953,806 262,081 1,170,355 $ 3,386,242 $ 1,884,739 264,025 1,296,000 $ 3,444,764 $ $ $ (500) (129,000) (129,500) -100.0% 0.0% -9.1% -7.6% Expenditure $ 157,152 23,975 129,000 310,127 7.7% 8.3% 9.1% 8.3% 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 2011 ACTUAL 25.5% FY 2012 FY 2012 REVISED FORECAST 30.0% 27.6% 81.3% 81.4% Activities that comprise this program include: • Capital Adjudication FY 2013 ADOPTED 30.0% 81.2% • REV VS ADOPTED VAR % 0.0% 0.0% 81.4% 0.0% 0.0% 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 2011 ACTUAL 25.5% FY 2012 FY 2012 REVISED FORECAST 30.0% 27.6% FY 2013 ADOPTED 30.0% REV VS ADOPTED VAR % 0.0% 0.0% 47 29 $ 10,641.85 40 32 $ 12,047.23 29 29 $ 16,525.52 32 26 $ 14,570.84 $ 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 180,856 180,856 $ $ 180,856 180,856 $ $ 186,705 186,705 $ $ 186,705 186,705 $ $ 5,849 5,849 3.2% 3.2% 259 - SUPERIOR COURT SPECIAL REV 238 - SUPERIOR COURT GRANTS TOTAL USES $ 316,817 183,350 500,167 $ 298,891 182,998 481,889 $ 292,535 186,705 479,240 $ 278,274 187,993 466,267 $ 20,617 (4,995) 15,622 6.9% -2.7% 3.2% (8) (6) (2,523.62) -20.0% -18.8% -20.9% Expenditure $ $ $ $ $ Activity Narrative: The number of Capital cases has gradually declined over the last several years. Filings and resolutions are expected to decline in FY 2013, but this is not expected to create a backlog. 939 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 81.3% $ 33,805 32,079 569.66 $ FY 2012 FY 2012 REVISED FORECAST 81.4% 81.2% $ 31,200 31,600 538.87 $ 32,612 32,034 535.25 $ FY 2013 ADOPTED 81.4% $ 31,200 31,600 549.43 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REV 264 - SUPERIOR COURT FILL THE GAP TOTAL SOURCES 94 171,431 601,783 55,676 2,611,528 $ 3,440,512 $ 100 391,441 570,600 60,000 2,007,812 $ 3,029,953 72 129,607 512,137 52,715 2,009,412 $ 2,703,943 $ 100 279,607 521,600 60,000 2,101,600 $ 2,962,907 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REV 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 16,381,261 143,186 57,744 60,000 2,615,128 $ 19,257,319 $ 14,549,558 394,190 55,959 60,000 1,753,020 $ 16,812,727 $ 15,429,793 129,607 61,384 60,000 1,774,792 $ 17,455,576 $ 14,879,155 280,510 56,149 60,000 1,866,554 $ 17,142,368 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ (10.57) 0.0% 0.0% -2.0% (111,834) (49,000) 93,788 (67,046) 0.0% -28.6% -8.6% 0.0% 4.7% -2.2% (329,597) 113,680 (190) (113,534) (329,641) -2.3% 28.8% -0.3% 0.0% -6.5% -2.0% Expenditure $ $ 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. Program Results Measure Description Percent of Pre-Decree Family Court cases resolved within 12 months. Percent of Post-Decree Family Court cases resolved within 7 months. FY 2011 ACTUAL 96.9% FY 2012 FY 2012 REVISED FORECAST 96.1% 96.4% 100.0% 95.7% Activities that comprise this program include: • Family Pre Decree/Judgment 74.7% • FY 2013 ADOPTED 96.3% 95.7% REV VS ADOPTED VAR % 0.2% 0.2% 0.0% 0.0% 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. 940 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 96.9% $ FY 2012 FY 2012 REVISED FORECAST 96.1% 96.4% FY 2013 ADOPTED 96.3% REV VS ADOPTED VAR % 0.2% 0.2% 31,379 30,600 30,857 31,318 718 2.3% 31,800 31,000 28,908 31,390 390 1.3% (6.76) -2.1% 308.46 $ $ 318.48 $ $ 316.97 $ $ 325.24 $ $ Revenue 100 - GENERAL 238 - SUPERIOR COURT GRANTS 257 - CONCILIATION COURT FEES 276 - SPOUSAL MAINT ENF ENHANCE 281 - CHILDRENS ISSUES EDUCATION TOTAL SOURCES $ 1,766 714,517 1,698,195 120,744 158,522 $ 2,693,744 100 998,036 1,390,000 115,921 115,007 $ 2,619,064 805,503 1,420,131 101,570 172,857 $ 2,500,061 100 1,022,851 1,390,000 115,921 115,007 $ 2,643,879 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 257 - CONCILIATION COURT FEES 259 - SUPERIOR COURT SPECIAL REV 276 - SPOUSAL MAINT ENF ENHANCE 281 - CHILDRENS ISSUES EDUCATION TOTAL USES $ 7,032,969 680,031 68,734 1,590,000 76,633 115,921 115,007 $ 9,679,295 $ 6,687,908 998,036 66,186 1,702,500 60,000 115,921 115,007 $ 9,745,558 $ 7,027,439 805,503 66,953 1,590,000 60,000 115,921 115,007 $ 9,780,823 $ 6,723,820 1,014,667 66,413 1,790,000 60,000 115,921 415,007 $ 10,185,828 $ 24,815 24,815 0.0% 2.5% 0.0% 0.0% 0.0% 0.9% Expenditure $ $ (35,912) (16,631) (227) (87,500) (300,000) (440,270) -0.5% -1.7% -0.3% -5.1% 0.0% 0.0% -260.9% -4.5% Conciliation Court Fees Fund (257) Non Recurring Non Project (0001) The one-time expenditure budget of $400,000 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 litigant’s ability to pay. This trend is not expected to continue. As the economy improves and individuals have the ability to pay, the court will grant fewer waivers. In addition, it is expected that individuals granted deferrals by the court will begin to pay assessed court fees. 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. 941 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 100.0% $ FY 2012 FY 2012 REVISED FORECAST 95.7% 74.7% FY 2013 ADOPTED 95.7% REV VS ADOPTED VAR % 0.0% 0.0% 18,555 18,400 22,941 18,400 - 0.0% 18,555 19,000 18,518 20,100 1,100 5.8% 246.28 $ 262.37 $ 198.06 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 271 - EXPEDITED CHILD SUPPORT 276 - SPOUSAL MAINT ENF ENHANCE TOTAL SOURCES $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL USES 239.23 $ 23.14 8.8% 803,853 25,439 656,200 199,618 $ 1,685,110 580,100 70,369 585,000 190,682 $ 1,426,151 $ 715,596 44,926 580,238 175,827 $ 1,516,587 $ 829,300 74,607 585,000 190,682 $ 1,679,589 $ 249,200 4,238 253,438 43.0% 6.0% 0.0% 0.0% 17.8% $ 3,225,656 34,800 1,118,680 190,682 $ 4,569,818 $ 3,469,062 70,369 897,500 390,682 $ 4,827,613 $ 3,493,779 44,926 614,400 390,682 $ 4,543,787 $ 3,351,560 74,607 785,000 190,682 $ 4,401,849 $ 117,502 (4,238) 112,500 200,000 425,764 3.4% -6.0% 12.5% 51.2% 8.8% Revenue $ $ Expenditure $ Expedited Child Support Fund (271) / Children’s Issues Education Fund (281) Non Recurring Non Project (0001) A one-time expenditure of $500,000 is budgeted for outside vendors contracted to provide parenting conferences for litigants in Family Court. The amount includes $200,000 from the Expedited Child Support Fund, and a new expenditure of $300,000 from the Children’s Issues Education Fund. The conferences are being court-ordered with payment deferred or waived based on the litigant’s ability to pay. This trend is not expected to continue. As the economy improves and individuals have the ability to pay, the court will grant fewer waivers. In addition, it is expected that 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. Program Results Measure Description Percent of adjudication hearings for non-detained juveniles held within 30 days. Percent of preliminary protective hearings held within 7 business days after removal from home. FY 2011 ACTUAL N/A Activities that comprise this program include: • Juvenile Delinquency Adjudication FY 2012 FY 2012 REVISED FORECAST 95.0% 96.6% N/A ● 97.6% 84.1% FY 2013 REV VS ADOPTED ADOPTED VAR % 95.0% 0.0% 0.0% 97.6% 0.0% 0.0% 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 942 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A $ $ FY 2012 FY 2012 REVISED FORECAST 95.0% 96.6% 8,035 N/A 7,917 562.43 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL SOURCES 120,745 120,745 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 4,343,106 109,276 66,714 $ 4,519,096 $ $ 10,400 10,800 11,200 441.52 142,590 142,590 $ $ $ 9,334 9,334 9,334 494.70 385,710 80,767 466,477 FY 2013 ADOPTED 95.0% $ $ 10,400 10,800 10,800 437.98 REV VS ADOPTED VAR % 0.0% 0.0% $ 250,000 86,326 336,326 $ $ 4,374,169 86,774 94,100 $ 4,555,043 $ $ $ (400) 3.54 0.0% 0.0% -3.6% 0.8% 250,000 (56,264) 193,736 N/A -39.5% 135.9% (13,017) 50,136 (310) 36,809 -0.3% 36.6% -0.3% 0.8% Expenditure $ 4,361,152 136,910 93,790 $ 4,591,852 $ 4,442,979 80,767 93,824 $ 4,617,570 $ 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. Measure Type Result Output Output Demand Efficiency Revenue REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of preliminary protective hearings held N/A 97.6% 84.1% 97.6% 0.0% 0.0% within 7 business days after removal from home. Number of Dependency cases resolved. 6,655 8,400 11,649 8,400 0.0% Number of preliminary protective hearings. N/A 8,400 6,029 8,400 0.0% 7,015 8,400 12,839 9,200 800 9.5% Number of Dependency cases filed. Cost per Dependency case resolved. $ 694.88 $ 556.88 $ 404.03 $ 774.20 $ (217.32) -39.0% 238 - SUPERIOR COURT GRANTS 277 - EMANCIPATION ADMINISTRATION TOTAL SOURCES $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 277 - EMANCIPATION ADMINISTRATION TOTAL USES $ 3,734,424 863,579 26,400 $ 4,624,403 $ 898,673 881 899,554 $ $ 818,108 818,108 $ $ 805,503 302 805,805 $ $ 798,223 798,223 $ (19,885) (19,885) -2.4% N/A -2.4% $ (1,783,803) 36,771 (73,659) (4,800) $ (1,825,491) -47.1% 4.4% -136.5% N/A -39.0% $ Expenditure $ 3,783,295 840,539 53,969 $ 4,677,803 $ 3,787,286 803,622 115,679 $ 4,706,587 $ 5,567,098 803,768 127,628 4,800 $ 6,503,294 General Fund (100) Non Recurring Non Project (0001) The FY 2013 budget includes $2,019,788 for a two-year pilot project named “Cradles to Crayons”. During FY 2013 the project and associated funding will be split out from the Juvenile Dependency Adjudication Activity into a new “Cradles to Crayons Activity”. FY 2013 expenditures of $1,059,744 include $710,704 for salaries and benefits for 1.0 FTE Program Coordinator, 2.0 FTE Psychologists, 3.0 FTE Social Workers, 4.0 FTE Court Conciliators, 1.0 FTE Justice System Clerk Lead and 1.0 FTE Office Assistant Specialized (all contract positions); $2,460 for Rent and Operating Leases; $480 for Utilities; $246,400 for Other Services; and $99,700 for start-up costs. The total appropriation provides for carry-over FY 2014 expenditures of $960,044. 943 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 probate cases in compliance with case-processing standards. Percent of Cases reviewed within 30 days of the required due date. FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 96.0% 100.0% 100.0% 96.0% Activities that comprise this program include: • Estate Probates & Trust Administration FY 2013 ADOPTED 96.0% 49.2% • REV VS ADOPTED VAR % 0.0% 0.0% 97.0% 1.0% 1.0% 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 2011 ACTUAL 100.0% $ 35,963 35,963 60.46 256 - PROBATE FEES TOTAL SOURCES $ $ 480,863 480,863 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 256 - PROBATE FEES TOTAL USES $ 1,591,789 2,096 580,412 $ 2,174,297 FY 2012 FY 2012 REVISED FORECAST 96.0% 49.2% $ 36,000 36,000 62.93 $ $ 464,531 464,531 $ 33,177 33,857 63.82 $ $ 419,595 419,595 REV VS ADOPTED VAR % 1.0% 1.0% FY 2013 ADOPTED 97.0% $ 36,000 36,000 59.24 $ 3.69 0.0% 0.0% 5.9% $ $ 464,531 464,531 $ $ - 0.0% 0.0% $ 1,518,201 614,531 $ 2,132,732 $ Expenditure $ 1,700,932 564,531 $ 2,265,463 $ 1,552,927 564,531 $ 2,117,458 $ 182,731 (50,000) 132,731 10.7% N/A -8.9% 5.9% Probate Fees Fund (256) Non Recurring Non Project (0001) The one-time expenditure budget of $150,000 is for payment to contract accountants and investigators for complex forensic case work performed in Probate Court. When comparing FY 2012 Forecast to FY 2013, the additional funding will improve the result measure by outsourcing a portion of the complex workload. This complex workload is outside of the normal scope and expertise of court administration staff 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. 944 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL N/A $ 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ - 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL USES $ 895,390 895,390 FY 2012 FY 2012 REVISED FORECAST 96.0% 100.0% 2,796 N/A 3,147 320.24 $ $ $ 2,600 36,000 2,600 703.53 250,000 250,000 $ 3,748 33,557 3,538 405.24 $ $ 2,000 2,000 FY 2013 ADOPTED 96.0% $ 2,600 36,000 3,100 728.25 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ 500 (24.73) 0.0% 0.0% 19.2% -3.5% 100,000 100,000 $ $ (150,000) (150,000) -60.0% -60.0% $ 1,793,453 100,000 $ 1,893,453 $ (214,286) 150,000 (64,286) -13.6% 60.0% -3.5% Expenditure $ $ 1,579,167 250,000 $ 1,829,167 945 $ 1,516,837 2,000 $ 1,518,837 $ Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Employee Retirement and Benefits ASRS Employer Rate Change Reallocations AOC Risk Management Charges $ $ 1,302,200 (252,743) $ (252,743) (127,631) $ (127,631) - Agenda Item: $ C-49-12-014-2-00 $ C-49-12-009-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE 73,456,676 $ 73,076,302 $ 1,302,200 (177,098) $ (177,098) - Agenda Item: $ FY 2013 Budget Target Adjustments: Agenda Item: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease Regular Pay and Benefits to account for net changes in pay rates assigned to newly filled positions Decrease Judge and Commissioner Salary/Benefit expenditures due to eight fewer work hours in FY 2013 Increase Salary and Benefit expenditures, and add 1.0 FTE Bailiff Decrease other Personal Services by $92,422, including reductions of $177,150 for Temporary Pay and $9,901 for Other Personal Services, and an increase of $94,629 for Overtime Pay Decrease Salary/Benefit Savings expenditures by $825,165, reducing the budgeted saving rate by 1.02% to 4.88% Increase Salary/Benefit Savings expenditures for the Court Security Activity Increase Personal Services Allocations-Out by $257,964, including $109,620 to the County Manager Non-Departmental Grant Fund (249), $61,744 to the Juv. Probation Dept. for the shared cost of two HR positions, and $86,600 for increased security costs for Adult Probation ($84,000) and Justice Courts Increase Supplies by $11,349, including an increase of $125,049 for General Supplies and reductions of $3,700 for Fuel based on FY 2012 Forecasted costs and $110,000 from Non-Capital Expenditures Increase expenditures for Services by $126,755, including $76,581 for Legal Services, $14,431 for equipment rent, $24,819 for Travel and $10,924 for Education and Training Decrease expenditures for Services by $273,056, including $18,657 for Health Care Services, $48,470 for Other Services, $107,500 for maintenance costs and $98,429 for Postage Increase Services expenditures for executive recruitment and relocation Decrease Services Alloc-In from Adult Prob. Fees Fund (201) - AZ Risk Mngt. Decrease Debt Service costs by $47,844 Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Decrease Personal Services Allocations-Out to the Special Revenue Fund (259) Reallocation Between Depts Increase PS Alloc-Out to Adult Prob General Fund for shared cost of 2 HR positions $ 72,899,204 $ 1,302,200 $ 925,781 $ 925,781 (1,245,504) $ (1,245,504) - $ $ (111,425) (92,083) 39,361 (92,422) (825,165) 299,223 (257,964) 11,349 126,755 (288,056) 15,000 (22,233) (47,844) $ $ $ 825,165 $ 49,616 $ 53,872 $ 122,178 - 73,355,030 0.6% $ 1,696,300 30.3% $ 176,050 53,872 $ - 122,178 $ 946 $ 394,100 394,100 - $ Percent Change from Target Amount FY 2013 Adopted Budget Percent Change from Target Amount $ (49,616) FY 2013 Tentative Budget Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Increase Salary/Benefit expenditures, and add 1.0 Homeless Court Prog. Coord. Internal Service Charges Increase Other Benefits & Internal Serv. Charges for changes in Risk Mngt charges 775,549 825,165 73,531,080 0.9% - $ 1,696,300 30.3% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court General Fund (100) (continued) Expenditures Revenue Integrated Court Info Rewrite FY 2012 Adopted Budget $ 3,100,000 $ - FY 2012 Revised Budget $ 3,100,000 $ - $ (3,100,000) $ (3,100,000) - $ - $ - $ 1,301,750 $ 1,301,750 - $ 1,301,750 $ - Adjustments: Information and Communications Technology Technology Projects Other Technology Projects Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - FY 2013 Tentative Budget $ - $ - $ 2,030,663 $ 2,030,663 - $ 2,030,663 $ - Percent Change from Target Amount Adjustments: Agenda Item: Non Recurring Other Non-Recurring Establish "Cradles to Crayons" two-year pilot project. FY 2013 expenditures of $1,059,744 include $710,704 for salaries/benefits for 12.0 FTE new positions, $2,460 for Rent/Operating Leases, $480 for Utilities, $246,400 for Other Services and $99,700 for start-up costs. FY 2014 carry-over expenditures total $960,044. Increase Supplies/Services for one-time start-up costs for Homeless Court FY 2013 Adopted Budget Percent Change from Target Amount 947 $ 2,019,788 $ 10,875 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Judicial Enhancement Fund (208) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 570,600 $ 570,600 FY 2012 Revised Budget $ 570,600 $ 570,600 $ (1,558) $ (1,558) - $ 569,042 $ 570,600 $ 3,215 $ 3,215 (50,657) $ (50,657) (49,000) (49,000) 521,600 $ -8.3% 521,600 -8.6% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2011 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 FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 1,318,846 $ 1,582,748 $ 1,582,748 $ 1,921,296 $ 2,141,713 $ 1,199,475 615,752 1,815,227 1,815,227 $ 1,100,000 570,600 1,670,600 1,670,600 $ 1,100,000 570,600 1,670,600 1,670,600 $ 1,020,000 522,503 1,542,503 1,542,503 $ 1,000,000 521,600 1,521,600 1,521,600 336,448 401,568 738,016 $ $ $ $ $ $ $ $ $ $ 1,100,000 570,600 1,670,600 $ $ $ $ 300,000 300,000 1,970,600 $ 1,100,000 570,600 1,670,600 $ $ $ $ 300,000 300,000 1,970,600 $ Clerk of the Superior Court (160) Superior Court (800) Non-Recurring Total Uses: $ $ $ 90,900 383,862 474,762 1,212,778 Structural Balance $ 1,077,211 $ - $ Accounting Adjustments $ 1 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,921,296 1,921,296 $ $ 1,282,748 1,282,748 948 $ $ $ 505,579 516,507 1,022,086 $ $ $ $ $ 1,000,000 521,600 1,521,600 $ $ 300,000 300,000 1,322,086 $ $ 100,000 100,000 1,621,600 - $ 520,417 $ - $ - $ - $ - $ $ 1,282,748 1,282,748 $ $ 2,141,713 2,141,713 $ $ 2,041,713 2,041,713 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 3,002,400 $ 3,002,400 FY 2012 Revised Budget $ 3,002,400 $ 3,002,400 $ (4,760) $ (4,760) - $ 2,997,640 $ 3,002,400 $ 8,184 $ 8,184 (406,505) $ (406,505) (403,081) (403,081) 2,599,319 $ -13.3% 2,599,319 -13.4% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Grants Grant Reconciliation Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ Superior Court Grants Fund (238) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED (151,702) $ FY 2012 REVISED $ Sources: Operating Total Sources: $ $ 2,143,639 2,143,639 $ $ 3,002,400 3,002,400 $ $ 3,002,400 3,002,400 $ $ 2,055,011 2,055,011 $ $ 2,599,319 2,599,319 Uses: Operating Total Uses: $ $ 2,021,509 2,021,509 $ $ 3,002,400 3,002,400 $ $ 3,002,400 3,002,400 $ $ 2,055,011 2,055,011 $ $ 2,599,319 2,599,319 Structural Balance $ 122,130 $ - $ - $ - $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ $ (151,702) $ (151,702) $ (151,702) $ FY 2013 ADOPTED Beginning Spendable Fund Balance (29,570) $ (29,570) $ (151,702) $ FY 2012 FORECAST (151,702) $ (151,702) $ (29,570) (29,570) (29,570) $ $ $ (29,570) (29,570) (29,570) Probate Fees Fund (256) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 464,531 $ 464,531 FY 2012 Revised Budget $ 464,531 $ 464,531 FY 2013 Budget Target $ 464,531 $ 464,531 FY 2013 Adopted Budget Percent Change from Target Amount $ 464,531 $ 0.0% 464,531 0.0% 949 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Probate Fees Fund (256) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 100,000 $ - FY 2012 Revised Budget $ 100,000 $ - $ (100,000) $ (100,000) - $ - $ - $ 150,000 $ 150,000 - $ 150,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Contract accountants and investigations Agenda Item: $ 150,000 FY 2013 Adopted Budget Percent Change from Target Amount Probate Fees Fund (256) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 579,135 $ 348,759 $ 348,759 $ 483,530 $ 340,858 Sources: Operating Total Sources: $ $ 484,808 484,808 $ $ 464,531 464,531 $ $ 464,531 464,531 $ $ 421,859 421,859 $ $ 464,531 464,531 $ $ $ 464,531 100,000 564,531 $ $ 464,531 100,000 564,531 $ $ 464,531 100,000 564,531 $ $ 464,531 115,881 580,412 $ 464,531 150,000 614,531 Structural Balance $ 20,277 $ - $ - $ (42,672) $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 248,759 248,759 $ $ 248,759 248,759 $ $ 340,858 340,858 $ $ 190,858 190,858 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: 483,530 483,530 $ $ Conciliation Court Fees Fund (257) OPERATING FY 2012 Adopted Budget $ 1,390,000 $ 1,390,000 FY 2012 Revised Budget $ 1,390,000 $ 1,390,000 FY 2013 Budget Target $ 1,390,000 $ 1,390,000 FY 2013 Adopted Budget Percent Change from Target Amount $ 1,390,000 $ 0.0% 1,390,000 0.0% 950 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Conciliation Court Fees Fund (257) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 312,500 $ - FY 2012 Revised Budget $ 312,500 $ - $ (312,500) $ (312,500) - $ - $ - $ 400,000 $ 400,000 - $ 400,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Parent Conference Reports Agenda Item: $ 400,000 FY 2013 Adopted Budget Percent Change from Target Amount Conciliation Court Fees Fund (257) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 534,774 $ 412,617 $ 412,617 $ 647,985 $ 481,161 Sources: Operating Total Sources: $ $ 1,703,211 1,703,211 $ $ 1,390,000 1,390,000 $ $ 1,390,000 1,390,000 $ $ 1,423,176 1,423,176 $ $ 1,390,000 1,390,000 $ $ $ 1,390,000 200,000 1,590,000 $ $ 1,390,000 312,500 1,702,500 $ $ 1,390,000 312,500 1,702,500 $ $ 1,390,000 200,000 1,590,000 $ 1,390,000 400,000 1,790,000 Structural Balance $ 313,211 $ - $ - $ 33,176 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 647,985 647,985 $ $ 100,117 100,117 $ $ 100,117 100,117 $ $ 481,161 481,161 $ $ 81,161 81,161 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Superior Court Special Revenue Fund (259) OPERATING FY 2012 Adopted Budget $ 5,797,540 $ 5,797,540 FY 2012 Revised Budget $ 5,797,540 $ 5,797,540 FY 2013 Budget Target $ 5,797,540 $ 5,797,540 $ (72,375) $ (72,375) (825,165) $ (825,165) (897,540) (897,540) - 4,900,000 $ -15.5% 4,900,000 -15.5% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ 951 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 2,790,518 $ 558,201 $ 558,201 $ 1,061,809 $ 123,138 Sources: Operating Total Sources: $ $ 5,743,506 5,743,506 $ $ 5,797,540 5,797,540 $ $ 5,797,540 5,797,540 $ $ 4,748,130 4,748,130 $ $ 4,900,000 4,900,000 $ 6,245,390 1,226,827 7,472,217 $ $ 5,454,801 232,000 5,686,801 $ $ 5,797,540 232,000 6,029,540 $ $ 5,797,540 232,000 6,029,540 $ 4,900,000 4,900,000 (501,884) $ - $ - $ $ - Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,061,809 1,061,809 $ $ 326,201 326,201 $ $ 326,201 326,201 $ $ 123,138 123,138 $ $ 123,138 123,138 Expenditures Revenue $ (706,671) Law Library Fees Fund (261) OPERATING FY 2012 Adopted Budget $ 1,425,000 $ 1,425,000 FY 2012 Revised Budget $ 1,425,000 $ 1,425,000 FY 2013 Budget Target $ 1,425,000 $ 1,425,000 $ (129,000) $ (129,000) (129,000) (129,000) $ 1,296,000 $ -9.1% 1,296,000 -9.1% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount Law Library Fees Fund (261) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 1,319,555 $ 1,642,410 $ 1,642,410 $ 1,747,800 $ 1,873,469 Sources: Operating Total Sources: $ $ 1,547,519 1,547,519 $ $ 1,425,000 1,425,000 $ $ 1,425,000 1,425,000 $ $ 1,296,024 1,296,024 $ $ 1,296,000 1,296,000 Uses: Operating Total Uses: $ $ 1,119,275 1,119,275 $ $ 1,425,000 1,425,000 $ $ 1,425,000 1,425,000 $ $ 1,170,355 1,170,355 $ $ 1,296,000 1,296,000 Structural Balance $ 428,244 $ - $ - $ 125,669 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,747,800 1,747,800 $ $ 1,642,410 1,642,410 $ $ 1,642,410 1,642,410 $ $ 1,873,469 1,873,469 $ $ 1,873,469 1,873,469 952 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Fill the Gap Fund (264) Expenditures Revenue OPERATING FY 2012 Adopted Budget Adjustments: Fees and Other Revenues FY 12 Court Fill-the-Gap Plan $ 3,022,724 $ 3,022,724 $ (1,014,912) $ (1,014,912) (1,014,912) (1,014,912) $ 2,007,812 $ 2,007,812 $ (4,171) $ (4,171) 1,014,912 $ 1,014,912 1,014,912 1,014,912 $ 3,018,553 $ 3,022,724 $ 21,607 $ 21,607 (938,560) $ (938,560) (921,124) (921,124) 2,101,600 $ -30.4% 2,101,600 -30.5% Agenda Item: C-80-12-008-2-00 FY 2012 Revised Budget Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Fees and Other Revenues FY 12 Court Fill-the-Gap Plan Agenda Item: $ C-80-12-008-2-00 FY 2013 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ Superior Court Fill the Gap Fund (264) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 405,116 $ 631,350 $ 631,350 $ 158,944 $ 58,944 Sources: Operating Total Sources: $ $ 2,613,350 2,613,350 $ $ 3,022,724 3,022,724 $ $ 2,007,812 2,007,812 $ $ 2,009,025 2,009,025 $ $ 2,101,600 2,101,600 $ 2,859,523 2,859,523 $ $ $ 2,009,025 100,000 2,109,025 $ $ 2,007,812 161,074 2,168,886 $ $ 3,022,724 100,000 3,122,724 $ 2,101,600 2,101,600 (246,173) $ - $ - $ - $ - Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 158,944 158,944 $ $ 531,350 531,350 $ $ 470,276 470,276 $ $ 58,944 58,944 $ $ 58,944 58,944 953 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 585,000 $ 585,000 FY 2012 Revised Budget $ 585,000 $ 585,000 FY 2013 Budget Target $ 585,000 $ 585,000 FY 2013 Adopted Budget Percent Change from Target Amount $ 585,000 $ 0.0% 585,000 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ 312,500 $ - FY 2012 Revised Budget $ 312,500 $ - $ (312,500) $ (312,500) - $ - $ - $ 200,000 $ 200,000 - $ 200,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2013 Budget Target Adjustments: Non Recurring Other Non-Recurring Parent Conference Reports Agenda Item: $ 200,000 FY 2013 Adopted Budget Percent Change from Target Amount Expedited Child Support Fund (271) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 797,055 $ 408,157 $ 408,157 $ 338,770 $ 306,545 Sources: Operating Total Sources: $ $ 660,394 660,394 $ $ 585,000 585,000 $ $ 585,000 585,000 $ $ 582,175 582,175 $ $ 585,000 585,000 $ $ $ 478,500 135,900 614,400 $ $ 585,000 312,500 897,500 $ $ 585,000 312,500 897,500 $ $ 585,000 533,680 1,118,680 $ 585,000 200,000 785,000 Structural Balance $ 75,394 $ - $ - $ 103,675 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 338,770 338,770 $ $ 95,657 95,657 $ $ 95,657 95,657 $ $ 306,545 306,545 $ $ 106,545 106,545 Uses: Operating Non-Recurring Total Uses: 954 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Spousal Maintenance Enforcement Enhancement (276) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 115,921 $ 115,921 FY 2012 Revised Budget $ 115,921 $ 115,921 FY 2013 Budget Target $ 115,921 $ 115,921 FY 2013 Adopted Budget Percent Change from Target Amount $ 115,921 $ 0.0% 115,921 0.0% Spousal Maintenance Enforcement Enhancement (276) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 137,058 $ 127,559 $ 127,559 $ 143,249 $ 129,648 Sources: Operating Total Sources: $ $ 122,112 122,112 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 102,320 102,320 $ $ 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 $ 6,191 $ - $ - $ (13,601) $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 143,249 143,249 $ $ 127,559 127,559 $ $ 127,559 127,559 $ $ 129,648 129,648 $ $ 129,648 129,648 Expenditures Revenue Emancipation Administration (277) NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 4,800 $ 4,800 - $ 4,800 $ - Adjustments: Non Recurring Other Non-Recurring Emancipation Administrative Costs Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount 955 4,800 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2013 Adopted Budget Emancipation Administration (277) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 3,639 $ 3,916 $ 3,916 $ 4,561 $ 4,876 Sources: Operating Total Sources: $ $ 922 922 $ $ - $ $ - $ $ 315 315 $ $ - Uses: Non-Recurring Total Uses: $ - $ - $ - $ - $ 4,800 4,800 Structural Balance $ 922 $ - $ - $ 315 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 4,561 4,561 $ $ 3,916 3,916 $ $ 3,916 3,916 $ $ 4,876 4,876 $ $ 76 76 Expenditures Revenue Children’s Issues Education Fund (281) OPERATING FY 2012 Adopted Budget $ 115,007 $ 115,007 FY 2012 Revised Budget $ 115,007 $ 115,007 FY 2013 Budget Target $ 115,007 $ 115,007 FY 2013 Adopted Budget Percent Change from Target Amount $ 115,007 $ 0.0% 115,007 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 300,000 $ 300,000 - $ 300,000 $ - Adjustments: Non Recurring Other Non-Recurring Parent Conference Report Providers Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount 956 300,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Superior Court Children’s Issues Education Fund (281) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 357,961 $ 416,392 $ 416,392 $ 405,397 $ 465,419 Sources: Operating Total Sources: $ $ 162,443 162,443 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 175,029 175,029 $ $ 115,007 115,007 $ $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 115,007 115,007 $ 115,007 300,000 415,007 Structural Balance $ 47,436 $ - $ - $ 60,022 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 405,397 405,397 $ $ 416,392 416,392 $ $ 416,392 416,392 $ $ 465,419 465,419 $ $ 165,419 165,419 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Domestic Relation Mediation Education Fund (282) OPERATING FY 2012 Adopted Budget $ 190,682 $ 190,682 FY 2012 Revised Budget $ 190,682 $ 190,682 FY 2013 Budget Target $ 190,682 $ 190,682 FY 2013 Adopted Budget Percent Change from Target Amount $ 190,682 $ 0.0% 190,682 0.0% Domestic Relation Mediation Education Fund (282) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 273,722 $ 263,197 $ 263,197 $ 285,437 $ 72,031 Sources: Operating Total Sources: $ $ 202,394 202,394 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 177,276 177,276 $ $ 190,682 190,682 $ $ $ 190,682 200,000 390,682 $ $ 190,682 200,000 390,682 $ $ 190,682 200,000 390,682 $ $ 190,682 190,682 $ 190,682 190,682 Structural Balance $ 11,712 $ - $ - $ (13,406) $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 285,437 285,437 $ $ 63,197 63,197 $ $ 63,197 63,197 $ $ 72,031 72,031 $ $ 72,031 72,031 Uses: Operating Non-Recurring Total Uses: 957 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Analysis by Harold Sigüenza, Management and Budget Analyst Summary Mission The Mission of Maricopa County Department of Transportation (MCDOT) is to provide 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 MCDOT performs in a collaborative, innovative, efficient, and effective manner to deliver safe, costeffective infrastructure that is responsive to our customers. Strategic Goals Quality Transportation By June 30, 2013, Transportation 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 transportation infrastructure to Federal, State, and local safety and operational standards. Status: MCDOT is working to achieve this goal by 2013. In FY 2011, 83.8% of reported critical transportation maintenance tasks were completed within 14 days. To improve the performance, MCDOT updated the critical maintenance task list and made changes to the maintenance crews. The crews responsible for critical maintenance tasks, such as pothole and pavement repairs, were centralized so that efforts are more focused on the goals and they are receiving direction from one Supervisor. Performance has significantly improved. The crews are responding promptly to hazards. They are completing 100% of the critical maintenance tasks and mitigating the safety hazards within 24 hours of notification to MCDOT Operations. Safe Communities Transportation will enhance public safety for Maricopa County residents and visitors whereby by June 30, 2013, 85% of Maricopa County’s paved roadway system mileage will have a pavement condition rating of “very good or better,” an improvement of 3.3% over 2010. Status: Overall condition of roads is very important to Maricopa County citizens, remaining steadfastly in at least 3rd place in importance over the past five years in the MCDOT external customer survey. MCDOT has been continually improving its performance. In FY 2011, 82% of roadway conditions were rated as very good or better. As of January 12, 2012, the pavement condition rating for County arterial roads and highways is 83%, an improvement from the performance in FY 2011. 958 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Quality Workforce Department Strategic Plans and Budgets Transportation In order to maintain the quality of Transportation service delivery to the public, by June 30, 2014, Transportation 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: MCDOT continues to take progressive actions to achieve the goal by 2014. During the FY 2011 Employee Satisfaction Survey (ESS), MCDOT achieved an overall satisfaction score of 5.53 with a 98% participation rating. To gain a better understanding of the specific areas that are important to employees, MCDOT conducted an internal ESS called ESS2 that was more focused on specific issues in order to gauge employee attitudes and perceptions. The Divisions are using the information from the ESS2 to make improvements to the work environment and create a higher employee satisfaction. The Transportation Director established a Scoreboard Process to direct, report, communicate, and set targets and improvement efforts. Measures were developed and actual results are reported on a regular basis to promote high performance and keep employees engaged in their work. The department is using the Results Recognition Program to recognize and reward individuals and work groups for their efforts in the Scoreboard Process. In December, 2011, MCDOT received the Arizona Quality Alliance (AQA) Showcase in Excellence Award for the Scoreboard Process. 959 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES RDCS - ROADWAY CONSTRUCTION SRVY - LAND SURVEYING SERVICES 64BT - BUILD ROADS AND STRUCT DSGN - ROADS STRUCTURES STDS DSGN REGU - RIGHT OF WAY REGULATION UREL - UTILITIES ENGINEERING 64ER - ENGINEER ROADS AND STRUCTURES TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRIN - EMERGENCY TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT ROAD - ROAD AND ROW MAINTENANCE TROP - TRAFFIC OPERATIONS 64RB - ROADWAY MAINTENANCE $ $ $ $ $ $ $ $ $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED 38,010,482 $ 38,010,482 $ 55,085,485 $ 55,085,485 $ 55,085,485 $ 55,085,485 $ 24,882,124 $ 8,058 24,890,182 $ 54,977,725 $ 54,977,725 $ 34,866 $ 629,075 302,087 966,028 $ - $ 400,000 250,000 650,000 $ - $ 400,000 250,000 650,000 $ - $ 701,812 250,000 951,812 $ 76,956 $ 67 152,224 229,247 $ 26,615 $ 500,000 526,615 $ 26,615 $ 500,000 526,615 $ 785,154 $ 9,175 794,329 $ 275,000 $ 10,000 285,000 $ REVISED VS ADOPTED VAR % (107,760) (107,760) -0.2% N/A -0.2% - $ 700,000 250,000 950,000 $ 300,000 300,000 N/A 75.0% 0.0% 46.2% 66,510 $ 243,669 310,179 $ 21,214 $ 404,676 425,890 $ (5,401) (95,324) (100,725) -20.3% N/A -19.1% -19.1% 280,500 $ 10,000 290,500 $ 578,549 $ 6,658 585,207 $ 230,000 $ 5,000 235,000 $ (50,500) (5,000) (55,500) -18.0% -50.0% -19.1% 42,835 $ 1,600 1,000 67,592 113,027 $ 42,835 $ 1,600 1,000 67,592 113,027 $ 64,309 $ 47,480 2,000 187,660 301,449 $ 42,835 $ 1,600 1,000 64,092 109,527 $ (3,500) (3,500) 0.0% 0.0% 0.0% -5.2% -3.1% FACI - FACILITIES MGMT PROF SUPP SVCS ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RWAY - REAL ESTATE SERVICES 99AS - ADMINISTRATIVE SERVICES $ 42,835 $ 11,550 2,978 107,068 164,431 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 94,846,666 $ 94,846,666 $ 87,203,394 $ 87,203,394 $ 87,203,394 $ 87,203,394 $ 84,858,317 $ 84,858,317 $ 93,565,496 $ 93,565,496 $ 6,362,102 6,362,102 7.3% 7.3% TOTAL PROGRAMS $ 135,011,183 $ 143,863,521 $ 143,869,021 $ 111,897,146 $ 150,263,638 $ 6,394,617 4.4% 960 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2011 ACTUAL PROGRAM / ACTIVITY 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 FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 272,176 $ 488,677 141,195 84,309,606 466,600 391,388 86,069,642 $ 509,250 $ 699,476 190,487 115,550,123 686,181 504,908 118,140,425 $ 517,545 $ 692,163 188,339 115,418,167 692,375 490,812 117,999,401 $ 296,142 $ 622,114 270,809 86,356,764 610,232 342,696 88,498,757 $ 438,776 $ 684,825 569,170 103,932,010 698,357 106,323,138 $ 78,769 7,338 (380,831) 11,486,157 (5,982) 490,812 11,676,263 15.2% 1.1% -202.2% 10.0% -0.9% 100.0% 9.9% 862,374 $ 1,280,248 464,328 2,606,950 $ 954,725 $ 1,216,752 556,265 2,727,742 $ 1,094,762 $ (8,611) 1,212,175 553,178 2,851,504 $ 1,061,197 $ (1,518) 1,062,536 584,196 2,706,411 $ 1,357,912 $ 1,058,740 542,688 2,959,340 $ (263,150) (8,611) 153,435 10,490 (107,836) -24.0% 100.0% 12.7% 1.9% -3.8% 1,497,075 $ 1,371,577 430,708 583,771 429,799 4,312,930 $ 1,501,646 $ 1,557,808 378,144 672,809 764,074 4,874,481 $ 1,498,224 $ 1,549,022 377,514 670,939 771,341 4,867,040 $ 1,509,570 $ 1,478,704 356,386 622,206 283,607 4,250,473 $ 1,540,919 $ 1,583,816 378,597 667,323 668,750 4,839,405 $ (42,695) (34,794) (1,083) 3,616 102,591 27,635 -2.8% -2.2% -0.3% 0.5% 13.3% 0.6% 29,810,516 $ 4,483,627 34,294,143 $ 32,314,921 $ 5,083,580 37,398,501 $ 32,206,957 $ 5,072,320 37,279,277 $ 30,081,533 $ 4,988,284 35,069,817 $ 32,159,948 $ 4,854,017 37,013,965 $ 47,009 218,303 265,312 0.1% 4.3% 0.7% 64,776 $ 270,464 459,590 486,632 318,124 1,599,586 $ 68,797 $ 397,360 427,782 524,448 427,935 1,846,322 $ 78,310 $ 397,500 425,481 485,315 432,106 1,818,712 $ 79,427 $ 364,010 446,033 440,034 310,503 1,640,007 $ 80,459 $ 411,826 491,193 414,320 374,161 1,771,959 $ (2,149) (14,326) (65,712) 70,995 57,945 46,753 -2.7% -3.6% -15.4% 14.6% 13.4% 2.6% 65,194 $ 2,190,979 479,074 339,472 2,199,283 920,953 90,466 689,815 6,975,236 $ 71,371 $ 1,387,733 619,915 328,209 2,232,131 646,611 92,856 745,705 6,124,531 $ 70,971 $ 1,516,513 633,650 346,710 2,156,630 643,187 92,643 721,532 6,181,836 $ 77,070 $ 2,004,784 564,860 333,523 2,124,684 652,633 67,954 698,103 6,523,611 $ 71,270 $ 1,201,876 656,186 252,423 1,830,754 686,899 91,415 737,760 5,528,583 $ (299) 314,637 (22,536) 94,287 325,876 (43,712) 1,228 (16,228) 653,253 -0.4% 20.7% -3.6% 27.2% 15.1% -6.8% 1.3% -2.2% 10.6% 2,003,356 $ 285,007 1,536,168 3,824,531 $ 2,131,209 $ 352,423 2,483,632 $ 2,131,209 $ 154,819 352,423 2,638,451 $ 2,131,206 $ 352,421 2,483,627 $ 2,227,936 $ 617,991 2,845,927 $ (96,727) 154,819 (265,568) (207,476) -4.5% 100.0% -75.4% -7.9% $ 904,106 $ 246,168 483,738 695,347 66,416 2,395,775 $ 953,844 $ 357,541 400,081 679,550 55,571 2,446,587 $ 950,469 $ 356,418 380,091 664,081 54,941 2,406,000 $ 928,458 $ 294,783 330,712 658,437 59,888 2,272,278 $ 982,428 $ 413,702 383,712 696,975 62,683 2,539,500 $ (31,959) (57,284) (3,621) (32,894) (7,742) (133,500) -3.4% -16.1% -1.0% -5.0% -14.1% -5.5% TOTAL PROGRAMS $ 142,078,793 $ 176,042,221 $ 176,042,221 $ 143,444,981 $ 163,821,817 $ 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 $ FY 2012 ADOPTED $ $ $ $ $ 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 $ 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 $ $ $ $ $ $ 961 12,220,404 6.9% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2011 ACTUAL $ SUBTOTAL $ FY 2012 ADOPTED 931,162 $ 931,162 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 16,495,832 85,975,735 7,988,522 110,460,089 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 19,210,560 19,210,560 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 $ $ $ $ $ 14,731,113 14,731,113 $ 153,588 $ 3,066,535 3,220,123 $ 135,011,183 650,000 $ 650,000 $ 40,879,487 77,990,758 8,412,636 127,282,881 558,480 $ 630,769 1,189,249 $ 131,791,060 FY 2012 REVISED $ $ $ $ $ 14,731,113 14,731,113 $ 200,000 $ 200,000 $ 143,863,521 650,000 $ 650,000 $ 40,879,487 77,990,758 8,412,636 127,282,881 800,000 $ 199,527 999,527 $ 143,663,521 FY 2012 FORECAST $ 962 $ $ $ $ 7,332,694 7,332,694 $ 200,000 $ 5,500 205,500 $ 143,869,021 950,000 $ 950,000 $ 17,773,235 76,929,654 7,752,592 102,455,481 800,000 $ 199,527 999,527 $ 143,663,521 FY 2013 ADOPTED $ 950,000 $ 950,000 $ 46.2% 46.2% 14.0% 8.5% 0.0% 9.7% $ $ $ 5,711,335 6,662,102 12,373,437 $ $ 8,811,293 8,811,293 $ $ (5,919,820) (5,919,820) -40.2% -40.2% 500,000 $ 146,027 646,027 $ (300,000) (53,500) (353,500) -37.5% -26.8% -35.4% $ 150,063,638 $ 280,000 $ 280,000 $ 200,000 200,000 $ 150,263,638 $ 111,897,146 300,000 300,000 46,590,822 84,652,860 8,412,636 139,656,318 500,000 $ 378,971 878,971 $ 111,617,146 REVISED VS ADOPTED VAR % $ $ 6,400,117 4.5% 0.0% (5,500) -100.0% (5,500) -2.7% 6,394,617 4.4% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % 22,503,342 $ 85,770 466,029 7,992,766 506,259 (12,179,261) 8,140,140 27,515,045 $ 23,897,989 $ 116,055 553,527 8,788,286 363,437 (12,067,838) 7,238,976 28,890,432 $ 24,008,632 $ 106,064 553,527 8,792,200 363,437 (12,172,404) 7,248,976 28,900,432 $ 22,321,867 $ 55,286 509,488 8,107,918 287,940 (11,049,421) 6,854,099 27,087,177 $ 19,701,310 $ 45,515 507,430 7,496,924 357,345 (4,485,939) 4,714,100 28,336,685 $ 4,307,322 60,549 46,097 1,295,276 6,092 (7,686,465) 2,534,876 563,747 17.9% 57.1% 8.3% 14.7% 1.7% -63.1% 35.0% 2.0% SUBTOTAL $ 1,061,638 $ 1,670,174 240,846 (276,060) 117,339 2,813,937 $ 1,378,444 $ 1,509,858 823,448 (482,458) 135,512 3,364,804 $ 1,378,444 $ 1,509,858 823,448 (482,458) 135,512 3,364,804 $ 1,325,411 $ 1,818,470 833,302 (504,631) 140,686 3,613,238 $ 1,158,802 $ 1,725,600 682,600 (54,045) 89,072 3,602,029 $ 219,642 (215,742) 140,848 (428,413) 46,440 (237,225) 15.9% -14.3% 17.1% -88.8% 34.3% -7.1% 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 $ 16,702,870 $ 328,081 17,472,841 5,206,578 30,856 119,341 53,770 859,856 (119,199) 72,752 40,727,746 $ 20,117,543 $ 277,051 16,458,693 6,491,249 42,720 161,210 57,500 875,000 (136,661) 67,417 44,411,722 $ 26,176,309 $ 277,051 16,564,927 6,491,249 42,720 161,210 57,500 875,000 (136,661) 67,417 50,576,722 $ 17,671,958 $ 321,629 16,415,275 6,369,058 42,387 149,905 57,165 890,000 (128,538) 66,218 41,855,057 $ 23,284,589 $ 322,069 15,170,517 6,644,238 37,880 141,317 58,100 965,000 (29,566) 26,899 46,621,043 $ 2,891,720 (45,018) 1,394,410 (152,989) 4,840 19,893 (600) (90,000) (107,095) 40,518 3,955,679 11.0% -16.2% 8.4% -2.4% 11.3% 12.3% -1.0% -10.3% -78.4% 60.1% 7.8% CAPITAL 0910 - LAND $ 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 $ 8,539,107 $ 127,343 212,954 3,395,535 53,487,169 136,536 65,898,644 $ 6,330,000 $ 274,600 5,531,308 87,225,000 12,492 1,863 99,375,263 $ 5,500,000 $ 274,600 5,931,308 81,480,000 12,492 1,863 93,200,263 $ 2,503,466 $ 268,781 3,703,070 64,415,187 12,268 (15,126) 1,863 70,889,509 $ 6,020,000 $ 290,900 5,880,172 73,070,780 208 85,262,060 $ (520,000) (16,300) 51,136 8,409,220 12,492 1,655 7,938,203 -9.5% N/A -5.9% 0.9% 10.3% 100.0% N/A 88.8% 8.5% ALL EXPENDITURES $ 136,955,372 $ 176,042,221 $ 176,042,221 $ 143,444,981 $ 163,821,817 $ 12,220,404 6.9% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 5,123,421 $ 5,123,421 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 142,078,793 $ 176,042,221 $ 176,042,221 $ 143,444,981 $ 163,821,817 $ 12,220,404 6.9% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 963 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 223 TRANSPORTATION GRANTS OPERATING NON-RECURRING FUND TOTAL 232 TRANSPORTATION OPERATIONS OPERATING NON-RECURRING FUND TOTAL 234 TRANSPORTATION CAPITAL PROJECT OPERATING NON-RECURRING FUND TOTAL 900 ELIMINATIONS NON-RECURRING FUND TOTAL FY 2011 ACTUAL $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED 323,929 $ 260,285 584,214 $ - $ 500,000 500,000 $ - $ 500,000 500,000 $ - $ 84,765 84,765 $ - $ 404,676 404,676 $ 96,416,487 $ 96,416,487 $ 88,278,036 $ 88,278,036 $ 88,278,036 $ 5,500 88,283,536 $ 86,800,651 $ 98,371 86,899,022 $ 94,881,237 $ 94,881,237 $ SOURCES $ 7,856,725 $ 63,885,649 71,742,374 $ - $ 83,496,904 83,496,904 $ - $ 83,496,904 83,496,904 $ - $ - $ 53,324,775 103,112,522 53,324,775 $ 103,112,522 $ $ SOURCES $ (33,731,892) $ (33,731,892) $ (28,411,419) $ (28,411,419) $ (28,411,419) $ (28,411,419) $ SOURCES $ $ SOURCES $ $ DEPARTMENT OPERATING TOTAL SOURCES $ 104,597,141 $ 88,278,036 $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ 30,414,042 $ 55,585,485 $ DEPARTMENT TOTAL SOURCES $ 135,011,183 $ 143,863,521 $ FY 2011 FY 2012 FUND / FUNCTION CLASS ACTUAL ADOPTED 223 TRANSPORTATION GRANTS NON-RECURRING $ 572,796 $ 500,000 FUND TOTAL USES $ 572,796 $ 500,000 232 TRANSPORTATION OPERATIONS OPERATING $ 55,430,244 $ 58,474,290 NON-RECURRING 37,721,571 29,929,227 FUND TOTAL USES $ 93,151,815 $ 88,403,517 234 TRANSPORTATION CAPITAL PROJECT NON-RECURRING $ 82,086,074 $ 115,550,123 FUND TOTAL USES $ 82,086,074 $ 115,550,123 900 ELIMINATIONS NON-RECURRING $ (33,731,892) $ (28,411,419) FUND TOTAL USES $ (33,731,892) $ (28,411,419) (28,411,416) $ (28,411,416) $ REVISED VS ADOPTED VAR % (95,324) (95,324) 6,603,201 7.5% (5,500) -100.0% 6,597,701 7.5% (48,134,797) $ (48,134,797) $ 88,278,036 $ 86,800,651 $ 94,881,237 $ 55,590,985 $ 25,096,495 $ 55,382,401 $ 143,869,021 $ 111,897,146 $ 150,263,638 $ FY 2012 FY 2012 FY 2013 REVISED FORECAST ADOPTED 19,615,618 19,615,618 N/A 23.5% 23.5% (19,723,378) (19,723,378) 69.4% 69.4% 6,603,201 7.5% (208,584) -0.4% 6,394,617 4.4% REVISED VS ADOPTED VAR % $ $ 500,000 $ 500,000 $ $ 58,474,290 $ 29,929,227 88,403,517 $ 55,347,485 $ 58,019,131 $ 29,888,511 49,600,797 85,235,996 $ 107,619,928 $ 455,159 (19,671,570) (19,216,411) 0.8% -65.7% -21.7% $ 115,550,123 $ $ 115,550,123 $ 86,535,636 $ 103,932,010 $ 86,535,636 $ 103,932,010 $ 11,618,113 11,618,113 10.1% 10.1% (48,134,797) $ (48,134,797) $ 19,723,378 19,723,378 -69.4% -69.4% DEPARTMENT OPERATING TOTAL USES $ 55,430,244 $ 58,474,290 $ 58,474,290 $ 55,347,485 $ 58,019,131 $ DEPARTMENT NON-RECURRING TOTAL USES $ 86,648,549 $ 117,567,931 $ 117,567,931 $ 88,097,496 $ 105,802,686 $ DEPARTMENT TOTAL USES $ 142,078,793 $ 176,042,221 $ 176,042,221 $ 143,444,981 $ 163,821,817 $ 455,159 11,765,245 12,220,404 0.8% 10.0% 6.9% 964 $ $ $ (28,411,419) $ (28,411,419) $ 84,765 $ 84,765 $ N/A -19.1% -19.1% (28,411,416) $ (28,411,416) $ 404,676 $ 404,676 $ 95,324 95,324 19.1% 19.1% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FACILITIES MGMT PROF SUPP SVCS FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT REAL ESTATE SERVICES RECORDS MANAGEMENT PROGRAM TOTAL BUILD ROADS AND STRUCT LAND SURVEYING SERVICES MATERIALS TECHNOLOGY TIP PROGRAM MGT TRANSPORTATION CONSTRUCTN MGT TRANSPORTATION PROJECT MGT PROGRAM TOTAL ENGINEER ROADS AND STRUCTURES IMPROVEMENT DISTRICT ADMIN RIGHT OF WAY REGULATION ROADS STRUCTURES STDS DSGN UTILITIES ENGINEERING PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT PROGRAM TOTAL ROADWAY MAINTENANCE ROAD AND ROW MAINTENANCE TRAFFIC OPERATIONS 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 19.00 5.00 8.00 9.00 12.00 28.00 2.00 84.00 1.00 20.00 5.00 8.00 9.00 12.00 28.00 1.00 84.00 1.00 18.00 5.00 10.00 12.00 12.00 27.00 1.00 86.00 1.00 18.00 5.00 8.00 9.00 12.00 27.00 2.00 82.00 1.00 6.00 4.00 9.00 3.00 11.00 1.00 35.00 (12.00) (1.00) (1.00) (9.00) (1.00) (27.00) (51.00) 0.0% (66.7%) (20.0%) (10.0%) (75.0%) (8.3%) (100.0%) 0.0% (59.3%) 16.00 11.00 9.00 11.00 4.00 51.00 16.00 12.00 8.00 11.00 4.00 51.00 17.00 12.00 7.00 11.00 4.00 51.00 16.00 12.00 8.00 12.00 4.00 52.00 17.00 12.00 11.00 11.00 51.00 (7.00) 7.00 - 0.0% 0.0% (100.0%) 0.0% 175.0% 0.0% 2.00 19.00 14.00 9.00 44.00 2.00 16.00 13.00 9.00 40.00 1.00 15.00 14.00 9.00 39.00 2.00 15.00 14.00 9.00 40.00 1.00 15.00 14.00 9.00 39.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 17.00 3.00 9.00 17.00 2.00 48.00 18.00 2.00 7.00 17.00 2.00 46.00 18.00 2.00 5.00 18.00 2.00 45.00 18.00 2.00 4.50 18.00 2.00 44.50 18.00 2.00 4.50 2.00 26.50 (.50) (18.00) (18.50) 0.0% 0.0% (10.0%) (100.0%) 0.0% (41.1%) 164.00 54.00 218.00 153.00 54.00 207.00 150.00 54.00 204.00 150.00 54.00 204.00 150.00 54.00 204.00 - 0.0% 0.0% 0.0% 2.00 5.00 1.00 21.00 10.00 39.00 2.00 5.00 1.00 20.00 10.00 38.00 2.00 5.00 2.00 20.00 10.00 39.00 2.00 5.00 20.00 10.00 37.00 2.00 5.00 1.00 20.00 10.00 38.00 (1.00) (1.00) 0.0% 0.0% (50.0%) 0.0% 0.0% (2.6%) 3.00 5.00 7.00 6.00 5.00 26.00 510.00 2.00 5.00 7.00 6.00 4.00 24.00 490.00 3.00 5.00 6.00 6.00 4.00 24.00 488.00 2.00 5.00 6.00 6.00 4.00 23.00 482.50 2.00 5.00 6.00 6.00 4.00 23.00 416.50 (1.00) (1.00) (71.50) (33.3%) 0.0% 0.0% 0.0% 0.0% (4.2%) (14.7%) 965 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Administrator Applications Development Mgr Applications Development Supv Appraiser Supervisor Assistant County Manager Bd of Supvr's Chief of Staff Business/Systems Analyst Communicatn Ofcr/Govt Liaison Communicatn Officer Supervisor Construction Maintenance Supv Crew Leader Database Administrator Deputy Director Deputy Director - Public Works Development Svcs Specialist Development Svcs Technician Director Director - Geographic Information Systems Director - Transportation Dispatcher Engineer Engineering Associate Engineering Manager Engineering Specialist Engineering Supervisor Engineering Technician Equipment Operator Executive Assistant Field Operations Supervisor Finance Manager - Large Finance Support Supervisor Finance/Business Analyst Financial Supervisor - 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 Manager – Large Human Resources Specialist Human Resources Supervisor Inspection Supervisor Inspector IS Project Management Mgr IS Project Manager IT Division Manager Management Analyst Materials Inventory Specialist Materials Testing Supervisor Materials Testing Technician Media Specialist FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 11.00 12.00 13.00 12.00 10.00 4.00 4.00 4.00 4.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 3.00 2.00 2.00 2.00 1.00 3.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 4.00 5.00 5.00 5.00 2.00 2.00 2.00 2.00 2.00 9.00 8.00 8.00 8.00 8.00 11.00 11.00 11.00 11.00 11.00 3.00 3.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 3.00 2.00 2.00 2.00 2.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 23.00 20.00 20.00 21.00 20.00 14.00 15.00 15.00 15.00 15.00 4.00 4.00 3.00 3.00 3.00 22.00 22.00 22.00 22.00 19.00 5.00 6.00 6.00 6.00 6.00 28.00 27.00 28.00 27.00 21.00 49.00 49.00 49.00 49.00 49.00 1.00 1.00 1.00 1.00 1.00 14.00 10.00 10.00 10.00 10.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 52.00 48.00 48.00 48.00 48.00 10.00 9.00 9.00 9.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 25.00 26.00 26.00 26.00 26.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 7.00 5.00 2.00 1.00 1.00 3.00 3.00 4.00 3.00 1.00 1.00 1.00 4.00 3.00 3.00 3.00 3.00 21.00 20.00 18.00 18.00 18.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 8.00 7.00 6.00 6.00 3.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 5.00 5.00 3.00 3.00 3.00 3.00 3.00 966 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% (3.00) (23.1%) (2.00) (50.0%) (1.00) (50.0%) (1.00) (100.0%) (1.00) (50.0%) (2.00) (100.0%) N/A 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% (3.00) (75.0%) N/A (1.00) (100.0%) 0.0% 0.0% N/A (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% (3.00) (13.6%) 0.0% (7.00) (25.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% (9.00) (100.0%) (1.00) (100.0%) 0.0% 0.0% 0.0% (5.00) (71.4%) (1.00) (100.0%) (3.00) (75.0%) N/A 0.0% 0.0% 0.0% 0.0% 0.0% (3.00) (50.0%) 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation Staffing by Market Range Title (Continued) MARKET RANGE TITLE Office Assistant Office Assistant Specialized Operations Supervisor - PW Operations/Program Manager Operations/Program Supervisor PC/LAN Analyst PC/LAN Tech Support Planner Planning Division Manager Planning Supervisor Procurement Specialist Procurement Supervisor - Dept Program Coordinator Programmer/Analyst Programmer/Analyst - Sr/Ld Public Works Chief Appraiser Real Property Manager Real Property Specialist Real Property Supervisor Road Technician Roadway Operation Division Mgr Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Program Supv Technical Support Mgr Telecomm Engineer Traffic Signal Technician Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 23.00 21.00 19.00 20.00 13.00 7.00 6.00 5.00 5.00 4.00 10.00 10.00 7.00 7.00 7.00 4.00 4.00 2.00 3.00 3.00 1.00 1.00 6.00 7.00 6.00 5.50 5.50 5.00 3.00 3.00 3.00 3.00 1.00 2.00 2.00 2.00 2.00 2.00 5.00 5.00 5.00 5.00 4.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 4.00 5.00 5.00 4.00 4.00 4.00 4.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 10.00 10.00 10.00 10.00 3.00 3.00 21.00 21.00 21.00 21.00 21.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 9.00 9.00 9.00 9.00 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 1.00 510.00 490.00 488.00 482.50 416.50 REVISED TO ADOPTED VARIANCE VAR % (6.00) (31.6%) (1.00) (20.0%) 0.0% 1.00 50.0% N/A N/A (.50) (8.3%) 0.0% (1.00) (100.0%) 0.0% (1.00) (20.0%) 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) (1.00) (100.0%) (10.00) (100.0%) (3.00) (100.0%) 0.0% 0.0% N/A 0.0% (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (71.50) (14.7% ) Staffing by Fund 223 232 Department Total FUND TRANSPORTATION GRANTS TRANSPORTATION OPERATIONS FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 1.00 509.00 489.00 487.00 482.50 415.50 510.00 490.00 488.00 482.50 416.50 REVISED TO ADOPTED VARIANCE VAR % 0.0% (71.50) (14.7%) (71.50) (14.7% ) General Adjustments Personnel: • • • • • An increase in regular benefits by $235,032 is due to the net impact of changes in the retirement contribution rates while experiencing a decrease in the cost of County-funded life insurance for each employee. Salaries and benefits decreased by $527,246 for FY 2013 due to inactivation of vacant positions. Decrease in expenditure by $112,003 is due to a reduction of payroll hours from 2088 in FY 2012 to 2080 hour in FY 2013. Increase in Other Benefits and Internal Services Charges by $265,568 for the impact of the changes in Risk Management. Decrease in personnel allocation in by $200,089 is due to the Public Works reorganization. Supplies: • Increase in supplies of $191,736 is due to rise in fuel cost. Services: • Decrease in services of $802,819 is due a lower volume of work for FY 2013. 967 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation Capital: • Increase in capital of $591,825 is due to the purchases of vehicles and equipment replacements. Programs and Activities Build Roads and Structures Program The purpose of the Build Roads and Structures Program is to provide transportation infrastructure project delivery services to the Maricopa County traveling public so they can receive infrastructure improvements on time and within budget. Program Results Measure Description Percent of construction projects executed per approved schedule Percent of construction projects closed out in 90 days Percent construction cost overrun (cost construction growth) Percent of 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 Transportation Improvement projects planned for completion that are completed on time 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 Quality Assurance (QA) tests completed within 48-hour turnaround time for a given month FY 2011 ACTUAL 81.0% FY 2012 FY 2012 REVISED FORECAST 80.0% 80.0% FY 2013 ADOPTED 83.3% REV VS ADOPTED VAR % 3.3% 4.2% 76.5% 80.0% 80.0% 83.3% 3.3% 4.2% 0.2% 5.0% 5.0% 5.0% 0.0% 0.0% N/A 89.6% 89.6% 84.0% (5.6%) -6.2% 95.8% 87.5% 87.5% 87.0% (0.5%) -0.6% 95.8% 87.5% 87.5% 87.0% (0.5%) -0.6% 95.8% 87.5% 87.5% 87.0% (0.5%) -0.6% 85.7% 80.0% 100.0% 83.3% 3.3% 4.2% N/A N/A N/A 83.3% N/A N/A 80.8% 85.0% 85.0% 85.0% 0.0% 0.0% 89.5% 82.2% 89.6% 87.1% 5.0% 6.0% 1.3% 2.7% 1.3% 1.7% (1.0%) -36.2% N/A N/A N/A 90.0% N/A N/A 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 968 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. 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 2011 ACTUAL 89.5% FY 2012 FY 2012 REVISED FORECAST 82.2% 89.6% 1.3% $ 177 240 2,636.16 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 2.7% $ 185 265 3,742.57 - $ $ 466,600 466,600 $ $ FY 2013 ADOPTED 87.1% 1.3% $ 192 261 3,468.20 - $ $ 692,375 692,375 $ $ REV VS ADOPTED VAR % 5.0% 6.0% 1.7% $ 194 257 3,599.78 $ 8,058 8,058 $ $ - $ $ 610,232 610,232 $ $ 698,357 698,357 $ $ (1.0%) -36.2% 9 (8) 142.79 4.9% -3.0% 3.8% Revenue - N/A N/A Expenditure (5,982) (5,982) -0.9% -0.9% Activity Narrative: The performance measures in this activity are showing slight changes from FY 2012 to FY 2013 due to upcoming transportation projects. Expenditures are increasing in FY 2013 as staff does not anticipate charging out as much time to other departments such as Flood Control and Parks and Recreation for survey services. Materials Technology Activity The purpose of the Materials Technology Activity is to provide construction materials evaluation and geotechnical and pavement design services to Department of Transportation design, construction and maintenance teams so they can deliver projects on time that meet predetermined project objectives. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Output Output Demand Efficiency Expenditure Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Quality Assurance (QA) tests N/A N/A N/A 90.0% N/A N/A completed within 48-hour turnaround time for a given month Number of quality assurance tests completed 4,213 2,520 2,576 2,634 114 4.5% Number of design projects serviced 55 38 48 44 6 15.8% Number of Quality Assurance Tests completed N/A N/A N/A 2,371 N/A N/A within a 48-hour period Number of quality assurance tests requested 4,213 2,520 2,606 2,664 144 5.7% Total expenditure per design project serviced $ 8,885.04 $ 18,214.82 $ 13,145.29 $ 15,564.20 $ 2,650.62 14.6% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 488,677 488,677 $ $ 692,163 692,163 $ $ 622,114 622,114 $ $ 684,825 684,825 $ $ 7,338 7,338 1.1% 1.1% Activity Narrative: This Activity is starting a new measure in FY 2013 to determine how well the Materials Lab staff is performing in terms of meeting the 48-hour turnaround time for quality assurance 969 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation tests. The goal is to complete 90% within 48 hours. Prior to FY 2012, the goal was five days or 120 hours. The number of design projects is increasing from FY 2012 to FY 2013. This number fluctuates from year to year as staff supports the engineering design, construction, and maintenance efforts of the department. The expenditure is decreasing in FY 2013 due to personnel services allocations. The efficiency is also decreasing with lower expenditures, but with a higher number of design projects. 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. 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 2011 ACTUAL 80.8% FY 2012 REVISED 85.0% - FY 2012 FORECAST 85.0% FY 2013 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% 0.77 0.77 0.03 1 525 44 0.77 1 525 44 N/A $ 149,893,723.38 1 44 0.77 1 44 $ 117,717,049.35 1 48 0.03 1 48 $ 3,464,400,333.33 0.0% 4 9.1% (0.74) -96.1% 0.0% 4 9.1% $ (3,314,506,609.95) -2211.2% $ $ $ $154,748.71 $ 2,623,140.16 1,998,418.16 2,165,250.21 (0.74) -96.1% 457,889.95 17.5% Revenue 234 - TRANSPORTATION CAPITAL PROJECT $71,742,374 $ 900 - ELIMINATIONS (36,798,427) TOTAL SOURCES $34,943,947 $ 83,496,904 $ (28,411,419) 55,085,485 $ 53,293,540 $ (28,411,416) 24,882,124 $ 103,112,522 $ (48,134,797) 54,977,725 $ 19,615,618 (19,723,378) (107,760) 23.5% 69.4% -0.2% 232 - TRANSPORTATION OPERATIONS $36,798,427 $ 234 - TRANSPORTATION CAPITAL PROJECT 81,243,071 900 - ELIMINATIONS (36,798,427) TOTAL USES $81,243,071 $ 28,411,419 $ 115,418,167 (28,411,419) 115,418,167 $ 28,411,416 $ 90,642,128 (28,411,416) 90,642,128 $ 48,134,797 $ 103,932,010 (48,134,797) 103,932,010 $ (19,723,378) 11,486,157 19,723,378 11,486,157 -69.4% 10.0% -69.4% 10.0% Expenditure Activity Narrative: The demand and output regarding bridge lane miles scheduled, constructed and upgraded are decreasing because only one bridge, Miller Road Bridge, is planned for FY 2013, and it is shorter in length compared to the Old US 80 Bridge that is planned for completion in FY 2012. The increase in demand and output regarding road lane miles scheduled and constructed can be attributed to the differences in project types planned for FY 2013 compared to FY 2012. Also, the bulk of the construction work for the Northern Parkway project is occurring in FY 2013. Revenues are increasing in FY 2013 as the Northern Parkway project gains momentum. This project has cost sharing partners. In addition to Northern Parkway, federal funding of more than $10 million is expected for four other projects. Expenditures are decreasing in FY 2013 based on the number, size, scope of work, status, and funding requirement of projects planned in the Transportation Improvement Program. 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. 970 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 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 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 FY 2011 ACTUAL 81.0% FY 2012 FY 2012 REVISED FORECAST 80.0% 80.0% 33,604,930 21 28 $ 12,960.76 69,753,000 15 15 $ 34,503.00 69,753,000 15 15 $ 21,147.40 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ $ $ $ $ REV VS ADOPTED VAR % 3.3% 4.2% FY 2013 ADOPTED 83.3% 76.5% 80.0% 80.0% 83.3% 3.3% 4.2% 0.2% 5.0% 5.0% 5.0% 0.0% 0.0% N/A 89.6% 89.6% 84.0% (5.6%) -6.2% 46,705,750 12 12 $ 36,564.67 (23,047,250) (3) (3) $ (2,061.67) -33.0% -20.0% -20.0% -6.0% $ $ $ $ 272,176 272,176 517,545 517,545 296,142 296,142 438,776 438,776 78,769 78,769 15.2% 15.2% Activity Narrative: The number of projects planned for any given fiscal year changes, depending on available funds, project size, scope, schedule, complexity, and other factors. For FY 2013, construction projects scheduled and delivered are decreasing based on construction plans for roads, bridges, traffic signals, etc. Contracted construction budget dollars are also decreasing as the amount is based on the projects that are planned for construction. Expenditures are decreasing due to vacant positions in this activity not being utilized. 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. 971 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Result Result Result Output Output Demand Demand Efficiency Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % 95.8% 87.5% 87.5% 87.0% (0.5%) -0.6% Percent of design projects executed per approved schedule Percent of design projects executed per 95.8% 87.5% 87.5% 87.0% (0.5%) -0.6% approved budget Percent of design projects executed per 95.8% 87.5% 87.5% 87.0% (0.5%) -0.6% approved scope Percent of contracts awarded that are within 85.7% 80.0% 100.0% 83.3% 3.3% 4.2% 10% of the engineer’s estimate N/A N/A N/A 83.3% N/A N/A Percent of Transportation Improvement projects planned for completion that are completed on time. Number of design projects managed 24 24 24 23 (1) -4.2% Number of projects planned to be completed N/A N/A N/A 12 N/A N/A as submitted in the budget Number of design projects to be managed this 24 24 24 23 (1) -4.2% fiscal year N/A N/A N/A 12 N/A N/A Number of Transportation Improvement Program projects scheduled for completion by end of fiscal year Total activity expenditure per design project $ 5,883.13 $ 7,847.46 $ 12,093.96 $ 24,746.52 $ (16,899.06) -215.3% managed Total expenditure per project in Transportation N/A N/A N/A $ 24,746.52 N/A N/A Improvement Program project completed by end of the fiscal year Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 141,195 141,195 $ $ 188,339 188,339 $ $ 270,809 270,809 $ $ 569,170 569,170 $ $ (380,831) (380,831) -202.2% -202.2% Activity Narrative: This Activity has several performance measures that are new for FY 2013 as the Department made some changes to the activities within the Build Roads and Structures Program. Two activities were combined: this activity and Transportation Improvement Program Management (TIPM). Historical data that was not restated to the newly combined activity and would explain the increase in efficiency and expenditures as personnel and non-labor resources were reallocated from the Transportation Improvement Program Management Activity to this Activity. As for the existing measures regarding design projects and contracts awarded, the Department is expecting a similar experience in demand, output, and result for FY 2013. 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. 972 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation Program Results Measure Description Percent of document reviews completed within requested review period. Percent of project plans delivered within the agreed upon timeframe Percent of unincorporated Maricopa County neighborhoods that elect to use the improvement district option to make collective contributions 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 2011 ACTUAL 76.3% FY 2012 FY 2012 REVISED FORECAST 100.0% 96.9% FY 2013 ADOPTED 96.9% REV VS ADOPTED VAR % (3.1%) -3.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 50.0% 0.0% 42.9% (7.1%) -14.3% N/A 100.0% N/A 100.0% 0.0% 0.0% 100.0% 100.0% 97.1% 98.1% (1.9%) -1.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 4456.3% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise the 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. 973 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of unincorporated Maricopa County neighborhoods that elect to use the improvement district option to make collective contributions to the maintenance and development of infrastructure within their neighborhood Percent of improvement costs financed through funding options offered by Maricopa County Number of improvement district petitions processed Number of improvement options and/or district petition requests received Total activity expenditure per improvement district petition processed FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 50.0% 50.0% N/A 100.0% REV VS ADOPTED VAR % (7.1%) -14.3% FY 2013 ADOPTED 42.9% 100.0% 100.0% 0.0% 0.0% - 5 1 3 (2) -40.0% 5 9 7 7 (2) -22.2% N/A $ 27,332.80 $ 121,168.00 $ 46,687.33 $ (19,354.53) -70.8% $ $ $ $ $ $ Expenditure 100 - GENERAL FUND TOTAL USES $ $ 144,714 144,714 $ $ 136,664 136,664 121,168 121,168 140,062 140,062 (3,398) (3,398) -2.5% -2.5% Activity Narrative: The Department is expecting a similar experience in demand in FY 2013 for improvement options and/or district petition requests. Of the seven requests anticipated, three are expected to be processed in FY 2013 as compared to only one in FY 2012. The methodology for calculating the first result measure above has changed, resulting in a lower percentage for FY 2013. Expenditures decreased for FY 2012 due to a vacant position in this activity, but it is expected to be filled for FY 2013. 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. 974 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 97.1% FY 2013 ADOPTED 98.1% REV VS ADOPTED VAR % (1.9%) -1.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 1,442 463 920 500 1,131 500 1,216 500 296 - 32.2% 0.0% 1,221 484 1,200 400 1,200 400 1,200 400 - 0.0% 0.0% 88 160 160 160 - 0.0% 463 500 500 500 - 0.0% 1,442 1,221 920 1,200 1,131 1,200 1,216 1,200 296 - 32.2% 0.0% 484 400 400 400 - 0.0% $ 88 887.83 $ 160 1,317.58 $ 160 928.68 $ 160 870.67 $ 446.91 0.0% 33.9% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 629,075 629,075 $ $ 400,000 400,000 $ $ 701,812 701,812 $ $ 700,000 700,000 $ $ 300,000 300,000 75.0% 75.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,280,248 $ 1,280,248 $ 1,058,740 $ 1,058,740 $ $ 153,435 153,435 12.7% 12.7% Revenue Expenditure $ 1,212,175 $ 1,212,175 $ 1,062,536 $ 1,062,536 Activity Narrative: The Department is expecting a similar experience in demand and output in FY 2013 for the majority of the measures. Demand and output for plan sheet reviews are expected to be higher in FY 2013 based on the FY 2012 forecast. Revenues for permit fees are projected to increase in FY 2013 as the economy is starting to recover, so the revenue budget was increased by $300,000. Expenditures are decreasing due to personnel services allocations. 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. 975 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Output Output Demand Demand Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of document reviews completed within 76.3% 100.0% 96.9% 96.9% (3.1%) -3.1% requested review period Percent of project plans delivered within the 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% agreed upon timeframe Number of project plans reviews provided 245 220 224 224 4 1.8% (small, medium, large) Number of project plans provided (small, 27 24 30 30 6 25.0% medium, large) Number of bridges and structures inspected 199 200 200 200 0.0% Number of project reviews required (small, 247 220 231 231 11 5.0% medium, large) Number of project plans required (small, 28 24 30 30 6 25.0% medium, large) Number of bridges and structures to be 199 200 200 200 0.0% inspected this fiscal year Total expenditure per project plan provided $ 31,939.78 $ 45,615.08 $ 37,111.10 $ 45,263.73 $ 351.35 0.8% (small, medium, large) Revenue 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 34,866 34,866 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 862,374 862,374 $ $ - $ $ - $ $ - $ $ $ 1,357,912 $ 1,357,912 $ $ - N/A N/A Expenditure $ 1,094,762 $ 1,094,762 $ 1,061,197 $ 1,061,197 (263,150) (263,150) -24.0% -24.0% Activity Narrative: The Department is expecting a similar experience in demand and output in FY 2013 for project plans, project reviews, and bridge and structure inspections. Expenditures are increasing in FY 2013 due to allocation of funds for on-call bridge inspections to meet federal reporting requirements, and to ensure the safety and structural integrity of our bridge structures, and for rising fuel costs. Utilities Engineering Activity The purpose of the Utilities Engineering Activity is to provide oversight and management of utilities installation and relocation services to construction contractors working within County rights-of-way so they can complete their construction project safely within a utilities conflict free right-of-way. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Demand Efficiency Measure Description Percent of construction projects completed safely and within the targeted time frame providing a utilities conflict free right-of-way Number of miles of utility relocation and construction completed Number of miles of utility relocation & construction required Total expenditure per utility relocation and construction completed FY 2011 ACTUAL 4456.3% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 713 900 900 900 - 0.0% 713 900 900 900 - 0.0% $ 651.23 $ 614.38 $ 652.49 $ 602.99 $ 11.40 1.9% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 302,087 302,087 $ $ 250,000 250,000 $ $ 250,000 250,000 $ $ 250,000 250,000 $ $ - 0.0% 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 464,328 464,328 $ $ 552,946 552,946 $ $ 584,196 584,196 $ $ 542,688 542,688 $ $ 10,258 10,258 1.9% 1.9% Revenue Expenditure 976 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation Activity Narrative: The number of miles of utility relocation and construction required and completed is expected to stay consistent in FY 2013 at approximately 900 miles. However, total expenditures and related efficiency are decreasing because one staff member is providing utility relocation and construction support to the MCSO 911 Building Project. The cost for personnel services will be charged to the project, reducing the efficiency and expenditures for this activity in FY 2013. 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 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 to achieve efficient traffic flow Percent of travel time saved on major Maricopa County corridors as measured through the most current before and after study Percent of regional traveler information messages posted on 511 System within 15 minutes (four hours during after-hours) of verification of the potential traffic impact of an event on the road FY 2011 ACTUAL 98.0% FY 2012 FY 2012 REVISED FORECAST 96.0% 92.6% FY 2013 ADOPTED 94.6% REV VS ADOPTED VAR % (1.4%) -1.5% 97.6% 100.0% 94.7% 100.0% 0.0% 0.0% 91.2% 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% 97.5% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 77.0% 92.1% 69.7% 72.6% (19.5%) -21.2% 9.1% 90.9% 9.1% 9.8% (81.1%) -89.2% N/A N/A N/A 100.0% N/A N/A 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. 977 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 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 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 2011 ACTUAL 97.5% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% 120 FY 2013 ADOPTED 100.0% 100.0% 160 REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 132 0.0% 160 - $ 139 3,589.23 $ 180 2,359.46 $ 148 2,681.33 $ 180 2,366.23 $ 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 67 67 $ $ - $ $ - $ $ - $ $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 430,708 430,708 $ $ 377,514 377,514 $ $ 356,386 356,386 $ $ 378,597 378,597 $ $ (6.77) 0.0% 0.0% 0.0% -0.3% Revenue - N/A N/A Expenditure (1,083) (1,083) -0.3% -0.3% Activity Narrative: It is difficult to predict the number of traffic incidents. Current trends show lower traffic incidents, thus the demand and output figures are lower for the FY 2012 Forecast. As the economy improves, it is expected that traffic incidents will rise with the increase in traffic. Therefore, the Department is predicting the demand and output for FY 2013 at the same levels as the FY 2012 Revised. 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 Output Demand Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of traffic signals on Maricopa County 77.0% 92.1% 69.7% 72.6% (19.5%) -21.2% roadways that provide optimum “green” time to achieve efficient traffic flow Percent of travel time saved on major 9.1% 90.9% 9.1% 9.8% (81.1%) -89.2% Maricopa County corridors as measured through the most current before and after study Number of Maricopa County traffic signal 75 32 171 160 128 400.0% plans optimized Number of Maricopa County traffic signal 75 32 171 160 128 400.0% plans requiring optimization Total activity expenditure per Maricopa County $ 7,783.61 $ 20,966.84 $ 3,636.15 $ 4,170.77 $ 16,796.08 80.1% traffic signal optimized Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 583,771 583,771 $ $ 978 670,939 670,939 $ $ 622,206 622,206 $ $ 667,323 667,323 $ $ 3,616 3,616 0.5% 0.5% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: A different methodology was used to calculate the result measures in FY 2012, which would explain the reductions from FY 2012 Revised to FY 2013. Demand and output in FY 2012 represent the number of traffic signals requiring optimization and the number optimized. It was determined that measuring the number of traffic signal plans was more appropriate so the calculation method was changed during FY 2012 and for FY 2013. 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 Output Demand Efficiency Measure Description Percent of regional traveler information messages posted on 511 System within 15 minutes (four hours during after-hours) of verification of the potential traffic impact of an event on the road Number of incident information dissemination provided Number of requests for incident information dissemination received Total expenditure per incident information dissemination provided FY 2011 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2013 ADOPTED 100.0% N/A N/A N/A 4,800 N/A N/A N/A N/A N/A 4,800 N/A N/A N/A N/A N/A $ 139.32 N/A N/A (95,324) (95,324) -19.1% N/A -19.1% 95,075 7,516 114,515 19.0% 2.8% 14.8% Revenue 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 55,624 96,600 152,224 $ $ 500,000 500,000 $ $ 243,669 243,669 $ $ 404,676 404,676 $ $ Expenditure 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 203,110 226,689 429,799 $ $ 499,751 271,590 771,341 $ $ 84,765 198,842 283,607 $ $ 404,676 264,074 656,826 $ $ Activity Narrative: This Activity is starting a number of new measures for FY 2013. Grant revenues and expenditures are decreasing in FY 2013 based on the funding requirements for two grants: (1) the Regional Emergency Action Coordinating Team (REACT) expansion program, and (2) Upgrade of the Regional Archived Data Server system. Operating expenditures are expected to stay the same in FY 2013. 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. 979 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% FY 2013 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% 99 100 98 105 5 5.0% 141 144 102 120 120 100 137 138 98 153 153 105 33 33 5 27.5% 27.5% 5.0% $ 9,727.50 $ 13,854.31 $ 12,908.52 $ 15,490.22 $ 10,879.15 $ 15,208.61 $ 10,351.74 $ 15,083.96 $ $ 2,556.78 406.26 19.8% 2.6% $ 1,371,577 $ 1,371,577 $ 1,549,022 $ 1,549,022 $ 1,478,704 $ 1,478,704 $ 1,583,816 $ 1,583,816 $ $ Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES (34,794) (34,794) -2.2% -2.2% Activity Narrative: The Department is expecting an increase in demand and output for the measures in this Activity. The Budget for FY 2013 is based on an anticipated increase in demand reflective in the FY 2012 Forecast. Expenditures are higher for FY 2013 due to personnel services allocations. Traffic Signals and Intelligent Transportation System Field Services Activity The purpose of the Traffic Signals and Intelligent Transportation System Field Services Activity is to provide signal and Intelligent Transportation System installation, repair and maintenance services to the traveling public so they can experience properly functioning signals in all Maricopa County controlled signalized intersections. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Result Output Demand Efficiency 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 Number of signalized and Intelligent Transportation intersections maintained Number of work order requests submitted Total activity expenditure per signalized and Intelligent Transportation intersection maintained FY 2011 ACTUAL 98.0% FY 2012 FY 2012 REVISED FORECAST 96.0% 92.6% FY 2013 ADOPTED 94.6% REV VS ADOPTED VAR % (1.4%) -1.5% 97.6% 100.0% 94.7% 100.0% 0.0% 0.0% 91.2% 100.0% 100.0% 100.0% 0.0% 0.0% 173 178 174 181 3 1.4% $ 1,952 2,160.28 $ 2,000 2,104.25 $ 1,714 2,156.52 $ 1,870 2,134.24 $ (130) (29.99) -6.5% -1.4% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 76,956 76,956 $ $ 26,615 26,615 $ $ 66,510 66,510 $ $ 21,214 21,214 $ $ (5,401) (5,401) -20.3% -20.3% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,497,075 $ 1,497,075 $ 1,540,919 $ 1,540,919 $ $ (42,695) (42,695) -2.8% -2.8% Revenue Expenditure $ 1,498,224 $ 1,498,224 $ 1,509,570 $ 1,509,570 Activity Narrative: Completion rates for unscheduled signal malfunction repair and preventative maintenance work orders are expected to be below the target in FY 2012 due to equipment failure. One truck was out of service for about five months in FY 2012. As a result, the staff was unable to complete 980 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation the work orders within the required timeframe. However, for FY 2013, expenditures are increasing because it is expected that the goals would be achieved and for rising fuel costs. The output shows an increase from FY 2012 Revised to FY 2013 due to a system aggregation error. The output is increasing for FY 2013 as new traffic signals are expected to be added and brought online. The addition of new signals is expected to bring about an increase in demand for work order requests. Revenue is decreasing in FY 2013 as traffic signal maintenance services will no longer be provided to two municipalities, due to the termination of their inter-governmental agreements with the County. Expenditures are increasing as additional funds are being provided to cover the electricity costs for the traffic signals and communication equipment. 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. Program Results 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 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 2011 ACTUAL 87.0% FY 2012 FY 2012 REVISED FORECAST 85.0% 85.0% FY 2013 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% 83.8% 80.0% 90.0% 90.0% 10.0% 12.5% N/A 85.0% 100.0% 100.0% 15.0% 17.6% N/A 100.0% 99.6% 100.0% 0.0% 0.0% N/A 28.9% 27.2% 30.0% 1.1% 3.8% N/A 215.1% 104.6% 215.1% 0.0% 0.0% N/A 60.9% 104.6% 60.9% 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% Activities that comprise this program include: • Road and Right-of-Way Maintenance • 981 Traffic Operations Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Road and Right-of-Way Maintenance Activity The purpose of the Road and Right-of-Way Maintenance Activity is to provide transportation infrastructure installation, inspection, repair and emergency response services to the traveling public so they can safely and efficiently transport goods, services and people on well maintained roadways. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Result Result Result Result 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 2011 ACTUAL 87.0% FY 2012 FY 2012 REVISED FORECAST 85.0% 85.0% FY 2013 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% 83.8% 80.0% 90.0% 90.0% 10.0% 12.5% N/A 85.0% 100.0% 100.0% 15.0% 17.6% N/A 100.0% 99.6% 100.0% 0.0% 0.0% N/A 28.9% 27.2% 30.0% 1.1% 3.8% 793 640 713 560 (80) -12.5% 793 640 713 560 (80) -12.5% N/A $ 50,323.37 $ 42,707.99 $ 57,438.74 $ (7,115.37) -14.1% 280,500 280,500 $ $ $ (50,500) (50,500) N/A -18.0% -18.0% 32,206,957 $ 32,206,957 $ Revenue 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 204,661 580,493 785,154 $ $ $ 165,025 413,524 578,549 $ 230,000 230,000 $ Expenditure 369,686 29,440,830 $ 29,810,516 $ 30,081,533 $ 30,081,533 $ 32,159,948 $ 32,159,948 $ $ 47,009 47,009 N/A 0.1% 0.1% Activity Narrative: The result measures related to critical maintenance tasks and projects show a 10% and 15% increase, respectively in FY 2013 which is due to an updated critical maintenance task list and the centralization of the maintenance crews. Demand and output fluctuate each year based on funding availability for road maintenance, number of miles of road that require maintenance, and the type of surface treatments required by the roads. Revenues are decreasing in FY 2013 due to conservative estimates for miscellaneous revenues such as loss reimbursements, payments from damage claims, and other income. Expenditures are decreasing slightly due to the inactivation of vacant positions. 982 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. 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 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 ACTUAL N/A FY 2012 FY 2012 REVISED FORECAST 215.1% 104.6% FY 2013 ADOPTED 215.1% REV VS ADOPTED VAR % 0.0% 0.0% N/A 60.9% 104.6% 60.9% 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% N/A 100 111 100 - 0.0% N/A 10,000 12,174 10,000 - 0.0% N/A 20 12 20 - 0.0% N/A N/A N/A 4,800 4,000 1,530 4,902 4,702 783 5,000 4,000 1,530 200 - 4.2% 0.0% 0.0% N/A N/A N/A N/A $ N/A $ 6,000 14,760 6,000 1,267.58 507.03 $ $ 4,502 10,352 4,902 1,063.59 410.77 $ $ 6,000 10,000 5,000 1,213.50 485.40 $ $ (4,760) (1,000) 54.07 21.63 N/A $ 1,056.32 $ 1,020.13 $ 970.80 $ 85.51 10,000 10,000 $ $ 6,658 6,658 $ $ 5,000 5,000 $ $ (5,000) (5,000) $ 4,854,017 $ 4,854,017 $ $ 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 9,175 9,175 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 4,483,627 $ 4,483,627 $ $ 0.0% -32.2% -16.7% 4.3% 4.3% 8.1% -50.0% -50.0% Expenditure $ 5,070,314 $ 5,070,314 $ 4,988,284 $ 4,988,284 216,297 216,297 4.3% 4.3% Activity Narrative: Most of the demand, output, and result measures are expected to maintain the same performance in FY 2013. The forecast for FY 2012 combines actual data for the 1st half of the year and estimated values for 2nd half of the year. Demand for traffic signs requiring work and work zone jobsites requested are decreasing in FY 2013 based on actual experience in FY 2012. There is a 50% reduction in revenues for FY 2013 due to conservative estimates for reimbursements from signs manufactured for other departments. Expenditures are also decreasing due to personnel services allocations and lower funding requirement for repair and maintenance and equipment. 983 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation 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. 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 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 2011 ACTUAL 50.0% FY 2012 FY 2012 REVISED FORECAST 60.0% 63.2% FY 2013 ADOPTED 60.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 86.7% N/A 86.7% 0.0% 0.0% 82.0% 80.0% N/A 80.0% 0.0% 0.0% 82.0% 80.0% 80.0% 80.0% 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% Activities that comprise this program include: • Environmental Clearance • Project Partnerships • Transportation Outreach and Communication • • 984 Transportation Project Programming Transportation System Planning Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of environmental clearances delivered 50.0% 60.0% 63.2% 60.0% 0.0% 0.0% prior to 70% project design completion Number of environmental clearances provided 22 20 19 20 0.0% Number of projects requiring environmental 19 20 19 20 0.0% clearance Total activity expenditure per environmental $ 2,944.36 $ 3,915.50 $ 4,616.47 $ 4,022.95 $ (107.45) -2.7% clearance provided Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 64,776 64,776 $ $ 78,310 78,310 $ $ 79,427 79,427 $ $ 80,459 80,459 $ $ (2,149) (2,149) -2.7% -2.7% Activity Narrative: The Department is expecting a similar experience in demand and output in FY 2013. The efficiency and expenditures are increasing due to personnel services allocations. 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 86.7% 86.7% FY 2013 ADOPTED 86.7% $ 43 25 6,289.86 30 30 $ 13,250.00 30 30 $ 12,133.67 30 30 $ 13,727.53 $ $ 270,464 270,464 $ $ $ $ $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ (477.53) 0.0% 0.0% -3.6% $ $ (14,326) (14,326) -3.6% -3.6% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 397,500 397,500 364,010 364,010 411,826 411,826 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 Department is expecting a similar experience in demand and output in FY 2013. The efficiency and expenditures are increasing due to personnel services allocations. Lower expenditures in prior years are due to vacant positions. 985 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. Measure Type Result Result Output Demand Efficiency Expenditure Measure Description Percent of customers reporting satisfaction with Department of Transportation projects and services 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 FY 2011 ACTUAL 82.0% FY 2012 FY 2012 REVISED FORECAST 80.0% 80.0% 35 40 $ 13,131.14 40 40 $ 10,637.03 31 35 $ 14,416.52 35 35 $ 14,034.09 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ $ $ $ $ $ $ 82.0% 459,590 459,590 80.0% 425,481 425,481 FY 2013 ADOPTED 80.0% 80.0% 446,033 446,033 REV VS ADOPTED VAR % 0.0% 0.0% 80.0% 491,193 491,193 0.0% 0.0% $ (5) (5) (3,397.06) -12.5% -12.5% -31.9% $ $ (65,712) (65,712) -15.4% -15.4% Activity Narrative: The Department is expecting a similar experience in demand in FY 2013 as the forecast for FY 2012. All public outreach events required for FY 2013 are expected to be completed. Expenditures for FY 2013 are increasing as staff will be going back to normal duties with the completion of the Court Tower Project, which they supported in FY 2012. The Court Tower Project paid part of the staff salaries and benefits in FY 2012. 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 6 6 $ 81,105.33 6 6 $ 80,885.83 6 6 $ 72,254.33 6 6 $ 69,053.33 $ 11,832.50 0.0% 0.0% 14.6% $ $ $ $ $ $ $ $ $ $ 14.6% 14.6% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 486,632 486,632 986 485,315 485,315 440,034 440,034 414,320 414,320 70,995 70,995 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The Department is expecting a similar experience in demand and output in FY 2013. The number of analytical reports is expected to be flat in FY 2013. The efficiency and expenditures are decreasing due to personnel services allocations. Transportation System Planning Activity The purpose of the Transportation System Planning Activity is to provide plans, studies, research, recommendations and consultation services to planning, development, and project delivery professionals so they can deliver and design projects that are in line with County goals as established in the Transportation System Plan. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Demand Efficiency Measure Description Percent of projects delivered that are in line with County goals as established in the Transportation System Plan Number of corridor study miles completed Number of corridor miles requiring a corridor study Total expenditure per corridor study mile completed FY 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% 41 197 28 240 28 200 32 272 $ 7,854.91 $ 15,432.36 $ 11,375.14 $ 11,692.53 $ $ 318,124 318,124 $ $ $ $ $ $ REV VS ADOPTED VAR % 0.0% 0.0% 4 32 14.3% 13.3% $ 3,739.83 24.2% $ $ 57,945 57,945 13.4% 13.4% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 432,106 432,106 310,503 310,503 374,161 374,161 Activity Narrative: Demand and output are increasing in FY 2013 due to the addition of FY 2012 incomplete output and demand. Study requirements vary each year, depending on corridor studies completed, corridor miles remaining in the plan requiring a study, and new corridor addition. The decrease in expenditures for FY 2013 can be attributed to personnel services allocations. 987 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations Transportation Grants Fund (223) Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 404,676 $ 404,676 404,676 404,676 $ 404,676 $ 404,676 Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2013 Adopted Budget Transportation Grants Fund (223) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST $ (27,169) $ (27,169) $ (27,169) $ $ $ 323,929 260,285 584,214 $ 500,000 500,000 $ 500,000 500,000 Uses: Non-Recurring Total Uses: $ 572,796 572,796 $ 500,000 500,000 $ Structural Balance $ 323,929 $ - $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (15,751) (15,751) $ Sources: Operating Non-Recurring Total Sources: $ $ (27,169) (27,169) $ FY 2013 ADOPTED (15,751) $ (15,751) $ $ 84,765 84,765 $ 404,676 404,676 500,000 500,000 $ 84,765 84,765 $ 404,676 404,676 - $ - $ - $ (27,169) (27,169) $ (15,751) (15,751) $ (15,751) (15,751) Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 988 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ (112,003) $ (112,003) 58,474,290 $ 58,474,290 88,278,036 88,278,036 $ 58,362,287 $ 88,278,036 $ 235,032 $ 235,032 (643,667) $ (116,421) (527,246) - $ - (58,901) (58,901) $ 57,953,652 $ -0.7% 88,219,135 -0.1% $ 265,568 $ 265,568 - $ (200,089) $ (200,089) 6,662,102 6,662,102 - 58,019,131 $ -0.6% 94,881,237 7.5% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Restatements Public Work s Transportation from Public Work s Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Vacant Position Elimination Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges General Revenues State Shared HURF Reallocations Reallocation from Public Work s Reorg Agenda Item: $ $ FY 2013 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 41,472,695 $ 41,472,695 1,466,000 $ 1,466,000 - $ 42,938,695 $ - $ 6,662,102 $ 6,662,102 - $ 49,600,797 $ - Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Non Recurring Other Non-Recurring Vehicle Replacements not received in FY 2012 Agenda Item: $ $ FY 2013 Tentative Budget Adjustments: Capital Improvement Program Transfer to Capital Proj Fund 1,466,000 Agenda Item: FY 2013 Adopted Budget 989 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 26,688,126 $ 28,545,354 $ 28,545,354 $ 29,952,817 $ 31,615,843 $ 96,416,487 96,416,487 $ 88,278,036 88,278,036 $ 88,278,036 5,500 88,283,536 $ 86,800,651 98,371 86,899,022 $ 94,881,237 94,881,237 $ $ $ $ $ 55,430,244 37,721,571 93,151,815 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 58,474,290 29,929,227 88,403,517 $ 58,474,290 29,929,227 88,403,517 40,986,243 $ 29,803,746 $ $ 19 $ - $ $ 29,952,817 29,952,817 $ $ 28,419,873 28,419,873 $ $ $ $ 55,347,485 29,888,511 85,235,996 $ $ 58,019,131 49,600,797 107,619,928 29,803,746 $ 31,453,166 $ 36,862,106 $ - $ - $ - $ $ 28,425,373 28,425,373 $ $ 31,615,843 31,615,843 $ $ 18,877,152 18,877,152 Expenditures Revenue Transportation Capital Projects Fund (234) CAPITAL IMPROVEMENTS FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ 115,550,123 $ 115,550,123 55,085,485 55,085,485 $ 115,550,123 $ 55,085,485 $ (11,618,113) $ (11,618,113) (107,760) (107,760) $ 103,932,010 $ -10.1% 54,977,725 -0.2% $ 56,214,030 $ 7,580,000 2,635,000 4,255,750 1,346,000 6,773,000 2,140,000 280,000 2,560,000 11,678,230 6,640,000 1,830,000 51,804,929 2,000,000 103,932,010 $ 54,977,725 Adjustments: Restatements Public Work s Transportation from Public Work s Agenda Item: FY 2013 Budget Target Adjustments: Capital Improvement Program Capital Improvement Prog Adj Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount MAG ALCP PROJECTS (ALCP) COUNTY ARTERIALS (ARTS) BRIDGE PRESERVATION (BRIG) DUST MITIGATION (DMIT) INTELLIGENT TRANS SYST ITS (INTL) PAVEMENT PRESERVATION (PAVE) PARTNERSHIP SUPPORT (PSUP) RIGHT-OF-WAY (RWAY) SAFETY PROJECTS (SAFE) TRANSPORTATION ADMINISTRATION (TADM) TRAFFIC IMPROVEMENTS (TIMP) TRANSPORTATION PLANNING (TPLN) FY 2013 Adopted CIP Projects $ 990 756,129 416,667 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Capital Projects Fund (234) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ - $ - 41,472,695 41,472,695 $ - $ 41,472,695 $ - $ - 6,662,102 6,662,102 $ - $ 48,134,797 Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2013 Tentative Budget Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2013 Adopted Budget Transportation Capital Projects Fund (234) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED $ 53,014,090 $ 53,099,852 $ 53,099,852 $ 42,670,405 $ 9,459,544 $ 7,856,725 63,885,649 71,742,374 $ 83,496,904 83,496,904 $ 83,496,904 83,496,904 $ 53,324,775 53,324,775 $ 103,112,522 103,112,522 $ $ $ 86,535,636 86,535,636 $ $ 115,550,123 115,550,123 $ 103,932,010 103,932,010 $ $ $ $ $ $ $ $ 82,086,074 82,086,074 $ 115,550,123 115,550,123 Structural Balance $ 7,856,725 $ - $ - $ - $ - Accounting Adjustments $ 15 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 42,670,405 42,670,405 $ $ 21,046,633 21,046,633 $ $ 21,046,633 21,046,633 $ $ 9,459,544 9,459,544 $ $ 8,640,056 8,640,056 991 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2013 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. Strategic Goals The Department is in the process of updating their Strategic Business Plan. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 11,189 $ 11,189 $ 353,841 $ 353,841 $ 353,841 $ 353,841 $ 353,841 $ 353,841 $ 364,341 $ 364,341 $ 10,500 10,500 3.0% 3.0% TOTAL PROGRAMS $ 11,189 $ 353,841 $ 353,841 $ 353,841 $ 364,341 $ 10,500 3.0% $ 114,949 $ 291,033 405,982 $ 111,773 $ 336,931 448,704 $ 111,220 $ 331,781 443,001 $ 112,562 $ 325,892 438,454 $ 113,320 $ 321,932 435,252 $ (2,100) 9,849 7,749 -1.9% 3.0% 1.7% 663,340 $ 656,014 1,319,354 $ 651,487 $ 907,807 1,559,294 $ 652,588 $ 837,940 1,490,528 $ 658,723 $ 785,508 1,444,231 $ 728,634 $ 1,093,386 1,822,020 $ (76,046) (255,446) (331,492) -11.7% -30.5% -22.2% 142,942 $ 51,539 896,988 19,462 1,110,931 $ 135,168 $ 52,417 898,374 17,333 1,103,292 $ 121,647 $ 52,178 897,038 17,249 1,088,112 $ 283,328 $ 52,607 898,195 17,303 1,251,433 $ 264,276 $ 52,355 923,603 17,310 1,257,544 $ (142,629) (177) (26,565) (61) (169,432) -117.2% -0.3% -3.0% -0.4% -15.6% - $ 2,268 2,268 $ 228,449 $ 2,273 230,722 $ 247,434 $ 82,229 329,663 $ 228,449 $ 5,143 233,592 $ 228,449 $ 16,748 245,197 $ $ 877,831 $ 63,428 68,307 1,009,566 $ 1,101,404 $ 59,223 69,270 1,229,897 $ 1,092,727 $ 58,938 68,940 1,220,605 $ 1,021,331 $ 59,961 71,806 1,153,098 $ TOTAL PROGRAMS $ 3,848,101 $ 4,571,909 $ 4,571,909 $ 4,520,808 $ USES ACCT - AGENCY ACCOUNTING TRAC - TREASURER ACCOUNTING 43AP - ACCOUNTING $ CLTS - CLIENT SERVICE TXSV - TAX SERVICES 43TP - PROPERTY TAX $ $ 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 99IT - INFORMATION TECHNOLOGY $ $ $ 992 18,985 65,481 84,466 7.7% 79.6% 25.6% 1,087,800 $ 38,969 69,187 1,195,956 $ 4,927 19,969 (247) 24,649 0.5% 33.9% -0.4% 2.0% 4,955,969 $ (384,060) -8.4% Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 CATEGORY ACTUAL CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 11,189 SUBTOTAL $ 11,189 MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2012 ADOPTED $ $ FY 2012 REVISED 49,500 49,500 $ $ FY 2012 FORECAST 49,500 49,500 $ $ 49,500 49,500 FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ $ 60,000 60,000 $ $ 10,500 10,500 21.2% 21.2% $ SUBTOTAL $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 304,341 $ $ - 0.0% 0.0% ALL REVENUES $ 11,189 $ 353,841 $ 353,841 $ 353,841 $ 364,341 $ 10,500 3.0% 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 $ 11,189 $ 353,841 $ FY 2011 FY 2012 ACTUAL ADOPTED 353,841 $ 353,841 $ 364,341 FY 2012 FY 2012 FY 2013 ADOPTED REVISED FORECAST $ 10,500 3.0% REVISED VS ADOPTED VAR % 2,709,660 $ 42,179 60 923,906 7,507 3,683,312 $ 2,955,333 $ 28,302 6,336 1,020,326 8,000 4,018,297 $ 2,955,333 $ 28,302 6,336 1,020,326 8,000 4,018,297 $ 2,959,370 $ 16,375 8,403 989,594 3,335 3,977,077 $ 2,987,822 $ 85,082 6,336 1,059,090 18,000 (43,570) 43,570 4,156,330 $ SUBTOTAL $ 22,505 $ 369 22,874 $ 23,000 $ 500 23,500 $ 23,000 $ 500 23,500 $ 23,176 $ 324 23,500 $ 13,500 $ 500 14,000 $ 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 $ ALL EXPENDITURES $ (689) $ 80,731 7,125 4,604 4,885 217 17,612 27,430 141,915 $ 3,848,101 $ 10,000 $ 135,892 8,000 9,815 228,449 79,956 3,000 15,000 40,000 530,112 $ 4,571,909 $ 10,000 $ 135,892 8,000 9,815 228,449 79,956 3,000 15,000 40,000 530,112 $ 4,571,909 $ 3,662 $ 135,892 8,000 9,815 228,449 84,162 1,250 9,001 40,000 520,231 $ 4,520,808 $ - $ 258,752 8,000 166,111 228,449 86,327 3,000 5,000 30,000 785,639 $ 4,955,969 $ 10,000 100.0% (122,860) -90.4% 0.0% (156,296) -1592.4% 0.0% (6,371) -8.0% 0.0% 10,000 66.7% 10,000 25.0% (255,527) -48.2% (384,060) -8.4% TOTAL USES $ 3,848,101 $ 4,571,909 $ 4,571,909 $ 4,520,808 $ 4,955,969 $ (384,060) SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL $ (32,489) (56,780) (38,764) (10,000) 43,570 (43,570) (138,033) 9,500 9,500 -1.1% -200.6% 0.0% -3.8% -125.0% N/A N/A -3.4% 41.3% 0.0% 40.4% -8.4% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 11,189 $ 11,189 $ 49,500 $ 49,500 $ 49,500 $ 49,500 $ 49,500 $ 49,500 $ 60,000 $ 60,000 $ 10,500 10,500 21.2% 21.2% $ FUND TOTAL SOURCES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 11,189 $ 11,189 $ FY 2011 ACTUAL 353,841 $ 353,841 $ FY 2012 ADOPTED 353,841 $ 353,841 $ FY 2012 REVISED 353,841 $ 353,841 $ FY 2012 FORECAST 364,341 $ 364,341 $ FY 2013 ADOPTED 741 TAXPAYER INFORMATION OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FUND TOTAL USES $ 3,848,101 $ 3,848,101 $ 4,267,568 $ 4,267,568 $ 4,267,568 $ 4,267,568 $ 4,216,467 $ 4,216,467 $ 4,458,058 $ 193,570 4,651,628 $ $ FUND TOTAL USES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,848,101 $ - $ 3,848,101 $ 4,571,909 $ - $ 4,571,909 $ 4,571,909 $ - $ 4,571,909 $ 4,520,808 $ - $ 4,520,808 $ 4,762,399 $ 193,570 $ 4,955,969 $ 741 TAXPAYER INFORMATION OPERATING $ 10,500 3.0% 10,500 3.0% REVISED VS ADOPTED VAR % 993 (190,490) (193,570) (384,060) (190,490) (193,570) (384,060) -4.5% N/A -9.0% 0.0% 0.0% -4.2% N/A -8.4% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Treasurer Staffing by Program and Activity PROGRAM/ACTIVITY ACCOUNTING AGENCY ACCOUNTING TREASURER ACCOUNTING PROGRAM TOTAL ADMINISTRATIVE SERVICES 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 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.29 4.59 5.88 1.29 4.59 5.88 1.29 4.59 5.88 1.29 4.59 5.88 1.29 4.59 5.88 - 0.0% 0.0% 0.0% 7.82 1.10 .90 .30 10.12 8.92 1.00 .90 .30 11.12 7.92 2.00 .90 .30 11.12 7.92 2.00 .90 .30 11.12 7.92 3.00 .90 .30 12.12 1.00 1.00 0.0% 50.0% 0.0% 0.0% 9.0% 9.00 1.00 1.00 11.00 11.00 1.00 1.00 13.00 12.00 1.00 1.00 14.00 11.00 1.00 1.00 13.00 12.00 1.00 1.00 14.00 - 0.0% 0.0% 0.0% 0.0% 11.00 11.00 22.00 49.00 11.00 11.00 22.00 52.00 11.00 11.00 22.00 53.00 11.00 11.00 22.00 52.00 11.00 12.00 23.00 55.00 1.00 1.00 2.00 0.0% 9.1% 4.5% 3.8% Staffing by Market Range Title MARKET RANGE TITLE Accounting Manager – Treasurer Accounting Specialist 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 Data Security Analyst Database Administrator Elected Executive Assistant Executive Assistant - Elected Official Finan Compliance Admin - Cnty Finan/Business Analyst -County Financial Manager - County Human Resources Specialist Internal Auditor IS Architect IS Project Manager - Sr/Ld IT Consultant Legal Assistant Management Analyst Management Assistant Office Assistant Office Assistant Specialized Operations/Program Manager FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 1.00 1.00 1.00 5.00 4.00 4.00 4.00 4.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 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 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 8.00 8.00 8.00 8.00 8.00 7.00 7.00 6.00 6.00 6.00 2.00 2.00 2.00 2.00 2.00 994 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% 0.0% 1.00 N/A N/A 0.0% 1.00 N/A (1.00) (100.0%) 0.0% 0.0% 0.0% 0.0% N/A 0.0% (1.00) (100.0%) 0.0% 0.0% 1.00 N/A 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Treasurer Staffing by Market Range Title (continued) FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 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 2.00 2.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 2.00 49.00 52.00 53.00 52.00 55.00 MARKET RANGE TITLE PC/LAN Analyst PC/LAN Tech Support Programmer/Analyst Programmer/Analyst - Sr/Ld Treasurer’s Portfolio Manager Department Total REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% 0.0% 1.00 100.0% 2.00 3.8% Staffing by Fund FUND GENERAL 100 FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 49.00 52.00 53.00 52.00 55.00 49.00 52.00 53.00 52.00 55.00 REVISED TO ADOPTED VARIANCE VAR % 2.00 3.8% 2.00 3.8% General Adjustments General Fund (100) • • • • • • • • Increase Regular Benefits by $29,335 for the net impact of changes in retirement contribution rates and a decrease in the cost of County-funded life insurance for each employee. Decrease expenditure budget by $13,193 due to a reduction in the number of payroll hours from 2088 hours in FY 2012 to 2080 hours in FY 2013. Increase Other Benefits and Internal Services Charges by $9,552 for the impact of the changes in Risk Management charges. Increase revenue budget by $10,500 due to increased data sales. Decrease personnel expenditure budget by $29,335 for benefits salary savings to absorb the increase in retirement contributions. Increase personnel expenditure budget by $68,239 adjustment for a management analyst position to handle the Treasurer’s Office GPLET operations. Increase the Repairs and Maintenance expenditure budget by $50,000 for HP Maintenance and $75,892 for Oracle Maintenance. The FY 2013 Non Recurring Non Project budget includes a $150,000 adjustment for continuation of the tax deed land sales program and $43,570 adjustment for training of a new Investment Portfolio Manager due to the present incumbent retiring. 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% 995 FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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. 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 Demand Demand Efficiency Efficiency Measure Description Month-end Closings - Percent time month-end balance/close by due date Number of dollars actually apportioned Number of days to balance or close monthend Number of apportionment dollars anticipated Number of days anticipated to balance or close month-end (historical) Expenditure per dollar apportioned Expenditure per days to balance or close month-end FY 2011 ACTUAL 100.0% FY 2012 REVISED 100.0% FY 2012 FORECAST 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 4,409,737,800 8 4,409,737,800 8 4,409,738,000 8 4,271,501,900 8 (138,235,900) - -3.1% 0.0% 4,409,737,800 8 4,409,737,800 8 4,409,738,000 8 4,271,501,900 8 (138,235,900) - -3.1% 0.0% $ $ 0.000026 14,368.63 $ $ 0.000026 13,902.50 $ $ 0.000026 14,090.88 $ $ 0.000027 14,165.00 $ $ (0.000001) (262.50) -2.0% -1.9% $ $ 114,949 114,949 $ $ 111,220 111,220 $ $ 112,562 112,562 $ $ 113,320 113,320 $ $ (2,100) (2,100) -1.9% -1.9% Expenditure 100 - GENERAL TOTAL USES 996 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2013 Adopted Budget Agency Accounting Activity 4,400 (In Millions) Dollars Apportioned 4,450 4,350 4,300 4,250 4,200 FY 11 Actual FY 12 Revised FY 12 Forecast Demand FY 13 Adopted Output Activity Narrative: The number of dollars apportioned decreased due to lower property values assessed in FY 2013. The expenditure variance in FY 2013 is primarily due to an increase in personnel benefits. 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 2011 Description ACTUAL Number of Treasurer's Journal Entries created 2,709 Number of Cash Receipts Processed 11,195 Number of Treasurer's Journal Entries 2,709 expected (historical) Number of Cash Receipts Anticipated to be 11,177 Processed (historical) Expenditure per Treasurer's Journal Entries $ 107.43 Expenditure per Number of Cash Receipts $ 26.00 Processed FY 2012 REVISED 2,709 11,177 2,709 FY 2012 FORECAST 2,709 11,177 2,709 FY 2013 ADOPTED 2,790 10,900 2,790 11,177 11,177 10,900 REV VS ADOPTED VAR % 81 3.0% (277) -2.5% 81 3.0% (277) -2.5% $ $ 122.47 29.68 $ $ 120.47 29.20 $ $ 115.39 29.54 $ $ 7.09 0.15 5.8% 0.5% $ $ 331,781 331,781 $ $ 325,892 325,892 $ $ 321,932 321,932 $ $ 9,849 9,849 3.0% 3.0% Expenditure 100 - GENERAL TOTAL USES $ $ 291,033 291,033 Activity Narrative: The number of cash receipts processed in FY 2013 is anticipated to decrease, resulting in a small decrease in resources to accommodate the demand. 997 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Treasurer 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 2011 ACTUAL 100.0% FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 33.8% 33.8% 33.8% 33.0% (0.8%) -2.4% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 0.0% 0.0% 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. 998 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Result Output Demand Demand Efficiency Efficiency Measure Description Payments Posted - Percent of levy collected Percentage of levy collected by LockBox (LB) facility Number of LockBox payments posted Number of payments anticipated (parcels x 2) Number of LockBox payments anticipated (historical) Expenditure per number of tax payments posted Expenditure per number of LB payments posted FY 2011 ACTUAL 100.0% 33.8% FY 2012 REVISED 100.0% 33.8% 750,000 2,800,000 750,000 FY 2012 FORECAST 100.0% 33.8% 750,000 2,800,000 750,000 FY 2013 ADOPTED 100.0% 33.0% 750,000 2,800,000 750,000 REV VS ADOPTED VAR % 0.0% 0.0% (0.8%) -2.4% 757,223 3,345,638 757,223 7,223 545,638 7,223 1.0% 19.5% 1.0% 6.6% $ 0.24 $ 0.23 $ 0.24 $ 0.22 $ 0.02 $ 0.88 $ 0.87 $ 0.88 $ 0.96 $ (0.09) -10.6% $ $ 663,340 663,340 $ $ 652,588 652,588 $ $ 658,723 658,723 $ $ 728,634 728,634 $ $ (76,046) (76,046) -11.7% -11.7% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The Client Services Activity is anticipating an increase in the amount of the levy collected in FY 2013; consequently, expenditures are projected to increase slightly. 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 Demand Demand Efficiency Efficiency Measure FY 2011 FY 2012 FY 2012 FY 2013 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Tax Bills Correctly Mailed 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Back Tax Sale - Percent of Back Tax 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Collected Number of Tax Bills Correctly Mailed (Tax Bills 1,616,525 1,503,768 1,503,768 1,672,819 169,051 11.2% Not Returned) Number of Back Tax Liens Sold at Sale 28,700 22,352 22,352 33,204 10,852 48.6% Number of Tax Bills mailed 1,616,525 1,503,768 1,503,768 1,672,819 169,051 11.2% Number of Total Taxable Parcels in County 1,616,525 1,503,768 1,503,768 1,672,819 169,051 11.2% Number of Parcels with Delinquent Back Tax 39,037 29,668 29,668 215,646 185,978 626.9% Expenditure per Number of Tax Bills Correctly $ 0.41 $ 0.56 $ 0.50 $ 0.65 $ (0.10) -17.3% Mailed Expenditure per Number of Back Tax Liens $ 22.86 $ 37.49 $ 33.90 $ 32.93 $ 4.56 12.2% Sold at Sale Expenditure 100 - GENERAL TOTAL USES $ $ 656,014 656,014 $ $ 837,940 837,940 $ $ 785,508 785,508 $ $ Tax Services Activity 1,720,000 Bills Mailed 1,680,000 1,640,000 1,600,000 1,560,000 1,520,000 1,480,000 1,440,000 1,400,000 FY 11 Actual FY 12 Revised Demand FY 12 Forecast Output 999 FY 13 Adopted 1,093,386 1,093,386 $ $ (255,446) (255,446) -30.5% -30.5% Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2013 Adopted Budget Activity Narrative: The number of taxable parcels and delinquent tax bills are both expected to increase slightly in FY 2013. There is an increase in the expenditure budget for the Activity of Tax Services as additional resources are utilized on this effort and the addition of a GPLET management analyst position in FY 2013. There is Non Departmental funding set aside in the amount of $136,000 for the Department in FY 2013 for a consultant to assist with a fit/gap analysis between the current tax management system and a new tax management system. Additionally, Employee Compensation will conduct a review of tax resolution positions as requested by the Department to ensure staffing is consistent with the complexity of work required. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 4,267,568 $ 49,500 FY 2012 Revised Budget $ 4,267,568 $ 49,500 $ (13,193) $ (13,193) - $ 4,254,375 $ 49,500 $ 29,335 $ 29,335 (29,335) $ (29,335) - $ 68,239 $ 68,239 10,500 10,500 $ 125,892 $ 125,892 - $ 4,448,506 $ 4.6% 60,000 21.2% $ 9,552 $ 9,552 - $ 4,458,058 $ 4.8% 60,000 21.2% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Agenda Item: FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Salary Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Revenue - Data Sales Expenditures - GPLET Operations Reallocations Reallocation Between Funds HP Maintenance Oracle Maintenance Agenda Item: $ $ $ $ FY 2013 Tentative Budget (29,335) 10,500 68,239 50,000 75,892 Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2013 Adopted Budget Percent Change from Target Amount 1000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Treasurer General Fund (100) Non Recurring Non Project Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 193,570 $ 193,570 - $ 193,570 $ - Adjustments: Non Recurring Other Non-Recurring Tax Deed Land Sales Investment Portfolio Manager Agenda Item: $ 150,000 43,570 FY 2013 Change Adopted Budget Percent from Target Amount Taxpayer Information Fund (741) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ 304,341 $ 304,341 FY 2012 Revised Budget $ 304,341 $ 304,341 FY 2013 Budget Target $ 304,341 $ 304,341 $ 125,892 $ 125,892 (125,892) $ (125,892) - 304,341 $ 0.0% 304,341 0.0% Adjustments: Base Adjustments Other Base Adjustments Reallocations Reallocation Between Funds HP Maintenance Oracle Maintenance Agenda Item: $ $ (50,000) (75,892) FY 2013 Adopted Budget Percent Change from Target Amount $ Taxpayer Information Fund (741) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 278,170 $ 278,170 $ 278,170 $ 289,430 $ 289,430 Sources: Operating Total Sources: $ $ - $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 304,341 304,341 Uses: Operating Total Uses: $ $ - $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 304,341 304,341 Accounting Adjustments $ 11,260 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 289,430 289,430 $ $ 278,170 278,170 $ $ 278,170 278,170 $ $ 289,430 289,430 $ $ 289,430 289,430 1001 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2013 Adopted Budget Waste Resources and Recycling Analysis by Harold Sigüenza, Management and Budget Analyst Summary Mission The Mission of Waste Resources and Recycling (WRR) is to provide an economical and environmentally sound waste management program by making waste collection and tire recycling facilities accessible to residences and businesses so they can safely handle solid waste materials and protect the public health and environment. Vision Provide a range of solid waste management services including waste transfer stations, waste tire dropoff facilities, and material recovery sites for County residents and businesses, while protecting public health and environment from illegal dumping. Strategic Goals Department Specific By 2012, 100% of state and federal standards for Maricopa County closed landfill will be met. Status: The Queen Creek and Cave Creek landfills are not in compliance with standards. Queen Creek Landfill will be brought into compliance following an amendment to its Title 5 air quality permit; a permit amendment is in progress and is expected to be completed in spring 2012. Cave Creek landfill compliance will require remediation of contaminated groundwater. Installation of final groundwater monitoring wells is anticipated in spring 2012; remediation plan approval and implementation would follow, with a completion date highly dependent upon regulatory processes. Maricopa County Risk Management has assumed oversight of these efforts. Safe Communities By 2015, 25% of the total annual gallons of Hazardous Household Waste received at WRR Transfer Stations will be reprocessed and reused. Status: By the end of FY 2012, WRR intends to initiate a study to examine feasibility and methods of reprocessing, reusing and diverting waste streams. This goal is new for FY 2013. Sustainable Environment By 2015, 50% of the total annual tons of green waste brought to WRR Transfer Stations will be diverted to composting. Status: By the end of FY 2012, WRR intends to initiate a study to examine feasibility and methods of reprocessing, reusing and diverting waste streams. This goal is new for FY 2013. 1002 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sustainable Environment By 2015, 50% of the total annual tons of waste delivered to WRR Transfer Stations would be diverted from disposal into landfills. Status: By the end of FY 2012, WRR intends to initiate a study to examine feasibility and methods of reprocessing, reusing and diverting waste streams. This goal is new for FY 2013. Citizen Satisfaction By 2015, 80% of the residents of Maricopa County surveyed will indicate satisfaction with public outreach efforts regarding waste reuse, reduce, recycling and illegal dumping information. Status: By the end of FY 2012, WRR will develop and implement a public outreach satisfaction survey process. Citizen Satisfaction By 2015, Maricopa County will be recognized as a leader in the waste industry as demonstrated by 80% of clients indicating satisfaction with the services provided. Status: By the end of FY 2012, WRR will develop and implement a client satisfaction survey process. Sources and Uses by Program and Activity FY 2011 ACTUAL PROGRAM / ACTIVITY SOURCES MONT - LANDFILL POST CLOSURE MAINT TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE DISP AND RECYCLING COLL 67SW - SOLID WASTE MANAGEMENT GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED REVISED VS ADOPTED VAR % $ 72,179 $ 4,562,691 244,645 4,879,515 $ - $ 4,747,203 455,740 5,202,943 $ 44,330 $ 4,747,203 455,740 5,247,273 $ 63,802 $ 4,745,123 488,650 5,297,575 $ - $ 4,748,429 132,369 4,880,798 $ (44,330) 1,226 (323,371) (366,475) -100.0% 0.0% -71.0% -7.0% $ $ 39,031 $ 39,031 $ 10,001 $ 10,001 $ 10,001 $ 10,001 $ 11,762 $ 11,762 $ 8,774 $ 8,774 $ (1,227) (1,227) -12.3% -12.3% TOTAL PROGRAMS $ 4,918,546 $ 5,212,944 $ 5,257,274 $ 5,309,337 $ 4,889,572 $ (367,702) -7.0% 1,517,098 $ 4,704,316 455,740 6,677,154 $ 1,537,810 $ 4,702,106 376,855 6,616,771 $ 1,380,151 $ 4,492,839 877,053 6,750,043 $ 1,186,760 $ 4,696,450 1,045,886 6,929,096 $ 351,050 5,656 (669,031) (312,325) 22.8% 0.1% -177.5% -4.7% USES MONT - LANDFILL POST CLOSURE MAINT TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE DISP AND RECYCLING COLL 67SW - SOLID WASTE MANAGEMENT $ $ 5,659,734 $ 4,976,295 621,105 11,257,134 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 135,737 $ 135,737 $ 122,223 $ 122,223 $ 181,344 $ 181,344 $ 222,142 $ 222,142 $ 317,491 $ 317,491 $ (136,147) (136,147) -75.1% -75.1% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 146,022 $ 23,832 169,854 $ 118,901 $ 22,626 141,527 $ 118,901 $ 6,762 22,626 148,289 $ 118,894 $ 22,623 141,517 $ 49,958 $ 146,493 196,451 $ 68,943 6,762 (123,867) (48,162) 58.0% 100.0% -547.5% -32.5% TOTAL PROGRAMS $ 11,562,725 $ 6,940,904 $ 6,946,404 $ 7,113,702 $ 7,443,038 $ (496,634) -7.1% 1003 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Category FY 2011 CATEGORY ACTUAL INTERGOVERNMENTAL 0615 - GRANTS $ 80,387 0620 - OTHER INTERGOVERNMENTAL 4,357,598 SUBTOTAL $ 4,437,985 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ ALL REVENUES $ 4,918,546 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 $ $ $ 292,253 $ 292,253 $ 39,031 149,277 188,308 OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ FY 2012 ADOPTED $ 4,597,203 4,597,203 $ $ 222,000 $ 222,000 $ $ 10,001 48,000 58,001 $ $ 4,877,204 $ - $ - $ 4,918,546 FY 2011 ACTUAL FY 2012 REVISED $ $ 335,740 $ 335,740 $ 5,212,944 FY 2012 ADOPTED $ 4,597,203 4,597,203 FY 2012 FORECAST $ $ 222,000 $ 222,000 $ 10,001 $ 48,000 58,001 $ FY 2013 ADOPTED 4,570,494 4,570,494 $ REVISED VS ADOPTED VAR % $ 4,597,203 4,597,203 256,560 $ 256,560 $ $ - N/A 0.0% 0.0% 236,226 236,226 $ $ 14,226 14,226 6.4% 6.4% $ $ (1,227) (631) (1,858) $ 12,368 11,762 134,781 146,543 $ $ 8,774 47,369 56,143 $ 4,973,597 $ 4,889,572 380,070 $ 380,070 $ 335,740 335,740 $ $ 5,309,337 FY 2012 FORECAST $ 4,877,204 5,257,274 FY 2012 REVISED $ $ - $ - $ -12.3% -1.3% -3.2% 0.3% (380,070) -100.0% (380,070) -100.0% 4,889,572 $ (367,702) -7.0% FY 2013 REVISED VS ADOPTED ADOPTED VAR % 960,676 $ 5,507 390,893 11,919 (129,011) 311,448 1,551,432 $ 971,485 $ 20,017 427,679 2,900 (129,002) 259,508 1,552,587 $ 997,585 $ 20,017 437,918 2,900 (413,961) 508,128 1,552,587 $ 844,507 $ 6,944 391,426 (101,218) 232,300 1,373,959 $ 926,362 $ 6,580 443,930 1,950 (101,166) 228,903 1,506,559 $ 71,223 13,437 (6,012) 950 (312,795) 279,225 46,028 7.1% 67.1% -1.4% 32.8% -75.6% 55.0% 3.0% SUBTOTAL $ 71,848 $ 143,301 2,868 218,017 $ 35,320 $ 84,320 2,790 122,430 $ 35,320 $ 84,320 2,790 122,430 $ 64,383 $ 112,210 21,880 2,838 201,311 $ 66,702 $ 165,765 2,536 235,003 $ (31,382) (81,445) 254 (112,573) -88.9% -96.6% N/A 9.1% -91.9% 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 $ 4,904,492 $ 18,734 4,379,952 207,675 9 4,943 112 10,415 3,130 9,529,462 $ 4,684,592 $ 17,244 6,000 345,633 3,660 500 200 9,732 2,194 5,069,755 $ 4,684,592 $ 17,244 6,000 345,633 3,660 500 200 9,732 2,194 5,069,755 $ 4,519,572 $ 16,888 383,556 367,782 688 858 185 14,130 4,237 5,307,896 $ 4,763,186 $ 32,820 430,000 1,129,547 13,960 100 18,000 (738,255) 618 5,649,976 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ - $ 98,838 756 99,594 $ - $ 190,000 6,132 196,132 $ - $ 190,000 6,132 196,132 $ - $ 223,794 6,742 230,536 $ 20,000 $ 31,500 51,500 $ (20,000) (31,500) 190,000 6,132 144,632 N/A N/A 100.0% 100.0% 73.7% ALL EXPENDITURES $ 11,398,505 $ 6,940,904 $ 6,940,904 $ 7,113,702 $ 7,443,038 $ (502,134) -7.2% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 164,220 $ 164,220 $ - $ - $ 5,500 $ 5,500 $ - $ - $ - $ - $ TOTAL USES $ 11,562,725 $ 6,940,904 $ 6,946,404 $ 7,113,702 $ 7,443,038 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ 1004 (78,594) -1.7% (15,576) -90.3% (424,000) -7066.7% (783,914) -226.8% 3,660 100.0% (13,460) -2692.0% 100 50.0% (8,268) -85.0% 738,255 N/A 1,576 71.8% (580,221) -11.4% 5,500 5,500 (496,634) 100.0% 100.0% -7.1% Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST REVISED VS ADOPTED VAR % FY 2013 ADOPTED $ FUND TOTAL SOURCES $ - $ - $ - $ - $ - $ - $ - $ - $ 132,369 $ 132,369 $ 132,369 132,369 N/A N/A $ (1) $ 80,387 80,386 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A $ FUND TOTAL SOURCES $ 580 SOLID WASTE MANAGEMENT OPERATING $ NON-RECURRING FUND TOTAL SOURCES $ 4,569,427 $ 4,569,427 $ 4,757,203 $ 4,757,203 $ 4,757,203 $ 4,757,203 $ 4,751,820 $ 4,751,820 $ 4,757,203 $ 4,757,203 $ - 0.0% 0.0% 206,522 $ 62,211 268,733 $ 289,966 $ 165,775 455,741 $ 313,450 $ 186,621 500,071 $ 391,742 $ 165,775 557,517 $ - $ - $ (313,450) -100.0% (186,621) -100.0% (500,071) -100.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 4,775,948 $ 142,598 $ 4,918,546 $ FY 2011 ACTUAL 5,047,169 $ 165,775 $ 5,212,944 $ FY 2012 ADOPTED 5,070,653 $ 186,621 $ 5,257,274 $ FY 2012 REVISED 5,143,562 $ 165,775 $ 5,309,337 $ FY 2012 FORECAST 4,889,572 $ - $ 4,889,572 $ FY 2013 ADOPTED (181,081) -3.6% (186,621) -100.0% (367,702) -7.0% REVISED VS ADOPTED VAR % 581 SOLID WASTE GRANTS OPERATING NON-RECURRING FUND TOTAL SOURCES $ 290 WASTE TIRE OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FUND TOTAL USES $ - $ - $ - $ - $ - $ - $ - $ - $ 2,318,423 $ 376,500 2,694,923 $ $ FUND TOTAL USES $ 15,360 $ 15,360 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL USES $ 5,042,510 $ 5,042,510 $ 4,757,203 $ 4,757,203 $ 4,757,203 $ 4,757,203 $ 4,545,718 $ 4,545,718 $ 4,748,115 $ 4,748,115 $ 9,088 9,088 0.2% 0.2% $ FUND TOTAL USES $ 1,992,913 $ 4,511,942 6,504,855 $ 1,993,701 $ 190,000 2,183,701 $ 1,993,701 $ 195,500 2,189,201 $ 2,381,778 $ 186,206 2,567,984 $ - $ - $ 1,993,701 195,500 2,189,201 100.0% 100.0% 100.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,035,423 $ 4,527,302 $ 11,562,725 $ 6,750,904 $ 190,000 $ 6,940,904 $ 6,750,904 $ 195,500 $ 6,946,404 $ 6,927,496 $ 186,206 $ 7,113,702 $ 7,066,538 $ 376,500 $ 7,443,038 $ 581 SOLID WASTE GRANTS NON-RECURRING 290 WASTE TIRE OPERATING $ 580 SOLID WASTE MANAGEMENT OPERATING NON-RECURRING (2,318,423) (376,500) (2,694,923) (315,634) (181,000) (496,634) N/A N/A N/A -4.7% -92.6% -7.1% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL SOLID WASTE MANAGEMENT LANDFILL POST CLOSURE MAINT WASTE DISP AND RECYCLING COLL WASTE TIRE COLLECT DISPOSAL PROGRAM TOTAL DEPARTMENT TOTAL FY 2011 FY 2012 ADOPTED ADOPTED FY 2012 FY 2012 FY 2013 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 2.00 2.50 2.50 2.50 2.50 1.80 1.80 (.70) (.70) (28.0%) (28.0%) 9.00 7.00 12.50 28.50 30.50 9.00 7.00 10.50 26.50 28.50 11.50 14.00 2.00 27.50 30.00 10.50 14.00 2.00 26.50 29.00 12.00 10.50 3.70 26.20 28.00 .50 (3.50) 1.70 (1.30) (2.00) 4.3% (25.0%) 85.0% (4.7%) (6.7%) 1005 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2013 Adopted Budget Staffing by Market Range Title MARKET RANGE TITLE Construction Maintenance Supv Director - Solid Waste Engineering Associate Equipment Operator Executive Assistant Field Operations Supervisor Finance/Business Analyst Heavy Equipment Operator Materials Handling Worker Materials Inventory Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Program Coordinator Department Total FY 2011 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED ADOPTED REVISED FORECAST ADOPTED 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 1.00 1.00 2.00 1.00 2.00 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 14.00 14.00 14.00 14.00 12.00 3.50 1.50 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 30.50 28.50 30.00 29.00 28.00 REVISED TO ADOPTED VARIANCE VAR % 0.0% N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% N/A (2.00) (14.3%) 0.0% 0.0% 0.0% N/A (2.00) (6.7% ) Staffing by Fund 100 290 580 Department Total FUND GENERAL WASTE TIRE SOLID WASTE MANAGEMENT FY 2011 ADOPTED 12.50 18.00 30.50 FY 2012 FY 2012 FY 2012 FY 2013 ADOPTED REVISED FORECAST ADOPTED 26.00 10.50 2.00 2.00 2.00 18.00 28.00 27.00 28.50 30.00 29.00 28.00 REVISED TO ADOPTED VARIANCE VAR % 26.00 N/A 0.0% (28.00) (100.0%) (2.00) (6.7% ) General Adjustments • • The Waste Resources and Recycling budget for FY 2013 includes a reorganization and redistribution of funding. The FY 2013 budget includes the addition of the General Fund (100) which will house the Transfer Station operations (revenues and expenditures) in the Waste Disposal & Recycling Collection Activity. In addition, the General Fund will house the Landfill Post-Closure Maintenance and Environmental Compliance efforts. The realignment of the Department to the General Fund is needed to fully support the ongoing operations that County residents will benefit from. The Waste Tire Fund (290) is dedicated to revenues and expenditures related to Waste Tire Collection and Recycling. The FY 2013 budget includes a realignment of staff to the new appropriate funds with allocations for the cross functions performed by personnel. Base Adjustments: General Fund (100) • Increase in regular benefits by $11,774 is due to the net impact of changes in the retirement contribution rates while experiencing a decrease in the cost of County-funded life insurance for each employee. • Decrease in expenditure by $1,981 is due to a reduction of payroll hours from 2088 in FY 2012 to 2080 hour in FY 2013. • Increase in Other Benefits and Internal Services Charges by $862,843 for the impact of the changes in Risk Management. • Decrease in personnel allocation in by $27,428 is due to the Public Works reorganization. 1006 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2013 Adopted Budget Waste Tire Fund (290) • Increase in regular benefits by $486 is due to the net impact of changes in the retirement contribution rates while experiencing a decrease in the cost of County-funded life insurance for each employee. • Decrease in expenditure by $235 is due to a reduction of payroll hours from 2088 in FY 2012 to 2080 hour in FY 2013. • Decrease in Other Benefits and Internal Services Charges by $721 for the impact of the changes in Risk Management. • Decrease in personnel allocation in by $3,650 is due to the Public Works reorganization. Programs and Activities 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 2011 ACTUAL 90.0% FY 2012 FY 2012 REVISED FORECAST 90.0% 90.0% FY 2013 ADOPTED 90.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 20.0% 29.2% 20.0% 0.0% 0.0% Activities that comprise this program include: • Landfill Post-Closure Maintenance • Waste Tire 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. 1007 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2013 Adopted Budget Measure Type Result Output Demand Efficiency REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of closed landfills that are 90.0% 90.0% 90.0% 90.0% 0.0% 0.0% environmentally sound as indicated by Federal and State regulations Number of closed landfills maintained 10 10 10 10 0.0% 10 10 10 10 0.0% Number of closed landfills requiring maintenance Total activity expenditure per closed landfill $ 565,973.40 $ 153,781.00 $ 134,047.40 $ 118,676.00 $ 35,105.00 22.8% maintained Revenue 580 - SOLID WASTE MANAGEMENT TOTAL SOURCES $ $ 72,179 72,179 $ $ 44,330 44,330 $ $ 100 - GENERAL 580 - SOLID WASTE MANAGEMENT TOTAL USES $ 5,659,734 $ 5,659,734 $ 1,537,810 1,537,810 $ - $ $ - $ $ (44,330) (44,330) -100.0% -100.0% $ (1,186,760) 1,537,810 $ 351,050 N/A 100.0% 22.8% Expenditure 1,380,151 $ 1,380,151 $ 1,186,760 $ 1,186,760 Activity Narrative: The FY 2013 budget supports the Department in maintaining all County closed landfills. The FY 2011 expenditures included the cap on Queen Creek Landfill. The expenditures are decreasing from FY 2012 to FY 2013 due to departmental reorganization and efficiencies. Vehicle and equipment replacements for this activity have been included in the General Fund, Non Recurring Non Project budget in Non Departmental. 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 2011 ACTUAL 100.0% $ FY 2012 FY 2012 REVISED FORECAST 100.0% 100.0% FY 2013 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 57,967 54,000 55,955 54,000 - 0.0% 57,967 54,000 55,955 54,000 - 0.0% 85.85 $ 87.08 $ 76.34 $ 87.04 $ 0.04 0.0% Revenue 290 - WASTE TIRE TOTAL SOURCES $ 4,562,691 $ 4,562,691 $ 4,747,203 $ 4,747,203 $ 4,745,123 $ 4,745,123 $ 4,748,429 $ 4,748,429 $ $ 1,226 1,226 0.0% 0.0% 290 - WASTE TIRE TOTAL USES $ 4,976,295 $ 4,976,295 $ 4,702,106 $ 4,702,106 $ 4,492,839 $ 4,492,839 $ 4,700,100 $ 4,700,100 $ $ 2,006 2,006 0.0% 0.0% Expenditure Activity Narrative: FY 2013 revenue from the State of Arizona for tire disposal is expected to stay constant from FY 2012. Expenditures are decreasing slightly due to allocations from personnel. The FY 2013 budget supports the Department in providing 100% of demanded services. 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. 1008 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2013 Adopted Budget 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 Demand Efficiency REV VS ADOPTED Measure FY 2011 FY 2012 FY 2012 FY 2013 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of waste tons collected that was N/A 20.0% 29.2% 20.0% 0.0% 0.0% recycled Number of Maricopa County residents served 24,324 20,000 23,946 20,000 0.0% Number of waste tons collected N/A 2,000 2,557 2,000 0.0% Number of Maricopa County residents N/A 20,000 23,946 20,000 0.0% requesting services Total activity expenditure per Maricopa County $ 24.90 $ 18.84 $ 36.90 $ 50.72 $ (31.88) -169.2% resident served Revenue 100 - GENERAL 581 - SOLID WASTE GRANTS 580 - SOLID WASTE MANAGEMENT TOTAL SOURCES $ $ 80,387 164,258 244,645 $ $ 455,740 455,740 $ $ 488,650 488,650 $ 877,053 877,053 $ 1,045,886 $ 1,045,886 $ 132,369 132,369 $ 132,369 (455,740) (323,371) N/A N/A -100.0% -71.0% $ (1,045,886) 376,855 $ (669,031) N/A N/A 100.0% -177.5% $ Expenditure 100 - GENERAL 581 - SOLID WASTE GRANTS 580 - SOLID WASTE MANAGEMENT TOTAL USES $ $ 15,360 605,745 621,105 $ $ 376,855 376,855 $ $ Activity Narrative: Expenditures in FY 2013 are increasing due to non-recurring expenditures which include: Cave Creek access road at $100,000 and assessments of all Transfer Stations at $25,000. Increases in expenditures are also due to realignment in staff from the Waste Tire Fund (290) and the General Fund (100). Vehicle and equipment replacements for this activity have been included in the General Fund, Non Recurring Non Project budget in Non Departmental. 1009 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2013 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ (1,981) $ (1,981) 1,990,987 $ 1,990,987 289,966 289,966 $ 1,989,006 $ 289,966 $ 11,774 $ 11,774 220,483 $ 220,483 - $ - (157,597) (157,597) $ 2,221,263 $ 11.7% 132,369 -54.4% $ 862,843 $ 862,843 (765,683) $ (738,255) (27,428) - 2,318,423 $ 16.6% 132,369 -54.4% Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Reallocations Reallocation Between Funds Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Recategorization Between funds Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Reallocations Offset for ISF Reallocations Reallocation from Public Work s Reorg Agenda Item: $ FY 2013 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - FY 2013 Budget Target $ - $ - $ 376,500 $ 376,500 - $ 376,500 $ - Adjustments: Non Recurring Other Non-Recurring Cave Creek Access Road Facilitiy Maintenance - Assessment Gilbert Landfill Drainage Design Gilbert Landfill Fencing Tramsfer Station Radios Agenda Item: $ FY 2013 Adopted Budget 1010 100,000 25,000 200,000 20,000 31,500 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling Waste Tire Fund (290) Expenditures Revenue OPERATING FY 2012 Adopted Budget $ - $ - FY 2012 Revised Budget $ - $ - $ (235) $ (235) 4,757,203 $ 4,757,203 4,757,203 4,757,203 $ 4,756,968 $ 4,757,203 $ 486 $ 486 (220,483) $ (220,483) 215,515 $ 215,515 - $ 4,752,486 $ -0.1% 4,757,203 0.0% $ (4,371) $ (3,650) - (721) - Adjustments: Employee Salary Adjustments Adjust Hours Per FTE Restatements Waste Resources and Recycling and from Public Work s Agenda Item: $ FY 2013 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Recategorization Between funds Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2013 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Reallocation from Public Work s Reorg Internal Service Charges Agenda Item: $ (3,650) FY 2013 Adopted Budget Percent Change from Target Amount $ 4,748,115 $ -0.2% 4,757,203 0.0% Waste Tire Fund (290) Fund Balance Summary FY 2011 ACTUAL FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECAST FY 2013 ADOPTED Beginning Spendable Fund Balance $ 1,576,397 $ 1,548,293 $ 1,548,293 $ 1,103,319 $ 1,309,421 Sources: Operating Total Sources: $ $ 4,569,427 4,569,427 $ $ 4,757,203 4,757,203 $ $ 4,757,203 4,757,203 $ $ 4,751,820 4,751,820 $ $ 4,757,203 4,757,203 Uses: Operating Total Uses: $ $ 5,042,510 5,042,510 $ $ 4,757,203 4,757,203 $ $ 4,757,203 4,757,203 $ $ 4,545,718 4,545,718 $ $ 4,748,115 4,748,115 Structural Balance $ (473,083) $ - $ - $ 206,102 $ 9,088 Accounting Adjustments $ 5 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,103,319 1,103,319 $ $ 1,548,293 1,548,293 $ $ 1,548,293 1,548,293 $ $ 1,309,421 1,309,421 $ $ 1,318,509 1,318,509 1011 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling Solid Waste Management Fund (580) Expenditures Revenue OPERATING FY 2012 Adopted Budget Employee Compensation and Benefits $ - $ - FY 2012 Revised Budget $ - $ - $ 2,714 $ (2,714) (1,990,987) $ (1,990,987) 1,993,701 $ 1,993,701 Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Adjust Hours Per FTE Reallocations Reallocation Between Funds Restatements Waste Resources and Recycling and from Public Work s Agenda Item: $ $ (289,966) (289,966) 289,966 289,966 FY 2013 Budget Target $ - $ - FY 2013 Adopted Budget $ - $ - Solid Waste Management Fund (580) Fund Balance Summary FY 2011 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2012 ADOPTED FY 2012 FORECAST FY 2013 ADOPTED $ 8,246,578 $ 1,201,017 $ 1,201,017 $ 2,010,467 $ - $ 206,522 62,211 268,733 $ 289,966 165,775 455,741 $ 313,450 186,621 500,071 $ 391,742 165,775 557,517 $ - 1,992,913 4,511,942 6,504,855 $ 1,993,701 190,000 2,183,701 $ 1,993,701 195,500 2,189,201 $ 2,381,778 186,206 2,567,984 $ $ - (1,990,036) $ - $ - $ - $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 11 $ 2,010,467 2,010,467 Ending Spendable Fund Balance: Committed Unassigned Total Ending Spendable Fund Balance FY 2012 REVISED $ $ $ (1,786,391) $ $ (1,703,735) $ $ $ $ - $ (526,943) (526,943) $ 1012 $ $ (1,680,251) $ - $ - (488,113) (488,113) $ - $ Maricopa County Annual Business Strategies FY 2013 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. 1013 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement The CIP spans a five-year period beginning with Fiscal Year 2013 and ending Fiscal Year 2017. The total anticipated cost for projects presented in the FY 2013 CIP is $954.8 million. CAPITAL IMPROVEMENT PROGRAM FY 2013 through FY 2017 ALL FUNDS $386,797,642 $217,223,230 $165,165,519 $83,042,322 FY2013 FY2014 FY2015 $102,631,800 FY2016 FY2017 The largest portion of expenditures for the County’s five-year Capital Improvement Program is the new Sheriff’s Office Headquarters and other public safety related projects with 57.7% of the total. The Transportation Projects (Highways and Streets) make up the second largest portion of the Capital Improvement Program, at 26.8% of the total. The remaining 15.5% encompasses funding for Culture and Recreation and General Government projects. Uses of Capital Funds - FY 2013 $386,797,642 Culture & Recreation 0.3% General Government 15.2% Highways & Streets 26.8% Public Safety 57.7% 1014 Maricopa County Annual Business Strategies FY 2013 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 2012 Capital Improvement Program. FY 2013 CAPITAL IMPROVEMENT PROGRAM Five-Year Total By Fund CIP Allocation by Fund General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ ADOPTED FY 2012 THROUGH FY 2016 ADOPTED FY 2013 THROUGH FY 2017 (Increase)/ Decrease 125,000 $ 141,222,086 206,651,134 347,998,220 $ 124,999 $ 209,661,967 233,701,535 443,488,501 $ 1 (68,439,881) (27,050,401) (95,490,281) $ 465,995,791 $ 101,873,974 17,090,610 584,960,375 $ 345,432,960 $ 124,512,503 41,426,549 511,372,012 $ 120,562,831 (22,638,529) (24,335,939) 73,588,363 TOTAL MARICOPA COUNTY $ 932,958,595 $ 954,860,513 $ (21,901,918) 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 $41,426,549 4.34% Technology Capital Improvement Fund $233,701,535 24.47% Intergovernmental Capital Projects Fund $124,999 0.01% Detention Fund $124,512,503 13.04% Transportation Capital Fund $345,432,960 36.18% General Fund County Improvement Fund $209,661,967 21.96% 1015 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Capital Projects Budget The capital projects budget is Year 1 of the Five-Year Capital Improvement Program. The FY 2013 Maricopa County Capital Projects budget is $386.8 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 2012 expenditures are shown in the table below. CAPITAL BUDGET BY FUND FUND FY 2012 ADOPTED FY 2012 REVISED FY 2012 FORECASTED FY 2013 ADOPTED General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ 125,000 $ 95,154,377 99,002,554 194,281,931 $ 125,000 $ 87,710,844 105,494,102 193,329,946 $ - $ 71,674,310 47,937,789 119,612,099 $ 124,999 63,478,837 115,575,079 179,178,915 Special Revenue 234 TRANSPORTATION CAPITAL PROJECT $ 455 DETENTION CAPITAL PROJECTS 461 DETENTION TECHNOLOGY IMPROVEMENT Subtotal Special Revenue $ 115,550,123 $ 101,873,974 12,279,466 229,703,563 $ 115,550,123 $ 101,873,974 12,279,466 229,703,563 $ 86,356,764 $ 34,442,402 3,446,416 124,245,582 $ 103,932,010 66,512,503 37,174,214 207,618,727 TOTAL MARICOPA COUNTY $ 423,985,494 $ 423,033,509 $ 243,857,681 $ 386,797,642 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 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 2013 FY 2014 FY 2015 FY 2016 FY 2017 GENERAL FUND PROJECTS Maricopa Regional Trail System $ - $ 113,983 $ 124,257 $ 117,478 $ 117,478 Sheriff's Headquarters Project 1,000,515 1,036,050 1,072,926 1,111,198 General Fund Subtotal $ - $ 1,114,498 $ 1,160,307 $ 1,190,404 $ 1,228,676 1016 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Intergovernmental and County Facility 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 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. 1017 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Project Detail One capital project is budgeted for support from the Intergovernmental Capital Projects Fund (422), a total of eleven (11) projects are moving forward in FY 2013 with 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 CAP PROJ APS ES ESCO IMPROVEMENTS MARICOPA REGIONAL TRAIL SYSTEM VULTURE MOUNTAIN Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total 77,224 $ 996,937 50,001 1,124,162 $ $ Previous 445 GENERAL FUND CTY IMPROV $ - $ 400,798 4,530,605 167,932,845 2,317,277 2,553,703 66,521 2,256 177,804,005 $ $ Previous 455 DETENTION CAPITAL PROJECTS APS ES ESCO IMPROVEMENTS COURT TOWER PROJECT RESERVE SHERIFF HQ PROJECT Project Total $ FY 2012 1,500,000 $ 1,722,787 7,904,187 43,100,800 365,307 2,373,811 1,822,935 1,112,063 11,735,787 36,633 71,674,310 $ FY 2013 8,547,017 $ 3,587,500 2,929,566 750,000 784,083 214,783 4,034,060 2,000,000 31,727,773 5,965,858 2,877,086 61,111 63,478,837 $ - $ - $ Year 1 Projected Actuals 7,460,717 $ 7,460,717 $ $ - $ 124,999 124,999 $ Projected Actuals CLERK OF SUP COURT REMODEL CHAMBERS SWING SPACE REMODEL EAST COURT IMPROVEMENTS APS ES ESCO IMPROVEMENTS COURT TOWER MARICOPA REGIONAL TRAIL SYSTEM OLD COURTHOUSE REMODEL PROJECT RESERVE COURT TOWER PROJECT RESERVE SOUTHWEST JUSTICE COURTS SHERIFF CRIME LAB RELOCATION SOUTHEAST FACILITY REMODEL SHERIFF HQ PROJECT SECURITY BUILDING TI SWAT COVERED PARKING VULTURE MOUNTAIN Project Total - $ - $ FY 2013 460,451 $ 36,052,052 30,000,000 66,512,503 $ Previous Actuals Projected FY 2012 Total Project Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 - $ 499,083 - - $ 250,167 - - $ 139,700,000 - 5,733,880 $ 499,083 $ 250,167 $ 139,700,000 $ Year 5 5-Year Year 3 FY 2015 - $ 58,000,000 58,000,000 $ Com pletion - 4,377,122 May-11 Santa Fe Depot Remodel 2,865,313 - 2,865,313 Jun-11 263,635 - 263,635 Jun-11 2,553,703 1,822,935 4,376,638 Sep-11 MCSO Crime Lab Relocation Chambers Sw ing Space Remodel $ 400,798 Old Courthouse Remodel/Rehabilitation TOTAL FUND 455 $ 10,460,571 455 DETENTION CAPITAL PROJECTS FUND Estrella Chilled Water Conversion $ $ Previous Actuals $ 2,571,641 1,722,787 2,123,585 Feb-12 2,373,811 $ 2,373,811 Jun-12 5,919,533 $ 16,380,104 Projected FY 2012 $ Total Project - $ Com pletion 2,571,641 Jun-11 Tow ers Chilled Water Conversion 3,401,536 - 3,401,536 Jun-11 4th Avenue Solar Thermal Water Heater 1,054,383 - 1,054,383 Jun-11 LBJ Solar Thermal Water Heater 1,116,666 - 1,116,666 Jun-11 TOTAL FUND 455 $ 8,144,226 $ - $ 8,144,226 1018 5-Year - $ 784,083 4,949,797 - Year 2 4,377,122 - $ 124,999 124,999 $ Total 8,547,017 3,587,500 2,929,566 750,000 2,317,416 4,949,797 139,914,783 4,034,060 2,000,000 31,727,773 5,965,858 2,877,086 61,111 209,661,967 FY 2014 West Court Floor 2,3,4 Remodel Fifth Avenue Remediation Project - $ - $ Year 2 Recently Completed Projects 445 GENERAL FUND COUNTY IMPROVEMENT FUND - $ - $ FY 2014 Year 1 FY 2012 6,050,429 $ 28,391,973 34,442,402 $ - $ - $ Year 4 FY 2016 - $ - $ FY 2017 - $ - $ Total - $ - $ Project 77,224 996,937 175,000 1,249,161 Total $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Project 10,047,017 2,123,585 3,587,500 15,364,358 211,783,645 5,000,000 2,373,811 4,949,797 139,914,783 4,034,060 4,376,638 3,178,584 43,463,560 5,965,858 2,877,086 100,000 459,140,282 Total 460,451 $ 94,052,052 30,000,000 124,512,503 $ Project 13,971,597 28,391,973 94,052,052 30,000,000 166,415,622 Total Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement APS Energy Services Conservation Projects Project Location: County Districts: Managing Department: Project Partner(s): Scheduled Completion Date: Countywide All Facilities Management None September, 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 $31,091,174. This includes the addition of three solar photovoltaic projects which were added in FY 2012 at the Jefferson Street Garage, the Downtown Justice Center and the Elections/Sheriff’s Warehouse. Rebates already received for the work completed total $640,797, and an additional $790,000 in rebates are anticipated once the construction phase is completed. Furthermore, the County will receive an estimated $5.9 million in Production Based Incentives over the next 15 years from the seven solar thermal and three photovoltaic installations. Purpose Statement 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. Strategic Goals Addressed Maricopa County Facilities Management will demonstrate leadership in environmental stewardship whereby actual energy use will be no more than 26 kilowatt hours per square foot in County buildings 1019 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement by June 30, 2013; and, by June 30, 2015, all new buildings built by Maricopa County will be Leadership in Energy and Environmental Design (LEED) certified. Strategic Plan Programs Supported • Green Government Program Strategic Plan Activities Supported • Facilities Planning and Energy Management Funding/Cost Summary Previous APS ES ESCO IMPROVEMENTS 234 - TRANSPORTATION CAPITAL PROJECT $ 422 - INTERGOVERNMENTAL CAP PROJ 445 - GENERAL FUND CTY IMPROV 455 - DETENTION CAPITAL PROJECTS 654 - EQUIPMENT SERVICES 990 - FLOOD CONTROL CAPITAL PROJECTS Project Total $ Actuals 843,003 $ 77,224 4,530,605 7,460,717 105,616 550,504 13,567,669 $ Projected FY 2012 178,872 $ 7,904,187 6,050,429 14,133,488 $ Year 1 Year 2 Year 3 Year 4 Year 5 5-Year FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total - $ 2,929,566 460,451 3,390,017 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,929,566 460,451 3,390,017 $ Total Project 1,021,875 77,224 15,364,358 13,971,597 105,616 550,504 31,091,174 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. 1020 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Clerk of the Superior Court Remodel Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 201 W. Jefferson Street - Phoenix 5 Facilities Management None May, 2013 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 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 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. Strategic Plan Programs Supported • Court Records Program 1021 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Strategic Plan Activities Supported • • Case Establishment Activity E-Filed Document Activity Result Measures Measure Percent of Adult cases established within stated time frames Percent of electronic documents available within established timeframes Percent of eFiled documents available to all authorized customers within two business hours Percent of scanned and docketed documents available to all authorized customers by 5:00PM, two business days after being filed in paper format FY 2012 Year-To-Date Actual Percent of incomplete or inaccurate electronic documents in a statistical sample of eFiled and scanned electronic court documents after the intial audit Percent of properly linked eFiled documents Percent of scanned documents meeting Quality Control standards FY 2012 Year-End Projected FY 2013 Projected with Capital Improvement 99.95% 99.62% 99.62% 97.89% 94.13% deactivated new in FY13 52.50% new in FY13 60.00% 0.12% new in FY13 deactivated 99.92% new in FY13 99.91% 0.12% Funding/Cost Summary CLERK OF SUPERIOR COURT REMODEL 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Projected Actuals - $ - $ FY 2012 1,500,000 $ 1,500,000 $ Year 1 Year 2 Year 3 Year 4 Year 5 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 8,547,017 $ - $ - $ - $ - $ 8,547,017 $ - $ - $ - $ - $ 5-Year Total 8,547,017 $ 8,547,017 $ Total Project 10,047,017 10,047,017 Operating Cost Summary There is no operating cost impact as the equivalent staff will be relocating to the newly remodeled space. 1022 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Court Tower Project Location: County District: 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 was dedicated on February 14, 2012 and began full court operations the same month. Final closeout of the project continues with moderate additions/corrections remaining. The carryover funding will provide the opportunity to revisit items that were put on hold as the project closed out. It is anticipated that the project will come in two to three percent below the original budget of $340 million. 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 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 1023 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Result Measures FY 2012 Year-To-Date Actual Measure Percent of General Felony Cases resolved Percent of General Felony Cases resolved within 180 days FY 2012 Year-End Projected FY 2013 Projected with Capital Improvement 81.4% 81.4% 82.0% 81.0% 81.0% 82.0% Funding/Cost Summary Previous COURT TOWER 440 - FINANCING SERIES 2007 $ 441 - FINANCING SERIES 2008 445 - GENERAL FUND CTY IMPROV 455 - DETENTION CAPITAL PROJECTS Project Total $ Actuals 48,269,919 $ 46,506,145 167,932,845 262,708,909 $ Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total - $ 43,100,800 28,391,973 71,492,773 $ - $ 750,000 750,000 $ 1024 - $ - $ - $ - $ - $ - $ - $ - $ - $ 750,000 750,000 $ Total Project 48,269,919 46,506,145 211,783,645 28,391,973 334,951,682 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement East Court Building Improvements Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 101 W. Jefferson - Phoenix 5 Facilities Management None June, 2013 Project Description This project provides for the demolition and asbestos abatement on Floors 6-9 of the East Court Building. This is the final abatement required in the East Court Building, which was constructed in 1965. It will result in open shelled space for future development as required by the County and the Superior Court. 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, Facilities Management will meet the increasing demands for facility services by constructing 85% of County facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Capital Facilities Development Program Strategic Plan Activities Supported • Facility Construction Management Activity Funding/Cost Summary Previous EAST COURT IMPROVEMENTS 445 - GENERAL FUND CTY IMPROV $ Project Total $ Projected Actuals Year 1 FY 2012 - $ - $ - $ - $ Year 2 FY 2013 3,587,500 $ 3,587,500 $ Year 3 FY 2014 1025 Year 4 FY 2015 - $ - $ Year 5 FY 2016 - $ - $ 5-Year FY 2017 - $ - $ - $ - $ Total 3,587,500 $ 3,587,500 $ Total Project 3,587,500 3,587,500 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Maricopa Regional Trail System Project Location: County Districts: 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. 1026 Maricopa County Annual Business Strategies FY 2013 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 FY 2011 Actual 91.0% Measure Percent of trail users satisfied with condition of trail FY 2012 Forecast 91.0% FY 2013 Projected with Capital Improvement 91.0% Funding/Cost Summary MRTS MARICOPA REGIONAL TRAIL SYSTEM 422 - INTERGOVERNMENTAL CAP PROJ $ 445 - GENERAL FUND CTY IMPROV Project Total $ Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 996,937 $ - $ - $ - $ - $ - $ - $ 2,317,277 365,307 784,083 784,083 499,083 250,167 3,314,214 $ 365,307 $ 784,083 $ 784,083 $ 499,083 $ 250,167 $ - $ 1027 5-Year Total - $ 5,000,000 5,000,000 $ Total Project 996,937 5,000,000 5,996,937 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Operating Cost Summary FY 2012 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay Year 2 FY 2014 Year 3 FY 2015 Year 4 FY 2016 Year 5 FY 2017 Total $ 141,261 $ 154,620 $ 162,351 $ 170,469 $ 178,992 $ 187,942 250,000 600,000 500,000 500,000 200,000 200,000 391,261 $ 754,620 $ 662,351 $ 670,469 $ 378,992 $ 387,942 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ 141,261 $ 154,620 $ 256,334 $ 274,725 $ 283,249 $ 292,198 250,000 600,000 520,000 520,000 213,221 213,221 391,261 $ 754,620 $ 776,334 $ 794,725 $ 496,470 $ 505,419 Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Year 1 FY 2013 $ Total $ - 1028 $ $ - $ 93,983 $ 104,257 $ 104,257 $ 104,257 20,000 20,000 13,221 13,221 $ 113,983 $ 124,257 $ 117,478 $ 117,478 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Security Building Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 234 N. Central Ave - Phoenix 5 Facilities Management None June, 2013 Project Description This project includes funds for the build-out of first floor, mezzanine, 8th, and 9th floor space. The first phase of the project will be to build out the first floor and mezzanine space for the relocation of the Office of Legal Advocate from rented space into County owned facilities, thus saving County dollars into the future. In addition, tenant improvements will be done for conference and training space on the 8th and 9th floors. 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, Facilities Management will meet the increasing demands for facility services by constructing 85% of County facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Capital Facilities Development Program Strategic Plan Activities Supported • Facility Construction Management Activity Funding/Cost Summary Previous Actuals SECURITY BUILDING TI 445 - GENERAL FUND CTY IMPROV Project Total $ $ - $ $ Projected FY 2012 - $ $ Year 1 FY 2013 5,965,858 5,965,858 Year 2 FY 2014 $ $ 1029 Year 3 FY 2015 - $ $ Year 4 FY 2016 - $ $ Year 5 FY 2017 - $ $ - $ $ 5-Year Total 5,965,858 5,965,858 $ $ Total Project 5,965,858 5,965,858 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Sheriff’s Covered Parking Project Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Durango Complex 5 Facilities Management None June, 2013 Project Description The project is to provide an enclosed, climate-controlled covered parking structure for the Sheriff’s Office SWAT equipment and General Investigations Division vehicles. 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 Capital Project Delivery. By June 30, 2014, Facilities Management will meet the increasing demands for facility services by constructing 85% of County facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Capital Facilities Development Program Strategic Plan Activities Supported • Facility Construction Management Activity Result Measures FY 2012 Year-To-Date Actual Measure Percent of customers who report they are satisfied or very satisfied with the cleanliness of County facilities Percent of new, retrofitted, renovated or remodeled facility projects delivered according ot the project schedule established with the customer. FY 2012 Year-End Projected FY 2013 Projected with Capital Improvement 79.2% 74.3% 74.3% 93.4% 93.4% 93.4% Funding/Cost Summary SWAT COVERED PARKING 445 - GENERAL FUND CTY IMPROV $ Project Total $ Previous Projected Actuals FY 2012 - $ - $ Year 1 - $ - $ Year 2 FY 2013 FY 2014 2,877,086 $ 2,877,086 $ 1030 - $ - $ Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 - $ - $ - $ - $ 5-Year - $ - $ Total 2,877,086 $ 2,877,086 $ Total Project 2,877,086 2,877,086 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Sheriff’s Headquarters Project Capital Improvement 5th Avenue and Madison 5 Facilities Management None August, 2013 Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 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, Facilities Management Department will meet the increasing demands for facility services by constructing 85% of County facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Capital Facilities Development Program Strategic Plan Activities Supported • Facility Construction Management Activity Result Measures FY 2012 Year-To-Date Actual Measure Percent of customers who report they are satisfied or very satisfied with the cleanliness of County facilities Percent of new, retrofitted, renovated or remodeled facility projects delivered according ot the project schedule established with the customer. FY 2012 Year-End Projected FY 2013 Projected with Capital Improvement 79.2% 74.3% 74.3% 93.4% 93.4% 93.4% Funding/Cost Summary Previous SHERIFF'S HQ PROJECT 445 - GENERAL FUND CTY IMPROV $ 455 - DETENTION CAPITAL PROJECTS Project Total $ Projected Actuals - $ - $ FY 2012 11,735,787 $ 11,735,787 $ Year 1 Year 2 Year 3 Year 4 Year 5 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 31,727,773 $ - $ - $ - $ - $ 30,000,000 61,727,773 $ - $ - $ - $ - $ 1031 5-Year Total 31,727,773 $ 30,000,000 61,727,773 $ Total Project 43,463,560 30,000,000 73,463,560 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Southeast Facility Remodel Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 222 E. Javelina Avenue - Mesa 2 Facilities Management None September, 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. 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 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, Facilities Management will meet the increasing demands for facility services by constructing 85% of County facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Capital Facilities Development Program Strategic Plan Activities Supported • Facility Construction Management Activity Result Measures FY 2012 Year-To-Date Actual Measure Percent of customers who report they are satisfied or very satisfied with the cleanliness of County facilities Percent of new, retrofitted, renovated or remodeled facility projects delivered according ot the project schedule established with the customer. FY 2012 Year-End Projected FY 2013 Projected with Capital Improvement 79.2% 74.3% 74.3% 93.4% 93.4% 93.4% Funding/Cost Summary SOUTHEAST FACILITY REMODEL Previous Actuals 445 - GENERAL FUND CTY IMPROV $ 66,521 $ Project Total $ 66,521 $ Projected FY 2012 1,112,063 $ 1,112,063 $ Year 1 Year 2 Year 3 Year 4 Year 5 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 2,000,000 $ - $ - $ - $ - $ 2,000,000 $ - $ - $ - $ - $ 1032 5-Year Total 2,000,000 $ 2,000,000 $ Total Project 3,178,584 3,178,584 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Southwest Co-located Justice Courts Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Avondale 5 Facilities Management None TBD Project Description The project is for the design of the Maricopa County Southwest Co-located Justice Courts. The project will provide architectural design, civil engineering and soil testing and the production of construction documents necessary for a single story 60,000 square foot facility to house the White Tank, Country Meadows, Agua Fria, and Maryvale Justice Courts, as well as providing for a future precinct. 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, Facilities Management will meet the increasing demands for facility services by constructing 85% of County facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported • Capital Facilities Development Program Strategic Plan Activities Supported • Facility Construction Management Activity Result Measures FY 2012 Year-To-Date Actual Measure Percent of customers who report they are satisfied or very satisfied with the cleanliness of County facilities Percent of new, retrofitted, renovated or remodeled facility projects delivered according ot the project schedule established with the customer. FY 2012 Year-End Projected FY 2013 Projected with Capital Improvement 79.2% 74.3% 74.3% 93.4% 93.4% 93.4% Funding/Cost Summary Previous SOUTHWEST JUSTICE COURTS 445 - GENERAL FUND CTY IMPROV $ Project Total $ Projected Actuals Year 1 FY 2012 - $ - $ - $ - $ Year 2 FY 2013 4,034,060 $ 4,034,060 $ Year 3 FY 2014 1033 Year 4 FY 2015 - $ - $ Year 5 FY 2016 - $ - $ 5-Year FY 2017 - $ - $ - $ - $ Total 4,034,060 $ 4,034,060 $ Total Project 4,034,060 4,034,060 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Vulture Mountain Study Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Wickenburg 4 Parks & Recreation Bureau of Land Management (BLM) June 30, 2013 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 FY 2012, 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 1034 Maricopa County Annual Business Strategies FY 2013 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 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 Support Program Strategic Plan Activities Supported • Maintenance & Development Activity Result Measures FY 2011 Actual Measure Percent increase in regional park acreage over previous year FY 2012 Forecast 0% FY 2013 Projected with Capital Improvement 0% 50% Funding/Cost Summary Previous VULTURE MOUNTAIN 422 - INTERGOVERNMENTAL CAP PROJ $ 445 - GENERAL FUND CTY IMPROV Project Total $ Actuals 50,001 $ 2,256 52,257 $ Projected FY 2012 - $ 36,633 36,633 $ Year 1 FY 2013 124,999 $ 61,111 186,110 $ Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 FY 2017 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 124,999 $ 100,000 224,999 $ Total Project 175,000 100,000 275,000 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. 1035 Maricopa County Annual Business Strategies FY 2013 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 CAP IMPROVEMENT AV BOS CR AUDITORIUM CONTACT CENTER SYSTEM COUNTY TELEPHONE SYSTEM ENTERPRISE DATA CTNR CT INFRASTRUCTURE REFRESH PH II INTEGRATED WORKPLACE MGMT SYS RADIO SYSTEM SHERIFF HQ PROJECT IT INFRA Project Total $ $ 461 DETENTION TECH CAP IMPROVEMENT CORR HEALTH ZONE H INFRA CHS ELECTRONIC MEDICAL RECORD SYSTEM SHERIFF NICE VISION PROJECT RESERVE Project Total Previous Projected Actuals FY 2012 - $ 1,452,992 98,898 339,922 126,662 2,018,474 $ Previous Actuals $ $ - $ 841,876 841,876 $ - $ 1,725,447 11,115,235 11,874,841 14,824,436 263,612 7,358,546 775,672 47,937,789 $ Projected FY 2012 1,613,345 $ 1,803,747 29,324 3,446,416 $ Year 1 FY 2013 750,000 $ 1,775,461 9,359,917 10,286,400 26,944,723 859,388 47,554,380 18,044,810 115,575,079 $ Year 1 FY 2013 3,401,496 $ 3,102,042 5,670,676 25,000,000 37,174,214 $ Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 FY 2017 - $ 7,434,021 9,512,800 7,375,183 31,802,785 56,124,789 $ Year 2 - $ 1,078,129 8,883,175 27,651,960 37,613,264 $ Year 3 FY 2014 FY 2015 1036 - $ 2,035,590 2,035,590 $ - $ 2,216,745 2,216,745 $ - $ 7,531,506 16,856,897 24,388,403 $ Year 4 FY 2016 5-Year - $ - $ Year 5 FY 2017 - $ - $ - $ - $ Total Total 750,000 $ 1,775,461 17,872,067 36,213,881 34,319,906 859,388 123,866,022 18,044,810 233,701,535 $ 5-Year Project 750,000 4,953,900 29,086,200 48,088,722 49,484,264 1,123,000 131,351,230 18,820,482 283,657,798 Total Total 3,401,496 $ 7,354,377 5,670,676 25,000,000 41,426,549 $ Project 5,014,841 10,000,000 5,700,000 25,000,000 45,714,841 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Audio/Visual Refresh of Board of Supervisors’ Auditorium and Conference Room Project Location: 205 W Jefferson and 301 W Jefferson Phoenix Enterprise Technology None FY 2013 Managing Department: Project Partner(s): Scheduled Completion Date: Project Description This project will refresh the current audio and visual equipment utilized by the County to enhance sound and graphic communication during meetings, as well as to capture and broadcast Board meetings and other events held in the Board of Supervisors’ Auditorium at 205 W Jefferson and Conference Room at 301 W Jefferson. The equipment will be brought to current standards as well as having compatibility with the County’s infrastructure for broadcasting events. Purpose Statement The purpose of the Audio/Visual Refresh project is to ensure the reliability of audio and video communications in the Auditorium and Conference Room of the Board of Supervisors. It will ensure all employees can access Board of Supervisors’ meetings and other events via the intranet as well as allowing for the capture of events via recordings. 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 FY 2011 Actual Measure Percent of Help Requests resolved during the reporting period. FY 2012 Forecast N/A FY 2013 Projected with Capital Improvement 77.2% 78.0% Funding/Cost Summary AVBS AV BOS CR AUDITORIUM 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Projected Actuals FY 2012 - $ - $ Year 1 Year 2 Year 3 Year 4 Year 5 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 - $ 750,000 $ - $ - $ - $ - $ - $ 750,000 $ - $ - $ - $ - $ Operating Cost Summary No additional operating costs have been identified. 1037 5-Year Total Total Project 750,000 $ 750,000 750,000 $ 750,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Contact Call Center Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 480 Contact Center Agents across 21 County Departments Enterprise Technology None FY 2013 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 FY 2011 Actual Measure Percent of Help Requests resolved during the reporting period. FY 2012 Forecast N/A FY 2013 Projected with Capital Improvement 77.2% 78.0% Funding/Cost Summary Previous CALL CONTACT CENTER SYSTEM 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Actuals 1,452,992 $ 1,452,992 $ Projected FY 2012 1,725,447 $ 1,725,447 $ Year 1 FY 2013 1,775,461 $ 1,775,461 $ Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 FY 2017 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total Total 1,775,461 $ 1,775,461 $ Project 4,953,900 4,953,900 Operating Cost Summary Projected FY 2012 Post-Deployment Managing Dept Operating Costs Supplies & Services $ Total $ - 1038 Year 1 FY 2013 $ $ - Year 2 FY 2014 $ $ - Year 3 FY 2015 Year 4 FY 2016 Year 5 FY 2017 $ 391,230 $ 391,230 $ 391,230 $ 391,230 $ 391,230 $ 391,230 Maricopa County Annual Business Strategies FY 2013 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 Enterprise Technology FY 2013 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 Previous CHZH CORR HEALTH ZONE H INFRA 461 - DETENTION TECH CAP IMPROVEMENT $ Project Total $ Projected Actuals - $ - $ FY 2012 1,613,345 $ 1,613,345 $ Year 1 FY 2013 3,401,496 $ 3,401,496 $ Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 FY 2017 Operating Cost Summary Operating costs have yet to be determined. 1039 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 3,401,496 $ 3,401,496 $ Total Project 5,014,841 5,014,841 Maricopa County Annual Business Strategies FY 2013 Adopted Budget County Telephone System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement All County Departments/Locations Enterprise Technology All County IT Groups FY 2015 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 FY 2011 Actual Measure Percent of Help Requests resolved during the reporting period. FY 2013 Projected with Capital Improvement FY 2012 Forecast N/A 77.2% 78.0% Funding/Cost Summary DIAL COUNTY TELEPHONE SYSTEM 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 98,898 $ 98,898 $ Projected FY 2012 11,115,235 $ 11,115,235 $ Year 1 Year 2 FY 2013 9,359,917 $ 9,359,917 $ Year 3 FY 2014 7,434,021 $ 7,434,021 $ Year 4 FY 2015 1,078,129 $ 1,078,129 $ Year 5 FY 2016 5-Year FY 2017 - $ - $ - $ - $ Total Total 17,872,067 $ 17,872,067 $ Project 29,086,200 29,086,200 Operating Cost Summary Projected FY 2012 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - Year 1 FY 2013 $ $ - 1040 Year 2 FY 2014 $ 200,443 2,021,760 $ 2,222,203 Year 3 FY 2015 $ 345,744 2,695,680 $ 3,041,424 Year 4 FY 2016 $ $ 356,115 3,369,600 1,216,426 4,942,141 Year 5 FY 2017 $ 366,799 3,369,600 405,475 $ 4,141,874 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Electronic Medical Records Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Correctional Health Services Correctional Health Services Enterprise Technology FY 2015 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. It will increase the required documentation and the availability of patient information throughout the delivery system. Strategic Goals Addressed By 2014, 100% of Correctional Health Services’ patient health records will be in an electronic format. Strategic Plan Programs Supported • • • Inpatient Program Outpatient Program Correctional Health Support Services Program Strategic Plan Activities Supported • • • • Inpatient Medical Activity Inpatient Mental Health Activity Outpatient Treatment and Evaluation Activity Clinical Support Activity Result Measures Measure Percent of patients triaged within 24 hours FY 2011 Actual 91.3% FY 2012 Forecast 99.6% FY 2013 Projected with Capital Improvement 100.0% 94.7% 96.0% 100.0% 90.6% 92.3% 100.0% Percent of prescriptions written that are given within three days Percent of initial health assessments completed within 14 calendar days Funding/Cost Summary EMR CHS ELECTRONIC MEDICAL RECORD SYSTEM 461 - DETENTION TECH CAP IMPROVEMENT $ Project Total $ Previous Actuals 841,876 841,876 Projected $ $ FY 2012 1,803,747 1,803,747 Year 1 $ $ Year 2 FY 2013 3,102,042 3,102,042 $ $ FY 2014 2,035,590 2,035,590 Operating Cost Summary Operating costs have yet to be determined. 1041 Year 3 $ $ FY 2015 2,216,745 2,216,745 $ $ Year 4 Year 5 FY 2016 FY 2017 - $ - $ 5-Year - $ - $ Total 7,354,377 7,354,377 Total $ $ Project 10,000,000 10,000,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Enterprise Data Center Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement 175 W. Madison Street - Phoenix Enterprise Technology None FY 2016 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 Previous CTDC ENTERPRISE DATA CTNR CT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Projected Actuals - $ - $ FY 2012 11,874,841 $ 11,874,841 $ Year 1 Year 2 FY 2013 10,286,400 $ 10,286,400 $ FY 2014 9,512,800 $ 9,512,800 $ 1042 Year 3 FY 2015 8,883,175 $ 8,883,175 $ Year 4 FY 2016 7,531,506 $ 7,531,506 $ Year 5 5-Year FY 2017 - $ - $ Total 36,213,881 $ 36,213,881 $ Total Project 48,088,722 48,088,722 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Infrastructure Refresh Phase 2 Project Location: Durango Campus, Southeast Regional Facility and Remote County Locations Enterprise Technology None FY 2016 Managing Department: Project Partner(s): Scheduled Completion Date: 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 FY 2011 Actual Measure Percent of Help Requests resolved during the reporting period. FY 2012 Forecast N/A FY 2013 Projected with Capital Improvement 77.2% 78.0% Funding/Cost Summary TIR2 INFRASTRUCTURE REFRESH PH II 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 339,922 $ 339,922 $ FY 2012 14,824,436 $ 14,824,436 $ Previous 460 TECHNOLOGY CAP IMPROVEMENT 3000 - INFRASTRUCTURE PH II DURANGO 3001 - INFRASTRUCTURE PH II SOUTHEAST 3002 - INFRASTRUCTURE PH II REMOTE TIR2 - INFRASTRUCTURE REFRESH PH II Project Total Projected $ Actuals 307,101 32,821 339,922 $ Year 1 Year 2 FY 2013 26,944,723 $ 26,944,723 $ Projected FY 2012 8,395,668 34,178 6,394,590 14,824,436 $ FY 2014 7,375,183 $ 7,375,183 $ Year 1 Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 Year 2 FY 2013 20,754,550 5,982,814 207,359 26,944,723 $ FY 2014 7,375,183 7,375,183 $ 1043 - $ - $ - $ - $ - $ - $ Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 - $ - $ 5-Year Total 34,319,906 $ 34,319,906 $ 5-Year - $ Total 28,129,733 5,982,814 207,359 34,319,906 $ Total Project 49,484,264 49,484,264 Total Project 36,832,502 6,015,635 241,537 6,394,590 49,484,264 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Operating Cost Summary Projected FY 2012 Post-Deployment Managing Dept Operating Costs Supplies & Services $ Total $ - Year 1 FY 2013 $ $ 1044 - Year 2 FY 2014 $ $ - Year 3 FY 2015 $ $ - Year 4 FY 2016 Year 5 FY 2017 $ 1,200,000 $ 1,200,000 $ 2,000,000 $ 2,000,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Integrated Workplace Management System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Facilities Management Region Development Services Information Technology Enterprise Technology FY 2013 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 IWMS INTEGRATED WORKPLACE MGMT SYS 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals Projected Year 1 Year 2 FY 2012 FY 2013 FY 2014 - $ 263,612 $ 859,388 $ - $ 263,612 $ 859,388 $ 1045 - $ - $ Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 - $ - $ - $ - $ 5-Year - $ - $ Total 859,388 $ 859,388 $ Total Project 1,123,000 1,123,000 Maricopa County Annual Business Strategies FY 2013 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 Previous NICE SHERIFF NICE VISION 461 - DETENTION TECH CAP IMPROVEMENT $ Project Total $ Projected Actuals - $ - $ FY 2012 29,324 $ 29,324 $ Year 1 Year 2 FY 2013 5,670,676 $ 5,670,676 $ Year 3 FY 2014 1046 Year 4 FY 2015 - $ - $ Year 5 FY 2016 - $ - $ 5-Year FY 2017 - $ - $ - $ - $ Total 5,670,676 $ 5,670,676 $ Total Project 5,700,000 5,700,000 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Radio System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Various locations around the County Enterprise Technology None FY 2016 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 FY 2011 Actual NA Measure Percent "Uptime" of Radio Network FY 2012 Forecast 99.0% FY 2013 Projected with Capital Improvement 99.0% Funding/Cost Summary Previous RDIO RADIO SYSTEM 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Actuals 126,662 $ 126,662 $ Projected Year 1 FY 2012 7,358,546 $ 7,358,546 $ Year 2 FY 2013 47,554,380 $ 47,554,380 $ FY 2014 31,802,785 $ 31,802,785 $ Year 3 FY 2015 27,651,960 $ 27,651,960 $ Year 4 Year 5 FY 2016 16,856,897 $ 16,856,897 $ 5-Year FY 2017 - $ - $ Total Total 123,866,022 $ 123,866,022 $ Project 131,351,230 131,351,230 Operating Cost Summary Projected FY 2012 Post-Deployment Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - Year 1 FY 2013 $ $ 1047 205,920 42,000 247,920 Year 2 FY 2014 Year 3 FY 2015 Year 4 FY 2016 $ 178,786 205,920 678,000 $ 1,062,706 $ 323,445 462,251 2,798,000 $ 3,583,696 $ 397,222 2,225,702 3,940,000 $ 6,562,924 Year 5 FY 2017 $ 409,138 3,537,738 3,798,000 $ 7,744,876 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Sheriff Headquarters IT Infrastructure Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: 5th Avenue and Madison Facilities Management Sheriff Information Technology August, 2013 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 SHQI SHERIFF HQ PROJECT IT INFRA 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Projected Actuals - $ - $ FY 2012 775,672 $ 775,672 $ Year 1 FY 2013 18,044,810 $ 18,044,810 $ Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 FY 2017 1048 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 18,044,810 $ 18,044,810 $ Total Project 18,820,482 18,820,482 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Transportation Capital Improvement Program Summary The Maricopa County Department of Transportation (MCDOT) 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 MCDOT for making transportation improvements to roadways and bridges, acquiring rights-of-way, developing Intelligent Transportation Systems (ITS) and conducting future studies of County roadways. MCDOT staff, representatives from cities and towns, and the public recommend projects for inclusion in the TIP. MCDOT then internally prepares its recommendations for future roadway improvements. Funding from all available sources is then matched against the proposed projects. MCDOT 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. MCDOT funds the TIP through several resources. The primary source is the County’s distribution from the State of Arizona Highway User Revenue Fund (HURF). By state law 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 $55,343,475. Federal funding for FY 2013 is projected to be $45,046,146 with the majority of the federal funding ($42.3 million) for the Northern Parkway project. Partnership contributions are projected to be $11,106,412 with the majority of the funding also for the Northern Parkway project. 1049 Maricopa County Annual Business Strategies FY 2013 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 2013 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 for FY 2013 is $103,932,010. The major expenditure is for Northern Parkway Phase 1 which is 43% of the FY 2013 budget. Construction started in March 2012 with construction scheduled for completion in FY 2013. Other major construction expenditures include improvements to County Arterials ($7.6 million); Pavement Preservation ($6.8 million); Safety Improvements ($2.6 million); Dust Mitigation ($4.3 million) and Traffic Improvements ($6.6 million). A total of 15 projects are planned to be completed in FY 2013. Project Detail A total of 12 capital project bins are budgeted for as follows: 234 TRANSPORTATION CAPITAL PROJECTS ALCP - MAG ALCP PROJECTS ARTS - COUNTY ARTERIALS BRIG - BRIDGE PRESERVATION DMIT - DUST MITIGATION INTL - INTELLIGENT TRANS SYST ITS PAVE - PAVEMENT PRESERVATION PSUP - PARTNERSHIP SUPPORT RWAY - RIGHT-OF-WAY SAFE - SAFETY PROJECTS TADM - TRANSPORTATION ADMINISTRATION TIMP - TRAFFIC IMPROVEMENTS TPLN - TRANSPORTATION PLANNING Project Total Previous Projected Year 1 Year 2 Year 3 Actuals FY 2012 FY 2013 FY 2014 FY 2015 $ 61,527,630 $ 17,419,627 $ 56,214,030 $ 17,125,030 $ 15,835,000 $ 81,288,874 6,778,849 7,580,000 7,755,000 11,640,000 66,548,673 8,596,626 2,635,000 670,000 30,000 22,551,895 4,187,685 4,255,750 3,335,000 3,055,000 4,825,567 1,803,700 1,346,000 90,000 1,460,000 48,785,358 33,227,310 6,773,000 2,030,000 1,000,000 20,302,986 2,375,667 2,140,000 540,000 540,000 2,521,309 68,779 280,000 180,000 180,000 4,354,902 2,412,292 2,560,000 3,310,000 3,570,000 4,731,182 3,215,147 11,678,230 2,403,230 2,543,230 32,536,393 4,511,450 6,640,000 4,203,000 1,230,000 8,641,711 1,759,632 1,830,000 1,630,000 1,630,000 $ 358,616,480 $ 86,356,764 $ 103,932,010 $ 43,271,260 $ 42,713,230 $ Year 4 Year 5 FY 2016 FY 2017 33,360,000 $ 55,755,000 18,940,000 3,105,000 530,000 530,000 3,030,000 3,030,000 280,000 280,000 4,030,000 4,030,000 2,140,000 2,140,000 280,000 1,230,000 8,775,000 510,000 2,568,230 2,353,230 2,230,000 2,730,000 1,830,000 1,830,000 77,993,230 $ 77,523,230 5-Year Total Total $ 178,289,060 $ 49,020,000 $ 4,395,000 $ 16,705,750 $ 3,456,000 $ 17,863,000 $ 7,500,000 $ 2,150,000 $ 18,725,000 $ 21,546,150 $ 17,033,000 $ 8,750,000 $ 345,432,960 Project $ 257,236,317 $ 137,087,723 $ 79,540,299 $ 43,445,330 $ 10,085,267 $ 99,875,668 $ 30,178,653 $ 4,740,088 $ 25,492,194 $ 29,492,479 $ 54,080,843 $ 19,151,343 $ 790,406,204 Managing for Results for All Projects Purpose Statements The purpose of the Build Roads and Structures Program is to provide transportation infrastructure project delivery services to the Maricopa County traveling public so they can receive infrastructure improvements on time and within budget. The purpose of the Engineer Roads and Structures Program is to provide engineering, road and structure design, utility coordination, right-of-way regulation, and Improvement District Administration services to transportation professionals so they can complete projects in compliance with applicable standards providing safe and efficient right-of-way infrastructure. The purpose of the Transportation Planning Program is to provide planning, programming, community and government relations and environmental services to departments management and the Board of Supervisors so they can have the information available from which to make technically sound, timely, and informed decisions. 1050 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Strategic Goal By June 30, 2014, Maricopa County Department of Transportation 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 Strategic Plan Activities Supported • • • • Article 5 Procurement Land Surveying Techniques Materials Technology Roadway Construction • Transportation System Development • Transportation Construction Management Transportation Improvement Program Management Transportation Project Management • • Result Measure FY 2011 FY 2012 FY 2013 Actual RESULT MEASURE Forecast Budget Percent of Transportation Improvement Program projects delivered on time 78% 87% 85% Note: 15 projects were planned for completion in FY 2012. A total of 31 projects are projected to be completed in FY 2012 which includes 8 projects that started construction in FY 2011, 13 planned projects and 10 added/advanced projects to replace delayed projects. 1051 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Bridge Preservation Managing Department: Project Partner(s): Capital Improvement Transportation T254 Flood Control District Scheduled Completion Dates: Improvement Miller Road Bridge at Buckeye Irrigation Canal District 4 Scheduled Completion 3rd Qtr FY 2013 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: T254 – Riggs Road at Sonoqui Wash The Flood Control District is constructing the bridge as part of their channelization project. The County will contribute $2.7 million toward construction of the bridge. Bridge construction started last year and is expected to be completed in the summer of 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 $950,000 is budget in FY 2013 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 Avenue Bridge at the Salt River The purpose of this study is to determine the type and cost of a bridge at 75th Avenue across the Salt River. A total of $980,000 is budgeted to complete the study during FY 2013 and begin design. T405 – 91st Avenue Southern to Broadway 91st Avenue is one of four crossings being considered for a bridge. A scoping study was started in FY 2012 to determine if the future traffic justified building a bridge at this location. A total of $130,000 is budgeted to complete the study during FY 2013. T428 – 79th Place South of Apache 79th Place provides access to the Desert Sage subdivision. It floods during storm events closing the road. A scoping study was started in FY 2012 to determine the cost and type of structure needed to eliminate the existing low flow crossing and provide all-weather access and reduce maintenance cost. A total of $45,000 is budgeted to complete the study during FY 2013. 1052 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Funding/Cost Summary: Cost by Sub-Project T254 - RIGGS RD AT SONOQUI WASH T304 - MILLER RD BRIDGE AT BID CANAL T383 - 75th AVE BRIDGE AT SALT RIVER T405 - 91ST AVE BASELINE TO BROADWAY Project Total Previous Projected Year 1 Year 2 Year 3 Actuals FY 2012 FY 2013 FY 2014 FY 2015 1,061,624 3,170,825 344,588 103,785 950,000 121,709 980,000 540,000 203,499 130,000 $ 1,406,212 $ 3,599,818 $ 2,060,000 $ 540,000 $ Year 4 FY 2016 - $ Year 5 FY 2017 - $ 5-Year Total 950,000 1,520,000 130,000 - $ 2,600,000 Total Project 4,232,449 1,398,373 1,641,709 333,499 $ 7,606,030 Operating Cost Summary: No additional funds are being requested. It is expected that only minimal maintenance (striping, right-ofway maintenance) will be required for several years resulting no net increase. 1053 Maricopa County Annual Business Strategies FY 2013 Adopted Budget County Arterials Managing Department: Project Partner(s): Capital Improvement Transportation T251 – Town of Queen Creek Scheduled Completion Dates: Improvement Deer Valley Road El Mirage to Lake Pleasant Riggs Road: Ellsworth to Meridian Riggs Road: Hawes to Ellsworth Riggs Road: Power to Hawes District 4 4 2 2 Scheduled Completion 4th QTR FY 2016 4th QTR FY 2018 4th QTR FY 2014 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: 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 $31.9 million. A total of $1.8 million is budgeted in FY 2013 for design. 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 $2.1 million toward the project. Construction is planned for FY 2018 and is subject to obtaining funding. A total of $2,430,000 is budgeted in FY 2013 to complete the cultural resource data recovery and design. T375 – Riggs Road from Hawes to Ellsworth 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. This segment will be expanded to have two travel lanes in each direction and a dual center turning lane, paved shoulders, drainage improvements and alignment improvements. A total of $1,670,000 is budgeted in FY 2013 to complete design, acquire right of way and relocate utilities prior to starting construction in FY 2014. T406 – Riggs Road from Power to Hawes Riggs Road is expected to be a regional route once the segment from Ellsworth to Meridian is opened. In anticipation this segment will be expanded to have two travel lanes in each direction and a dual center turning lane, paved shoulders, drainage improvements and alignment improvements so travelers will have a safer route to travel. Total cost is estimated to be $7.2 million. Construction is tentatively planned for FY 2016 with $650,000 budgeted to complete design in FY 2013. 1054 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement 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 one additional project. T404 – Olive from El Mirage to White Tanks This scoping study will determine the type and cost of roadway improvements needed, i.e. travel lanes, turning lanes, paved shoulders, drainage improvements and alignment improvements so travelers will have a safer route to travel. Construction is not currently planned and is dependent on the total project cost and availability of funds. A total of $500,000 is budgeted in FY 2013 to complete the scoping study. Funding/Cost Summary: Previous Cost by Sub-Project T248 - DEER VALLEY EL MIRAGE TO LK P T251 - RIGGS ELLSWORTH TO MERIDIAN T375 - RIGGS RD HAWES TO ELLSWORTH T405 - 91ST AVE BASELINE TO BROADWAY T406 - RIGGS RD POWER TO HAWES Project Total Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Project 2,322,572 567,778 1,800,000 2,850,000 9,370,000 14,970,000 28,990,000 31,880,350 51,955 411,972 2,430,000 2,075,000 4,505,000 4,968,927 145,213 1,670,000 2,850,000 4,520,000 4,665,213 203,499 130,000 130,000 333,499 351,437 650,000 1,525,000 1,740,000 2,940,000 6,855,000 7,206,437 $ 2,374,527 $ 1,679,899 $ 6,680,000 $ 7,225,000 $ 11,110,000 $ 17,910,000 $ 2,075,000 $ 45,000,000 $ 49,054,426 Operating Cost Summary: No additional funds are being requested. It is expected that only minimal maintenance (striping, right-ofway maintenance) will be required for several years resulting no net increase. 1055 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Dust Mitigation Managing Department: Project Partner(s): Transportation T249 Federal funds Scheduled Completion Dates: Improvement 56th Street Montgomery to Lone Mountain Low volume Roads CAT I Low volume Roads CAT II Low volume Roads CAT III GRIC LVR Air Quality Paving District 3 2,3,4 3,4,5 3,4,5 5 Scheduled Completion 4th Qtr FY 2013 4th Qtr FY 2013 4th Qtr FY 2014 4th Qtr FY 2015 4th Qtr FY 2013 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: T399 – 56th Street from Montgomery to Lone Mountain 56th Street was paved to reduce dust particulates. It is on a section line alignment. The road will be designed to the city’s minor arterial standard Negotiations have started to have the City of Phoenix annex this segment. A total of $420,000 is budgeted in FY 2013 to design additional improvements to the city’s minor arterial standard. T409 – FY 12 Low Volume Roads Category I This project will pave 8.39 miles to reduce fugitive dust so that cyclists and motorists will have a safer, less dusty route to travel. The estimated construction cost is $2,500,000. T410 – FY 12 Low Volume Roads Category II This project will pave 3.45 miles to reduce fugitive dust so that motorists will have a safer, less dusty route to travel. The estimated construction cost is $2,500,000 with $230,000 budgeted in FY 2013 to complete design. Construction is planned for FY 2014. T411 – FY 12 Low Volume Roads Category III This project will pave 3.67 miles to reduce fugitive dust so that motorists will have a safer, less dusty route to travel. The estimated construction cost is $2,500,000. Construction is planned for FY 2015. T423 – Gila River Low Volume Roads Air Quality Paving The Gila River Indian Community provided grant funding in the amount of $365,750 to pave 1.35 miles of local roads in District 5 to reduce fugitive dust so that motorists will have a safer, less dusty route to travel. The estimated construction cost is $395,750. 1056 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Funding/Cost Summary: Previous Cost by Sub-Project T399 - 56TH ST MONTGOMERY TO LONE MTN T409 - FY 12 CAT I LVR T410 - FY 12 CAT II LVR T411 - FY 12 CAT III LVR T423 - GRIC LVR AQ PAVING Project Total Projected Year 1 Year 2 Year 3 Year 4 Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 27,418 710,296 420,000 338,808 2,680,000 52,739 230,000 2,535,000 38,509 270,000 2,525,000 36,052 395,750 $ 27,418 $ 1,176,404 $ 3,725,750 $ 2,805,000 $ 2,525,000 $ Year 5 5-Year FY 2017 - $ - $ Total Total Project 420,000 1,157,714 2,680,000 3,018,808 2,765,000 2,817,739 2,795,000 2,833,509 395,750 431,802 9,055,750 $ 10,259,572 Operating Cost Summary: No additional funds are being requested. It is expected that only minimal maintenance (striping, right-ofway maintenance) will be required for several years resulting no net increase. 1057 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Intelligent Transportation Systems (ITS) Managing Department: Project Partner(s): Transportation All – MAG has allocated Federal funds Scheduled Completion Dates: Improvement Olive Avenue: Litchfield Road to State Route 101 MC 85 from Litchfield Road to 83rd Avenue District Scheduled Completion 4 4th Qtr FY 2013 5 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: T292 – Olive Avenue between Litchfield Road and Loop 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. A total of $946,000 is budgeted in FY 2013 for construction. 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. A total of $170,000 is budgeted in FY 2013 to complete design. Funding/Cost Summary: Sources T292 - OLIVE AVE LTCHFLD TO LP101 ITS Project Total Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Project $ - $ - $ 756,129 $ - $ - $ - $ - $ 756,129 $ $ - $ - $ - $ - $ - $ - $ - $ 756,129 $ Previous Cost by Sub-Project T292 - OLIVE AVE LTCHFLD TO LP101 ITS T352 - MC85 LITCHFIELD 83RD AV ITS Project Total Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 151,656 18,268 946,000 117,649 170,000 60,000 1,430,000 $ 151,656 $ 135,917 $ 1,116,000 $ 60,000 $ 1,430,000 $ - $ - $ Operating Cost Summary: No additional funds are being requested. 1058 5-Year 756,129 756,129 Total Total Project 946,000 1,115,924 1,660,000 1,777,649 2,606,000 $ 2,893,573 Maricopa County Annual Business Strategies FY 2013 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, T347, T369 – Cities of El Mirage, Glendale & Surprise T305 - City of Mesa & Town of Gilbert 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 2014 El Mirage Northern to Peoria 4 4th QTR FY 2016 th Northern Avenue: Dysart to 111 Avenue 4th QTR FY 2018* 4 Northern Avenue: Reems & Litchfield Overpasses 4 4th QTR FY 2015* Northern Avenue: Northern at Loop 101 4 4th QTR FY 2017* Power Road from Pecos to Loop 202 (Santan 1 Per Mesa’s schedule Freeway) El Mirage Thunderbird to Grand Per El Mirage’s schedule 4 Thunderbird El Mirage to Grand 4 Per El Mirage’s schedule Gilbert Road Bridge over the Salt River 1,2 To Be Negotiated (TBN)* Dobson Road Bridge at Salt River 1,2 TBN* Northern Avenue: Dysart Overpass TBN* 4 McKellips Road Loop 101 to Alma School 2 TBN* *Completion date subject to finalizing project obligation authority and/or 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. Most projects have slipped one to two years due to this lack of funding. The County lacks sufficient funds to complete these projects on its own and must secure financial partnerships to complete the projects. 1059 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement Project Descriptions: T195 – Northern Avenue: Loop 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 Loop 303 so the traveling public has a safer and more efficient commute. The current estimate is $315.7 million to construct with MAG providing $236 million. 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 construction in FY 2012. Total cost for this first phase is estimated to be $66.6 million with $44.6 million budgeted for FY 2013 to complete construction and purchase right-of-way to protect the future alignment. 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 $48 million, 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 2017 with $4 million budget to start the project. T305 – Power Road Pecos to San Tan Freeway The purpose of this project is to improve Power Road from Pecos Road to Loop 202 (Santan Freeway). Improvements will include widening the roadway to a six lane Urban Principal Arterial roadway with raised landscape medians, dual left turn lanes at major intersections, bike lanes, curb and gutter, driveways, bus stops and pullouts, landscape areas, signage and street lighting. The City of Mesa will lead the Project. Gilbert and Mesa will annex any remaining unincorporated portions of Power Road within the limit of the Project and will be responsible for the operation and maintenance of the Project located within each of their respective jurisdiction. The total estimated cost of the roadway improvements is $28,704,431. The County’s estimated net cost share responsibility is $4,130,060 made in two payments at the start and end of construction. 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 $25 million and shortened the length of the bridge. Now estimated to cost $39.2 million, 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 $5,000 is budgeted in FY 2013 to continue partnership negotiations. Construction is contingent on successful financial partnership formation. 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 $7 million which is a significant reduction from the initial estimate of $18.8 million. Design is underway and a total of $4 million is budgeted in FY 2013 to complete design, purchase right-of-way and relocate utilities. Construction is tentatively planned for FY 2014. The City of Surprise will contribute $1 million toward the project. 1060 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement T342 – McKellips Road Loop 101 to Alma School This project will widen McKellips Road to six lanes creating a rural principal arterial with center median. Estimated cost is $45.8 million. 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 2014 and is contingent on successful financial partnership formation. T344 – El Mirage Road: Northern to Cactus This project emanated from the study of El Mirage Road from Northern to Bell (T167) and is one of five planned phased improvements. The purpose of this project is to design the widening of El Mirage from Northern to Cactus to include the intersection at Cactus from two to four lanes with a dual left turn lane in the middle. A total of $430,000 is budgeted in FY 2013 to complete design efforts. Construction is planned for FY 2015 as part of T367 El Mirage Northern to Peoria. T347 – Northern Avenue: Dysart to 111th Avenue This is one of four projects in 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. The estimated cost for this project is $33.4 million with $1,350,000 budget for FY 2013. A total of $87.9 million in federal funding is available for this phase with the majority of the funding scheduled to be available in FY 2017 timeframe. Obligation authority from the Federal Highway Authority (FHWA) is needed to start design. This schedule is contingent on receiving FHWA obligation authority and sufficient partner funding being available. T367 – El Mirage Road: Northern to Peoria This project emanated from the study of El Mirage Road from Northern to Bell (T167) and is one of five planned phased improvements. The purpose of this project is to design the widening of El Mirage from Cactus to 1500 feet south of Peoria, right-of-way acquisition and construction from Northern to 1500 feet south of Peoria. A total of $830,000 is budgeted in FY 2013 to begin design. T368 – El Mirage Road: Thunderbird to Grand This project emanated from the study of El Mirage Road from Northern to Bell (T167) and is one of five planned phased improvements. The purpose of this project is to widen El Mirage Road from Thunderbird to Grand 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 $6 million 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 $11.4 million is budget for this phase with $470,000 budgeted for FY 2013 to complete design. Obligation authority from the Federal Highway Authority (FHWA) is needed to start design. This schedule is contingent on receiving FHWA obligation authority and sufficient partner 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) and is one of five planned phased improvements. 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 1061 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement County will contribute up to $6 million total toward the projects in the El Mirage corridor from Northern to Picerne. The schedule is contingent on sufficient funding being available. T372 – Northern Avenue: Northern at Loop 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 $11.4 million is budget for this phase 2 project with design to start in FY 2015. This schedule is contingent on sufficient funding being available. T427 – Northern Avenue: Dysart Overpass The Dysart overpass is 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 $32.2 million is budget for this phase 2 project. Design is tentatively planned to start in FY 2017. Obligation authority from the Federal Highway Administration (FHWA) is needed to start design. This schedule is contingent on receiving FHWA obligation authority and sufficient partner funding being available. Funding/Cost Summary: Sources T195 - NORTHERN AVE SR 303 TO GRAND Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Project $ 10,673,837 $ 16,937,004 $ 43,634,929 $ 3,046,926 $ 3,046,926 $ 4,479,976 $ 500,000 $ 54,708,757 $ 82,319,598 T199 - DOBSON RD BRIDGE AT SALT RIVER - - - - - 7,686,703 10,945,700 18,632,403 18,632,403 T339 - GILBERT ROAD BRIDGE - - - - 1,673,195 2,057,110 10,274,000 14,004,305 14,004,305 T341 - EL MIRAGE PICERNE TO BELL - 250,000 - 250,000 750,000 - - 1,000,000 1,250,000 T342 - MCKELLIPS RD I10 TO ALMA SCHL - - - - - 8,616,042 7,439,000 16,055,042 16,055,042 T344 - EL MIRAGE: NORTHERN TO CACTUS - - 1,140,000 - - - - 1,140,000 1,140,000 T347 - NORTHERN PARKWAY PHASE II - - - 5,000,000 4,030,000 11,702,728 10,669,000 31,401,728 31,401,728 T367 - EL MIRAGE: NORTHERN TO PEORIA - - - - 5,961,000 3,894,000 - 9,855,000 9,855,000 T369 - NORTHERN REEMS LTCHFLD OVRPS - - - - - 7,030,000 - - 4,842,163 Project Total $ 10,673,837 $ 17,187,004 $ 44,774,929 $ Previous Cost by Sub-Project T195 - NORTHERN AVE SR 303 TO GRAND T199 - DOBSON RD BRIDGE AT SALT RIVER T305 - POWER RD PECOS TO SANTAN FWY T339 - GILBERT ROAD BRIDGE T341 - EL MIRAGE PICERNE TO BELL T342 - MCKELLIPS RD I10 TO ALMA SCHL T344 - EL MIRAGE: NORTHERN TO CACTUS T347 - NORTHERN PARKWAY PHASE II T367 - EL MIRAGE: NORTHERN TO PEORIA T369 - NORTHERN REEMS LTCHFLD OVRPS Project Total Projected Year 1 8,296,926 $ 15,461,121 $ 45,466,559 $ 39,827,700 $ 146,797,235 $ 179,500,239 Year 2 Year 3 Year 4 Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 15,400,064 13,461,315 44,534,000 2,095,000 2,095,000 3,826,015 1,113 31,301 4,394 2,065,030 2,065,030 8,939 8,143 5,000 5,000 270,854 349,868 4,000,000 2,420,000 1,100,000 2,050,000 20,650,000 77,386 298,652 430,000 110,000 30,000 22,365 1,388,971 1,350,000 720,000 6,100,000 2,951 315,974 830,000 3,980,000 4,050,000 432,072 470,000 4,100,000 6,400,000 $ 19,639,875 $ 16,260,502 $ 53,684,030 $ 16,595,030 $ 14,625,000 $ 26,750,000 $ Year 5 FY 2017 4,075,000 4,900,000 22,050,000 14,000,000 45,025,000 5-Year Total Total Project 48,724,000 77,585,379 4,075,000 7,902,128 4,130,060 4,165,755 4,910,000 4,927,082 6,420,000 7,040,722 45,850,000 45,850,000 570,000 946,038 22,170,000 23,581,336 8,860,000 9,178,925 10,970,000 11,402,072 $ 156,679,060 $ 192,579,437 Operating Cost Summary: No additional funds are being requested. The projects on Northern, El Mirage and Power will be annexed by partners. 1062 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Partnership Support Managing Department: Project Partner(s): Capital Improvement Transportation Scheduled Completion Dates: Improvement Special Projects Small Cities Assistance Program District Scheduled Payment Date TBD 4th QTR 2013 TBD 4th QTR 2013 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 $1.5 million 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. Funding/Cost Summary: Previous Cost by Sub-Project T003 - SPECIAL PROJECTS T009 - SMALL CITIES ASSIST PROG Project Total Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 $ 3,537,292 $ 1,600,886 $ 1,510,000 $ 10,000 $ 10,000 $ 1,510,000 $ 1,510,000 $ 1,759,289 745,764 500,000 500,000 500,000 500,000 500,000 $ 5,296,581 $ 2,346,650 $ 2,010,000 $ 510,000 $ 510,000 $ 2,010,000 $ 2,010,000 $ Operating Cost Summary: Not applicable 1063 5-Year Total Total Project 4,550,000 $ 9,688,178 2,500,000 5,005,053 7,050,000 $ 14,693,231 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Pavement Preservation Managing Department: Project Partner(s): Capital Improvement Transportation None Scheduled Completion Dates: Improvement Ft McDowell, Mohave, Yavapai Drainage Buckeye Yard Improvements Vehicle Locating System and Radio Upgrade District Scheduled Completion 2nd QTR FY 2013 2 4th QTR FY 2013 4 N/A 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: 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 $640,000 for FY 2013 for the purchase of the vehicle locating systems and radios. T332 – Ft McDowell, Mohave, Yavapai Drainage The purpose of this project is to address drainage issues at four locations on Ft McDowell Rd. Estimated cost is $800,000 with $630,000 budgeted in FY 2013 to complete the project. 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 $5.3 million with $4.7 million budgeted in FY 2013 for construction. Funding/Cost Summary: Previous Cost by Sub-Project T291 - VLS AND RADIO UPGRADE T332 - FT MCDOWELL DRAINAGE SCOPING T378 - TRAFFIC SGNL AT OLIVE-SARIVAL Project Total Projected Year 1 Year 2 Actuals FY 2012 FY 2013 FY 2014 992,273 616,880 640,000 57,006 109,326 630,000 38,264 46,640 320,000 $ 1,087,543 $ 772,846 $ 1,590,000 $ Operating Cost Summary: No additional funds are being requested. 1064 - $ Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 - $ - $ 5-Year - $ Total Total Project 640,000 2,249,153 630,000 796,332 320,000 404,904 1,590,000 $ 3,450,389 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement 1065 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Transportation Planning Managing Department: Project Partner(s): Capital Improvement Transportation Town of Buckeye and the City of Surprise Scheduled Completion Dates: Study District Scheduled Completion Deer Valley Parkway: US 60 to Turner Parkway 4 4th quarter of FY 2013 Wild Rose Parkway: Sun Valley to US 60 4 4th quarter of FY 2013 Camelback Parkway – Sun Valley Pkwy to 4th quarter of FY 2014 4 Tonopah Pkwy Dove Valley Parkway – US60 to Hidden Water 4th quarter of FY 2014 4 Parkway Greenway Parkway – Sun Valley Pkwy to 4th quarter of FY 2014 4 Hassayampa Freeway 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 $1.6 million is budgeted in FY 2013 for planning studies. Study Descriptions: T005 – Deer Valley/Beardsley 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 $385K. 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 City of Surprise is within the 11 mile study corridor. The estimated study cost is $385K. The study is planned for completion in FY 2013. T005 – Camelback Parkway – Sun Valley Pkwy to Tonopah Parkway This Parkway Feasibility Study will focus only on corridor feasibility and alignment. The Town of Buckeye is within the 15 mile study corridor. The estimated study cost is $360K. The study is planned for completion in FY 2014. T005 – Dove Valley Parkway – US60 to Hidden Water Parkway This Parkway Feasibility Study will focus only on corridor feasibility and alignment. The City of Surprise is within the 10 mile study corridor. The estimated study cost is $350K. The study is planned for completion in FY 2014. 1066 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement T005 – Greenway Parkway – Sun Valley Pkwy to Hassayampa Freeway This Parkway Feasibility Study will focus only on corridor feasibility and alignment. The Town of Buckeye is within the 5 mile study corridor. The estimated study cost is $300K. The study is planned for completion in FY 2014. Funding/Cost Summary: Cost by Sub-Project T005 - CANDIDATE ASSESSMENT REPORTS Project Total Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals $ 8,641,711 $ 8,641,711 FY 2012 $ 1,759,632 $ 1,759,632 FY 2013 $ 1,600,000 $ 1,600,000 FY 2014 $ 1,600,000 $ 1,600,000 FY 2015 $ 1,600,000 $ 1,600,000 FY 2016 $ 1,600,000 $ 1,600,000 FY 2017 $ 1,600,000 $ 1,600,000 Operating Cost Summary: Not applicable 1067 5-Year $ $ Total 8,000,000 8,000,000 Total Project $ 18,401,343 $ 18,401,343 Maricopa County Annual Business Strategies FY 2013 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 $50,000. 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 2013 budget is $100,000 to acquire right-of-way when identified. Funding/Cost Summary: Previous Cost by Sub-Project T008 - PROP MGMT PRIOR YEARS PROJECTS T011 - ROW IN FILL ROAD INVENTORY SYS Project Total Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 $ 175,243 $ 19,960 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 1,547,977 48,519 100,000 100,000 100,000 100,000 900,000 $ 1,723,220 $ 68,479 $ 150,000 $ 150,000 $ 150,000 $ 150,000 $ 950,000 $ Operating Cost Summary: Not applicable 1068 5-Year Total Total Project 250,000 $ 445,203 1,300,000 2,896,496 1,550,000 $ 3,341,699 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Safety Improvements Managing Department: Project Partner(s): Capital Improvement Transportation None Scheduled Completion Date: Improvement MC 85 at 83rd Avenue District Scheduled Completion 4th quarter of FY 2016 5 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: T345 – MC 85 at 83rd Avenue This project will create a constant roadway profile from 107th Avenue to 75th Avenue by adding a dual center turning lane where currently missing, improve the 83rd Avenue intersection plus overlay the roadway from 107th Avenue to 75th Avenue so the traveling public will have a safer commute. The estimated cost is $18.8 million with $2,050,000 budgeted in FY 2013 to complete design and begin buying right-of-way. Construction is tentatively planned to start in mid FY 2015. Funding/Cost Summary: Cost by Sub-Project T345 - MC85 AT 83RD CTR TURN LN EXP Project Total Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals $ 475,237 $ 475,237 FY 2012 $ 644,897 $ 644,897 FY 2013 $ 2,050,000 $ 2,050,000 FY 2014 $ 3,300,000 $ 3,300,000 FY 2015 $ 3,560,000 $ 3,560,000 FY 2016 $ 8,265,000 $ 8,265,000 FY 2017 Operating Cost Summary: Not applicable 1069 $ $ 5-Year Total - $ 17,175,000 - $ 17,175,000 Total Project $ 18,295,134 $ 18,295,134 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Traffic Improvements Managing Department: Capital Improvement Transportation T272 Gila River Indian Community T281 Town of Queen Creek Scheduled Completion Dates: Improvement Southern at Meridian Road Elliot at Sossaman Olive at Reems Traffic Calming Broadway at Watson Baseline at Miller Olive at Sarival Avondale Blvd at MC 85 Sun City Pedestrian Signals Oakmont at 107th Ave Empire at Meridian Dynamite at 52nd St District 2 1 4 All 4 4 4 5 4 4 1 3 Scheduled Completion 4th Qtr FY 2013 3rd Qtr FY 2013 4th Qtr FY 2013 On-going 2nd Qtr FY 2014 2nd Qtr FY 2014 4th Qtr FY 2014 4th Qtr FY 2014 4th Qtr FY 2013 4th Qtr FY 2013 4th Qtr FY 2014 4th Qtr FY 2014 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 $1 million is budgeted for scoping studies and design in FY 2013. 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 $2.3 million with $1.6 million budgeted in FY 2013 for construction. 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 $2.5 million with $1,520,000 budgeted in FY 2013 for construction. 1070 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement 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. A total of $310,000 is budgeted in FY 2013 for design. 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 $200,000 is budgeted in FY 2013 for this effort. 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 $125,000 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 $125,000 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. A total of $320,000 budgeted in FY 2013 for design. T391 – Avondale Blvd at MC 85 Requested by the City of Avondale, this project will install traffic signals, make other improvements and railroad safety improvements at this intersection 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 $2.4 million. A total of $130,000 budgeted in FY 2013 to complete design. Construction is expected to programmed for FY 2014 as part of next year’s budget preparation. T396 – Sun City Pedestrian Signals This project will install pedestrian signals at R H Johnson and 138th Avenue and at Camino del Sol and 138th to improve safety. A total of $660,000 budgeted in FY 2013 to complete the project. T398 – Oakmont at 107th 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. A total of $490,000 budgeted in FY 2013 to complete the project. T420 – Empire at Meridian 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. A total of $80,000 budgeted in FY 2013 for design. Construction is expected to programmed for FY 2014 as part of next year’s budget preparation. 1071 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement T424 – Dynamite at 52nd Street 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. A total of $230,000 budgeted in FY 2013 for design. Construction is expected to programmed for FY 2014 as part of next year’s budget preparation. In addition to the above projects a scoping study will be conducted for: T425 –MC 85 at Jackrabbit Road This study will determine the cost to replace obsolete traffic signals and make intersection improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. Total cost of the study is $75,000 with $35,000 budgeted in FY 2013 to complete the scoping study. T426 –University at Signal Butte and at Crismon This study will determine the cost to replace obsolete traffic signals and make intersection improvements to improve safety, reduce congestion, and improve traffic flow so the travelling public will have a safer commute. Total cost of the study is $75,000 with $35,000 budgeted in FY 2013 to complete the scoping study. Funding/Cost Summary: Sources T391 - AVONDALE AT MC 85 Project Total Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Project $ - $ - $ - $ 1,574,000 $ - $ - $ - $ 1,574,000 $ 1,574,000 $ - $ - $ - $ 1,574,000 $ - $ - $ - $ 1,574,000 $ 1,574,000 Previous Cost by Sub-Project T004 - WARRANTED TRAFFIC IMPROVEMENTS T315 - SOUTHERN AT MERIDIAN T333 - ELLIOT RD AND SOSSAMAN RD T334 - OLIVE AVE AND REEMS RD T365 - TRAFFIC CALMING T373 - BROADWAY AT WATSON SGNL INSTAL T374 - BASELINE AT MILLER SGNL INSTAL T378 - TRAFFIC SGNL AT OLIVE-SARIVAL T391 - AVONDALE AT MC 85 T398 - OAKMONT AT 107TH AVE T420 - EMPIRE AND MERIDIAN T424 - DYNAMITE AT 52ND STREET T425 - MC 85 AT JACKRABBIT RD T426 - UNIVERSITY AT SB CRISMON Project Total Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 $ 211,248 $ $ 1,000,000 $ 1,500,000 $ 1,000,000 $ 2,000,000 $ 2,000,000 $ 462,309 212,352 1,600,000 274,912 561,539 1,520,000 64,705 218,186 310,000 102,259 138,870 200,000 200,000 200,000 200,000 200,000 125,000 125,000 38,264 46,640 320,000 29,087 64,529 130,000 2,223,000 2,772 139,612 490,000 89,993 80,000 230,000 35,000 35,000 4,173,000 $ 1,200,000 $ 2,200,000 $ 2,200,000 $ $ 1,185,556 $ 1,471,721 $ 5,950,000 $ Operating Cost Summary: No additional funds are being requested. 1072 5-Year Total Total Project 7,500,000 $ 7,711,248 1,600,000 2,274,661 1,520,000 2,356,451 310,000 592,891 1,000,000 1,241,129 125,000 125,000 125,000 125,000 320,000 404,904 2,353,000 2,446,616 490,000 632,384 80,000 169,993 230,000 230,000 35,000 35,000 35,000 35,000 15,723,000 $ 18,380,277 Maricopa County Annual Business Strategies FY 2013 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 $450,000 in FY 2013. 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 $10 million has been budgeted for 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 $828,230 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 $400,000 is budget for scoping studies and investigations. Funding/Cost Summary: Previous Cost by Sub-Project T001 - TIP DEVELOPMENT T002 - PROJECT RESERVES ACCOUNT T006 - UNALLOCATED FORCE ACCOUNT T012 - GENERAL CIVIL ENGINEERING Project Total Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total Project $ 2,149,076 $ 403,701 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 2,250,000 $ 4,802,777 104,475 10,000,000 10,000,000 10,104,475 218,453 828,230 1,553,230 1,693,230 1,718,230 1,503,230 7,296,150 7,514,603 450,884 4,330 400,000 400,000 400,000 400,000 400,000 2,000,000 2,455,214 $ 2,704,435 $ 626,484 $ 11,678,230 $ 2,403,230 $ 2,543,230 $ 2,568,230 $ 2,353,230 $ 21,546,150 $ 24,877,069 Operating Cost Summary: Not applicable 1073 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Capital Improvement 1074 Maricopa County Annual Business Strategies FY 2013 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, 2011. 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, 2011, that can be obtained at: http://www.maricopa.gov/finance/CAFR.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, 2011. 1075 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona As of June 30, 2011 Year Ending June 30 2007 2008 2009 2010 2011 GOVERNMENTAL ACTIVITES: Bonds, loans, and other payables: General obligation bonds $ Lease revenue bonds (3) $ 0 $ 0 $ 0 $ 0 181,245,043 173,670,000 163,900,000 153,285,000 142,140,000 6,812,000 4,612,000 0 0 0 103,077 82,519 193,591 174,442 120,533 4,715,000 4,295,000 3,850,000 3,385,000 2,895,000 205,765 0 0 0 0 33,039,132 50,093,644 51,135,339 14,956,315 432,651 $ 226,120,017 $ 232,753,163 $ 219,078,930 $ 171,800,757 $ 145,588,184 $ 29,957 $ 0 $ 0 $ 0 $ 0 $ 29,957 $ 0 $ 0 $ 0 $ 0 Lease trust certificates Special assessment debt with governmental commitment (1) Certificates of participation (3) Installment purchase agreements (3) Capital leases Total Governmental activities 0 BUSINESS-TYPE ACTIVITES: (4) Bonds and other payables: Lease revenue bonds (3) Total Business-type activities 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. Modified to exclude Stadium District bonds and obligations (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. To handle unexpected costs resulting from natural emergencies or other significant unexpected events. 1076 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • Debt Service 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 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 1077 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service 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. The following table represents the County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 1078 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service 2010-11 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2010-11 Secondary Assessed Valuation $ 49,662,543,618 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 7,449,381,543 7,449,381,543 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. 1079 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service Examples of the rating systems are: RATING AGENCIES BOND RATINGS Explanation of corporate/municipal bond ratings Fitch Moody’s Standard & Poor’s Premium quality High quality Medium quality AAA AA A Aaa Aa A AAA AA A Medium grade, lower quality Predominantly speculative Speculative, low grade BBB BB B Baa Ba B BBB BB B Poor to default Highest speculation Lowest quality, no interest CCC CC C Caa Ca C CCC CC C In default, in arrears Questionable value DDD DD D DDD DD D Fitch and Standard & Poor’s may use “+” or “-” to modify ratings while Moody’s may use numerical modifiers such as 1 (highest), 2, or 3. History of Maricopa County’s Debt Rating In 2011, both Standard & Poor's Ratings Services (S&P) and Fitch Ratings affirmed Maricopa County’s issuer credit rating (ICR) and lease revenue refunding bond ratings. Both Standard & Poor’s and Fitch Ratings affirmed the County’s 'AAA' ICR, the highest level rating possible for general obligation bonds, and affirmed its 'AA+' rating for the County’s lease revenue refunding With its diverse economic base, past performance of strong reserve levels, and low direct debt burden, both Standard & Poor’s and Fitch Ratings view Maricopa County's long-term outlook as stable. Standard & Poor’s Rating Service Press Release dated March 28, 2011. Fitch Ratings Press Release dated April 1, 2011, In 2010, 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 Additional information on Maricopa County's bond ratings and the bond rating recalibration can be viewed on the Department of Finance’s webpage: http://www.maricopa.gov/Finance/debt.aspx 1080 Maricopa County Annual Business Strategies FY 2013 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 Aa1 4/30/09 AAA 3/28/11 4/25/07 Aa1 4/26/07 AAA 3/21/07 11/11/03 Aa3 12/6/01 A+ 4/11/97 12/4/01 Aa3 5/26/00 A 5/27/94 4/5/00 A-1 11/6/98 AA 6/2/76 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. 1081 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA Audited 6/30/10 GOVERNMENTAL ACTIVITES Lease Revenue Bonds (5) Certificates of Participation (5) Capital Leases Direct Net Debt Overlapping Debt (1) Overall Net Debt Audited 6/30/11 Projected 6/30/12 Projected 6/30/13 $ 153,285,000 $ 142,140,000 $ 131,555,000 $ 120,350,000 3,385,000 2,895,000 2,375,000 0 14,956,315 432,651 0 0 $ 171,626,315 $ 145,467,651 $ 133,930,000 $ 120,350,000 8,334,595,733 8,302,401,400 8,584,320,974 8,891,445,203 $ 8,506,222,048 $ 8,447,869,051 $ 8,718,250,974 $ 9,011,795,203 Population Estimate (2) Full Value of Taxable Property (3) $ 4,217,427 444,097,352 $ 4,328,379 359,682,346 $ 4,438,459 321,980,895 $ 4,547,590 318,761,086 Ratios (4) Direct Net Debt Per Capita $ 41 $ 34 $ 30 $ 26 Overall Net Debt Per Capita $ 2,017 $ 1,952 $ 1,964 $ 1,982 Direct Net Debt As % of FV Property 0.039% 0.040% 0.042% 0.038% Overall Net Debt As % of FV Property 1.915% 2.349% 2.708% 2.827% 105,301 $ 83,099 $ 72,543 $ 70,095 FV Property Per Capita $ Notes: (1) Projected overlapping debt for 2012 and 2013 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 2011, 2012 and 2013 are based on estimates provided by the Department of Economic Security. Source: www.workforce.az.gov (3) Full Cash Value Taxable Property Estimates for Tax Year 2013 were 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. 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. 1082 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service 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, 2011, the County had no outstanding general obligation debt, (0.00% of taxable property), while the 6 percent limit was $2,979,752,617 and the 15 percent limit was $7,449,381,543. 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 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 1083 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service 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. On August 15, 2011, Maricopa County contributed cash of $744,115 for early redemption of the Lease Revenue Bonds, Series 2001, which mature July 1, 2012, at par plus accrued interest. SUMMARY OF LEASE REVENUE BOND PRINCIPAL AMOUNTS OUTSTANDING BY ISSUE As of June 30, 2011 Bond Issue Amount 2001 Lease Revenue Bonds $ 7,930,000 2003 Lease Revenue Refunding Bonds 820,000 2007A Lease Revenue Bonds 100,550,000 2007B Lease Revenue Refunding Bonds 32,840,000 Total $ 142,140,000 1084 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2011 Governmental Activities Year Ending June 30 2012 2013 2014 2015 2016 2017-21 2022-26 2027-31 2032 Total Principal $ 10,585,000 11,205,000 11,375,000 11,840,000 12,470,000 20,195,000 25,405,000 31,905,000 7,160,000 $ 142,140,000 $ $ Interest 6,103,790 5,602,040 5,118,505 4,579,180 4,016,330 16,381,375 11,056,240 4,484,525 125,300 57,467,285 Total Debt Service $ 16,688,790 16,807,040 16,493,505 16,419,180 16,486,330 36,576,375 36,461,240 36,389,525 7,285,300 $ 199,607,285 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, 2011 Year Ending June 30 2012 2013 2014 2015 2016 Total Principal 1,075,113 1,132,999 1,197,388 1,261,778 1,335,273 $ 6,002,551 $ Interest 297,639 237,723 174,162 106,848 36,231 852,603 Total Debt Service 1,372,752 1,370,722 1,371,550 1,368,626 1,371,504 $ 6,855,154 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, 2011. 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 1085 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service 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. On August 15, 2011, Maricopa County contributed cash of $2,390,550 for early redemption of the Certificates of Participation, Series 2000, which mature July 1, 2012 through July 1, 2015, at par plus accrued interest. SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2011 Certificate of Participation Issues Amount Total Certificates of Participation, Series 2000 $ 2,895,000 DEBT SERVICE REQUIREMENTS TO MATURITY Certificates of Participation Maricopa County, Arizona As of June 30, 2011 Year Ending Total Debt June 30 Principal Interest Service 2012 $ 520,000 $ 140,490 $ 660,490 2013 545,000 113,060 658,060 2014 575,000 83,653 658,653 2015 610,000 51,945 661,945 2016 645,000 17,737 662,737 Total $ 2,895,000 $ 406,885 $ 3,301,885 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 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. 1086 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE As of June 30, 2011 Bond Issue Amount Queen Creek Water K-91 $ 12,912 Marquerite Drive K-100 3,212 7th Street North K-106 13,909 Plymouth Street K-109 90,501 Total $ 120,534 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 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, 2011. 2012 Capital Leases Maricopa County, Arizona Fiscal Year Ending June 30, 2011 $ (9,125) Less: Amount representing interest Present value of net min. lease payments 441,776 $ 432,651 Short-Term Borrowing On July 1, 2010, 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, 2011. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2011, the County had not borrowed against the line of credit. The municipal revolving line of credit was renewed to June 30, 2012. On July 1, 2010, the County entered into a $5,649,751 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, 2011. The letter of credit was reserved against the municipal revolving line of credit. During fiscal year 2011, the letter of credit had not been drawn upon. The irrevocable standby letter of credit was renewed to December 31, 2011. An amendment was issued on January 1, 2012 for the new liability amount. 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. 1087 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service 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. 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). 1088 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service 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. 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 obtained from the Maricopa County webpage at: http://www.maricopa.gov/Finance/CAFR.aspx. All material that has a pertinent bearing on County finances will be provided to the agencies that maintain a rating on County securities. 1089 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Debt Service The Chief Financial Officer shall be responsible for providing ongoing disclosure information to established national information repositories and for maintaining compliance with disclosure standards dictated by state and national regulatory bodies. Copies of official statements for are available through the following recognized municipal repository: Electronic Municipal Market Access (“EMMA”) c/o Municipal Securities Rulemaking Board 1900 Duke Street, Suite 600 Alexandria, VA 22314 Phone: (703) 797-6600 Fax: (703) 797-6700 http://www.dataport.emma.msrb.org Email: emmaonline@msrb.org The Securities and Exchange Commission released final “continuing disclosure” rules (the “Rules”) for municipal bond issues on July 1, 2009, (amended existing Rule 15c2-12). The Rules, which in general were effective on July 3, 1995, impact nearly every issuer of municipal securities. The stated purpose of the Rules is to deter fraud and manipulation in the municipal securities market by prohibiting the underwriting and subsequent recommendation of securities for which adequate information is not available. No underwriter can purchase or sell bonds in an offering of more than $1,000,000 after July 3, 1995, unless it has reasonably determined that an issuer has undertaken to provide to the public information repositories on a continuing basis both annual financial information and notices of specified material events affecting the issuer or its securities. This is applicable unless an exemption applies. The County intends to fully comply with the “continuing disclosure” rules. Maturity Structures Principal payment schedules should not extend beyond the economic life of the project or equipment financed. The structure of debt issued by the County should be to provide for either level principal or level debt service. Except in select instances, deferring the repayment of principal should be avoided. Ratings The County’s goal is to maintain or improve its bond ratings. To that end, prudent financial management policies will be adhered to in all areas. The Finance Director shall be responsible for maintaining relationships with the rating agencies that currently assign ratings to the County’s various debt obligations. The County will maintain a line of communication with the rating agencies informing them of major financial events in the County as they occur. Full disclosure of operations will be made to the bond rating agencies. County staff, with the assistance of the financial advisor and bond counsel, will prepare the necessary materials for presentation to the rating agencies. A personal meeting with representatives of the rating agencies will be scheduled every few years or whenever a major project is initiated. 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. 1090 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Attachments Budgeting for Results Guidelines and Priorities Approved by the Board of Supervisors on December 12, 2011. 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 2013 is expected to decline by $3.6 billion from FY 2012. The base budget assumes that the FY 2013 primary property tax rate will remain unchanged, resulting in a tax levy of $45 million less than FY 2012. Employee Compensation: Funding is not anticipated for employee compensation increases in FY 2013. 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 2012 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) The change in budgeted hours for FY 2013 (going from 2088 to 2080). e) 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. If the revenue target cannot be met, departments must reduce base expenditures and base revenue by an amount sufficient to restore structural balance. 3. The General Fund will not backfill reductions in grant funding from the Federal government or the State of Arizona for non-mandated services. Reductions of grant funding for mandated services will be reviewed on a case by case basis. 4. ISF charges should be appropriately allocated to funds/activities in accord with methodology recommended by the consultant. 1091 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 5. Any State Contribution Payment for FY 2013 will be budgeted and paid from Special Revenue Funds’ fund balances. 6. While no budget reductions are requested at this time, departments should be prepared to submit up to 5% in operating reductions if needed to achieve structural balance. 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 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. Capital Improvement Program: The Office of Management and Budget is directed to work with Facilities Management and other departments to develop an updated Capital Improvement Program and Capital Projects budget for FY 2013 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 or if they are of a critical nature to County operations. 1092 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Budgeting for Results Policy Guidelines I. PURPOSE 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. II. DEFINITIONS A. 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 Maricopa County’s Departments' and Districts’ Strategic Plans. B. Structurally Balanced Budget: A budget in which all recurring expenditures are fully supported by recurring sources of funding. C. Special Revenue Funds: A fund that accounts for the proceeds of specific revenue sources (other than major capital projects) that is restricted to specific-purpose expenditures. This classification includes, but is not limited to, grant funds, fee funds and operating funds of special districts. III. POLICY GUIDELINES A. General Guidelines for Budget Development: 1. The budget will be based on conservative revenue estimates and will be structurally balanced. The budget will be formulated in accordance with the Tax Reduction Policy Guidelines (B1007). 2. In accordance with the Board of Supervisors/Board of Directors’ Managing for Results Policy (B6001), Budgeting for Results is part of an overall management system that integrates planning, budgeting, reporting, evaluating and decision-making that is focused on achieving results and fulfilling public accountability. Departments/Special Districts are required to participate in the strategic planning process, and their plans and performance measures, along with strategic direction from the Board of Supervisors/Board of Directors, will be the primary basis for funding decisions. 3. 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. 1093 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 4. Directors and Program Managers will critically review new, unfunded or under-funded program mandates from the State and Federal governments in order to determine the fiscal impact to the County and to identify funding solutions. 5. All positions will be fully funded in the budget or designated for elimination in accordance with the Funded Position Policy (B3001). 6. Wherever possible, grants and special revenue sources will be used for direct programmatic costs as well as all appropriate indirect and central service costs. For all expenditures, if allowable, non-local revenue (grants, etc) will be utilized first, then non-General Fund local revenue (fees, etc), and finally General Fund revenue. Grant and other special revenue budgets will recover all indirect costs, as allowable. All fees should be developed based on full cost recovery, including indirect costs. Grant and other special revenue budgets will be developed in accordance with the Policy for Administering Grants (A2505) and the User Fee Services Calculation and Policy Consideration Manual.. 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. 7. 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 (B4002). B. Revenue: 1. 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. 2. 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. 3. Anticipated revenue to the County from fee increases will not be budgeted unless the Board of Supervisors/Board of Directors has approved such increases. 4. 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. 1094 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments C. Expenditures: 1. 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. 2. 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 (B6001). 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 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. 3. 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. 4. 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. 5. Major Maintenance projects for General Fund and Detention Fund Departments will be budgeted in the Facilities Management Department’s budget. All non-General Fund / Detention Fund Departments will fund their own Major Maintenance projects. 6. Vehicle Replacement for General Fund and Detention Fund Departments will be budgeted in Non Departmental. All non-General Fund / Detention Fund Departments will fund their own Vehicle Replacement. D. Budget Process: 1. All Appointed, Elected and Judicial Branch Departments/Special Districts will follow these policy guidelines in preparing their Annual budget requests. 2. 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. 1095 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 3. Department/Special District financial reporting structures must be finalized prior to budget submission. 4. All budget requests will be submitted at a detailed level by fund, department, organization unit, Program/Activity, object/revenue source, function/segment, 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. 5. 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. E. Capital Improvement Projects: 1. 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 the Board of Supervisors/Board of Directors in accordance with the Capital Improvement Program Policy. 2. The Board of Supervisors/Board of Directors may allocate carry-over fund balances to onetime capital items in accordance with the Tax Reduction Policy (B1007). 3. When requesting funding for capital improvement projects, Departments/Special Districts will provide estimates of increased operating costs associated with each individual project. 4. 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. F. Internal Charges and Indirect Cost Allocations: 1. Internal service departments 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 the Department of Finance. 2. 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. 3. Base-level or non-discretionary internal services will be charged at the department/fund level. Discretionary internal service charges are the responsibility of the requesting Department/Special District. 1096 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 4. The Department of Finance will determine Central Service Cost Allocation charges for all County agencies and special districts. Central Service Cost Allocation charges for NonGeneral Fund / Detention Fund agencies, except grant and Internal Service Fund agencies, will be based on a full-cost allocation methodology. Grant and Internal Service Fund agency Central Service Cost Allocation charges will be determined in accordance with 2 CFR Part 225 (OMB Circular A-87). Where allowable, grant and special revenue funds will budget and pay the applicable Central Service Allocation charges unless the Board of Supervisors approves a variance of the charges. The Department of Finance will provide departments that administer grants with an annual indirect cost rate based on the Central Service Cost Allocation plan. Departments allocating and claiming departmental indirect costs must prepare a Departmental Indirect Cost Proposal utilizing the Department of Finance issued Recommended Procedures for Departmental Indirect Cost Allocation Plans. 1097 Maricopa County Annual Business Strategies FY 2013 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 recurring 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. 1098 Maricopa County Annual Business Strategies FY 2013 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. 1099 Maricopa County Annual Business Strategies FY 2013 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. 1100 Maricopa County Annual Business Strategies FY 2013 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, 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. 1101 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 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. 1102 Maricopa County Annual Business Strategies FY 2013 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 1103 Maricopa County Annual Business Strategies FY 2013 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. 1104 Maricopa County Annual Business Strategies FY 2013 Adopted Budget • • Attachments The full cost to continue the position. The resulting payroll liability if current employee(s) are terminated due to lack of funding. This information will be forwarded for review and validation by the Office of Management and Budget. OMB will consolidate the information and forward it to the Board of Supervisors/Board of Directors for possible action. 7. If eliminating unfunded or under-funded positions results in a Reduction In Force, the process will be conducted in a uniform manner in accordance with procedures administered by the Human Resource Department. Any payroll liability costs will be funded from within the County Department’s/Special District’s current appropriation. 1105 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Managing for Results Policy 1. 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. 2. 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. 3. GENERAL POLICY All Maricopa County departments/agencies will participate in the Maricopa County Managing for Results system and shall comply with this policy. 4. GENERAL REQUIREMENTS A. Planning for Results 1. 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. 2. 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. 3. All managers will work with assigned employees to establish performance plans that align with department/agency strategic plans. Performance plans will be developed in accordance with Performance Management policy #A1802. 1106 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 4. 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. B. Budgeting for Results 1. 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. 2. 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. C. Reporting Results 1. 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. 2. The Office of Management and Budget will prepare and distribute a summary of measures. D. Evaluating Results 1. Internal Audit will review and report on strategic plans and performance measures. E. Decision Making and Accountability 1. The Board of Supervisors directs all Management to use performance information to manage activities effectively and efficiently. 2. Management will consider performance information in making policy and program decisions. 1107 Maricopa County Annual Business Strategies FY 2013 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. 1108 Maricopa County Annual Business Strategies FY 2013 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. 1109 Maricopa County Annual Business Strategies FY 2013 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. 1110 Maricopa County Annual Business Strategies FY 2013 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 grantfunded 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 1111 Maricopa County Annual Business Strategies FY 2013 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 sub-recipients 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. 1112 Maricopa County Annual Business Strategies FY 2013 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. 1113 Maricopa County Annual Business Strategies FY 2013 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 1114 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Non Departmental Policy I. PURPOSE The purpose of this policy is to provide guidelines for developing and administering NonDepartmental budgets to the Office of Management and Budget and other departments so that they can use the budget in an acceptable and consistent manner. II. GUIDELINES A. USE: Non-departmental budgets will be established and maintained for revenues and expenditures that are not related to a specific department. Non-departmental budgets will be established and maintained for both recurring and non-recurring revenues and expenditures. Non-Departmental budgets will be established and maintained in the General Fund, the Detention Fund, and any other fund with applicable revenues and expenditures. 1. REVENUE: General revenues that are not related to specific programs, activities or departments will be budgeted and reported in Non-Departmental. Such revenues include, but are not limited to, the following: a. b. c. d. e. 2. EXPENDITURES: General expenditures that benefit the County as a whole, are not specific to a single department, or which are best managed outside of a specific department will be budgeted in Non-Departmental. These expenditures include, but are not limited to, the following: a. b. c. d. e. f. 3. Property Taxes State Shared Sales Taxes State Shared Vehicle License Taxes Jail Excise Taxes Payments in Lieu of taxes General Debt Service Taxes and Assessments Board-approved Special Projects or Initiatives Major Technology Projects Facilities Major Maintenance Capital Improvement Projects CONTINGENCY APPROPRIATIONS: The purpose of a Contingency appropriation is to maintain a reserve of expenditure authority from which specific amounts can be transferred to other appropriated budgets after adoption of the annual budget to cover emergency or critical items. Contingency appropriations will be established within NonDepartmental for the General Fund, Detention Fund, and other funds as appropriate. Contingency appropriations will be established for general purposes or reserved for specific issues. The Board of Supervisors must approve all transfers from Contingency appropriations. 1115 Maricopa County Annual Business Strategies FY 2013 Adopted Budget 4. Attachments ADMINISTRATION: Non-Departmental budgets will be administered by the Office of Management and Budget under the direction of the County Manager and the Deputy County Manager. The Deputy County Manager or designee must authorize all expenditures prior to incurring obligations or making payments. 1116 Maricopa County Annual Business Strategies FY 2013 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 1117 Maricopa County Annual Business Strategies FY 2013 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. 1118 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Budget Calendar FY 2013 Budget Calendar 12/12/2011 Board Approves FY 2013 Budgeting for Results Guidelines 12/13/2011 Budget Kick-Off for Departments 12/16/2011 OMB Issues Department Budget Targets, Internal Charges, Forms and Instructions Early Jan - Late Feb Departments Submit Budget Requests Late Jan - Early Mar Assessed Values and Levy Limits Reported by Assessor March Elected Official and Judicial Branch Budget Presentations to the Board of Supervisors 3/9/2012 Departments Submit Final CIP Budgets March OMB and Departments Review Budget Recommendations April OMB Consolidates Budget, Prepares Budget Document 5/21/2012 FY 2013 Recommended Budget Presentation Tentative Adoption of FY 2013 Budget May - June Publication of Tentative Budget and Truth in Taxation Notice 6/18/2012 Final Adoption of FY 2013 Budget 8/20/2012 Adoption of the FY 2013 Property Tax Levy 1119 Maricopa County Annual Business Strategies FY 2013 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. 206 Officer Safety Equipment: Accounts for the assessments that are received by the County for investigations or issued citations pursuant to A.R.S. §12-116.04. The monies in the fund should be used to supplement, not supplant, monies available for officer safety equipment. 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. 1120 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 214 Sheriff Jail Enhancement: Per A.R.S. §41-2401, the Arizona State Department of Corrections allocates criminal justice enhancement funds to County Sheriffs for the purpose of enhancing County Jail facilities and operations. 215 Emergency Management: Emergency Management activity consists of disaster planning and training. 216 Clerk of the Court Grants: Accounts for the grant funds that are utilized for the improvement of court automation systems, child support enforcement and the processing of criminal history dispositions. 217 CDBG Housing Trust: Accounts for the grant funds that are utilized to expand the supply of 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: Accounts for the grant funds that are utilized to support the County’s antibioterrorism 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 Fee: 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: 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. 1121 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 230 Parks and Recreation Grants: Accounts for the grant funds that are utilized for state lake improvements, park restoration and the construction and maintenance of hiking trails. 232 Transportation Operations: Plans and implements an environmentally balanced multi-model transportation system. Operations are funded primarily 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 Superior Court Grants: Grant funds are used for drug enforcement accounting, court-appointed special advocates and case-processing assistance. 239 Parks Souvenir: 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 Courts 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. 1122 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 255 Detention Operations: was established under the authority of propositions 400 and 401, which were passed in the General Election of November 3, 1998 and extended in the General Election of November 5, 2002. These propositions authorized a temporary 1/5-cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. 256 Probate Fees: Administers the monies received by the Clerk of the Superior Court pursuant to A.R.S. §14-5314 and A.R.S. §14-5414 to preserve, audit, and safeguard the estates and wards for whom the court has a fiduciary responsibility. 257 Conciliation Court Fees: Accounts for monies collected under A.R.S. §25-311.01 related to the dissolution of marriages. The funds collected are used by the Domestic Violence Shelter fund and the Child Abuse Prevention and Treatment fund. 259 Superior Court 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 1123 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments distributed pursuant to A.R.S. §12-286 (75% of the interest earned on restitution monies that are received in trust). The County Attorney shall use monies in the fund to assist eligible victims of crime with medical, counseling and funeral expenses and lost wages. 270 Child Support Enhancement: Accounts for funds received from a federal incentive award that is utilized for the enhancement of child support collections through efficient operation of the IV-D program. 271 Expedited Child Support: Accounts for the funds that are utilized to establish, maintain and enhance programs designed to expedite the processing of petitions filed and enforce the resultant court orders. Revenues collected for subsequent case filing fees for post-decree petitions in dissolution cases, pursuant to A.R.S. §25-412 and A.R.S. §12-284, fund operations. 273 Victim Location: Revenues are derived from interest earned on restitution monies received in trust and are to be distributed to the County Attorney and Clerk of the Superior Court on a pro rata basis (County Attorney – 75% and Superior Court – 25%). Fund was established by A.R.S. §12-287. 274 Clerk of the Court EDMS: The Clerk of the Court EDMS Fund was established to account for Electronic Document Management System (EDMS) Fees which are collected as authorized by Board Agenda C16020028, ADM1005 and State Attorney General’s Opinion 195-18 (R94-63). 275 Juvenile Probation Diversion: The Juvenile Probation Diversion fund was established by A.R.S 11-537 and consists of diversion fees that are collected pursuant to section 8-321(N). The monies shall be used at the discretion of the County Attorney for administering county community based alternative programs that are established pursuant to A.R.S. 8-321. 276 Spousal Maintenance Enforcement Enhancement: The Spousal Maintenance Enforcement Fund is established for the Clerk of the Superior Court consisting of monies received pursuant to A.R.S. §12-289. The Clerk will spend monies in the fund to enhance enforcement of spousal maintenance orders. In addition to the fees required by A.R.S. §12-284, the Clerk shall charge and collect a surcharge of $5 for each filing of a petition or an answer for annulment, dissolution or marriage or legal separation. The Clerk will use the surcharge only for the purposes prescribed by this statute. 277 Emancipation Administration: The Emancipation Administrative Costs Fund was established by A.R.S. §12-2456. The fund consists of filing fees for a petition for emancipation of a minor pursuant to A.R.S. §12-284, subsection J. 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. 1124 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 321 County Improvement Debt 2: The County Improvement Debt 2 Fund has been established to fund the debt service on the Lease Revenue Bonds, Series 2007. 422 Intergovernmental Capital Projects: Intergovernmental Capital Projects account for capital project spending predominantly funded from General Fund revenues. 440 Financing Series 2007: The Financing Series 2007 Fund has been established to fund capital projects through the issuance of the Lease Revenue Bonds, Series 2007. 441 Financing Series 2008: The Financing Series 2008 Fund has been established to fund capital projects through the issuance of the Lease Revenue Bonds, Series 2008. 445 General Fund County Improvements: The General Fund County Improvement Fund has been established to fund current and future capital projects. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service, and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 455 Detention Capital Projects: Accounts for the proceeds associated with the 1/5 of one-cent sales tax approved by voters in the General Election on November 3, 1998 and extended by voters in the General Election on November 5, 2002. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 460 Technology Capital Improvement: Established by the Board of Supervisors with adoption of the FY 2011 budget to account for General Fund and other resources committed for technology improvement projects. 461 Detention Technology Capital Improvement: Established by the Board of Supervisors with adoption of the FY 2011 budget to account for Detention Fund resources restricted for technology improvement projects consistent with A.R.S. §42-6109.01. 503 Air Quality Grant: Air Quality Grants was set up to account for all Grant activity administered by the County Air Quality Department 504 Air Quality Fees: Air Quality works to protect the environment and public health through control, preservation, and improvement of the County’s air quality. Permit revenue is the funding source. 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. 1125 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 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 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 Medical: 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 Medical: 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 Pharmacy: 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. 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. 618 Benefit Administration: This fund collects employer contributions for payment of the benefits administration expenditures for the self-insured benefits program. 619 Onsite Pharmacy Clinic: This fund records the sales and costs of all transactions passing through the County Owned Onsite Pharmacy in the County Administration Building. 1126 Maricopa County Annual Business Strategies FY 2013 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 Dependent 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. 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 specialassessment fee imposed pursuant to A.R.S. §48-721. The County Treasurer shall administer the 1127 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 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 Educational Supplemental Program: 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. 988 Public Works/Flood Control: This fund is established for management planning purposes and the financial activity will be allocated to the Flood Control District funds. The fund is not budgeted and will not be reported in the audited financial statements. 1128 Maricopa County Annual Business Strategies FY 2013 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 634 635 636 Intergovernmental Charges for Services Other Charges for Services 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. 1129 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Expenditure Object Codes Object Description 701 Regular Pay 705 710 Temporary Pay Overtime 750 790 Fringe Benefits Other Personal Services 795 796 801 802 803 804 Personnel Services Allocation-Out Personnel Services Allocation-In General Supplies Medical Supplies Fuel Non-Capital Equipment 805 806 808 809 810 Supplies - Allocation Out Supplies - Allocation In Legal - Gross Proceeds Damages Paid 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 841 842 843 Travel Education and Training Postage/Freight/Shipping 845 850 Support and Care of Persons 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 fulltime 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. Used to record gross proceeds related to legal proceedings. Amounts expended for legal related damages. 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 the 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. 1130 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Object 855 861 865 872 873 880 890 910 915 920 930 940 950 955 956 Attachments Description Interest Expense Gain/Loss on Fixed Assets Depreciation Services - Allocation Out Services - Allocation In Transfers Out Loss on Fixed Assets Land 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 Building and Improvements prepare the building for use. Does not record amounts paid for normal repair and maintenance. Capital Equipment Amounts paid for the acquisition of non-vehicle related equipment costing more than $5,000. Vehicles and Construction Equipment Amounts paid for the acquisition of any and all types of vehicles costing more than $5,000. Infrastructure Amounts paid for County infrastructure, such as streets, roads, tunnels, drainage systems, water and sewer systems, dams and lighting systems. Debt Service Amounts paid to satisfy County debt financing obligations, including capital leases. A capital lease is a financing that transfers ownership of the property to the County at the end of the lease term, contains a bargain purchase option, covers a lease term that is equal to 75% or more of the leased asset's useful life, or requires lease payments equal to at least 90% of the leased asset's market value. Capital - Allocation Out Capital - Allocation In Used to allocate capital charges to another fund/department. Used to allocate capital charges from another fund/department. 1131 Maricopa County Annual Business Strategies FY 2013 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. 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. 1132 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 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. 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. 1133 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments §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. §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 1134 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments occur from property tax levies for voter approved bonded indebtedness or budget and tax overrides. All interested citizens are invited to attend the public hearing on the tax increase that is scheduled to be held __________ (date and time) at __________ (location). 2. In lieu of publishing the truth in taxation notice, the governing body may mail the truth in taxation notice prescribed by paragraph 1, subdivision (d) to all registered voters in the county, city or town at least ten but not more than twenty days before the date of the hearing on the estimates pursuant to section 42-17104. 3. In addition to publishing the truth in taxation notice under paragraph 1 or mailing 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. 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. 1135 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 1136 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 1137 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2013 SOURCE OF REVENUES ESTIMATED REVENUES ** ACTUAL REVENUES* ESTIMATED REVENUES 2012 2012 2013 GENERAL FUND Taxes TAX PENALTIES & INTEREST $ PAYMENTS IN LIEU OF TAXES 23,300,000 $ 24,800,000 $ 23,973,708 11,775,550 11,735,769 11,714,503 STATE SHARED SALES TAX 369,740,752 396,155,134 404,078,237 STATE SHARED VEHICLE LICENSE 111,119,076 109,193,522 109,193,522 2,203,000 2,222,911 2,213,000 Licenses and permits LICENSES AND PERMITS Intergovernmental GRANTS OTHER INTERGOVERNMENTAL 19,971 19,971 4,773,201 4,802,431 4,623,602 Charges for services INTERGOV CHARGES FOR SERVICES 11,679,061 11,984,879 13,247,300 OTHER CHARGES FOR SERVICES 28,283,339 27,051,918 26,908,370 6,876 6,996 7,000 14,036,087 11,222,941 11,270,300 5,000,000 4,305,898 4,000,000 3,679,279 7,720,906 3,246,776 PATIENT SERVICES REVENUE Fines and forfeits FINES & FORFEITS Investments INTEREST EARNINGS Miscellaneous MISCELLANEOUS REVENUE * Total General Fund $ 585,616,192 $ 611,223,276 $ 614,476,318 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget SPECIAL REVENUE FUNDS Road Fund TRANSPORTATION OPERATIONS $ 88,078,036 $ 86,619,022 $ 94,681,237 Total Road Fund $ 88,078,036 $ 86,619,022 $ 94,681,237 Health Services Fund PATIENT SERVICES REVENUE $ 1,561,500 $ 1,841,274 $ 1,858,060 Total Health Services Fund $ 1,561,500 $ 1,841,274 $ 1,858,060 List Fund: Other Special Revenue GRANTS, MISC. REVENUE, ETC. $ 516,954,432 $ 491,063,211 $ 466,506,184 Total Other Special Reveue $ 516,954,432 $ 491,063,211 $ 466,506,184 Total Special Revenue Funds $ 606,593,968 $ 579,523,507 $ 563,045,481 1,248,182 $ 1,245,989 $ DEBT SERVICE FUNDS NON-DEPARTMENTAL $ STADIUM DISTRICT 4,621,745 4,798,162 2,057,816 5,051,987 Total Debt Service Funds $ 5,869,927 $ 6,044,151 $ 7,109,803 $ 55,085,485 $ 24,913,359 $ 54,977,725 PUBLIC WORKS LIBRARY DISTRICT 4,352 STADIUM DISTRICT 751,100 778,120 NON DEPARTMENTAL 806,408 2,480,725 FLOOD CONTROL DISTRICT 11,637,000 Total Capital Projects Funds $ 751,036 8,865,759 7,722,000 68,279,993 $ 37,042,315 $ 63,450,761 137,805,460 $ 138,715,337 $ 141,063,934 INTERNAL SERVICE FUNDS BUS STRATEGIES HLTH CARE PROG $ ENTERPRISE TECHNOLOGY MATERIALS MANAGEMENT EQUIPMENT SERVICES RISK MANAGEMENT 15,972,983 16,077,014 806,795 719,529 761,464 18,877,681 17,421,543 16,682,320 16,231,190 Total Internal Service Funds $ 189,694,109 15,952,983 16,354,043 $ 189,287,466 22,500,000 $ 196,960,701 ELIMINATIONS FUNDS ELIMINATIONS * ** * $ (190,032,232) $ (189,298,204) $ (165,625,714) Total Eliminations Funds $ (190,032,232) $ (189,298,204) $ (165,625,714) TOTAL ALL FUNDS $ 1,266,021,957 $ 1,233,822,511 $ 1,279,417,350 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 Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget d l ti t d f th i d f th fi l 1138 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Other Financing Sources/ and Interfund Transfers Fiscal Year 2013 OTHER FINANCING 2013 SOURCES FUND GENERAL FUND COUNTY MANAGER NON DEPARTMENTAL PUBLIC HEALTH $ $ Total General Fund $ SPECIAL REVENUE FUNDS PARKS AND RECREATION $ NON DEPARTMENTAL ANIMAL CARE AND CONTROL PUBLIC HEALTH TRANSPORTATION FLOOD CONTROL DISTRICT STADIUM DISTRICT LIBRARY DISTRICT Total Special Revenue Funds $ DEBT SERVICE FUNDS NON DEPARTMENTAL STADIUM DISTRICT INTERFUND TRANSFERS 2013 IN $ $ $ $ $ $ 35,050 170,497,876 13,500 30,000 $ 200,000 $ $ $ $ $ Total Debt Service Funds $ $ $ 200,000 $ $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ FLOOD CONTROL DISTRICT NON DEPARTMENTAL TRANSPORTATION STADIUM DISTRICT Total Capital Projects Funds $ INTERNAL SERVICE FUNDS RISK MANAGEMENT $ Total Internal Service Funds $ ELIMINATIONS FUNDS ELIMINATIONS COUNTY $ COUNTY MANAGER PARKS AND RECREATION TRANSPORTATION FLOOD CONTROL DISTRICT LIBRARY DISTRICT STADIUM DISTRICT Total Eliminations Funds $ TOTAL ALL FUNDS $ $ 1139 $ 31,248,230 1,200,000 32,448,230 $ $ $ $ $ $ 35,050 21,958,340 1,140,444 48,134,797 54,098,533 2,084,520 13,195,629 140,647,313 115,500 115,500 $ $ 54,098,533 10,564,918 182,028,552 48,134,797 884,520 295,711,320 $ $ $ $ 9,620,415 9,620,415 $ $ (393,438,573) $ (393,438,573) $ (35,050) (48,134,797) (54,098,533) (13,195,629) (2,200,020) (511,102,602) $ (35,050) (48,134,797) (54,098,533) (13,195,629) (2,200,020) (511,102,602) $ 200,000 115,500 2,630,711 173,322,637 246,215,295 30,000 246,245,295 $ - $ - 124,094,494 $ 124,094,494 - Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments 1140 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2013 FUND/DEPARTMENT SPECIAL REVENUE FUNDS ADULT PROBATION AIR QUALITY ANIMAL CARE AND CONTROL BUS STRATEGIES HLTH CARE PROG CLERK OF THE SUPERIOR COURT CORRECTIONAL HEALTH COUNTY ATTORNEY COUNTY MANAGER EDUCATION SERVICES ELECTIONS EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES FACILITIES MANAGEMENT FLOOD CONTROL DISTRICT HUMAN RESOURCES HUMAN SERVICES INTEGRATED CRIMINAL JUSTICE INFO JUSTICE COURTS JUVENILE PROBATION LEGAL ADVOCATE LEGAL DEFENDER LIBRARY DISTRICT MEDICAL EXAMINER NON DEPARTMENTAL PARKS AND RECREATION PLANNING AND DEVELOPMENT PUBLIC ADVOCATE PUBLIC DEFENDER PUBLIC HEALTH PUBLIC WORKS RECORDER SHERIFF STADIUM DISTRICT SUPERIOR COURT TRANSPORTATION TREASURER WASTE RESOURCES AND RECYCLING Total Special Revenue Funds * Non Departmental includes general contingency of DEBT SERVICE FUNDS NON DEPARTMENTAL STADIUM DISTRICT Total Debt Service Funds ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 $ $ $ $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 23,645,110 $ 14,784,522 13,452,289 6,921,762 11,756,620 51,969,893 17,735,873 293,288 11,132,738 2,211,630 1,592,935 21,803,691 27,069,503 37,426,423 49,262 61,048,848 1,282,863 9,330,385 42,460,376 63,348 195,237 24,564,950 160,140 73,834,466 7,775,289 8,312,987 52,938 3,545,927 47,102,808 35,933,801 6,944,738 218,236,354 1,756,115 18,236,405 60,492,098 304,341 6,940,904 870,420,857 $ 51,205,082 $ $ 19,408,417 $ 6,631,968 26,040,385 $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ NON DEPARTMENTAL TRANSPORTATION STADIUM DISTRICT Total Capital Projects Funds $ 60,000,000 $ 308,435,371 115,550,123 3,000 483,988,494 $ 1141 ACTUAL EXPENDITURES/ EXPENSES* 2012 4,030,114 $ 687,296 (294,194) 2,427,094 3,596,600 3,639,614 144,934 3,001,000 (8,894) (182) 9,103,982 165,214 109,347 1,176,591 (2,552,398) 4,820 (16,966) 546,401 (953,838) 24,806,535 $ (7,905,172) $ $ $ $ (951,985) 2,000,000 1,048,015 $ BUDGETED EXPENDITURES/ EXPENSES 2013 27,236,592 $ 14,699,498 12,131,789 4,247,412 8,749,996 52,973,974 17,132,923 3,940,710 8,968,317 100,203 1,372,625 21,505,587 25,526,601 35,419,631 49,071 62,596,732 1,448,077 7,017,579 35,318,056 31,752 90,160 24,541,821 267,493 9,956,307 7,398,541 8,073,295 8,177 2,545,663 44,992,590 34,367,481 6,779,772 207,103,092 1,479,956 15,228,240 56,909,345 304,341 7,113,702 767,627,101 $ $ 28,826,673 15,264,062 12,667,270 7,023,535 13,045,404 53,916,537 18,681,208 289,975 21,484,306 2,158,820 1,734,726 22,609,816 33,027,331 34,124,369 48,942 55,587,097 1,615,307 8,350,751 40,626,643 60,764 210,922 25,627,596 115,864 83,896,687 8,661,239 8,189,783 2,715,269 44,900,281 5,021,738 203,427,529 1,747,791 15,334,460 59,889,807 304,341 4,748,115 835,934,958 29,793,329 19,408,246 $ 6,627,039 26,035,285 $ 16,736,830 6,634,544 23,371,374 59,600,000 $ 157,500,917 86,535,636 2,003,000 305,639,553 $ 50,000,000 282,865,632 103,932,010 1,903,000 438,700,642 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2013 FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 INTERNAL SERVICE FUNDS BUS STRATEGIES HLTH CARE PROG $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES PROCUREMENT COUNTY MANAGER RISK MANAGEMENT Total Internal Service Funds $ ELIMINATIONS FUNDS ELIMINATIONS * 141,557,367 $ 17,814,490 14,591,343 804,333 13,000,000 43,912,696 231,680,229 $ $ Total Eliminations Funds $ TOTAL ALL FUNDS $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 ACTUAL EXPENDITURES/ EXPENSES* 2012 $ BUDGETED EXPENDITURES/ EXPENSES 2013 (6,518) 4,961,924 $ 130,463,494 $ 17,116,260 17,859,360 719,529 3,379,585 36,068,241 205,606,469 $ 43,052,385 222,722,857 (185,063,790) $ (185,063,790) $ (4,968,442) $ (4,968,442) $ (189,298,204) $ (189,298,204) $ (165,625,714) (165,625,714) 2,423,827,579 $ 21,596,564 $ 1,939,838,585 $ 4,968,442 144,814,989 17,494,345 16,599,674 761,464 2,390,778,253 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. 1142 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2013 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 DEPARTMENT/FUND ADULT PROBATION: ADULT PROBATION FEES $ DETENTION OPERATIONS ADULT PROBATION GRANTS GENERAL Department Total $ AIR QUALITY: GENERAL AIR QUALITY FEES AIR QUALITY GRANT $ 13,177,506 6,028,224 4,439,380 54,654,939 78,300,049 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 $ $ ACTUAL EXPENDITURES/ EXPENSES * 2012 $ 3,690,331 339,783 (3,921,266) 108,848 $ 12,990,862 9,466,567 4,779,163 50,586,810 77,823,402 $ 1,373,295 11,506,016 3,193,482 16,072,793 Department Total $ 1,373,295 11,591,040 3,193,482 16,157,817 $ ANIMAL CARE AND CONTROL: ANIMAL CONTROL FIELD OPERATION $ ANIMAL CONTROL GRANTS ANIMAL CONTROL LICENSE SHELTER GENERAL Department Total $ 3,440,503 1,687,617 8,324,169 257,903 13,710,192 $ $ $ $ Department Total $ 23,327,979 23,327,979 BOARD OF SUPERVISORS DIST 1: GENERAL $ Department Total $ $ 63,000 624,296 687,296 $ BUDGETED EXPENDITURES/ EXPENSES 2013 $ $ $ $ 1,163,703 11,494,587 3,769,475 16,427,765 $ 3,208,573 1,070,876 7,852,340 257,903 12,389,692 $ 3,367,887 944,331 8,355,052 257,903 12,925,173 $ $ (102,013) $ (102,013) $ 22,690,683 22,690,683 $ $ 22,761,278 22,761,278 355,672 355,672 $ $ (1,031) $ (1,031) $ 342,860 342,860 $ $ 353,925 353,925 BOARD OF SUPERVISORS DIST 2: GENERAL $ Department Total $ 355,672 355,672 $ $ (1,031) $ (1,031) $ 348,717 348,717 $ $ 353,925 353,925 BOARD OF SUPERVISORS DIST 3: GENERAL $ Department Total $ 355,672 355,672 $ $ (1,031) $ (1,031) $ 347,918 347,918 $ $ 353,925 353,925 BOARD OF SUPERVISORS DIST 4: GENERAL $ Department Total $ 355,672 355,672 $ $ (1,031) $ (1,031) $ 345,041 345,041 $ $ 353,925 353,925 BOARD OF SUPERVISORS DIST 5: GENERAL $ Department Total $ 355,672 355,672 $ $ (1,031) $ (1,031) $ 345,827 345,827 $ $ 353,925 353,925 ASSESSOR: GENERAL 1143 $ 14,198,868 11,070,427 3,557,378 50,718,625 79,545,298 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND BUS STRATEGIES HLTH CARE PROG: GENERAL $ PUBLIC HEALTH GRANTS CMG MEDICAL CMG LOW OPTION OAP IN OAP MEDICAL OAP LOW OPTION CHOICE FUND H.S.A. FI DENTAL PPO COINSURANCE PHARMACY 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 ONSITE PHARMACY CLINIC 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 ELIMINATIONS Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 233,003,139 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 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 $ $ 234,104,338 4,247,412 37,927,574 874,356 12,853,432 28,072,617 1,621,048 7,268,945 4,931,125 12,973,092 1,738,772 BUDGETED EXPENDITURES/ EXPENSES 2013 $ 229,045,053 7,023,535 45,759,309 44,117,011 12,239,116 4,791,276 12,584,880 2,173,104 477,494 234,901 2,104,872 3,693,698 381,852 1,408,807 226,595 69,184 1,636,836 972,990 351,946 1,625,925 304,556 142,180 1,889,896 3,939,061 3,370,482 2,002,315 2,804,131 989,885 1,327,632 2,526,769 758,952 1,421,301 30,649 381,990 1,058,341 3,654,646 204,053 3,783,691 496,264 591,427 625,777 2,297,297 1,232,000 2,585,420 801,898 1,537,504 418,926 1,130,769 3,880,123 206,332 3,573,945 506,927 285,492 488,400 381,482,268 $ $ Department Total $ 1,573,565 1,573,565 CLERK OF THE BOARD: GENERAL $ Department Total $ 1,608,755 1,608,755 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 $ 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 CALL CENTER: GENERAL 486,524 ACTUAL EXPENDITURES/ EXPENSES * 2012 486,524 396,386 330,175 2,831,922 201,617 3,672,387 254,957 617,672 662,544 (1,070,000) 379,813,577 $ 368,815,244 $ $ $ (4,529) $ (4,529) $ 1,554,526 1,554,526 $ $ 1,566,553 1,566,553 $ $ (4,075) $ (4,075) $ 1,247,854 1,247,854 $ $ 1,502,751 1,502,751 $ 100,000 2,345,688 5,700,000 1,389,716 2,335,000 32,138,876 1,100,000 75,000 45,184,280 (294,194) (153,969) $ 1144 (448,163) $ 30,771 2,254,497 2,891,810 1,542,190 1,479,037 28,682,761 505,579 46,112 37,432,757 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2013 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 DEPARTMENT/FUND CONSTABLES: GENERAL EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 ACTUAL EXPENDITURES/ EXPENSES * 2012 BUDGETED EXPENDITURES/ EXPENSES 2013 $ Department Total $ 2,668,485 2,668,485 $ $ 84,047 84,047 $ $ 2,680,400 2,680,400 $ $ 2,738,481 2,738,481 CORRECTIONAL HEALTH: CORRECTIONAL HEALTH GRANT $ DETENTION OPERATIONS GENERAL Department Total $ 50,000 51,919,893 3,071,763 55,041,656 $ 49,983 52,923,991 2,980,179 55,954,153 $ $ $ 2,427,094 (6,458) 2,420,636 $ $ 50,000 53,866,537 3,060,790 56,977,327 CONTRACT COUNSEL: GENERAL $ Department Total $ 25,893,853 25,893,853 $ $ (8,615) $ (8,615) $ 26,729,979 26,729,979 $ $ 28,135,306 28,135,306 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 $ 346,000 1,792,043 6,747,174 6,000,000 1,056,900 1,653,756 69,973,287 100,000 40,000 87,709,160 $ 317,923 1,867,702 6,017,981 5,445,293 1,347,728 2,071,003 66,704,195 41,683 23,610 83,837,118 $ 361,000 2,047,134 6,915,128 4,582,949 1,728,835 2,871,162 70,118,617 135,000 40,000 88,799,825 COUNTY MANAGER: DETENTION OPERATIONS $ GENERAL NON DEPARTMENTAL GRANT COUNTY MANAGER RISK MANAGEMENT Department Total $ 4,972,449 293,288 13,000,000 18,265,737 $ 2,087,883 $ EDUCATION SERVICE: GENERAL $ DETENTION OPERATIONS SCHOOL GRANT SMALL SCHOOL SERVICE SCHOOL TRANSPORTATION SCHOOL COMMUNICATION EDUCATIONAL SUPPLEMENTAL PROG Department Total $ ELECTIONS: ELECTIONS GRANT GENERAL $ 30,000 389,300 123,400 829,700 2,224,200 (300,492) $ 3,296,108 $ 8,679,759 109,657 600,000 128,763 1,614,559 13,220,621 Department Total $ 2,211,630 14,368,149 16,579,779 EMERGENCY MANAGEMENT: EMERGENCY MANAGEMENT $ GENERAL PALO VERDE Department Total $ 1,030,081 236,250 562,854 1,829,185 $ $ $ (55,869) 3,639,614 $ $ $ 3,238,113 3,940,710 3,379,585 10,558,408 $ 5,382,266 (6,915) $ 2,041,070 $ $ (6,915) $ 6,914,659 66,662 460,861 147,251 1,378,884 11,009,387 $ 2,076,394 2,787,056 15,796,099 109,657 600,000 733,136 1,458,358 23,560,700 $ $ (15,178) (15,178) $ 100,203 14,000,316 14,100,519 $ 144,934 $ (582) $ 144,352 878,449 235,410 494,176 1,608,035 $ 1145 3,583,745 $ 5,092,291 289,975 $ $ $ $ 2,158,820 20,694,170 22,852,990 1,147,701 235,265 587,025 1,969,991 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND ENTERPRISE TECHNOLOGY: GENERAL $ TELECOMMUNICATIONS Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 8,577,982 17,814,490 26,392,472 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 ACTUAL EXPENDITURES/ EXPENSES * 2012 BUDGETED EXPENDITURES/ EXPENSES 2013 $ (40,701) $ $ (40,701) $ 8,107,860 17,116,260 25,224,120 $ $ 688,099 20,817,488 4,314,846 25,820,433 $ 22,609,816 4,041,367 26,651,183 $ 9,425,939 17,494,345 26,920,284 ENVIRONMENTAL SERVICES: ENVIRONMENTAL SERVICES GRANT $ ENVIRONMTL SVCS ENV HEALTH GENERAL Department Total $ 689,100 21,114,591 4,326,249 26,129,940 $ 1,000 $ 3,000,000 (11,403) 2,989,597 $ EQUIPMENT SERVICES: EQUIPMENT SERVICES $ Department Total $ 14,591,343 14,591,343 $ $ 4,968,442 4,968,442 $ $ 17,859,360 17,859,360 $ $ 16,599,674 16,599,674 FACILITIES MANAGEMENT: GENERAL $ DETENTION OPERATIONS Department Total $ 45,214,270 27,069,503 72,283,773 $ 37,761,971 25,526,601 63,288,572 $ $ 2,337,929 $ (8,894) 2,329,035 $ $ 57,102,361 33,027,331 90,129,692 $ Department Total $ 3,598,613 3,598,613 $ $ (17,277) $ (17,277) $ 3,067,734 3,067,734 $ $ 3,476,572 3,476,572 FLOOD CONTROL DISTRICT: FLOOD CONTROL $ FLOOD CONTROL GRANTS FLOOD CONTROL CAPITAL PROJECTS Department Total $ 36,860,323 566,100 60,000,000 97,426,423 $ $ $ $ $ 35,064,240 355,391 59,600,000 95,019,631 33,775,369 349,000 50,000,000 84,124,369 HUMAN RESOURCES: GENERAL $ DETENTION OPERATIONS Department Total $ 6,888,627 49,262 6,937,889 $ (72,199) $ (182) (72,381) $ 6,506,116 49,071 6,555,187 HUMAN SERVICES: CDBG HOUSING TRUST $ DETENTION OPERATIONS GENERAL HUMAN SERVICES GRANTS Department Total $ 13,486,394 1,976,289 2,260,912 45,586,165 63,309,760 1,040,000 $ (2,294) $ $ 13,257,023 615,742 2,257,637 48,723,967 64,854,369 $ 14,741,226 1,328,359 2,360,912 39,517,512 57,948,009 $ Department Total $ 1,762,377 1,762,377 $ $ (7,556) $ (7,556) $ 1,738,079 1,738,079 $ $ 1,749,051 1,749,051 JUSTICE COURTS: GENERAL $ JUSTICE COURTS SPECIAL REVENUE JUST COURTS PHOTO ENFORCEMENT JUSTICE CT JUDICIAL ENHANCEMNT Department Total $ 15,615,281 6,472,572 921,000 1,936,813 24,945,666 $ (16,472) $ $ $ (16,472) $ 14,999,218 6,112,770 163,694 741,115 22,016,797 15,933,469 6,177,400 381,351 1,792,000 24,284,220 FINANCE: GENERAL INTERNAL AUDIT: GENERAL $ $ 1146 8,066,276 9,103,982 $ $ $ $ $ $ 6,612,353 48,942 6,661,295 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND JUVENILE PROBATION: DETENTION OPERATIONS $ GENERAL JUVENILE PROBATION DIVERSION JUVENILE PROBATION GRANTS JUVENILE PROBATION SPECIAL FEE JUVENILE RESTITUTION Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 33,027,151 16,756,982 306,633 4,983,658 4,132,934 10,000 59,217,358 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 $ (19,685) $ (153,408) 129,032 $ (44,061) $ $ (40,427) $ $ (40,427) $ $ (48,171) $ $ (48,171) $ LEGAL ADVOCATE: GENERAL $ PUBLIC DEFENDER TRAINING Department Total $ 9,256,389 63,348 9,319,737 LEGAL DEFENDER: GENERAL $ LEGAL DEFENDER FILL THE GAP PUBLIC DEFENDER TRAINING Department Total $ 10,268,731 59,000 136,237 10,463,968 LIBRARY DISTRICT: LIBRARY DISTRICT GRANTS LIBRARY DISTRICT LIBRARY INTERGOVERNMENTAL Department Total $ 83,564 21,832,590 2,648,796 24,564,950 $ 1,176,591 INTEGRATED CRIM JUSTICE INFO: DETENTION OPERATIONS $ Department Total $ 1,282,863 1,282,863 $ $ 165,214 165,214 $ $ 3,476,865 3,476,865 $ $ 2,099,903 804,333 2,904,236 MEDICAL EXAMINER: GENERAL $ MEDICAL EXAMINER GRANT Department Total $ 6,911,513 160,140 7,071,653 NON DEPARTMENTAL: COUNTY IMPROVEMENT DEBT $ COUNTY IMPROVEMENT DEBT 2 DETENTION CAPITAL PROJECTS DETENTION OPERATIONS GENERAL GENERAL FUND CTY IMPROV INTERGOVERNMENTAL CAP PROJ NON DEPARTMENTAL GRANT TECHNOLOGY CAP IMPROVEMENT DETENTION TECH CAP IMPROVEMENT WASTE MANAGEMENT Department Total $ 11,994,437 7,413,980 101,873,974 55,210,503 175,308,337 95,154,377 125,000 18,139,553 99,002,554 12,279,466 484,410 576,986,591 MANAGEMENT AND BUDGET: GENERAL Department Total PROCUREMENT SERVICES: GENERAL REPROGRAPHICS Department Total BUDGETED EXPENDITURES/ EXPENSES 2013 ACTUAL EXPENDITURES/ EXPENSES * 2012 27,383,392 16,164,603 302,806 3,492,775 4,130,760 8,323 51,482,659 9,084,000 31,752 9,115,752 $ $ $ 9,208,322 60,764 9,269,086 $ $ 198,564 21,694,461 2,648,796 24,541,821 $ 21,112,500 4,515,096 25,627,596 $ $ 1,448,077 1,448,077 $ $ 1,615,307 1,615,307 $ $ (14,085) $ (14,085) $ 3,242,292 3,242,292 $ $ 3,402,002 3,402,002 $ 195,233 $ $ $ 195,233 $ 1,788,523 719,529 2,508,052 2,481,282 761,464 3,242,746 $ (29,774) $ $ (29,774) $ $ $ 497,434 (5,204,372) (7,443,533) (3,049,832) 6,491,548 $ 1147 (8,708,755) $ 6,752,369 267,493 7,019,862 11,994,266 7,413,980 34,442,402 9,895,106 26,568,874 71,674,310 47,937,789 3,446,416 61,201 213,434,344 $ 32,164,124 16,088,443 302,870 4,406,449 3,743,200 10,000 56,715,086 10,382,036 66,362 144,560 10,592,958 140,000 1,036,591 9,977,064 59,000 31,160 10,067,224 $ $ $ $ $ $ 7,553,083 115,864 7,668,947 9,323,600 7,413,230 66,512,503 69,189,832 192,672,962 63,478,837 124,999 14,188,141 115,575,079 37,174,214 518,714 576,172,111 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND 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 $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 1,098,011 2,738,948 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 $ ACTUAL EXPENDITURES/ EXPENSES * 2012 (1,559) $ 4,820 112,974 4,407,826 184,950 330,591 8,873,300 PLANNING AND DEVELOPMENT: GENERAL $ DEL WEBB $ PLANNING AND DEVELOPMENT FEES Department Total $ 928,115 235 8,312,752 9,241,102 PUBLIC ADVOCATE: GENERAL $ PUBLIC DEFENDER GRANTS Department Total $ 5,989,844 52,938 6,042,782 PUBLIC DEFENDER: GENERAL $ PUBLIC DEFENDER FILL THE GAP PUBLIC DEFENDER GRANTS PUBLIC DEFENDER TRAINING Department Total $ 32,986,216 2,678,475 449,732 417,720 36,532,143 $ Department Total $ $ 3,261 $ $ $ $ $ $ $ $ (27,492) $ $ (27,492) $ $ (152,057) $ $ 3,100,020 3,100,020 PUBLIC HEALTH: GENERAL $ PUBLIC HEALTH FEES PUBLIC HEALTH GRANTS Department Total $ 11,034,496 4,578,163 42,524,645 58,137,304 PUBLIC WORKS: PUBLIC WORKS FLOOD CONTROL Department Total $ 35,933,801 35,933,801 RECORDER: GENERAL $ RECORDERS SURCHARGE Department Total $ 2,251,263 6,944,738 9,196,001 RESEARCH AND REPORTING: GENERAL $ Department Total $ 362,739 362,739 PUBLIC FIDUCIARY: GENERAL 1,096,312 2,604,776 2,907 98,775 4,239,057 191,197 261,829 8,494,853 461,640 234 8,073,061 8,534,935 5,830,806 8,177 5,838,983 BUDGETED EXPENDITURES/ EXPENSES 2013 $ $ $ $ 1,788,769 2,954,358 176,056 5,050,075 184,950 295,800 10,450,008 $ 868,232 259 8,189,524 9,058,015 $ 6,887,581 $ 6,887,581 $ (152,057) $ 32,604,328 1,849,642 394,595 301,426 35,149,991 $ 33,390,238 1,827,065 408,499 479,705 36,105,507 $ $ (12,009) $ (12,009) $ 2,795,933 2,795,933 $ $ 2,954,764 2,954,764 $ (46,999) $ $ $ (46,999) $ 10,230,959 4,309,923 40,682,667 55,223,549 $ 10,873,279 4,859,263 40,041,018 55,773,560 $ (16,966) (16,966) $ 34,367,481 34,367,481 $ $ (7,852) $ $ (7,852) $ 2,167,963 6,779,772 8,947,735 $ 2,191,256 5,021,738 7,212,994 $ $ (1,600) $ (1,600) $ 285,346 285,346 $ $ 362,280 362,280 1148 $ Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND RISK MANAGEMENT: RISK MANAGEMENT $ COUNTY MANAGER RISK MANAGEMENT Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 ACTUAL EXPENDITURES/ EXPENSES * 2012 BUDGETED EXPENDITURES/ EXPENSES 2013 43,912,696 $ (6,518) $ 36,068,241 $ 43,912,696 $ (6,518) $ 36,068,241 $ 173,059,942 74,452,020 80,500 33,799,768 26,300 5,709,844 3,560,000 $ (2,802,037) $ 3,515,702 165,536,826 75,899,341 33,540 29,255,162 13,016 8,786,248 2,457,972 $ SHERIFF: DETENTION OPERATIONS $ GENERAL INMATE HEALTH SERVICES INMATE SERVICES SHERIFF DONATIONS SHERIFF GRANTS SHERIFF JAIL ENHANCEMENT OFFICER SAFETY EQUIPMENT SHERIFF RICO Department Total $ 2,000,000 292,688,374 STADIUM DISTRICT: BALLPARK OPERATIONS $ CACTUS LEAGUE OPERATIONS LONG TERM PROJECT RESERVE STADIUM DIST DEBT SERIES 2002 Department Total $ 1,656,972 99,143 3,000 6,631,968 8,391,083 SUPERIOR COURT: CHILDRENS ISSUES EDUCATION $ CONCILIATION COURT FEES DOM REL MEDIATION EDUCATION EMANCIPATION ADMINISTRATION 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 $ 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 TRANSPORTATION: TRANSPORTATION GRANTS $ TRANSPORTATION OPERATIONS TRANSPORTATION CAPITAL PROJECT Department Total $ 500,000 59,992,098 115,550,123 176,042,221 TREASURER: GENERAL $ TAXPAYER INFORMATION Department Total $ 4,267,568 304,341 4,571,909 115,007 1,702,500 390,682 272,034 3,076,404 $ 4,062,103 $ $ $ 2,000,000 $ 2,000,000 $ $ $ (380,374) (953,838) $ (1,334,212) $ $ $ $ $ $ $ $ $ 1149 1,020,328 283,002,433 1,448,698 31,258 2,003,000 6,627,039 10,109,995 115,007 1,590,000 390,682 614,400 75,469,905 816,507 1,170,355 564,531 115,921 2,109,025 2,055,011 5,686,801 90,698,145 84,765 56,824,580 86,535,636 143,444,981 4,216,467 304,341 4,520,808 $ $ $ $ $ $ $ $ $ 33,431,970 9,620,415 43,052,385 178,861,275 76,581,858 165,640 12,337,361 26,300 8,494,509 1,482,444 60,000 2,000,000 280,009,387 1,648,648 99,143 1,903,000 6,634,544 10,285,335 415,007 1,790,000 190,682 4,800 785,000 76,863,493 521,600 1,296,000 614,531 115,921 2,101,600 2,599,319 4,900,000 92,197,953 404,676 59,485,131 103,932,010 163,821,817 4,651,628 304,341 4,955,969 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Attachments Summary by Department of Expenditures/Expenses Fiscal Year 2013 DEPARTMENT/FUND WASTE RESOURCES AND RECYCLING: GENERAL $ WASTE TIRE SOLID WASTE MANAGEMENT Department Total $ ELIMINATIONS $ Department Total $ Total all Departments $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2012 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2012 $ 4,757,203 2,183,701 6,940,904 ACTUAL EXPENDITURES/ EXPENSES * 2012 $ $ $ (185,063,790) $ (185,063,790) $ (4,968,442) $ (4,968,442) $ 2,423,827,579 $ 21,596,564 $ 4,545,718 2,567,984 7,113,702 BUDGETED EXPENDITURES/ EXPENSES 2013 $ 2,694,923 4,748,115 $ 7,443,038 (189,298,204) $ (189,298,204) $ 1,939,838,585 $ (164,555,714) (164,555,714) 2,390,778,253 * 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. 1150 Maricopa County Annual Business Strategies FY 2013 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. Assigned Fund Balance: The portion of fund balance that reflects a governments intend use of resources. 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. 1151 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Glossary 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. Capital Outlay: 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. Committed Fund Balance: Resources whose use is constrained by limitations that the government imposes upon itself at its highest level of decision making and that remain binding unless removed in the same manner. 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, 1152 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Glossary 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. 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. 1153 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Glossary Indirect Cost: A cost that is necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. The central service cost allocation is an example of the allocation of indirect costs. Input: A volume of resources used to provide an activity. Inputs are typically stated in terms of dollars or hours, but are sometimes stated in terms of people or material resources. Internal Charge: A cost billed to one County department by another County department for base level or discretionary services provided. Internal Service Fund (ISF): A proprietary fund that may be used to report any activity that provides goods or services to other departments on a cost-reimbursement basis. Issue Statement: A summary statement of an issue and trend that will have a major impact on the department’s customers over the subsequent two to five years. Issue statements include what that impact will be to the customers. They are the products of the environmental assessment phase in strategic planning. Key Result Measure: Key Result Measures for each Program comprise at least one Result Measure from each of the Activities within the Program so that a set of result measures is created that relates to the results portion of the Program Purpose Statement. Major Maintenance: The periodic need to repair and rework building and infrastructure systems or components to maintain the original condition of the asset. This repair work does not usually make the building more useful or add to the estimated useful life of the building as a structure. Maintenance costs are normal costs that allow a capital asset to be used in a normal manner over its originally expected economic life. Examples of major maintenance include, but are not limited to: re-roofing, disassembling and rebuilding air-conditioning systems and water chillers, replacement of worn-out heating systems, and other major components. Mandate: A program that meets constitutional, statutory or court-ordered requirements from either Federal or State entities. 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. 1154 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Glossary 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. 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. Restricted Fund Balance: Resources that are subject to externally enforceable legal restrictions. 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 1155 Maricopa County Annual Business Strategies FY 2013 Adopted Budget Glossary 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. Structurally Balanced Budget: A budget in which all recurring expenditures are fully supported by recurring sources of funding. Supplies: A category of expenditures within the budget for all standard costs of daily operations, including such items as office supplies, rent, contractual services, and travel. Trend: A documented recurrence of a measurable event or circumstance over time that is increasing, decreasing or even staying the same. The size of the number of occurrences often determines whether the recurrences constitute a trend. If the number of recurrences is very small, such as number of floods in a year, it may take a number of years to document a trend in one direction or another. Conversely, a large number of events or occurrences, such as the number of court cases of a particular type, may reveal a trend within months or a few years. Unassigned Fund Balance: Net resources in excess of what is classified as restricted, committed or assigned fund balance. 1156 Acknowledgements The Fiscal Year 2013 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, Karina Araiza, Lee Ann Bohn, Kimberly Bonham, Lauren Cochran, Carmine Davis, Jacqueline Edwards, Angie Flick, Ron Forster, Cindy Goelz, Brian Hushek, Dreamlyn Johnson, Kara Micheal, Jack Patton, Scott Rothe, Harold Siguenza, Timothy Snyder, Dexter Thomas, Sandi Wilson, Ryan Wimmer and Zachary Wolfe. 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: Steve Cimino, Andy Duclos, Diane Fedele, Lorilea Hudgins, Dean Johnson, Duane Lee and Rick Pope 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. Furthermore, special thanks to Martin Camacho of the County Manager’s Office for providing his graphical design expertise in editing the cover photograph for this document. 1157