MARICOPA COUNTY FY 2014 Annual Business Strategies ADOPTED BUDGET Credits Board of Supervisors Andrew Kunasek, District 3, Chairman Denny Barney, District 1 Steve Chucri, District 2 Clint Hickman, District 4 Mary Rose Garrido Wilcox, District 5 County Manager Tom Manos Deputy County Manager Budget Director 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 2014 Adopted Budget Table of Contents Table of Contents Motions Motions 1 Transmittal Letter Transmittal Letter Revenue Outlook Property Taxes Expenditure Uses Historical Overview of Maricopa County Budgeting Econometric and Demographic Trends State Budget Impacts Justice and Public Safety General Government and Education Systems Technology Infrastructure and Capital Improvement Health Care Issues Employee Issues Conclusions 3 5 6 8 8 10 11 12 16 17 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 28 28 29 31 32 32 33 34 34 Budget at a Glance Introduction The Budget as a Policy Document Organizational-wide Financial and Programmatic Policies and Goals i 39 39 39 Maricopa County Annual Business Strategies FY 2014 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 Managing for Results Organizational Charts Personnel The Budget as a Communications Device Other Planning Processes Budget Processes Communicating with Charts and Graphs Revenue and Expenditures Classifications Table of Contents Glossary The County and Community It Serves The Annual Business Strategies Document 40 40 43 43 43 45 45 45 46 47 47 47 47 47 47 48 48 48 48 49 49 49 49 50 50 50 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 53 54 55 55 55 55 56 56 56 56 57 57 59 60 63 64 ii Maricopa County Annual Business Strategies FY 2014 Adopted Budget Table of Contents Strategic Priority 6: Effective Economy Strategic Priority 7: Quality Transportation Strategic Priority 8: Citizen Satisfaction Strategic Priority 9: Fiscal Strength Strategic Priority 10: Quality Workforce 68 70 71 73 74 Budget Policies and Process Policies and Their Budgetary Impact Managing for Results Policy Budgeting for Results Policy Guidelines Budgeting for Results Accountability Policy Reserve and Tax Reduction Policy Guidelines Funded Positions Policy Annual Budgeting for Results Guidelines and Priorities Summary of Significant Accounting Policies Reporting Entity Housing Authority of Maricopa County Maricopa County Flood Control District Maricopa County Library District Maricopa County Public Finance Corporation Maricopa County Special Assessment Districts Maricopa County Stadium District Maricopa County Street Lighting Districts Related Organization Basis of Presentation Basis of Accounting Cash and Investments Inventories Property Tax Calendar Capital Assets Investment Income Compensated Absences Basis of Budgeting and Budgetary Control Budgets of Blended Component Units The Budget Process Annual Budget Process Financial Forecasting Planning for Results Budget Guidelines and Priorities Budget Preparation Budget Review and Analysis Budget Adoption Tentative Adoption Final Adoption iii 77 77 78 79 80 81 82 82 83 83 83 83 84 84 84 84 84 84 86 87 87 87 87 88 88 89 89 89 89 90 90 90 90 91 91 91 91 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Table of Contents Property Tax Levy Adoption Fiscal Year 2014 Budget Process Fiscal Year 2015 Budget Process Budget Adjustment Process Programmatic Budgeting 91 91 92 92 92 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 Change in Fund Balance Consolidated Sources, Uses and Fund Balance by Fund Structural Balance Consolidated Operating Sources, Uses and Structural Balance by Fund iv 93 94 95 98 102 103 107 107 107 107 112 112 113 113 114 114 115 115 116 116 117 118 118 118 119 120 121 121 121 122 122 122 122 123 124 126 127 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Table of Contents Expenditure Limitation Appropriated Expenditures and Other Uses by Department, Fund and Function Class Consolidated Expenditures and Other Uses by Fund Type / Department Consolidated Expenditures and Other Uses by Department and Fund Type Consolidated Expenditures and Other Uses by Category and Fund Type Non Departmental Expenditure Summary – Operating Non Departmental Expenditure Summary – Non-Recurring 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 130 131 146 150 151 156 158 160 160 161 163 165 165 167 172 Mandates Summary Introduction Summary Public Safety Health, Welfare and Sanitation Highways and Streets General Government Culture and Recreation Education 183 183 185 186 187 187 188 188 Financial Forecast Executive Summary Overall Fiscal Position Forecast Drivers Forecast Assumptions Revenues Expenditures Capital Projects Financial Forecast Schedules 189 189 191 193 194 195 195 197 Department Strategic Business Plans and Budgets Adult Probation Air Quality Animal Care and Control Assessor Assistant County Manager, Department 940 203 237 252 269 276 v Maricopa County Annual Business Strategies FY 2014 Adopted Budget Table of Contents Assistant County Manager, Department 950 Assistant County Manager, Department 960 Board of Supervisors, District 1 Board of Supervisors, District 2 Board of Supervisors, District 3 Board of Supervisors, District 4 Board of Supervisors, District 5 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 Deputy County Manager, Department 920 Deputy County Manager, Department 930 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 Protective Services Public Defense System Public Fiduciary Public Health Recorder Research and Reporting Risk Management Sheriff Superior Court 281 290 293 296 299 302 305 308 346 350 359 395 400 417 442 451 458 462 482 493 505 521 551 560 574 581 594 617 622 627 644 673 679 693 716 730 740 746 784 792 832 842 848 863 909 vi Maricopa County Annual Business Strategies FY 2014 Adopted Budget Table of Contents Transportation Treasurer Waste Resources & Recycling 946 979 989 Capital Improvement Program Executive Summary Capital Improvement Program Capital Projects Budget Operating & Capital Budgets – Their Relationship 999 999 1002 1002 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 1004 1004 1005 1005 1023 1023 1023 1039 1039 1040 1040 Debt Service Debt Management Plan Debt Obligations by Type Debt Policies 1065 1072 1077 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 1081 1083 1088 1091 1093 1096 1098 1106 1108 1110 1111 1121 1122 1124 1129 vii Maricopa County Annual Business Strategies FY 2014 Adopted Budget Table of Contents Glossary Glossary 1147 Acronyms Acronyms 1153 Acknowledgements Acknowledgements 1155 viii Maricopa County Annual Business Strategies FY 2014 Adopted Budget Motions Motions Budget Adoption 1) Pursuant to A.R.S. § 42-17105, approve the Fiscal Year 2014 Budget in the amount of $2,208,474,790 by total appropriation, for each department, fund and function class listed in the attached schedules. This represents a $6,667,408 decrease from the FY 2014 Tentative Budget of $2,215,142,198. 2) Approve the attached Executive Summary. 3) Approve the transfer of expenditure authority from: a) $90,377 from Non Departmental (470) General Fund (100) Sustainability (4712) Operating (0000); and b) $47,126 from Non Departmental (470) General Fund (100) Cooperative Extension (4776) Operating (0000); to an existing appropriation in Business Strategies (390) General Fund (100) Operating (0000), resulting in the following economic development funding: a) Increasing the GPEC funding to $573,675; b) Increasing the Greater Phoenix Convention and Visitors Bureau to $222,431; c) Increasing the Phoenix Chamber of Commerce to $146,805; d) Decreasing the Collaboration for a New Century funding to $0; e) Increasing the Phoenix Regional Sports Commission to $20,019; f) Increasing the East Valley Partnership to $13,346; g) Increasing the Western Maricopa Enterprise Zone to $13,346; h) Increasing the Southwest Valley Chamber of Commerce to $2,669; i) Increasing the Wickenburg Chamber of Commerce to $2,669; and reducing the Non Departmental Cooperative Extension funding to $302,874, eliminating the funding for the Human Services Campus Urban Farm and Phoenix Research Farm. 1 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Motions Executive Summary Notwithstanding the Budgeting for Results Accountability Policy, approve the following: a) Adult Probation, Juvenile Probation and Superior Court are collectively known as the Judicial Branch, and considered as one appropriation. Any and all appropriations within the Judicial Branch can be transferred between any and all Judicial Branch departments by fund and function, as requested and approved by the Presiding Judge of the Superior Court, without any further Board approval. b) Contract Counsel, Legal Advocate, Legal Defender, 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, as requested and approved by the County Manager, without any further Board approval. c) The appropriated budgets for all employee benefits internal service funds administered by the Business Strategies and Health Care Programs department are considered one appropriation. Any and all employee benefits internal service fund appropriations within Business Strategies and Health Care Programs can be transferred between any and all funds by function as requested, upon review and recommendation of the Office of Management and Budget and approval by the County Manager, without any further approval by the Board of Supervisors. d) The budgets for Operating Major Maintenance Projects will be appropriated at the department, fund and function category rather than department, fund and function class. If Elected Official or Judicial departments exceed their budget due to not achieving budgeted salary savings, they may ask for one-time, non recurring contingency during FY 2014. 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). Approval of the FY 2014 Budget includes the allocations for Economic Development Agencies, NonProfit Organizations and Agricultural Extension as specified in the Adopted Budget Package and any amendments put forward at the time of budget adoption. Approval of the FY 2014 Budget incorporates the suspension of any conflicting policies as needed and amends the previously issued guidelines to conform with the budget. 2 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter Transmittal Letter To: Andrew Kunasek, Chairman, District 3 Denny Barney, Supervisor, District 1 Steve Chucri, Supervisor, District 2 Clint Hickman, Supervisor, District 4 Mary Rose Wilcox, Supervisor, District 5 The FY 2014 tentative budget presents a year of change and a year of new beginnings. In January of 2013, the leadership at Maricopa County shifted as two new Board members took office in Districts 1 & 2. In March, another change occurred. District 4 Supervisor, Max Wilson, announced his retirement. The changes have brought fresh energy to our County and transformation. The budget process and budget development have certainly been front and center. With the economy continuing to be sluggish and federal sequestration underway, we must be able to meet our growing financial needs while still being responsible to the County’s taxpayers. Our economists have predicted continued growth at a very slow pace. This year we are moving forward with a strategy which creates additional capacity in our operating budget but will slow down our capital project spending. We plan to continue to invest in technology to increase productivity and provide better service to our citizens. Several such projects have been included in this tentative budget. The first change in our budgetary philosophy is moving from budgeting revenue at the pessimistic scenario to most likely. This created additional operational capacity, but slows down our “pay as you go” capital spending. In addition, we have significantly reduced our contingencies, allowing for funding for compensation that has not been funded in the operating budget for the past five years. General Fund operating contingencies of $43.6 million in the FY 2013 adopted budget were eliminated. This additional $43.6 million has been used to address important operational needs such as funding the Sheriff’s Office staffing and best practices study, additional staff for Adult Probation workload increase, equity and market pay for County employees, and ensuring a structurally balanced budget for the General Fund. The tentative expenditure budget appropriation is $2,215,142,198, which is a net decrease of $82,347,812 from the FY 2013 revised budget. The decrease is due to a $99 million reduction in onetime spending, offset by an increase in the operating budget of $16.6 million. The operating budget increased by $16,672,299 or 1.03%, as compared to the FY 2013 revised budget. This increase was due to mandated health care payments to the State of Arizona and the statutory increase for the Maintenance of Effort for the Detention fund, along with other mandates totaling $13.3 million. Other funding increases include $76.1 million for compensation and retirement contributions, $9.5 million for staffing issues identified in the Sheriff’s Office staffing studies, and $12.3 million for volume increases for Public Defense Services, County Attorney’s Office, and Adult Probation caseload issues. This increase was offset by a decrease in juvenile probation costs. A $59.3 million reduction in contingencies offset other cost increases. The non-recurring or non-operating budget was reduced by $99 million. Technology projects increased by $88.8 million, while capital projects decreased by $92.1 million. One-time contingencies were increased by $7.1 million, and grants and employee-related costs decreased by $4.8 million. Transfers between funds have decreased by $209.6 million and other non-recurring expenditures increased by $111.7 million. These changes indicate an overall change in philosophy, moving more expenses to the operating budget and forgoing additional large capital projects. 3 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter The budget guidelines were approved by the Board of Supervisors on January 22, 2013. Board direction has evolved over the past four months, creating a deviation from the original guidelines. Unlike previous years, the Board did not set a Property Tax assumption. This meant that budget scenarios needed to be created with various property tax options. These various scenarios have been shared throughout the budget process. The possible alternatives outline the FY 2014 budget options, as well as the impact that such decisions would make on FY 2015 – FY 2017. This led to the decision to utilize most likely forecasts for State-shared Sales Taxes, Vehicle License Taxes, Jail Taxes and Highway Urban Revenue Funds (HURF). In the current fiscal year, employees were given a one-time performance incentive. The guidelines were drafted and approved with this in mind for FY 2014 as well. However, the Compensation Division of Human Resources has recommended that in addition to funding market increases for critical business needs, the Board consider salary increases to deal with compression and performance for the entire employee population. There is one final change included in the tentative budget that was not in the guidelines originally adopted. There are several funds that utilize fund balance in order to reach a balanced budget. Traditionally, the County has avoided the use of fund balance for ongoing operational costs. However, in those funds with significant fund balances, cash draw downs have been necessary to meet mandates and operational requirements. We believe these reductions are prudent and potentially will not impact current or future year operations. Outside of those issues listed above, the tentative budget followed the Budgeting for Results Guidelines and Priorities approved by the Board of Supervisors. These policy guidelines are shown below. Budgets were prepared by the departments, based on the instructions sent by the Office of Management and Budget. These instructions included: 1. Development of a sustainable, structurally-balanced budget. 2. All departments must submit their base expenditure budget requests within their budget targets. 3. The general fund will not backfill reductions on grant funding from the Federal or State government. 4. Budget reduction alternatives should be prepared at 3%, 5% and 10% of department operating budget. 5. Compensation – Changed as listed above. 6. No funding will be available for new or expanded programs. 7. Use of Fund Balance – Changed as listed above. 8. The capital projects budget for FY 2014 should include only critical capital projects and is within available non-reoccurring resources. 9. New information technology projects will not be considered unless they have a return on investment of three years or less or unless they are a replacement of an existing system that is no longer supported. Elected Officers and the Management Team within Maricopa County have been tremendous partners as we have worked to develop this tentative budget. The cooperation of all of the County officers was necessary for achieving a budget that is responsible, but funds only necessary expenditures. Many of the offices have had an eye toward technological improvements that will have prospective paybacks in achieving efficiencies and returns for the investment for our taxpayers. 4 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter Revenue Outlook Maricopa County has changed its revenue strategy with the development of the FY 2014 budget. In order to obtain additional capacity in the operating budget, we are utilizing the “most likely” revenue projections from Elliott Pollack and Company, our contracted economist. The difference between the “most likely” and “pessimistic” revenue projections for FY 2014 is $9.3 million in the general fund for State-shared Sales and Vehicle License Taxes or about 1% difference in the growth rate. In the Detention fund, the difference is $2.2 million or 1%. In the Transportation fund, the Highway Urban Revenue Fund (HURF) is $1.8 million or 1.4% more than the pessimistic growth projection. In FY 2013, we have seen the most growth in the State-shared revenues that we have experienced in a number of years. Through March, the State-shared Sales Tax collections are $11.8 million or 4.0% above last year’s collections. Since December, growth has been over 5%. The State-shared Sales Tax is budgeted at 4.5% growth over the economist’s FY 2013 most likely forecast. The State-shared Vehicle License Tax has been sporadic at best. The year-to-date collections through March are 1.5% over FY 2012. The most likely scenario is budgeted at 2.7%. This revenue is very hard to forecast. It has very little seasonality that can be predicted. This revenue will be tracked closely next year so that budget corrections can occur if this projection is not achieved. The special revenue funds also are dependent on local taxes. The Detention fund depends on a local sales tax, referred to as the jail tax. Through March, the jail tax is 4.9% better than last year. The budget for FY 2014 is 5.4% over this year’s most likely forecast. The Transportation fund utilizes HURF revenues. Year-to-date, this revenue is 6.8% better than last year. The FY 2014 budget is flat yearover year. Below are the revenue projections for FY 2014 that have been programmed into the budget. State Shared Sales Tax: Vehicle License Tax: Jail Excise Tax: Most Likely +4.5% +2.7% +5.4% (437,402,846) (119,748,223) (131,106,321) Pessimistic +3.5% +2.0% +4.4% While Maricopa County utilizes Elliott Pollack and Company as its economist, data is also used from Marshal Vest at the University of Arizona. In the past, Maricopa County has utilized the pessimistic revenue projections from our economists, as it helped guarantee that we would not miss our revenue projections for our forecast or our budget. As we move into our new budgeting model, there is a greater chance that our revenues may not be achieved. Therefore, our plan will be to closely watch the monthly revenues, and inform the Board of Supervisors if the budgeted revenues are not being achieved so that budget corrections can be made quickly. The State-shared Sales Tax or Transaction Privilege Tax (TPT) is the largest revenue source for the general fund. Currently, the State of Arizona is considering changes to its TPT. At this point, it is unclear if the final legislation will have a positive or negative impact on Maricopa County’s share of TPT. These changes would primarily change the method for taxing materials used in construction activity. We will monitor this closely as the negotiations continue. The Vehicle License Tax is a registration fee charged to Arizona residents when registering a vehicle in the state. New car sales are a significant factor in receiving increased revenues, since the vehicle’s 5 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter depreciated value is utilized to assess the tax. This tax has been anemic over the past several years. The pie charts below illustrate how the components of this tax have changed over time. The first pie chart is for FY 2004, and the second represents FY 2012. As illustrated, the number of new car registrations and those from new residents are one-half of the FY 2004 amounts. Therefore, as new car sales increase and migration into Arizona from other state returns, this tax should rally. New Vehicles, 406,724 8% FY 2004 $5,221,762 New Vehicles, 219,367 4% New to AZ, 226,388 4% Renewals, 4,588,650 88% Renewals New Vehicles FY 2012 $5,914,991 New to AZ, 112,632 2% Renewals, 5,582,992 94% Renewals New to AZ New Vehicles New to AZ 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 continues to rebound in FY 2013 and should continue its strong showing in FY 2014. It is a 1/5 of a cent tax which will expire in FY 2027. An extension of the tax will be necessary in the future. Highway Urban 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. Property Taxes Maricopa County’s primary property tax levy, including the SRP payment in lieu of taxes, will be $418,379,751 for FY 2014. The net assessed value has dropped again this fiscal year by $2.267 billion from FY 2013. The budget guidelines did not provide direction on the property taxes since the new Board members were uncertain about their position in January when the guidelines were adopted. The Office of Management and Budget worked with the County Manager and the Chairman of the Board of Supervisors to determine a budget for property taxes in FY 2014. The approach utilized carefully analyzing the needs in all three funds that are partially supported by Property Taxes and resizing the expenditures in each fund to determine a sustainable Property Tax Levy for each. On average, taxpayers will be paying a lower County tax bill than in the prior year. Utilizing the calculation of a median home of $102,000, the average impact on a residential property tax owner is a $13.63 decline. 6 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter Property tax assessed valuations have declined significantly over the past several years. This is expected to be the last fiscal year with a reduction. In FY 2010, our primary net assessed value was $49.68 billion in Maricopa County. This was the high point in our history. Fiscal Year 2014 is predicted to be the lowest level and then a slow improvement is anticipated. Over the past four years, the assessed valuation has declined by 36% since the peak. These significant declines in the property $49.68 $50 tax assessed valuations have caused our revenues to contract, $46.84 budgets to tighten, and projects to $44.88 $45 be postponed. As our net $41.18 assessed valuation begins to gain $40 $38.93 $38.49 value, a new initiative passed by $38.12 the voters in the last general $35.54 election. Proposition 117 put a $34.26 $35 $33.81 $33.56 cap on existing property assessed $32.00 $31.01 values used to calculate property $30 taxes. Under the new law, the $28.07 value is either the market rate or $25 5% over the prior year’s value, 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 whichever is less. This new law will have a negative effect on local governments’ ability to recover FY 2015 – FY 2018 Source: April 2013 Elliot D. Pollack and Company Most Likely Forecast from the significant property tax declines that occurred in the last four years. Billions Primary Net Assessed Value 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 $581,339,049. Maricopa County is under the limit by $171.5 million. This is the only aspect of County revenues that the Board of Supervisors has control over. Over the past 5 years, the primary property tax revenues have fallen from $492 million to $409 million, which is included in the tentative budget. Another way that Maricopa County has saved its taxpayers money is by not issuing any General Obligation Bond debt since 1986. In the late-1990’s, the Board of Supervisors decided to utilize a “pay as you go” capital plan for large capital improvement projects. In FY 2011, they expanded this category to also include large technology projects. 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 last secondary bond debt was paid off in 2004, and Maricopa County has not issued General Obligation bonds since those approved in 1986. In the budget being presented, there are over $51.4 million in new General Fund technology projects that are being funded with cash. Finally, the last significant issue is property taxes on the Flood Control and Library Districts. Both of these districts are funded primarily through property taxes. The Flood Control District is levying $39.8 million, a decrease of $14.7 million. The Library District is levying $14.1 million, a decrease of $2.8 million. Both districts’ levies are decreasing because of the property tax rate being reduced and the assessed valuation decreasing. More about this can be found in the Transmittal Letters for each of these districts. 7 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter Expenditure Uses Maricopa County’s expenditures are primarily made up of criminal justice and health care related costs. Many of the health care costs are payments to the State of Arizona. The chart below outlines the expenditure uses for FY 2014. The largest category of expenditures is criminal justice FY 2014 Tentative Budget and public safety. It comprises 51.03% of the County’s Uses: $2,215,142,198 expenditures. A number of departments and offices are part General Government, Health, Welfare and of the public safety category 18.17% Sanitation, 22.54% Education, 1.28% including: Superior Court, Adult Culture and Probation, Juvenile Probation, Recreation, 0.58% County Attorney, Sheriff, Clerk of the Superior Court, Public Highways and Defense Services, Justice Courts, Streets, 6.40% Emergency Management, Public Fiduciary, Planning and Development, and Constables. Last year these expenses were Public Safety, 50.9% of the budget. There will 51.03% be more on the specifics of justice and law enforcement in a later section. The other large category is Health, Welfare and Sanitation, which is 22.54% 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 tentative budget for Health Care Programs. Other costs that make up the countywide expenditures are: General Government (18.17%), Highway and Streets (6.4%), Education (1.28%), and Culture and Recreation (0.58%). Historical Overview of Maricopa County Budgeting The great recession that hit the world in 2008, continuing through the last several years, had a devastating impact on many governments around the nation. Certainly, many governments struggled during the unprecedented drop in home values and local revenues. 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. These basic policies are inherit in the FY 2014 budget, but the focus has moved off of funding capital building to our human capital and our technological investments. 8 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter The County has been reducing operating expenditures since FY 2007. We tightened our operating budgets and cut spending by almost $10 million that year. It was a wake-up call and was 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 expenditure 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, 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. In FY 2013, additional reductions were necessary to maintain structural balance. The net change in mandated state health contributions was a $4.2 million reduction. The primary and general election costs were moved from operating to non-recurring. Elimination of the state/county contribution resulted in a $26.1 million in savings, and other reduction in costs due to volume changes, efficiencies, and abolishing vacant positions. The tentative budget has many of the same attributes of past budgets. With an emphasis more on operational capacity, changes in budgeting revenues and reduction in contingency have added capacity to the operating budget while lowering primary property taxes. The overall budget has shifted from 9 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter utilizing non-recurring one-time expenditures, to extending the operating resources. The key to this new view of the budget is to make expenditure corrections quickly. This will be done if revenues are not met or if contingency funds are fully utilized before the end of the fiscal year. Therefore, County Administration will be diligent when monitoring the financial results in FY 2014, and the Board will be keep abreast of changes in the economic conditions on a monthly basis. Econometric and Demographic Trends The economy is on the mend, but it is a slow recovery. Foreclosures continue to decline, and housing prices are rebounding. Population growth is anemic, and this drives the local economy in the State of Arizona, particularly in Maricopa County. On April 8, 2013, Elliott Pollack made a presentation to the Board of Supervisors. The presentation was entitled, “Still Stuck in 2nd Gear”. This title is indicative of the economic conditions that we are currently facing. They are listed below:       Consumer Spending is Modest Excess Industrial Capacity Limited Commercial Construction Only Small Gains in Housing Jobs Creation at a Slow Pace Federal Government Issues Consumer spending is a natural driver of economic growth. There is certainly some good news to report. Consumers are paying down debt, and disposable personal income is on the rise. This means that the wealth levels are improving, and consumer spending should continue to increase in the future. As the stock market continues to rebound and home prices increase, consumers will regain their confidence and begin to spend. The question remains, how much will be spent? How quickly will retail sales recover resulting in a significant increase in sales tax revenue? Industrial capacity and commercial construction are two additional factors that play into the regional recovery in Maricopa County. The outlook for office space in the Greater Phoenix area is improving. More lights turned on in downtown office spaces converts to additional jobs. The excess of office space is being absorbed, although slowly. Currently, there is a 20% vacancy rate in office space. There was also 208,866 square feet of office space under construction in the fourth quarter of 2012. Industrial space is also improving, a sign of overall economic stability. Slowly, the industrial space is filling up. There was 10.9% of vacant industrial space in 2012, as compared to 16.1% in 2009. Again, positive signs of measureable improvement. Housing is significantly improving in our community. One of the economic indicators for housing is foreclosures. Greater Phoenix pending foreclosures reached an all-time high of 50,416 in February 2010. In February 2013, it had dropped to 10,256. The median sales price for new and resale single family homes has increased by 46% between February 2010 and February 2013. However, the median sales price (February 2013) is still only $160,000, as compared to the high of $257,500 in February 2006, a 37.8% drop over that period. Prices are rising, albeit slowly, because excess inventory still exists. Single family permits in greater Phoenix were 11,615, a 71% growth in 2012. However, it is still far below the boom of eight years ago when housing starts were 63,570. On a positive note, employment statistics are improving. None of the employment sectors are losing jobs as of January 2012. Although the gains are modest, over the last 12 months the greater Phoenix region has added 41,000 new net jobs. We are 42% of the way to the level we were at at our peak. In 10 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter 2012, the Phoenix-Mesa employment growth ranked 6th in the nation. The chart below shows employment growth since January 1995 and forecasts our return to the peak level in January 2015. Employment Levels: Greater Phoenix back to Peak in 2015? Source: ADOA Recession Periods 2,400.0 2,200.0 Peak 2,000.0 1,800.0 1,600.0 1,400.0 1,200.0 1,000.0 Ja nJu 95 l Ja -95 nJu 96 l Ja -96 nJu 97 l-9 Ja 7 nJu 98 l Ja -98 nJu 99 l Ja -99 nJu 00 l-0 Ja 0 nJu 01 l Ja -01 nJu 02 l Ja -02 nJu 03 l-0 Ja 3 nJu 04 l Ja -04 nJu 05 l Ja -05 nJu 06 Ja l-06 nJu 07 Ja l-07 nJu 08 Ja l-08 nJu 09 Ja l-09 nJu 10 Ja l-10 nJu 11 Ja l-11 nJu 12 Ja l-12 nJu 13 Ja l-13 nJu 14 Ja l-14 n15 The Federal Government and its policies will continue to have an impact on the nation’s recovery. The fiscal cliff and the Affordable Care Act, together, are causing caution and uncertainty and are affecting business confidence. Sequestration and the increase in the payroll taxes will result in a .8% reduction in the Gross Domestic Product (GDP). Currently, the Federal Government is borrowing $.34 of every dollar that the U.S. Government spends. The federal debt is scheduled to be $16.2 trillion in 2013 and reach $25.9 trillion by 2022. The economic outlook is summed up by our economist below in his April 2013 quarterly forecast report: Elliott D. Pollack & Company “There is still uncertainty in the economy in general, and this has been exacerbated by problems in Washington D.C. However, we got through the “fiscal cliff” related to tax increases, and the cliff related to spending reductions will not have nearly as draconian impacts as was portrayed by the media. This has yielded greater optimism regarding economic conditions; albeit cautious optimism.” Elliott Pollack and Company, April 2013 State Budget Impacts During economic downturns, traditionally the State of Arizona has shifted costs to local jurisdictions, primarily counties. Now that the economic recovery is underway, the cost shifts are apparently subsiding. As of last year, the counties are no longer required to make a contribution to the State of Arizona which cost Maricopa County $26.4 million in FY 2012. However, there are still a number of shifts that continue to burden County taxpayers and have still not been reversed. The State continues the diversion of a portion of our Highway User Revenue Funds for the operation of the Department of Public Safety. The result of this continued diversion is a loss of approximately $8.5 million in FY 2014. Only in Maricopa County, the State of Arizona requires 100% contribution to the Superior Court Judges’ salaries. In all other Arizona counties, they pay 50% of the salary cost. This continued burden will cost Maricopa County $9 million in FY 2014 and in aggregate, totals $36.0 million since the cost shift began in FY 2011. The state is continuing the requirement to have the County pay 50% of the cost of treatment and confinement associated with Sexually Violent Persons, a $4.2 million cost for FY 2014. Since we began tracking these costs in FY 2008, the total cost shifts endured by Maricopa County are $220.2 million. While the burden has lessened in the past several years, the goal should be to continue to fight to reverse all of these cost shifts. In particular, the most burdensome is paying 100% of the Superior Court judges’ salaries, a cost that unfairly burdens Maricopa and is not equally distributed statewide. Below is a chart that outlines the $220.2 million. 11 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter Estimated State Budget Impacts on Maricopa County, FY 2008 to FY 2014 Mandated Contribution Sweep ALTCS Refunds HURF Diversion to DPS HURF Diversion to MVD Reduce, Eliminate Lottery Revenue SVP Payments 100% Superior Court Judges Salaries Assessor - DOR Capital PCR - ongoing Capital PCR - start up Prior Years 77,283,800 11,078,831 16,533,974 499,544 4,500,000 9,012,759 $ 118,908,908 $ FY 2012 $ 26,384,500 8,551,343 6,662,102 249,772 5,000,000 9,012,759 282,000 $ 56,142,476 FY 2013 $ 8,551,343 249,772 4,000,000 9,012,759 282,000 361,315 64,962 $ 22,522,151 FY 2014 $ 8,551,343 249,772 4,200,000 9,012,759 282,000 361,315 $ $ 22,657,189 $ TOTALS 103,668,300 11,078,831 42,188,001 6,662,102 1,248,860 17,700,000 36,051,036 846,000 722,630 64,962 220,230,722 Justice and Public Safety Justice and Public Safety is the County’s largest expenditure category, composing over 51.03% of 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, analyzing opportunities to reduce recidivism through new programs, dealing with a continued backlog of capital defense cases, handling multiple year growth in dependency cases, and analyzing the slowdown in case processing within the system. These are a few of the challenges expected in FY 2014. FY 2013 Fore. FY 2012 FY 2011 FY 2010 Public Defense Services continues to deal with the aftermath of the Capital Post‐Conviction Relief Spending capital case crisis that began in 4,000,000 2006. As background, once a $3.6 M 3,500,000 capital case has completed the 3,000,000 trial and appeal phases, it enters $2.8 M 2,500,000 the post-conviction relief (PCR) 2,000,000 phase during which the 1,500,000 defendant’s conviction and $1.4 M sentence are essentially reviewed 1,000,000 $0.6 M for errors. Attorney appointments 500,000 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 in-house 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 growing number of requests for two, 12 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter rather than the traditional one, defense attorneys to be appointed at the PCR phase. Further exacerbating the growing expense of capital PCR cases, in 2012, the State shifted the burden to counties by no longer funding its Office of Post-Conviction Relief beginning in FY 2013. This is another cost shift imposed by the State of Arizona. Public Defense Services spending in this area has increased six fold since FY 2010. Another cost that has been growing at a double-digit growth rate is dependency cases. This is a component of Public Defense Services that is not paralleled in the County Attorney’s office. Public Defense Dependency History New Dependency Case Assignments 12,000 $18,000,000.00 $16,000,000.00 10,000 $14,000,000.00 Dependency is a legal proceeding in which the state alleges that 8,000 $12,000,000.00 parents are not able to properly $10,000,000.00 care for their children without the 6,000 intervention and assistance of $8,000,000.00 Child Protective Services. In more serious cases, the dependency 4,000 $6,000,000.00 action can lead to the permanent $4,000,000.00 termination of parental rights. In 2,000 all cases, the parents and the $2,000,000.00 children are entitled to representation at County expense. 0 $‐ Since FY 2007, the number of FY07 FY08 FY09 FY10 FY11 FY12 FY13 dependency filings has increased Proj by 93.3%, with an increase in Note: These statistics are not what is currently reported in MfR. This the data we can produce most consistently for the longer period of time. This data may not expenditures of 57.1% ($6,082,790). This trend is shown in the graph to the right. Increases in spending have been experienced in other areas of representation as well. Appeals and PCRs have increased from $4.8 million in FY 2008 to a projected $7.8 million in FY 2013. Capital trial expenses have increased from $13.5 million to $15.8 million in the same period. Non-capital felony expenses have increased from $35.6 million to a projected $37.3 million for that period. In an attempt to better deal with the volume of dependency cases, the Superior Court is piloting the Cradles to Crayons (C2C) program. 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 $1.4 million in the tentative budget. This is the second year of this two-year pilot program, and initial results appear to be positive. Families are reunified whenever possible; but if this is not reasonable, then the parental rights are severed, and the child is placed in a permanent home more quickly. This is important if a child is to be successful in life. In less than one year, over 972 children were assigned to C2C judges. Cases assigned to C2C reached adjudication 10 days earlier than those in standard dependency courts (42 days vs. 52 days), and were more likely to result in family reunification (39% vs. 29%). Over the past several years, the volumes in the criminal justice system were stagnant. However, that trend has slowly been reversing over the past year. Jail bookings are outpacing releases, resulting in 13 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter longer average lengths of stay and a growing average daily population (ADP). The ADP in February 2011 was 7,048, and it has increased to 7,977 in February 2013. Analyzing the data more closely, the pretrial felony ADP has shown tremendous growth of nearly 25% in two years. The sentenced population, however, is declining. This is indicative of other information being captured in the criminal justice system. The active pending criminal case inventory is also trending upward. The reason for this is unknown, but the loss of experienced prosecutors and defense attorneys may be a contributing factor. Both offices are having difficulty retaining and attracting qualified attorneys. The salary rate of the attorneys is significantly below market, and funding for salary increases necessary to correct this problem is included in the market funding in the FY 2014 budget. Axis Title Juvenile detention’s average daily Average Daily Caseload population has continued to see 2,500 declines. While the population 2,300 soared to over 440 in 2006, in 2,100 February 2013, it is around 200. 1,900 This drastic reduction is at least 1,700 partially attributable to the 1,500 agency’s continued focus on 1,300 alternatives to incarceration for 1,100 juvenile defendants. Juvenile 900 Probation caseloads declined by 700 26% between FY 2007 and FY 500 2011. They appear to have leveled off at approximately 4,000. The budget for juvenile detention and probation functions has been reduced in recent years and again in FY 2014. Between the two divisions about $1.5 million was cut. The volumes in Adult Probation are unlike Juvenile and are on the rise. Pretrial Supervision has increased dramatically. From February 2011 to February 2013, there has been a 43% increase in volume. This increase in workload had to be addressed in the FY 2014 budget. An increase in Probation staff was necessary, and 44 additional positions were funded in the tentative budget. This resulted in an increase in the overall Adult Probation department of $3.3 million. In the Maricopa County Sheriff’s Office (MCSO), enforcement is primarily funded through the general fund and detention operations are funded through the detention fund. The FY 2014 tentative budget has an increase of 8.6% in the general fund, and a 3.8% increase in the detention fund. Administrative and Information Technology costs are spread between the two funds. This is primarily due to the results of a staffing study that the Board of Supervisors commissioned last year. The Office of Management and Budget (OMB) has been leading the collaborative efforts with the Sheriff’s Office, approved by a Board Resolution that was passed on June 20, 2011. This resolution asked that County Administration work jointly with MCSO on internal audits, financial controls, IT collaborative activities, operational efficiency reviews, and oversight functions. One of the last items for completion on the resolution was the staffing and best practices studies. An outside consulting firm, MGT of America, Inc., spent many months examining operations in cooperation with MCSO. The study outlined best practices and efficiencies, as well as outlined the need for additional staff in enforcement, detention, administrative functions and information technology. As a result, the following additional staff and associated funding was added to MCSO’s FY 2014 budget: 14 Maricopa County Annual Business Strategies FY 2014 Adopted Budget     Transmittal Letter Detention – $2.269 million Enforcement – $6.67 million Administrative – $0.505 million Information Technology is still under review so $2.0 million is set aside for distribution when the report becomes available. MCSO was also given a list of best practices issues to consider. Many of these innovations have been implemented or are being implemented in the Sheriff’s Office. They include:           Improving data and reporting capabilities of the records management system Enhancing communication between districts and investigative staff Establishing performance measures and targets Implementing new and uniform shift schedules in jails Identifying causes of increased average length of stay for pre-trial jail population Establishing a committee to review existing policies and procedures Developing a succession plan for key staff Improving accountability by making managers throughout the agency responsible for their budget/spending Maximizing use of available IT tools Enhancing HR training 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. The County Attorney’s Office believes that insufficient salary rates for attorneys are compounding the issue. The compensation issue is being addressed in the tentative budget and is discussed in the Employee Issues section below. The budget for FY 2014 is increasing by 3.1% due to a variety of unavoidable issues, including increases in sexual assault and domestic violence examinations, increases in lease renewal costs, additional funding for retirement system increases, and other various supplies and services costs. In addition, the civil attorney workload is increasing which created a need to add 6.5 permanent civil attorneys to the Civil Legal Services division of the office. Although the cost was $766,419, it is expected to save money for the Risk Management Department as more civil litigation cases will be handled by in-house counsel. The cost of in-house counsel is significantly lower than what is charged to outside legal services obtained by private law firms. The Justice Courts are 26 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. Filings have grown in civil traffic, and the FY 2014 budget was adjusted to accommodate this growth. In addition, the Justice Courts are in the midst of a multi-year electronic filing and case management system implementation. While this system is expected to gain efficiencies when fully implemented, the Justice Courts’ budget includes increases to cover some expenses associated with system implementation. 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 15 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter been laid on Maricopa. Maricopa County is required to pay for 100% of the Superior Court judges’ salaries. In other Arizona counties, the cost is split evenly between the counties and the state. This change occurred recently during the financial upheaval at the state level and is an inequity which needs to be corrected in the future. Within the Superior Court, there are a number of trends that require close monitoring. Caseloads appear to be slightly on the rise. 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 FY 2014 budget has a 2.3% increase. A cost increase is bringing Commissioner compensation commensurate with statewide standards. This will cost Maricopa County $1,050,000 annually. This budget also includes funding for continued development of the ICIS-NG project at $1.3 million. The acronym stands for Integrated Court Information System – Next Generation, and the name speaks for itself. This new upgraded system, once completed, will change the way court proceedings will be handled, bringing the Superior Court completely into the digital age. In future years, it is believed that this will significantly save on personnel costs as the need for clerks and administrative assistance will decline. Continuation of the Cradles to Crayons pilot project, noted above, is budgeted at $1.4 million. In FY 2013, Maricopa County Educational Services Agency (MCESA) requested funding for a Juvenile Transition Program. This program works 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. The program was recommended for a two-year pilot program. This is the second year of the pilot which is funded at $1.6 million. General Government and Education Systems There are additional activities in the FY 2014 tentative budget that deserve notation. Three major general government software upgrades are funded in the tentative budget -- the Assessor’s Computer Aided Mass Appraisal (CAMA) system, the Treasurer’s System upgrade, and the Financial System Upgrade phase one and two. The Assessor’s Office is responsible for providing property assessment services to Maricopa County property owners. This office also efficiently and effectively administers all laws and regulations for Maricopa County property owners so they can be assured that all ad valorem properties are fairly and equitably valued. The need for a new CAMA system has been on the horizon for many years. This new system will ensure the future of this office which assesses 1.7M parcels a year in support of property tax assessments for over 1,795 taxing jurisdictions in Maricopa County. This system is crucial to adequately performing the essential duties of the Assessor’s Office. The Financial System in Maricopa County is almost 20 years old. While it is still functional, it will soon be unsupported by the vendor. It contains the general ledger and accounts payable and provides financial reporting. In addition, it handles the procurement and purchasing functions for Maricopa County. The Managing for Results Information System (MFRIS) was built as a bolt on to the financial system. It performs financial budget and forecasting collection and consolidation. It also collects performance data and provides strategic planning workflow. These systems must be replaced as they are very fragile. Funding for Phase 1, the Budget replacement, is reserved in the tentative budget for FY 2014. The Treasurer’s Office also collects the property taxes for the various jurisdictions in Maricopa County. They also invest and provide banking services for school districts, special taxing districts, Maricopa County government and many others. Their system also is in need of an software upgrade. The 16 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter Treasurer’s Office is closely working with the Assessor’s Office and county administration to determine whether or not they could partner with either the CAMA or Financial System upgrade to minimize costs and to obtain synergies with these systems that the Treasurer’s System may interface with. Finally, the Maricopa County Educational Services Agency (MCESA) has received funding in the tentative budget for five year maintenance support on their Financial System and Hardware replacement. MCESA provides financial administrative support to 38 school districts as part of their statutory duties. Their financial system is crucial to successfully providing support services to the districts that depend on them for assistance. The cost for this is $1.2 million. Technology Infrastructure and Capital Improvement Maricopa County began its present day Capital Improvement Program (CIP) in FY 2000. Previously, the CIP plan utilizes a modified “pay as you go” financial policy. The County has paid 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 this is paid with cash that has been set aside for capital improvements. Because of our new budgeting philosophy of utilizing the “most likely” scenario for revenues and funding contingency at a much lower level, this will result in less funding for capital projects into the future. It is anticipated that our capital improvement program will slow down, and our emphasis moves from capital investment to human and operational funding. Two new 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 13 projects budgeted in FY 2014 in the two Technology Capital Improvement Funds: the BIX Room Study, Contact Center System, County Voice of Internet Protocol (VoIP) and Unified Communications (UC) System, Enterprise Data and Disaster Recovery Centers, Infrastructure Refresh Phase 2 and the completion of the Infrastructure Refresh Zone 2 for Phase 1, an upgrade to the Facilities Management Maximo Work Order System, Public Safety Radio System, the Infrastructure for the Sheriff’s Headquarters, the Correctional Health Zone H implementation, the CHS Electronic Health Records System, the study for a new Jail Management Information System, and the implementation of the new Jail Security and Surveillance System. All of these technology projects are modernizing and updating the County’s infrastructure, communication, security systems, and pro-active system monitoring and essential business tools. The new South Court Tower continues to be reflected in the tentative budget until final resolution of invoicing is complete. It is anticipated there will be an additional $4 million in savings from the $335 million budget as modified in FY 2013. The Solar Photovoltaic and Energy Conservation projects were a high priority for the Board of Supervisors as they continue their commitment to green government. 17 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter Other new projects included in the FY 2014 budget are related to more efficient use of space and reduced reliance on leased properties. This includes abatement of the final four floors of the East Court Building (6-9) and the build out of the 6th floor to updated courtrooms. Construction on the new Sheriff’s Office Headquarters broke ground in May 2012 and substantial completion will occur in November 2013. The plan for Energy Conservation Projects to 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 now complete. This $25 million investment is anticipated to reduce the County’s kilowatt usage by 22 million kilowatts of energy use per year. Rebates and incentives over $1.4 million have already been 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 study of the Vulture Mountain Recreation Area for future management. Finally, projects that were completed in FY 2013 include the Southeast Facility Remodel and the upgrade to the Board of Supervisors Auditorium and Conference Room technology. Health Care Issues Health, Welfare and Sanitation accounts for 22.54% of Maricopa County’s budget. It 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. These programs are inclusive of a number of issues, including acute and long-term health care for the poor, behavioral health care, tuberculosis services, services for people with HIV/AIDS, public health, environmental and air quality programs, correctional health, and autopsies. Mandated health care support costs that are distributed to the State of Arizona are $224.3 million for FY 2014. The largest mandated contribution is $149.7 for the Arizona Long Term Care System (ALTCS), the State’s Medicaid long-term care program. The ALTCS contribution estimated to increase by $1.1 million based on statutory formulas. The County will also have to pay $19.8 million to the Arizona Health Care Cost Containment System (AHCCCS), which is the State of Arizona’s Medicaid system for acute medical care. In addition, Maricopa County is mandated to make contributions to the State’s behavioral health programs through a court order (Arnold v. Sarn). The total estimated amount for FY 2014 is $50.6 million. Finally, the County is required to pay 50% of the cost to treat Sexually Violent Predators who are released from prison and continue to receive mental health treatment. This was a cost shift to counties that began in FY 2010. The cost estimate for next year is $4.2 million. In addition, Maricopa County sends a $3.5 million payment to the Maricopa Integrated Health System in support of the Mental Health Teaching program. One of the health care issues that Maricopa County is monitoring is the implementation of the Affordable Care Act (ACA). This new federal legislation could have a positive impact on County government. Governor Jan Brewer has introduced legislation that would expand indigent health care coverage to the new federal standards, 133% of the poverty level. Maricopa County has hired Mercer Advisors, a consulting firm, to determine the impact to the County. Issues being examined include: the impact of expansion, whether or not the County has an obligation to enroll inmates in indigent health care upon release, could the County obtain a payer source for inmates or public health services, and if there is an impact on the Ryan White HIV Program. 18 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter 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 able to renew their accreditation with the National Commission on Correctional Health Care (NCCHC) on March 19, 2012. This achievement will significantly limit the liability in the jail and ensure that we are providing beyond constitutional standards. The last remaining obstacle for CHS is to exit a long-standing federal court case that monitors jail conditions, Graves v. Arpaio. Many financial investments have been made that have arisen in association with the lawsuit. In FY 2013, the Board of Supervisors approved $3.8 million to harden mental health cells, based on the recommendations of the health care consults associated with the litigation. CHS is in the process of an implementation of an Electronic Health Record (EHR) system. Since the capital improvements will not be completed in the current fiscal year, $3.4 million will be carried over into FY 2014. This is a comprehensive record system that will integrate medical, mental health, dental and all patient care activities including medications. The EHR implementation will be completed in Fall 2014, with $10.6 million being carried over from the current fiscal year to finalize the project. Implementation is another necessary element to move toward the dismissal of the longstanding federal court monitoring issue, Graves v. Arpaio. The end result will be improved health services for the County’s jail inmates. Employee Issues Maricopa County employees are the backbone for County operations. They are customer representatives, the source of new ideas, and the voice of County services. It is important that the County ensures fair and equitable salaries and responsible benefits for our employees. Maricopa County strives to achieve a balance between salary, benefits, and other forms of compensation and morale-boosting initiatives. Maricopa County Turnover by Fiscal Year 21.00% Funding for performance pay and 19.50% internal equity has been reserved 18.00% 16.94% in the FY 2014 tentative budget. 16.50% Pay increases to the base have 15.00% not been funded since FY 2008. 13.50% 12.34% Beginning in July 2013, $20.9 12.00% million in the general fund and 10.50% $9.4 million in the detention fund 9.00% have been earmarked in the 7.50% budget for increases to be 6.00% distributed. Once this funding is 4.50% 3.06% allocated, the County will assess 3.00% by department and Countywide 1.50% 1.54% the impact this has had on 0.00% 2005 attrition. To the right is the most recent report which shows a significant increase in turnover for the past year. 19.62% 16.39% 14.50% 14.60% 12.88% 11.84% 10.82% 10.07% 10.20% 10.20% 9.63% 9.00% 5.89% 5.91% 5.91% 5.29% 3.39% 2.86% 2.71% 2.58% 2.35% 1.73% 2006 1.68% 2007 Voluntary 2.22% 1.82% 2008 Involuntary 2009 2.25% 2.12% 2010 Retirements 2.25% 2.04% 2.04% 2011 2012 2.04% 1.84% 2013 Projected Total Turnover The tentative budget also includes funding to address serious market issues for critical criminal justice professionals and health care workers. The market-based funding will be distributed based on the matrix below. 19 Priority one market issues will be addressed first. These are positions where the overall market range has significantly moved, and there is difficulty in both recruiting new employees and retaining existing employees. The majority of these positions also requires us to pay outside contractors to perform tasks that internal employees would perform at a fraction of the cost. Examples include: attorneys, certain IT positions, and health care professionals. Funding will be distributed throughout the year as the issues continue to be evaluated after the initial performance-pay is distributed. Recruitment Difficulty Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter  Movement of Range  No or Modified Placement in Range  Movement of Range  Placement in Range  No Change  Modified or no Movement of Range  Placement in Range Retention Difficulty Annually, Maricopa County surveys employee satisfaction. The overall employee satisfaction scores continue to remain positive. Research and Reporting has changed the way they report employee satisfaction for FY 2012. Rather than reporting a score, now the survey indicates the percentage of employees that are satisfied with County government. For FY 2012, 77% of employees were satisfied. This indicates that overall employees are satisfied with their job and their employer. Satisfied employees make a difference in the lives of the citizens they serve. Maricopa County provides health insurance coverage and other benefits 8.0% to over 11,300 employees and, when U.S. Employers w/ >500 7.0% 6.8% 7.0% employees, avg. 2009‐13: 5.7% 6.2% combined with their eligible covered 6.0% family members, a total of over 26,000 6.5% 5.1% 4.6% 5.9% 5.0% individuals are covered. Employee 4.5% 4.0% benefit plans are an important part of 3.0% the County’s total compensation 2.6% 2.0% package. The quality and value of the County Avg. 2009‐13: 4.8% benefits program have been maintained 1.0% 1.2% in a cost-effective manner. Moving to 0.0% 2009 2010 2011 2012 2013 self-insurance for medical and other Fiscal Years benefits in FY 2008 has provided the Sources: County records and Mercer National Survey of Employer‐Sponsored Health Plans, 2012 opportunity to better manage costs. Health care cost increases have been minimized by managing utilization of health care, encouraging “consumerism” that steers patients to less-expensive yet effective treatment options. Over the last five years, the County’s annual increases in health benefits costs per employee have averaged only 4.8%, nearly a 1% less than the average for other large employers (as reported by Mercer Consulting). Annual Change in Employer Cost for Health Benefits These results have been achieved in several ways. First, the County manages the cost of care by obtaining favorable contract rates with providers and by steering patients to least costly, appropriate levels of care, such as encouraging use of generic medications and discouraging unnecessary 20 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter utilization of emergency room services. Programs such as Diabetes Management and Cigna’s Healthy Pregnancies, Healthy Babies® have reduced the incidence of serious, high-cost health conditions. In addition, employees can receive substantial reductions in their premiums by being tobacco-free and participating in biometric screenings and health risk assessments. Preventive health care is provided free through the health benefit plans, and further encouraged through on-site flu shots and cancer screenings. Healthier lifestyles are encouraged, and employees have access to on-site fitness facilities and discounted YMCA memberships, as well as Weight Watchers at Work. For FY 2014, we have continued to mitigate significant cost increases while maintaining, if not improving, the quality of our benefit programs. In addition, the Patient Protection and Affordable Care Act (PPACA) will increase costs in two areas:   Women’s preventive health services must be provided at zero cost to the patient (estimated impact of $490,000 in FY 2014). Self-insured plans will be subject to a new Reinsurance Fee, effective January 1, 2014 (estimated impact $786,000 in FY 2014). Including these impacts, employer costs have been held to an increase of about 5%, or $6.8 million (for all funds). Reserves in the Self-Insured Benefits Trust exceed recommended levels, which will allow the Trust to absorb the increase in FY 2014. In 2013, Maricopa County was recognized for its wellness efforts by the Phoenix Business Journal when it was awarded the Valley’s Healthiest Employer Award. This is the third year Maricopa County has achieved this distinction. Many departments celebrate department achievements and individual contributions with the Peak Performers Program. Supervisors are allowed to reward from $25 – $50 per occurrence to employees throughout the year for providing superior customer service, completion of a special project, or for other successful assignments. Another Board-sponsored program is the trip reduction program. It provides bus subsidies, van pooling, and encourages teleworking and carpooling. Conclusions The FY 2014 tentative budget is a fiscally responsible budget that addresses key service issues and provides for low taxes for our citizens. I believe that the new budgeting philosophy and approach taken this year will provide for better service delivery, especially in public safety which makes up over 50% of our expenditures. I want to thank the Board of Supervisors for their continued financial leadership and strategic contribution. 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 save money. This budget could not have been balanced without their participation, innovative ideas, and assistance. Sincerely, Andy Kunasek Chairman, Board of Supervisors Tom Manos Maricopa County Manager 21 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transmittal Letter On May 20, 2013, the Board of Supervisors approved the FY 2014 Tentative Budget in the amount of $2,215,142,198. On June 24, 2013, the Board of Supervisors approved the FY 2014 Maricopa County Budget in the amount of $2,208,474,790. The overall budget decreased $6,667,408 from the Tentative Budget of $2,215,142,198. On August 19, 2013, the Board of Supervisors approved the FY 2014 Primary Property Tax Levy and Rate. 22 Maricopa County Annual Business Strategies FY 2014 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 3.9 million as of 2012, 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 9,200 total square miles, making it the 14th largest county in land area in the continental United States, and larger than seven states. Individuals and corporations make up 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 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 23 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile 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 3,817,117 in 2010, a 24 percent increase during the 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 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 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. 24 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile 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 temper 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 Desert National Monument is in the south, and numerous wilderness areas and regional parks dot the landscape throughout the County. The central valley areas are dominated by very fertile soils that contain few rocks, making the soil ideal for cultivation and construction. Due to the monsoon and silt-like quality of the soil, the area is also occasionally bothered by higher than usual levels of air-borne particulates at certain times of the year. This particulate pollution is due in large part to human disturbance of the desert soils, which would naturally settle in the absence of human activity. 25 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile 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 square mile and the United States has a density of 87 persons per square mile. The recent economic downturn and housing market slump are the main factors in the recent slowing in population growth. However, many of the fundamentals remain in place for the community to again greatly outperform the rest of the nation over the longer term. 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 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. 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 Maricopa County Distribution by Race/Ethnicity women, indicating high levels of in-migration. 1990, 2000 and 2010 There is a high level of in-migration from all age 4,500,000 categories, especially by individuals between 18 4,000,000 and 34 years of age. 3,500,000 American Indian 3,000,000 Other 2,500,000 Asian 2,000,000 African American 1,500,000 Hispanic White 1,000,000 500,000 0 1990 2000 2010 While all race/ethnicity groups have increased in population over the past two decades, the rate of growth has been exceedingly strong for Hispanics, African Americans and Asians. These three groups have seen the largest average decadal increases, respectively at 84%, 58% and 94%. 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. 26 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile 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 the County investment. Second, the County is also taking a leading role in partnering with other government entities in the State. Thus far, this has included participating with local economic development organizations, partnering with local municipalities within the County, and blending resources with the State of Arizona. While much is being done that is new and exciting, one must not forget that the underlying economic fundamentals remain in place. Basic business input needs continue to be addressed at a high level of competency. The large population and vibrant business profile has led to high demand for water and electricity, which are provided through several notable companies and government organizations including the Salt River Project, Arizona Power Service, the Central Arizona Project, and various smaller municipal and private utility providers. This utility infrastructure continues to facilitate the transformation of the desert valley into the vibrant economy within Maricopa County today. The other critical aspects of transportation and educational systems have provided the needed support and training for the continuously developing economy within the County. Relying upon this basic infrastructure, the County has a full-service economy that provides large markets in retail, health care, research, customer service, 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 Banner Health, the State of Arizona, Wal-Mart, the City of Phoenix, Maricopa County, Frys Food Stores, Intel and Bank of America. Maricopa County’s quality of life, cost of living, skilled workforce, good universities and favorable business climate contribute to the improvement of its economy. 27 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile 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 biosciencerelated companies. In addition, the Arizona State UniversityCapital Center campus in Phoenix enhances downtown and the businesses located there. 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 2012) and a joint biomedical campus downtown between ASU, the University of Arizona (UofA) and Northern Arizona University (NAU). 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 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 ten 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 Sky Harbor, 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 52 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 45,203 daily. 28 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile Cultural and Recreational Amenities The cultural and recreational amenities offered in Maricopa County are multifaceted and take advantage of the wonderful climate and geographic opportunities. The valley is home to numerous artistic performing groups such as the Phoenix Symphony and Arizona Ballet, 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 worldclass 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 horseback riding trails, hiking trails, biking trails for road and mountain bikes, rock climbing facilities, regional and municipal parks, and National Forests and Monuments. Numerous reservoirs are easily accessible for fishing, boating, kayaking, sailing, and swimming activities. The Salt River cuts directly through the metropolitan area providing additional water activities including river floating through the Tonto National Forest and water activities such as sculling and kayaking along Tempe Town Lake. For botanists and wildlife lovers, the Phoenix Zoo and Desert Botanical Gardens provide a close-up view of many local and foreign species of flora and animal life. Maricopa County operates the most extensive regional park system in the United States at over 120,000 acres. 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 University of Phoenix Football Stadium, which opened in 2006 and is scheduled to be the home to Super Bowl XLIX in 2015. The area is world famous for golfing and golf tournaments such as the Waste Management (WM) Phoenix Open, and NASCAR racing is conducted 29 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile at Phoenix International Raceway. Sports fans can also enjoy a variety of inter-collegiate athletics on ASU’s Tempe campus and at several local community colleges. 30 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile County Government Maricopa County is the second largest local government in Arizona, behind the City of Phoenix. Even with budget reductions, the County still has the equivalent of about 14,000 full-time County and District 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. 31 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile Organizational Changes During FY 2013, there were organizational changes to create 3 Assistant County Manager and 2 Deputy County Manager departments. These changes are reflected in the FY 2014 Budget. The new structure is reflected below. County Organization Chart Maricopa County Citizens Superintendent of Schools Constables County Attorney 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 Management & Budget Human Resources Finance Animal Care & Control Planning & Development Legal Contract Defender Counsel Correctional Health Bus. Strat. & Health Care Programs Enterprise Technology Equipment Services Emergency Management Legal Legal Defender Defender Public Health Human Services Parks & Recreation Facilities Management Contract Public Counsel Advocate Medical Examiner Protective Services Public Public Defender Defender Research & Reporting Air Quality Legal Legal Advocate Advocate NonDepartmental Transportation Public Defense Services Environmental Services Public Fiduciary Waste Resources & Recycling 32 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile Integrated Criminal Justice Information Systems (ICJIS) Maricopa County Citizens County Attorney Sheriff Superior Court Clerk of the Court Public Defense Services Integrated Criminal Justice Information Systems 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. 33 Maricopa County Annual Business Strategies FY 2014 Adopted Budget District District District District District 1: 2: 3: 4: 5: Supervisor Supervisor Supervisor Supervisor Supervisor County Profile Denny Barney Steve Chucri Andrew Kunasek (Chairman) Clint Hickman 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. Acting Assessor: Timothy L. Boncoskey County Attorney: Bill Montgomery 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 Justice Courts Superior Court Adult Probation Clerk of the Superior Court Juvenile Probation 34 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile Judges of the Superior Court The Superior Court comprises 115 Judges and 74 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. 35 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile Maricopa County Judges and Justices of the Peace Judge Judge Judge Aimee Anderson George Foster, Jr. Michael Gordon Alfred Fenzel Gerald Porter Michael Herrod Ana Baca Glenn Davis Michael Jones Andrew Klein Harriett Chavez Michael Kemp Arthur Anderson Helene Abrams Norman Davis Barbara Mundell Hugh Hegyi Pamela Frasher Gates Benjamin Norris J. Richard Gama Pamela Svoboda Bethany Hicks James Beene Paul McMurdie Boyd Dunn James Blomo Peter Reinstein Brad Astrowsky Janet Barton Peter Thompson Brian Ishikawa Janis Hammelman-Crawford Randall Warner Bruce Cohen Jay Polk Raymond Lee Carey Hyatt Jeanne Garcia Rebecca Albrecht Cari Harrison Jeffrey Cates Richard Trujillo Christopher Coury Jo Lynn Gentry-Lewis Robert Gottsfield Christopher Whitten Joan Sinclair Robert Houser Colleen McNally John Ditsworth Robert Miles Connie Contes John Hannah, Jr. Robert Myers Craig Blakey John Rea Robert Oberbillig Crane McClennen Jonathan Schwartz Roger Brodman Cynthia Bailey Jose Padilla Ronald Reinstein Daniel Kiley Joseph Kreamer Roland Steinle, III Daniel Martin Joseph Welty Rosa Mroz Danielle Viola Karen O’Connor Ruth Hilliard David Cunanan Karen Potts Sally Duncan David Gass Katherine Cooper Samuel Myers David Palmer Kenneth Fields Sherry Stephens David Talamante Kristin Hoffman Susan Brnovich David Udall Larry Grant Susanna Pineda-Rodriguez Dawn Bergin Linda Miles Susanne Cohen Dean Fink Lisa Flores Teresa Sanders Dennis Dairman Louis Araneta Thomas LeClaire Douglas Gerlach M. Jean Hoag Thomas O’Toole Douglas Rayes M. Scott McCoy Timothy Ryan Edward Bassett Margaret Mahoney Warren Granville Edward Burke Maria del Mar Verdin William Brotherton, Jr. Eileen Willett Mark Aceto William Schafer Emmet Ronan Mark Brain 36 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Superior Court Presiding Judge Juvenile P. J. Criminal P. J. Probate/Mental Health P.J. Southeast P. J. Northeast P. J. County Profile Judicial Officer Hon. N. Davis Hon. C. McNally Hon. J. Welty Hon. R. Mroz Hon. D. Talamante Hon. G. Porter Justice of the Peace Precinct Joe “Pep” Guzman Agua Fria Steven Sarkis Arcadia Biltmore Craig Wismer Arrowhead Anna Hubeman County Meadows Clancy Jayne Desert Ridge Jimmie R. Hernandez Downtown Frank Conti Jr Dreamy Draw Keith Russell East Mesa C Steven McMurry, Presiding JP Encanto Chris Mueller Hassayampa Steven Urie Highland Joe B Getzwiller Ironwood Elizabeth Rogers Kyrene Department Associate P.J. Civil P.J. Family P.J. Tax P.J. Northwest P.J. Judicial Officer Hon. J. Barton Hon. J. Rea Hon. C. Hyatt Hon. D. Fink Hon. E. Willett Justice of the Peace Gary Handley Andy Gastelum Michael Reagan Rebecca Macbeth Cecil Ash Gerald A. Williams Keith Frankel Sam Goodman Cody Williams Meg Burton-Cahill Rachel Torres Carrillo Mark Anderson Jeff Fine Precinct Manistee Maryvale McDowell Mountain Moon Valley North Mesa North Valley San Marcos San Tan South Mountain University Lakes West McDowell West Mesa White Tank 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. 37 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Profile 38 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance Budget at a Glance Introduction For 20 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 six 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. - 39 Maricopa County Annual Business Strategies FY 2014 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 58 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 40 Maricopa County Annual Business Strategies FY 2014 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 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. Public Defense System Mission Statement: The mission of Public Defense Services 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 2019, 75% or more 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 various 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. o By July 2019, 100% of capital trial and capital post-conviction relief 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. o By July 2019, 100% of the Cradles to Crayons courts will be staffed with attorneys employed by the in-house offices of Public Defense Services to handle all cases without a conflict of interest, 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. 41 Maricopa County Annual Business Strategies FY 2014 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 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 Non-Capital Trial/PostConviction Relief Cases in Which the Outcome is Beneficial to the Client Percent of Capital Post-Conviction Relief Cases in Which the Outcome is Other than Affirmed FY 2012 ACTUAL 62.6% FY 2013 FY 2013 REVISED FORECAST 62.2% 66.1% FY 2014 ADOPTED 65.7% REV VS ADOPTED VAR % 5.6% 3.5% 39.3% 39.6% 32.6% 36.8% -2.9% -7.2% 95.2% 96.5% 94.0% 94.2% -2.3% -2.4% 74.2% 77.2% 74.0% 74.8% -2.3% -3.0% 100.0% 91.7% 77.8% 100.0% 8.3% 9.1% 82.8% 82.6% 81.4% 81.9% -0.8% -0.9% 90.2% 85.9% 92.6% 91.3% 5.4% 6.3% N/A N/A N/A 35.0% N/A N/A N/A N/A N/A N/A N/A N/A 42 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance 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. 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 FY 2012 ACTUAL 62.6% FY 2013 FY 2013 REVISED FORECAST 62.2% 66.1% REV VS ADOPTED VAR % 3.5% 5.6% 39.3% 39.6% 32.6% 36.8% (2.9%) -7.2% 95.2% 96.5% 94.0% 94.2% (2.3%) -2.4% 74.2% 77.2% 74.0% 74.8% (2.3%) -3.0% 412 2.7% (216) (4.22) -1.3% -0.3% (105,262) (532,226) (637,488) N/A -25.8% -38.8% -35.8% (855,474) 105,262 75,386 (674,826) -3.9% 25.8% 10.7% -3.0% 15,805 $ FY 2014 ADOPTED 65.7% 15,645 1,450.96 15,483 $ 16,080 1,475.05 14,580 $ 14,581 1,543.76 15,895 $ 15,864 1,479.27 $ Revenue 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP TOTAL SOURCES $ 384,860 988,443 $ 1,373,303 $ 408,499 1,372,454 $ 1,780,953 $ 10,500 303,237 841,436 $ 1,155,173 $ 303,237 840,228 $ 1,143,465 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP TOTAL USES $ 21,917,046 381,494 633,856 $ 22,932,396 $ 21,726,720 408,499 703,008 $ 22,838,227 $ 21,630,997 296,250 580,812 $ 22,508,059 $ 22,582,194 303,237 627,622 $ 23,513,053 $ $ Expenditure $ $ Budget Priorities and Issues The 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 Transmittal Letter, which include: Revenue Outlook, Property Taxes, Expenditure Uses, Historical Overview of Maricopa County Budgeting, Econometric and Demographic Trends, State Budget Impacts, Justice and Public Safety, General Government and Education Systems, Technology Infrastructure and Capital Improvement, Health Care Issues and Employee Issues. 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. 43 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance Governmental Funds include the following fund types: The General Fund is the chief operating fund of the County and is used to account for all financial resources except for those required to be accounted for in another fund. Special Revenue Funds are revenues that are raised for a specific purpose. They are used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. However, these funds are not used for major capital projects. Capital Projects Funds are used to separate funds for capital acquisition and construction from operating funds. This helps avoid distortions in operating trend information that can arise when capital and operating funds are mixed. Debt Service Funds are used to account for the accumulation of resources for, and the payment of, general 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. 44 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance 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. Major Revenue Sources, Trends, and Underlying Assumptions The major revenue sources for all funds are identified below and further described in detail, including charts and tables, in the Budget Summary section. For major tax-based revenues, economic-forecasting models are applied. A sample of the major assumptions underlying the primary property tax levy for the budget year is provided in the Revenue Sources and Variance Commentary section, including the basis for the estimate and associated trends. Revenue trends for the upcoming budget are discussed for each of the major revenue sources and enhanced with graphics. An example is provided, with full detail, including charts and tables, from the Revenue Sources and Variance Commentary section. State Shared Sales Tax Fiscal Annual Year Collections Growth Rate 11.2% 2005 $ 397,712,817 15.1% 2006 457,785,986 4.9% 2007 480,411,951 -4.0% 2008 460,958,749 -14.3% 2009 394,920,582 -7.3% 2010 366,285,237 5.2% 385,487,679 2011 400,453,542 3.9% 2012 409,784,418 2.3% 2013 * 2014 ** 437,402,846 6.7% 4.8% 458,398,183 2015 *** 2016 *** 481,318,092 5.0% 5.5% 507,790,587 2017 *** 533,180,116 5.0% 2018 *** 4.8% 2019 *** 558,772,762 Listed to the right are the actual State Shared Sales Tax collections for the last eight fiscal years, forecasted totals for FY 2013, the budget for FY 2014 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 *Forecast revenues have experienced greater declines, but are **Budget rebounding more quickly. Annual growth reached 15.1% in FY ***Source Elliott D. Pollack & Co. 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 6 percent for FY 2014. 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. 45 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance 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: Fourth Avenue Jail Projects Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: 201 S. Fourth Avenue 5 Facilities Management Sheriff’s Office June, 2014 Project Description There are two adopted projects regarding jail improvements that will occur at the Fourth Avenue Jail. One is for cell door release modifications to upgrade obsolete components of the door release mechanism to current standards and the other is to create safe cells to convert two cells to specialty segregated population requirements. Both these projects will also be occurring at the Lower Level Buckeye Jail. 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 RESULT MEASURE Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer 46 FY 2012 Actual 93% FY 2013 Forecast 93% FY 2014 Projected with Capital Improvement 93% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance Funding/Cost Summary Previous FOURTH AVENUE JAIL Projected Actuals 5030 - Flat Cell Conversion $ 5031 - Cell Door Release 455 - Detention Capital Project Total $ - $ - $ Year 1 Year 2 Year 3 Year 4 Year 5 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 75,000 $ 215,000 $ 250,000 2,195,000 325,000 $ 2,410,000 $ - $ - $ - $ - $ 5-Year Total 215,000 $ 2,195,000 2,410,000 $ Total Project 290,000 2,445,000 2,735,000 Operating Cost Summary Operating costs have yet to be determined. 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 Plans and Budgets 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. 47 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance 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 Department Strategic Business Plans and Budgets section for each department’s mission statements, vision (optional), goals, strategic programs, activities, services, metrics and 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 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 Schedules, 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 48 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance Vehicle Replacement Policy, General Government Policy, Policy for Administering Grants, Funded Position Policy, and the Capital Improvement Program processes may be found in the Budget Policies and Process, Strategic Direction, Capital Improvement Program and the Attachments sections. Budget Processes A full description of the process for preparing, reviewing and adopting the budget for the coming fiscal year is provided in the Budget Policies and Process section, including the procedures for amending the budget after adoption. This budget document is also available on the Internet at: http://www.maricopa.gov/budget/default.asp. 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 Department 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 Schedules 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. 49 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance Glossary A glossary is provided in a section at the back of the budget document. The glossary defines technical terms related to finance and accounting as well as terms related to Maricopa County. The glossary is written in simple language, specifically for the non-technical reader. Several examples follow: Demand Measure: A measure of the number of total units of service or product anticipated to be demanded or needed by the customer. Examples include, number of residents eligible for job training or number of building inspection applications received. Personal Services: A category of expenditures within the budget that includes salaries, benefits, temporary help, special pay, overtime, and salary adjustments. Fund: A fund is used to account for revenues and expenditures with a specified purpose. Family of Measures: A set of the four categories of performance measures that are used to measure the performance of an activity. The categories of measure are result, output, demand, and efficiency. Acronyms used in this document are defined in the Glossary section, with examples below. FTE (Full Time Equivalent): A value equivalent to the number of employees paid full time (forty hours per week, or from 2,080 to 2,096 hours per year, depending on the calendar). A half-time position that is paid 20 hours per week equates to 0.5 FTE; four half-time positions, each paid for 20 hours per week, equals 2.0 FTE, and so on. A single position may have an FTE value greater than zero, but not greater than 1.0. A group of positions has an aggregate FTE value based on the FTE values of the specific positions within a group. ISF (Internal Service Fund): A proprietary fund that accounts for the financing of goods or services provided by one department to other departments on a cost-reimbursement basis like a business. The County and Community It Serves Statistical and supplemental data that describes Maricopa County and the community it serves, including other pertinent background information related to the services provided, may be found in the County Profile section. This section also provides statistical information that defines the community such as demographics (e.g., population, composition of population, and land area). Supplemental and other pertinent information regarding Maricopa County and the local community and economy (e.g., major industries, employment, building permits issued, healthcare services provided, and maps) can be found in both the County Profile and Financial Forecast sections. The Annual Business Strategies Document This document is formatted and printed to enhance understanding for the reader. Page formats are consistent, each showing the current section of the document in the header, the page number at the bottom, and the department name at the top of each page in the Department 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. 50 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance Charts and graphs are provided throughout the document with sufficient information to be easily understood by the casual reader. Changes in type sizes and styles are avoided in this document. The entire document utilizes consistent type styles and sizes for headings, body text and graphics, the use of which adds to the overall presentation and comprehension of the data provided. See the County Profile, Mandates, and Department Strategic Business Plans and Budgets sections to view the areas containing the most charts and graphs. 51 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget At A Glance 52 Maricopa County, Arizona FY 2014 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: 53 Maricopa County, Arizona FY 2014 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: a Vision Statement, a Mission Statement, Strategic Issue Statements, 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. 54 Maricopa County, Arizona FY 2014 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. 55 Maricopa County, Arizona FY 2014 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 Safe Communities Quality Workforce Fiscal Strength Citizen Satisfaction Access to Justice Strategic Priorities Public Health Individual Empowerment Quality Transportation Sustainable Environment Effective Economy 56 Maricopa County, Arizona FY 2014 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) 600 509.9 500 490.8 455.2 400 393.7 440.0 370.8 379.8 CY 2010 CY 2011 300 200 100 0 CY 2006 CY 2007 CY 2008 CY 2009 CY 2015 GOAL Source: FBI Crime in the United States by Metropolitan Area ‐ Phoenix Area includes Maricopa & Pinal County 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 57 Maricopa County, Arizona FY 2014 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 3,602 3,534 3,657 CY 2009 CY 2010 CY 2011 4,170 3,000 2,000 1,000 0 CY 2006 CY 2007 CY 2008 2014 GOAL Source: FBI Crime in the United States by Metropolitan Area ‐ Phoenix Area includes Maricopa & Pinal County 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: This is a two-year measure. The FY 2012 data reported below reflects the juveniles that were first referred during FY 2012 that re-offended during the next 365 days (FY 2013). Juvenile Recidivism Rate Percent of juveniles re‐offending (adjudicated) within 365 days of first referral 25.0% 20.0% 15.0% 14.5% 15.0% 14.1% 13.0% 11.9% FY 2011 FY 2012 10.0% 5.0% 0.0% FY 2009 FY 2010 Source: Maricopa County Juvenile Probation 58 2015 GOAL Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Strategic Priority 2: 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. Where We Are: Percent of Family Cases filed in Superior Court resolved within 12 months 100.0% 96.9% 97.0% 96.0% 96.0% FY 2010 FY 2011 FY 2012 FY 2012 GOAL 96.0% 95.0% 95.0% FY 2007 FY 2008 90.0% 80.0% 70.0% 60.0% 50.0% FY 2009 Source: Maricopa County Superior Court; MFRIS Strategic Goal 2: By 2012, 95% of civil cases filed in Superior Court will be resolved within 18 months, 99% within 24 months. Where We Are: Percent of Civil Cases filed in Superior Court resolved within 18 months 100.0% 95.0% 95.0% FY 2007 FY 2008 96.2% 96.5% 94.8% 93.0% 95.0% 90.0% 80.0% 70.0% 60.0% 50.0% FY 2009 FY 2010 Source: Maricopa County Superior Court; MFRIS 59 FY 2011 FY 2012 FY 2012 GOAL Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Strategic Goal 3: By 2013, 85% of criminal felony cases filed in Superior Court will be resolved within 180 days, 90% within 365 days. Where We Are: Percent of Criminal Felony cases filed in Superior Court resolved within 180 Days 100.0% 88.9% 90.0% 85.0% 81.2% 81.3% 82.1% 81.3% 81.0% FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 80.0% 70.0% 60.0% 50.0% FY 2007 Source: Maricopa County Superior Court; MFRIS FY 2013 GOAL 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: In December 2011, the Arizona Supreme Court adopted numerous changes to the Rules of Probate Procedure and to the Rules of the Supreme Court. The Maricopa County Superior Court is evaluating and implementing the new rules and procedures and beginning to collect data on the status of case monitoring with regards to the new standards. Strategic Priority 3: 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. However, 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. 60 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction 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 ongoing 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: Percent of children 0‐2 years old in Maricopa County with up‐to‐date vaccinations 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% 80.0% 69.3% 59.2% 47.3% CY 2009 CY 2010 Source: Centers for Disease Control and Prevention CY 2011 CY 2015 GOAL Strategic Goal 2: By 2015, the rate of hospital admissions due to respiratory disease will decrease by 20%. Why this is Important: For the past decade, one of the leading causes of illness and deaths among adults in Maricopa County has been related to respiratory disease. This goal is aimed at reducing the number of adults who suffer from this disease each year. Public Health established the baseline rate for this goal in 2011 as 905 admissions per 100,000 people in Maricopa County. 61 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Where We Are: Rate of Hospital Admissions due to Respiratory Disease (per 100,000) 1,000.0 950.0 900.0 850.0 800.0 750.0 700.0 650.0 600.0 550.0 500.0 943.4 906.4 904.3 876.0 724.0 FY 2008 FY 2009 FY 2010 FY 2011 FY 2015 GOAL Source: Maricopa County Health Status Report 2007‐2011, Five Year Trends Strategic Goal 3: By 2015, reduce childhood obesity to 15.5%, as measured by data from the Pediatric Nutrition Surveillance System (PedNSS). Why this is Important: Obesity is a risk factor for many diseases and conditions, including heart disease and diabetes. This goal is aimed reducing obesity among children to prevent or control the devastating effects of these diseases in the community. Where We Are: Childhood obesity rate of children ages 2‐5 in Maricopa County 18.0% 15.5% 16.0% 14.9% 14.8% 14.5% FY 2009 FY 2010 FY 2011 14.0% 12.0% 10.0% FY 2015 Goal Source: U.S. Centers for Disease Control, Pediatric Nutrition Surveillance System (PedNSS) 62 Maricopa County, Arizona FY 2014 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, childcare 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: Percent of Citizens with Improved Capacity to be Self‐Sufficient 100% 93% 93% 90% 85% 80% 80% 70% 60% 50% FY 2010 FY 2011 Source: Maricopa County Human Services FY 2012 FY 2015 GOAL 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 at least a high-school diploma or equivalency. 63 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Why this is Important: Improving the life readiness of youth so they can successfully participate in college and other postsecondary education will provide life-long opportunities and enhance their future success. Where We Are: Educational Attainment of Population > Age 25 (% of population attaining high school diploma or equivalency) 100.0% 90.0% 84.0% 83.5% 83.7% CY 2006 CY 2007 CY 2008 84.7% 84.3% CY 2009 CY 2010 85.7% 85.0% CY 2011 CY 2015 GOAL 80.0% 70.0% 60.0% Source: U.S. Census Bureau American Community Survey 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. 64 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Where We Are: Energy Use (kWh) per sq. ft. in County Buildings (12 month rolling average) 30 28.1 27.9 26.9 27.8 26.0 25 20 15 10 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 GOAL 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. Why this is Important: Maricopa County maintains a 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: Average Miles Per Gallon for County Fleet of Non‐Idling Sedans 27.0 26.0 26.0 25.0 24.6 24.6 25.0 FY 2011 FY 2012 24.3 24.0 23.5 23.0 22.9 22.0 21.0 20.0 FY 2007 FY 2008 FY 2009 FY 2010 FY 2015 GOAL Source: Maricopa County Equipment Services Department 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. 65 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Where We Are: Citizen Satisfaction with Amount of and Access to Regional Parks (% respondents indicating satisfaction) 100% 80% 74% 69% 81% 76% 85% 85% FY 2012 FY 2015 GOAL 69% 68% 60% 40% 20% 0% FY 2010 FY 2011 Access to Parks Amount of Parks Source: Maricopa County Annual Citizen Satisfaction Survey Strategic Goal 4: By 2015, all new buildings built by Maricopa County will achieve Leadership in Energy and Environmental Design (LEED) certification. Why this is Important: The County recently adopted a policy to construct new buildings to LEED standards. LEED Green Building System is a voluntary national system for developing high-performance, sustainable buildings in five key areas of human and environmental health including energy efficiency, material selection, water savings, indoor environmental quality and sustainable site development. Research has shown that LEED buildings generate not only energy savings and enhanced employee productivity; they also reduce 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:  South Court Tower – Gold Certified  Santa Fe Freight Depot – Silver Certified  White Tank Library and Nature Center – Platinum Certified  Sheriff’s Office Headquarters – still under construction, on track for Silver Certification 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. 66 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Where we are: Carbon Dioxide Emitted by County Fleet (metric tons) 19,000 18,566 18,500 18,037 18,000 17,632 17,329 17,500 17,000 16,577 16,500 16,000 15,500 FY 2009 FY 2010 FY 2011 FY 2012 FY 2016 GOAL Source: Maricopa County Equipment Services 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: Air Quality monitors the events that generate days where the quality of air exceeds the standards of the EPA. In situations where the event is outside reasonable control (like a dust storm), Air Quality seeks an exception from the EPA to exclude those days in the County’s performance. The chart below provides the actual days of exceedances as well as the number of days if the exceptional events are discounted from the total. Number of Days Air Quality Exceeds EPA Standards for Health (PM10) 25 22 20 15 13 11 11 10 10 10 7 7 4 5 1 4 1 0 CY 2008 CY 2009 Non‐Attainment Days CY 2010 CY 2011 CY 2012 Non‐Attainment Days with exceptions removed Source: Maricopa County Air Quality 67 CY 2016 GOAL Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Strategic Priority 6: 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: Percent of Greater Phoenix Employment in High‐Tech Manufacturing 4.0% 3.0% 2.9% 2.8% 3.0% 3.2% 2.9% 2.7% 2.6% 2.0% 1.0% 0.0% FY 2007 FY 2008 FY 2009 FY 2010 Source: Elliott D. Pollack and Co. from Arizona Department of Economic Security FY 2011 FY 2012 FY 2015 GOAL 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. 68 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Where We Are: Total Tax Revenues as Percentage of Personal Income 1.00% 0.90% 0.90% 0.87% 0.82% 0.81% 0.81% 0.80% 0.80% 0.77% 0.70% FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY2015 GOAL Total revenue from County primary taxes and Jail Excise, plus State‐shared Transaction Privilege (sales) taxes, Vehicle License Taxes, and Highway User Revenues. Source: Maricopa County Office of Management and Budget. Strategic Goal 3: By 2015, Maricopa County per capita personal income will be 97.5% or more of per capita personal income for the United States as a whole. Why this is Important: Economic conditions underlie many other issues facing County residents, as well as the ability of County government to direct resources to critical public services. Where We Are: Per capita personal income is a key indicator of the economic well-being of County residents. This graph displays the historical trend of Maricopa County per capita personal income as a percent of per capita personal income for the United States as a whole. Maricopa County’s per capita personal income has declined in recent years relative to the rest of the United States. This goal is to restore the percentage to its previous peak, which would serve as a base for further improvement. Per Capita Income as Percent of U.S. (U.S. = 100%) 97.5% 96.1% 97.7% 95.5% 92.2% 91.2% 89.1% 91.6% 2015 GOAL: 97.5% 100.0% 98.0% 96.0% 94.0% 92.0% 90.0% 88.0% 86.0% 84.0% 82.0% 80.0% CY 2004 CY 2005 CY 2006 CY 2007 CY 2008 CY 2009 CY 2010 CY 2011 CY 2012 CY 2015 GOAL Maricopa County Source: U.S. Bureau of Economic Analysis 69 Arizona Maricopa County, Arizona FY 2014 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: Unincorporated Maricopa County Intersection Incidents with Fatalities 14 13 12 10 9 10 7 8 5 6 4 3 4 2 ‐ CY 2007 CY 2008 CY 2009 CY 2010 CY 2011 CY 2012 CY 2013 GOAL Source: Maricopa County Department of Transportation 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. 70 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Where We Are: Maricopa County Paved Roadway Conditions Rating (% rated as very good or better) 100.0% 90.0% 82.1% 84.1% 87.2% 85.7% 87.3% 87.8% 85.0% 80.0% 70.0% 60.0% FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 GOAL Source: Maricopa County Department of Transportation (includes residential roads) Strategic Priority 8: 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. 71 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Where We Are: Citizen Satisfaction with County Government (% rating satisfied or very satisfied on annual survey) 85.0% 80.0% 80.0% 80.0% 79.0% 77.0% 75.0% 70.0% 72.0% FY 2011 FY 2012 70.0% 64.0% 65.0% 60.0% 55.0% 50.0% FY 2007 FY 2008 FY 2009 FY 2010 Source: Maricopa County Annual Citizen Satisfaction Survey FY 2013 GOAL 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: Citizen Rating: Overall Trust with County Government (% indicating a great deal or some level of trust) 85.0% 80.0% 77.0% 80.0% 78.0% 75.0% 75.0% 71.0% 70.0% 63.0% 65.0% 62.0% 60.0% 55.0% 50.0% FY 2007 FY 2008 FY 2009 FY 2010 Source: Maricopa County Annual Citizen Satisfaction Survey 72 FY 2011 FY 2012 FY 2015 GOAL Maricopa County, Arizona FY 2014 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. 73 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Where We Are: Percent of General Fund Mandated Fixed "Contributions" to the State of Arizona 30.0% 25.0% 20.0% 23.9% 22.7% 21.3% 21.2% 19.0% 17.7% 18.7% 18.6% 20.0% 15.0% 10.0% 5.0% 0.0% FY 2005 FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2015 GOAL Source: Maricopa County Office of Management and Budget 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. 74 Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction Where We Are: Annual Rate of Turnover (Voluntary) of Maricopa County Employees 16.0% 14.0% 12.0% 10.0% 8.0% 6.0% 4.0% 2.0% 0.0% 14.3% 11.6% 9.6% 10.0% 5.8% 5.1% 5.9% 7.3% FY 2006 FY 2007 FY 2008 FY 2009 FY 2010 FY 2011 FY 2012 FY 2015 GOAL Source: Maricopa County Human Resources ‐ Compensation 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: Maricopa County Employee Satisfaction (% of respondents indicating satisfaction with job) 100.0% 90.0% 82.0% 85.0% 84.0% 83.0% 82.0% 82.0% FY 2009 FY 2010 FY 2011 FY 2012 85.0% 80.0% 70.0% 60.0% 50.0% FY 2007 FY 2008 Source: Maricopa County Annual Employee Satisfcation Survey 75 FY 2015 GOAL Maricopa County, Arizona FY 2014 Adopted Budget Strategic Direction 76 Maricopa County Annual Business Strategies FY 2014 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. 77 Maricopa County Annual Business Strategies FY 2014 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. 78 Maricopa County Annual Business Strategies FY 2014 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. 79 Maricopa County Annual Business Strategies FY 2014 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. 80 Maricopa County Annual Business Strategies FY 2014 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: 81 Maricopa County Annual Business Strategies FY 2014 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). 82 Maricopa County Annual Business Strategies FY 2014 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 influence significantly 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. 83 Maricopa County Annual Business Strategies FY 2014 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. 84 Maricopa County Annual Business Strategies FY 2014 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 non-major funds. Fiduciary funds are aggregated and reported by fund type. Proprietary fund revenues and expenses are classified as either operating or non-operating. 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. Non-operating 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 non-operating 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 non-operating 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 85 Maricopa County Annual Business Strategies FY 2014 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. 86 Maricopa County Annual Business Strategies FY 2014 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: 87 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Policies and Process TYPE OF ASSETS ESTIMATED USEFUL LIFE (IN YEARS) PRIMARY GOVERNMENT Buildings 20 - 50 Infrastructure 25 – 50 Autos and trucks 3 - 10 Other equipment 3 - 20 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). 88 Maricopa County Annual Business Strategies FY 2014 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. Governmental funds in the fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. . The County budgets for Governmental Fund types on a basis consistent with the County’s financial reporting described earlier and generally accepted accounting principles (GAAP). Under this method, revenues are budgeted based on when they are anticipated to be 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. The annual expenditures are budgeted when they are anticipated to be known and incurred, except for principal and interest on general long-term debt, claims and judgments and compensated absences, which are budgeted as expenditures when they are anticipated to be paid. General capital asset acquisitions are budgeted as expenditures in governmental funds. Proceeds of general long-term debt and acquisitions under capital lease agreements are budgeted as other financing sources, with the exception of capital lease transactions, which are budgeted as expenditures. In addition, for internal service 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. 89 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Policies and Process Maricopa County Budget Process Timeline Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Financial Forecasting Planning for Results Budget Guidelines & Priorities Budget Preparation Budget Review & Analysis Capital Improvement Project Review Non-Recurring Expenditure Review Budget Adoption: Tentative Adoption Final Adoption Property Tax Levy Adoption (for current Fiscal Year) The process may not exactly follow the general calendar in some years. Each year, certain circumstances, such as delays in the State of Arizona’s budget approval process or the swearing in of newly elected Board members in January, 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 90 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Policies and Process budget requests from December through February, and then submit them to OMB. Departments that manage capital improvement projects prepare and submit capital project budgets as part of a five-year Capital Improvement Program. Budget Review and Analysis During February and March, the Office of Management and Budget analyzes budget requests in the context of available resources, Board of Supervisors’ priorities, and performance as defined by each department’s strategic business plan. Budget requests are analyzed by Activity at a detailed level for every department and fund. Under the direction of the Deputy County Manager, OMB prepares budget recommendations for each department. In late March, the Deputy County Manager reviews budget recommendations with elected officials and the Presiding Judge, and negotiates budget agreements with them. Elected officials and the Judicial Branch departments have the opportunity to present their requested budgets to the Board of Supervisors. In April, OMB finalizes a consolidated Recommended Budget for presentation to the Board of Supervisors, which is presented to the Board in May. Budget Adoption Tentative Adoption The Board of Supervisors tentatively adopts the budget in late May. The Board may choose to change the Recommended budget, or adopt it as presented. Once tentatively adopted, the total amount of budgeted expenditures from local funds may not be increased. Tentative Adoption opens a statutorily prescribed period for public review and comment on the budget. The budget and notice of subsequent public hearings must be published once a week for at least two consecutive weeks after Tentative Adoption in the County’s official newspaper or in a newspaper of general circulation. Public budget presentations may also be held during this period to elicit citizen feedback. 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 2014 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 2014 Budgeting for Results Guidelines and Priorities were adopted by the Board of Supervisors on January 22, 2013. Department budget targets and instructions for FY 2014 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 late March. The Deputy County Manager negotiated budget recommendations with elected officials and the Presiding Judge from mid-March through mid-April. The FY 2014 Chairman’s Budget was presented to the Board of Supervisors on May 20, 2013 and was adopted the same day. Final Adoption of the budget occurred on June 24, 2013. Property Tax levies and rates were adopted on August 19, 2013. 91 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Policies and Process 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 2015 Budget Process The FY 2015 budget process is anticipated to mirror that of a normal budget process timeline, as indicated in the Annual Budget Process section. Budget Adjustment Process After final budget adoption, departments requesting a mid-year adjustment to their appropriated budgets must do so in a written request that must be approved by the Board of Supervisors. According to A.R.S. §42-17106, the Board of Supervisors may transfer monies between budget items if the monies are available, if the transfer is in the public interest and based on a demonstrated need, and if the transfer does not result in a violation of the County’s constitutional property tax levy and expenditure limitations. Once approved, budget adjustments are entered in the detailed budget and reflected in budget and accounting reports. Programmatic Budgeting Budgeting on a programmatic basis in Maricopa County is defined by the Managing for Results process. Managing for Results required a shift in the focus of budgeting and monitoring from the object of expenditure (salaries, supplies, etc.) to the purpose of expenditures (prosecuting crimes, issuing permits, etc.). • 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. 92 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund Type SPECIAL REVENUE GENERAL BEGINNING FUND BALANCE $ 230,066,825 $ 179,860,902 $ SOURCES OF FUNDS OPERATING PROPERTY TAXES $ 404,902,095 $ - $ TAX PENALTIES & INTEREST 18,500,000 SALES TAXES 131,106,321 LICENSES AND PERMITS 2,292,821 38,237,901 GRANTS 158,262,390 OTHER INTERGOVERNMENTAL 2,812,302 13,950,469 PAYMENTS IN LIEU OF TAXES 11,972,067 STATE SHARED SALES TAX 437,402,846 STATE SHARED HIGHWAY USER REV 84,652,860 STATE SHARED VEHICLE LICENSE 119,748,223 8,412,636 INTERGOV CHARGES FOR SERVICES 13,444,010 35,483,657 OTHER CHARGES FOR SERVICES 26,248,551 71,019,252 INTERNAL SERVICE CHARGES PATIENT SERVICES REVENUE 7,000 2,207,044 FINES & FORFEITS 12,288,138 18,948,859 INTEREST EARNINGS 4,000,000 2,474,140 MISCELLANEOUS REVENUE 2,725,088 26,073,453 GAIN ON FIXED ASSETS 200,000 TRANSFERS IN 174,008,169 TOTAL OPERATING SOURCES $ 1,056,343,141 $ 765,037,151 $ NON-RECURRING LICENSES AND PERMITS GRANTS INTERGOV CHARGES FOR SERVICES OTHER CHARGES FOR SERVICES INTEREST EARNINGS MISCELLANEOUS REVENUE TRANSFERS IN TOTAL NON-RECURRING SOURCES $ $ - $ 2,137,000 2,137,000 $ TOTAL SOURCES $ 1,058,480,141 129,392 $ 1,007,212 394,797 65,000 1,596,401 $ $ 766,633,552 $ 29,577,064 6,527,559 $ 6,788,424 $ 4,419,854 4,548,007 64,685,036 59,428,677 7,576,990 8,649,145 148,994,386 54,795,386 232,203,825 $ 134,209,639 $ TOTAL USES $ 1,288,546,966 STRUCTURAL BALANCE 5,140,896 ENDING FUND BALANCE: RESTRICTED COMMITTED UNASSIGNED 16,715,180 $ 3,189,910 $ - $ - 77,018,033 $ 10,338,708 (8,472,674) ELIMINATIONS $ - TOTAL $ 1,220,754,174 - $ 14,991,722 14,991,722 $ 129,392 $ - $ 14,823,582 4,163,593 394,797 8,300 65,000 299,090,930 (299,090,930) 318,675,594 $ (299,090,930) $ $ 2,361,906,660 $ (660,891,622) 129,392 14,823,582 4,163,593 394,797 8,300 65,000 19,584,664 $ 1,701,015,038 - $ 12,714,327 $ 933,208,004 $ - $ 933,208,004 12,864,228 72,548,953 (7,012,224) 65,536,729 186,712,778 785,778,359 (156,251,505) 629,526,854 11,962,943 11,962,943 198,536,963 (198,536,963) - $ 212,291,333 $ 2,002,035,222 $ (361,800,692) $ 1,640,234,530 260,978 $ 271,959 12,325,576 727,738 13,586,251 $ $ 470,616,295 $ 225,877,584 $ $ (17,019,318) $ 23,388,849 14,344,412 $ 193,120,662 3,658,368 397,524,385 - 93 41,376,375 $ 1,220,754,174 $ 210,263,737 - $ 4,098,148 $ 150,000 46,789,817 16,715,180 324,277,172 95,301,158 16,715,180 $ 470,616,295 $ $ 31,636,403 SUBTOTAL - $ - $ 404,902,095 $ - $ 404,902,095 18,500,000 18,500,000 131,106,321 131,106,321 40,530,722 40,530,722 158,262,390 158,262,390 16,762,771 16,762,771 11,972,067 11,972,067 437,402,846 437,402,846 84,652,860 84,652,860 128,160,859 128,160,859 55,630,439 4,652,807 55,630,439 26,805,055 124,072,858 124,072,858 163,263,729 163,263,729 (163,263,729) 2,214,044 2,214,044 31,236,997 31,236,997 515,424 6,989,564 6,989,564 35,000 28,833,541 28,833,541 200,000 200,000 23,388,849 198,536,963 (198,536,963) 23,388,849 $ 195,272,015 $ 2,043,231,066 $ (361,800,692) $ 1,681,430,374 $ 321,388,334 - $ - $ $ - $ - $ - $ 13,816,370 4,163,593 8,300 1,942,686 280,019,522 1,950,986 $ 297,999,485 $ $ 867,610,387 $ INTERNAL SERVICE $ 739,873,008 - $ 2,049,965 1,139,945 3,189,910 $ USES OF FUNDS OPERATING PERSONAL SERVICES $ 470,571,896 $ 449,921,781 $ SUPPLIES 14,376,837 45,307,888 SERVICES 371,452,511 227,613,070 CAPITAL 3,169,750 8,793,193 OTHER FINANCING USES 196,772,147 1,764,816 TOTAL OPERATING USES $ 1,056,343,141 $ 733,400,748 $ NON-RECURRING PERSONAL SERVICES $ SUPPLIES SERVICES CAPITAL OTHER FINANCING USES TOTAL NON-RECURRING USES $ CAPITAL PROJECTS DEBT SERVICE $ 17,675,109 $ - $ 9,389,820 183,229,106 357,946,225 299,090,930 (299,090,930) 867,331,190 $ (299,090,930) $ $ 2,869,366,412 35,095,610 $ 4,937,385 (14,270,467) $ (660,891,622) 17,675,109 9,389,820 183,229,106 357,946,225 568,240,260 $ 2,208,474,790 41,195,844 $ - $ 41,195,844 319,578,717 $ 416,458,846 (22,743,141) - $ 319,578,717 416,458,846 (22,743,141) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Sources and Uses of Funds Permits, Patient Revenue, Fees, Fines & Charges 11.70% FY 2014 Adopted Budget Sources: $2,208,474,790 Miscellaneous & Interest 1.63% Other Intergovernmental & Grants 9.14% Net Change to Fund Balances 22.98% Highway User Revenues 3.83% State Shared Vehicle License Taxes 5.80% Property Taxes, Penalties and Interest 19.17% State Shared Sales 19.81% Health, Welfare & Sanitation 22.66% Sales Taxes 5.94% FY 2014 Adopted Budget Uses: $ 2,208,474,790 General Government 17.95% Education 1.28% Culture and Recreation 0.59% Public Safety 51.08% Highways and Streets 6.44% 94 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes SPECIAL REVENUE GENERAL FY 2013 Adopted Budget $ 1,281,919,431 $ DEBT SERVICE INTERNAL SERVICE CAPITAL PROJECTS ELIMINATIONS 845,703,833 $ 16,736,830 $ 510,892,136 $ 15,141,016 $ - $ - $ - - 15,181,016 $ - $ - $ (1,070,000) 1,313,875 $ (262,486) $ - $ - $ 262,486 $ TOTAL 222,722,857 $ (599,321,094) $ 2,278,653,993 Operating Adjustments: Grants, Donations and Intergovernmental Agreements $ - $ Non Recurring - Other Supplemental Funding Total Operating Adjustments $ - $ $ - $ 40,000 - $ 2,383,875 - $ (2,423,875) 15,141,016 - 1,070,000 (1,353,875) $ 15,141,016 - $ - Non Recurring Adjustments: Employee Compensation and Benefits Capital Improvement Program - Grants, Donations and Intergovernmental Agreements 20,436 (3,403,620) - 4,477,712 - 3,652,517 - - - (1,074,092) - 3,672,953 Information and Communications Technology - - - 2,500,000 - (2,500,000) - Other Non Recurring - 52,006 - - 12,385,000 (12,414,958) 22,048 12,647,486 $ (15,989,050) $ Total Non Recurring Adjustments $ 20,436 $ 38,417 $ - $ 6,977,712 $ FY 2013 Revised Budget $ 1,281,939,867 $ 860,923,266 $ 16,736,830 $ 517,869,848 $ 95 3,695,001 236,684,218 $ (616,664,019) $ 2,297,490,010 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) RECONCILIATION OF CHANGES IN APPROPRIATED EXPENDITURES AND OTHER USES FY 2013 REVISED TO FY 2014 ADOPTED BUDGET GENERAL FY 2013 Revised Budget SPECIAL REVENUE DEBT SERVICE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS TOTAL $ 1,281,939,867 $ 860,923,266 $ 16,736,830 $ 517,869,848 $ 236,684,218 $ (616,664,019) $ 2,297,490,010 $ 1,034,486,471 $ 698,756,815 $ 16,736,830 $ - $ 209,393,331 $ (335,719,716) $ 1,623,653,731 OPERATING FY 2013 Revised Operating Budget Operating Adjustments: Mandated State Health Contributions: - $ - $ - $ - $ - $ ALTCS Contribution 1,164,500 - - - - - 1,164,500 Arnold v. Sarn Contribution 2,176,528 - - - - - 2,176,528 200,000 - - - - - AHCCCS Contribution $ Payment Sexually Viol Persons (404,500) $ (404,500) 200,000 $ 3,136,528 $ - $ - $ - $ - $ - $ 3,136,528 $ 3,442,922 $ - $ - $ - $ - $ - $ 3,442,922 6,549,726 - - - - - 6,549,726 202,595 50,804 - - - - Other Mandated Expenditures: Jail Excise Tax MOE Primary and General Elections New Justice Precincts 253,399 $ 10,195,243 $ 50,804 $ - $ - $ - $ - $ 10,246,047 $ (10,034,792) $ 10,034,792 $ - Reallocations: - $ - $ - $ - $ Other Reallocation of Sheriff General and Detention Funds (4,030,469) 4,030,469 - - - - Reallocation to Non Recurring - Chairman's Budget Balancing (3,547,896) - - - - - (3,547,896) (16,715,180) Other Adult Probation Reallocation Between Funds - Reallocation Between Operating and Non Recurring (2,004,496) Reallocation Between Funds 1,265,844 (16,715,180) - - - - - 739,700 - - 1,048 $ (19,617,653) $ 15,331,105 $ (16,715,180) $ - $ 739,700 $ - $ (20,262,028) $ 27,860,057 $ 13,225,414 $ - $ - $ - $ - $ 41,085,471 12,190,970 13,883,333 - - - - 26,074,303 5,588,364 3,344,039 - - 30,304 - Employee Related Costs: Compensation Equity Increases Performance-Based Salary Increases Retirement Contributions 8,962,707 $ 45,639,391 $ 30,452,786 $ - $ - $ 30,304 $ - $ 76,122,481 $ 2,453,306 $ 2,483,657 $ - $ - $ 145,797 $ (6,621,055) $ - - - $ - $ 145,797 $ (6,621,055) $ (2,335,465) - $ (21,881,475) $ (10,241,475) Central and Internal Service Charge Changes: Internal Service Charges (797,170) Central Service Cost Allocation - $ 1,656,136 $ 2,483,657 $ $ 11,640,000 $ - $ - - (1,538,295) (797,170) Transfers, Capital Related Expenditures and Debt Service: Transfers - $ - $ - (21,650) - - 11,640,000 $ - $ (21,650) $ - $ - $ (21,881,475) $ 11,885 $ - $ - $ - $ - $ - $ - - - - - - Capital Lease and Debt Payoff $ - (21,650) (10,263,125) IT Related Expenditures IT Maintenance $ 4,281,370 IT Infrastructure (347,957) Human Resource System Operations - Disaster Recovery and Staff Redundancy - - - - - 123,277 - - - - 123,277 - - - - - (367,000) (367,000) Other Technology Projects $ 11,885 4,281,370 (347,957) 3,578,298 $ 123,277 $ - $ - $ - $ - $ 3,701,575 - $ (660,008) $ - $ - $ - $ - $ (660,008) - - - - (188,294) Grants and Intergovernmental Agreements: Grants $ (188,294) Intergovernmental Agreements - $ (188,294) $ (660,008) $ - $ - $ - $ - $ (848,302) $ (18,000,000) $ (9,491,620) $ - $ - $ - $ - $ (27,491,620) (12,805,226) (3,000,000) - - - - (15,805,226) - - - - - (1,558,973) 127,436 - - - - - - - - (18,779,220) (20,837,078) $ - $ - $ - $ - $ (63,436,981) (74,912) $ - $ - $ 28,570 $ - $ (1,128,118) - - - - (7,924,819) Contingencies: General Contingency General Contingency Chairman's Budget Balancing (1,558,973) Justice System Contingency 70,622 Risk Management Contingency (10,306,326) Sheriff's Office Contingency $ (42,599,903) $ $ (1,081,776) $ (8,472,894) 198,058 Personnel and Staffing Related Adjustments Personnel Savings Personnel Savings - Chairman's Budget Balancing (5,488,130) HCM Litigation Support (2,000,000) 9,184,737 MCSO Staffing Study Recommendations (2,436,689) - - - - - (2,000,000) 1,269,118 - - - - 10,453,855 - - - - - (1,000,000) 2,021,468 - - - - 2,940,129 - $ - $ - $ 1,341,047 (1,000,000) MCSO Staffing Study - Chairman's Budget Balancing 918,661 Adult Probation Caseload Increase $ 533,492 $ 778,985 $ 96 28,570 $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Reconciliation of Budget Changes (continued) GENERAL DEBT SERVICE SPECIAL REVENUE CAPITAL PROJECTS INTERNAL SERVICE ELIMINATIONS TOTAL Facility Related Adjustments Annual Maintenance Programs $ (1,000,000) $ Utilities Adjustment (1,993,611) New Facility Operating Costs (1,404,335) $ (1,000,000) $ (509,000) 1,240,082 (4,397,946) $ (268,918) $ - $ - $ - $ - $ (2,000,000) - - - - (2,502,611) - - - - - $ - $ - $ - $ (164,253) (4,666,864) Program Volume Changes and Structural Balance $ - $ 9,275,233 $ - $ - $ 3,925,602 $ (2,321) $ Other Adjustments - Chairman's Budget Balancing $ (1,665,076) $ (250,000) $ - $ - $ - $ - $ Other Adjustments $ 13,946,454 $ (1,835,910) $ - $ - $ (1,971,971) $ 2,423,875 $ 12,562,448 Total - Operating Adjustments $ 21,856,670 $ 34,643,933 $ (16,736,830) $ - $ 2,898,002 $ (26,080,976) $ 16,580,799 FY 2014 Adopted Operating Budget $ 1,056,343,141 $ 733,400,748 $ - $ - $ $ 247,453,396 $ 162,166,451 $ - $ 517,869,848 $ Other Mandated Expenditures: Primary and General Elections $ (11,432,897) $ - $ - $ - $ - $ - $ (11,432,897) Capital Projects: Net Change to Capital Improvement Program $ - $ - $ - $ (93,223,352) $ - $ 1,074,092 $ (92,149,260) Transfers: Net Change to Fund Transfers $ 72,855,457 $ (17,797,751) $ - $ (28,779,836) $ - $ (235,964,411) $ (209,686,541) IT Projects Net Change to IT Projects $ 5,370,442 $ 6,175,798 $ - $ 74,749,635 $ - $ 2,500,000 $ 88,795,875 Major Maintenance Program Major Maintenance Program $ (1,190,920) $ 3,143,653 $ - $ - $ - $ - $ 1,952,733 Vehicle Transfers and Replacements Vehicle Replacement $ 2,765,200 $ 419,576 $ - $ - $ - $ - $ 3,184,776 Personnel Related Expenditures Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ - $ - (2,671,580) $ 1,300,000 - $ - - $ - (262,486) $ - - $ - (2,934,066) 1,300,000 13,198,514 (1,915,076) 212,291,333 $ (361,800,692) $ 1,640,234,530 NON RECURRING FY 2013 Revised Non Recurring Budget 27,290,887 $ (280,944,303) $ 673,836,279 Non Recurring Adjustments: Performance-Based Salary Increases - 12,381 Retirement Contributions Personnel Related Expenditures - - $ - $ (1,359,199) $ - $ - $ (262,486) $ - $ (1,621,685) Grant Reconciliation and Related Expenditures Grant Reconciliation and Related Expenditures $ (20,436) $ (3,182,841) $ - $ - $ - $ - $ (3,203,277) Contingencies: General Contingency $ 61,350 $ 12,805,226 10,422,236 $ - - $ - - $ - - $ - - $ - 10,483,586 12,805,226 - - - - 5,000,000 - General Contingency Chairman's Budget Balancing Elections Polling Books Contingency 5,000,000 - Elections Recall Contingency - - - 12,381 Risk Management Contingency (8,300,000) (7,100,000) - - - - (15,400,000) Sheriff's Office Contingency Contingencies: (4,502,060) (6,038,000) - - - - (10,540,060) $ 5,064,516 $ (2,715,764) $ - $ - $ - $ - $ 2,348,752 Other Non Recurring Expenditures: Graves v Arpaio $ - $ 127,030 400,000 $ 196,860 - $ - - $ - - $ - - $ - 400,000 323,890 Adult Probation Caseload Increase 14,991,722 - - - - - First Solar (20,000,000) - - - - - - PreAHCCCS/Reserves (54,000,000) - - - - - - Other Non Recurring Expenditures (33,327,581) Risk Management Transfer Reallocation Between Operating and Non Recurring Reallocation from Operating - Chairman's Budget Balancing $ - - 214,243,692 80,236,817 - - 16,715,180 - - - 16,715,180 3,547,896 - - - - - (88,660,933) $ (13,237,144) 14,991,722 (12,640,284) $ 16,715,180 $ 3,547,896 - $ (13,442,150) $ 214,243,692 $ (13,704,636) $ (18,146,627) $ (105,596,019) Total - Non Recurring Adjustments $ (15,249,571) $ (27,956,812) $ 16,715,180 $ (47,253,553) $ FY 2014 Adopted Non Recurring Budget $ 232,203,825 $ 134,209,639 $ 16,715,180 $ 470,616,295 $ FY 2014 Adopted Budget $ 1,288,546,966 $ 867,610,387 $ 16,715,180 $ 470,616,295 $ 97 (13,442,150) 13,586,251 $ (299,090,930) $ 116,215,505 568,240,260 225,877,584 $ (660,891,622) $ 2,208,474,790 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department FY 2012 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 $ 17,287,785 $ 23,323,352 8,249,082 16,294,754 65,154,973 $ 398,761 17,886,483 15,171,886 4,949,643 1,456,577 12,167,123 6,257,218 45,311 76,565,374 134,898,376 APPOINTED 150 - EMERGENCY MANAGEMENT $ 1,595,545 180 - FINANCE 400,056 200 - COUNTY MANAGER 1,556,770 220 - HUMAN SERVICES 59,933,393 260 - CORRECTIONAL HEALTH 58,657 290 - MEDICAL EXAMINER 558,937 300 - PARKS AND RECREATION 6,577,599 310 - HUMAN RESOURCES 60,802 340 - PUBLIC FIDUCIARY 1,174,991 390 - BUS STRATEGIES HLTH CARE PROG 145,201,136 410 - ENTERPRISE TECHNOLOGY 16,180,456 440 - PLANNING AND DEVELOPMENT 8,368,664 460 - RESEARCH AND REPORTING 60,000 470 - NON DEPARTMENTAL 1,578,346,625 520 - PUBLIC DEFENDER 1,794,872 540 - LEGAL DEFENDER 127,378 550 - LEGAL ADVOCATE 28,274 570 - PUBLIC ADVOCATE 15,581 640 - TRANSPORTATION 110,199,621 670 - WASTE RESOURCES AND RECYCLING 5,145,575 700 - FACILITIES MANAGEMENT 101,387 720 - PROTECTIVE SERVICES 125,930 730 - PROCUREMENT SERVICES 1,673,798 740 - EQUIPMENT SERVICES 17,902,278 750 - RISK MANAGEMENT 16,386,298 790 - ANIMAL CARE AND CONTROL 13,797,945 850 - AIR QUALITY 14,803,840 860 - PUBLIC HEALTH 43,183,405 880 - ENVIRONMENTAL SERVICES 20,435,280 910 - PUBLIC WORKS 30,638,252 940 - ASSISTANT COUNTY MANAGER 940 368,127 950 - ASSISTANT COUNTY MANAGER 950 2,096,097 SUBTOTAL $ 2,098,897,569 ELIMINATIONS 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ SUBTOTAL $ FY 2013 ADOPTED $ $ 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 $ 1,533,732 275,200 290,575 54,258,738 56,500 438,252 6,461,206 62,700 968,462 147,017,469 16,454,383 8,069,276 72,000 1,495,160,854 2,187,967 132,736 22,996 150,263,638 4,889,572 73,998 235,141 1,043,464 16,682,320 32,120,415 13,745,123 14,617,195 44,900,281 19,378,678 299,656 $ 2,031,712,527 (575,249,037) $ (575,249,037) $ $ 1,723,701,881 FY 2013 REVISED $ $ $ 1,683,676,623 16,585,299 $ 22,442,700 8,979,868 15,744,825 63,752,692 $ 240,000 17,911,882 16,217,741 5,941,830 1,535,958 11,167,000 18,214,523 364,341 69,161,158 140,754,433 $ 1,533,732 275,200 2,099,453 64,259,441 56,500 445,934 6,471,206 62,700 968,462 147,017,469 16,454,383 8,069,276 72,000 1,498,631,932 2,187,967 132,736 22,996 150,395,760 4,889,572 73,998 235,141 1,043,464 19,066,195 44,505,415 13,922,708 14,669,688 47,691,208 19,384,423 299,656 1,521,072 $ 2,066,459,687 (550,081,247) $ (550,081,247) $ $ $ FY 2014 ADOPTED 16,201,628 $ 22,815,166 8,233,576 15,178,427 62,428,797 $ 294,262 17,857,508 16,424,586 4,609,773 1,569,735 12,722,812 18,035,996 304,613 64,430,855 136,250,140 $ 1,465,072 249,903 2,099,848 61,784,709 58,134 446,771 8,467,280 55,181 1,184,464 148,165,653 17,111,493 9,507,947 72,537 1,511,076,709 1,563,368 134,136 22,996 136,656,459 5,107,807 297,522 287,864 1,306,038 17,762,743 35,833,009 13,242,093 15,300,041 46,559,146 19,983,551 214,726 1,522,315 $ 2,057,539,515 (568,454,172) $ (568,454,172) $ $ 1,702,512,640 98 FY 2013 FORECAST $ (658,446) 183,738 (390,543) 702,935 (162,316) -4.0% 0.8% -4.3% 4.5% -0.3% 240,000 $ 17,954,435 16,316,293 4,026,459 1,515,522 12,274,812 22,376,872 335,341 63,959,895 138,999,629 $ 42,553 98,552 (1,915,371) (20,436) 1,107,812 4,162,349 (29,000) (5,201,263) (1,754,804) 0.0% 0.2% 0.6% -32.2% -1.3% 9.9% 22.9% -8.0% -7.5% -1.2% 1,561,786 $ 180,000 2,600 61,946,699 56,500 386,002 6,800,814 46,000 1,150,000 148,682,272 16,418,083 8,004,275 72,000 1,594,940,859 1,945,276 132,736 22,996 113,583,923 4,888,710 38,000 235,141 1,070,689 16,682,320 35,562,511 13,605,917 14,793,394 47,935,218 19,878,578 203,500 317,688 $ 2,111,144,487 $ 28,054 (95,200) (2,096,853) (2,312,742) (59,932) 329,608 (16,700) 181,538 1,664,803 (36,300) (65,001) 96,308,927 (242,691) (36,811,837) (862) (35,998) 27,225 (2,383,875) (8,942,904) (316,791) 123,706 244,010 494,155 (96,156) (1,203,384) 44,684,800 1.8% -34.6% -99.9% -3.6% 0.0% -13.4% 5.1% -26.6% 18.7% 1.1% -0.2% -0.8% 0.0% 6.4% -11.1% 0.0% 0.0% N/A -24.5% 0.0% -48.6% 0.0% 2.6% -12.5% -20.1% -2.3% 0.8% 0.5% 2.5% N/A -32.1% -79.1% 2.2% (44,265,282) (44,265,282) 7.8% 7.8% (1,497,602) -0.1% $ $ $ $ (550,300,891) $ (550,300,891) $ $ 1,705,917,561 15,926,853 22,626,438 8,589,325 16,447,760 63,590,376 REVISED VS ADOPTED VARIANCE % (612,719,454) $ (612,719,454) $ $ 1,701,015,038 $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2012 ACTUAL GENERAL FUND JUDICIAL 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED SUBTOTAL $ 16,031,251 $ 20,930 2,101,712 18,153,893 $ 15,464,600 $ 19,750 1,696,300 17,180,650 $ 15,464,600 $ 19,750 1,696,300 17,180,650 $ 15,464,600 $ 38,837 1,877,428 17,380,865 $ 15,238,738 19,750 1,880,100 17,138,588 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 $ 398,761 $ 8,997,026 48,284 4,864,448 1,456,577 7,881,064 266 45,311 11,604,411 35,296,148 $ 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 $ 240,000 $ 8,250,000 48,000 3,633,010 1,535,958 7,000,000 117,000 60,000 11,423,534 32,307,502 $ 294,262 $ 8,777,708 37,809 4,437,092 1,569,735 8,230,071 130,899 50,988 10,988,003 34,516,567 $ APPOINTED 180 - FINANCE $ 400,056 200 - COUNTY MANAGER 815 290 - MEDICAL EXAMINER 355,417 310 - HUMAN RESOURCES 60,802 340 - PUBLIC FIDUCIARY 1,174,991 410 - ENTERPRISE TECHNOLOGY 460 - RESEARCH AND REPORTING 60,000 470 - NON DEPARTMENTAL 1,043,346,108 520 - PUBLIC DEFENDER 81,852 550 - LEGAL ADVOCATE 4,443 670 - WASTE RESOURCES AND RECYCLING 700 - FACILITIES MANAGEMENT 101,387 720 - PROTECTIVE SERVICES 125,930 730 - PROCUREMENT SERVICES 861,962 880 - ENVIRONMENTAL SERVICES 19,717 940 - ASSISTANT COUNTY MANAGER 940 368,127 SUBTOTAL $ 1,046,961,607 $ MARICOPA COUNTY $ 1,034,486,471 $ 1,100,411,648 $ 275,200 600 322,388 62,700 968,462 501,400 72,000 981,709,389 71,452 132,369 73,998 235,141 282,000 12,000 299,656 985,018,755 $ $ 275,200 600 322,388 62,700 968,462 501,400 72,000 981,709,389 71,452 132,369 73,998 235,141 282,000 12,000 299,656 985,018,755 $ 1,034,506,907 99 $ $ 249,903 995 321,072 55,181 1,184,464 501,832 72,537 992,813,255 67,077 347,858 266,272 287,864 520,112 11,392 214,726 996,915,940 $ 1,048,813,372 REVISED VS ADOPTED VARIANCE % $ $ (225,862) 183,800 (42,062) -1.5% 0.0% 10.8% -0.2% 240,000 $ 9,500,000 39,966 1,844,910 1,515,522 7,699,812 117,000 31,000 11,181,951 32,170,161 $ 1,250,000 (8,034) (1,788,100) (20,436) 699,812 (29,000) (241,583) (137,341) 0.0% 15.2% -16.7% -49.2% -1.3% 10.0% 0.0% -48.3% -2.1% -0.4% $ 180,000 $ 600 322,388 46,000 1,150,000 465,100 72,000 1,005,967,442 71,452 132,369 38,000 235,141 282,000 5,400 203,500 $ 1,009,171,392 $ (95,200) (16,700) 181,538 (36,300) 24,258,053 (35,998) (6,600) (96,156) 24,152,637 -34.6% 0.0% 0.0% -26.6% 18.7% -7.2% 0.0% 2.5% 0.0% N/A 0.0% -48.6% 0.0% 0.0% -55.0% -32.1% 2.5% $ 1,058,480,141 $ 23,973,234 2.3% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2012 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ SUBTOTAL $ 17,287,785 $ 7,292,101 8,228,152 14,193,042 47,001,080 $ ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 190 - COUNTY ATTORNEY 210 - ELECTIONS 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 8,889,457 15,123,602 85,195 4,286,059 6,256,952 64,960,963 99,602,228 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 950 - ASSISTANT COUNTY MANAGER 950 SUBTOTAL $ 1,595,545 1,555,955 59,933,393 58,657 203,520 6,638,681 5,890,321 8,368,664 305,427,613 1,713,020 127,378 23,831 15,581 89,843,505 5,145,575 13,797,945 14,803,840 43,183,405 20,415,563 30,638,252 2,096,097 611,476,341 MARICOPA COUNTY 758,079,649 $ MARICOPA COUNTY $ SUBTOTAL $ $ MARICOPA COUNTY $ $ $ FY 2013 REVISED 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 $ 1,533,732 289,975 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 $ 723,483,010 $ $ $ 25,629,151 $ 25,629,151 $ 25,629,151 $ $ SUBTOTAL $ $ 252,711,285 9,661,882 16,169,741 2,308,820 4,167,000 18,097,523 304,341 57,737,624 108,446,931 $ $ 742,368,549 $ $ $ 33,306,046 $ 33,306,046 $ 33,306,046 $ $ $ $ 285,141,074 9,079,800 16,386,777 172,681 4,492,741 17,905,097 253,625 53,442,852 101,733,573 $ $ $ 15,926,853 7,387,700 8,569,575 14,567,660 46,451,788 8,454,435 16,276,327 2,181,549 4,575,000 22,259,872 304,341 52,777,944 106,829,468 $ (658,446) 409,600 (390,543) 519,135 (120,254) -4.0% 5.9% -4.4% 3.7% -0.3% $ (1,207,447) 106,586 (127,271) 408,000 4,162,349 (4,959,680) (1,617,463) -12.5% 0.7% -5.5% 9.8% 23.0% 0.0% -8.6% -1.5% 28,054 (2,096,853) (2,312,742) (59,932) 291,929 381,503 (65,001) 30,545,094 (242,691) 185,925 (862) (316,791) 123,706 244,010 500,755 (1,203,384) 26,002,720 1.8% -99.9% -3.6% 0.0% -48.5% 4.5% 5.4% -0.8% 10.2% -11.5% 0.0% 0.0% N/A 0.2% 0.0% -2.3% 0.8% 0.5% 2.6% N/A -79.1% 4.4% 24,265,003 $ $ $ $ $ 735,344,323 $ 766,633,552 $ FY 2013 FORECAST 33,306,046 $ 33,306,046 $ 33,306,046 $ FY 2014 ADOPTED 33,305,608 33,305,608 $ $ 33,305,608 $ FY 2013 FORECAST $ $ 185,602,644 103,112,522 288,715,166 $ 288,715,166 100 16,201,628 $ 7,350,566 8,194,739 13,300,999 45,047,932 $ REVISED VS ADOPTED VARIANCE % 1,561,786 $ 2,000 61,946,699 56,500 63,614 6,838,185 7,405,038 8,004,275 328,558,947 1,873,824 132,736 22,996 95,603,960 4,756,341 13,605,917 14,793,394 47,935,218 19,873,178 317,688 613,352,296 $ FY 2013 REVISED 182,028,552 103,112,522 285,141,074 FY 2014 ADOPTED 1,465,072 2,098,853 61,784,709 58,134 125,699 8,502,330 6,661,143 9,507,947 299,843,572 1,496,291 132,736 22,996 95,476,383 4,759,949 13,242,093 15,300,041 46,559,146 19,972,159 1,522,315 588,562,818 FY 2013 REVISED FY 2013 ADOPTED 203,943,753 48,767,532 252,711,285 FY 2013 FORECAST 16,585,299 $ 6,978,100 8,960,118 14,048,525 46,572,042 $ 1,533,732 2,098,853 64,259,441 56,500 123,546 6,546,256 7,023,535 8,069,276 298,013,853 2,116,515 132,736 22,996 95,418,035 4,757,203 13,922,708 14,669,688 47,691,208 19,372,423 1,521,072 587,349,576 FY 2013 ADOPTED FY 2012 ACTUAL CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 640 - TRANSPORTATION $ FY 2012 ACTUAL DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL FY 2013 ADOPTED 5,140,896 $ 5,140,896 $ 5,140,896 $ FY 2014 ADOPTED $ $ 185,114,274 89,314,873 274,429,147 $ 274,429,147 3.3% REVISED VS ADOPTED VARIANCE % (28,165,150) (28,165,150) -84.6% -84.6% (28,165,150) -84.6% REVISED VS ADOPTED VARIANCE % $ 255,273,574 $ 66,114,760 321,388,334 $ 69,670,930 (36,997,762) 32,673,168 37.5% -35.9% 11.3% $ 321,388,334 $ 32,673,168 11.3% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Fund Type / Department (continued) FY 2012 ACTUAL INTERNAL SERVICE APPOINTED 200 - COUNTY MANAGER $ 390 - BUS STRATEGIES HLTH CARE PROG 410 - ENTERPRISE TECHNOLOGY 730 - PROCUREMENT SERVICES 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT SUBTOTAL $ MARICOPA COUNTY $ APPOINTED 200 - COUNTY MANAGER $ 300 - PARKS AND RECREATION 390 - BUS STRATEGIES HLTH CARE PROG 640 - TRANSPORTATION SUBTOTAL $ MARICOPA COUNTY 2,716,417 $ 139,310,815 16,180,456 811,836 17,902,278 16,386,298 193,308,100 $ 193,308,100 $ FY 2012 ACTUAL ELIMINATIONS ELIMINATIONS 980 - ELIMINATIONS COUNTY FY 2013 ADOPTED FY 2013 REVISED - $ 141,063,934 15,952,983 761,464 16,682,320 32,120,415 206,581,116 $ 206,581,116 $ FY 2013 ADOPTED FY 2013 FORECAST - $ 139,993,934 15,952,983 761,464 19,066,195 44,505,415 220,279,991 $ 220,279,991 $ FY 2013 REVISED FY 2014 ADOPTED - $ 141,504,510 16,609,661 785,926 17,762,743 35,833,009 212,495,849 $ 212,495,849 $ FY 2013 FORECAST - $ 141,277,234 15,952,983 788,689 16,682,320 35,562,511 210,263,737 $ 210,263,737 $ FY 2014 ADOPTED REVISED VS ADOPTED % VARIANCE 1,283,300 27,225 (2,383,875) (8,942,904) (10,016,254) N/A 0.9% 0.0% 3.6% -12.5% -20.1% -4.5% (10,016,254) -4.5% REVISED VS ADOPTED VARIANCE % (2,716,417) $ (61,082) (28,411,416) (31,188,915) $ - $ (35,050) (1,070,000) (48,134,797) (49,239,847) $ - $ (75,050) (48,134,797) (48,209,847) $ - $ (35,050) (48,134,797) (48,169,847) $ - $ (37,371) (48,134,797) (48,172,168) $ $ SUBTOTAL $ (575,249,037) $ (575,249,037) $ (550,081,247) $ (550,081,247) $ (568,454,172) $ (568,454,172) $ (550,300,891) $ (550,300,891) $ (612,719,454) $ (612,719,454) $ (44,265,282) (44,265,282) 7.8% 7.8% $ (606,437,952) $ (599,321,094) $ (616,664,019) $ (598,470,738) $ (660,891,622) $ (44,227,603) 7.2% 101 37,679 37,679 N/A -50.2% N/A 0.0% -0.1% Maricopa County Annual Business Strategies FY 2014 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 $ - $ 15,238,738 19,750 1,880,100 17,138,588 $ MARICOPA COUNTY $ DEBT SERVICE SUBTOTAL 15,926,853 $ 7,387,700 8,569,575 14,567,660 46,451,788 $ - $ - $ - $ - $ - $ 240,000 $ - $ 9,500,000 8,454,435 39,966 16,276,327 1,844,910 2,181,549 1,515,522 7,699,812 4,575,000 117,000 22,259,872 31,000 304,341 11,181,951 52,777,944 32,170,161 $ 106,829,468 $ - $ - $ - $ - $ - $ APPOINTED 150 - EMERGENCY MANAGEMENT $ 180 - FINANCE 180,000 200 - COUNTY MANAGER 600 220 - HUMAN SERVICES 260 - CORRECTIONAL HEALTH 290 - MEDICAL EXAMINER 322,388 300 - PARKS AND RECREATION 310 - HUMAN RESOURCES 46,000 340 - PUBLIC FIDUCIARY 1,150,000 390 - BUS STRATEGIES HLTH CARE PRO 410 - ENTERPRISE TECHNOLOGY 465,100 440 - PLANNING AND DEVELOPMENT 460 - RESEARCH AND REPORTING 72,000 470 - NON DEPARTMENTAL 1,005,967,442 520 - PUBLIC DEFENDER 71,452 540 - LEGAL DEFENDER 550 - LEGAL ADVOCATE 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCL 132,369 700 - FACILITIES MANAGEMENT 38,000 720 - PROTECTIVE SERVICES 235,141 730 - PROCUREMENT SERVICES 282,000 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 5,400 940 - ASSISTANT COUNTY MANAGER 940 203,500 950 - ASSISTANT COUNTY MANAGER 950 SUBTOTAL $ 1,009,171,392 980 - ELIMINATIONS COUNTY FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE $ 1,561,786 $ 2,000 61,946,699 56,500 63,614 6,838,185 7,405,038 8,004,275 328,558,947 1,873,824 132,736 22,996 95,603,960 4,756,341 13,605,917 14,793,394 47,935,218 19,873,178 317,688 $ 613,352,296 $ - $ $ 1,058,480,141 - $ $ 766,633,552 $ $ $ ELIMINATIONS 15,926,853 $ 22,626,438 8,589,325 16,447,760 63,590,376 $ 240,000 $ 17,954,435 16,316,293 4,026,459 1,515,522 12,274,812 22,376,872 335,341 63,959,895 138,999,629 $ - $ - $ - $ 1,561,786 $ 180,000 2,600 61,946,699 56,500 386,002 6,838,185 46,000 1,150,000 141,277,234 148,682,272 15,952,983 16,418,083 8,004,275 72,000 5,140,896 255,273,574 1,594,940,859 1,945,276 132,736 22,996 66,114,760 161,718,720 4,888,710 38,000 235,141 788,689 1,070,689 16,682,320 16,682,320 35,562,511 35,562,511 13,605,917 14,793,394 47,935,218 19,878,578 203,500 317,688 5,140,896 $ 321,388,334 $ 210,263,737 $ 2,159,316,655 $ - $ 5,140,896 102 - $ $ 321,388,334 - $ 210,263,737 $ - $ 2,361,906,660 TOTAL - $ - $ - $ $ 15,926,853 22,626,438 8,589,325 16,447,760 63,590,376 240,000 17,954,435 16,316,293 4,026,459 1,515,522 12,274,812 22,376,872 335,341 63,959,895 138,999,629 1,561,786 - $ 180,000 2,600 61,946,699 56,500 386,002 (37,371) 6,800,814 46,000 1,150,000 148,682,272 16,418,083 8,004,275 72,000 1,594,940,859 1,945,276 132,736 22,996 (48,134,797) 113,583,923 4,888,710 38,000 235,141 1,070,689 16,682,320 35,562,511 13,605,917 14,793,394 47,935,218 19,878,578 203,500 317,688 (48,172,168) $ 2,111,144,487 $ (612,719,454) $ (612,719,454) $ (660,891,622) $ 1,701,015,038 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category FY 2012 ACTUAL ALL FUNDS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VARIANCE % TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST 475,023,206 $ 25,175,991 0606 - SALES TAXES 420,010,153 $ 420,010,153 $ 23,973,708 23,973,708 420,010,153 $ 18,500,000 404,902,095 $ 18,500,000 (15,108,058) -3.6% (5,473,708) -22.8% 118,052,955 121,452,195 121,452,195 121,899,292 131,106,321 9,654,126 7.9% SUBTOTAL $ 618,252,152 $ 565,436,056 $ 565,436,056 $ 560,409,445 $ 554,508,416 $ (10,927,640) -1.9% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ 38,186,678 $ 41,102,781 $ 41,102,781 $ 41,015,559 $ 40,660,114 $ (442,667) -1.1% SUBTOTAL $ 38,186,678 $ 41,102,781 $ 41,102,781 $ 41,015,559 $ 40,660,114 $ (442,667) -1.1% $ 155,670,952 $ 191,001,711 $ 209,284,560 $ 187,935,210 $ 173,085,972 $ INTERGOVERNMENTAL 0615 - GRANTS (36,198,588) -17.3% 0620 - OTHER INTERGOVERNMENTAL 20,179,506 19,347,828 19,500,785 19,308,237 16,762,771 0621 - PAYMENTS IN LIEU OF TAXES 11,773,151 11,714,503 11,714,503 11,882,874 11,972,067 257,564 2.2% 400,453,542 404,078,237 404,078,237 409,784,418 437,402,846 33,324,609 8.2% 0625 - STATE SHARED SALES TAX 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ (2,738,014) -14.0% 78,928,601 84,652,860 84,652,860 84,652,860 84,652,860 - 0.0% 122,011,907 117,606,158 117,606,158 124,864,704 128,160,859 10,554,701 9.0% 789,017,659 $ 828,401,297 $ 846,837,103 $ 838,428,303 $ 852,037,375 $ 5,200,272 0.6% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 88,460,739 $ 67,748,833 $ 67,718,722 $ 66,480,688 $ 59,794,032 $ 132,718,678 131,464,508 131,599,233 128,572,884 124,467,655 1,600,084 1,865,060 1,457,477 1,722,568 2,214,044 SUBTOTAL $ 222,779,501 $ 201,078,401 $ 200,775,432 $ 196,776,140 $ 0638 - PATIENT SERVICES REVENUE 186,475,731 (7,924,690) -11.7% (7,131,578) 756,567 -5.4% 51.9% (14,299,701) -7.1% FINES AND FORFEITS 0637 - FINES AND FORFEITS $ 30,241,734 $ 29,063,319 $ 29,763,319 $ 29,768,948 $ 31,236,997 $ 1,473,678 5.0% SUBTOTAL $ 30,241,734 $ 29,063,319 $ 29,763,319 $ 29,768,948 $ 31,236,997 $ 1,473,678 5.0% $ 10,790,544 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 7,373,013 $ 7,371,413 $ 7,002,131 $ 6,997,864 $ (373,549) -5.1% 13,981,138 11,021,756 11,026,536 30,389,190 28,898,541 17,872,005 162.1% SUBTOTAL $ 24,771,682 $ 18,394,769 $ 18,397,949 $ 37,391,321 $ 35,896,405 $ 17,498,456 95.1% ALL REVENUES $ 1,723,249,406 $ 1,683,476,623 $ 1,702,312,640 $ 1,703,789,716 $ 1,700,815,038 $ (1,497,602) -0.1% 452,475 $ 200,000 $ 200,000 $ 2,127,845 $ 200,000 $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 452,475 $ 1,723,701,881 $ 200,000 $ 1,683,676,623 $ 200,000 $ 1,702,512,640 $ 103 2,127,845 $ 1,705,917,561 $ 200,000 $ 1,701,015,038 $ (1,497,602) 0.0% N/A 0.0% -0.1% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2012 ACTUAL GENERAL FUND TAXES 0601 - PROPERTY TAXES $ 0605 - TAX PENALTIES AND INTEREST SUBTOTAL $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VARIANCE % 475,023,206 $ 25,175,991 500,199,197 $ 420,010,153 $ 23,973,708 443,983,861 $ 420,010,153 $ 23,973,708 443,983,861 $ 420,010,153 $ 18,500,000 438,510,153 $ 404,902,095 $ 18,500,000 423,402,095 $ $ SUBTOTAL $ 1,913,679 $ 1,913,679 $ 2,213,000 $ 2,213,000 $ 2,213,000 $ 2,213,000 $ 2,283,371 $ 2,283,371 $ 2,292,821 $ 2,292,821 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0621 - PAYMENTS IN LIEU OF TAXES 0625 - STATE SHARED SALES TAX 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 14,550 $ 5,217,043 11,773,151 400,453,542 113,363,659 530,821,945 $ - $ 4,623,602 11,714,503 404,078,237 109,193,522 529,609,864 $ 20,227 $ 4,623,602 11,714,503 404,078,237 109,193,522 529,630,091 $ - $ 5,433,578 11,882,874 409,784,418 116,452,068 543,552,938 $ - $ 2,812,302 11,972,067 437,402,846 119,748,223 571,935,438 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 11,874,828 $ 28,200,111 6,996 40,081,935 $ 13,247,300 $ 26,908,370 7,000 40,162,670 $ 13,247,300 $ 26,908,370 7,000 40,162,670 $ 12,906,801 $ 27,030,651 7,482 39,944,934 $ 13,444,010 $ 26,248,551 7,000 39,699,561 $ $ SUBTOTAL $ 12,151,054 $ 12,151,054 $ 11,270,300 $ 11,270,300 $ 11,270,300 $ 11,270,300 $ 11,874,500 $ 11,874,500 $ 12,288,138 $ 12,288,138 $ MISCELLANEOUS $ 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 6,564,307 $ 8,678,180 15,242,487 $ 4,000,000 $ 3,246,776 7,246,776 $ 4,000,000 $ 3,246,985 7,246,985 $ 4,000,000 $ 8,647,476 12,647,476 $ 4,000,000 $ 2,725,088 6,725,088 $ ALL REVENUES $ 1,100,410,297 $ 1,034,486,471 $ 1,034,506,907 $ 1,048,813,372 $ 1,056,343,141 $ 21,836,234 2.1% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 1,351 $ 1,351 $ - $ - $ - $ - $ - $ - $ 2,137,000 $ 2,137,000 $ 2,137,000 2,137,000 N/A N/A TOTAL SOURCES $ 1,100,411,648 $ 1,034,486,471 $ 1,034,506,907 $ 1,048,813,372 $ 1,058,480,141 $ 23,973,234 2.3% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES AND FORFEITS 0637 - FINES AND FORFEITS 104 (15,108,058) -3.6% (5,473,708) -22.8% (20,581,766) -4.6% 79,821 79,821 3.6% 3.6% (20,227) -100.0% (1,811,300) -39.2% 257,564 2.2% 33,324,609 8.2% 10,554,701 9.7% 8.0% 42,305,347 196,710 (659,819) (463,109) 1,017,838 1,017,838 1.5% -2.5% 0.0% -1.2% 9.0% 9.0% 0.0% (521,897) -16.1% (521,897) -7.2% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2012 ACTUAL SPECIAL REVENUE TAXES 0606 - SALES TAXES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 118,052,955 $ 118,052,955 $ 121,452,195 $ 121,452,195 $ 121,452,195 $ 121,452,195 $ 121,899,292 $ 121,899,292 $ 131,106,321 $ 131,106,321 $ $ SUBTOTAL $ 36,272,999 $ 36,272,999 $ 38,889,781 $ 38,889,781 $ 38,889,781 $ 38,889,781 $ 38,732,188 $ 38,732,188 $ 38,367,293 $ 38,367,293 $ (522,488) (522,488) -1.3% -1.3% INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 138,958,620 $ 14,962,463 78,928,601 8,648,248 241,497,932 $ 144,815,565 $ 14,724,226 84,652,860 8,412,636 252,605,287 $ 163,078,187 $ 14,877,183 84,652,860 8,412,636 271,020,866 $ 156,752,659 $ 13,874,659 84,652,860 8,412,636 263,692,814 $ 159,269,602 $ 13,950,469 84,652,860 8,412,636 266,285,567 $ (3,808,585) (926,714) (4,735,299) -2.3% -6.2% 0.0% 0.0% -1.7% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 64,565,811 $ 71,519,844 1,593,088 137,678,743 $ 39,258,257 $ 70,385,620 1,858,060 111,501,937 $ 39,228,146 $ 70,520,345 1,450,477 111,198,968 $ 36,404,157 $ 70,959,679 1,715,086 109,078,922 $ 35,483,657 $ 71,414,049 2,207,044 109,104,750 $ (3,744,489) 893,704 756,567 (2,094,218) -9.5% 1.3% 52.2% -1.9% $ SUBTOTAL $ 18,090,680 $ 18,090,680 $ 17,793,019 $ 17,793,019 $ 18,493,019 $ 18,493,019 $ 17,894,448 $ 17,894,448 $ 18,948,859 $ 18,948,859 $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 3,346,282 $ 4,328,730 7,675,012 $ 2,724,385 $ 7,739,980 10,464,365 $ 2,722,785 $ 7,744,551 10,467,336 $ 2,352,311 $ 8,465,612 10,817,923 $ 2,474,140 $ 26,138,453 28,612,593 $ ALL REVENUES $ 559,268,321 $ 552,706,584 $ 571,522,165 $ 562,115,587 $ 592,425,383 $ 20,903,218 3.7% OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ 0680 - TRANSFERS IN ALL OTHER FINANCING SOURCES $ 452,475 $ 198,358,853 198,811,328 $ 200,000 $ 170,576,426 170,776,426 $ 200,000 $ 170,646,384 170,846,384 $ 2,127,845 $ 171,100,891 173,228,736 $ 200,000 $ 174,008,169 174,208,169 $ 3,361,785 3,361,785 0.0% 2.0% 2.0% 24,265,003 3.3% LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FINES AND FORFEITS 0637 - FINES AND FORFEITS TOTAL SOURCES $ 758,079,649 $ FY 2012 ACTUAL DEBT SERVICE TAXES 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 723,483,010 $ FY 2013 ADOPTED 742,368,549 $ FY 2013 REVISED 735,344,323 $ FY 2013 FORECAST 766,633,552 $ FY 2014 ADOPTED 9,654,126 9,654,126 455,840 455,840 7.9% 7.9% 2.5% 2.5% (248,645) -9.1% 18,393,902 237.5% 18,145,257 173.4% REVISED VS ADOPTED VARIANCE % 2,044,982 $ 2,044,982 $ 2,044,612 $ 2,044,612 $ 2,044,612 $ 2,044,612 $ 2,044,612 $ 2,044,612 $ 2,049,965 $ 2,049,965 $ $ SUBTOTAL $ 5,234 $ 5,234 $ 13,204 $ 13,204 $ 13,204 $ 13,204 $ 12,766 $ 12,766 $ 8,300 $ 8,300 $ ALL REVENUES $ 2,050,216 $ 2,057,816 $ 2,057,816 $ 2,057,378 $ 2,058,265 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 23,578,935 $ 23,578,935 $ 31,248,230 $ 31,248,230 $ 31,248,230 $ 31,248,230 $ 31,248,230 $ 31,248,230 $ 3,082,631 $ 3,082,631 $ (28,165,599) (28,165,599) -90.1% -90.1% TOTAL SOURCES $ 25,629,151 $ 33,306,046 $ 33,306,046 $ 33,305,608 $ 5,140,896 $ (28,165,150) -84.6% MISCELLANEOUS 0645 - INTEREST EARNINGS 105 5,353 5,353 0.3% 0.3% (4,904) (4,904) -37.1% -37.1% 449 0.0% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Revenues and Other Sources by Category (continued) FY 2012 ACTUAL CAPITAL PROJECTS INTERGOVERNMENTAL 0615 - GRANTS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ 16,697,782 $ 16,697,782 $ 46,186,146 $ 46,186,146 $ 46,186,146 $ 46,186,146 $ 31,182,551 $ 31,182,551 $ 13,816,370 $ 13,816,370 $ (32,369,776) -70.1% (32,369,776) -70.1% CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 4,700,587 $ 4,700,587 $ 8,791,579 $ 8,791,579 $ 8,791,579 $ 8,791,579 $ 9,968,913 $ 9,968,913 $ 4,163,593 $ 4,163,593 $ (4,627,986) -52.6% (4,627,986) -52.6% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 1,406 $ 649,143 650,549 $ - $ - $ - $ - $ 480 $ 613,854 614,334 $ - $ - $ ALL REVENUES $ 22,048,918 $ 54,977,725 $ 54,977,725 $ 41,765,798 $ 17,979,963 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 230,662,367 $ 230,662,367 $ 230,163,349 $ 230,163,349 $ 233,737,441 $ 233,737,441 $ 232,663,349 $ 232,663,349 $ 303,408,371 $ 303,408,371 $ TOTAL SOURCES $ 252,711,285 $ FY 2012 ACTUAL INTERNAL SERVICE 285,141,074 $ FY 2013 ADOPTED 288,715,166 $ FY 2013 REVISED 274,429,147 $ FY 2013 FORECAST 321,388,334 $ FY 2014 ADOPTED - N/A N/A N/A (36,997,762) -67.3% 69,670,930 69,670,930 29.8% 29.8% 32,673,168 11.3% REVISED VS ADOPTED VARIANCE % CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 5,274,531 $ 32,998,723 151,120,029 189,393,283 $ 4,407,085 $ 34,170,518 157,712,674 196,290,277 $ 4,407,085 $ 34,170,518 159,026,549 197,604,152 $ 5,156,205 $ 30,582,554 158,886,875 194,625,634 $ 4,652,807 $ 26,805,055 163,263,729 194,721,591 $ 245,722 5.6% (7,365,463) -21.6% 4,237,180 2.7% (2,882,561) -1.5% MISCELLANEOUS 0645 - INTEREST EARNINGS $ 0650 - MISCELLANEOUS REVENUE SUBTOTAL $ 873,315 $ 325,085 1,198,400 $ 635,424 $ 35,000 670,424 $ 635,424 $ 35,000 670,424 $ 636,574 $ 12,662,248 13,298,822 $ 515,424 $ 35,000 550,424 $ (120,000) -18.9% 0.0% (120,000) -17.9% ALL REVENUES $ 190,591,683 $ 196,960,701 $ 198,274,576 $ 207,924,456 $ 195,272,015 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 2,716,417 $ 2,716,417 $ 9,620,415 $ 9,620,415 $ 22,005,415 $ 22,005,415 $ 4,571,393 $ 4,571,393 $ 14,991,722 $ 14,991,722 $ TOTAL SOURCES $ 193,308,100 $ 206,581,116 $ 220,279,991 $ 212,495,849 $ 210,263,737 $ FY 2013 ADOPTED FY 2013 REVISED FY 2014 ADOPTED -1.5% (7,013,693) -31.9% (7,013,693) -31.9% (10,016,254) -4.5% ELIMINATIONS FY 2012 ACTUAL CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ (151,120,029) $ (151,120,029) $ (157,712,674) $ (157,712,674) $ (159,026,549) $ (159,026,549) $ (158,886,875) $ (158,886,875) $ (163,263,729) $ (163,263,729) $ (4,237,180) (4,237,180) 2.7% 2.7% ALL REVENUES $ (151,120,029) $ (157,712,674) $ (159,026,549) $ (158,886,875) $ (163,263,729) $ (4,237,180) 2.7% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ (455,317,923) $ (455,317,923) $ (441,608,420) $ (441,608,420) $ (457,637,470) $ (457,637,470) $ (439,583,863) $ (439,583,863) $ (497,627,893) $ (497,627,893) $ (39,990,423) (39,990,423) 8.7% 8.7% TOTAL SOURCES $ (606,437,952) $ (599,321,094) $ (616,664,019) $ (598,470,738) $ (660,891,622) $ (44,227,603) 7.2% 106 FY 2013 FORECAST (3,002,561) REVISED VS ADOPTED VARIANCE % Maricopa County Annual Business Strategies FY 2014 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 For major tax-based revenues, economic forecasting models are applied and the resulting Most Likely forecast scenario is the basis for the budget of those revenue sources in FY 2014. The following sections describe the major revenue sources for the County, as well as the estimated collections for FY 2014. 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 to the right 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. Because of Proposition 117 passed by the voters in 2012, beginning in tax year 2015 (Fiscal Year 2016), the limited primary value (LPV) will be the sole assessed valuation used for all property taxes. The LPV will be the lesser of the full cash value of the property or 5% greater than the previous year’s LPV. Property Tax Levies Primary Fiscal General Fund Total Year 2005 $ 339,882,099 $ 339,882,099 371,224,118 2006 371,224,118 398,725,245 398,725,245 2007 430,023,735 2008 430,023,735 2009 463,492,311 463,492,311 2010 492,230,736 492,230,736 2011 492,224,342 492,224,342 2012 477,571,468 477,571,468 2013 425,111,491 425,111,491 2014 * 409,775,397 409,775,397 At the present time, Maricopa County levies only primary *Budget property taxes. The County’s last general obligation Note: Excludes Payments in Lieu of Taxes bonds were paid in full in FY 2004, and no County secondary taxes have been 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. Increases in both assessed values and tax levies for primary property tax purposes are limited by the Arizona Constitution. If the primary property tax levy is at the limit, it may increase by only 2% per year on property taxed in the prior year. The schedule on the next page lists Maricopa County primary net assessed values and tax rates for FY 2014 and the previous nine fiscal years. Estimated assessed values and maximum allowable tax rates are also displayed for the following five years. The FY 2014 primary rate is budgeted at $1.2807 per $100 of assessed value, which is less than the maximum rate of $1.8169. The Maricopa County Board of Supervisors adopts the property tax rates for each fiscal year and is not required to adopt the maximum rate. The real estate market in Maricopa County is showing signs of recovery and FY 2014 is expected to be the last fiscal year within the forecast horizon with year-over-year declining primary net assessed valuations. However, FY 2014 net 107 Maricopa County Annual Business Strategies FY 2014 Adopted Budget assessed values are decreasing by 7% or $2.3 billion when compared to FY 2013. Moreover, the net assessed valuations for FY 2014 are still $17.7 billion lower than the peak in FY 2010. The Adopted Budget assumes the Board of Supervisors will adopt a tax rate of $1.2807 resulting in a tax levy of $409 million, rather than levy the maximum amount allowable ($581 million). This will result in a FY 2014 tax bill decrease of $7 for the median residential home in Maricopa County when compared to FY 2013. The chart below illustrates that as the housing market rebounds, assessed values will increase and consequently, the constitutionally allowable tax rate will decrease. Conversely, as noted in FY 2011 through 2013, when the housing market worsens, assessed values decrease and the tax rate would need to increase to levy a similar amount of taxes. Budget Summary Schedules Net Assessed Values and Tax Rates Primary Fiscal Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 * ** ** ** ** ** Net Assessed Value (Thousands) $ 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 31,996,205 33,564,019 35,537,583 38,118,744 41,175,331 44,258,785 Primary Tax Rate (per $100 N.A.V.) $ 1.2108 1.1971 1.1794 1.1046 1.0327 0.9909 1.0508 1.2407 1.2407 1.2807 1.7888 1.7460 1.6986 1.6530 1.6097 * Budgeted Rate **Maximum Rates, Forecasted NAV Source Elliott D. Pollack & Co. Primary Net Assessed Value vs. Tax Rate 2.2000 $70.0 2.0000 1.8000 $50.0 1.6000 1.4000 $40.0 1.2000 $30.0 Tax Rates Net Assessed Value (Billions) $60.0 1.0000 $20.0 0.8000 $10.0 0.6000 44.9 49.7 46.8 38.5 34.3 32.0 33.6 35.5 38.1 41.2 44.3 2009 2010 2011 2012 2013 2014* 2015** 2016** 2017** 2018** 2019** $0.0 0.4000 *Budget **Forecast, Elliot Pollack & Co. Fiscal Year Primary NAV Max Rate Adopted Rate The growth of the property tax base is determined by the appreciation level of existing assessed properties and the amount of new construction. The charts below displays the source of the change in the tax levy each year moving forward from FY 2014 with a flat tax rate and a Truth-in-Taxation (TNT) rate, where the increase in the levy is limited to the amount paid by new construction. 108 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Change to Primary Property Tax Levy Appreciation/Depreciation vs. New Construction Flat Rate $70 $50 (Millions) $30 17.9 $10 12.3 18.8 13.0 17.9 11.0 20.1 23.3 7.4 8.0 13.4 24.9 8.6 19.5 5.3 15.0 9.3 -$10 14.8 5.9 19.3 22.0 15.7 14.5 23.5 25.0 8.9 7.0 8.5 -15.0 -23.5 -59.5 -23.8 2011 2012 2013 2014 2015** 2016** 2017** 2018** 2019** -$30 -$50 -$70 2004 2005 2006 2007 2008 2009 2010 Fiscal Year **NAV Source Elliott D. Pollack & Co. New Property Existing Property Change to Primary Property Tax Levy Appreciation/Depreciation vs. New Construction TNT $70 $50 (Millions) $30 $10 17.9 18.8 17.9 12.3 13.0 13.4 20.1 23.3 24.9 19.5 7.4 8.0 8.6 9.3 15.0 -$10 8.9 7.0 8.5 5.1 5.5 9.7 13.2 11.6 -15.0 -23.5 -59.5 -23.8 0.0 0.0 0.0 0.0 0.0 2011 2012 2013 2014 2015** 2016** 2017** 2018** 2019** -$30 -$50 -$70 2004 2005 2006 2007 2008 2009 2010 Fiscal Year **NAV Source Elliott D. Pollack & Co. New Property 109 Existing Property Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules In the chart below, the growth rate of primary net assessed valuations are included to display the estimated levels of appreciation in property values for FY 2014 through FY 2019 to provide context to the new construction estimates. Primary Property New Construction Levy & Net Assessed Valuation Estimates 7.3% $14 5.9% 10.0% 7.5% 13.9 4.9% $12 8.0% 6.0% 12.3 4.0% $10 $8 8.0% 10.3 2.0% 9.0 0.0% $6 $2 -2.0% 5.8 5.4 $4 NAV % Growth Rate **New Construction (Millions) $16 -4.0% -6.6% -6.0% $0 -8.0% 2014* 2015* 2016* 2017* 2018* 2019* Fiscal Year New Construction *Net Assessed Value: Source Elliott D. Pollack & Co. NAV Growth Rate **New Construction values are calcuated on the forecasted TNT rate. The magnitude of growth in new construction is an indication of increased economic recovery for Maricopa County property values. Slow growth is expected until the existing inventory of property, both residential and commercial, is occupied and population growth improves. As noted in the chart above, significant economic improvement is projected for FY 2015. Consequently, due to the 18 month to 2year lag between market trends and property assessments, property taxes will not be significantly impacted by the increased valuations and accelerated construction until FY 2017. The budgeted tax rate of $1.2807 would decrease the property tax levy by $15.3 million (excluding Salt River Project) and result in a tax bill reduction for the median home. FY 2014 ADOPTED PROPERTY TAX LEVIES AND RATES Net Assessed Value Description MARICOPA COUNTY PRIMARY: FY 2013-14 Adopted FY 2012-13 Adopted FY 2013-14 Adopted Variance $ $ SRP Eff. Ass. Val. 31,996,204,979 $ 671,847,721 $ 34,263,842,274 676,321,912 (2,267,637,295) $ (4,474,191) $ Total w/SRP Proceeds of 1cent Rate 32,668,052,700 $ 34,940,164,186 (2,272,111,486) $ 110 Tax Rate 3,266,805 $ 3,494,016 (227,211) $ 1.2807 1.2407 0.0400 $ Tax Levy 409,775,397 425,111,491 (15,336,094) $ SRP PILT Total Levy & SRP PILT 8,604,354 418,379,751 8,391,126 433,502,617 213,228 $ (15,122,866) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules FY 2014 PRIMARY PROPERTY TAX LEVY vs. LEVY LIMIT FY 2014 Adjusted Allowable Levy Limit Maximum Tax Rate (per $100 Assessed Value) $ 581,339,049 1.8169 FY 2014 Primary Levy (excluding SRP) Primary Tax Rate (per $100 Assessed Value) $ 409,775,397 1.2807 Amount Under Limit: $ 171,563,652 0.5362 29.5% FY 2014 PRIMARY PROPERTY TAX LEVY vs. "TRUTH-IN-TAXATION" LEVY FY 2014 "Truth-in-Taxation" Primary Levy $ "Truth-in-Taxation" Tax Rate (per $100 Assessed Value) 434,060,517 1.3566 FY 2014 Primary Levy Primary Tax Rate (per $100 Assessed Value) $ 409,775,397 1.2807 Amount Under/(Over) "Truth-in-Taxation" Levy $ 24,285,120 0.0759 FY 2014 Median Residential Limited Property Value $ 102,000 "Truth-in-Taxation" Tax Bill on Median-Valued Home Property Tax Bill on Median-Valued Home Tax Bill Savings/(Increase) $ 138.37 130.63 7.74 $ 5.6% 5.6% PRIMARY PROPERTY TAX LEVY FY 2014 vs. FY 2013 TAX BILL IMPACT ON MEDIAN HOME FY 2013: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill FY 2014: Median Residential Limited Property Value Primary Tax Rate (per $100 Assessed Value) Property Tax Bill Tax Bill Savings/(Increase) 111 $ $ $ 111,000 1.2407 137.72 $ 102,000 1.2807 130.63 $ 7.09 5.1% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules In FY 2014, property tax revenue is budgeted based on prior years’ collection trends in relation to the adopted levy. Estimated Levy Amount Collections $ 409,775,397 $ 404,902,095 Tax Penalties and Interest Tax Penalties & Interest Fiscal Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 * 2014 ** Annual Collections 13,030,957 13,063,732 13,158,910 14,012,181 17,842,932 24,102,458 25,014,288 25,175,993 18,500,000 18,500,000 * Forecast ** Budget Growth Rate -0.3% 0.7% 6.5% 27.3% 35.1% 3.8% 0.6% -26.5% 0.0% Property Tax Collection Analysis Maricopa County Primary Collection Rate 98.8% 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 forecast accurately, so it is prudent to budget this revenue conservatively. FY 2013 collections are significantly below FY 2012 monthly receipts, averaging -26% lower collections year-over-year. Data from the Treasurer’s Office indicate a reduction in the number of parcels advertised for sale and significant reductions in the delinquent value of these parcels. For FY 2014, revenues are expected to stabilize at $18.5 million, which is nearly $7 million below collections in FY 2012. 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 due to the Great Recession. In FY 2011, positive year-over-year growth resumed, demonstrating signs of recovery. Although FY 2013 collections are forecasted to be only slightly better than FY 2005 values, in FY 2014, the Most Likely revenue forecast projects an increase to $131 million. Subsequent growth is expected to hover around 5% through FY 2019. Jail Excise Tax Fiscal Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 * ** *** *** *** *** *** Annual Collections $ 119,143,065 137,876,660 145,389,195 138,206,968 116,878,703 107,094,679 112,451,802 118,052,954 121,899,292 131,106,321 137,661,637 145,095,365 153,365,801 161,340,823 169,246,523 Growth Rate 10.9% 15.7% 5.4% -4.9% -15.4% -8.4% 5.0% 5.0% 3.3% 7.6% 5.0% 5.4% 5.7% 5.2% 4.9% * Forecast ** Budget ***Source Elliott D. Pollack & Co. Forecast (Most Likely ) The Jail Excise Tax is levied at a rate of .2% on all taxable purchases in Maricopa County. Therefore, it is not subject to a sharing distribution formula and typically grows at a faster rate than State Shared Sales Tax Revenue. 112 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Licenses and Permits Maricopa County collects revenue from a variety of licenses and permits that are issued by various County departments. Rates for licenses and permits are approved by the Board of Supervisors, unless otherwise set forth in State statutes. The Licenses & Permits Revenues revenue generated from licenses and permits Special is generally used to offset the cost of Fiscal General Revenue issuance. Examples of licenses and permits Total Year Fund Funds include building permits, marriage licenses, 2005 $ 1,494,043 $ 30,955,888 $ 32,449,930 dog licenses, and environmental health 2006 2,349,225 36,276,380 38,625,605 permits. Listed in the chart to the left are the 2007 2,510,840 35,224,846 37,735,686 actual license and permit revenues recorded 2008 1,668,162 36,006,592 37,674,754 for the last eight fiscal years, along with 2009 2,303,516 34,824,035 37,127,551 forecasted revenues for FY 2013, and the 2010 2,779,039 32,539,247 35,318,286 budgeted revenues for FY 2014. 2011 2012 2013 2014 * ** 2,330,508 1,913,679 2,283,371 2,292,821 35,486,437 36,272,999 38,732,188 38,367,293 37,816,945 38,186,678 41,015,559 40,660,114 *Forecast **Budget Special Revenue Fund licenses and permits revenue is expected to decrease slightly in FY 2014. The decrease is primarily due to projected declines in the number of permits requested for right-of-way easements, building inspections, food service inspections dust control inspections, and swimming pool inspections. General Fund license and permit revenues are detailed below and are expected to marginally increase in FY 2014. The largest component are license fees paid by cable television companies for operation in unincorporated areas and are forecasted to remain flat for FY 2014. Licenses and Permits General Fund Department Non Departmental Clerk of Superior Court Sheriff Total FY 2013 FY 2014 Forecast Budget Description $ 1,676,821 $ 1,676,821 Cable Television Franchise Fees, Liquor Licenses 491,800 535,000 Marriage Licenses 114,750 81,000 Pawnshop & Peddler's Licenses $ 2,283,371 $ 2,292,821 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 2013, and the amounts budgeted for FY 2014. 113 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Intergovernmental Revenues Fiscal Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 * 2014 ** General Fund $ 626,232,433 $ 694,985,741 652,535,569 614,211,708 535,999,337 500,275,584 514,511,445 530,821,945 543,552,938 571,935,438 Special Revenue Funds Capital Projects Funds Debt Service 250,103,881 $ 285,620,779 2,036,360 $ 1,395,932 309,172,630 242,970,178 225,480,770 248,569,777 240,326,296 241,497,932 263,692,814 266,285,567 3,346,367 - 8,820,531 $ 8,847,363 39,089,704 21,946,984 674,870 6,160,540 16,845,284 16,697,782 31,182,551 13,816,370 Internal Service Funds Enterprise Funds Total - $ 9,647,024 $ 896,840,230 284,611 13,365,808 1,004,500,234 - 8,228,148 - 1,012,372,418 879,128,870 762,154,977 755,005,901 771,683,025 789,017,659 838,428,303 852,037,375 *Forecast **Budget Payments in Lieu of Taxes Payments in lieu of taxes are collected from the Salt River Project (SRP), the Federal Government, and from municipalities. SRP estimates their net assessed value and makes payments in lieu of property taxes to each taxing jurisdiction based on the property tax rates. The table to the right identifies the amounts by payer. Payments in Lieu of Taxes FY 2013 FY 2014 Forecast Budget Salt River Project $ 8,515,161 $ 8,604,354 Federal Bureau of Land Management 2,719,556 2,719,556 Cities 648,157 648,157 $ 11,882,874 $ 11,972,067 State Shared Sales Taxes State Shared Sales Tax Fiscal Annual Growth Rate Year Collections 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 400,453,542 3.9% 2013 * 409,784,418 2.3% 2014 ** 437,402,846 6.7% 2015 *** 458,398,183 4.8% 2016 *** 481,318,092 5.0% 2017 *** 507,790,587 5.5% 2018 *** 533,180,116 5.0% 2019 *** 558,772,762 4.8% *Forecast **Budget ***Source Elliott D. Pollack & Co. (Most Likely) 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 is 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. Listed to the left are the actual State Shared Sales Tax collections for the last eight fiscal years, estimates for FY 2013, the budget for FY 2014 and forecasted amounts for the next five years. State Shared Sales Tax and Jail Excise Tax revenues have followed similar trends, except that Jail Tax revenues experienced greater declines, but are rebounding more quickly. Annual growth reached 15.1% in FY 2006, but 114 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules 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 increased, Maricopa County’s percent of the net assessed valuation and the population declined, thus negatively impacting the County’s portion of the sales tax distribution. However, increased retail spending and construction activity in FY 2013 are projected to continue into FY 2014, which is expected to lead to sustained 5% annual growth rates based on the Most Likely forecast scenario. 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 2013, and the budget for FY 2014. State Shared Fiscal Highway User Growth Year Rate Revenues 2005 $ 90,566,136 4.6% 2006 96,972,512 7.1% 2007 107,593,116 11.0% 2008 102,751,593 -4.5% 2009 90,419,237 -12.0% 2010 84,950,511 -6.0% 2011 85,975,735 1.2% 2012 78,928,601 -8.2% 2013 * 84,652,860 7.3% 2014 ** 84,652,860 0.0% *Forecast **Budget 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 Arizona Legislature removed the appropriation for MVD funding from the Highway User Revenue Fund, resulting in a distribution increase of approximately $5.6 million. The removal of MVD appropriation accounts for nearly all of the forecasted growth of 7.3% in that year. Independent of the appropriation decisions by the Legislature, HURF has been growing by approximately 1% a year. Due to the volatility in appropriation decisions coupled with low growth rate, HURF Revenue is estimated to remain flat year-over-year. Future revenue collections may vary significantly depending on legislative decisions regarding this funding source. State Shared Vehicle License Taxes 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. 115 Maricopa County Annual Business Strategies FY 2014 Adopted Budget State Shared Vehicle License Tax Fiscal General Growth Year Fund Rate 2005 122,637,826 $ 5.7% 2006 138,003,052 18.9% 2007 143,543,616 4.0% 2008 139,312,595 -2.9% 2009 126,036,362 -9.5% 2010 116,405,328 -7.6% 2011 113,649,012 -2.4% 2012 113,363,659 -0.3% 2013 * 116,452,068 2.7% 2014 ** 119,748,223 2.8% 2015 *** 123,340,669 3.0% 2016 *** 128,274,296 4.0% 2017 *** 133,405,268 4.0% 2018 *** 138,474,668 3.8% 2019 *** 143,736,705 3.8% Budget Summary Schedules The table to the left shows actual and forecasted vehicle license tax collections from FY 2004 to FY 2018. Moreover, as noted in the graph below, FY 2013 revenue continues its pattern of monthly volatility in annual growth rates. However, the FY 2013 average growth is positive and expected to continue into FY 2014 and subsequent years as a result of sustained economic recovery resulting in increases in population figures and new car purchases. VLT Monthly Revenue Receipts $12,000,000 20% 15% 14% $10,000,000 11% 11% 10% $8,000,000 5% 3% 1% $6,000,000 -2% 0% -2% -4% -5% $4,000,000 -10% *Forecast $2,000,000 **Budget ***Source Elliott D. Pollack & Co. (Most Likely) -14% -15% $- -20% JUL AUG SEP OCT FY 12 Actual NOV DEC JAN Fy 13 Actual FEB MAR APR MAY JUN FY 13 Growth Rate 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 Public Defense Research and Reporting Sheriff’s Office FY 2013 Forecast $ 4,405,172 499,600 23,238 11,900 72,537 421,131 Other Intergovernmental Revenue General Fund FY 2014 Budget Description $ 1,830,002 Election Cost Reimbursements from Other Jurisdictions $ 460,300 Aerial Photography Cost Reimbursements from Participating Government Entities 5,000 Fort McDowell, Yavapai Nation and U.S. Marshal Detention Holding Fee - State Grand Jury Cost Sharing 72,000 Surveys for Other Governmental Agencies 445,000 Social Security Administration Pay for Inmate Information and AZ State for Patrol Total $ 5,433,578 $ 2,812,302 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 recover fully 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 116 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules 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 2013 and the budget amount for FY 2014 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 2005 2006 2007 2008 2009 2010 2011 2012 2013 * 2014 ** General Fund $ 29,955,025 33,156,418 31,719,127 43,177,387 43,642,013 40,657,924 40,745,732 40,081,935 39,944,934 39,699,561 Special Revenue Funds $ 46,588,972 53,563,330 55,826,076 96,369,159 135,371,562 129,930,765 149,482,999 137,678,743 109,078,922 109,104,750 Debt Service Fund $ 3,054,932 2,652,765 2,630,623 2,640,840 2,044,982 2,044,612 2,049,965 Charges for Service Capital Enterprise Projects Funds Funds $ - $ 355,475,219 78,515,094 62,873 7,300,482 17,874,757 17,548,959 19,037,127 4,700,587 9,968,913 4,163,593 Internal Service Total Eliminations Funds $ 86,706,148 $ (76,001,438) $442,723,926 (72,564,571) 167,532,151 74,861,880 95,201,214 (70,498,458) 78,091,596 (160,036,744) 189,103,811 199,238,595 201,910,980 (161,737,799) 239,714,278 188,964,926 (133,025,426) 246,707,771 (139,567,488) 265,918,847 193,579,637 (151,120,029) 222,779,501 189,393,283 (158,886,875) 196,776,140 194,625,634 (163,263,729) 186,475,731 194,721,591 * 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. Department Education Services Non Departmental Non Departmental Sheriff Superior Court Intergovernmental Charges for Service General Fund FY 2013 FY 2014 Description Forecast Budget $ 25,500 $ 12,000 Elections Services from School Districts 2,514,129 2,726,716 District Reimbursements 261,609 145,843 Industrial Development Authority Reimbursements 9,578,090 10,046,451 Patrol Services Provided to Cities and Towns and to the Stadium and Flood Control Districts 527,473 513,000 Arizona Lengthy Trial Revenue, Municipal Court Juror Fees, Interpreter Fees Total $ 12,906,801 $ 13,444,010 117 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Patient Charges In the General Fund, patient charges are received by the residual long-term care program. 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 2005 2006 2007 2008 2009 2010 2011 2012 2013 * 2014 ** Patient Services Revenue Special General Revenue Enterprise Fund Funds Funds $ 29,583 $ 905,752 $ 355,475,219 13,742 2,205,319 78,480,454 7,271 927,913 9,237 1,032,387 15,947 1,055,877 28,834 1,288,958 14,129 1,743,447 6,996 1,593,088 7,482 1,715,086 7,000 2,207,044 - Total $ 356,410,554 80,699,515 935,184 1,041,624 1,071,824 1,317,792 1,757,576 1,600,084 1,722,568 2,214,044 *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 service FY 2013 FY 2014 charges are usually Forecast Budget recorded in the Internal Business Strategies and Healthcare Programs $ 111,710,544 $ 112,677,440 Service Funds. In FY Enterprise Technology 16,267,126 15,848,890 2014, internal service Equipment Services 14,442,359 13,960,736 charges are budgeted to Procurement Services 785,926 788,689 increase primarily due to Risk Management 15,680,920 19,987,974 increased costs for Risk Total $ 158,886,875 $ 163,263,729 Management. Other Charges for Services The schedule below lists Maricopa County Other Charges for Service in the General Fund for FY 2013 and FY 2014. FY 2014 collections of Other Charges for Service in the General Fund are anticipated to be slightly lower than FY 2013. This is primarily due to an estimated decrease in fees collected in the Justice Courts resulting from a drop in the number of cases filed, and a decrease in the number of revenue-generating services requested from the Recorder’s Office. 118 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Other Charges for Service Summary General Fund FY 2013 Forecast $ 5,928,933 Department Clerk of the Superior Court Constables 1,569,526 Education Services 105,399 Elections FY 2014 Description Budget $ 6,385,000 Filing fees, Passports and Indigent Defense Revenue 1,515,522 Constable Fees 105,000 Garnishment & Support Processing Fees 1,243 Finance 249,903 Human Resources 35,108 Justice Courts 4,950,303 Juvenile Probation 12,380 Medical Examiner 321,072 Non Departmental 2,448,831 Protective Services 287,864 402 Certifications 180,000 Collections Fee 35,000 Garnishments, Copies, Parking and Lost Bus Card Fees 4,420,200 Defensive Driving Fees, Civil Trial Jury Fees and Other Miscellaneous Court Fees 10,000 Miscellaneous Charges and Restitution 322,388 Cremation Certificate Fees and Transport Fees 2,448,831 Tax Sale Fees and Sheriff Fees 235,141 Homeless Campus Protective Services Fee Public Defender 56,577 Public Fiduciary 1,184,464 1,150,000 Fiduciary Fees and Probate fees Recorder 7,821,690 7,329,615 Document Recording Fees Sheriff Superior Court Treasurer 552,897 558,000 Other Tax Sales Fees and Various Civil Fees 1,346,768 1,366,000 Family Court Filings, Civil Trial Jury Fees and Attorney Fees Paid By Parents 31,000 Miscellaneous Charges 50,988 Waste Resources and Recycling 106,705 Total 71,452 Reimbursement for Legal Services 85,000 Transfer Stations $ 27,030,651 $ 26,248,551 Fines and Forfeits Through statutory and enforcement authority, Maricopa County collects various fines such as civil traffic citations and court fines. The largest source of General Fund fine and forfeit revenue is the Justice Courts. Fine revenue for FY 2014 is slightly above forecasted collections for FY 2013. Fines & Forfeits Special General Revenue Fund Funds Fiscal Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 * 2014 ** * Forecast ** Budget 119 $ 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 12,151,054 18,090,680 11,874,500 17,894,448 12,288,138 18,948,859 Total 21,331,294 22,744,322 31,062,158 31,392,198 36,566,382 34,346,965 33,307,753 30,241,734 29,768,948 31,236,997 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Fines and Forfeits Summary General Fund FY 2013 Forecast $ 2,305,944 20,355 11,392 9,534,570 Department Clerk of the Superior Court Elections Environmental Services Justice Courts Sheriff Superior Court 1,717 522 Total $ 11,874,500 FY 2014 Budget $ 2,400,000 11,000 5,400 9,869,138 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 $ 12,288,138 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 2013, plus the budget for FY 2014. Miscellaneous revenues are recorded in all fund types. Fiscal Year 2005 2006 2007 2008 2009 2010 2011 2012 2013 * 2014 ** General Fund $ 15,154,769 22,714,174 39,820,380 32,662,960 15,056,656 13,651,212 14,357,522 15,242,487 12,647,476 6,725,088 Miscellaneous Revenue Debt Capital Service Projects Funds Funds Special Revenue Funds $ 19,078,397 24,869,157 35,303,667 40,941,646 28,310,635 20,099,288 7,837,262 7,675,012 10,817,923 28,612,593 $ 1,289,686 1,077,601 1,211,040 1,095,072 658,513 276,414 31,862 5,234 12,766 8,300 $ 6,483,550 $ 3,229,749 7,127,256 19,300,188 15,144,274 5,769,517 (1,016,103) 650,549 614,334 - Internal Service Funds Enterprise Funds 591,581 456,261 684,104 - $ Total 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 1,198,400 24,771,682 13,298,822 37,391,321 550,424 35,896,405 * Forecast ** Budget General Fund miscellaneous revenue includes interest income, building rental income, public record copy fees, and bad check fees. In FY 2103, Non Department revenue was significantly higher due to one-time revenue from a lawsuit settlement and an AHCCCS and ALTCS refund. Additionally, the Elections Department had increased revenue in FY 2013 due to reimbursements for elections. The consistent largest single component of miscellaneous revenues in the General Fund is interest income, which is budgeted to remain flat at $4 million for FY 2014, as interest rates are at historic lows and fund balance is forecasted to remain flat. 120 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Assessor Assistant County Manager Clerk of the Superior Court Constables County Attorney County Manager's Office Elections Enterprise Technology Facilities Management Human Resources Justice Courts Juvenile Probation Non Departmental Procurement Recorder Sheriff Superior Court Waste Resources and Recycling Total Budget Summary Schedules Miscellaneous Revenue General Fund FY 2013 FY 2014 Description Forecast Budget $ 294,262 $ 240,000 Sale of Maps, Copies, Data, etc. 214,726 203,500 Lease Revenue 51,031 180,000 Sale of Copies & Bad Check Fees, Interest 209 - Donations 39,966 Fees from Private Defense for Discovery Information 37,809 995 600 Bus Card Replacement 3,506 Sale of Copies and Maps 10,322 2,232 4,800 Sale of Computer Equipment 38,000 Lease Revenue 266,272 20,073 11,000 Copies of W-2s and Employee Records 979,727 949,400 Sale of Copies 3,219 4,750 Insurance Reimbursements/Restitution 9,274,870 4,300,000 Interest, Loss Reimbursement, Fire District Reimbursement, Tax Deed Sale, AHCCCS and ALTCS Payment Refund 520,112 282,000 Purchase Card Rebates 408,381 370,197 Micrographics & Photocopy Sales and Postage 319,418 49,000 Sale of Copies and Reimbursement for ID Cards and Impound Fees 2,665 1,000 Sale of Copies 47,369 Lease Revenue, Scrap Metal Proceeds 241,153 $ 12,647,476 $ 6,725,088 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 2014. 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. 121 Maricopa County Annual Business Strategies FY 2014 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; there are no budgeted fund balances that 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. “Assigned” fund balances are those that have an intended use established by decision makers. For budget purposes, the County does not classify any fund balances as assigned. The CAFR may classify fund balances as assigned, if the balances have been appropriated in a subsequent period. 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 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 2014: 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 more than 60 days after the close of the fiscal year. 122 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Benefits Trust Funds (601, 603, 604 and 619) 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. 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. Change in Fund Balances Policies and guidelines require that on-going County operations are funded with on-going revenues. Fund balances are uses for one-time and capital expenditures. Most changes to the ending fund balances are a result of one-time expenditures. The General and Detention Operations (255) funds(*) will show a change in fund balance from the beginning balance to the ending balance due to the transfer of resources in excess of uses to the County’s Capital Improvement funds to provide funding for identified and future capital and technological improvements. Grant funds reflect a change in the fund balance primarily because of the timing of the grant receipts. The majority of the County’s grants do not receive funds in advance from their grantors. Expenditures are submitted to the grantors for reimbursement at the close of the accounting period. Receipts not received within 60 days of the close of the fiscal year are not considered revenue for the year billed, thus influencing the grant fund balances. The Emergency Management (215) fund (**) is similar to a grant fund as it relates to its revenue. The Debt Service funds show a change in fund balance as the balances are used to pay off existing debt. All capital project fund balances are changing more than 10%. These funds are part of the County’s “pay-as-you-go” capital funding policy. Resources and funds are transferred as needed to fund fully all programs identified in the County’s Capital Improvement Program. Please refer to the Capital Improvement section of this document for more discussion. Other funds with changes to their fund balance in excess of 10% are identified with a superscript “1” following their name in the schedule below. Per County policy and guidelines, the change in these fund balances is a result of one-time expenditures. Information on the use of these balances can be found in the fund’s reconciliation tables in the Department Strategic Plans & Budgets section of this document. 123 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund FUND GENERAL* BEG. SPENDABLE BALANCE ENDING SPENDABLE FUND BALANCE: TOTAL SOURCES TOTAL USES RESTRICTED COMMITTED ASSIGNED UNASSIGNED $ 230,066,825 $ 1,058,480,141 $ 1,288,546,966 $ - $ - $ - $ SPECIAL REVENUE NON-GRANT FUNDS 201 ADULT PROBATION FEES 1 $ 1,466,166 $ 12,842,594 $ 13,777,133 $ 203 SHERIFF DONATIONS 121,841 26,300 26,300 547,616 792,000 1,042,000 204 JUSTICE CT JUDICIAL ENHANCEMNT1 205 COURT DOCUMENT RETRIEVAL1 537,601 1,316,700 1,838,536 206 OFFICER SAFETY EQUIPMENT 66,263 60,000 60,000 333,224 665,916 722,916 207 PALO VERDE1 1 208 JUDICIAL ENHANCEMENT 2,432,461 1,521,600 1,178,994 287,842 424,932 710,158 209 PUBLIC DEFENDER TRAINING1 210 ECONOMIC DEVELOOPMENT1 533,774 65,000 543,175 212 SHERIFF RICO 19,972 2,500,000 2,500,000 213 COUNTY ATTORNEY RICO1 4,028,012 4,000,000 7,574,334 214 SHERIFF JAIL ENHANCEMENT 2,801,003 1,482,444 1,482,444 215 EMERGENCY MANAGEMENT** 13,108 895,870 931,260 1 218 CLERK OF COURT FILL THE GAP 414,190 2,104,981 2,314,029 220 DIVERSION1 2,730,110 1,683,250 3,620,100 221 COUNTY ATTORNEY FILL THE GAP 1 566,848 1,728,613 1,995,341 225 SPUR CROSS RANCH CONSERVATION1 210,837 266,411 295,960 226 PLANNING AND DEVELOPMENT FEES 4,249,807 8,004,275 8,057,806 228 JUVENILE PROBATION SPECIAL FEE 1,399,828 3,830,500 3,830,500 229 JUVENILE RESTITUTION 65,541 10,000 10,000 1 232 TRANSPORTATION OPERATIONS 29,175,413 94,967,838 106,371,353 236 RECORDERS SURCHARGE 1 3,744,018 4,575,000 5,757,989 237 JUSTICE COURTS PHOTO ENFORCEMENT1 332,957 6,200 312,103 239 PARKS SOUVENIR 12,573 220,000 220,000 1 240 LAKE PLEASANT RECREATION SVCS 1,301,658 2,377,083 3,284,850 2,856,304 3,960,786 5,261,068 241 PARKS ENHANCEMENT FUND1 243 PARKS DONATIONS 642,053 13,905 61,905 245 JUSTICE COURTS SPECIAL REVENUE 692,559 6,589,500 6,589,500 252 INMATE SERVICES 7,167,487 11,637,000 11,637,000 254 INMATE HEALTH SERVICES 412,721 165,640 165,640 255 DETENTION OPERATIONS* 67,400,720 334,766,071 396,388,602 256 PROBATE FEES1 231,097 464,531 614,531 436,774 1,678,000 1,978,000 257 CONCILIATION COURT FEES 1 1 259 TRIAL COURTS SPECIAL REVENUE 1,740,367 4,900,000 6,475,000 261 LAW LIBRARY FEES 2,035,158 1,296,000 1,296,000 262 PUBLIC DEFENDER FILL THE GAP 1 329,020 1,235,025 1,564,045 263 LEGAL DEFENDER FILL THE GAP 2,243 66,362 66,362 264 SUPERIOR COURT FILL THE GAP 34,645 2,101,600 2,101,600 265 PUBLIC HEALTH FEES 5,382,183 5,749,459 6,063,812 266 CHECK ENFORCEMENT PROGRAM 275,630 346,000 359,900 267 CRIM JUSTICE ENHANCEMENT1 508,341 1,405,000 1,624,052 268 VICTIM COMP AND ASSISTANCE 1,424,564 135,000 135,000 269 VICTIM COMP RESTITUTION INT 789,701 40,000 40,000 1 270 CHILD SUPPORT ENHANCEMENT 738,218 88,600 271 EXPEDITED CHILD SUPPORT1 376,101 585,000 785,000 273 VICTIM LOCATION1 75,166 2,600 68,000 653,690 2,868,900 3,522,120 274 CLERK OF THE COURT EDMS 1 275 JUVENILE PROBATION DIVERSION 789,902 304,194 304,194 276 SPOUSAL MAINT ENF ENHANCEMENT 144,953 115,921 115,921 1 277 EMANCIPATION ADMINISTRATION 705 700 281 CHILDRENS ISSUES EDUCATION1 328,312 115,007 415,007 282 DOM REL MEDIATION EDUCATION 90,824 190,682 190,682 290 WASTE TIRE 1,377,684 4,756,341 4,748,332 504 AIR QUALITY FEES1 6,634,419 10,868,091 12,150,266 9,443,856 19,873,178 23,174,602 506 ENVIRONMTL SVCS ENV HEALTH1 572 ANIMAL CONTROL LICENSE/SHELTER 4,295,537 8,783,032 8,783,032 574 ANIMAL CONTROL FIELD OPERATION 1,671,417 3,453,314 3,603,927 669 SMALL SCHOOL SERVICE 147,566 109,657 109,657 741 TAXPAYER INFORMATION 292,495 304,341 304,341 780 SCHOOL TRANSPORTATION 226,373 600,000 600,000 782 SCHOOL COMMUNICATION 145,897 603,452 603,452 994,104 353,173 1,061,291 795 COUNTY SCHOOL INDIRECT COST1 SUBTOTAL NON-GRANT FUNDS $ 178,181,449 $ 577,121,469 $ 671,614,513 $ 531,627 $ 121,841 297,616 15,765 66,263 276,224 2,775,067 2,616 55,599 19,972 453,678 2,801,003 205,142 793,260 300,120 181,288 1,399,828 65,541 17,771,898 2,561,029 27,054 12,573 393,891 1,556,022 594,053 692,559 7,167,487 412,721 5,778,189 81,097 136,774 165,367 2,035,158 2,243 34,645 5,067,830 261,730 289,289 1,424,564 789,701 826,818 176,101 9,766 470 789,902 144,953 5 28,312 90,824 1,385,693 5,352,244 4,295,537 1,520,804 147,566 292,495 226,373 145,897 285,986 73,371,979 $ - $ 4,196,276 6,142,432 10,338,708 $ - $ - $ 124 - (22,282) (22,282) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) BEG. SPENDABLE BALANCE FUND SPECIAL REVENUE (CONT'D) GRANT FUNDS 211 ADULT PROBATION GRANTS $ 216 CLERK OF THE COURT GRANTS 217 CDBG HOUSING TRUST 219 COUNTY ATTORNEY GRANTS 222 HUMAN SERVICES GRANTS 223 TRANSPORTATION GRANTS 224 MEDICAL EXAMINER GRANT 227 JUVENILE PROBATION GRANTS 230 PARKS & REC. GRANTS 233 PUBLIC DEFENDER GRANTS 238 TRIAL COURTS GRANTS 248 ELECTIONS GRANT 249 NON DEPARTMENTAL GRANT 251 SHERIFF GRANTS 292 CORRECTIONAL HEALTH GRANT 503 AIR QUALITY GRANT 532 PUBLIC HEALTH GRANTS 573 ANIMAL CONTROL GRANTS 715 SCHOOL GRANT SUBTOTAL GRANTS $ ENDING SPENDABLE FUND BALANCE: TOTAL SOURCES TOTAL USES RESTRICTED COMMITTED ASSIGNED UNASSIGNED (360,005) $ 3,084,259 $ 3,084,259 $ 1,072,654 1,072,654 (3,647) 19,897,891 19,897,891 (232,399) 6,938,464 6,938,464 506,633 42,238,808 (860,186) 42,048,808 636,122 636,122 63,614 63,614 (63,394) 4,424,881 4,424,881 25 303,237 303,237 43 2,599,319 2,599,319 (42,887) 2,181,549 2,181,549 4,905 28,166,516 4,543,919 22,166,516 1,312,820 8,565,508 8,565,508 50,000 50,000 3,925,303 3,924,954 305,014 49,590,797 49,590,797 (5,241,793) 1,663,711 1,032,009 1,369,571 778,396 20,593,590 20,593,590 1,679,453 $ 189,512,083 $ 195,995,874 $ - $ 506,633 25 43 4,905 1,312,820 305,363 737,869 778,396 3,646,054 $ - $ - $ - $ - $ (360,005) (3,647) (232,399) (1,050,186) (63,394) (42,887) (1,456,081) (5,241,793) (8,450,392) SPECIAL REVENUE $ 179,860,902 $ 766,633,552 $ 867,610,387 $ 77,018,033 $ 10,338,708 $ - $ (8,472,674) DEBT SERVICE 320 COUNTY IMPROVEMENT DEBT DEBT SERVICE $ $ 16,715,180 $ 16,715,180 $ 14,344,412 $ 14,344,412 $ 3,658,368 $ 3,658,368 $ - $ - $ - 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 82,089,011 $ 15,974,251 $ 66,114,760 $ 127,500 127,627 119,357,446 145,164,013 254,637,411 7,248,089 45,775,001 222,623,580 164,205,773 203,424,582 77,861,471 59,061,564 25,000,001 43,085,557 $ 739,873,008 $ 321,388,334 $ 470,616,295 $ - $ 184,096,668 9,023,994 193,120,662 $ - $ 127 280,443,978 117,080,280 397,524,385 $ - $ - $ - 53,061,629 $ (3,226,706) $ 53,061,629 $ 1,141,583 (1,764,074) 35,848,681 35,848,681 (1,027,719) 1,938,145 15,520,423 1,348,725 15,520,423 5,192,538 5,192,538 15,835,192 15,988,271 8,010,147 1,261,278 1 1,408,140 7,608,140 6,586,279 304,556 1,190,904 304,556 722,380 142,180 142,180 1,749,785 1,749,785 5,304,159 1,905,290 3,468,452 1,362,790 599,647 3,015,172 4,954,244 2,915,172 1,736,000 1,736,000 (376,435) 2,356,070 2,356,070 888,092 888,092 1,658,880 104,987 1,658,880 269,861 269,861 397,832 397,832 3,140,997 3,140,997 369,603 369,603 5,154,094 4,309,610 4,309,610 348,516 348,516 892,212 892,212 638,520 638,520 2,860,517 16,682,320 17,273,320 218,724 788,689 788,689 (8,547,993) 30,513,489 29,841,029 5,049,022 5,049,022 3,476,906 15,952,983 16,980,745 41,376,375 $ 210,263,737 $ 225,877,584 $ - $ 1,141,583 1,938,145 1,348,725 8,163,226 1,261,278 1 386,279 1,190,904 722,380 5,304,159 2,925,952 599,647 4,854,244 104,987 5,154,094 35,095,610 $ - $ 2,269,517 218,724 2,449,144 4,937,385 $ - $ - $ 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 COINSURANCE1 609 CONSUMER CHOICE 610 70% STD 611 60% STD1 612 50% STD 613 40% STD 614 BEHAVIORAL HEALTH 615 WELLNESS1 616 CONTRACT ADMINISTRATION 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 & AD&D 627 SUPPLEMENTAL LIFE 628 EMPLOYEE ASSISTANCE 629 SI DENTAL 630 DEPENDENT LIFE 631 VOLUNTARY BENEFITS 632 CIGNA FOR SENIORS 654 EQUIPMENT SERVICES1 673 REPROGRAPHICS 675 RISK MANAGEMENT 676 COUNTY MANAGER RISK MANAGEMENT 681 TELECOMMUNICATIONS 1 INTERNAL SERVICE 29,577,064 $ 29,577,064 $ 5,140,896 $ 5,140,896 $ $ $ $ 125 (3,226,706) (1,764,074) (1,027,719) (376,435) (7,875,533) (14,270,467) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Sources, Uses and Fund Balance by Fund (continued) FUND BEG. SPENDABLE BALANCE ENDING SPENDABLE FUND BALANCE: TOTAL SOURCES TOTAL USES RESTRICTED COMMITTED ASSIGNED UNASSIGNED ELIMINATIONS $ - $ (660,891,622) $ (660,891,622) $ - $ - $ - $ ALL FUNDS $ 1,220,754,174 $ 1,701,015,038 $ 2,208,474,790 $ 319,578,717 $ 416,458,846 $ - $ (22,743,141) 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 2014 budget follows this key guideline in nearly all funds. However, the budgets for a few funds are not structurally balanced, often for technical reasons. Following is an explanation by fund of each instance of structural deficit: Detention Operations (255) The Detention Operations fund has a sizeable fund balance. The fund is assuming allowable costs that had been charged to the County’s General Fund. The fund balance will be used to support current operations. It is anticipated that this will be a short-term situation and the expenditures will be evaluated each year to make certain they can be sustained. Benefits Trust Fund (608) The structural imbalance in FY 2014 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. 126 Maricopa County Annual Business Strategies FY 2014 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 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 274 CLERK OF THE COURT EDMS 275 JUVENILE PROBATION DIVERSION SOURCES: USES: OPERATING OPERATING STRUCT. BALANCE $ 1,056,343,141 $ 1,056,343,141 $ $ 12,842,594 $ 26,300 792,000 1,316,700 60,000 665,916 1,521,600 424,932 2,500,000 4,000,000 1,482,444 844,468 2,104,981 1,683,250 1,728,613 266,411 7,874,883 3,830,500 10,000 94,967,838 4,575,000 6,200 220,000 2,377,083 3,960,786 13,905 6,589,500 11,637,000 165,640 334,766,071 464,531 1,678,000 4,900,000 1,296,000 840,228 66,362 2,101,600 5,749,459 346,000 1,405,000 135,000 40,000 88,600 585,000 2,600 2,868,900 304,194 12,842,594 $ 26,300 792,000 1,316,700 60,000 665,916 1,178,994 424,932 2,500,000 4,000,000 1,482,444 844,468 2,104,981 1,683,250 1,728,613 260,960 7,677,875 3,830,500 10,000 58,236,556 3,557,989 6,200 220,000 2,243,650 3,960,786 13,905 6,589,500 11,637,000 165,640 342,412,909 464,531 1,678,000 4,900,000 1,296,000 840,228 66,362 2,101,600 5,749,459 346,000 1,405,000 135,000 40,000 585,000 2,868,900 304,194 127 - 342,606 5,451 197,008 36,731,282 1,017,011 133,433 (7,646,838) 88,600 2,600 - Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Operating Sources, Uses and Structural Balance by Fund (continued) SOURCES: FUND 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 DEBT SERVICE CAPITAL PROJECTS 445 GENERAL FUND CTY IMPROV 455 DETENTION CAPITAL PROJECTS 460 TECHNOLOGY CAP IMPROVEMENT CAPITAL PROJECTS INTERNAL SERVICE 601 CMG MEDICAL 604 OAP MEDICAL 606 CHOICE FUND H.S.A. 607 FI DENTAL PPO 608 COINSURANCE PHARMACY $ $ OPERATING 115,921 $ 115,007 190,682 4,756,341 10,868,091 19,873,178 8,783,032 3,453,314 109,657 304,341 600,000 603,452 353,173 576,480,878 $ $ USES: OPERATING STRUCT. BALANCE 115,921 $ 115,007 190,682 4,748,332 8,009 10,517,273 350,818 19,661,862 211,316 8,783,032 3,319,206 134,108 109,657 304,341 600,000 603,452 332,292 20,881 544,850,684 $ 31,630,194 $ $ 3,084,259 $ 1,072,654 19,897,891 6,938,464 42,048,808 63,614 4,424,881 303,237 2,599,319 2,181,549 21,846,828 8,565,508 50,000 3,925,303 49,590,797 1,369,571 20,593,590 188,556,273 $ 765,037,151 $ 3,084,259 $ 1,072,654 19,897,891 6,938,464 42,048,808 63,614 4,424,881 303,237 2,599,319 2,181,549 21,846,828 8,565,508 50,000 3,924,954 49,590,797 1,363,711 20,593,590 188,550,064 $ 733,400,748 $ 349 5,860 6,209 31,636,403 $ $ 3,189,910 $ 3,189,910 $ - $ - $ 3,189,910 3,189,910 $ 11,161,349 $ 587,500 11,640,000 23,388,849 $ - $ - $ 11,161,349 587,500 11,640,000 23,388,849 53,061,629 $ 35,848,681 15,520,423 5,192,538 8,010,147 53,061,629 $ 35,848,681 15,520,423 5,192,538 15,835,192 $ $ 128 (7,825,045) Maricopa County Annual Business Strategies FY 2014 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 TECHNOLOGY INFRASTRUCTURE INTERNAL SERVICE $ OPERATING 1,408,140 $ 304,556 142,180 1,749,785 1,362,790 2,915,172 1,736,000 2,356,070 888,092 1,658,880 269,861 397,832 3,140,997 369,603 4,309,610 348,516 892,212 638,520 16,682,320 788,689 20,570,789 15,952,983 195,272,015 $ ELIMINATIONS $ (361,800,692) $ (361,800,692) $ - ALL FUNDS $ 1,681,430,374 $ 1,640,234,530 $ 41,195,844 $ 129 OPERATING STRUCT. BALANCE 1,408,140 $ 304,556 142,180 1,749,785 1,362,790 2,915,172 1,736,000 2,356,070 888,092 1,658,880 269,861 397,832 3,140,997 369,603 4,309,610 348,516 892,212 638,520 16,682,320 788,689 29,841,029 (9,270,240) 15,877,016 75,967 212,291,333 $ (17,019,318) Maricopa County Annual Business Strategies FY 2014 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 2014 Expenditure Limitation $ 1,201,238,124 FY 2014 Expenditures Subject to Limitation $ 1,201,238,123 Expenditures (Over)/Under Limitation $ 130 1 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class FY 2013 ADOPTED 110 100 201 211 255 240 100 204 237 245 270 100 227 228 229 255 275 JUDICIAL ADULT PROBATION GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS 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 NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT JUVENILE PROBATION GENERAL OPERATING JUVENILE PROBATION GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS JUVENILE PROBATION SPECIAL FEE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS JUVENILE RESTITUTION OPERATING DETENTION OPERATIONS OPERATING JUV DETENTION TECH PROJECTS ALL FUNCTIONS JUVENILE PROBATION DIVERSION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. 50,718,625 $ 50,718,625 $ 50,718,625 $ 50,718,625 $ 41,708,509 $ 127,030 41,835,539 $ 9,010,116 (127,030) 8,883,086 $ 12,842,594 $ 1,356,274 14,198,868 $ 12,842,594 $ 1,653,757 14,496,351 $ 12,842,594 $ 934,539 13,777,133 $ 719,218 719,218 $ 3,557,378 $ 3,742,705 $ 3,084,259 $ 658,446 $ 10,970,427 $ 100,000 11,070,427 $ 79,545,298 $ 10,970,427 $ 100,000 11,070,427 $ 80,028,108 $ 23,318,188 $ 196,860 23,515,048 $ 82,211,979 $ 15,883,469 $ 50,000 15,933,469 $ 15,844,479 $ 50,000 15,894,479 $ 15,792,908 $ 15,792,908 $ 51,571 50,000 101,571 792,000 $ 1,000,000 1,792,000 $ 792,000 $ 1,004,059 1,796,059 $ 792,000 $ 250,000 1,042,000 $ 754,059 754,059 8,700 $ 372,651 381,351 $ 8,700 $ 372,651 381,351 $ 6,200 $ 305,903 312,103 $ 2,500 66,748 69,248 $ $ 6,177,400 $ 6,177,400 $ 24,284,220 $ 6,177,400 $ 84,467 6,261,867 $ 24,333,756 $ 6,589,500 $ 6,589,500 $ 23,736,511 $ (412,100) 84,467 (327,633) 597,245 $ 16,088,443 $ 16,088,443 $ 15,428,434 $ 660,009 $ 4,406,449 $ 4,406,449 $ 4,879,835 $ 85,627 4,965,462 $ 4,424,881 $ 4,424,881 $ 454,954 85,627 540,581 $ 3,743,200 $ 3,743,200 $ 3,743,200 $ 84,143 3,827,343 $ 3,830,500 $ 3,830,500 $ (87,300) 84,143 (3,157) $ 10,000 $ 10,000 $ 10,000 $ - $ 30,679,803 $ 1,484,321 32,164,124 $ 30,679,803 $ 1,484,321 32,164,124 $ 29,539,463 $ 1,234,321 30,773,784 $ 1,140,340 250,000 1,390,340 302,870 $ 302,870 $ 56,715,086 $ 302,870 $ 8,039 310,909 $ 57,366,281 $ 304,194 $ 304,194 $ 54,771,793 $ (1,324) 8,039 6,715 2,594,488 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 131 (12,347,761) (96,860) (12,444,621) (2,183,871) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 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 NON RECURRING NON PROJECT ALL FUNCTIONS SUPERIOR COURT GRANTS OPERATING PROBATE FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CONCILIATION COURT FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SUPERIOR COURT SPECIAL REVENUE OPERATING NON RECURRING NON PROJECT INTEGRATED COURT INFO REWRITE ALL FUNCTIONS LAW LIBRARY OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SUPERIOR COURT FILL THE GAP OPERATING NON-RECURRING ALL FUNCTIONS EXPEDITED CHILD SUPPORT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SPOUSAL MAINT ENF ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS 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 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. 73,531,080 $ 1,301,750 2,030,663 76,863,493 $ 73,531,080 $ 1,301,750 2,030,663 76,863,493 $ 74,589,379 $ 91,000 1,412,773 76,093,152 $ $ 521,600 $ 521,600 $ 521,600 $ 12,329 533,929 $ 521,600 $ 521,600 $ 12,329 12,329 $ 2,599,319 $ 2,599,319 $ 2,599,319 $ - $ 464,531 $ 150,000 614,531 $ 464,531 $ 157,031 621,562 $ 464,531 $ 150,000 614,531 $ 7,031 7,031 1,390,000 $ 400,000 1,790,000 $ 1,390,000 $ 421,040 1,811,040 $ 1,678,000 $ 300,000 1,978,000 $ (288,000) 121,040 (166,960) 4,900,000 $ 4,900,000 $ 4,900,000 $ 4,900,000 $ 4,900,000 $ 275,000 1,300,000 6,475,000 $ (275,000) (1,300,000) (1,575,000) 1,296,000 $ 1,296,000 $ 1,296,000 $ 250,000 1,546,000 $ 1,296,000 $ 1,296,000 $ 250,000 250,000 2,101,600 $ 2,101,600 $ 1,870,465 $ 110,685 1,981,150 $ 2,101,600 $ 2,101,600 $ (231,135) 110,685 (120,450) 585,000 $ 200,000 785,000 $ 585,000 $ 206,744 791,744 $ 585,000 $ 200,000 785,000 $ 6,744 6,744 $ 115,921 $ 115,921 $ 115,921 $ 1,755 117,676 $ 115,921 $ 115,921 $ 1,755 1,755 $ 4,800 $ 4,800 $ 700 $ 4,100 $ 115,007 $ 300,000 415,007 $ 115,007 $ 301,740 416,747 $ 115,007 $ 300,000 415,007 $ 1,740 1,740 $ $ 190,682 $ 190,682 $ 92,197,953 $ 190,682 $ 2,886 193,568 $ 92,381,028 $ 190,682 $ 190,682 $ 93,186,512 $ 2,886 2,886 (805,484) $ 252,742,557 $ 254,109,173 $ 253,906,795 $ 202,378 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 132 (1,058,299) 1,210,750 617,890 770,341 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. ELECTED BOARD OF SUPERVISORS DIST 1 GENERAL OPERATING $ 353,925 $ 353,925 $ 354,968 $ (1,043) BOARD OF SUPERVISORS DIST 2 GENERAL OPERATING $ 353,925 $ 353,925 $ 354,968 $ (1,043) 030 100 BOARD OF SUPERVISORS DIST 3 GENERAL OPERATING $ 353,925 $ 353,925 $ 354,968 $ (1,043) 040 100 BOARD OF SUPERVISORS DIST 4 GENERAL OPERATING $ 353,925 $ 353,925 $ 354,968 $ (1,043) 050 100 BOARD OF SUPERVISORS DIST 5 GENERAL OPERATING $ 353,925 $ 353,925 $ 354,968 $ (1,043) 120 100 ASSESSOR GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT $ $ 22,530,703 $ 230,575 22,761,278 $ 22,530,703 $ 230,575 22,761,278 $ 22,390,345 $ 537,000 22,927,345 $ 140,358 (306,425) (166,067) $ 1,566,553 $ 1,566,553 $ 1,554,912 $ 11,641 $ 29,638,876 $ 2,500,000 32,138,876 $ 29,638,876 $ 2,500,000 32,138,876 $ 29,421,859 $ 2,909,039 32,330,898 $ 217,017 (409,039) (192,022) 1,335,000 $ 1,000,000 2,335,000 $ 1,335,000 $ 1,029,067 2,364,067 $ 1,316,700 $ 521,836 1,838,536 $ 18,300 507,231 525,531 $ 1,000,000 $ 100,000 1,100,000 $ 1,000,000 $ 386,379 1,386,379 $ 657,394 $ 657,394 $ 342,606 386,379 728,985 $ 1,389,716 $ 1,464,528 $ 1,072,654 $ 391,874 $ $ 2,345,688 $ 2,345,688 $ 2,768,354 $ 2,768,354 $ 2,104,981 $ 209,048 2,314,029 $ 663,373 (209,048) 454,325 $ 100,000 $ 100,000 $ - $ 100,000 $ 75,000 $ 75,000 $ 68,000 $ 7,000 $ 3,000,000 $ 2,700,000 5,700,000 $ 45,184,280 $ 3,000,000 $ 2,730,711 5,730,711 $ 46,027,915 $ 2,868,900 $ 653,220 3,522,120 $ 41,803,631 $ 131,100 2,077,491 2,208,591 4,224,284 010 100 020 100 140 100 160 100 205 208 216 218 270 273 274 CALL CENTER GENERAL OPERATING CLERK OF THE SUPERIOR COURT GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS COURT DOCUMENT RETRIEVAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS JUDICIAL ENHANCEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CLERK OF THE COURT GRANTS OPERATING CLERK OF COURT FILL THE GAP OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CHILD SUPPORT ENHANCEMENT NON RECURRING NON PROJECT VICTIM LOCATION NON RECURRING NON PROJECT CLERK OF THE COURT EDMS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ $ $ $ $ $ 133 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 190 100 213 219 220 221 266 267 268 269 210 100 248 250 100 360 100 236 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 NON RECURRING NON PROJECT ALL FUNCTIONS 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 ELECTIONS GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ELECTIONS GRANT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT CONSTABLES GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT RECORDER GENERAL OPERATING RECORDERS SURCHARGE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. 69,293,617 $ 825,000 70,118,617 $ 69,293,617 $ 825,000 70,118,617 $ 70,940,676 $ 70,940,676 $ (1,647,059) 825,000 (822,059) 4,000,000 $ 82,949 500,000 4,582,949 $ 4,000,000 $ 82,949 500,000 4,582,949 $ 4,000,000 $ 3,147,784 426,550 7,574,334 $ (3,064,835) 73,450 (2,991,385) 6,915,128 $ 6,915,128 $ 6,915,128 $ 108,639 7,023,767 $ 6,938,464 $ 6,938,464 $ (23,336) 108,639 85,303 1,600,000 $ 1,271,162 2,871,162 $ 1,600,000 $ 1,287,203 2,887,203 $ 1,683,250 $ 1,936,850 3,620,100 $ (83,250) (649,647) (732,897) 1,728,613 $ 318,521 2,047,134 $ 1,728,613 $ 348,603 2,077,216 $ 1,728,613 $ 266,728 1,995,341 $ 81,875 81,875 346,000 $ 15,000 361,000 $ 346,000 $ 20,354 366,354 $ 346,000 $ 13,900 359,900 $ 6,454 6,454 $ 1,405,000 $ 323,835 1,728,835 $ 1,405,000 $ 355,230 1,760,230 $ 1,405,000 $ 219,052 1,624,052 $ 136,178 136,178 $ 135,000 $ 135,000 $ 135,000 $ - $ $ 40,000 $ 88,799,825 $ 40,000 $ 88,991,336 $ 40,000 $ 93,227,867 $ (4,236,531) $ 9,261,273 $ 11,432,897 20,694,170 $ 9,261,273 $ 11,432,897 20,694,170 $ 8,746,417 $ 8,746,417 $ 514,856 11,432,897 11,947,753 2,158,820 $ 2,158,820 $ 22,852,990 $ 2,158,820 $ 150,000 2,308,820 $ 23,002,990 $ 2,181,549 $ 2,181,549 $ 10,927,966 $ (22,729) 150,000 127,271 12,075,024 $ 2,696,281 $ 42,200 2,738,481 $ 2,696,281 $ 62,636 2,758,917 $ 2,749,646 $ 2,749,646 $ (53,365) 62,636 9,271 $ 2,191,256 $ 2,191,256 $ 2,077,838 $ 113,418 $ 3,486,738 $ 1,535,000 5,021,738 $ 7,212,994 $ 3,486,738 $ 1,578,397 5,065,135 $ 7,256,391 $ 3,557,989 $ 2,200,000 5,757,989 $ 7,835,827 $ (71,251) (621,603) (692,854) (579,436) $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 134 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 370 100 255 669 715 780 782 795 430 100 741 500 100 203 206 212 214 251 252 254 255 258 EDUCATION SERVICE GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS 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 SHERIFF GRANTS OPERATING INMATE SERVICES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS INMATE HEALTH SERVICES OPERATING DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS SHERIFF TOWING AND IMPOUND OPERATING TOTAL DEPARTMENT TOTAL ELECTED FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. $ 2,076,394 $ 2,076,394 $ 2,258,780 $ 2,258,780 $ 2,318,140 $ 1,193,762 3,511,902 $ (59,360) (1,193,762) (1,253,122) $ 2,787,056 $ 2,787,056 $ 1,654,819 $ 1,132,237 $ 109,657 $ 109,657 $ 109,657 $ - $ 15,796,099 $ 15,796,099 $ 20,593,590 $ $ 600,000 $ 600,000 $ 600,000 $ - $ 733,136 $ 733,136 $ 603,452 $ 129,684 $ 858,631 $ 599,727 1,458,358 $ 23,560,700 $ 858,631 $ 599,727 1,458,358 $ 23,743,086 $ 332,292 $ 728,999 1,061,291 $ 28,134,711 $ 526,339 (129,272) 397,067 (4,391,625) $ 4,458,058 $ 193,570 4,651,628 $ 4,458,058 $ 226,445 4,684,503 $ 4,504,386 $ 203,370 4,707,756 $ (46,328) 23,075 (23,253) $ $ 304,341 $ 4,955,969 $ 304,341 $ 4,988,844 $ 304,341 $ 5,012,097 $ (23,253) $ $ 76,263,918 $ 317,940 76,581,858 $ 77,013,918 $ 833,401 77,847,319 $ 82,943,096 $ 4,091,783 87,034,879 $ (5,929,178) (3,258,382) (9,187,560) $ 26,300 $ 26,300 $ 26,300 $ - $ 60,000 $ 60,000 $ 60,000 $ - $ 2,000,000 $ 2,000,000 $ 2,500,000 $ $ 1,482,444 $ 1,482,444 $ 1,482,444 $ - $ 8,494,509 $ 9,836,586 $ 8,565,508 $ 1,271,078 $ $ 12,337,361 $ 12,337,361 $ 12,337,361 $ 98,058 12,435,419 $ 11,637,000 $ 11,637,000 $ 700,361 98,058 798,419 $ 165,640 $ 165,640 $ 165,640 $ - $ $ 178,861,275 $ 178,861,275 $ 179,160,519 $ 1,913,284 181,073,803 $ 185,207,903 $ 1,462,000 186,669,903 $ (6,047,384) 451,284 (5,596,100) $ $ - $ 280,009,387 $ - $ 284,927,511 $ 194,691 $ 298,336,365 $ (194,691) (13,408,854) $ 501,412,082 $ 507,794,446 $ 514,285,207 $ (6,490,761) $ $ $ $ 135 (4,797,491) (500,000) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 060 100 150 100 207 215 180 100 200 100 249 220 100 217 222 255 230 100 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 NON RECURRING NON PROJECT TOTAL DEPARTMENT $ FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. $ 1,094,470 $ 408,281 1,502,751 $ 1,094,470 $ 408,281 1,502,751 $ 1,173,053 $ 263,976 1,437,029 $ $ 235,265 $ 235,265 $ 234,457 $ $ 500,477 $ 86,548 587,025 $ 500,477 $ 94,623 595,100 $ 665,916 $ 57,000 722,916 $ 871,853 $ 275,848 1,147,701 $ 1,969,991 $ 871,853 $ 285,259 1,157,112 $ 1,987,477 $ 844,468 $ 86,792 931,260 $ 1,888,633 $ 27,385 198,467 225,852 98,844 3,351,572 $ 125,000 3,476,572 $ 3,351,572 $ 125,000 3,476,572 $ 2,769,592 $ 2,769,592 $ 581,980 125,000 706,980 $ 3,460,422 $ 1,631,869 5,092,291 $ 3,460,422 $ 1,517,545 4,977,967 $ 2,439,400 $ 2,439,400 $ 1,021,022 1,517,545 2,538,567 $ $ 289,975 $ 5,382,266 $ 3,621,584 $ 8,599,551 $ 2,000 $ 2,441,400 $ 3,619,584 6,158,151 $ $ 2,260,912 $ 100,000 2,360,912 $ 2,260,912 $ 100,000 2,360,912 $ 2,260,912 $ 2,260,912 $ 100,000 100,000 $ 14,741,226 $ 14,741,226 $ 19,897,891 $ (5,156,665) $ 49,518,215 $ 49,518,215 $ 42,048,808 $ 190,000 42,238,808 $ 7,469,407 (190,000) 7,279,407 $ $ $ $ $ $ $ (78,583) 144,305 65,722 808 (165,439) 37,623 (127,816) HUMAN SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CDBG HOUSING TRUST OPERATING HUMAN SERVICES GRANTS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS NON RECURRING NON PROJECT TOTAL DEPARTMENT $ 39,517,512 $ 39,517,512 $ $ $ 1,328,359 $ 57,948,009 $ 1,328,359 $ 67,948,712 $ 192,235 $ 64,589,846 $ 1,136,124 3,358,866 INTERNAL AUDIT GENERAL OPERATING $ 1,749,051 $ 1,749,051 $ 1,734,205 $ 14,846 136 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 REVISED FY 2013 ADOPTED 260 100 255 292 290 100 224 300 100 225 230 239 240 241 243 900 310 100 255 CORRECTIONAL HEALTH GENERAL OPERATING DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS CORRECTIONAL HEALTH GRANT OPERATING TOTAL DEPARTMENT MEDICAL EXAMINER GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS MEDICAL EXAMINER GRANT OPERATING TOTAL DEPARTMENT PARKS AND RECREATION GENERAL OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES PARKS WATER UPGRADES ALL FUNCTIONS SPUR CROSS RANCH CONSERVATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PARKS AND RECREATION GRANTS NON RECURRING NON PROJECT PARKS SOUVENIR OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS LAKE PLEASANT RECREATION SVCS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PARKS DONATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ELIMINATIONS OPERATING TOTAL DEPARTMENT HUMAN RESOURCES GENERAL OPERATING DETENTION OPERATIONS OPERATING TOTAL DEPARTMENT FY 2014 ADOPTED (INC.)/DEC FROM REV. $ 3,060,790 $ 3,060,790 $ 3,123,860 $ (63,070) $ $ 53,082,654 $ 783,883 53,866,537 $ 53,986,969 $ 783,883 54,770,852 $ 54,801,713 $ 306,108 55,107,821 $ (814,744) 477,775 (336,969) $ $ 50,000 $ 56,977,327 $ 50,000 $ 57,881,642 $ 50,000 $ 58,281,681 $ (400,039) $ $ 7,553,083 $ 7,553,083 $ 7,553,083 $ 7,553,083 $ 7,608,133 $ 168,542 7,776,675 $ (55,050) (168,542) (223,592) $ $ 115,864 $ 7,668,947 $ 123,546 $ 7,676,629 $ 63,614 $ 7,840,289 $ 59,932 (163,660) $ 1,038,769 $ 750,000 1,788,769 $ 1,038,769 $ 750,000 1,788,769 $ 564,802 $ 725,210 869,000 500,000 341,500 3,000,512 $ 473,967 24,790 (869,000) (500,000) (341,500) (1,211,743) $ 260,800 $ 35,000 295,800 $ 260,800 $ 36,487 297,287 $ 260,960 $ 35,000 295,960 $ (160) 1,487 1,327 $ - $ 10,000 $ - $ 10,000 $ 220,000 $ 220,000 $ 260,000 $ 1,117 261,117 $ 220,000 $ 220,000 $ 40,000 1,117 41,117 1,989,758 $ 964,600 2,954,358 $ 1,989,758 $ 984,973 2,974,731 $ 2,243,650 $ 1,041,200 3,284,850 $ (253,892) (56,227) (310,119) 3,956,520 $ 1,093,555 5,050,075 $ 3,956,520 $ 1,174,102 5,130,622 $ 3,960,786 $ 1,300,282 5,261,068 $ (4,266) (126,180) (130,446) $ 55,698 $ 120,358 176,056 $ 55,698 $ 120,358 176,056 $ 13,905 $ 48,000 61,905 $ $ $ (35,050) $ 10,450,008 $ (75,050) $ 10,563,532 $ (37,371) $ 12,086,924 $ (37,679) (1,523,392) $ 6,612,353 $ 6,612,353 $ 3,277,286 $ 3,335,067 $ $ 48,942 $ 6,661,295 $ 48,942 $ 6,661,295 $ - $ 3,277,286 $ 48,942 3,384,009 $ $ $ $ $ $ $ $ 137 41,793 72,358 114,151 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 340 100 390 100 532 601 604 606 607 608 611 612 613 614 615 618 619 620 621 622 623 625 626 627 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 NON RECURRING NON PROJECT ALL FUNCTIONS CMG MEDICAL OPERATING OAP MEDICAL OPERATING CHOICE FUND H.S.A. OPERATING FI DENTAL PPO OPERATING COINSURANCE PHARMACY OPERATING 60 PERCENT STD OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS 50 PERCENT STD OPERATING 40 PERCENT STD OPERATING BEHAVIORAL HEALTH OPERATING WELLNESS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS BENEFIT ADMINISTRATION OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ONSITE PHARMACY CLINIC OPERATING BENEFITS ELIMINATIONS 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 FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. 2,954,764 $ 2,954,764 $ 2,954,764 $ 2,954,764 $ 2,911,842 $ 80,000 2,991,842 $ 228,045,053 $ 1,000,000 229,045,053 $ 228,045,053 $ 1,000,000 229,045,053 $ 1,246,548 $ 750,000 1,996,548 $ $ 7,023,535 $ 7,023,535 $ 7,023,535 $ 16,443 7,039,978 $ 7,405,038 $ 7,405,038 $ (381,503) 16,443 (365,060) $ 45,759,309 $ 45,759,309 $ 53,061,629 $ (7,302,320) $ 44,117,011 $ 44,117,011 $ 35,848,681 $ 8,268,330 $ 12,239,116 $ 12,239,116 $ 15,520,423 $ (3,281,307) $ 4,791,276 $ 4,791,276 $ 5,192,538 $ (401,262) $ 12,584,880 $ 12,584,880 $ 15,835,192 $ (3,250,312) $ $ 1,625,925 $ 1,625,925 $ 1,625,925 $ 1,625,925 $ 1,408,140 $ 6,200,000 7,608,140 $ 217,785 (6,200,000) (5,982,215) $ 304,556 $ 304,556 $ 304,556 $ - $ 142,180 $ 142,180 $ 142,180 $ - $ 1,889,896 $ 1,889,896 $ 1,749,785 $ 140,111 $ 1,589,616 $ 2,349,445 3,939,061 $ 1,589,616 $ 2,351,199 3,940,815 $ 1,362,790 $ 542,500 1,905,290 $ 226,826 1,808,699 2,035,525 $ 2,175,472 $ 121,825 2,297,297 $ 2,175,472 $ 150,899 2,326,371 $ 2,915,172 $ 100,000 3,015,172 $ (739,700) 50,899 (688,801) $ 1,232,000 $ 1,232,000 $ 1,736,000 $ (504,000) $ - $ (1,070,000) $ (1,245,000) $ 175,000 $ 2,585,420 $ 2,585,420 $ 2,356,070 $ 229,350 $ 801,898 $ 801,898 $ 888,092 $ (86,194) $ 1,537,504 $ 1,537,504 $ 1,658,880 $ (121,376) $ 396,386 $ 396,386 $ 269,861 $ 126,525 $ 330,175 $ 330,175 $ 397,832 $ (67,657) $ 2,831,922 $ 2,831,922 $ 3,140,997 $ (309,075) $ $ $ $ $ $ $ 138 42,922 (80,000) (37,078) 226,798,505 250,000 227,048,505 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 628 629 630 631 632 900 410 100 681 420 255 440 100 226 235 460 100 470 100 210 EMPLOYEE ASSISTANCE OPERATING SI DENTAL OPERATING DEPENDENT LIFE OPERATING VOLUNTARY BENEFITS OPERATING CIGNA FOR SENIORS OPERATING ELIMINATIONS OPERATING TOTAL DEPARTMENT ENTERPRISE TECHNOLOGY GENERAL OPERATING ENTPRISE DATA CNTR SYSTEMS ENTPRISE DATA NETWORKING ENTPRISE GEOGRAPHICAL INFO SYS ENTPRISE SOFTWARE SYSTEMS ENTPRISE TELEPHONY ENTPRISE DATA CNTR SYSTEMS ENTPRISE DATA NETWORKING NON RECURRING NON PROJECT ALL FUNCTIONS TECHNOLOGY INFRASTRUCTURE OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT 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 FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. $ 201,617 $ 201,617 $ 369,603 $ (167,986) $ 3,672,387 $ 3,672,387 $ 4,309,610 $ (637,223) $ 254,957 $ 254,957 $ 348,516 $ (93,559) $ 617,672 $ 617,672 $ 892,212 $ (274,540) $ 662,544 $ 662,544 $ 638,520 $ 24,024 $ $ (1,070,000) $ 379,813,577 $ - $ 379,860,848 $ - $ 165,346,365 $ 214,514,483 $ 9,214,323 $ 211,616 9,214,323 $ 211,616 9,044,236 $ 2,708,300 1,980,974 238,200 3,164,369 1,853,727 4,700,000 450,000 - 170,087 (2,708,300) (1,980,974) (238,200) (3,164,369) (1,853,727) (4,700,000) (450,000) 211,616 $ 9,425,939 $ 9,425,939 $ 24,139,806 $ (14,713,867) $ 15,856,259 $ 1,638,086 17,494,345 26,920,284 $ 15,856,259 $ 1,740,681 17,596,940 27,022,879 $ 15,877,016 $ 1,103,729 16,980,745 41,120,551 $ (20,757) 636,952 616,195 (14,097,672) $ 1,445,307 $ 170,000 1,615,307 $ 1,497,666 $ 954,236 2,451,902 $ 1,564,383 $ 1,564,383 $ (66,717) 954,236 887,519 $ 868,232 $ 868,232 $ 868,232 $ - $ $ 7,832,382 $ 357,142 8,189,524 $ 7,832,382 $ 508,316 8,340,698 $ 7,677,875 $ 379,931 8,057,806 $ 154,507 128,385 282,892 $ $ 259 $ 9,058,015 $ 259 $ 9,209,189 $ - $ 8,926,038 $ 259 283,151 $ 362,280 $ 362,280 $ 326,943 $ 35,337 $ $ 234,753,290 $ 204,134,967 438,888,257 $ 233,820,904 $ 203,700,955 437,521,859 $ 465,702,973 $ 194,551,848 660,254,821 $ (231,882,069) 9,149,107 (222,732,962) $ 518,714 $ 518,714 $ 543,175 $ (24,461) $ $ 139 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 249 255 320 321 422 445 455 460 NON DEPARTMENTAL GRANT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS DETENTION OPERATIONS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS COUNTY IMPROVEMENT DEBT OPERATING NON-RECURRING ALL FUNCTIONS COUNTY IMPROVEMENT DEBT 2 OPERATING INTERGOVERNMENTAL CAP PROJ NON RECURRING NON PROJECT VULTURE MOUNTAIN ALL FUNCTIONS GENERAL FUND CTY IMPROV NON RECURRING NON PROJECT CLERK OF SUP COURT REMODEL EAST COURT IMPROVEMENTS APS ES ESCO IMPROVEMENTS COURT TOWER MARICOPA REGIONAL TRAIL SYSTEM OLD COURTHOUSE REMODEL PROJECT RESERVE SOUTHWEST JUSTICE COURTS SOUTHEAST FACILITY REMODEL SHERIFF HQ PROJECT SECURITY BUILDING SWAT COVERED PARKING VULTURE MOUNTAIN ALL FUNCTIONS DETENTION CAPITAL PROJECTS NON RECURRING NON PROJECT 4TH AVENUE JAIL APS ES ESCO IMPROVEMENTS LOWER BUCKEYE JAIL PROJECT RESERVE SHERIFF HQ PROJECT ALL FUNCTIONS TECHNOLOGY CAP IMPROVEMENT NON RECURRING NON PROJECT AV BOS CR AUDITORIUM BIX ROOM BYTE INFO EXCHANGE COMPUTER AIDED MASS APPRAISAL CONTACT CENTER SYSTEM COUNTY TELEPHONE SYSTEM ENTERPRISE DATA CTNR CT INFRASTRUCTURE REFRESH PH I INFRASTRUCTURE REFRESH PH II INTEGRATED WORKPLACE MGMT SYS MAXIMO MAINT MGMT SYSTEM PUBLIC SAFETY RADIO SHERIFF HQ PROJECT IT INFRA PROJECT RESERVE ALL FUNCTIONS $ FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. 4,301,796 $ 9,886,345 14,188,141 $ 4,136,737 $ 2,922,764 7,059,501 $ 21,846,828 $ 6,000,000 27,846,828 $ (17,710,091) (3,077,236) (20,787,327) 23,418,073 $ 67,730,099 91,148,172 $ 22,162,155 $ 65,032,579 87,194,734 $ 21,319,515 $ 39,837,749 61,157,264 $ 842,640 25,194,830 26,037,470 $ 9,323,600 $ 9,323,600 $ 9,323,600 $ 9,323,600 $ - $ 16,715,180 16,715,180 $ 9,323,600 (16,715,180) (7,391,580) $ 7,413,230 $ 7,413,230 $ - $ $ 13,500 $ 124,999 138,499 $ 13,500 $ 124,999 138,499 $ - $ 127,500 127,500 $ 13,500 (2,501) 10,999 97,416,103 $ 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 61,111 160,894,940 $ 97,416,103 $ 8,283,157 4,661,592 2,134,440 4,948,746 784,083 179,000 513,400 4,034,060 1,486,243 31,727,773 5,965,858 3,177,086 61,111 165,372,652 $ 68,281,157 $ 915,002 9,229,539 3,411,526 671,440 3,884,060 25,665,021 4,135,324 3,102,086 62,291 119,357,446 $ 29,134,946 7,368,155 (4,567,947) 2,134,440 1,537,220 112,643 179,000 513,400 150,000 1,486,243 6,062,752 1,830,534 75,000 (1,180) 46,015,206 26,664,891 $ 460,451 36,052,052 30,000,000 93,177,394 $ 26,664,891 $ 2,735,000 1,302,403 3,715,000 28,760,100 30,000,000 93,177,394 $ 25,000,001 $ 2,410,000 3,365,000 15,000,000 45,775,001 $ 1,664,890 325,000 1,302,403 350,000 28,760,100 15,000,000 47,402,393 - $ 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 $ - $ 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 $ 2,020,000 $ 200,000 2,421,367 1,023,801 8,371,842 14,953,400 5,841,773 24,161,230 800,000 46,177,512 10,276,315 47,958,533 164,205,773 $ (2,020,000) 750,000 (200,000) (2,421,367) 751,660 988,075 (4,667,000) (5,841,773) 2,783,493 859,388 (800,000) 1,376,868 7,768,495 (47,958,533) (48,630,694) $ $ $ $ $ $ $ $ $ $ $ 140 7,413,230 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 461 490 100 520 100 209 233 262 540 100 209 263 550 100 209 560 100 DETENTION TECH CAP IMPROVEMENT CORR HEALTH ZONE H INFRA CHS ELECTRONIC HEALTH RECORDS JAIL MGMT INFORMATION SYSTEM JAIL SECURITY SYSTEM UPGRADE PROJECT RESERVE ALL FUNCTIONS TOTAL DEPARTMENT MANAGEMENT AND BUDGET GENERAL OPERATING 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 FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. $ 3,401,496 $ 3,102,042 5,670,676 25,000,000 37,174,214 968,440,240 $ 3,401,496 $ 3,102,042 2,500,000 5,670,676 25,000,000 39,674,214 962,969,476 $ 820,276 $ 4,018,992 2,385,000 25,000,000 26,837,296 59,061,564 1,155,044,552 $ $ 3,402,002 $ 3,402,002 $ 2,278,881 $ $ 33,278,673 $ 111,565 33,390,238 $ 33,284,375 $ 111,565 33,395,940 $ 33,974,467 $ 33,974,467 $ (690,092) 111,565 (578,527) $ 335,562 $ 144,143 479,705 $ 335,562 $ 144,143 479,705 $ 335,562 $ 215,135 550,697 $ (70,992) (70,992) $ 408,499 $ 408,499 $ 303,237 $ 105,262 $ 981,081 $ 845,984 1,827,065 $ 36,105,507 $ 981,081 $ 845,984 1,827,065 $ 36,111,209 $ 840,228 $ 723,817 1,564,045 $ 36,392,446 $ 140,853 122,167 263,020 (281,237) 10,345,682 $ 36,354 10,382,036 $ 10,351,622 $ 36,354 10,387,976 $ 10,324,234 $ 10,324,234 $ 27,388 36,354 63,742 $ 66,374 $ 78,186 144,560 $ 66,374 $ 78,186 144,560 $ 66,374 $ 39,364 105,738 $ 38,822 38,822 $ $ 66,362 $ 10,592,958 $ 66,362 $ 10,598,898 $ 66,362 $ 10,496,334 $ 102,564 $ 9,176,565 $ 31,757 9,208,322 $ 9,179,678 $ 31,757 9,211,435 $ 9,123,335 $ 9,123,335 $ 56,343 31,757 88,100 22,996 $ 37,768 60,764 $ 9,269,086 $ 22,996 $ 37,768 60,764 $ 9,272,199 $ 22,996 $ 30,727 53,723 $ 9,177,058 $ 7,041 7,041 95,141 22,508,120 $ 5,627,186 28,135,306 $ 22,521,509 $ 5,627,186 28,148,695 $ 32,678,730 $ 4,330,965 37,009,695 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 141 2,581,220 (916,950) 115,000 (19,329,324) (1,837,296) (19,387,350) (192,075,076) 1,123,121 (10,157,221) 1,296,221 (8,861,000) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 570 100 640 223 232 234 900 670 100 290 700 100 PUBLIC ADVOCATE GENERAL OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT TRANSPORTATION 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 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 NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT FACILITIES MANAGEMENT GENERAL OPERATING MAJOR MAINTENANCE OPERATING NON RECURRING NON PROJECT CENTRAL COURT BLDG DATA CENTER GENERATOR ELECTIONS WAREHOUSE 6205 FORENSIC SCIENCE BLDG GARAGE LIFE SAFETY PROJECTS LL WEST COURT BLDG RELOC NE COURT COMPLEX PROBATION REVOCATION RELO SECURITY BLDG SIMS RELOCATION SOUTH COURT TOWER UA COOPERATIVE EXTENSION WEST COURT BLDG ALL FUNCTIONS $ FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. $ 6,809,248 $ 78,333 6,887,581 $ 6,820,094 $ 78,333 6,898,427 $ 6,888,167 $ 6,888,167 $ (68,073) 78,333 10,260 $ 404,676 $ 536,798 $ 636,122 $ (99,324) $ 58,019,131 $ 49,600,797 107,619,928 $ 58,019,131 $ 50,193,999 108,213,130 $ 58,236,556 $ 48,134,797 106,371,353 $ (217,425) 2,059,202 1,841,777 $ 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 $ 54,637,191 $ 10,082,500 1,390,000 6,595,800 2,517,000 8,812,000 3,164,789 980,000 2,281,000 5,607,230 6,034,500 1,830,000 103,932,010 $ 33,284,530 $ 8,015,000 2,420,000 2,975,000 1,773,981 11,725,000 1,540,000 280,000 5,590,000 6,983,500 5,772,000 1,730,000 82,089,011 $ 21,352,661 2,067,500 (1,030,000) 3,620,800 743,019 (2,913,000) 1,624,789 700,000 (3,309,000) (1,376,270) 262,500 100,000 21,842,999 $ $ (48,134,797) $ 163,821,817 $ (48,134,797) $ 164,547,141 $ (48,134,797) $ 140,961,689 $ 23,585,452 $ 2,318,423 $ 376,500 2,694,923 $ 2,318,423 $ 376,500 2,694,923 $ 3,214,099 $ 2,013,984 5,228,083 $ (895,676) (1,637,484) (2,533,160) 4,748,115 $ 4,748,115 $ 7,443,038 $ 4,748,115 $ 3,872 4,751,987 $ 7,446,910 $ 4,748,332 $ 4,748,332 $ 9,976,415 $ (217) 3,872 3,655 (2,529,505) 35,276,448 $ 8,577,906 283,797 5,800,000 255,277 475,000 234,000 783,022 70,000 448,596 2,500,000 730,815 850,000 817,500 57,102,361 $ 35,276,448 $ 8,577,906 283,797 5,800,000 475,000 234,000 636,162 70,000 850,733 2,500,000 730,815 850,000 817,500 57,102,361 $ 33,102,468 $ 8,577,906 517,664 4,886,978 2,100,000 1,660,963 797,849 117,000 500,000 52,260,828 $ 2,173,980 (233,867) 913,022 475,000 234,000 (2,100,000) 636,162 70,000 850,733 839,037 (67,034) (117,000) 850,000 317,500 4,841,533 $ $ $ $ $ $ $ $ 142 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 255 720 100 255 730 100 673 740 654 750 675 676 790 100 572 573 574 DETENTION OPERATIONS OPERATING MAJOR MAINTENANCE OPERATING DURANGO JAIL INFR IMPROVEMENTS 4TH AVE JAIL MAINTENANCE LBJ COMPLEX ALL FUNCTIONS TOTAL DEPARTMENT PROTECTIVE SERVICES GENERAL OPERATING DETENTION OPERATIONS OPERATING TOTAL DEPARTMENT PROCUREMENT SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS REPROGRAPHICS OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT EQUIPMENT SERVICES EQUIPMENT SERVICES OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT RISK MANAGEMENT RISK MANAGEMENT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS COUNTY MANAGER RISK MANAGEMENT NON RECURRING NON PROJECT TOTAL DEPARTMENT ANIMAL CARE AND CONTROL GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS 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 FY 2013 REVISED FY 2014 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 $ 19,267,341 $ 6,940,763 1,316,601 3,000,000 4,775,000 35,299,705 $ 87,560,533 $ 871,279 3,631,347 (3,000,000) (3,775,000) (2,272,374) 2,569,159 $ - $ - $ 3,719,757 $ (3,719,757) $ $ - $ - $ - $ - $ 48,942 $ 3,768,699 $ (48,942) (3,768,699) $ 2,371,282 $ 110,000 2,481,282 $ 2,371,282 $ 110,000 2,481,282 $ 2,283,205 $ 60,127 2,343,332 $ 88,077 49,873 137,950 761,464 $ 761,464 $ 3,242,746 $ 761,464 $ 10,479 771,943 $ 3,253,225 $ 788,689 $ 788,689 $ 3,132,021 $ (27,225) 10,479 (16,746) 121,204 15,686,044 $ 913,630 16,599,674 $ 18,069,919 $ 988,819 19,058,738 $ 16,682,320 $ 591,000 17,273,320 $ 1,387,599 397,819 1,785,418 $ 33,431,970 $ 33,431,970 $ 33,431,970 $ 12,428,395 45,860,365 $ 29,841,029 $ 29,841,029 $ 3,590,941 12,428,395 16,019,336 $ $ 9,620,415 $ 43,052,385 $ 9,620,415 $ 55,480,780 $ 5,049,022 $ 34,890,051 $ 4,571,393 20,590,729 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ 258,954 $ 258,954 $ 9,333,978 $ 55,000 9,388,978 $ 9,333,978 $ 169,660 9,503,638 $ 8,783,032 $ 8,783,032 $ 550,946 169,660 720,606 944,331 $ 944,331 $ 1,121,916 $ 7,615 1,129,531 $ 1,363,711 $ 300,000 1,663,711 $ (241,795) (292,385) (534,180) 3,312,310 $ 162,095 3,474,405 $ 14,065,617 $ 3,312,310 $ 206,837 3,519,147 $ 14,410,219 $ 3,319,206 $ 284,721 3,603,927 $ 14,309,624 $ (6,896) (77,884) (84,780) 100,595 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 143 (1,051) (1,051) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 850 100 503 504 860 100 265 532 880 100 506 AIR QUALITY GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS AIR QUALITY GRANT OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS AIR QUALITY FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT PUBLIC HEALTH GENERAL OPERATING PUBLIC HEALTH FEES OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS PUBLIC HEALTH GRANTS OPERATING TOTAL DEPARTMENT ENVIRONMENTAL SERVICES GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS ENVIRONMTL SVCS ENV HEALTH OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS TOTAL DEPARTMENT $ FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. 760,773 $ 402,930 1,163,703 $ 760,773 $ 402,930 1,163,703 $ 760,773 $ 397,540 1,158,313 $ 3,769,475 $ 3,769,475 $ 3,769,475 $ 87,206 3,856,681 $ 3,924,954 $ 3,924,954 $ (155,479) 87,206 (68,273) $ $ 10,744,978 $ 749,609 11,494,587 $ 16,427,765 $ 10,744,978 $ 905,671 11,650,649 $ 16,671,033 $ 10,517,273 $ 1,632,993 12,150,266 $ 17,233,533 $ 227,705 (727,322) (499,617) (562,500) $ 10,903,279 $ 10,903,279 $ 10,757,580 $ 145,699 $ $ 4,859,263 $ 4,859,263 $ 4,859,263 $ 57,637 4,916,900 $ 5,749,459 $ 314,353 6,063,812 $ (890,196) (256,716) (1,146,912) $ $ 40,041,018 $ 55,803,560 $ 42,831,945 $ 58,652,124 $ 42,185,759 $ 59,007,151 $ 646,186 (355,027) $ 3,917,367 $ 124,000 4,041,367 $ 3,917,367 $ 124,000 4,041,367 $ 3,882,968 $ 57,298 3,940,266 $ 34,399 66,702 101,101 $ 18,924,710 $ 3,685,106 18,986,755 $ 4,052,599 19,661,862 $ 3,512,740 (675,107) 539,859 $ $ 22,609,816 $ 26,651,183 $ 23,039,354 $ 27,080,721 $ 23,174,602 $ 27,114,868 $ (135,248) (34,147) $ $ $ $ $ 5,390 5,390 920 100 DEPUTY COUNTY MANAGER 920 GENERAL OPERATING $ - $ - $ 1,358,840 $ (1,358,840) 940 100 ASSISTANT COUNTY MANAGER 940 GENERAL OPERATING $ - $ - $ 581,036 $ (581,036) $ $ - $ - $ - $ - $ 404,312 $ 797,624 1,201,936 $ (404,312) (797,624) (1,201,936) $ - $ - $ 317,688 $ (317,688) $ $ - $ - $ - $ - $ 404,698 $ 1,924,322 $ (404,698) (1,924,322) $ 2,074,580,601 $ 2,104,040,563 $ 2,053,002,242 $ 950 100 249 255 ASSISTANT COUNTY MANAGER 950 GENERAL OPERATING NON RECURRING NON PROJECT ALL FUNCTIONS NON DEPARTMENTAL GRANT NON RECURRING NON PROJECT DETENTION OPERATIONS OPERATING TOTAL DEPARTMENT TOTAL APPOINTED 144 51,038,321 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Appropriated Expenditures and Other Uses by Department, Fund and Function Class (continued) FY 2013 ADOPTED 980 900 FY 2013 REVISED FY 2014 ADOPTED (INC.)/DEC FROM REV. ELIMINATIONS COUNTY OPERATING NON RECURRING NON PROJECT TOTAL DEPARTMENT TOTAL MARICOPA COUNTY (333,260,791) $ (216,820,456) (550,081,247) $ (335,644,666) $ (232,809,506) (568,454,172) $ (361,763,321) $ (250,956,133) (612,719,454) $ 26,118,655 18,146,627 44,265,282 $ 2,278,653,993 $ 2,297,490,010 $ 2,208,474,790 $ 89,015,220 $ $ 145 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department FY 2012 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 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED 77,372,999 $ 21,912,684 52,631,554 90,099,917 242,017,154 $ 79,545,298 $ 24,284,220 56,715,086 92,197,953 252,742,557 $ 80,028,108 $ 24,333,756 57,366,281 92,381,028 254,109,173 $ 78,979,134 $ 23,539,741 52,575,424 87,725,376 242,819,675 $ 82,211,979 23,736,511 54,771,793 93,186,512 253,906,795 341,750 330,120 339,335 342,658 329,371 22,522,634 1,526,160 38,285,059 79,904,784 10,866,357 2,672,922 7,683,812 8,953,510 4,257,948 283,291,191 461,647,611 353,925 353,925 353,925 353,925 353,925 22,761,278 1,566,553 45,184,280 88,799,825 22,852,990 2,738,481 7,212,994 23,560,700 4,955,969 280,009,387 501,412,082 353,925 353,925 353,925 353,925 353,925 22,761,278 1,566,553 46,027,915 88,991,336 23,002,990 2,758,917 7,256,391 23,743,086 4,988,844 284,927,511 507,794,446 350,371 353,924 338,374 337,883 353,489 22,086,505 1,550,609 40,490,432 84,840,631 20,622,445 2,670,976 6,656,354 20,597,996 4,805,776 274,099,563 480,155,328 APPOINTED 060 - CLERK OF THE BOARD $ 1,202,253 150 - EMERGENCY MANAGEMENT 1,621,779 180 - FINANCE 2,766,688 200 - COUNTY MANAGER 6,616,713 220 - HUMAN SERVICES 61,808,398 230 - INTERNAL AUDIT 1,580,249 260 - CORRECTIONAL HEALTH 56,550,260 290 - MEDICAL EXAMINER 7,114,900 300 - PARKS AND RECREATION 7,539,792 310 - HUMAN RESOURCES 3,362,786 340 - PUBLIC FIDUCIARY 2,816,389 390 - BUS STRATEGIES HLTH CARE PROG 145,319,661 410 - ENTERPRISE TECHNOLOGY 25,088,154 420 - INTEGRATED CRIM JUSTICE INFO 1,350,271 440 - PLANNING AND DEVELOPMENT 7,577,469 460 - RESEARCH AND REPORTING 282,394 470 - NON DEPARTMENTAL 874,696,720 490 - MANAGEMENT AND BUDGET 1,969,859 520 - PUBLIC DEFENDER 34,908,822 540 - LEGAL DEFENDER 10,246,117 550 - LEGAL ADVOCATE 9,193,734 560 - CONTRACT COUNSEL 28,779,317 570 - PUBLIC ADVOCATE 5,884,954 640 - TRANSPORTATION 132,640,718 670 - WASTE RESOURCES AND RECYCLING 7,076,498 700 - FACILITIES MANAGEMENT 55,227,837 720 - PROTECTIVE SERVICES 3,654,056 730 - PROCUREMENT SERVICES 2,622,524 740 - EQUIPMENT SERVICES 18,402,951 750 - RISK MANAGEMENT 26,372,805 790 - ANIMAL CARE AND CONTROL 13,689,007 850 - AIR QUALITY 14,276,662 860 - PUBLIC HEALTH 53,611,793 880 - ENVIRONMENTAL SERVICES 23,951,938 910 - PUBLIC WORKS 30,638,290 920 - DEPUTY COUNTY MANAGER 920 1,008,071 930 - DEPUTY COUNTY MANAGER 930 731,237 940 - ASSISTANT COUNTY MANAGER 940 283,512 950 - ASSISTANT COUNTY MANAGER 950 2,744,917 960 - ASSISTANT COUNTY MANAGER 960 72,479 SUBTOTAL $ 1,685,282,974 ELIMINATIONS 980 - ELIMINATIONS COUNTY FY 2013 ADOPTED $ $ $ 1,502,751 1,969,991 3,151,551 2,575,226 57,948,009 1,749,051 56,977,327 7,668,947 10,450,008 3,529,773 2,954,764 153,298,739 26,920,284 1,615,307 8,167,959 362,280 1,194,625,449 2,240,858 36,105,507 10,592,958 9,269,086 28,135,306 6,887,581 163,821,817 7,443,038 90,129,692 3,665,411 3,242,746 16,599,674 43,052,385 14,065,617 16,427,765 55,803,560 26,651,183 1,046,372 890,056 325,021 2,627,320 90,232 $ 2,074,580,601 (575,249,037) $ (575,249,037) $ $ 1,813,698,702 $ $ $ 1,502,751 1,987,477 3,122,440 4,665,738 67,948,712 1,749,051 57,881,642 7,676,629 10,563,532 3,535,478 2,954,764 153,256,778 27,022,879 2,451,902 8,296,137 362,280 1,189,154,685 2,384,957 36,111,209 10,598,898 9,272,199 28,148,695 6,898,427 164,547,141 7,446,910 90,129,692 3,626,530 3,253,225 19,058,738 55,480,780 14,410,219 16,671,033 58,652,124 27,080,721 1,024,681 913,052 354,132 3,754,093 90,232 $ 2,104,040,563 (550,081,247) $ (550,081,247) $ $ 2,278,653,993 $ $ 1,207,982 1,749,623 2,841,307 4,480,733 64,988,192 1,717,032 57,658,251 7,492,293 9,186,282 3,166,998 2,745,327 149,592,459 25,524,943 1,614,658 8,350,181 294,160 777,118,920 2,123,574 35,101,782 10,663,149 9,120,251 32,231,650 6,759,295 141,673,211 7,136,775 63,994,337 3,493,460 2,899,759 17,293,081 59,010,086 14,099,690 14,631,606 56,712,429 23,300,281 902,009 1,052,482 350,271 2,771,638 88,241 $ 1,625,138,398 (568,454,172) $ (568,454,172) $ $ 2,297,490,010 146 $ $ (2,183,871) 597,245 2,594,488 (805,484) 202,378 -2.7% 2.5% 4.5% -0.9% 0.1% 354,968 $ 354,968 354,968 354,968 354,968 22,927,345 1,554,912 41,803,631 93,227,867 10,927,966 2,749,646 7,835,827 28,134,711 5,012,097 298,336,365 514,285,207 $ (1,043) (1,043) (1,043) (1,043) (1,043) (166,067) 11,641 4,224,284 (4,236,531) 12,075,024 9,271 (579,436) (4,391,625) (23,253) (13,408,854) (6,490,761) -0.3% -0.3% -0.3% -0.3% -0.3% -0.7% 0.7% 9.2% -4.8% 52.5% 0.3% -8.0% -18.5% -0.5% -4.7% -1.3% 1,437,029 $ 1,888,633 2,769,592 2,441,400 64,589,846 1,734,205 58,281,681 7,840,289 12,086,924 3,277,286 2,991,842 165,346,365 41,120,551 1,564,383 8,926,038 326,943 1,155,044,552 2,278,881 36,392,446 10,496,334 9,177,058 37,009,695 6,888,167 140,961,689 9,976,415 87,560,533 3,768,699 3,132,021 17,273,320 34,890,051 14,309,624 17,233,533 59,007,151 27,114,868 1,358,840 581,036 1,924,322 $ 2,053,002,242 $ 65,722 98,844 352,848 2,224,338 3,358,866 14,846 (400,039) (163,660) (1,523,392) 258,192 (37,078) (12,089,587) (14,097,672) 887,519 (629,901) 35,337 34,110,133 106,076 (281,237) 102,564 95,141 (8,861,000) 10,260 23,585,452 (2,529,505) 2,569,159 (142,169) 121,204 1,785,418 20,590,729 100,595 (562,500) (355,027) (34,147) (334,159) 913,052 (226,904) 1,829,771 90,232 51,038,321 4.4% 5.0% 11.3% 47.7% 4.9% 0.8% -0.7% -2.1% -14.4% 7.3% -1.3% -7.9% -52.2% 36.2% -7.6% 9.8% 2.9% 4.4% -0.8% 1.0% 1.0% -31.5% 0.1% 14.3% -34.0% 2.9% -3.9% 3.7% 9.4% 37.1% 0.7% -3.4% -0.6% -0.1% N/A -32.6% 100.0% -64.1% 48.7% 100.0% 2.4% $ $ $ $ (550,300,891) $ (550,300,891) $ $ 1,797,812,510 REVISED VS ADOPTED VARIANCE % (612,719,454) $ (612,719,454) $ 44,265,282 44,265,282 -7.8% -7.8% $ 2,208,474,790 $ 89,015,220 3.9% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2012 ACTUAL GENERAL FUND JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VARIANCE % FY 2014 ADOPTED 50,495,266 $ 14,867,271 16,267,277 75,540,392 157,170,206 $ 50,718,625 $ 15,933,469 16,088,443 76,863,493 159,604,030 $ 50,718,625 $ 15,894,479 16,088,443 76,863,493 159,565,040 $ 50,678,748 $ 15,822,961 15,613,001 74,700,528 156,815,238 $ 41,835,539 $ 15,792,908 15,428,434 76,093,152 149,150,033 $ 8,883,086 101,571 660,009 770,341 10,415,007 17.5% 0.6% 4.1% 1.0% 6.5% 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 $ 341,750 330,120 339,335 342,658 329,371 22,522,634 1,526,160 28,971,496 66,616,865 10,781,160 2,672,922 1,838,036 2,087,635 4,257,948 75,844,802 218,802,892 353,925 353,925 353,925 353,925 353,925 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 76,581,858 237,288,736 353,925 353,925 353,925 353,925 353,925 22,761,278 1,566,553 32,138,876 70,118,617 20,694,170 2,758,917 2,191,256 2,258,780 4,684,503 77,847,319 238,789,894 350,371 353,924 338,374 337,883 353,489 22,086,505 1,550,609 29,229,682 68,839,617 20,454,669 2,670,976 2,031,807 2,074,666 4,514,083 75,273,394 230,460,049 354,968 $ 354,968 354,968 354,968 354,968 22,927,345 1,554,912 32,330,898 70,940,676 8,746,417 2,749,646 2,077,838 3,511,902 4,707,756 87,034,879 238,357,109 $ (1,043) (1,043) (1,043) (1,043) (1,043) (166,067) 11,641 (192,022) (822,059) 11,947,753 9,271 113,418 (1,253,122) (23,253) (9,187,560) 432,785 -0.3% -0.3% -0.3% -0.3% -0.3% -0.7% 0.7% -0.6% -1.2% 57.7% 0.3% 5.2% -55.5% -0.5% -11.8% 0.2% 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 920 - DEPUTY COUNTY MANAGER 920 940 - ASSISTANT COUNTY MANAGER 940 950 - ASSISTANT COUNTY MANAGER 950 960 - ASSISTANT COUNTY MANAGER 960 SUBTOTAL $ 1,202,253 216,520 2,766,688 4,757,433 2,120,372 1,580,249 3,050,083 6,897,387 1,097,785 3,362,786 2,816,389 1,787,769 7,921,861 632,430 282,394 665,932,051 1,969,859 32,576,796 10,123,217 9,166,340 28,779,317 5,876,777 31,586,799 1,931,090 257,441 1,238,251 10,467,965 4,123,293 1,008,071 283,512 952,123 72,479 850,440,375 SUBTOTAL $ MARICOPA COUNTY $ 1,226,413,473 $ $ $ $ 1,502,751 235,265 3,151,551 2,565,226 2,360,912 1,749,051 3,060,790 7,553,083 1,788,769 3,529,773 2,954,764 2,530,215 9,425,939 868,232 362,280 665,073,466 2,240,858 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 1,046,372 325,021 2,347,345 90,232 885,026,665 $ 1,281,919,431 $ $ $ $ 1,502,751 235,265 3,122,440 2,565,226 2,360,912 1,749,051 3,060,790 7,553,083 1,788,769 3,535,478 2,954,764 2,440,983 9,425,939 868,232 362,280 663,707,068 2,384,957 33,395,940 10,387,976 9,211,435 28,148,695 6,898,427 2,694,923 57,102,361 2,481,282 257,903 1,163,703 10,903,279 4,041,367 1,024,681 354,132 2,233,021 90,232 883,584,933 $ 1,281,939,867 147 $ $ $ $ 1,207,982 226,348 2,841,307 2,383,880 2,250,892 1,717,032 3,060,766 7,381,031 967,159 3,166,998 2,745,327 1,627,304 8,554,850 815,411 294,160 512,797,789 2,123,574 33,349,989 10,509,413 9,085,021 32,231,650 6,759,295 2,571,622 41,845,731 2,113,833 257,897 1,163,703 10,171,986 3,986,117 902,009 350,271 1,490,079 88,241 714,483,185 $ 1,101,758,472 $ $ $ $ 1,437,029 $ 234,457 2,769,592 2,439,400 2,260,912 1,734,205 3,123,860 7,776,675 3,000,512 3,277,286 2,991,842 1,996,548 24,139,806 868,232 326,943 660,254,821 2,278,881 33,974,467 10,324,234 9,123,335 37,009,695 6,888,167 5,228,083 52,260,828 2,343,332 258,954 1,158,313 10,757,580 3,940,266 1,358,840 581,036 1,201,936 901,039,824 $ $ 1,288,546,966 $ 65,722 4.4% 808 0.3% 352,848 11.3% 125,826 4.9% 100,000 4.2% 14,846 0.8% (63,070) -2.1% (223,592) -3.0% (1,211,743) -67.7% 258,192 7.3% (37,078) -1.3% 444,435 18.2% (14,713,867) -156.1% 0.0% 35,337 9.8% 3,452,247 0.5% 106,076 4.4% (578,527) -1.7% 63,742 0.6% 88,100 1.0% (8,861,000) -31.5% 10,260 0.1% (2,533,160) -94.0% 4,841,533 8.5% 137,950 5.6% (1,051) -0.4% 5,390 0.5% 145,699 1.3% 101,101 2.5% (334,159) -32.6% (226,904) -64.1% 1,031,085 46.2% 90,232 100.0% (17,454,891) -2.0% (6,607,099) -0.5% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2012 ACTUAL SPECIAL REVENUE JUDICIAL 110 - ADULT PROBATION 240 - JUSTICE COURTS 270 - JUVENILE PROBATION 800 - SUPERIOR COURT FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST SUBTOTAL $ 26,877,733 $ 7,045,413 36,364,277 14,559,525 84,846,948 $ 28,826,673 $ 8,350,751 40,626,643 15,334,460 93,138,527 $ 29,309,483 $ 8,439,277 41,277,838 15,517,535 94,544,133 $ ELECTED 160 - CLERK OF THE SUPERIOR COURT $ 190 - COUNTY ATTORNEY 210 - ELECTIONS 360 - RECORDER 370 - EDUCATION SERVICE 430 - TREASURER 500 - SHERIFF SUBTOTAL $ 9,313,563 $ 13,287,919 85,197 5,845,776 6,865,875 207,446,389 242,844,719 $ 13,045,404 $ 18,681,208 2,158,820 5,021,738 21,484,306 304,341 203,427,529 264,123,346 $ 13,889,039 $ 18,872,719 2,308,820 5,065,135 21,484,306 304,341 207,080,192 269,004,552 $ 11,260,750 16,001,014 167,776 4,624,547 18,523,330 291,693 198,826,169 249,695,279 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 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 720 - PROTECTIVE SERVICES 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 910 - PUBLIC WORKS 930 - DEPUTY COUNTY MANAGER 930 950 - ASSISTANT COUNTY MANAGER 950 SUBTOTAL $ 1,405,259 1,859,280 59,688,026 53,500,177 217,513 6,503,089 6,368,154 1,350,271 6,945,039 27,748,889 2,332,026 122,900 27,394 8,177 82,397,264 7,076,498 23,641,038 51,461 13,431,566 13,038,411 43,143,828 19,828,645 30,638,290 731,237 1,792,794 403,847,226 $ 1,734,726 10,000 55,587,097 53,916,537 115,864 8,696,289 7,023,535 1,615,307 7,299,727 105,855,027 2,715,269 210,922 60,764 108,024,604 4,748,115 33,027,331 48,942 13,807,714 15,264,062 44,900,281 22,609,816 890,056 279,975 488,441,960 $ 1,752,212 2,100,512 65,587,800 54,820,852 123,546 8,849,813 7,039,978 2,451,902 7,427,905 94,772,949 2,715,269 210,922 60,764 108,749,928 4,751,987 33,027,331 48,942 14,152,316 15,507,330 47,748,845 23,039,354 913,052 1,521,072 497,374,581 $ 1,523,275 2,096,853 62,737,300 54,597,485 111,262 8,254,173 6,661,143 1,614,658 7,534,770 34,590,921 1,751,793 153,736 35,230 103,684,290 4,565,153 22,148,606 48,942 13,841,793 13,467,903 46,540,443 19,314,164 1,052,482 1,281,559 407,607,934 MARICOPA COUNTY 731,538,893 $ 845,703,833 $ 860,923,266 $ 743,307,650 $ $ FY 2012 ACTUAL DEBT SERVICE APPOINTED 470 - NON DEPARTMENTAL MARICOPA COUNTY MARICOPA COUNTY $ FY 2013 ADOPTED $ FY 2013 REVISED 28,300,386 $ 7,716,780 36,962,423 13,024,848 86,004,437 $ (11,066,957) 495,674 1,934,479 (1,575,825) (10,212,629) -37.8% 5.9% 4.7% -10.2% -10.8% $ 4,416,306 (3,414,472) 127,271 (692,854) (3,138,503) (4,221,294) (6,923,546) 31.8% -18.1% 5.5% -13.7% -14.6% 0.0% -2.0% -2.6% $ 1,654,176 $ 2,000 62,328,934 55,157,821 63,614 9,123,783 7,405,038 1,564,383 8,057,806 89,547,267 2,417,979 172,100 53,723 107,007,475 4,748,332 35,299,705 48,942 14,050,670 16,075,220 48,249,571 23,174,602 722,386 486,925,527 $ 98,036 2,098,512 3,258,866 (336,969) 59,932 (273,970) (365,060) 887,519 (629,901) 5,225,682 297,290 38,822 7,041 1,742,453 3,655 (2,272,374) 101,646 (567,890) (500,726) (135,248) 913,052 798,686 10,449,054 5.6% 99.9% 5.0% -0.6% 48.5% -3.1% -5.2% 36.2% -8.5% 5.5% 10.9% 18.4% 11.6% N/A 1.6% 0.1% -6.9% 0.0% 0.7% -3.7% -1.0% -0.6% N/A 100.0% 52.5% 2.1% $ 867,610,387 (6,687,121) -0.8% $ $ $ FY 2013 FORECAST 40,376,440 $ 7,943,603 39,343,359 17,093,360 104,756,762 $ 9,472,733 22,287,191 2,181,549 5,757,989 24,622,809 304,341 211,301,486 275,928,098 $ $ REVISED VS ADOPTED VARIANCE % FY 2014 ADOPTED $ SUBTOTAL $ 19,408,246 $ 19,408,246 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,715,180 16,715,180 $ $ 21,650 21,650 0.1% 0.1% $ 19,408,246 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,715,180 $ 21,650 0.1% FY 2012 ACTUAL CAPITAL PROJECTS APPOINTED 470 - NON DEPARTMENTAL 640 - TRANSPORTATION $ REVISED VS ADOPTED VARIANCE % FY 2014 ADOPTED $ SUBTOTAL $ 161,607,534 78,654,870 240,262,404 $ 240,262,404 FY 2013 ADOPTED $ FY 2013 REVISED $ 406,960,126 103,932,010 510,892,136 $ 510,892,136 $ $ 413,937,838 103,932,010 517,869,848 $ 517,869,848 148 FY 2013 FORECAST $ $ 212,993,380 86,123,718 299,117,098 $ 299,117,098 FY 2014 ADOPTED $ REVISED VS ADOPTED VARIANCE % $ 388,527,284 $ 82,089,011 470,616,295 $ 25,410,554 21,842,999 47,253,553 6.1% 21.0% 9.1% $ 470,616,295 $ 47,253,553 9.1% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Fund Type / Department (continued) FY 2012 ACTUAL INTERNAL SERVICE FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VARIANCE % APPOINTED 200 - COUNTY MANAGER $ 390 - BUS STRATEGIES HLTH CARE PROG 410 - ENTERPRISE TECHNOLOGY 730 - PROCUREMENT SERVICES 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT SUBTOTAL $ 2,716,417 $ 137,163,738 17,166,293 691,434 18,402,951 26,372,805 202,513,638 $ - $ 144,814,989 17,494,345 761,464 16,599,674 43,052,385 222,722,857 $ - $ 143,775,817 17,596,940 771,943 19,058,738 55,480,780 236,684,218 $ - $ 141,304,012 16,970,093 785,926 17,293,081 59,010,086 235,363,198 $ - $ 155,944,779 16,980,745 788,689 17,273,320 34,890,051 225,877,584 $ (12,168,962) 616,195 (16,746) 1,785,418 20,590,729 10,806,634 N/A -8.5% 3.5% -2.2% 9.4% 37.1% 4.6% MARICOPA COUNTY 202,513,638 222,722,857 236,684,218 235,363,198 225,877,584 $ 10,806,634 4.6% $ FY 2012 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 2013 ADOPTED $ FY 2013 REVISED $ FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VARIANCE % (2,716,417) $ (61,082) (28,411,416) (31,188,915) $ - $ (35,050) (1,070,000) (48,134,797) (49,239,847) $ - $ (75,050) (48,134,797) (48,209,847) $ - $ (35,050) (48,134,797) (48,169,847) $ - $ (37,371) (48,134,797) (48,172,168) $ $ SUBTOTAL $ (575,249,037) $ (575,249,037) $ (550,081,247) $ (550,081,247) $ (568,454,172) $ (568,454,172) $ (550,300,891) $ (550,300,891) $ (612,719,454) $ (612,719,454) $ 44,265,282 44,265,282 -7.8% -7.8% $ (606,437,952) $ (599,321,094) $ (616,664,019) $ (598,470,738) $ (660,891,622) $ 44,227,603 -7.2% 149 (37,679) (37,679) N/A 50.2% N/A 0.0% 0.1% Maricopa County Annual Business Strategies FY 2014 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 DEBT SERVICE SUBTOTAL - $ - $ - $ - $ - $ SUBTOTAL $ 41,835,539 $ 40,376,440 $ 15,792,908 7,943,603 15,428,434 39,343,359 76,093,152 17,093,360 149,150,033 $ 104,756,762 $ 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 $ 354,968 $ - $ 354,968 354,968 354,968 354,968 22,927,345 1,554,912 32,330,898 9,472,733 70,940,676 22,287,191 8,746,417 2,181,549 2,749,646 2,077,838 5,757,989 3,511,902 24,622,809 4,707,756 304,341 87,034,879 211,301,486 238,357,109 $ 275,928,098 $ - $ - $ - $ - $ - $ 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 420 - INTEGRATED CRIM JUSTICE INFO 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 640 - TRANSPORTATION 670 - WASTE RESOURCES AND RECYCLING 700 - FACILITIES MANAGEMENT 720 - PROTECTIVE SERVICES 730 - PROCUREMENT SERVICES 740 - EQUIPMENT SERVICES 750 - RISK MANAGEMENT 790 - ANIMAL CARE AND CONTROL 850 - AIR QUALITY 860 - PUBLIC HEALTH 880 - ENVIRONMENTAL SERVICES 920 - DEPUTY COUNTY MANAGER 920 930 - DEPUTY COUNTY MANAGER 930 940 - ASSISTANT COUNTY MANAGER 940 950 - ASSISTANT COUNTY MANAGER 950 960 - ASSISTANT COUNTY MANAGER 960 SUBTOTAL $ 1,437,029 $ - $ 234,457 1,654,176 2,769,592 2,439,400 2,000 2,260,912 62,328,934 1,734,205 3,123,860 55,157,821 7,776,675 63,614 3,000,512 9,123,783 3,277,286 2,991,842 1,996,548 7,405,038 24,139,806 1,564,383 868,232 8,057,806 326,943 660,254,821 89,547,267 2,278,881 33,974,467 2,417,979 10,324,234 172,100 9,123,335 53,723 37,009,695 6,888,167 107,007,475 5,228,083 4,748,332 52,260,828 35,299,705 3,719,757 48,942 2,343,332 258,954 14,050,670 1,158,313 16,075,220 10,757,580 48,249,571 3,940,266 23,174,602 1,358,840 581,036 1,201,936 722,386 901,039,824 $ 486,925,527 $ 980 - ELIMINATIONS COUNTY MARICOPA COUNTY $ FUND TYPE: CAPITAL INTERNAL PROJECTS SERVICE $ - $ $ 1,288,546,966 TOTAL 82,211,979 $ 23,736,511 54,771,793 93,186,512 253,906,795 $ - $ - $ 82,211,979 23,736,511 54,771,793 93,186,512 253,906,795 354,968 $ 354,968 354,968 354,968 354,968 22,927,345 1,554,912 41,803,631 93,227,867 10,927,966 2,749,646 7,835,827 28,134,711 5,012,097 298,336,365 514,285,207 $ - $ - $ 354,968 354,968 354,968 354,968 354,968 22,927,345 1,554,912 41,803,631 93,227,867 10,927,966 2,749,646 7,835,827 28,134,711 5,012,097 298,336,365 514,285,207 - $ - $ - $ 1,437,029 $ 1,888,633 2,769,592 2,441,400 64,589,846 1,734,205 58,281,681 7,840,289 12,124,295 3,277,286 2,991,842 155,944,779 165,346,365 16,980,745 41,120,551 1,564,383 8,926,038 326,943 16,715,180 388,527,284 1,155,044,552 2,278,881 36,392,446 10,496,334 9,177,058 37,009,695 6,888,167 82,089,011 189,096,486 9,976,415 87,560,533 3,768,699 788,689 3,132,021 17,273,320 17,273,320 34,890,051 34,890,051 14,309,624 17,233,533 59,007,151 27,114,868 1,358,840 581,036 1,924,322 16,715,180 $ 470,616,295 $ 225,877,584 $ 2,101,174,410 $ - $ (37,371) (48,134,797) (48,172,168) $ 1,437,029 1,888,633 2,769,592 2,441,400 64,589,846 1,734,205 58,281,681 7,840,289 12,086,924 3,277,286 2,991,842 165,346,365 41,120,551 1,564,383 8,926,038 326,943 1,155,044,552 2,278,881 36,392,446 10,496,334 9,177,058 37,009,695 6,888,167 140,961,689 9,976,415 87,560,533 3,768,699 3,132,021 17,273,320 34,890,051 14,309,624 17,233,533 59,007,151 27,114,868 1,358,840 581,036 1,924,322 2,053,002,242 - $ $ 867,610,387 $ ELIMINATIONS - $ 16,715,180 150 - $ $ 470,616,295 - $ 225,877,584 $ $ $ - $ (612,719,454) $ $ 2,869,366,412 $ (660,891,622) $ (612,719,454) 2,208,474,790 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type FY 2012 ACTUAL ALL FUNDS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VARIANCE % PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSOAL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 606,944,429 $ 7,639,694 230,728,940 4,332,937 (95,661,319) 92,156,632 847,304,428 $ 630,986,497 $ 6,837,902 251,434,444 6,125,084 (91,493,919) 91,122,790 898,990,822 $ 631,752,040 $ 7,031,604 252,223,035 24,612,440 (93,802,799) 94,043,151 920,193,647 $ 609,798,648 $ 8,582,312 245,476,443 21,051,751 (92,299,288) 91,688,057 887,913,947 $ 624,087,209 $ 7,101,983 261,027,856 56,965,121 (100,056,165) 98,868,922 950,883,113 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 48,699,163 $ 7,551,101 10,733,058 8,409,483 (4,923,555) 4,626,277 75,095,527 $ 45,765,728 $ 7,294,153 9,388,546 8,056,332 (3,663,396) 3,659,063 70,500,426 $ 48,621,109 $ 8,189,740 9,389,825 8,589,789 (3,671,629) 3,994,718 75,113,552 $ 42,370,537 $ 10,002,261 10,417,504 11,874,332 (4,908,205) 4,991,739 74,748,168 $ 43,389,042 $ 10,147,114 10,179,764 11,492,779 (5,454,865) 5,172,715 74,926,549 $ 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 $ 60 $ 94,399,774 43,607,987 148,202,119 17,291,624 68,317,180 274,148,285 (2,822,996) 4,089,723 3,736,095 5,511,264 1,187,732 31,799,097 (6,682,301) 6,770,423 689,556,066 $ - $ 109,286,878 44,005,485 398,622,289 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) 9,896,947 946,358,196 $ - $ 109,835,737 44,338,023 386,983,360 18,164,038 83,162,972 243,161,692 (5,592,896) 4,435,901 6,721,691 5,732,283 1,732,192 37,476,589 (1,799) (9,369,022) 8,003,653 934,784,414 $ - $ 53,572,272 43,049,617 211,900,213 17,664,724 68,495,579 240,222,896 (5,310,539) 3,581,611 5,414,158 6,092,807 973,049 32,113,126 (8,558,974) 7,380,648 676,591,187 $ - $ 58,019,248 56,034,393 286,537,088 24,278,925 93,985,576 250,451,775 (7,084,666) 4,501,168 5,445,950 4,395,686 1,954,984 34,502,238 (11,403,767) 11,137,362 812,755,960 $ N/A 51,816,489 47.2% (11,696,370) -26.4% 100,446,272 26.0% (6,114,887) -33.7% (10,822,604) -13.0% (7,290,083) -3.0% 1,491,770 26.7% (65,267) -1.5% 1,275,741 19.0% 1,336,597 23.3% (222,792) -12.9% 2,974,351 7.9% (1,799) -100.0% 2,034,745 21.7% (3,133,709) -39.2% 122,028,454 13.1% 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 $ 8,965,868 $ 66,673,815 36,955,383 12,027,586 57,223,457 19,833,057 (186,812) 250,326 201,742,680 $ 7,119,999 $ 138,935,281 111,984,905 13,189,060 74,832,515 16,751,830 (779,797) 770,756 362,804,549 $ 9,675,999 $ 144,961,407 115,343,630 13,307,792 67,366,780 16,751,830 (779,797) 770,756 367,398,397 $ 10,714,344 $ 42,829,345 23,589,427 10,713,818 53,787,334 16,739,740 (161,671) 346,871 158,559,208 $ 13,602,500 $ 101,370,341 173,097,920 12,905,443 52,253,511 16,730,180 (380,088) 329,361 369,909,168 $ (3,926,501) 43,591,066 (57,754,290) 402,349 15,113,269 21,650 (399,709) 441,395 (2,510,771) ALL EXPENDITURES $ 1,813,698,701 TOTAL USES $ $ 2,278,653,993 1,813,698,702 $ $ 2,297,490,010 2,278,653,993 $ $ 1,797,812,510 2,297,490,010 $ 151 $ 2,208,474,790 $ 1,797,812,510 $ 2,208,474,790 $ 7,664,831 1.2% (70,379) -1.0% (8,804,821) -3.5% (32,352,681) -131.4% 6,253,366 6.7% (4,825,771) -5.1% (30,689,466) -3.3% 5,232,067 (1,957,374) (789,939) (2,902,990) 1,783,236 (1,177,997) 187,003 10.8% -23.9% -8.4% -33.8% 48.6% -29.5% 0.2% -40.6% 30.1% -50.1% 3.0% 22.4% 0.1% -51.3% 57.3% -0.7% 89,015,220 3.9% 89,015,220 3.9% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2014 ADOPTED FY 2013 FORECAST FY 2013 REVISED FY 2013 ADOPTED FY 2012 ACTUAL GENERAL FUND 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 $ 342,230,667 $ 878,650 2,183,526 129,076,701 2,360,647 (63,323,206) 12,030,339 425,437,324 $ 355,132,706 $ 3,160,676 2,531,319 140,233,715 2,840,931 (68,975,353) 12,017,190 446,941,184 $ 355,403,770 $ 3,229,382 2,531,319 140,164,555 13,705,585 (69,976,837) 12,650,794 457,708,568 $ 345,417,064 $ 2,740,539 3,254,906 137,707,595 10,960,601 (69,301,797) 13,516,703 444,295,611 $ 343,282,973 $ 2,008,919 2,504,411 143,907,311 46,878,862 (74,224,449) 12,741,428 477,099,455 $ 12,120,797 3.4% 37.8% 1,220,463 1.1% 26,908 -2.7% (3,742,756) (33,173,277) -242.0% 6.1% 4,247,612 -0.7% (90,634) -4.2% (19,390,887) SUPPLIES $ 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 11,327,635 $ 1,069,746 4,145,730 1,568,286 (1,997,515) 651,061 16,764,943 $ 10,048,863 $ 910,121 4,611,511 785,206 (2,249,812) 331,914 14,437,803 $ 11,046,388 $ 954,631 4,611,441 785,206 (2,250,112) 331,914 15,479,468 $ 9,804,005 $ 1,154,428 4,240,565 887,961 (2,213,736) 695,709 14,568,932 $ 11,118,119 $ 1,183,208 4,483,768 4,381,509 (2,892,568) 522,655 18,796,691 $ -0.6% (71,731) -23.9% (228,577) 2.8% 127,673 (3,596,303) -458.0% 28.6% 642,456 -57.5% (190,741) -21.4% (3,317,223) 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 $ 60 $ 87,324,081 2,350,868 29,178,639 8,013,482 20,804,773 231,320,025 5,607,963 1,572,323 1,770,729 4,620,752 513,889 10,298,477 (3,074,073) 1,267,069 401,569,057 $ - $ 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 $ - $ 96,684,187 2,596,880 142,419,780 9,208,208 33,142,772 224,994,180 7,321,490 1,752,472 3,642,619 4,811,488 520,000 14,563,728 (4,690,014) 2,690,764 539,658,554 $ - $ 44,831,951 2,560,463 56,191,533 8,850,949 31,129,156 224,890,627 8,233,364 1,690,240 3,476,747 5,392,943 468,579 11,285,392 (4,588,950) 2,159,656 396,572,650 $ - $ 50,125,843 3,321,228 71,703,612 10,179,653 46,857,943 228,116,656 7,444,900 1,708,860 2,688,522 3,536,283 609,940 12,106,126 (4,457,895) 2,195,876 436,137,547 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 1,067,185 2,493,428 3,230,555 220,548 (4,902) 69,010 7,075,824 $ 6,595,000 2,163,586 4,399,245 10,000 15,000 180,917 13,363,748 $ 6,595,000 2,499,047 4,143,968 10,000 15,000 180,917 13,443,932 $ 46,092 1,878,086 3,076,533 2,910 115,640 5,119,261 $ 2,225,210 2,462,782 6,007,200 10,000 15,000 26,548 10,746,740 $ 46,558,344 (724,348) 70,716,168 (971,445) (13,715,171) (3,122,476) (123,410) 43,612 954,097 1,275,205 (89,940) 2,457,602 (232,119) 494,888 103,521,007 N/A 48.2% -27.9% 49.7% -10.5% -41.4% -1.4% -1.7% 2.5% 26.2% 26.5% -17.3% 16.9% -4.9% 18.4% 19.2% 4,369,790 36,265 (1,863,232) 154,369 2,697,192 66.3% 1.5% -45.0% 0.0% 0.0% N/A 85.3% 20.1% 8.1% ALL EXPENDITURES $ 850,847,148 $ 1,035,674,136 $ 1,026,290,522 $ 860,556,454 $ 942,780,433 $ 83,510,089 OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 375,566,325 375,566,325 $ $ $ $ $ $ 241,202,018 241,202,018 $ $ 345,766,533 $ 345,766,533 $ (90,117,188) (90,117,188) -35.3% -35.3% 1,101,758,472 $ 1,288,546,966 $ (6,607,099) -0.5% TOTAL USES $ 1,226,413,473 $ 246,245,295 246,245,295 1,281,919,431 $ 255,649,345 255,649,345 1,281,939,867 $ 152 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2012 ACTUAL SPECIAL REVENUE FY 2013 REVISED FY 2013 ADOPTED FY 2013 FORECAST REVISED VS ADOPTED VARIANCE % FY 2014 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 $ 256,932,748 $ 263,031 5,197,759 98,891,975 1,935,619 (32,041,309) 74,840,326 406,020,149 $ 267,435,827 $ 730,295 4,137,687 108,080,477 3,279,635 (21,742,627) 72,542,902 434,464,196 $ 267,509,751 $ 984,491 4,331,389 108,822,501 10,653,232 (22,525,525) 74,809,659 444,585,498 $ 255,935,875 $ 791,798 5,093,622 104,565,462 9,836,942 (22,463,208) 72,639,508 426,399,999 $ 271,928,476 $ 847,235 4,405,307 113,806,337 10,075,122 (24,655,998) 80,303,726 456,710,205 $ (4,418,725) 137,256 (73,918) (4,983,836) 578,110 2,130,473 (5,494,067) (12,124,707) -1.7% 13.9% -1.7% -4.6% 5.4% 9.5% -7.3% -2.7% SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 23,533,071 $ 6,481,355 4,043,369 4,510,988 (2,877,030) 3,885,456 39,577,209 $ 24,528,132 $ 6,369,032 3,690,240 5,953,000 (1,413,584) 3,308,868 42,435,688 $ 25,498,905 $ 7,220,109 3,711,395 6,486,457 (1,421,517) 3,644,523 45,139,872 $ 25,998,038 $ 8,822,833 3,706,705 2,674,148 (2,694,469) 4,272,253 42,779,508 $ 28,369,140 $ 8,743,480 3,700,906 6,985,168 (2,562,297) 4,619,498 49,855,895 $ (2,870,235) (1,523,371) 10,489 (498,711) 1,140,780 (974,975) (4,716,023) -11.3% -21.1% 0.3% -7.7% 80.3% -26.8% -10.4% 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 $ 1,669,061 $ 19,011,744 72,621,443 8,562,039 31,366,647 42,400,484 24,487,309 2,504,516 1,931,495 867,762 673,843 13,234,011 (3,587,545) 5,314,583 221,057,392 $ 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 $ 1,026,620 $ 18,334,208 142,134,543 8,888,046 37,994,362 17,509,512 24,000,430 2,662,813 2,546,929 901,689 1,212,192 14,950,194 (1,799) (4,679,008) 5,227,471 272,708,202 $ 981,161 $ 19,074,915 73,009,262 8,735,294 27,222,560 14,828,301 23,436,532 1,840,094 1,783,672 682,851 504,470 13,155,625 (3,970,024) 4,918,958 186,203,671 $ 813,893 $ 24,094,509 139,700,545 8,577,436 42,737,964 21,827,119 25,403,444 2,630,942 2,243,142 837,220 1,345,044 14,923,445 (6,783,818) 8,690,862 287,041,747 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 278,745 $ 6,935,747 8,318,863 204,263 (181,910) 181,204 15,736,912 $ 3,583,449 $ 4,373,362 8,289,815 (779,797) 589,839 17,056,668 $ 3,725,571 $ 7,396,626 8,663,824 (779,797) 589,839 20,596,063 $ 1,098,634 $ 4,531,642 7,637,285 (161,671) 231,231 13,637,121 $ 2,600,282 $ 7,306,088 6,578,243 (380,088) 302,813 17,442,338 $ 1,125,289 90,538 2,085,581 (399,709) 287,026 3,153,725 30.2% 1.2% 24.1% N/A -51.3% 48.7% 15.3% $ 811,050,185 $ (28,020,550) -3.6% ALL EXPENDITURES $ 682,391,662 $ 774,435,202 $ 783,029,635 $ 669,020,299 212,727 20.7% (5,760,301) -31.4% 2,433,998 1.7% 310,610 3.5% (4,743,602) -12.5% (4,317,607) -24.7% (1,403,014) -5.8% 31,871 1.2% 303,787 11.9% 64,469 7.1% (132,852) -11.0% 26,749 0.2% (1,799) -100.0% 2,104,810 45.0% (3,463,391) -66.3% (14,333,545) -5.3% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 49,147,231 $ 49,147,231 $ 71,268,631 $ 71,268,631 $ 77,893,631 $ 77,893,631 $ 74,287,351 $ 74,287,351 $ 56,560,202 $ 56,560,202 $ 21,333,429 21,333,429 27.4% 27.4% TOTAL USES $ 731,538,893 $ 845,703,833 $ 860,923,266 $ 743,307,650 $ 867,610,387 $ (6,687,121) -0.8% FY 2012 ACTUAL DEBT SERVICE CAPITAL 0950 - DEBT SERVICE FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VARIANCE % FY 2014 ADOPTED $ SUBTOTAL $ 19,408,246 $ 19,408,246 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,715,180 16,715,180 $ $ 21,650 21,650 0.1% 0.1% ALL EXPENDITURES $ 19,408,246 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,715,180 $ 21,650 0.1% TOTAL USES $ 19,408,246 $ 16,736,830 $ 16,736,830 $ 16,736,830 $ 16,715,180 $ 21,650 0.1% 153 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2012 ACTUAL CAPITAL PROJECTS FY 2013 ADOPTED PERSONAL SERVICES 0710 - OVERTIME $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 342 $ (95,750) 3,983,240 3,887,832 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 8,224,703 $ 2,104,546 (49,010) 49,010 10,329,249 $ SERVICES 0810 - LEGAL 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 63,402 $ 21,273,302 657,519 14,109,069 492,277 885 2,174 215,011 (20,683) 20,683 36,813,639 $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE SUBTOTAL $ 8,965,868 65,327,885 27,113,025 24,445 57,223,457 158,654,680 ALL EXPENDITURES $ OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ TOTAL USES $ $ FY 2013 REVISED FY 2013 FORECAST - $ 4,721,205 4,721,205 $ - $ (20,000) 4,741,205 4,721,205 $ 6,911,184 635,000 7,546,184 $ 6,911,184 $ 635,000 7,546,184 $ - $ 50,430,040 8,459,170 480,000 480,000 59,849,210 $ - $ 56,386,657 8,505,996 480,000 480,000 65,852,653 $ 162,817 $ 28,803,066 11,428 8,041,528 123,118 23,152 110,000 315,514 37,590,623 $ 10,414,344 $ 41,684,619 17,065,285 53,787,334 122,951,582 $ 12,602,500 96,544,849 162,841,312 80,000 52,208,511 324,277,172 $ $ $ - $ 4,098,148 4,098,148 $ 150,000 150,000 $ $ - $ 38,070,290 5,447,360 1,686,081 128,750 450,000 12,000 46,789,817 $ 6,761,184 635,000 7,396,184 97.8% 100.0% N/A N/A 98.0% 18,316,367 (5,447,360) 6,819,915 (128,750) 30,000 468,000 19,062,836 N/A 32.5% N/A 80.2% N/A N/A 6.3% N/A 97.5% N/A N/A 28.9% (3,926,501) 38,090,987 (57,854,615) (80,000) 15,148,269 (8,621,860) -45.3% 28.3% -55.1% N/A 22.5% -2.7% $ $ 8,675,999 $ 134,635,836 104,986,697 67,356,780 315,655,312 $ 209,685,400 $ 386,797,642 $ 393,775,354 $ 175,022,604 $ 375,315,137 $ 18,460,217 4.7% 30,577,004 30,577,004 $ $ 124,094,494 124,094,494 $ $ 124,094,494 124,094,494 $ $ 124,094,494 $ 124,094,494 $ 95,301,158 $ 95,301,158 $ 28,793,336 28,793,336 23.2% 23.2% 517,869,848 $ 299,117,098 $ 470,616,295 $ 47,253,553 9.1% 510,892,136 $ 154 $ N/A N/A (20,000) -100.0% N/A 643,057 13.6% 623,057 13.2% 6,119,999 128,751,832 104,986,697 74,822,515 314,681,043 240,262,404 $ $ - $ 37,825 50 3,945,474 4,119,378 $ 2,248,745 8,111,373 10,361,021 REVISED VS ADOPTED VARIANCE % FY 2014 ADOPTED $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Consolidated Expenditures and Other Uses by Category and Fund Type (continued) FY 2012 ACTUAL INTERNAL SERVICE FUNDS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 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 $ 7,781,014 $ 21,434 258,067 2,760,264 36,671 (201,054) 1,302,727 11,959,123 $ 8,417,964 $ 87,053 168,896 3,120,252 4,518 (775,939) 1,841,493 12,864,237 $ 8,838,519 $ 120,303 168,896 3,235,979 273,623 (1,300,437) 1,841,493 13,178,376 $ 8,309,680 $ 83,687 233,784 3,165,561 254,158 (534,283) 1,586,372 13,098,959 $ 8,875,760 $ 32,033 192,265 3,314,208 11,137 (1,175,718) 1,725,620 12,975,305 $ SUPPLIES 0801 - GENERAL SUPPLIES $ 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN SUBTOTAL $ 5,613,754 $ 9,281,768 225,663 40,750 15,161,935 $ 4,277,549 $ 15,000 8,099,019 683,126 18,281 13,092,975 $ 5,164,632 $ 15,000 9,558,864 683,126 18,281 15,439,903 $ 4,319,749 $ 25,000 9,342,197 200,850 23,777 13,911,573 $ 3,751,783 220,426 9,007,314 126,102 30,562 13,136,187 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 $ 5,343,230 $ 129,894,073 25,128,735 58,584 2,036,691 427,776 3,322,977 11,999 33,871 20,576 8,051,598 168,088 174,498,198 $ 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 $ CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 413,183 453,723 112 867,018 $ 5,000 $ 461,260 500,000 966,260 $ ALL EXPENDITURES $ 202,486,274 $ 222,722,857 $ 12,124,930 133,683,784 46,042,380 67,784 3,519,842 658,000 3,343,009 20,616 52,143 19,106 7,482,667 85,418 207,099,679 $ $ 5,000 $ 461,260 500,000 966,260 $ 236,684,218 $ -0.4% 73.4% -13.8% -2.4% 95.9% -9.6% 6.3% 1.5% $ 1,412,849 27.4% (205,426) -1369.5% 551,550 5.8% 557,024 81.5% N/A (12,281) -67.2% 2,303,716 14.9% $ 7,079,512 $ 140,300,760 37,062,641 74,476 2,703,588 508,000 3,641,055 32,616 64,286 22,183 7,460,667 (162,054) 250,624 199,038,354 $ 5,045,418 41.6% (6,616,976) -4.9% 8,979,739 19.5% -9.9% (6,692) 816,254 23.2% 22.8% 150,000 (298,046) -8.9% (12,000) -58.2% (12,143) -23.3% (3,077) -16.1% 0.3% 22,000 162,054 N/A (165,206) -193.4% 8,061,325 3.9% - $ 114,414 114,414 $ - $ 487,738 240,000 727,738 $ 7,596,343 133,124,783 53,896,352 67,053 2,102,335 503,968 3,199,912 28,125 43,739 17,013 7,356,595 302,034 208,238,252 235,363,198 $ $ (37,241) 88,270 (23,369) (78,229) 262,486 (124,719) 115,873 203,071 5,000 (26,478) 260,000 238,522 100.0% -5.7% 52.0% N/A N/A 24.7% $ 225,877,584 $ 10,806,634 4.6% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 27,364 $ 27,364 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 202,513,638 $ 222,722,857 $ 236,684,218 $ 235,363,198 $ 225,877,584 $ 10,806,634 4.6% FY 2012 ACTUAL ELIMINATIONS SUPPLIES 0803 - FUEL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VARIANCE % $ SUBTOTAL $ (6,737,809) $ (6,737,809) $ (7,012,224) $ (7,012,224) $ (8,491,875) $ (8,491,875) $ (6,872,866) $ (6,872,866) $ (7,012,224) $ (7,012,224) $ SERVICES 0811 - HEALTH CARE SERVICES $ 0839 - INTERNAL SERVICE CHARGES SUBTOTAL $ (107,648,698) $ (36,733,522) (144,382,220) $ (111,346,849) $ (39,353,601) (150,700,450) $ (110,276,849) $ (40,257,825) (150,534,674) $ (111,710,544) $ (40,303,465) (152,014,009) $ (112,677,440) $ (43,574,065) (156,251,505) $ 2,400,591 3,316,240 5,716,831 2.2% 8.2% 3.8% ALL EXPENDITURES $ (151,120,029) $ (157,712,674) $ (159,026,549) $ (158,886,875) $ (163,263,729) $ 4,237,180 2.7% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ (455,317,923) $ (455,317,923) $ (441,608,420) $ (441,608,420) $ (457,637,470) $ (457,637,470) $ (439,583,863) $ (439,583,863) $ (497,627,893) $ (497,627,893) $ 39,990,423 39,990,423 8.7% 8.7% TOTAL USES $ (606,437,952) $ (599,321,094) $ (616,664,019) $ (598,470,738) $ (660,891,622) $ 44,227,603 7.2% 155 (1,479,651) (1,479,651) -17.4% -17.4% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Operating Description FY2013 FY2013 FY2013 FY2014 ADOPTED REVISED FORECAST ADPTED REVISED VS. ADOPTED VARIANCE % Operating General Fund (100) 4711 - Contingency General Fund Operating Contingency $ 30,105,226 100.0% 1,558,973 1,558,973 - - 1,558,973 100.0% 189,969 7,583 189,969 - 7,583 100.0% - - - - - N/A 11,056,326 10,134,596 - - 10,134,596 100.0% $ 43,630,494 $ 41,806,378 $ 7,189,969 $ - $ 41,806,378 100.0% $ 40,000 $ 40,000 $ 32,664 $ 40,000 $ Justice System MCESA IT Performance Based Pay Plan Annualized Sheriff Office Contingency 30,825,226 $ 30,105,226 $ 7,000,000 $ - $ 4712 - Other Programs Anthem Sheriff Sub Station - 0.0% 5,280 5,280 5,280 5,280 - 0.0% 150,000 150,000 150,000 150,000 - 0.0% Compensation Market And Merit - - - 40,051,027 (40,051,027) Contract Counsel Rate Increase - - - 1,200,000 (1,200,000) County Single Audit 250,000 250,000 220,000 250,000 - 0.0% Countywide Emergency Issues Fund 100,000 100,000 - - 100,000 100.0% Downtown Juror/Employee Shuttle 582,947 582,947 582,947 364,342 218,605 37.5% 50,000 50,000 50,000 50,000 - 0.0% 148,083 148,083 115,000 130,545 17,538 11.8% Board NW Regional Service Charges Board of Equalization Gov Docs Improvement District Allocation International Genomics Consortium Jail Excise Tax, Maintenance of Effort MCSO Investigations - Southwest Family Advocacy Center Orthophotography Program Outside Counsel Property Tax Billing/Info. Statement Printing and Postage Public Fiduciary Operating Case Management 1,000,000 1,000,000 1,000,000 1,000,000 170,497,876 170,497,876 170,497,876 173,940,798 (3,442,922) N/A N/A 0.0% -2.0% - 171,730 - - 171,730 100.0% 224,200 224,200 224,200 - 224,200 100.0% 2,500,000 3,200,000 2,830,935 2,500,000 700,000 21.9% 697,645 697,645 831,000 831,000 (133,355) -19.1% 100.0% - 20,000 - - 20,000 Real Estate Evaluation, Acquisition & Divestiture 100,000 100,000 50,000 50,000 50,000 50.0% Relocations/New Facility Startup 200,000 73,500 71,840 - 73,500 100.0% Risk Management - - - 297,202 (297,202) Sheriff Staffing Study - - - 96,950 (96,950) Vehicle Replacement 3,000,000 3,000,000 2,942,919 3,000,000 Human Resources Peak Performers 500,000 500,000 400,000 $ 180,046,031 $ 180,937,761 $ 180,132,821 $ $ 4,949,797 $ 4,949,797 $ 4,949,797 $ 223,957,144 $ N/A N/A - 0.0% 500,000 100.0% (43,019,383) -23.8% 1,180,697 23.9% 4713 - Infrastructure/CIP Transfer Out (Court Tower Major Maintenance) 3,769,100 $ Transfer Out (OET MM Project Reserve) - - - 11,640,000 (11,640,000) Transfer Out (Election Cycle) - - - 7,039,749 (7,039,749) N/A N/A Transfer Out (MCSO HQ Major Maintenance) - - - 352,500 (352,500) N/A 4,949,797 4,949,797 4,949,797 22,801,349 (17,851,552) -360.7% 4714 - Central Service Costs CSCA Revenue 797,170 -6.7% Enterprise Software License $ 3,040,000 3,040,000 3,164,369 - 3,040,000 100.0% Financial Transparency 120,000 3,826,664 120,000 3,826,664 3,223,154 2,939,007 120,000 887,657 100.0% Human Resources System Operations IT Infrastructure 2,400,000 2,400,000 2,217,657 - 2,400,000 100.0% Storm Water Permit Fees 4715 - Technology Projects (11,835,247) $ 7,500 (11,835,247) $ 7,500 (11,648,247) $ 7,559 (12,632,417) $ 7,500 23.2% - 0.0% $ (2,441,083) $ (2,441,083) $ (3,035,508) $ (9,685,910) $ 7,244,827 -296.8% $ 500,000 $ 500,000 $ 416,901 $ 250,000 $ 250,000 50.0% $ 0.0% 4716 - Debt Service/Capital Lease Admin Fee 20,000 $ 20,000 $ 6,500 $ 20,000 $ - Arbitrage 15,000 15,000 3,500 15,000 - 0.0% Bond Counsel 50,000 50,000 8,150 - 50,000 100.0% 60,000 100.0% 110,000 75.9% Financial Advisor 60,000 60,000 - - $ 145,000 $ 145,000 $ 18,150 $ 35,000 $ $ 70,082 $ 70,082 $ 70,082 $ 70,082 $ 4721 - Dues and Memberships Arizona Association of Counties Arizona Community Foundation 5,000 Arizona-Mexico Commission 5,000 - - 0.0% - 5,000 100.0% 10,000 10,000 - - 10,000 100.0% 159,822 159,822 159,822 159,822 - 0.0% 4,620 4,620 4,620 4,620 - 0.0% Maricopa Association of Government 24,744 24,744 24,693 24,744 - National Association of Counties 45,000 45,000 45,000 50,000 County Supervisors Association Govt. Finance Officers Assoc. $ 319,268 $ 156 319,268 $ 304,217 $ 309,268 $ (5,000) 10,000 0.0% -11.1% 3.1% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Operating (continued) Description FY2013 FY2013 FY2013 FY2014 ADOPTED REVISED FORECAST ADPTED REVISED VS. ADOPTED VARIANCE % 4722 - Taxes and Assessments City of Phx. Downtown Mun. Serv. Dist. $ 175,000 $ 175,000 $ 159,860 $ 175,000 $ - 0.0% 4724 - Miscellaneous Services $ 2,735,237 $ 2,615,237 $ 1,008,231 $ 394,155 $ 2,221,082 84.9% 4725 - Pre AHCCCS Litigation Support $ 2,000,000 $ 2,000,000 $ 800,000 $ - $ 2,000,000 100.0% 4726 - Tuition Reimbursement $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 1,000,000 $ 1,000,000 50.0% 4776 - Cooperative Extension $ 230,000 $ 350,000 $ 350,000 $ 302,874 $ 47,126 13.5% 4782 - Industrial Development Authority $ 334,137 $ 334,137 $ 261,609 $ 145,843 $ 188,294 56.4% 4783 - AHCCCS Contribution $ 20,225,200 $ 20,225,200 $ 20,225,200 $ 19,820,700 $ 404,500 2.0% 4784 - ALTCS Contribution $ 148,533,600 $ 148,533,600 $ 148,533,600 $ 149,698,100 $ (1,164,500) -0.8% 4785 - Arnold V Sarn $ 43,530,556 $ 43,530,556 $ 43,530,556 $ 45,707,084 $ (2,176,528) -5.0% 4786 - General Mental Health $ 3,366,705 $ 3,366,705 $ 3,366,705 $ 3,366,705 $ - 0.0% 4787 - LARC $ 1,489,871 $ 1,489,871 $ 1,489,871 $ 1,489,871 $ - 0.0% 4788 - Mental Health Testimony $ 800,000 $ 800,000 $ 757,050 $ 800,000 $ - 0.0% 4789 - Mental Health Transports $ 105,000 $ 105,000 $ 82,568 $ 105,000 $ - 0.0% 4790 - MH Residency Training $ 3,547,896 $ 3,547,896 $ 3,547,896 $ - $ 3,547,896 100.0% 4791 - County Residual Long Term Care $ 205,358 $ 205,358 $ 89,805 $ 320,358 $ (115,000) -56.0% 4792 - SVP Commitment Payments $ 4,000,000 $ 4,000,000 $ 3,904,891 $ 4,200,000 $ (200,000) -5.0% 4793 - Tuberculosis Services $ 500,000 $ 500,000 $ 24,048 $ 500,000 $ - 0.0% 4794 - MMCS Run Out Operations $ 10,432 $ 10,432 $ 7,404 $ 10,432 $ - 0.0% $ 460,938,499 $ 460,006,113 $ 420,115,641 $ 465,702,973 $ (5,696,860) -1.2% $ 4,301,796 $ 4,136,737 $ - $ 21,846,828 $ (17,710,091) -428.1% $ 13,395,935 $ 12,439,261 $ - $ - $ 12,439,261 100.0% - - 8,472,894 100.0% 20,912,155 $ - $ - $ 20,912,155 100.0% Total General Fund Non-Departmental Grants (249) Detention Fund (255) 4711 - Contingency Unreserved Contingency Sheriff Office Contingency 8,772,138 $ 22,168,073 $ 8,472,894 4712 - Other Programs CHS EMR IT Support $ Compensation Market And Merit Human Resources Peak Performers - $ - $ - $ - - - 1,008,099 (1,008,099) N/A 18,708,747 (18,708,747) N/A 250,000 250,000 250,000 - Risk Management - - - 15,169 Sheriff Staffing Study - - - - - N/A Vehicle Replacement 1,000,000 1,000,000 992,480 1,000,000 - 0.0% $ 1,250,000 $ 1,250,000 $ 1,242,480 $ 20,732,015 $ (19,482,015) -1558.6% $ - $ - $ - $ 587,500 $ (587,500) N/A Total Detention Fund $ 23,418,073 $ 22,162,155 $ 1,242,480 $ 21,319,515 $ 842,640 3.8% County Improvement Debt Fund (320) $ 9,323,600 $ 9,323,600 $ 9,323,600 $ - $ 9,323,600 100.0% County Improvement Debt Fund #2 (321) $ 7,413,230 $ 7,413,230 $ 7,413,230 $ - $ 7,413,230 100.0% Total Operating All Funds $ 505,395,198 $ 503,041,835 $ 438,094,951 $ 508,869,316 $ 4713 - Infrastructure/CIP 157 250,000 (15,169) (5,827,481) 100.0% N/A -1.2% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Non-Recurring Description FY2013 FY2013 FY2013 FY2014 ADOPTED REVISED FORECAST ADOPTED REVISED VS. ADOPTED VARIANCE % Non Recurring General Fund (100) 4711 - Contingency $ Unreserved Contingency Unreserved Contingency - South Court Tower 7,034,082 $ 4,961,107 $ - $ 19,779,591 $ (14,818,484) -298.7% - 337,119 - - 337,119 100.0% Assessors Legal Class Verification Affidavit 1,243,000 1,243,000 - - 1,243,000 100.0% Capital and Capital PCR 2,968,965 2,968,965 - - 2,968,965 100.0% Electronic Poll Books - - - 5,000,000 Recall Election - - - - Recall Election Signature Validation (5,000,000) N/A - N/A N/A - - - - - Risk Management 8,300,000 - - - - N/A Sheriff Office Contingency 4,682,060 4,378,627 210,000 - 4,378,627 100.0% Performance Incentive Awards 10,846,011 - - - - N/A Waste Resource Post Closure 1,261,745 1,261,745 - - 1,261,745 100.0% (9,629,028) -63.6% $ 36,335,863 $ 15,150,563 $ 210,000 $ 24,779,591 $ $ 436,945 $ 758,952 $ 758,952 $ - $ 4712 - Other Programs Adult Probation Records Imaging 758,952 100.0% 50,000 50,000 - - 50,000 100.0% 303,484 303,484 - - 303,484 100.0% - 5,745 5,745 - 5,745 100.0% 50,000 50,000 - - 50,000 100.0% 1,000,000 1,000,000 50,000 950,000 50,000 5.0% - - - 4,150,161 35,000 35,000 35,000 - 35,000 100.0% 20,000,000 20,000,000 - - 20,000,000 100.0% - 123,433 - - 123,433 100.0% 50,000 50,000 50,000 - 50,000 100.0% 4,687,500 4,687,500 1,500,000 7,875,000 54,500,000 54,500,000 - Performance Incentive Awards - 10,846,011 Public Fiduciary One-Time Case Management - 80,000 Risk Management Transfer - 8,300,000 - 321,000 321,000 - - Transfer to Risk Management (675) - - - 9,942,700 (9,942,700) Transfer to Risk Management (676) 9,620,415 9,620,415 4,571,393 5,049,022 4,571,393 (2,195,200) ASRS Contributions Not Withheld Assessor Litigation and Appraisal Tools Board of Health Fee Waivers Call Center Temporary Staff Court Master Plan Elected Official and Judicial Branch Unmet Personnel Savings from Chairman's Budget Balancing Adjustment Employee Communication Monitor First Solar MCSO Investigations - Southwest Family Advocacy Center MCSO Oversight and Review PC/Laptop Replacement Pending Legal Settlements Technology Inventory Vehicle Replacement -68.0% - 54,500,000 100.0% 10,086,347 - 10,846,011 100.0% - - 80,000 100.0% 8,300,000 100.0% 321,000 100.0% - - - 2,195,200 250,000 250,000 250,000 - Sheriff Command 230,000 230,000 - - - - 550,000 550,000 - - Waste Resources & Recycling Waste Resources & Recycling Risk Management 4713 - Infrastructure/CIP N/A (3,187,500) Parks Waste Resources & Recycling Water Truck (4,150,161) N/A 47.5% N/A 250,000 100.0% 380,000 (150,000) -65.2% 190,000 (190,000) - N/A 550,000 100.0% 738,255 738,255 738,255 738,255 100.0% $ 92,822,599 $ 112,499,795 $ 18,045,692 $ 30,732,083 $ 81,767,712 72.7% $ 61,147,207 $ 62,221,299 $ 61,147,207 $ 134,002,664 $ (71,781,365) 917,725 $ -115.4% 4715 - Technology Projects Assessor CAMA 724,564 $ - $ 917,725 100.0% Downtown Infrastructure - Zone 2 $ 6,691,773 6,691,773 850,000 - 6,691,773 100.0% Human Resources System - Phase 2 2,027,933 2,027,933 600,000 139,614 1,888,319 93.1% IT Infrastructure 1,505,867 1,505,867 1,479,152 - 1,505,867 100.0% IT Infrastructure Power 4724 - Miscellaneous Services 917,725 $ 200,000 200,000 200,000 100.0% $ 11,343,298 $ 11,343,298 $ 3,853,716 $ 139,614 $ 11,203,684 98.8% $ 2,486,000 $ 2,486,000 $ 1,125,533 $ 1,350,000 $ 1,136,000 45.7% - $ 3,547,896 $ (3,547,896) N/A 9,149,107 4.5% 4790 - MH Residency Training - - 200,000 - Total General Fund $ 204,134,967 $ 203,700,955 $ 84,382,148 $ 194,551,848 $ Waste Management Fund (210) $ 518,714 $ 518,714 $ 76,074 $ 543,175 $ (24,461) -4.7% Non-Departmental Grants (249) $ 9,886,345 $ 2,922,764 $ - $ 6,000,000 $ (3,077,236) -105.3% 158 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Non Departmental Expenditure Summary - Non-Recurring (continued) Description FY2013 FY2013 FY2013 FY2014 ADOPTED REVISED FORECAST ADOPTED REVISED VS. ADOPTED VARIANCE % Detention Fund (255) 4711 - Contingency Unreserved Contingency $ Community Reentry Pilot Risk Management Sheriff Office Contingency Vacation Buyback - $ 24,400,732 $ (9,238,858) -60.9% 16,397,394 $ 15,161,874 $ 815,550 815,550 - - 815,550 100.0% 7,100,000 3,015,000 3,500,000 - 3,015,000 100.0% 10,000,000 6,038,000 - - 6,038,000 100.0% 4,536,315 - - - - N/A $ 38,849,259 $ 25,030,424 $ 3,500,000 $ 24,400,732 $ 629,692 2.5% $ 700,000 $ 700,000 $ 417,370 $ - $ 700,000 100.0% 4712 - Other Programs Court Tower Equipment Elected Official and Judicial Branch Unmet Personnel Savings from Chairman's Budget Balancing Adjustment Employee Communication Monitor N/A - - - 1,998,928 35,000 35,000 35,000 - 35,000 100.0% (1,998,928) 500,000 500,000 100,000 400,000 100,000 20.0% Jail Master Plan 1,000,000 1,000,000 50,000 1,000,000 - 0.0% PC/Laptop Replacement 4,687,500 4,687,500 300,000 4,687,500 - 0.0% Performance Incentive Awards - 4,536,315 4,413,157 - 4,536,315 100.0% Risk Management - 4,085,000 - - 4,085,000 100.0% Sheriff Bus Replacements - - - 690,000 Graves vs. Arpaio (690,000) N/A $ 6,922,500 $ 15,543,815 $ 5,315,527 $ 8,776,428 $ 6,767,387 43.5% $ 21,958,340 $ 24,458,340 $ 24,458,340 $ 6,660,589 $ 17,797,751 72.8% Total Detention Fund $ 67,730,099 $ 65,032,579 $ 33,273,867 $ 39,837,749 $ 25,194,830 38.7% County Improvement Debt Fund (320) $ - $ - $ - $ 16,715,180 $ (16,715,180) Intergovernmental Capital Projects (422) $ 138,499 $ 138,499 $ 13,500 $ 127,500 $ 10,999 7.9% General Fund County Improvements (445) $ 160,894,940 $ 165,372,652 $ 124,152,305 $ 119,357,446 $ 46,015,206 27.8% Detention Capital Projects (455) $ 93,177,394 $ 93,177,394 $ 43,642,294 $ 45,775,001 $ 47,402,393 50.9% Technology Capital Improvements (460) $ 115,575,079 $ 115,575,079 $ 42,716,547 $ 164,205,773 $ (48,630,694) -42.1% Detention Technology Capital Improvements (461) $ 37,174,214 $ 39,674,214 $ 2,468,734 $ 59,061,564 $ (19,387,350) -48.9% Total Non-Recurring Funds $ 689,230,251 $ 686,112,850 $ 330,725,469 $ 646,175,236 $ 39,937,614 4713 - Infrastructure/CIP Transfers Out 159 N/A 5.8% Maricopa County Annual Business Strategies FY 2014 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 allocations for FY 2014 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 Westmarc Wickenburg Chamber of Commerce Collaboration for a New Century International Genomics Consortium* First Solar** Silicon Valley Bank*** Total Economic Development Funding 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 Economic Development Action Plan Improving the standard of living for the community by working with issues concerning children, housing, and health care To put Maricopa County in the forefront of the bio-industry FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED $ 644,776 $ 644,776 $ 573,675 3,000 3,000 2,669 165,000 165,000 146,805 250,000 250,000 222,431 22,500 22,500 20,019 15,000 15,000 13,346 15,000 3,000 25,000 15,000 3,000 25,000 1,000,000 20,000,000 1,000,000 $ 23,143,276 $ 13,346 2,669 - 1,000,000 250,000 2,393,276 $ 1,000,000 750,000 2,744,960 350,000 $ 350,000 $ 302,874 302,874 *$5,000,000 was appropriated over 5 years, beginning in FY 2007-08, at $1,000,000 per year. ** The grant will be paid in disbursements of $1 million, each based on achievement of performance thresholds. ***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 $ $ 350,000 $ 350,000 $ Health Care Programs Summary FY 2013 ADOPTED Description FY 2013 REVISED FY 2013 FORECAST REVISED VS. ADOPTED VARIANCE % FY 2014 ADOPTED 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 $ 43,530,556 3,366,705 1,489,871 48,387,132 $ AHCCCS Acute Care $ ALTCS Subtotal State Contribution $ 20,225,200 148,533,600 168,758,800 $ $ $ 800,000 105,000 3,547,896 4,000,000 8,452,896 County Residual Long Term Care $ Tuberculosis Services 43,530,556 3,366,705 1,489,871 48,387,132 $ 43,530,556 3,366,705 1,489,871 48,387,132 $ 20,225,200 148,533,600 168,758,800 $ 20,225,200 148,533,600 168,758,800 $ $ $ 800,000 105,000 3,547,896 4,000,000 8,452,896 $ $ 749,838 81,269 3,547,896 3,869,579 8,248,582 205,358 $ 205,358 $ 89,805 $ 320,358 $ $ 500,000 $ 500,000 $ 24,048 $ 500,000 $ - 0.00% Litigation Support $ 2,000,000 $ 2,000,000 $ 800,000 $ - $ 2,000,000 100.00% MMCS Run Out Operations $ 10,432 $ 10,432 $ 7,404 $ 10,432 $ - 0.00% Subtotal General Fund Operating $ 228,314,618 $ 228,314,618 $ 226,315,771 $ 226,018,250 $ 2,296,368 1.01% Other Mental Health: Mental Health Testimony Mental Health Orders Mental Health Residency Training SVP Commitment Payments $ $ $ $ $ $ $ $ 45,707,084 3,366,705 1,489,871 50,563,660 $ (2,176,528) (2,176,528) -5.00% 0.00% 0.00% -4.50% 19,820,700 149,698,100 169,518,800 $ $ 404,500 (1,164,500) (760,000) 2.00% -0.78% -0.45% 800,000 $ 105,000 4,200,000 5,105,000 $ 3,547,896 (200,000) 3,347,896 0.00% 0.00% 100.00% -5.00% 39.61% (115,000) -56.00% $ Non-Recurring General Fund Mental Health Residency Training Subtotal General Fund Non-Recurring $ Total $ - - - 3,547,896 - $ - $ - $ 3,547,896 $ (3,547,896) (3,547,896) 229,566,146 $ (1,251,528) 228,314,618 $ 228,314,618 160 $ 226,315,771 $ -0.55% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Fund Transfers In Fund/Function/Transfer GENERAL FUND Non-Recurring General Fund County Improvement Fund (445) Technology Improvement Fund (460) OTHER SPECIAL REVENUE FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED REVISED FORECAST ADOPTED $ - $ - $ - $ 2,137,000 $ - $ - - $ - - $ - 2,137,000 117,000 2,020,000 $ 170,576,426 $ 170,646,384 $ 171,100,891 $ 174,008,169 Operating $ 170,562,926 $ 170,602,926 $ 171,081,646 $ 174,008,169 Non-Recurring $ 13,500 $ 43,458 $ 19,245 $ - 226 - PLANNING AND DEVELOPMENT FEES $ - $ - $ 518,720 $ - Operating $ - $ - $ 518,720 $ - - - 518,720 Del Web Fund (235) 241 - PARKS ENHANCEMENT FUND $ 35,050 $ 75,050 $ 35,050 $ 37,371 Operating $ 35,050 $ 75,050 $ 35,050 $ 37,371 35,050 75,050 35,050 37,371 Park s Souvenir Fund (239) 255 - DETENTION OPERATIONS $ 170,497,876 $ 170,522,089 $ 170,497,876 $ 173,940,798 Operating $ 170,497,876 $ 170,497,876 $ 170,497,876 $ 173,940,798 170,497,876 170,497,876 170,497,876 173,940,798 General Fund (100) Jail Tax Maint. Of Effort Non-Recurring $ General Fund (100) - Juvenile Probation - $ 24,213 $ - $ - - 24,213 - - 265 - PUBLIC HEALTH FEES $ 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 30,000 506 - ENVIRONMTL SVCS ENV HEALTH $ - $ 5,745 $ 5,745 $ - Non-Recurring $ - $ 5,745 $ 5,745 $ - - 5,745 5,745 General Fund (100) - Fee Waivers 572 - ANIMAL CONTROL LICENSE SHELTER $ 13,500 $ 13,500 $ 13,500 $ - Non-Recurring $ 13,500 $ 13,500 $ 13,500 $ - 13,500 13,500 13,500 - Intergovernmental Capital Fund (422) DEBT SERVICE $ 31,248,230 $ 31,248,230 $ 31,248,230 $ 3,082,631 Operating $ 1,140,444 $ 1,140,444 $ 1,140,444 $ 1,139,945 Non-Recurring $ 30,107,786 $ 30,107,786 $ 30,107,786 $ 1,942,686 320 - COUNTY IMPROVEMENT DEBT $ 20,515,000 $ 20,515,000 $ 20,515,000 $ 3,082,631 Operating $ - $ - $ - $ 1,139,945 Animal Control License Shelter (572) - Debt Service - - - 1,033,474 Animal Control Field Operations (574) - Debt Service - - - 106,471 Non-Recurring $ General Fund County Imrpovement Fund (445) 20,515,000 $ 20,515,000 $ 20,515,000 $ 1,942,686 20,515,000 20,515,000 20,515,000 1,942,686 321 - COUNTY IMPROVEMENT DEBT 2 $ 10,733,230 $ 10,733,230 $ 10,733,230 $ - Operating $ 1,140,444 $ 1,140,444 $ 1,140,444 $ - 1,033,926 1,033,926 1,033,926 - Animal Control License Shelter (572) - Debt Service Animal Control Field Operations (574) - Debt Service Non-Recurring General Fund County Imrpovement Fund (445) 106,518 $ 106,518 106,518 - 9,592,786 $ 9,592,786 $ 9,592,786 $ - 9,592,786 9,592,786 9,592,786 - 161 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Fund Transfers In (continued) Fund/Function/Transfer CAPITAL PROJECTS FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED REVISED FORECAST ADOPTED $ 230,163,349 $ 233,737,441 $ 232,663,349 $ Operating $ 4,949,797 $ 4,949,797 $ 4,949,797 $ 303,408,371 23,388,849 Non-Recurring $ 225,213,552 $ 228,787,644 $ 227,713,552 $ 280,019,522 234 - TRANSPORTATION CAPITAL PROJECT $ 48,134,797 $ 48,134,797 $ 48,134,797 $ 48,134,797 Non-Recurring $ 48,134,797 $ 48,134,797 $ 48,134,797 $ 48,134,797 48,134,797 48,134,797 48,134,797 48,134,797 Transportation Operations (232) 445 - GENERAL FUND CTY IMPROV $ 66,097,004 $ 67,171,096 $ 66,097,004 $ 145,164,013 Operating $ 4,949,797 $ 4,949,797 $ 4,949,797 $ 11,161,349 4,949,797 4,949,797 4,949,797 General Fund (100) Non-Recurring $ General Fund (100) 11,161,349 61,147,207 $ 62,221,299 $ 61,147,207 $ 134,002,664 61,147,207 62,221,299 61,147,207 134,002,664 455 - DETENTION CAPITAL PROJECTS $ 21,958,340 $ 21,958,340 $ 21,958,340 $ 7,248,089 Operating $ - $ - $ - $ 587,500 $ 21,958,340 $ 21,958,340 $ 21,958,340 $ 6,660,589 21,958,340 21,958,340 21,958,340 6,660,589 Detention Fund (255) Non-Recurring 587,500 Detention Fund (255) 460 - TECHNOLOGY CAP IMPROVEMENT $ 67,308,317 $ 67,308,317 $ 67,308,317 $ 77,861,471 Operating $ - $ - $ - $ 11,640,000 $ 67,308,317 $ 67,308,317 $ 67,308,317 $ 66,221,471 67,308,317 67,308,317 67,308,317 66,221,471 General Fund (100) Non-Recurring - General Fund County Improvement Fund (445) - - 11,640,000 461 - DETENTION TECH CAP IMPROVEMENT $ 26,664,891 $ 29,164,891 $ 29,164,891 $ 25,000,001 Non-Recurring $ 26,664,891 $ 29,164,891 $ 29,164,891 $ 25,000,001 26,664,891 29,164,891 29,164,891 25,000,001 Detention Capital Projects Fund (455) INTERNAL SERVICE Non-Recurring $ $ 9,620,415 $ 9,620,415 $ 22,005,415 $ 22,005,415 $ 4,571,393 $ 4,571,393 $ 14,991,722 14,991,722 675 - RISK MANAGEMENT $ - $ 12,385,000 $ - $ 9,942,700 Non-Recurring $ - $ 12,385,000 $ - $ 9,942,700 General Fund (100) - 8,300,000 - 9,942,700 Detention Fund (255) - 4,085,000 - - 676 - COUNTY MANAGER RISK MANAGEMENT $ 9,620,415 $ 9,620,415 $ 4,571,393 $ 5,049,022 Non-Recurring $ 9,620,415 $ 9,620,415 $ 4,571,393 $ 5,049,022 9,620,415 9,620,415 4,571,393 5,049,022 $ 441,608,420 $ 457,637,470 $ 439,583,863 $ 497,627,893 Operating $ 176,653,167 $ 176,693,167 $ 177,171,887 $ 198,536,963 Non-Recurring $ 264,955,253 $ 280,944,303 $ 262,411,976 $ 284,099,208 ELIMINATIONS $ (441,608,420) $ (457,637,470) $ (439,583,863) $ (497,627,893) Operating $ (176,653,167) $ (176,693,167) $ (177,171,887) $ (198,536,963) Non-Recurring $ (264,955,253) $ (280,944,303) $ (262,411,976) $ (299,090,930) $ - $ - $ - $ General Fund (100) TOTAL BEFORE ELIMINATIONS ALL FUNDS 162 - Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Fund Transfers Out Fund/Function/Transfer GENERAL FUND Operating FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED REVISED FORECAST ADOPTED $ 246,245,295 $ 255,649,345 $ 241,202,018 $ 345,766,533 $ 175,477,673 $ 175,477,673 $ 175,477,673 $ 196,772,147 170,497,876 170,497,876 170,497,876 173,940,798 30,000 30,000 30,000 30,000 4,949,797 4,949,797 4,949,797 11,161,349 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) Non-Recurring 11,640,000 $ 70,767,622 $ 80,171,672 $ 65,724,345 $ 148,994,386 61,147,207 62,221,299 61,147,207 134,002,664 9,620,415 9,620,415 4,571,393 5,049,022 - 8,300,000 - 9,942,700 Detention Fund (255) - Juvenile Probation - 24,213 - - Environmental Services Fee Fund (506) - 5,745 5,745 - General Fund Cap Improvement Fund (445) County Manager Risk Fund (676) Risk Management Fund (675) OTHER SPECIAL REVENUE $ 71,268,631 $ 77,893,631 $ 74,287,351 $ Operating $ 1,175,494 $ 1,215,494 $ 1,694,214 $ 1,764,816 Non-Recurring $ 70,093,137 $ 76,678,137 $ 72,593,137 $ 54,795,386 232 - TRANSPORTATION OPERATIONS $ 48,134,797 $ 48,134,797 $ 48,134,797 $ 48,134,797 Non-Recurring $ 48,134,797 $ 48,134,797 $ 48,134,797 $ 48,134,797 48,134,797 48,134,797 48,134,797 48,134,797 Transportation Capital Fund (234) 56,560,202 235 - DEL WEBB $ - $ - $ 518,720 $ - Operating Planning and Development Fee Fund (226) $ - $ - - $ - 518,720 $ 518,720 - 239 - PARKS SOUVENIR $ 35,050 $ 75,050 $ 35,050 $ 37,371 Operating Park s Enhancement Fund (241) $ 35,050 $ 35,050 75,050 $ 75,050 35,050 $ 35,050 37,371 37,371 255 - DETENTION OPERATIONS $ 21,958,340 $ 28,543,340 $ 24,458,340 $ 7,248,089 Operating Detention Capital Projects Fund (455) $ - $ - $ - $ 587,500 587,500 Non-Recurring Detention Capital Projects Fund (455) Detention Tech Cap Improvement (461) Risk Management Fund (385) $ 21,958,340 $ 21,958,340 - 28,543,340 $ 21,958,340 2,500,000 4,085,000 24,458,340 $ 21,958,340 2,500,000 - 6,660,589 6,660,589 - 572 - ANIMAL CONTROL LICENSE SHELTER $ 1,033,926 $ 1,033,926 $ 1,033,926 $ 1,033,474 Operating $ 1,033,926 $ 1,033,926 1,033,926 $ 1,033,474 1,033,926 1,033,926 1,033,926 1,033,474 County Improvement Debt Fund (320) 574 - ANIMAL CONTROL FIELD OPERATION $ 106,518 $ 106,518 $ 106,518 $ 106,471 Operating $ 106,518 $ 106,518 $ 106,518 $ 106,471 106,518 106,518 106,518 106,471 County Improvement Debt Fund (320) 163 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Fund Transfers Out (continued) Fund/Function/Transfer CAPITAL PROJECTS FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED REVISED FORECAST ADOPTED $ 124,094,494 $ 124,094,494 $ 124,094,494 $ 95,301,158 Non-Recurring $ 124,094,494 $ 124,094,494 $ 124,094,494 $ 95,301,158 422 - INTERGOVERNMENTAL CAP PROJ $ 13,500 $ 13,500 $ 13,500 $ - Non-Recurring $ 13,500 $ 13,500 $ 13,500 $ - 13,500 13,500 13,500 - Animal Control License Shelter (572) 445 - GENERAL FUND CTY IMPROV $ 97,416,103 $ 97,416,103 $ 97,416,103 $ 68,281,157 Non-Recurring $ 97,416,103 $ 97,416,103 $ 97,416,103 $ 68,281,157 Technology Capital Improvement (460) 67,308,317 67,308,317 67,308,317 66,221,471 County Improvement Debt Fund (320) 20,515,000 20,515,000 20,515,000 1,942,686 9,592,786 9,592,786 9,592,786 - - - - 117,000 County Improvement Debt 2 Fund (321) General Fund (100) 455 - DETENTION CAPITAL PROJECTS $ 26,664,891 $ 26,664,891 $ 26,664,891 $ 25,000,001 Non-Recurring $ 26,664,891 $ 26,664,891 $ 26,664,891 $ 25,000,001 26,664,891 26,664,891 26,664,891 25,000,001 Detention Tech Cap Improvement (461) 460 - TECHNOLOGY CAP IMPROVEMENT $ - $ - $ - $ 2,020,000 Non-Recurring $ - $ - $ - $ 2,020,000 - - - 2,020,000 General Fund (100) TOTAL BEFORE ELIMINATIONS $ 441,608,420 $ 457,637,470 $ 439,583,863 $ 497,627,893 Operating $ 176,653,167 $ 176,693,167 $ 177,171,887 $ 198,536,963 Non-Recurring $ 264,955,253 $ 280,944,303 $ 262,411,976 $ 299,090,930 ELIMINATIONS $ (441,608,420) $ (457,637,470) $ (439,583,863) $ (497,627,893) Operating $ (176,653,167) $ (176,693,167) $ (177,171,887) $ (198,536,963) Non-Recurring $ (264,955,253) $ (280,944,303) $ (262,411,976) $ (299,090,930) $ - $ ALL FUNDS 164 - $ - $ - Maricopa County Annual Business Strategies FY 2014 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 ACTUAL ADOPTED REVISED FORECAST ADOPTED Fund Transfers (see Schedule) Operating (235,570,721) $ (176,653,167) $ (176,693,167) $ (177,171,887) $ (198,536,963) (219,747,202) (264,955,253) (280,944,303) (262,411,976) (299,090,930) $ (455,317,923) $ (441,608,420) $ (457,637,470) $ (439,583,863) $ (497,627,893) $ (151,120,029) $ (157,712,674) $ (159,026,549) $ (158,886,875) $ (163,263,729) $ (606,437,952) $ (599,321,094) $ (616,664,019) $ (598,470,738) $ (660,891,622) $ Non-Recurring Internal Service Charges Totals Personnel Year-over-year, the total number of positions in FY 2014 is decreasing by 0.1% or 7.35 Full-time Equivalent (FTE) positions over the FY 2013 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 10% 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. Adult Probation (110) Changes to the Adult Probation staff are as follows: • 17.9 FTE positions are added to the General Fund to address ongoing caseload growth in the following programs: Community Restitution, Domestic Violence, Drug Treatment and Education, Sex Offenders, and Interstate Compact. • 24.0 FTE positions are added to the Detention Operations Fund to address ongoing caseload growth in the following programs: Work Furlough, Pretrial Jail, Pretrial Electronic Monitoring and Supervision, and Prison Re-entry. • 135.0 FTE positions were shifted from the General Fund to the Detention Fund since these positions contribute to the maintenance and operation of jail facilities and potentially reduce the expense of adult jail facilities. Assistant County Manager (940) Two FTE were moved from the Finance Department to the Assistant County Manager in FY 2014. Assistant County Manager (960) Two FTE were moved from Animal Care and Control to the Assistant County Manager in FY 2014 165 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules County Attorney (190) The Maricopa County Attorney's Office deleted 17.5 Non-Recurring (0001) FTE and created 6.5 Operating (0000) FTE in the Civil Services Division to meet increased demand. Assistant County Manager (930) One FTE was moved from the Planning and Development Department to the Deputy County Manager in FY 2014. Education Services (370) The department is inactivating 8.0 FTE Education Service Peer Evaluators and 4.0 FTE Schools Program Managers from the School Grant Fund in FY 2014 since the positions are no longer necessary to fulfill grant requirements. One FTE Programmer was added in the General Fund to address the information technology needs within the department. Environmental Services (880) The FY 2013 Revised FTE count is artificially low. The FY 2013 Adopted and FY 2013 Forecast reflect a more accurate picture of the FTEs during FY 2013. The variance between the FY 2013 Adopted and FY 2014 Adopted FTE counts is 7, which includes the addition of ten Environmental Services Trainee positions that were added through Board approval to address the backlog of restaurant inspections, as well as a change in philosophy about employees gaining required certifications on their own, rather than through County sponsored methods. Additionally, 3 other positions have been eliminated as the Department’s needs evolved. Human Services (220) The staffing is reduced by 17.99 Staff Full Time Equivalents (FTEs) in anticipation of a reduction in funding for FY 2014. Depending on the actual grant awards received by the Department in FY 2014, further staffing reductions may be necessary. Integrated Criminal Justice System (ICJIS) (420) ICJIS added one IS Architect mid-year during FY 2013 for FY 2014. This position will serve as a back up to the current IS Architect and will assist in the development of new projects. Risk management (750) The Department will add a Workers Compensation Accounting Specialist and a Workers Compensation Claims Adjustor, as Workers Compensation will be managed in-house and not by a third party administrator. A contract Safety Representative position will become a regular full-time position in FY 2014. Waste Resources and Recycling (670) Waste Resources and Recycling is experiencing lower demand for Transfer Station services. As a result, the Department is reducing the hours of operation at its Transfer Stations for FY 2014. With a reduction in hours of operations, the Department will reduce its work force by 5 full-time equivalents, which include: 4 Transfer Station Attendant positions and 1 Equipment Operator position. 166 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund 010 100 020 100 030 100 040 100 050 100 060 100 110 100 201 211 255 120 100 140 100 150 100 207 215 160 100 205 208 216 218 274 180 100 DEPARTMENT/FUND BOARD OF SUPERVISORS DIST 1 GENERAL Department Total BOARD OF SUPERVISORS DIST 2 GENERAL Department Total BOARD OF SUPERVISORS DIST 3 GENERAL Department Total BOARD OF SUPERVISORS DIST 4 GENERAL Department Total BOARD OF SUPERVISORS DIST 5 GENERAL Department Total CLERK OF THE BOARD GENERAL Department Total ADULT PROBATION GENERAL ADULT PROBATION FEES ADULT PROBATION GRANTS DETENTION OPERATIONS Department Total ASSESSOR GENERAL Department Total CALL CENTER GENERAL Department Total EMERGENCY MANAGEMENT GENERAL PALO VERDE EMERGENCY MANAGEMENT Department Total CLERK OF THE SUPERIOR COURT GENERAL COURT DOCUMENT RETRIEVAL JUDICIAL ENHANCEMENT CLERK OF THE COURT GRANTS CLERK OF COURT FILL THE GAP CLERK OF THE COURT EDMS Department Total FINANCE GENERAL Department Total FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 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 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 2.80 2.80 (.20) (.20) (6.7%) (6.7% ) 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 12.00 - 0.0% 0.0% 922.00 1.50 68.00 80.00 1,071.50 864.50 1.50 47.50 157.00 1,070.50 859.50 1.50 40.50 157.00 1,058.50 860.00 1.50 50.50 157.00 1,069.00 746.90 1.50 34.75 317.00 1,100.15 (112.60) (5.75) 160.00 41.65 (13.1%) 0.0% (14.2%) 101.9% 3.9% 329.46 329.46 323.91 323.91 324.39 324.39 327.39 327.39 320.39 320.39 (4.00) (4.00) (1.2%) (1.2% ) 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 - 0.0% 0.0% 2.00 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 2.00 5.00 7.50 14.50 1.00 1.00 0.0% 25.0% 0.0% 7.4% 548.00 27.00 2.00 5.00 47.00 45.00 674.00 545.00 27.00 2.00 4.00 47.00 46.00 671.00 550.50 25.00 2.00 4.00 47.00 48.00 676.50 551.00 27.00 2.00 4.00 47.00 46.00 677.00 549.00 25.00 2.00 4.00 47.00 48.00 675.00 (1.50) (1.50) (0.3%) 0.0% 0.0% 0.0% 0.0% 0.0% (0.2% ) 37.00 37.00 38.00 38.00 37.00 37.00 37.00 37.00 35.00 35.00 (2.00) (2.00) (5.4%) (5.4% ) 167 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) 190 100 213 219 220 221 266 267 200 100 676 210 100 220 217 222 255 230 100 240 100 204 250 100 260 100 255 270 100 227 255 275 290 100 300 100 225 239 240 241 310 100 340 100 360 100 236 DEPARTMENT/FUND COUNTY ATTORNEY GENERAL COUNTY ATTORNEY RICO COUNTY ATTORNEY GRANTS DIVERSION COUNTY ATTORNEY FILL THE GAP CHECK ENFORCEMENT PROGRAM CRIM JUSTICE ENHANCEMENT Department Total COUNTY MANAGER GENERAL COUNTY MANAGER RISK MANAGEMENT Department Total ELECTIONS GENERAL Department Total HUMAN SERVICES CDBG HOUSING TRUST HUMAN SERVICES GRANTS DETENTION OPERATIONS Department Total INTERNAL AUDIT GENERAL Department Total JUSTICE COURTS GENERAL JUSTICE CT JUDICIAL ENHANCEMNT Department Total CONSTABLES GENERAL Department Total CORRECTIONAL HEALTH GENERAL DETENTION OPERATIONS Department Total JUVENILE PROBATION GENERAL JUVENILE PROBATION GRANTS DETENTION OPERATIONS JUVENILE PROBATION DIVERSION Department Total MEDICAL EXAMINER GENERAL Department Total PARKS AND RECREATION GENERAL SPUR CROSS RANCH CONSERVATION PARKS SOUVENIR LAKE PLEASANT RECREATION SVCS PARKS ENHANCEMENT FUND Department Total HUMAN RESOURCES GENERAL Department Total PUBLIC FIDUCIARY GENERAL Department Total RECORDER GENERAL RECORDERS SURCHARGE Department Total FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 778.00 62.00 19.00 30.00 8.00 21.00 918.00 769.00 1.00 68.00 28.00 33.00 9.00 24.00 932.00 765.00 1.00 77.00 37.00 36.50 9.00 24.00 949.50 765.00 1.00 77.00 37.00 36.50 9.00 24.00 949.50 742.00 1.00 86.00 37.00 36.50 9.00 24.00 935.50 (23.00) 9.00 (14.00) (3.0%) 0.0% 11.7% 0.0% 0.0% 0.0% 0.0% (1.5% ) 20.00 1.00 21.00 18.00 18.00 18.00 18.00 18.00 18.00 18.00 18.00 - 0.0% N/A 0.0% 54.00 54.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 52.00 - 0.0% 0.0% 8.00 370.00 7.00 385.00 6.00 366.00 8.00 380.00 6.50 370.99 8.00 385.49 7.50 377.99 8.00 393.49 5.00 359.50 364.50 (1.50) (11.49) (8.00) (20.99) (23.1%) (3.1%) (100.0%) (5.4% ) 17.00 17.00 19.00 19.00 19.50 19.50 20.00 20.00 19.00 19.00 (.50) (.50) (2.6%) (2.6% ) 330.03 3.00 333.03 332.03 3.00 335.03 330.00 3.00 333.00 330.00 3.00 333.00 329.03 3.00 332.03 (.97) (.97) (0.3%) 0.0% (0.3% ) 35.00 35.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 - 0.0% 0.0% 16.00 446.50 462.50 16.00 457.75 473.75 16.00 477.75 493.75 16.00 478.75 494.75 16.00 460.75 476.75 (17.00) (17.00) 0.0% (3.6%) (3.4% ) 278.00 59.00 392.10 4.00 733.10 272.00 60.00 372.10 4.00 708.10 266.00 61.00 366.10 4.00 697.10 267.00 62.00 369.10 4.00 702.10 267.00 60.00 362.10 4.00 693.10 1.00 (1.00) (4.00) (4.00) 0.4% (1.6%) (1.1%) 0.0% (0.6% ) 78.40 78.40 86.35 86.35 87.50 87.50 87.00 87.00 86.50 86.50 (1.00) (1.00) (1.1%) (1.1% ) 3.00 2.00 18.00 62.00 85.00 3.00 1.00 1.00 17.00 61.00 83.00 3.00 1.00 1.00 18.00 61.00 84.00 3.00 1.00 1.00 18.00 61.00 84.00 1.00 1.00 22.00 59.00 83.00 (3.00) 4.00 (2.00) (1.00) (100.0%) 0.0% 0.0% 22.2% (3.3%) (1.2% ) 48.80 48.80 47.80 47.80 49.00 49.00 48.00 48.00 46.00 46.00 (3.00) (3.00) (6.1%) (6.1% ) 41.30 41.30 41.30 41.30 41.30 41.30 41.29 41.29 41.30 41.30 - 0.0% 0.0% 36.00 27.00 63.00 35.00 27.00 62.00 35.00 28.00 63.00 35.00 29.00 64.00 35.00 27.00 62.00 (1.00) (1.00) 0.0% (3.6%) (1.6% ) 168 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) 370 100 255 669 715 782 795 390 100 532 615 618 410 100 681 420 255 430 100 440 226 460 100 470 100 490 100 500 100 251 252 255 258 520 100 209 233 262 540 100 550 100 DEPARTMENT/FUND EDUCATION SERVICE GENERAL DETENTION OPERATIONS SMALL SCHOOL SERVICE SCHOOL GRANT SCHOOL COMMUNICATION EDUCATIONAL SUPPLEMENTAL PROG Department Total BUS STRATEGIES HLTH CARE PROG GENERAL PUBLIC HEALTH GRANTS WELLNESS BENEFIT ADMINISTRATION Department Total ENTERPRISE TECHNOLOGY GENERAL TECHNOLOGY INFRASTRUCTURE Department Total INTEGRATED CRIM JUSTICE INFO DETENTION OPERATIONS Department Total TREASURER GENERAL Department Total PLANNING AND DEVELOPMENT PLANNING AND DEVELOPMENT FEES Department Total RESEARCH AND REPORTING GENERAL Department Total NON DEPARTMENTAL GENERAL Department Total MANAGEMENT AND BUDGET GENERAL Department Total SHERIFF GENERAL SHERIFF GRANTS INMATE SERVICES DETENTION OPERATIONS SHERIFF TOWING AND IMPOUND Department Total PUBLIC DEFENDER GENERAL PUBLIC DEFENDER TRAINING PUBLIC DEFENDER GRANTS PUBLIC DEFENDER FILL THE GAP Department Total LEGAL DEFENDER GENERAL Department Total LEGAL ADVOCATE GENERAL Department Total FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 22.00 1.00 17.50 1.00 18.80 60.30 21.00 12.00 1.00 58.00 2.00 17.00 111.00 21.00 12.00 1.00 93.00 4.00 14.00 145.00 21.00 12.00 1.00 93.00 4.00 14.00 145.00 22.00 12.00 1.00 81.00 4.00 14.00 134.00 1.00 (12.00) (11.00) 4.8% 0.0% 0.0% (12.9%) 0.0% 0.0% (7.6% ) 5.00 12.00 19.00 36.00 4.00 10.00 2.00 20.00 36.00 4.00 11.00 2.00 20.00 37.00 4.00 10.00 3.00 20.00 37.00 4.00 11.00 6.00 16.00 37.00 4.00 (4.00) - 0.0% 0.0% 200.0% (20.0%) 0.0% 88.71 44.00 132.71 114.33 51.00 165.33 120.05 60.00 180.05 117.05 60.00 177.05 113.99 55.00 168.99 (6.06) (5.00) (11.06) (5.0%) (8.3%) (6.1% ) 4.00 4.00 5.00 5.00 6.00 6.00 6.00 6.00 6.00 6.00 - 0.0% 0.0% 52.00 52.00 53.00 53.00 52.00 52.00 54.00 54.00 53.00 53.00 1.00 1.00 1.9% 1.9% 75.00 75.00 80.00 80.00 78.00 78.00 80.00 80.00 77.00 77.00 (1.00) (1.00) (1.3%) (1.3% ) 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 9.00 9.00 - - - - N/A N/A 20.00 20.00 18.00 18.00 19.00 19.00 19.00 19.00 19.00 19.00 - 0.0% 0.0% 971.00 29.00 95.00 2,462.00 3,557.00 1,046.00 29.00 112.00 2,385.00 3,572.00 1,042.75 24.00 118.00 2,390.00 3,574.75 1,045.75 24.00 118.00 2,391.00 3,578.75 1,044.00 24.00 118.00 2,390.00 2.00 3,578.00 1.25 2.00 3.25 0.1% 0.0% 0.0% 0.0% N/A 0.1% 392.48 3.00 4.00 10.00 409.48 388.48 3.00 4.00 10.00 405.48 406.48 3.00 3.00 9.00 421.48 406.58 3.00 3.00 9.00 421.58 406.48 3.00 3.00 9.00 421.48 - 0.0% 0.0% 0.0% 0.0% 0.0% 114.00 114.00 113.00 113.00 114.49 114.49 114.49 114.49 114.49 114.49 - 0.0% 0.0% 95.50 95.50 93.50 93.50 93.50 93.50 93.50 93.50 93.50 93.50 - 0.0% 0.0% 169 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) 560 100 570 100 640 223 232 670 100 290 580 700 100 255 720 100 255 730 100 673 740 654 750 675 790 572 573 574 800 100 208 238 264 850 503 504 860 100 265 532 DEPARTMENT/FUND CONTRACT COUNSEL GENERAL Department Total PUBLIC ADVOCATE GENERAL Department Total TRANSPORTATION TRANSPORTATION GRANTS TRANSPORTATION OPERATIONS Department Total WASTE RESOURCES AND RECYCLING GENERAL WASTE TIRE SOLID WASTE MANAGEMENT Department Total FACILITIES MANAGEMENT GENERAL DETENTION OPERATIONS Department Total PROTECTIVE SERVICES GENERAL DETENTION OPERATIONS Department Total PROCUREMENT SERVICES GENERAL REPROGRAPHICS Department Total EQUIPMENT SERVICES EQUIPMENT SERVICES Department Total RISK MANAGEMENT RISK MANAGEMENT Department Total ANIMAL CARE AND CONTROL ANIMAL CONTROL LICENSE SHELTER ANIMAL CONTROL GRANTS ANIMAL CONTROL FIELD OPERATION Department Total SUPERIOR COURT GENERAL JUDICIAL ENHANCEMENT SUPERIOR COURT GRANTS SUPERIOR COURT FILL THE GAP Department Total AIR QUALITY AIR QUALITY GRANT AIR QUALITY FEES Department Total PUBLIC HEALTH GENERAL PUBLIC HEALTH FEES PUBLIC HEALTH GRANTS Department Total FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 26.00 26.00 28.00 28.00 28.00 28.00 30.00 30.00 28.00 28.00 - 0.0% 0.0% 60.45 60.45 68.45 68.45 71.65 71.65 71.65 71.65 71.65 71.65 - 0.0% 0.0% 1.00 489.00 490.00 1.00 415.50 416.50 1.00 412.50 413.50 1.00 416.50 417.50 1.00 415.50 416.50 3.00 3.00 0.0% 0.7% 0.7% 10.50 18.00 28.50 26.00 2.00 28.00 26.00 2.00 28.00 26.00 2.00 28.00 21.00 2.00 23.00 (5.00) (5.00) (19.2%) 0.0% N/A (17.9% ) 119.00 30.00 149.00 125.00 30.00 155.00 135.00 30.00 165.00 135.00 30.00 165.00 136.00 30.00 166.00 1.00 1.00 0.7% 0.0% 0.6% 74.50 1.00 75.50 73.50 73.50 72.50 72.50 72.50 72.50 74.50 74.50 2.00 2.00 2.8% N/A 2.8% 25.00 9.00 34.00 30.00 9.00 39.00 28.00 9.00 37.00 30.00 9.00 39.00 30.00 9.00 39.00 2.00 2.00 7.1% 0.0% 5.4% 52.00 52.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 54.00 - 0.0% 0.0% 23.00 23.00 26.00 26.00 30.00 30.00 28.00 28.00 29.00 29.00 (1.00) (1.00) (3.3%) (3.3% ) 111.00 6.00 52.00 169.00 109.00 7.00 49.00 165.00 111.00 11.00 50.00 172.00 111.00 11.00 50.00 172.00 106.00 9.00 50.00 165.00 (5.00) (2.00) (7.00) (4.5%) (18.2%) 0.0% (4.1% ) 1,103.50 7.00 23.00 32.00 1,165.50 1,140.00 8.00 23.00 32.00 1,203.00 1,148.00 8.00 27.00 33.00 1,216.00 1,144.00 8.00 26.00 33.00 1,211.00 1,145.00 6.00 26.00 33.00 1,210.00 (3.00) (2.00) (1.00) (6.00) (0.3%) (25.0%) (3.7%) 0.0% (0.5% ) 24.60 118.00 142.60 21.60 119.00 140.60 20.60 122.50 143.10 20.60 121.50 142.10 20.60 120.50 141.10 (2.00) (2.00) 0.0% (1.6%) (1.4% ) 131.25 53.00 429.75 614.00 131.15 63.00 407.20 601.35 131.25 62.00 421.20 614.45 131.25 63.00 423.20 617.45 134.75 63.00 415.20 612.95 3.50 1.00 (6.00) (1.50) 2.7% 1.6% (1.4%) (0.2% ) 170 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Department and Fund (continued) 880 100 506 920 100 930 226 940 100 950 100 249 255 960 100 572 DEPARTMENT/FUND ENVIRONMENTAL SERVICES GENERAL ENVIRONMTL SVCS ENV HEALTH Department Total DEPUTY COUNTY MANAGER 920 GENERAL Department Total DEPUTY COUNTY MANAGER 930 PLANNING AND DEVELOPMENT FEES Department Total ASSISTANT COUNTY MANAGER 940 GENERAL Department Total ASSISTANT COUNTY MANAGER 950 GENERAL NON DEPARTMENTAL GRANT DETENTION OPERATIONS Department Total ASSISTANT COUNTY MANAGER 960 GENERAL ANIMAL CONTROL LICENSE SHELTER Department Total COUNTY FY 2013 FY 2012 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % REVISED FORECAST ADOPTED VARIANCE 44.00 240.00 284.00 45.00 241.00 286.00 43.00 234.00 277.00 45.00 247.00 292.00 45.00 248.00 293.00 2.00 14.00 16.00 4.7% 6.0% 5.8% 6.00 6.00 10.00 10.00 12.00 12.00 13.00 13.00 13.00 13.00 1.00 1.00 8.3% 8.3% 32.00 32.00 33.25 33.25 41.50 41.50 41.50 41.50 40.50 40.50 (1.00) (1.00) (2.4%) (2.4% ) 6.00 6.00 5.75 5.75 4.63 4.63 5.63 5.63 7.30 7.30 2.68 2.68 57.8% 57.8% 4.00 4.00 5.00 1.00 6.00 5.00 1.00 6.00 5.00 1.00 6.00 3.00 1.00 4.00 8.00 (2.00) 4.00 2.00 (40.0%) 0.0% N/A 33.3% 1.00 1.00 13,379.88 1.00 1.00 13,452.69 1.00 1.00 13,587.36 1.00 1.00 13,640.45 1.00 2.00 3.00 13,548.22 2.00 2.00 (39.15) 0.0% N/A 200.0% (0.3% ) 171 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title MARKET RANGE TITLE Accountant Accounting Manager – Treasurer Accounting Specialist Accounting Specialist Supervisor Admin & Operations Mgr Admin/Operations Specialist Admin/Operations Supv Administrative Assistant Administrative Manager Administrative Services Mgr Administrative Specialist Administrative Staff Supv Administrative Supervisor Administrator 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 Animal Care & Control Manager Animal Care Supervisor Animal Care Technician Animal Care Technician Lead Animal Control Officer Animal Control Supervisor Animal Health Supervisor Animal Health Technician Animal Health Technician - Ld Animal Health Technician Lead Applications Development Mgr Applications Development Supv Appraiser Appraiser Manager Appraiser Senior Appraiser Supervisor Appraiser Trainee Assistant County Manager Atmospheric Science Pro Attorney Attorney - Civil Practice Mgr 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 Vendor Relations Mgr BOS Press Secretary Budget Administrator FY 2013 FY 2014 FY 2013 FY 2012 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 42.00 1.00 2.4% 48.00 40.00 41.00 42.00 1.00 1.00 N/A 1.00 85.50 83.00 (2.50) (2.9%) 86.50 82.50 85.50 1.00 1.00 0.0% 1.00 3.00 1.00 1.00 2.00 1.00 100.0% 4.00 187.50 187.50 181.50 (6.00) (3.2%) 179.60 184.50 2.00 1.00 N/A 3.00 3.00 N/A 16.00 14.00 9.00 10.00 9.00 0.0% 3.00 3.00 3.00 0.0% N/A 1.00 7.1% 54.00 50.00 42.00 42.00 45.00 3.00 70.00 60.00 62.00 61.00 61.00 (1.00) (1.6%) (10.0%) (1.00) 17.00 12.00 10.00 11.00 9.00 0.0% 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 4.00 3.00 3.00 3.00 0.0% 3.00 0.0% 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 40.00 39.00 39.00 39.00 0.0% 6.00 6.00 6.00 6.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 0.0% 2.00 2.00 2.00 40.00 41.00 38.00 38.00 38.00 0.0% 3.00 3.00 3.00 0.0% 34.00 34.00 0.0% 39.00 35.00 34.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% 1.00 1.00 1.00 1.00 1.00 13.00 13.00 11.00 (2.00) (15.4%) 13.00 12.00 N/A 1.00 1.00 1.00 0.0% 13.00 (1.00) (7.1%) 9.00 9.00 14.00 14.00 9.00 13.00 9.00 9.00 7.00 (2.00) (22.2%) 108.00 99.00 100.48 100.48 100.48 0.0% 7.00 7.00 0.0% 6.00 6.00 7.00 13.96 11.48 11.48 11.48 11.48 0.0% 0.0% 18.00 19.00 17.00 17.00 17.00 17.00 20.00 17.00 0.0% 5.00 16.00 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 697.11 (2.00) (0.3%) 537.29 682.93 699.11 700.21 0.0% 5.00 5.00 5.00 5.00 18.00 13.00 13.00 13.00 13.00 0.0% 4.00 6.00 6.00 6.00 0.0% 4.00 40.00 N/A 43.50 N/A 10.00 N/A 45.14 N/A 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 1.00 0.0% 117.00 0.0% 114.00 116.00 117.00 117.00 6.00 5.00 5.00 5.00 5.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 N/A 1.00 0.0% 1.00 1.00 1.00 1.00 172 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Budget Analyst 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 Clerk of Board Assistant Clerk of Board Supervisor 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 FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 13.00 11.00 11.00 11.00 11.00 0.0% 0.0% 3.00 3.00 3.00 3.00 3.00 (3.7%) 23.00 27.00 27.00 27.00 26.00 (1.00) (8.3%) (2.00) 18.00 20.00 24.00 24.00 22.00 0.0% 2.00 2.00 2.00 0.0% 18.00 22.00 22.00 18.00 18.00 0.0% 4.00 4.00 4.00 N/A 1.00 7.00 0.0% 7.00 5.00 7.00 4.00 0.0% 4.00 4.00 4.00 4.00 27.00 0.0% 27.00 25.00 27.00 27.00 8.00 8.00 0.0% 8.00 8.00 8.00 1.00 1.00 1.00 0.0% 1.00 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 1.00 0.0% 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 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 1.00 1.00 1.00 1.00 0.0% 3.00 6.00 1.00 20.0% 4.00 4.00 5.00 3.00 (3.00) (100.0%) 1.00 3.00 N/A 1.00 2.00 2.00 0.0% 2.00 4.00 4.00 4.00 0.0% 4.00 5.00 0.0% 3.00 3.00 3.00 3.00 3.00 21.00 20.00 20.00 20.00 0.0% 21.00 1.00 1.00 1.00 1.00 1.00 0.0% 26.00 1.00 4.0% 23.00 22.00 25.00 25.00 4.00 3.00 4.00 4.00 4.00 0.0% 3.00 (1.00) (25.0%) 1.00 3.00 4.00 4.00 3.00 2.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 N/A 4.00 12.00 12.00 8.00 (4.00) (33.3%) 2.80 2.80 3.00 3.00 3.00 0.0% 0.0% 1.00 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 3.00 0.0% 0.0% 13.00 12.00 12.00 12.00 12.00 4.00 0.0% 5.00 4.00 4.00 4.00 13.00 13.00 0.0% 13.00 13.00 13.00 10.00 9.00 10.00 10.00 10.00 0.0% 3.00 3.75 1.49 1.49 1.00 (.49) (32.9%) 1.00 1.00 1.00 0.0% 3.00 3.00 2.00 2.00 2.00 0.0% 0.0% 39.00 36.00 32.00 32.00 32.00 3.00 3.00 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 1.00 0.0% 59.00 59.00 59.00 59.00 59.00 0.0% 4.00 11.00 11.00 11.00 0.0% 32.00 33.00 33.00 33.00 33.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 4.00 3.00 3.00 3.00 3.00 0.0% 173 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Court Probate Investigator Court Reporter Court Reporter Manager Courtroom Clerk Courtroom Services Supervisor Crew Leader Crime Scene Specialist Crime Scene Specialist-Sheriff Crime Scene Supervisor Criminal Intelligence Analyst 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 - Finance Deputy Director – Human Resources Deputy Director - Human Services Deputy Director - Intrnl Audit 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 - Risk Mgmt Deputy Director - Superior Court Detention Ofcr Supervisor 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 Princpl Dietitian/Nutritionist Supv Director FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 6.00 6.00 6.00 0.0% 0.0% 51.50 51.50 51.50 51.50 51.50 0.0% 1.00 1.00 1.00 1.00 1.00 (3.0%) (6.50) 214.50 213.50 220.00 220.50 213.50 0.0% 17.00 16.00 16.00 16.00 16.00 0.0% 11.00 11.00 11.00 11.00 11.00 0.0% 19.00 23.00 23.00 22.50 23.00 9.00 1.00 12.5% 8.00 8.00 8.00 8.00 6.00 0.0% 6.00 6.00 6.00 6.00 5.00 0.0% 5.00 5.00 3.00 3.00 0.0% 3.00 4.00 3.00 2.00 2.00 0.0% 3.00 2.00 2.00 19.00 19.00 18.49 (.51) (2.7%) 17.26 18.33 4.00 4.00 4.00 4.00 0.0% 5.00 3.00 3.00 3.00 0.0% 3.00 3.00 1.00 1.00 1.00 1.00 0.0% 1.00 0.0% 1.50 1.50 1.50 1.50 1.50 0.0% 2.00 2.00 3.00 3.00 3.00 (4.0%) 5.00 5.00 5.00 5.00 4.80 (.20) 0.0% 8.00 8.00 8.00 0.0% 1.00 1.00 2.00 2.00 2.00 1.00 1.00 N/A 39.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 0.0% 2.00 2.00 2.00 1.00 1.00 0.0% 1.00 1.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% N/A 1.00 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 0.0% 3.00 0.0% 2.00 3.00 3.00 3.00 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 0.0% 2.00 2.00 2.00 2.00 0.0% 0.0% 1.50 7.50 7.50 7.50 7.50 1.00 1.00 1.00 1.00 0.0% 0.0% 1.00 1.00 1.00 1.00 4.00 0.0% 4.00 4.00 4.00 1.00 N/A 25.00 25.00 27.00 27.00 26.00 (1.00) (3.7%) 1,848.00 1,887.00 1,894.00 1,895.00 1,894.00 0.0% 220.10 (5.00) (2.2%) 259.10 240.10 225.10 227.10 11.00 11.00 13.00 13.00 13.00 0.0% 0.0% 65.00 65.00 65.00 65.00 65.00 201.00 202.00 203.00 203.00 203.00 0.0% 23.00 24.00 27.00 27.00 25.00 (2.00) (7.4%) 7.00 7.00 7.00 7.00 7.00 0.0% 110.00 104.93 97.93 100.93 99.93 2.00 2.0% 20.20 21.35 26.60 26.60 27.60 1.00 3.8% (1.00) (100.0%) 1.00 1.00 3.00 3.00 3.00 3.00 0.0% 4.00 3.00 1.00 1.00 (1.00) (100.0%) 174 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Director - Air Quality Director - Bus Strat & Hlthcare Prog Director - Clerk of the Board Director - Communications Director - Correctional Health Director - Elections Director - Emergency Mgt Director - Environmental Svcs Director - Equipment Services Director - Facilities Mgt Director - Finance Director - Geographic Information Systems Director - Govt Relations Director - Human Resources Director - Human Services Director - Internal Audit Director - Justice Courts Director - Legal Defense Director - Materials Mgt Director - Medical Examiner Director - Parks & Recreation Director - Plng & Development 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 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 Electronic Technician Senior Emergency Communication Mgr Emergency Dispatch Supervisor Emergency Dispatcher Emergency Operator Employee Records Specialist Employee Records Supervisor Employee Relations Analyst-Cty Engineer Engineer - Air Quality Engineering Associate FY 2014 FY 2012 FY 2013 FY 2013 FY 2013 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 1.00 0.0% 1.00 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 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 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 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 N/A 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 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 4.00 4.00 0.0% 5.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 0.0% 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 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 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 0.0% 1.00 1.00 1.00 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 0.0% 1.00 1.00 29.00 29.00 29.00 0.0% 29.00 29.00 0.0% 1.00 1.00 1.00 1.00 3.00 3.00 3.00 3.00 0.0% 34.00 42.00 42.00 34.00 (8.00) (19.0%) 2.00 7.00 10.00 10.00 10.00 0.0% 42.00 46.50 40.00 40.00 41.00 1.00 2.5% 26.00 1.00 4.0% 25.00 25.00 25.00 26.00 53.00 53.00 57.00 57.00 55.00 (2.00) (3.5%) 43.00 41.00 51.50 51.50 45.50 (6.00) (11.7%) 36.00 40.00 34.00 39.00 39.00 5.00 14.7% 1.00 2.00 2.00 3.00 2.00 0.0% 37.00 38.00 38.00 38.00 38.00 0.0% 12.00 12.00 12.00 12.00 12.00 0.0% 3.00 3.00 3.00 0.0% 10.00 10.00 7.00 7.00 8.00 1.00 14.3% 0.0% 1.00 1.00 1.00 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% 4.00 4.00 2.00 2.00 2.00 0.0% 0.0% 1.00 1.00 1.00 4.00 4.00 4.00 4.00 4.00 0.0% 36.00 36.00 36.00 37.00 37.00 1.00 2.8% 2.00 2.00 (2.00) (100.0%) 37.00 39.00 35.00 36.00 37.00 2.00 5.7% 175 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Engineering Drainage Mgr Engineering Manager Engineering Specialist Engineering Supervisor Engineering Technician Enterprise Architect Environmental Enforcement Spec Environmental Spclst Supv Environmental Spec Trainee Environmental Specialist Environmental Svcs Div Mgr Environmental Svcs Opts Supv Epidemiologist Epidemiologist - Principal Epidemiology Manager Epidemiology Supervisor Equipment Operator Equipment Svcs Administrator Ergonomist - County Exec Asst to Executive Officer Executive Assistant Executive Assistant - Elected Official 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 FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 1.00 1.00 1.00 0.0% 0.0% 7.00 5.00 4.00 4.00 4.00 0.0% 22.00 19.00 21.00 21.00 21.00 (9.1%) (1.00) 12.00 12.00 11.00 11.00 10.00 0.0% 29.00 23.00 23.00 23.00 23.00 (1.00) (14.3%) 6.00 8.00 7.00 7.00 0.0% 10.00 7.00 7.00 7.00 7.00 29.00 1.00 3.6% 36.00 29.00 28.00 29.00 10.00 0.0% 10.00 10.00 128.00 10.00 8.5% 170.00 128.00 118.00 128.00 3.00 3.00 0.0% 3.00 8.00 8.00 0.0% 8.00 16.00 16.00 18.50 2.50 15.6% 12.40 14.50 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 (1.9%) 53.00 (1.00) 55.00 54.00 54.00 54.00 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% 2.00 4.00 4.00 4.00 (2.00) (9.1%) 28.00 25.00 22.00 23.00 20.00 4.00 8.00 8.00 8.00 0.0% 3.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 0.0% 6.00 4.00 4.00 6.00 6.00 0.0% 5.00 6.00 5.00 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 0.0% 1.00 1.00 2.00 2.00 2.00 0.0% 2.00 N/A 1.00 2.00 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 1.00 0.0% 4.00 (1.00) (20.0%) 2.00 4.00 5.00 5.00 1.00 1.00 1.00 1.00 1.00 0.0% 18.00 0.0% 16.00 18.00 18.00 18.00 1.00 2.00 1.00 1.00 1.00 0.0% 16.00 17.00 16.00 16.00 16.00 0.0% 10.00 8.00 8.00 8.00 0.0% 8.00 11.00 12.00 12.00 1.00 9.1% 0.0% 1.00 1.00 1.00 1.00 9.00 11.00 11.00 11.00 11.00 0.0% 4.00 13.3% 28.00 29.00 30.00 29.00 34.00 5.00 0.0% 7.00 6.00 5.00 5.00 4.00 4.00 0.0% 3.00 5.00 4.00 17.00 N/A 15.00 16.00 16.00 16.00 16.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 15.00 14.00 14.00 14.00 14.00 0.0% 0.0% 3.00 3.00 3.00 3.00 3.00 10.00 10.00 10.00 10.00 10.00 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% 12.00 12.00 12.00 12.00 12.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% .60 .60 .75 .75 .75 0.0% .75 .75 .80 .75 .75 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 176 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Forensic Technician General Laborer General Laborer Supervisor General Maintenance Worker GIS Programmer/Analyst GIS Programmer/Analyst - Ld GIS Technician Government Relations Liaison Grant/Contract Admin Supervisor 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 Heavy Equipment Operator - Sr Help Desk Coordinator Help Desk Coordinator - Sr/Ld Highway/Flood Operations Supt HST Analyst Human Resources Analyst Human Resources Associate Human Resources Manager Human Resources Manager – Large Human Resources Manager – RDSA 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 HVAC Technician HVAC Technician Senior Infection Control Specialist Inspection Division Manager Inspection Supervisor Inspector Instrumentation Technician Air Intern Internal Audit Manager Internal Audit Supervisor Internal Audit Supervisor – Specialized Internal Auditor Internal Auditor Senior Internal Auditor Senior – Specialized Interpretive Ranger Investigation Commander - MCAO Investigations Supv - Defense Investigations Supv - MCAO Investigations Task Force Commander – MCAO Investigator Investigator Investigator - Defense Investigator - MCAO FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 9.00 9.00 9.00 9.00 9.00 0.0% (1.3%) 73.00 79.00 79.00 79.00 78.00 (1.00) 0.0% 4.00 5.00 5.00 5.00 5.00 0.0% 72.00 70.00 70.00 70.00 70.00 0.0% 16.00 6.00 8.00 8.00 8.00 (1.00) (33.3%) 2.00 2.00 2.00 3.00 3.00 0.0% 23.00 21.50 21.50 21.50 21.50 N/A 1.00 5.00 0.0% 5.00 3.00 4.00 5.00 15.60 (3.00) (16.1%) 19.60 19.60 18.60 18.60 4.00 3.00 (1.00) (25.0%) 3.00 3.00 4.00 23.29 24.30 1.00 4.3% 24.30 24.30 23.30 2.00 2.00 2.00 0.0% 2.00 47.35 49.35 45.35 (2.00) (4.2%) 35.10 35.35 10.00 10.00 10.00 0.0% 9.00 10.00 107.10 109.80 109.80 109.80 0.0% 115.10 16.0% 29.00 4.00 30.00 30.00 25.00 25.00 (100.0%) 4.00 4.00 (4.00) 1.00 4.0% 22.00 24.00 25.00 25.00 26.00 0.0% 10.00 10.00 10.00 10.00 8.00 (3.00) (100.0%) 3.00 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 30.00 0.0% 27.00 27.00 30.00 30.00 11.00 12.00 11.00 10.00 10.00 (1.00) (9.1%) 10.00 11.00 1.00 10.0% 9.00 10.00 2.00 1.00 (1.00) (50.0%) 2.00 2.00 1.00 1.00 1.00 0.0% 3.00 3.00 0.0% 3.00 2.00 3.00 1.00 1.00 1.00 0.0% 1.00 32.00 29.00 32.00 33.00 31.00 (1.00) (3.1%) 1.00 N/A 15.00 5.00 5.00 5.00 5.00 0.0% 2.00 0.0% 6.00 2.00 2.00 2.00 3.00 3.00 4.00 4.00 4.00 0.0% 14.00 0.0% 14.00 14.00 2.00 2.00 (2.00) (100.0%) 31.00 32.00 32.00 32.00 32.00 0.0% 1.00 1.00 1.00 0.0% 6.00 7.00 7.00 7.00 7.00 0.0% 3.2% 33.00 34.00 31.00 32.00 32.00 1.00 13.00 13.00 13.00 13.00 13.00 0.0% 0.0% 2.50 2.50 2.50 2.50 2.50 1.00 N/A 2.00 2.00 3.00 3.00 0.0% 4.00 3.00 3.00 2.00 2.00 2.00 2.00 0.0% 11.00 4.50 4.50 4.50 4.50 0.0% 4.00 4.50 4.00 5.00 .50 11.1% 2.50 2.50 2.50 2.50 0.0% 0.0% 12.00 12.00 12.00 12.00 12.00 1.00 N/A 5.00 5.00 5.00 5.00 5.00 0.0% 5.00 5.00 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 1.00 1.00 1.00 0.0% 34.00 N/A 43.00 42.00 42.00 42.00 0.0% 43.00 3.00 41.00 48.00 48.00 48.00 0.0% 177 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Investigator Chief - MCAO IS Architect IS Project Management Manager IS Project Manager IS Project Manager (Senior/Lead) IT Consultant IT Division Manager IT Operations Manager IT Senior Manager IT Services Supv Judicial Assistant Judicial Assistant Coordinator Judicial Clerk Supervisor Justice Of The Peace Justice System Administrator Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Justice System Manager Laboratory Manager Laboratory Supervisor Laboratory Technician Laboratory Technologist Law Enforcement Captain Law Enforcement Lieutenant Law Enforcement Officer 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 Coordinator 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 FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% 9.00 7.00 10.00 9.00 10.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 10.00 12.00 12.00 13.00 12.00 (7.1%) 10.00 10.00 14.00 15.00 13.00 (1.00) 0.0% 11.50 9.45 10.00 11.50 12.50 (1.00) (7.7%) 10.00 12.00 13.00 13.00 12.00 1.00 (1.00) (50.0%) 3.00 3.00 2.00 2.00 8.00 0.0% 8.00 9.00 7.00 8.00 13.00 1.00 8.3% 11.00 12.00 12.00 12.00 156.00 (2.00) (1.3%) 158.00 158.00 155.00 158.00 4.00 4.00 0.0% 4.00 4.00 1.00 1.00 N/A 26.00 26.00 26.00 0.0% 25.00 26.00 16.00 16.00 15.00 (1.00) (6.3%) 13.00 15.00 891.03 881.00 880.50 875.53 (5.47) (0.6%) 904.53 0.0% 79.00 78.00 81.00 79.00 79.00 (2.1%) 93.00 93.00 97.00 97.00 95.00 (2.00) 0.0% 22.00 20.00 23.00 23.00 23.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 0.0% 2.00 6.25 0.0% 6.25 6.25 6.25 6.25 17.00 22.00 22.00 22.00 22.00 0.0% 30.00 30.00 0.0% 30.00 30.00 30.00 550.00 550.00 0.0% 595.00 567.00 550.00 89.00 89.00 88.00 88.00 88.00 0.0% (4.5%) 165.00 164.00 157.00 157.00 150.00 (7.00) 17.00 17.00 17.00 0.0% 13.00 18.00 4.00 6.00 6.00 5.00 (1.00) (16.7%) 11.00 5.00 4.00 5.00 0.0% 11.00 7.00 8.00 7.00 7.00 7.00 0.0% 185.00 188.00 190.00 190.00 190.00 0.0% 49.00 0.0% 54.00 49.00 49.00 49.00 2.00 (1.00) (33.3%) 2.00 3.00 3.00 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 5.00 5.00 6.00 1.00 20.0% 1.50 1.50 1.50 1.50 1.50 0.0% 1.00 1.00 (1.00) (100.0%) N/A 1.00 6.00 6.00 6.00 6.00 6.00 0.0% (1.50) (1.9%) 66.00 69.75 78.25 78.25 76.75 73.30 71.00 77.00 76.63 76.63 (3.33) (4.3%) 13.00 13.00 0.0% 4.00 8.00 13.00 2.00 1.00 1.00 1.00 0.0% 18.00 N/A 47.00 47.00 43.00 (4.00) (8.5%) 31.00 45.00 1.00 1.00 1.00 1.00 1.00 0.0% 0.0% 5.00 5.00 5.00 5.00 5.00 13.00 15.00 16.00 16.00 16.00 0.0% 2.00 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 2.00 0.0% 12.00 13.00 13.00 13.00 13.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 17.00 16.00 17.00 16.00 15.00 (2.00) (11.8%) 178 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 Operations/Program Manager Operations/Program Supervisor Parks Manager Parks Specialist Parks Superintendent Parks Supervisor Parks Supervisor-Lake Pleasant Payroll Specialist – County Payroll Specialist Lead – County Payroll/Time and Labor Spec PC/LAN Analyst PC/LAN Tech Support Pharmacist Pharmacy Technician Photographer Physician Pilot Planner Planner - Emergency Services Planning Division Manager Planning Supervisor Planning Supv - Emergency Svcs Plans Examiner Plans Examiner Manager Plans Examiner Supervisor Plumber Policy and Compliance Consultant FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 77.00 79.50 86.00 87.00 79.50 (6.50) (7.6%) N/A 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 9.00 11.00 11.00 11.00 11.00 0.0% 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 39.00 1.00 2.6% 35.50 37.00 38.00 38.00 6.00 1.00 20.0% 5.00 4.00 4.00 5.00 15.00 0.0% 14.00 13.00 15.00 15.00 2.00 2.00 0.0% 2.00 2.00 1.00 1.00 0.0% 1.00 1.00 20.00 20.00 20.00 0.0% 22.00 20.00 2.00 2.00 2.00 2.00 0.0% 2.00 4.00 4.00 4.00 0.0% 3.00 4.00 114.50 117.00 118.00 116.50 (.50) (0.4%) 107.00 N/A 3.00 1.00 2.0% 64.10 63.30 49.60 49.60 50.60 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 3.8% 27.00 26.00 26.00 27.00 1.00 24.00 0.0% 4.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 5.00 4.00 4.00 4.00 4.00 0.0% 20.00 20.00 0.0% 20.00 19.00 20.00 408.60 406.85 (3.75) (0.9%) 461.25 426.35 410.60 1.6% 369.50 351.50 357.75 361.75 363.65 5.90 7.00 7.00 1.00 16.7% 10.00 7.00 6.00 6.00 6.00 5.00 (1.00) (16.7%) 6.00 5.00 0.0% 3.00 4.00 4.00 4.00 4.00 37.00 23.00 23.00 28.00 5.00 21.7% 45.00 49.00 43.00 30.00 30.00 29.00 (1.00) (3.3%) 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 0.0% 2.00 2.00 2.00 7.00 7.00 7.00 7.00 0.0% 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 0.0% 3.00 2.00 2.00 2.00 2.00 10.00 13.00 18.00 18.00 18.00 0.0% (1.00) (2.0%) 55.50 52.00 49.00 48.00 48.00 4.00 0.0% 2.00 3.40 4.00 4.00 1.00 1.00 0.0% 1.00 1.00 1.00 2.00 2.00 2.00 3.00 2.00 0.0% 12.75 13.00 14.00 14.00 12.00 (2.00) (14.3%) 3.00 3.00 3.00 3.00 3.00 0.0% 24.00 15.00 9.00 9.00 9.00 0.0% 0.0% 9.50 8.50 8.50 8.50 8.50 1.00 1.00 1.00 0.0% 10.00 7.00 7.00 7.00 7.00 0.0% 2.00 2.00 2.00 3.00 1.00 50.0% 5.00 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 12.00 12.00 12.00 0.0% 1.00 1.00 1.00 1.00 N/A 179 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE 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 Officer Lead - County Procurement Specialist Procurement Supervisor - Dept Procurement Supervisor -County Program Coordinator 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 Policy Consultnt 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 Specialist Recruiter Regression Modeler Regression Modeler Supervisor Reprographic Supervisor Reprographic Technician Risk Management Consultant Risk Mgmt Supervisor Road Technician Roadway Operations Division Manager 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 FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 3.00 4.00 4.00 4.00 4.00 0.0% 0.0% 1.00 1.00 1.00 8.3% 52.00 47.00 48.00 49.00 52.00 4.00 0.0% 5.00 5.00 4.00 4.00 4.00 0.5% 48.50 46.50 45.50 47.50 45.75 .25 0.0% 15.00 16.00 16.00 15.00 16.00 28.00 3.4% 832.50 838.00 828.00 830.00 856.00 129.00 3.00 2.4% 118.00 123.00 126.00 126.00 10.50 1.00 10.5% 10.50 11.50 11.50 9.50 1.00 0.0% 2.00 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 28.00 28.00 0.0% 31.00 29.00 28.00 4.00 4.00 4.00 0.0% 4.00 4.00 3.00 2.00 2.00 2.00 0.0% 2.00 62.50 62.50 61.50 (1.00) (1.6%) 54.50 62.50 3.00 2.00 3.00 3.00 1.00 50.0% 2.00 N/A 2.00 2.00 0.0% 47.00 40.00 35.00 35.00 35.00 1.00 2.0% 36.00 41.00 49.00 48.00 50.00 N/A 1.00 1.00 1.00 2.00 3.00 1.00 N/A 3.00 4.00 4.00 4.00 0.0% 3.00 5.00 0.0% 5.00 5.00 5.00 5.00 11.50 12.00 13.50 12.50 12.00 (1.50) (11.1%) 16.00 16.00 0.0% 15.00 19.00 16.00 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 0.0% 1.00 3.00 3.00 3.00 0.0% 2.00 3.00 N/A 1.00 3.00 4.00 4.00 3.00 (1.00) (25.0%) 3.00 1.00 1.00 4.00 4.00 4.00 0.0% 2.50 0.0% 3.50 3.50 2.50 2.50 2.00 2.00 2.00 2.00 0.0% 1.00 0.0% 1.00 1.00 1.00 1.00 12.00 2.00 2.00 3.00 3.00 1.00 50.0% 3.00 4.00 4.00 4.00 4.00 0.0% 7.00 6.00 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 2.00 0.0% 0.0% 1.00 1.00 1.00 1.00 1.00 6.00 6.00 6.00 6.00 6.00 0.0% N/A 1.00 2.00 0.0% 2.50 2.00 2.00 2.00 21.00 21.00 0.0% 21.00 21.00 21.00 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 8.00 2.00 33.3% 2.00 N/A 11.00 17.00 31.00 31.00 27.00 (4.00) (12.9%) 1.00 1.00 0.0% 1.00 2.00 2.00 2.00 2.00 0.0% 1.00 2.00 2.00 2.00 0.0% 176.50 193.50 193.50 193.50 192.50 (1.00) (0.5%) 7.00 6.00 6.00 6.00 6.00 0.0% 15.00 15.00 15.00 15.00 15.00 0.0% 48.00 48.00 49.00 49.00 49.00 0.0% 3.00 3.00 3.00 3.00 0.0% 3.00 8.00 8.00 8.00 8.00 8.00 0.0% 180 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules Personnel Summary by Market Range Title (continued) MARKET RANGE TITLE Social Worker Social Worker Supervisor 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 Officer Training Supervisor Treasurer Manager Treasurer Supervisor Treasurer’s Portfolio Manager Veterinarian Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer-Sr/Ld Workforce Development Coordinator Workforce Development Manager Workforce Development Spec Workforce Development Specialist Supervisor Workforce Development Supervisor Workforce Development Trainer Total FY 2014 REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 166.00 166.00 0.0% 166.00 171.00 166.00 0.0% 25.00 19.00 21.00 25.00 25.00 0.0% 1.00 1.00 1.00 1.00 9.00 11.50 11.50 13.50 2.00 17.4% 3.00 .50 .50 0.0% .50 .50 .50 0.0% 95.00 95.00 95.00 95.00 95.00 124.00 121.00 119.00 121.00 122.00 3.00 2.5% 4.00 4.00 0.0% 3.00 4.00 3.00 3.00 0.0% 5.00 5.00 3.00 4.00 (6.6%) 22.00 23.00 23.55 23.55 22.00 (1.55) 23.00 27.00 27.00 27.00 0.0% 23.00 N/A 1.00 0.0% 7.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 0.0% 1.00 3.00 3.00 3.00 0.0% 1.00 2.00 0.0% 2.00 2.00 2.00 2.00 0.0% 3.00 3.00 5.00 5.00 5.00 12.00 12.00 12.00 0.0% 7.00 10.00 11.00 0.0% 10.00 10.00 11.00 11.00 0.0% 33.00 33.00 40.00 40.00 40.00 N/A 1.00 33.00 35.00 2.00 6.1% 62.00 60.00 33.00 0.0% 13.00 13.00 13.00 13.00 13.00 9.00 9.00 9.00 9.00 9.00 0.0% 31.80 36.75 20.00 20.00 20.00 0.0% 5.00 5.00 5.00 0.0% 2.00 2.00 0.0% 2.00 2.00 (3.00) (100.0%) 3.00 4.00 2.00 (2.00) (100.0%) 2.00 1.00 N/A 1.00 1.00 1.00 4.00 3.00 (1.00) (25.0%) 3.00 3.00 4.00 5.00 5.00 5.00 0.0% 4.00 4.00 13.00 14.00 15.00 14.00 14.00 (1.00) (6.7%) 6.00 6.00 7.00 1.00 16.7% 8.00 8.00 5.00 5.00 5.00 0.0% 0.0% 4.00 4.00 4.00 24.00 26.00 26.00 26.00 23.00 (3.00) (11.5%) 2.00 2.00 0.0% 2.00 4.00 4.00 2.00 (2.00) (50.0%) 7.00 7.00 7.00 0.0% (39.15) (0.3% ) 13,379.88 13,452.69 13,587.36 13,640.45 13,548.22 181 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Budget Summary Schedules 182 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Mandates Summary Mandates Introduction Approximately 93.4% 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 $149.7 million, the Arizona Health Care Cost Containment System (AHCCCS) of $19.8 million, contributions to the State Department of Health Services for behavioral health (required by the Arnold v. Sarn judgment), which total $50.6 million and $4.2 million to pay for Sexually Violent Persons (SVP) at the Arizona State Hospital. Each of these mandated contributions in budgeted to increase in FY 2014 with the exception of the AHCCCS Contribution. Mandated State Payments ALTCS Contribution $ FY 2013 FY 2014 148,533,600 $ 149,698,100 % Chg 0.78% Arnold v Sarn 48,387,132 50,563,660 4.50% AHCCCS Contribution 20,225,200 19,820,700 -2.00% State Contribution - SVP Commitment Payments Total 4,000,000 $ 221,145,932 $ 4,200,000 N/A 5.00% 224,282,460 1.42% - 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. Summary To maintain a structurally balanced budget with the continuing decline of property values and the direction to maintain a nearly flat property tax rate, the FY 2014 budget decreased by $70.2 million from the prior year adopted budget. 183 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Mandates Summary In this section, expenditures are categorized into the functional areas of Education, Culture and Recreation, General Government, Highways and Streets, Health, Welfare and Sanitation, or Public Safety, so that readers have a broad sense of the types of services provided. As illustrated in the table below, over $1.5 billion (70.7%) of Maricopa County’s budget directly supports mandated payments and services. Of the remaining budget, $503 million (22.7%) is associated with administrative mandates. Only $145.7 million or 6.6% of the County’s budgeted expenditures are for non-mandated services. Summary of FY 2014 Mandated and Non-Mandated Expenditures Category % of Budget Mandated Public Safety $ 952,303,697 Mandated State Payments Administrative Mandates % of Budget % of Budget Not Mandated - 0.0% $ 157,494,889 7.1% $ Highways and Streets 131,325,901 5.9% - 0.0% 10,944,670 0.5% - 0.0% Health, Welfare and Sanitation 131,611,497 6.0% 224,282,460 10.2% 32,199,094 1.4% 112,260,010 5.1% General Government 92,092,450 4.2% - 0.0% 302,198,196 13.7% 1,999,106 0.1% Education 27,923,581 1.3% - 0.0% 446,098 0.0% - 0.0% - 0.0% - 0.0% - 0.0% 13,056,292 0.6% 145,652,258 6.6% Culture and Recreation Totals $ 1,335,257,125 43.1% $ % of Budget 60.5% $ 224,282,460 10.2% $ 503,282,947 22.7% $ 18,336,849 0.8% 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 1,200 1,118 1,110 1,000 Millions 800 600 437 400 200 388 379 164 394 142 28 24 ‐ FY 2013 FY 2014 Total $2,120,718,593 Total $2,062,822,532 Public Safety Health, Welfare and Sanitation Education Highways and Streets General Government 184 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Mandates Summary Non‐Mandated 120 112 98 100 80 Millions 60 40 24 24 20 18 13 12 2 0 FY 2013 FY 2014 Total $157,935,400 Total $145,652,258 Public Safety Health, Welfare and Sanitation General Government 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 $952 million or 43.1% of the County’s total budget. Only .8% of the County’s budgeted expenditures are for non-mandated Public Safety activities. The table below illustrates the distribution of Public Safety expenditures for FY 2013 and FY 2014. Public Safety FY 2013 Mandated $ 946,174,084 $ Mandated State Payments - Administrative Mandates Non-Mandated Total FY 2014 $ % Chg 952,303,697 - 0.65% NA 171,341,116 157,494,889 23,562,676 18,336,849 -8.08% -22.18% 1,141,077,876 $ 1,128,135,436 -1.13% In FY 2014, there is a shift between mandated and non-mandated expenditures as a result of the reclassification of several criminal justice activities. Administrative mandates are decreasing as a result of the reduction and elimination of FY 2014 General Fund contingencies associated with public safety. 185 Maricopa County Annual Business Strategies FY 2014 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. 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 Health, Welfare & Sanitation Administrative Mandated State reduction coordination. Payments, The Animal Care and Mandates, $224,282,460 $32,199,094 Control Department 45% 6% 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 2014 budget includes over $112 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 tobacco cessation and nutrition programs under Public Health. A significant amount of funding for these services is from federal intergovernmental payments. Therefore, the prolongation of sequester cuts increases uncertainty concerning future funding levels. Mandated, $131,611,497 26% Non‐Mandated, $112,260,010 23% In addition to the $224.3 million for mandated state payments, mandated expenditures for Health, Welfare and Sanitation activities total $131.6 million or 6.0% of the County’s overall expenditures. This is down significantly from FY 2013 due to the settlement of the Pre-AHCCCS litigation that was budgeted in FY 2013. The distribution of mandated versus non-mandated services within the category of Health, Welfare and Sanitation in the FY 2013 and FY 2014 budgets is shown in the table below. Health, Welfare & Sanitation FY 2013 FY 2014 % Chg 179,620,933 $ 131,611,497 -26.73% 221,145,932 224,282,460 Administrative Mandates 36,044,554 32,199,094 1.42% -10.67% Non-Mandated 98,381,181 112,260,010 14.11% 500,353,061 -6.51% Mandated $ Mandated State Payments Total $ 535,192,600 $ 186 Maricopa County Annual Business Strategies FY 2014 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 $131 million, or 5.9% of the County’s total expenditures. Due to the continued 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 2013 and FY 2014 expenditures for Highways and Streets. Highways & Streets FY 2013 Mandated $ 153,055,890 $ Mandated State Payments 10,914,010 Non-Mandated 10,944,670 $ 163,969,900 $ % Chg 131,325,901 - Administrative Mandates Total FY 2014 142,270,571 -14.20% NA 0.28% NA -13.23% The decrease in mandated expenditures is a consequence of timing in the payment cycle for long-term capital projects. 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 $396.3 million budgeted for General Government expenditures, 99.5% are mandated, either directly or administratively. The table below illustrates the mandated versus non-mandated expenditures in FY 2013 and FY 2014. General Government FY 2013 Mandated $ 78,870,653 $ Mandated State Payments - Administrative Mandates Non-Mandated Total FY 2014 $ % Chg 92,092,450 - 16.76% NA 299,800,752 302,198,196 24,291,372 1,999,106 0.80% -91.77% 396,289,751 -1.66% 402,962,777 $ General Government mandated expenditures are increasing due to costs associated with technology capital improvements for the Treasurer and Assessor. The reduction in non-mandated expenditures is primarily a result of budgeted economic investment incentives of $20.0 million in FY 2013 that were not budgeted in FY 2014. 187 Maricopa County Annual Business Strategies FY 2014 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 1% of the County’s total budget is spent in this functional area. The table below reflects the FY 2013 and FY 2014 expenditures for Culture and Recreation. Culture & Recreation FY 2013 Mandated $ FY 2014 - $ % Chg - N/A Mandated State Payments - - N/A Administrative Mandates - - N/A Non-Mandated Total $ 11,700,171 13,056,292 11.59% 11,700,171 $ 13,056,292 11.59% 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 $28.4 million, about 1% of the County’s total expenditures. Education FY 2013 Mandated $ 23,270,044 Mandated State Payments $ - Administrative Mandates 480,625 Non-Mandated Total FY 2014 $ 23,750,669 $ % Chg 27,923,581 446,098 28,369,679 20.00% N/A -7.18% N/A 19.45% 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. 188 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast Financial Forecast Executive Summary The five-year financial forecast is a key element of Maricopa County’s fiscal management strategy. In FY 2014, the County shifted to use the most likely scenario from its economic consultant to budget major revenues. The forecast continues the use of the most likely scenario estimate of the County’s fiscal condition through the next five years given realistic economic forecasts, current policies and direction 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 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 (Operating and Capital Projects)  Detention Fund (Operating and Capital Projects)  Transportation Fund (Operating and Capital Projects) The current forecast estimates revenues, expenditures and ending fund balances for five years, beginning with the FY 2014 Adopted Budget. Overall, the forecast is based on econometric forecasts of major revenues, as well as economic indicators that are provided by Maricopa County’s economic forecasting consultants. County staff combine this forecast information with base-line budget data and apply direction and the policies of the Board of Supervisors. The five-year financial forecast reflects the same most likely scenario used in development of the FY 2014 Adopted Budget. This forecast provides a base-line assessment of the long-term impact forecasted economic and demographic trends. Overall Fiscal Position The latest five-year financial forecast reflects a post-recession, sustained economic recovery. Property tax valuations are expected to rebound in FY 2015 and gradually increase as the housing sector improves. Other major revenue sources are projected to increase, however the rate of growth is forecasted to be more tepid than previous post-recession recoveries. The forecast includes several significant trends:  Net assessed property tax valuations continued to decline for FY 2014, however they are forecasted to increase in FY 2015 for the first time since FY 2010. The growth rate of net assessed valuations is constrained beginning in FY 2016 for most property types due to the passage of Proposition 117, which caps the year-over-year property valuation increase to the lesser of the full cash value or 5%. Consequently, property tax valuations are expected to increasingly lag full-cash values as the economy improves.  Maricopa County’s primary (general operating) property tax levy is subject to a constitutional limit. The levy limit, which is the maximum the County would be permitted to tax, increases at a rate of 2% on the maximum levy from the prior year, plus the tax on new property. For several years the County has chosen to tax well below the maximum levy. For FY 2014, the Board of Supervisors adopted a tax rate of $1.2807 which reduced the tax levy by $15.3 million. This amount is $171 million less than the constitutional maximum and resulted in a $7.74 tax 189 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast reduction for a median-valued residential property tax bill. The forecast assumes the property tax rate for FY 2015 through FY 2018 will remain flat at $1.2807. Increases in the valuation of existing property will be limited due to Proposition 117. New construction will contribute largely to increases in property tax revenue. % Annual Total Change in Revenue State Shared Sales Tax collections have continued to improve and are forecasted to increase annually over the Maricopa County Major Revenue Sources next five years at a relatively constant FY 2007 Peak = $1,269,460,563 1,400 6.00% rate of 5%. ↓ Similarly, State 1,200 4.00% Shared Vehicle 532 507 461 480 480 License Tax (VLT) 1,000 2.00% 385 457 400 395 366 437 404 is expected to 800 increase as the 0.00% 102 98 86 103 85 79 90 94 108 91 85 85 economy recovers. 107 161 112 118 117 153 138 145 145 137 600 ‐2.00% 131 121 Automotive 116 114 113 126 139 139 134 128 109 analysts note there 123 120 144 400 ‐4.00% is pent-up demand for new cars as the 488 486 475 453 438 426 425 420 415 410 405 200 ‐6.00% 393 average age of the cars on the road is ‐8.00% 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 at record levels and Property VLT Jail HURF Sales Total (% Change) economic conditions continue to improve. VLT revenue is also impacted by increased migration of drivers to Maricopa County. However, the rapid population growth rate Maricopa County is accustomed to following recessionary periods is not expected to occur, and population growth is projected to remain steady around 2.2% to 2.8%. Highway User Revenue Funds have been weak over the past several years and have been subject to reductions as the State of Arizona has diverted these funds to support their Department of Public Safety (DPS) and Motor Vehicle Division (MVD). In FY 2014, Highway User Revenue increased significantly as a result of the state eliminating the revenue shift to MVD. Since this is a one-time occurrence, the HURF revenue growth rate is expected to fall in FY 2013 to 3.3%, and solid growth is expected in subsequent years to hover around 3.0% to 4.1%. County Jail Excise Tax revenue is projected to follow similar growth trends as State Shared Sales Tax revenue. However, Jail Excise Tax receipts increase annually by a higher rate than State Shared Sales Tax revenue since this revenue is Maricopa County specific and is calculated upon the total value of the retail purchases in Maricopa County, not a shared distribution. Collectively, annual receipts for all these major revenue sources are not anticipated to reach the peak levels of FY 2007 until after FY 2017. Revenue ( Millions $)  As a result of the slow growth rate of revenues, the forecast indicates that Maricopa County will continue to face challenges in maintaining a structurally-balanced budget as demand for everhigher expenditures could exceed growth in revenues. Operating deficits are forecasted in FY 2015 and FY 2016 in the General Fund. The Detention Fund will be starting FY 2014 with a projected operating deficit which will continue to grow during the forecast period based on current assumptions. No deficits are forecasted in the Transportation Operating Fund, but moderate growth in Highway User Revenue Funds will limit the County’s ability to fund an increased level of transportation projects. 190 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast Maricopa County Operating Structural Balance $60 $50 $37 $40 $25 Millions $30 $20 $10 $46 $45 $44 $44 $9 $‐ $‐ $(10) $(8) $(20) $(2) $(8) $(15) $(20) $(30) $(40) $(26) 2014 General Fund 2015 2016 Detention Fund 2017 $(34) 2018 Transporation Fund Forecast Drivers Annual % Change Population (Millions) Aside from policy assumptions, the fiveMaricopa County Population year financial forecast 4.6 3.3% 3.5% considers forecasted population growth, 2.8% 2.8% 3.0% 4.4 inflation, retail sales 2.6% 2.5% 2.4% 2.4% and real estate values. 4.2 2.5% 2.2% Due to record job 2.0% losses and the real 1.8% 4.0 2.0% estate slowdown, population growth 3.8 1.5% slowed from 0.9% historically high rates 0.8% 3.6 1.0% of the mid-1990’s and 0.3% mid-2000s of 3% to 3.4 0.5% 0.2% 4%, and approached 3.2 0.0% near-zero growth in 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2010. Annual population growth is Total Population Annual % Change expected to steadily increase to 2.8% by FY 2018. Population growth, even at lower rates and coupled with inflationary pressures, continues to push forecasted expenditures higher, while County revenues will be lower than historic trends. Despite lower than average population growth rates, Maricopa County’s population is projected to reach 4.5 million in FY 2018. Inflationary pressures continue to drive up the cost of service delivery for Maricopa County. The annual percentage increase in the Consumer Price index (CPI) is forecasted to be 2.0% in FY 2014 and is 191 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast estimated to peak at 3.5% in FY 2015. The Medical CPI is forecasted to spike to 5.0% 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. Maricopa County Inflation % Annual Change 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0.0% -1.0% CPI Medical CPI Retail sales are estimated to have increased in FY 2013 by 6.4% to $42 billion in sales. FY 2014 is forecasted to grow at a slightly lower rate of 6.0%. Retail sales are expected to continue increasing by an average of 6.3% in FY 2015 through FY 2018. The steady incremental growth projections in retail sales demonstrate the expected trends for State Shared Sales Taxes and Jail Excise Taxes. Building Permits Annual % Change The housing recovery is underway in Maricopa County as noted by the decrease in number of residential property foreclosures and the increase in median sales price of residential homes. However, in order for sustained increase in sale prices which affect homeowner mobility, the unemployment rate (estimated at 6.6% in FY 2013) and personal income growth will need to improve. Moreover, there remains a large inventory of vacant commercial and industrial property in Maricopa County. Therefore, building permits are forecasted to increase slowly Maricopa County Building Permits over the next 5 years until the 60,000 60.0% existing inventory is absorbed. 45% 40% The forecast assumes that 30%33% 40.0% 50,000 permits will increase to 14,682 20% 20.0% in FY 2014, a far cry from the 5% 3% 40,000 6% 54,000 plus permits in FY 0.0% -11% 2005. Permits are projected 30,000 -22% -25% -28% to reach 27,434 by FY 2018, -20.0% -34% which represents only 50% of 20,000 -40.0% the total building permits at the -56% peak in FY 2005. 10,000 -60.0% Due to the property tax 0 -80.0% valuation cycle, there is an 18 month to 2 year lag between market trends and property Building Permits Annual % Change assessments. This explains why 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, declined by 0.5% in FY 2010, 14.4% in FY 2011, a staggering reduction of 22% in FY 2012, 11.2% in FY 2013 and 6.3% in FY 2014. Initially, it was projected that secondary net 192 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast assessed value (NAV) would continue to decrease until FY 2016, however more recent forecasts predict an increased secondary NAV in FY 2015. By that year, secondary NAV will have declined by over $23 billion (40%) from its peak in FY 2009. The primary property tax, which supports the general fund, is based on the limited cash value of the property and is statutorily determined. Therefore, it does not experience the same fluctuations. It is still expected to have declined by 32% of total value when it hits bottom by FY 2014, as compared to the peak in FY 2010. The difference in the chart below between the growth rates of primary and secondary NAV is significantly influenced by the assessment limitations imposed by Proposition 117. While the secondary rate would still be determined after FY 2015, it will not be used for taxation purposes. 70 20.00% 60 15.00% 10.00% 50 5.00% 40 0.00% 30 ‐5.00% ‐10.00% 20 Annual % Change Net Assessd Value (Billions $) Maricopa County Primary & Secondary Net Assessed Value ‐15.00% 10 ‐20.00% ‐ ‐25.00% 2009 Primary 2010 2011 2012 Secondary 2013 2014 2015 2016 Primary Growth Rate 2017 2018 Secondary Growth Rate Forecast Assumptions The five-year forecast is based on six general assumptions:  The FY 2014 property tax rate is $1.2807. The forecast assumes the rate will remain flat through FY 2018.  Major revenue sources will increase based on the most likely scenario provided by the County’s contract economist.  The County will continue its policy of “pay-as-you-go” financing for projects currently included in the 5-year Capital Improvement Plan and a project currently under consideration.  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 possibility, they are impossible to predict.  Mandated payments will increase based on the CPI, the GDP price deflator or other inflators as provided by the County’s economist. 193 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast  Other revenue and expenditures will increase based on the CPI and will grow at the same pace as the population increase. These inflators are applied to account for increases in costs as well as increased service demands.  The beginning fund balance for the General Fund is forecasted to be zero for FY 2015 through FY 2018. Therefore, when there is a projected negative ending fund balance in a fiscal year, expenditures will be reduced to budget a zero balance by yearend. Similarly, when a positive ending fund balance is expected, the savings will be utilized or transferred by yearend. The model does not account for these annual budget adjustments due to the level of measurement utilized in the model. 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. FY 2010 net assessed values began to show the impact of the real estate downturn and the trend worsened through FY 2014. The forecast assumes the tax rate will remain flat for FY 2014 through FY 2018. The resulting property tax levy will increase as the assessed valuations rise and as construction regains momentum, adding new property to the tax base. Regardless of the amount of increase or decrease in the overall net assessed value, the Arizona Constitution includes a property tax levy limit. The County has chosen to tax below the maximum levy and the forecast continues to reflect a primary property tax levy below the maximum levy allowed by law. Property Tax Penalties and Interest: The forecast assumes that revenue from this source will increase based on the CPI and population growth rate. Licenses and Permits: The sources of license and permit revenue is forecasted to increase based on the CPI and growth in population. Other Intergovernmental Revenue: Other Intergovernmental revenue is forecasted to grow based on the CPI and the population increases. 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 4.5% in FY 2014 due to sustained economic recovery. Collections are expected to increase by an average of 5% during FY 2015 through FY 2018. Nevertheless, the base has been reduced so drastically that revenues are not forecasted to return to FY 2007 levels until 2016, representing nearly 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. New car sales have been weak and the forecasted population growth is slower than historic trends. FY 2013 was the first fiscal year since FY 2007 when there was not year-over-year decrease in the amount of revenue collected. FY 2014 is forecasted to increase by 2.7% due to the improving economy, expectations of new car sales and a growing population. VLT is budgeted to increase by an average of 3.7% over the subsequent four years. 194 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast Charges for Services: Major sources of charges for services are recording fees, court fees, and tax sale fees. The forecast assumes an annual increase based on the CPI and population growth rates. Fines and Forfeits: General Fund fine and forfeit revenue is primarily from Justice Court traffic fines. The forecast assumes growth based on the CPI and population growth rates. Interest Earnings: Interest earnings are forecasted at current levels. 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 increases based on the CPI and population increases. Transfers In: The Detention Fund’s forecasted operating transfer is reflective of the Maintenance of Effort transfer from the General Fund. This is increased annually based on the GDP price deflator forecast. Expenditures Wages & Salaries: The forecast assumes that salary expenditures will increase by the CPI and population growth rate. Employee Benefits: Retirement system contribution rates are assumed to increase based on the CPI and population growth rate. 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 also forecasted to increase based at the same rates as retirement expenditures. Supplies and Services: Supplies and services are forecasted to increase based on the population growth rate and the CPI. Capital Outlay: Capital outlay expenditures are generally forecasted to increase based on the population growth rate and the CPI. Jail Tax Maintenance of Effort: The mandated General Fund contribution to the Detention Fund is projected to continue at the required statutory rate which is based on the change to the GDP Price Deflator. 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. The ALTCS, AHCCCS Acute Care State Match contribution, Sexually Violent Persons contribution, and Arnold v. Sarn contributions are forecasted based on estimates of ALTCS growth rates. Debt Service: Debt service expenditures are forecasted according to the contractual payment schedule for outstanding debt. Currently, there are no assumptions of the County acquiring additional debt beyond what has already been incurred. Capital Projects Capital Project expenditures are forecasted based on the current approved Five-Year Capital Improvement Program for the General, Detention and Transportation Funds. In addition, a project that is in the planning process is included in this forecast. No other projects are planned for any General or Detention Capital Projects Funds. Transportation Capital Projects are prioritized by staff, then recommended to the Board of Supervisors by the Transportation Advisory Board and accordingly planned within their 5-year Transportation 195 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast 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. 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). 196 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast Financial Forecast Schedules GENERAL FUND Beginning Fund Balance 1 2 3 4 5 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $ 230,066,825 $ - $ - $ - $ ‐ $ 404,902,095 $ 424,740,142 $ 449,712,274 $ 482,372,522 $ 521,048,473 Sources of Funds Recurring: Prop. Taxes Tax Pen. & Interest 18,500,000 19,591,500 20,669,033 21,723,153 22,874,480 Licenses & Permits 2,292,821 2,428,097 2,561,643 2,692,287 2,834,978 Other Intergovernmental 2,812,302 2,978,228 3,142,030 3,302,274 3,477,294 11,972,067 12,678,419 13,375,732 14,057,894 14,802,963 State Shared Sales Tax 437,402,846 457,356,667 480,224,500 506,636,848 531,968,690 State Shared VLT 119,748,223 123,449,888 128,387,883 133,523,398 138,597,288 Intergovernmental Charges 13,444,010 14,237,207 15,020,253 15,786,286 16,622,959 Other Charges for Services 26,255,551 27,804,629 29,333,883 30,829,911 32,463,896 Fines & Forfeits 12,288,138 13,013,138 13,728,861 14,429,033 15,193,771 Interest Earnings 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 Miscellaneous Revenue 2,725,088 2,885,868 3,044,591 3,199,865 Payments in Lieu of Taxes Total Recurring Sources $ 1,056,343,141 $ 1,105,163,782 Net Growth Rate $ 4.6% 1,163,200,683 $ 5.3% 1,232,553,470 3,369,458 $ 6.0% 1,307,254,250 6.1% Non-Recurring: $ 2,137,000 $ 9,620,000 $ 401,770 $ - $ 8,552,627 Total Non-Recurring Sources Transfers In From Capital Fund $ 2,137,000 $ 9,620,000 $ 401,770 $ - $ 8,552,627 Total Sources $ 1,058,480,141 $ 1,114,783,782 $ 1,163,602,453 $ 1,232,553,470 $ 1,315,806,877 Net Growth Rate 5.3% 4.4% 5.9% 6.8% Uses of Funds Recurring: Personal Services $ 470,571,896 $ 498,335,638 $ 525,744,098 $ 552,557,047 $ 581,842,570 Supplies 14,376,837 15,225,070 16,062,449 16,881,634 17,776,361 Services 147,170,051 155,853,084 164,425,004 172,810,679 181,969,645 Capital 3,169,750 3,356,765 3,541,387 3,721,998 3,919,264 Mandated State Contributions 224,282,460 231,962,366 243,317,655 256,433,015 270,269,719 Detention Fund Maintenance of Effort 173,940,798 179,159,022 184,533,793 188,224,468 191,988,958 22,831,349 24,178,399 25,508,211 26,809,129 28,230,013 5,427,508 2,467,148 6,271,305 Other Financing Uses Debt Service Total Recurring Uses $ 1,056,343,141 $ 1,113,497,852 Net Growth Rate $ 5.4% 1,165,599,745 $ 4.7% 1,223,709,276 6,273,632 $ 5.0% 1,282,270,162 4.8% Non-Recurring: Personal Services $ 6,527,559 $ - $ - $ - $ - Supplies 4,419,854 - - - - Services 64,685,036 9,620,000 401,770 - 8,552,627 7,576,990 - - - - 148,994,386 - - - Capital Other Financing Uses - Total Non-Recurring Uses $ 232,203,825 $ 9,620,000 $ 401,770 $ - $ 8,552,627 Total Uses $ 1,288,546,966 $ 1,123,117,852 $ 1,166,001,515 $ 1,223,709,276 $ 1,290,822,789 Net Growth Rate -12.8% Structural Balance $ - $ Ending Fund Balance Unassigned Fund Balance (8,334,070) $ $ - $ (8,334,070) $ $ - $ (8,334,070) $ 197 3.8% (2,399,062) $ 4.9% 5.5% 8,844,195 $ 24,984,088 (2,399,062) $ 8,844,195 $ 24,984,088 (2,399,062) $ 8,844,195 $ 24,984,088 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) 1 FY 2014 GENERAL FUND CAPITAL FUND Beginning Fund Balance 2 FY 2015 3 FY 2016 4 FY 2017 5 FY 2018 $ 254,637,411 $ 280,432,974 $ 229,210,339 $ 228,304,762 $ 228,192,119 $ 145,164,013 $ - $ - $ - $ - $ 51,076,289 $ 7,622,635 $ 503,807 $ 112,643 $ - Sources of Funds Transfers In Uses of Funds CIP Plan Southwest Justice Court Reconciling Item from FY 2013 Transfers Out Debt Transfers Out IT - 43,600,000 - - - 11,004 - - - - 1,942,686 - - - 66,221,471 - - - - 117,000 - 401,770 - 8,552,627 Transfers Out To Major Maint. And Elections Total Uses $ 119,368,450 $ 51,222,635 $ 905,577 $ 112,643 $ 8,552,627 Ending Fund Balance $ 280,432,974 $ 229,210,339 $ 228,304,762 $ 228,192,119 $ 219,639,492 GENERAL FUND IT CAPITAL FUND Beginning Fund Balance 1 2 3 4 5 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $ 203,424,582 $ 117,080,280 $ 47,434,734 $ 22,617,316 $ 7,101,014 $ 77,861,471 $ - $ - $ - $ - $ 162,185,773 $ 60,025,546 $ 24,817,418 $ 15,516,302 $ 7,101,014 Sources of Funds Transfers In Uses of Funds CIP Plan Transfer Out to Major Maint. 2,020,000 9,620,000 - - - Total Uses $ 164,205,773 $ 69,645,546 $ 24,817,418 $ 15,516,302 $ 7,101,014 Ending Fund Balance $ 117,080,280 $ 47,434,734 $ 22,617,316 $ 7,101,014 $ - 198 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) DETENTION OPERATIONS (255) Beginning Fund Balance 1 2 3 4 5 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $ 67,400,720 $ 5,778,189 $ $ 131,106,321 $ 137,429,304 $ (8,776,385) $ (28,747,866) $ (54,589,337) 153,106,964 161,068,527 Sources of Funds Recurring: Jail Excise Tax Jail Per Diem & Other Charges Interest Income Miscellaneous General Fund Maintenance of Effort Total Recurring Sources $ 144,850,487 $ $ 28,085,280 29,742,312 31,378,139 32,978,424 34,726,280 1,600,000 1,694,400 1,787,592 1,878,759 1,978,333 33,672 35,659 37,620 39,538 41,634 173,940,798 179,159,022 184,533,793 188,224,468 191,988,958 334,766,071 $ Net Growth Rate 348,060,696 $ 4.0% 362,587,630 $ 4.2% 376,228,154 $ 3.8% 389,803,732 3.6% Non-Recurring: Total Non-Recurring Sources $ Total Sources $ 334,766,071 - $ $ 348,060,696 - $ $ 362,587,630 - $ $ 376,228,154 - $ $ 389,803,732 - $ 250,839,570 $ 265,639,105 $ 280,249,255 $ 294,541,967 $ 310,152,692 Uses of Funds Recurring Uses: Personal Services Supplies 20,224,300 21,417,534 22,595,498 23,747,868 25,006,505 Services 69,374,548 73,467,646 77,508,367 81,461,294 85,778,742 1,386,991 1,468,823 1,549,609 1,628,639 1,714,957 Capital Outlay Other Financing Uses Total Recurring Uses 587,500 $ 342,412,909 622,163 $ Net Growth Rate 362,615,271 656,381 $ 5.9% 382,559,111 689,857 $ 5.5% 402,069,625 726,419 $ 5.1% 423,379,315 5.3% Non-Recurring Uses: Personal Services $ 3,483,845 $ - $ - $ - $ - Supplies 329,676 - - - - Services 41,889,583 - - - - Capital 1,612,000 - - - - Other Financing Uses 6,660,589 - - - - Total Uses $ Structural Balance $ 396,388,602 $ (7,646,838) $ $ 5,778,189 $ Restricted $ 5,778,189 $ Unassigned Fund Balance $ - $ Ending Fund Balance 199 362,615,271 $ 382,559,111 $ 402,069,625 $ 423,379,315 (14,554,574) $ (19,971,481) $ (25,841,471) $ (33,575,583) (8,776,385) $ (28,747,866) $ (54,589,337) $ (88,164,920) - $ (8,776,385) $ - $ (28,747,866) $ - $ (54,589,337) $ (88,164,920) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) DETENTION CAPITAL PROJECTS (455) Beginning Fund Balance 1 FY 2014 $ 222,623,580 2 FY 2015 3 FY 2016 4 FY 2017 $ 184,096,668 $ 184,096,668 5 FY 2018 $ 184,096,668 $ 183,509,168 Sources of Funds Transfers In $ 7,248,089 $ - $ - $ - $ - Total Sources $ 7,248,089 $ - $ - $ - $ - $ 20,775,000 $ - $ - $ 587,500 $ - Uses of Funds Capital Other Financing Uses 25,000,001 - - - - Total Uses $ 45,775,001 $ - $ - $ 587,500 $ - Ending Fund Balance $ 184,096,668 $ 184,096,668 $ 184,096,668 $ 183,509,168 $ 183,509,168 DETENTION TECHNOLOGY IMPROVEMENTS (461) Beginning Fund Balance 1 2 3 4 5 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $ 43,085,557 $ 9,023,994 $ - $ - $ - Transfers In $ 25,000,001 $ $ - $ - $ - Total Sources $ 25,000,001 $ - $ - $ - $ - $ 769,992 $ - $ - $ - $ - Sources of Funds - Uses of Funds Personal Services Supplies 90,000 Services Capital - - - - 4,049,520 - - - - 54,152,052 9,023,994 - - - Total Uses $ 59,061,564 $ 9,023,994 $ - $ - $ - Ending Fund Balance $ 9,023,994 $ - $ - $ - $ - 200 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast Financial Forecast Schedules (continued) TRANSPORTATION FUND Adopted 2 3 4 5 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 OPERATIONS (232) Beginning Fund Balance $ 29,175,413 $ 950,000 $ 17,771,898 $ 1,006,050 $ 20,000,000 $ 1,061,383 $ 20,000,000 $ 1,115,513 $ 20,000,000 Sources of Funds Recurring Sources Licenses and Permits $ State Shared Highway User Rev. State Shared Vehicle License Taxes Intergovernmental Charges for Service Interest Earnings 91,211,937 93,963,485 97,549,383 101,578,908 8,412,636 8,665,015 9,011,616 9,372,080 9,728,219 15,250 16,150 17,038 17,907 18,856 500,000 529,500 558,623 587,112 618,229 Grants Miscellaneous Revenue Gain on Fixed Assets Total Recurring Sources 4,800 5,083 5,363 5,636 5,935 232,292 245,997 259,527 272,763 287,219 200,000 $ Net Growth Rate 1,174,635 84,652,860 94,967,838 211,800 $ 0.1% 101,891,532 223,449 $ 7.3% 105,100,483 234,845 $ 3.0% 109,155,240 247,292 $ 3.8% 113,659,294 4.0% Total Non-Recurring Sources $ - $ - $ - $ - $ - Total Sources $ 94,967,838 $ 101,891,532 $ 105,100,483 $ 109,155,240 $ 113,659,294 $ 25,454,961 $ 26,956,804 $ 28,439,428 $ 29,889,839 $ 31,474,000 Uses of Funds Recurring Uses: Personal Services Supplies 3,051,526 3,231,566 3,409,302 3,583,177 3,773,085 Services 25,140,850 26,624,160 28,088,489 29,521,002 31,085,615 Capital Outlay Total Recurring Uses 4,589,219 $ Net Growth Rate 58,236,556 1,000,000 $ 0.4% 57,812,530 1,055,000 $ 5.9% 60,992,219 1,108,805 $ 3.0% 64,102,822 1,167,572 $ 3.8% 67,500,272 4.0% Non-Recurring Uses: $ 48,134,797 $ 42,850,900 $ 44,108,264 $ 45,052,418 $ 46,159,023 Total Non-Recurring Uses Transfer Out to Capital Projects $ 48,134,797 $ 42,850,900 $ 44,108,264 $ 45,052,418 $ 46,159,023 Total Uses $ 106,371,353 $ 100,663,430 $ 105,100,483 $ 109,155,240 $ 113,659,294 Structural Balance $ 36,731,282 $ 44,079,002 $ 44,108,264 $ 45,052,418 $ 46,159,023 Ending Fund Balance $ 17,771,898 $ 19,000,000 $ 20,000,000 $ 20,000,000 $ 20,000,000 TRANSPORTATION CAPITAL FUND Beginning Fund Balance Adopted 2 3 4 5 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $ 15,974,251 $ - $ 3,029,674 $ 5,632,739 $ 8,062,592 $ 13,816,370 $ 12,200,594 $ 16,892,074 $ 27,871,027 $ 27,682,389 Sources of Funds Grants Intergovernmental Charges for Service Transfer In From Trans. Operations 4,163,593 6,543,680 8,329,957 2,805,638 6,528,200 48,134,797 42,850,900 44,108,264 45,052,418 46,159,023 Total Sources $ 66,114,760 $ 61,595,174 $ 69,330,295 $ 75,729,083 $ 80,369,612 Total Uses $ 82,089,011 $ 58,565,500 $ 66,727,230 $ 73,299,230 $ 88,254,230 Ending Fund Balance $ - $ 3,029,674 $ 5,632,739 $ 8,062,592 $ 177,973 201 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Financial Forecast 202 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Analysis by Mary Driessen, Management and Budget Supervisor 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 2015, Maricopa County Adult Probation Department (MCAPD) will enhance public safety by achieving the following benchmarks:  Maintain the rate of successful completions from probation at 60% or higher;  Reduce the number of probationers convicted of a new felony offense from 8.5% to 8%;  Reduce the number of probationers committed to the Department of Corrections from 39% to 33%;  Increase the rate of successful completions from Pretrial Supervision from 80% to 82%. Status: As of February 2013, Adult Probation (MCAPD) met and exceeded all goals. The rate of successful completions from probation is currently 80%, while the revocation from probation to the Department of Corrections is 17.9%. Furthermore, if the department continues at its current rate, new felony convictions in FY 2013 will decline to 5.82%. Projections indicate the department will surpass these goals in FY 2013; however, performance has declined slightly when compared to previous years. This is likely due to a 4.5% increase in caseload sizes, which will continue to impact achievement of these goals in FY 2014 if staffing levels are unchanged. Pretrial Supervision is exceeding its successful completion rate goal with a current rate of 93.9%; although it is predicted to decrease slightly by the end of FY 2013 and into FY 2014 due to high caseload ratios and increased use of pretrial services. Quality Workforce By the end of FY 2015, MCAPD will recruit, hire and retain a quality and diverse workforce, and improve employee satisfaction by achieving the following benchmarks:  Provide employment opportunities to help achieve employee diversity similar to the Maricopa County population that it serves;  Increase the Employee Satisfaction Survey overall satisfaction score for 203 Maricopa County Annual Business Strategies FY 2014 Adopted Budget  Department Strategic Plans and Budgets Adult Probation MCAPD staff from 5.47 to 5.6 (8 = total score); Increase the average department years of service for badge staff retention rates from 8.55 to 8.9 years. Status: During FY 2012, the Department completed the Employee Satisfaction Survey with an overall satisfaction score of 5.70, exceeding their goal. The Adult Probation Department participates in the Employee Satisfaction Survey biennially; therefore, there will be no additional results for FY 2013. The average number of years of service for department “badged staff” is 10.72 years. Access to Justice By the end of FY 2015, MCAPD customers (neighborhoods, courts, offenders, and victims) will benefit from improved case processing by achieving the following benchmarks:  Maintain the on-time rate for submitting presentence reports to the Court without a continuance at 98% or higher;  Increase victim restitution payments collected from 59% to 65%;  Increase community restitution work hours completed from 55% to 65%. Status: Presentence is currently meeting its goal regarding submitting on-time reports and is projected to maintain this level of performance in FY 2014. The department relied upon overtime in FY 2013 in order to meet this goal; however, as Presentence is already at capacity and case volume appears to be increasing, on-time rates may decline. The percentage of probationers paying restitution in FY 2013 is projected to meet or exceed the department goal and hold steady at the same rate through FY 2014. Collection of restitution may also be affected by increased caseload sizes, as staff may have less time to devote to collections when ensuring compliance with other court orders is the priority. While additional tools and staff training have been devoted to this area, the collection rates may also be affected by staff turnover. The percentage of probationers performing community work service hours decreased in FY 2012 to 52% and is projected to remain at this rate. The program has been limited in its ability to coordinate enough community service projects to meet the needs of those ordered to perform community hours by the court due to the current staffing levels in the department. Citizen Satisfaction By the end of FY 2015, MCAPD will improve services to neighborhoods, courts, offenders, and victims as evidenced by achieving the following benchmarks:  Increase victim satisfaction from 53% to 60%;  Increase offender satisfaction from 86% to 89%;  Maintain criminal court bench satisfaction at 95%;  Increase community and criminal justice partner satisfaction from 82% to 85%. Status: During FY 2012, MCAPD achieved a 73% satisfaction rate through its victim survey and an 86% satisfaction rate from its treatment and other community providers. The high satisfaction of stakeholders illustrates the benefits of increased victim awareness and collaborative efforts. The offender survey showed that 86% of respondents were satisfied with MCAPD and the department anticipates maintaining this rate of success in FY 2014. With the additional 204 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Adult Probation training and focus on victim communication in FY 2013, the victim satisfaction rate is expected to increase in FY 2014. However, due to the workload growth MCAPD is experiencing, high rates of customer satisfaction may be difficult to maintain if there is no staff growth. Quality Workforce By the end of FY 2015, 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:  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: During FY 2013, the results for the employee satisfaction survey exceeded the department goals. Employees rated overall working conditions at an average of 6.21 with physical working conditions (safety) measured at 6.01. 205 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES EDUC - ADULT EDUCATION PRES - PRESENTENCE TTAC - TRANSITION AND TREATMENT 11BC - BEHAVIORAL CHANGE $ CMRS - COMMUNITY RESTORATION ICMA - IN CUSTODY MANAGEMENT INPB - INTENSIVE PROBATION SOFF - SEX OFFENDER STDP - STANDARD PROBATION WARR - FUGITIVE APPREHENSION 11CJ - COMMUNITY JUSTICE $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 234,806 $ 118,092 3,227,049 3,579,947 $ 248,529 $ 215,000 2,364,026 2,827,555 $ 248,529 $ 175,327 2,589,026 3,012,882 $ 164,706 $ 207,334 2,220,493 2,592,533 $ 268,911 $ 2,501,039 2,769,950 $ 20,382 (175,327) (87,987) (242,932) 8.2% -100.0% -3.4% -8.1% $ 125,826 $ 659,037 449,130 47,005 8,637,561 352,117 10,270,676 $ 132,684 $ 940,507 557,124 44,897 8,425,199 50,225 10,150,636 $ 132,684 $ 940,507 557,124 44,897 8,425,199 50,225 10,150,636 $ 106,360 $ 859,339 552,077 53,579 8,351,334 45,096 9,967,785 $ 69,184 $ 870,300 557,124 56,400 8,151,648 45,000 9,749,656 $ (63,500) (70,207) 11,503 (273,551) (5,225) (400,980) -47.9% -7.5% 0.0% 25.6% -3.2% -10.4% -4.0% $ $ 28,169 $ 28,169 $ 1,780 $ 1,780 $ 1,780 $ 1,780 $ 5,389 $ 5,389 $ - $ - $ (1,780) (1,780) -100.0% -100.0% $ $ 19,983 $ 3,389,010 3,408,993 $ 55,601 $ 3,364,400 3,420,001 $ 55,601 $ 3,364,400 3,420,001 $ 36,153 $ 3,599,768 3,635,921 $ 42,847 $ 3,364,400 3,407,247 $ (12,754) (12,754) -22.9% 0.0% -0.4% TOTAL PROGRAMS $ 17,287,785 $ 16,399,972 $ 16,585,299 $ 16,201,628 $ 15,926,853 $ (658,446) -4.0% 751,180 $ 8,294,621 1,772,944 3,774,225 5,992,599 20,585,569 $ 1,016,314 $ 8,103,910 1,622,725 4,347,877 5,998,343 21,089,169 $ 1,037,251 $ 8,201,978 1,847,880 4,305,205 6,158,275 21,550,589 $ 785,357 $ 8,272,678 1,874,047 4,803,690 6,131,815 21,867,587 $ 892,002 $ 8,565,682 2,282,874 6,478,174 6,379,250 24,597,982 $ 145,249 (363,704) (434,994) (2,172,969) (220,975) (3,047,393) 14.0% -4.4% -23.5% -50.5% -3.6% -14.1% 3,032,045 $ 1,252,204 2,478,445 1,014,123 6,004,942 4,375,268 1,435,339 4,630,971 24,562,640 599,395 2,095,913 51,481,285 $ 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 $ 3,042,605 $ 1,239,713 2,617,413 1,019,226 5,872,892 4,498,923 1,355,581 4,730,320 25,701,040 593,918 2,078,810 52,750,441 $ 3,061,791 $ 1,263,516 2,452,832 1,022,276 5,670,702 4,413,548 1,366,997 4,817,013 24,956,819 598,312 2,080,342 51,704,148 $ 3,047,128 $ 1,405,397 2,572,876 1,038,744 5,800,847 4,510,331 1,390,239 5,250,651 25,467,333 651,462 2,118,897 53,253,905 $ (4,523) (165,684) 44,537 (19,518) 72,045 (11,408) (34,658) (520,331) 233,707 (57,544) (40,087) (503,464) -0.1% -13.4% 1.7% -1.9% 1.2% -0.3% -2.6% -11.0% 0.9% -9.7% -1.9% -1.0% 190,140 $ 5,611 448,585 367,193 1,662,764 168,180 621,843 3,464,316 $ 190,140 $ 464,445 377,293 1,616,175 168,180 705,466 3,521,699 $ 190,140 $ 405,732 398,113 1,781,528 168,180 728,089 3,671,782 $ 190,140 $ 958 405,990 367,552 1,490,660 168,180 686,858 3,310,338 $ 190,140 $ 410,412 351,958 1,384,481 168,180 616,501 3,121,672 $ (4,680) 46,155 397,047 111,588 550,110 0.0% N/A -1.2% 11.6% 22.3% 0.0% 15.3% 15.0% 195,203 $ 195,203 $ 392,991 $ 392,991 $ 392,991 $ 392,991 $ 392,888 $ 392,888 $ 352,002 $ (773,600) (421,598) $ 40,989 773,600 814,589 10.4% N/A 207.3% $ 366,403 $ 1,089,494 53,706 66,118 70,905 1,646,626 $ 368,502 $ 1,100,459 56,874 75,624 68,937 1,670,396 $ 381,755 $ 1,100,459 41,602 69,552 68,937 1,662,305 $ 440,644 $ 1,084,739 42,799 71,166 64,825 1,704,173 $ 381,256 $ 1,081,942 42,324 70,374 84,122 1,660,018 $ 499 18,517 (722) (822) (15,185) 2,287 0.1% 1.7% -1.7% -1.2% -22.0% 0.1% TOTAL PROGRAMS $ 77,372,999 $ 79,545,298 $ 80,028,108 $ 78,979,134 $ 82,211,979 $ (2,183,871) -2.7% $ 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 FACI - FACILITIES MGMT PROF SUPP SVCS FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 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 $ $ $ $ $ 206 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 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 $ FY 2012 ACTUAL 3,649,695 3,649,695 FY 2013 ADOPTED $ $ $ FY 2013 REVISED 3,017,153 3,017,153 $ $ $ FY 2013 FORECAST 3,290,997 3,290,997 FY 2014 ADOPTED $ $ $ 2,858,961 2,858,961 $ $ $ 2,934,259 $ - $ 2,934,259 $ (356,738) (356,738) 244,097 9,687,368 9,931,465 $ $ - $ 9,539,929 9,539,929 $ (136,708) -100.0% (165,000) -1.7% (301,708) -3.1% 4,400 4,400 177,392 $ 9,872,557 10,049,949 $ 225,225 $ 9,704,929 9,930,154 $ 136,708 $ 9,704,929 9,841,637 $ $ $ SUBTOTAL $ 12,379 12,379 $ $ $ 4,400 4,400 $ $ $ 4,400 4,400 $ $ $ 3,746 3,746 $ $ $ ALL REVENUES $ 17,287,785 $ 16,399,972 $ 16,585,299 $ 16,201,628 $ 17,287,785 $ 16,399,972 $ 16,585,299 $ 16,201,628 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0809 - DAMAGES PAID $ 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED 48,598,589 $ 78,621 133,204 18,857,369 94,235 (12,755,958) 14,432,637 69,438,697 $ 754,313 67,468 191,066 257,119 1,269,966 $ $ 60 $ 100 298,298 2,094,116 991,852 49,558 1,184,337 1,554,808 350,610 48,958 56,521 282,203 (688,168) 6,223,253 $ 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 $ 416,340 17,293 433,633 $ ALL EXPENDITURES $ FY 2013 REVISED 49,308,440 $ 281,958 88,925 19,692,954 75,100 (12,618,267) 14,346,991 71,176,101 $ 726,394 43,200 204,400 1,036,000 2,009,994 $ $ - $ 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 $ $ $ 50,000 360,000 410,000 77,365,549 $ OTHER FINANCING USES 0861 - GAIN/LOSS ON FIXED ASSETS 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 7,450 7,450 TOTAL USES $ 77,372,999 FY 2013 FORECAST 49,238,287 $ 312,209 88,925 19,690,974 372,583 (12,640,230) 14,364,991 71,427,739 $ 861,267 43,200 204,400 1,036,000 2,144,867 $ $ - $ 304,215 1,640,172 1,042,520 52,040 1,234,430 1,845,822 374,518 28,289 51,650 160,000 (688,154) 6,045,502 $ $ $ 50,000 360,000 410,000 79,545,298 $ $ $ - $ 79,545,298 $ 207 48,214,849 $ 284,926 284,239 19,138,801 384,044 (12,599,584) 14,389,762 70,097,037 $ 722,476 31,396 241,561 463,945 1,459,378 $ $ - $ 5,870 323,497 2,762,472 1,031,991 45,702 1,224,251 1,753,300 333,375 44,473 59,886 232,256 (689,354) 7,127,719 $ $ - 0.0% N/A 0.0% 15,926,853 $ (658,446) -4.0% 15,926,853 $ (658,446) -4.0% $ 80,028,108 $ $ $ - $ 80,028,108 REVISED VS ADOPTED VAR % 49,248,302 $ 352,304 292,268 21,088,684 63,188 (12,658,962) 14,306,967 72,692,751 $ 828,021 36,000 256,480 605,800 1,726,301 $ $ - $ 1,200 304,400 2,928,298 1,051,464 46,800 1,254,000 1,619,533 368,320 61,080 63,060 232,940 (688,168) 7,242,927 $ $ $ 50,000 500,000 550,000 78,979,134 $ $ $ - $ 78,979,134 $ -10.8% N/A -10.8% $ $ $ FY 2014 ADOPTED 70,000 225,000 295,000 $ REVISED VS ADOPTED VAR % (10,015) 0.0% (40,095) -12.8% (203,343) -228.7% (1,397,710) -7.1% 309,395 83.0% 18,732 0.1% 58,024 0.4% (1,265,012) -1.8% 33,246 7,200 (52,080) 430,200 418,566 3.9% 16.7% -25.5% 41.5% N/A N/A 19.5% N/A (1,200) N/A (185) -0.1% (1,288,126) -78.5% (8,944) -0.9% 5,240 10.1% (19,570) -1.6% 226,289 12.3% 6,198 1.7% (32,791) -115.9% (11,410) -22.1% (72,940) -45.6% N/A N/A 14 0.0% N/A (1,197,425) -19.8% $ (140,000) (140,000) N/A N/A 0.0% -38.9% N/A N/A N/A N/A -34.1% 82,211,979 $ (2,183,871) -2.7% $ $ - $ $ $ 82,211,979 $ $ $ (2,183,871) N/A N/A N/A -2.7% Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 211 ADULT PROBATION GRANTS OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ FUND TOTAL SOURCES $ 4,243,895 $ 4,243,895 $ 3,557,378 $ 3,557,378 $ 3,742,705 $ 3,742,705 $ 3,367,697 $ 3,367,697 $ 3,084,259 $ 3,084,259 $ $ FUND TOTAL SOURCES $ 13,043,890 $ 13,043,890 $ 12,842,594 $ 12,842,594 $ 12,842,594 $ 12,842,594 $ 12,833,931 $ 12,833,931 $ 12,842,594 $ 12,842,594 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 17,287,785 $ 17,287,785 $ FY 2012 ACTUAL 16,399,972 $ 16,399,972 $ FY 2013 ADOPTED 16,585,299 $ 16,585,299 $ FY 2013 REVISED 16,201,628 $ 16,201,628 $ FY 2013 FORECAST 15,926,853 $ 15,926,853 $ FY 2014 ADOPTED 201 ADULT PROBATION FEES OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING (658,446) (658,446) - -17.6% -17.6% 0.0% 0.0% (658,446) -4.0% (658,446) -4.0% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 50,495,266 $ 50,495,266 $ 50,718,625 $ 50,718,625 $ 50,718,625 $ 50,718,625 $ 50,678,748 $ 50,678,748 $ 41,708,509 $ 127,030 41,835,539 $ 9,010,116 (127,030) 8,883,086 17.8% N/A 17.5% $ FUND TOTAL USES $ 4,393,941 $ 4,393,941 $ 3,557,378 $ 3,557,378 $ 3,742,705 $ 3,742,705 $ 3,367,697 $ 3,367,697 $ 3,084,259 $ 3,084,259 $ 658,446 658,446 17.6% 17.6% $ 12,667,057 $ 153,839 12,820,896 $ 12,842,594 $ 1,356,274 14,198,868 $ 12,842,594 $ 1,653,757 14,496,351 $ 12,833,154 $ 1,104,510 13,937,664 $ 12,842,594 $ 934,539 13,777,133 $ 719,218 719,218 0.0% 43.5% 5.0% FUND TOTAL USES $ 9,662,896 $ 9,662,896 $ 10,970,427 $ 100,000 11,070,427 $ 10,970,427 $ 100,000 11,070,427 $ 10,895,025 $ 100,000 10,995,025 $ 23,318,188 $ 196,860 23,515,048 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 77,219,160 $ 153,839 $ 77,372,999 $ 78,089,024 $ 1,456,274 $ 79,545,298 $ 78,274,351 $ 1,753,757 $ 80,028,108 $ 77,774,624 $ 1,204,510 $ 78,979,134 $ 80,953,550 $ 1,258,429 $ 82,211,979 $ 211 ADULT PROBATION GRANTS OPERATING 201 ADULT PROBATION FEES OPERATING NON-RECURRING $ REVISED VS ADOPTED VAR % FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING NON-RECURRING $ 208 (12,347,761) -112.6% (96,860) -96.9% (12,444,621) -112.4% (2,679,199) 495,328 (2,183,871) -3.4% 28.2% -2.7% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Adult Probation Staffing by Program and Activity PROGRAM ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES RISK MANAGEMENT PROGRAM TOTAL BEHAVIORAL CHANGE ADULT EDUCATION PRESENTENCE PRETRIAL INIT AP RELEASE INFO PRETRIAL SUPERVISION TRANSITION AND TREATMENT PROGRAM TOTAL COMMUNITY JUSTICE COMMUNITY RESTORATION COMPLIANCE MONITORING DOMESTIC VIOLENCE FUGITIVE APPREHENSION IN CUSTODY MANAGEMENT INDIRECT SERVICES INTENSIVE PROBATION SERIOUS MENTALLY ILL SEX OFFENDER STANDARD PROBATION TRANSFER YOUTH PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT INFRASTRUCTURE NETWORK SVCS PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 11.00 2.25 3.25 3.50 20.00 11.00 1.25 3.25 3.50 19.00 11.00 3.75 4.00 18.75 11.00 3.75 4.00 18.75 11.00 3.75 4.00 18.75 - 0.0% N/A 0.0% 0.0% 0.0% 16.35 123.60 24.00 42.68 79.95 286.58 13.35 122.60 23.00 53.68 75.45 288.08 11.10 124.60 26.00 53.68 73.20 288.58 11.10 124.60 26.00 53.68 73.20 288.58 12.10 130.60 30.00 69.68 76.45 318.83 1.00 6.00 4.00 16.00 3.25 30.25 9.0% 4.8% 15.4% 29.8% 4.4% 10.5% 53.02 66.05 20.35 33.50 42.32 14.05 87.33 19.25 68.38 343.42 7.50 755.17 51.64 69.05 18.75 31.00 41.32 15.05 85.39 19.25 69.28 346.19 7.75 754.67 48.24 68.30 18.75 31.00 38.32 16.05 81.68 19.25 70.28 342.80 7.75 742.42 50.24 68.30 18.75 31.00 38.32 16.05 81.68 19.25 70.28 343.30 7.75 744.92 49.14 68.30 20.75 31.00 39.32 16.05 81.18 19.25 76.28 344.30 8.25 753.82 .90 2.00 1.00 (.50) 6.00 1.50 .50 11.40 1.9% 0.0% 10.7% 0.0% 2.6% 0.0% (0.6%) 0.0% 8.5% 0.4% 6.5% 1.5% 5.40 .20 .75 1.50 .90 8.75 1,070.50 5.40 .20 .75 1.50 .90 8.75 1,070.50 5.65 .20 .50 1.50 .90 8.75 1,058.50 5.65 .20 .50 1.50 .90 8.75 1,061.00 5.65 .20 .50 1.50 .90 8.75 1,100.15 41.65 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.9% 209 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Adult Probation Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin & Operations Mgr 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 REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 N/A 1.00 N/A 22.00 22.00 22.00 22.00 23.00 1.00 4.5% 1.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 14.00 14.00 14.00 14.00 14.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 16.00 13.00 13.00 13.00 13.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 N/A .50 3.50 3.50 3.50 3.50 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 22.00 22.00 21.00 21.00 21.00 0.0% 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 7.00 1.00 16.7% 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 78.00 74.50 68.50 69.00 71.00 2.50 3.6% 2.00 2.00 2.00 2.00 2.00 0.0% 10.00 9.00 9.00 9.00 9.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 5.00 3.00 3.00 3.00 3.90 .90 30.0% 2.00 1.00 1.00 1.00 1.00 0.0% 52.00 47.00 48.00 48.00 52.00 4.00 8.3% 48.50 46.50 45.50 45.50 45.75 .25 0.5% 10.00 10.00 9.00 9.00 9.00 0.0% 584.50 600.00 600.00 600.00 626.00 26.00 4.3% 84.00 88.00 88.00 88.00 91.00 3.00 3.4% 8.00 7.00 6.00 6.00 6.00 0.0% 77.00 76.00 74.00 76.00 77.00 3.00 4.1% 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 0.0% 1,070.50 1,070.50 1,058.50 1,061.00 1,100.15 41.65 3.9% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 201 ADULT PROBATION FEES 211 ADULT PROBATION GRANTS 255 DETENTION OPERATIONS Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 921.00 864.50 859.50 860.00 746.90 (112.60) (13.1%) 1.50 1.50 1.50 1.50 1.50 0.0% 68.00 47.50 40.50 42.50 34.75 (5.75) (14.2%) 80.00 157.00 157.00 157.00 317.00 160.00 101.9% 1,070.50 1,070.50 1,058.50 1,061.00 1,100.15 41.65 3.9% Significant Variance Analysis  17.9 FTE positions are added to the General Fund to address ongoing caseload growth in the following activities: Community Restitution, Domestic Violence, Drug Treatment and Education, Sex Offenders, and Interstate Compact. 210 Maricopa County Annual Business Strategies FY 2014 Adopted Budget   Department Strategic Plans and Budgets Adult Probation 24.0 FTE positions are added to the Detention Fund to address ongoing caseload growth in the following activities: Work Furlough, Pretrial Jail, Pretrial Electronic Monitoring and Supervision, and Prison Re-entry. 135.0 FTE positions were shifted from the General Fund to the Detention Fund as these positions contribute to the maintenance and operation of jail facilities that potentially reduce the expense of adult jail facilities. General Adjustments Target Adjustments: General Fund (100)  Decrease the expenditure budget by $160,596 to transfer funding to Superior Court for positions that support ICIS-NG (Integrated Court Information System - Next Generation). Base Adjustments: General Fund (100) Operating  Increase personnel savings by $536,901 based on the Chairman’s Office request.  Increase Regular Benefits by $841,723 for the impact of changes in retirement contribution rates.  Decrease Other Benefits and Internal Services Charges by $88,769 for the impact of the changes in Risk Management charges. Adult Probation Fees Fund (201) Non-Recurring Non-Project  Increase Regular Benefits by $1,983 for the impact of changes in retirement contribution rates.  Increase Other Personal Services by $6,500.  Increase Supplies by $500,000 for the replacement of computers and other hardware.  Increase Supplies by $100,000 for the Communications Center CAD system software and associated hardware upgrade.  Increase Capital Expenditures by $50,000 to upgrade County-owned vehicles that are scheduled to be replaced in FY 2014 to “mid-sized.”  Increase Capital Expenditures by $200,000 to replace aging state-leased vehicles as the state has suspended purchasing new vehicles. Adult Probation Grants Fund (211)  Increase Regular Benefits by $6,805 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Services Charges by $2,803 for the impact of the changes in Risk Management charges.  Decrease Revenue by $473,119 for an anticipated reduction in grant funds.  Decrease Expenditures by $479,924 to structurally balance the fund. Detention Fund (255) Operating  Increase personnel savings by $236,699 based on the Chairman’s Office request.  Increase Regular Benefits by $161,164 for the impact of changes in retirement contribution rates. 211 Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 71.9% FY 2013 FY 2013 REVISED FORECAST 66.6% 75.7% FY 2014 ADOPTED 73.9% REV VS ADOPTED VAR % 7.3% 10.9% 97.9% 97.7% 98.3% 97.5% -0.2% -0.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 90.8% 88.3% 93.3% 91.0% 2.7% 3.1% 11.8% 9.0% 9.6% 10.9% 1.8% 20.5% 63.2% 64.4% 64.0% 65.6% 1.2% 1.9% 14.2% 14.0% 69.0% 20.1% 6.1% 43.5% 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 the Superior Court, through Adult Probation, is responsible for establishing community punishment programs, including educational services. 212 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of students who achieve at least one 71.9% 66.6% 75.7% 73.9% 7.3% 10.9% successful gain in education classes operated by MCAPD during the reporting period Average number of students who participated 461 518 373 403 (115) -22.2% in education classes operated by MCAPD during the reporting period Number of students who terminate (exit) from 1,421 1,525 1,456 1,338 (187) -12.3% education classes operated by MCAPD during the reporting period Average number of students in need (directed, 720 728 520 682 (46) -6.3% referred, inquiry) of MCAPD operated education services Average cost per student who participates in $ 407.36 $ 500.60 $ 527.09 $ 553.01 $ (52.40) -10.5% MCAPD operated education classes during the reporting period Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 229,806 5,000 234,806 $ $ 244,769 3,760 248,529 $ $ 162,339 2,367 164,706 $ $ 266,991 1,920 268,911 $ $ 22,222 (1,840) 20,382 9.1% -48.9% 8.2% Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS TOTAL USES $ $ 332,453 418,727 751,180 $ 372,943 664,308 $ 1,037,251 $ $ 365,955 419,402 785,357 $ $ 344,577 547,425 892,002 $ $ 28,366 116,883 145,249 7.6% 17.6% 14.0% Activity Narrative: According to the Department of Education, the number of adult students in need of education services has decreased statewide; thus decreasing the demand and output from FY 2013 to FY 2014. Since the passage of Prop 300 and establishment of A.R.S. §15-232b, the education program has been required to verify identification to ensure students are legal residents to be eligible for services. This action has led to a decrease in the average number of students eligible for (directed, referred, inquiry) of MCAPD operated education services. Although expenditures for this activity are decreasing, the average cost per student who participates in education classes during the reporting period is increasing by 10.5% as a result of this reduction in the number of students participating. 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. 213 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 97.9% FY 2013 FY 2013 REVISED FORECAST 97.7% 98.3% FY 2014 ADOPTED 97.5% REV VS ADOPTED VAR % (0.2%) -0.2% 14,988 14,256 15,478 16,984 2,728 19.1% 14,988 14,185 15,478 16,984 2,799 19.7% 71.00 12.3% $ 553.42 $ 575.34 $ 534.48 $ 504.34 $ 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 118,092 118,092 $ $ 175,327 175,327 $ $ 207,334 207,334 $ $ - $ $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 7,533,820 130,052 630,749 $ 8,294,621 Revenue (175,327) (175,327) -100.0% -100.0% $ 2,622,576 174,598 5,600 (3,166,478) $ (363,704) 35.6% 100.0% 100.0% -486.1% -4.4% Expenditure $ 7,370,310 174,598 5,600 651,470 $ 8,201,978 $ 7,437,199 137,301 28,677 669,501 $ 8,272,678 $ 4,747,734 3,817,948 $ 8,565,682 Activity Narrative: The number of presentence investigation reports provided to the courts is anticipated to rise due to the increase in the number of criminal cases in the criminal justice system. Base Adjustments: Expenditures were transferred from the General Fund to the Detention Fund in order to balance these funds at a consolidated level. Positions transferred between funds include 34.0 FTE Probation Officers and 5.0 FTE Probation Officer Supervisors. This transfer did not affect delivery of services. General Fund (100) Operating  Increase Personal Services by $324,825 for 4.0 FTE Presentence Screeners and 2.0 FTE Probation Officers to support the caseload increase. General Fund (100) Non-Recurring Non-Project  Increase Supplies $4,500 for 3 laptops. Pretrial Initial Appearance Release Information Activity The purpose of the Pretrial Jail Initial Appearance Release Information Activity is to provide information regarding 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 an 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. 214 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Pretrial Initial Appearance 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% defendant packets submitted to the Court within the 24-hour statutory mandate during the reporting period Number of Initial Appearance defendant 51,910 45,272 50,746 57,772 12,500 27.6% packets presented to the court during the reporting period Number of Initial Appearance defendant 51,910 45,272 50,746 57,772 12,500 27.6% packets ordered by the court during the reporting period Average cost per Initial Appearance $ 34.15 $ 40.82 $ 36.93 $ 39.52 $ 1.30 3.2% defendant packets presented to the court Expenditure 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 1,772,944 $ 1,772,944 $ 14,000 1,833,880 $ 1,847,880 $ 3,116 1,870,931 $ 1,874,047 $ 2,282,874 $ 2,282,874 $ $ 14,000 (448,994) (434,994) 100.0% -24.5% -23.5% Activity Narrative: The number of packets ordered by the court is increasing. Base Adjustments: Detention Fund (255) Operating  Increase Personal Services by $324,825 for 4.0 FTE Presentence Screeners and 2.0 FTE Probation Officers to support the caseload increase. Detention Fund (255) Non-Recurring Non-Project  Increase Supplies $6,000 for 4 laptops. 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 an 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. 215 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. FY 2012 ACTUAL 90.8% FY 2013 FY 2013 REVISED FORECAST 88.3% 93.3% 11.8% Average daily cost per defendant on pretrial supervision. $ 100 - GENERAL 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 9.0% REV VS ADOPTED VAR % 2.7% 3.1% FY 2014 ADOPTED 91.0% 9.6% 10.9% 1.8% 20.5% 5,072 4,300 5,889 6,862 2,562 59.6% 2,138 2,274 2,475 3,276 1,003 44.1% 5,586 4,869 6,312 7,540 2,671 54.9% 2,138 2,274 2,475 3,276 1,003 44.1% 57.15 5.7% 744.13 $ 1,001.21 $ 96,238 3,677,987 $ 3,774,225 $ 815.71 $ 169,624 14,000 4,121,581 $ 4,305,205 $ 944.06 $ 472,802 15,936 4,314,952 $ 4,803,690 $ 216,773 6,261,401 $ 6,478,174 $ Expenditure (47,149) 14,000 (2,139,820) $ (2,172,969) -27.8% 100.0% -51.9% -50.5% Activity Narrative: The average number of defendants who appear for Pretrial Services during the reporting period is anticipated to increase in FY 2014 based on the FY 2013 Forecast. The number of defendants who successfully complete release conditions is increasing as Pretrial Supervision introduced a pretrial risk assessment in FY 2012. In FY 2013, forecasted performance data was based on data through the first six months of FY 2012 during which the pretrial risk assessment was first implemented. The additional three quarters of data indicates a positive effect. Base Adjustments: Detention Fund (255) Operating  Increase Personnel, Supplies and Services by $1,384,153 including 14.0 FTE Probation Officers, 1.0 FTE Probation Officer Supervisor and 1.0 FTE Justice System Clerk. These positions were added to support the increase in the average number of defendants in Pretrial Supervision.  Increase Personnel Services Allocation Out by $367,036 to the Juvenile Probation Department for the escalating costs of Pretrial electronic monitoring equipment. Detention Fund (255) Non-Recurring Non-Project  Increase Supplies, Services and Equipment $183,450 for 16 laptops and 6 vehicles. 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. 216 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Output Output Demand Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of probationers who successfully 63.2% 64.4% 64.0% 65.6% 1.2% 1.9% completed MCAPD operated and/or funded treatment and residential services during the reporting period Percent of jail days saved by releasing 14.2% 14.0% 69.0% 20.1% 6.1% 43.5% probationers early from jail into treatment during the reporting period Average number of probationers who 1,448 1,407 1,371 1,611 204 14.5% participate in MCAPD operated and/or funded treatment and residential service during the reporting period Number of jail days saved by releasing 1,694 1,554 2,284 2,110 556 35.8% probationers early from jail into treatment during the reporting period Number of probationers who were terminated 1,844 1,138 1,716 2,204 1,066 93.7% from MCAPD operated and/or funded treatment and residential services during the reporting period Average number of probationers who are 1,725 1,804 1,825 1,877 73 4.0% 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 11,893 11,111 7,940 10,512 (599) -5.4% who are released from jail into treatment during the reporting period Average daily cost per probationer to receive $ 1,034.63 $ 1,094.22 $ 1,118.33 $ 990.11 $ 104.12 9.5% MCAPD operated and/or funded treatment and residential services during the reporting period Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ 3,227,049 $ 3,227,049 $ 2,589,026 $ 2,589,026 $ 2,213,328 7,165 $ 2,220,493 $ 2,495,039 6,000 $ 2,501,039 $ 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 1,981,353 2,714,128 1,297,118 $ 5,992,599 $ 2,007,753 2,022,529 14,000 2,113,993 $ 6,158,275 $ 2,130,134 2,142,375 14,686 1,844,620 $ 6,131,815 $ 2,154,992 2,064,309 3,000 2,156,949 $ 6,379,250 $ $ (93,987) 6,000 (87,987) -3.6% N/A -3.4% (147,239) (41,780) 11,000 (42,956) (220,975) -7.3% -2.1% 78.6% -2.0% -3.6% Expenditure $ Activity Narrative: The average number of probationers who are referred and/or court-ordered to MCAPD operated and/or funded treatment and residential services is anticipated to increase in FY 2014 based on FY 2013 trends. The number of jail days saved will increase by 43.5% as additional resources have become available to provide community treatment for these individuals. Base Adjustments: General Fund (100)  Increase Personnel, Supplies and Services by a net of $100,854 including 1.0 FTE Administration/Operations Specialist and 1.0 FTE Justice Systems Clerk for increase in administrative workload. Detention Fund (255) Operating  Increase Personnel, Supplies and Services by a net of $42,956 including 3.0 FTE Probation Officers for the increase in the average number of probationers who are referred and/or courtordered to MCAPD operated and/or funded treatment and residential services. Detention Fund (255) Non-Recurring Non-Project  Increase Supplies $4,500 for 3 laptops and 3 protective vests. 217 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Adult Probation 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. 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 Department of Corrections during the reporting period Percent of probationers on deportation status through Immigration and Customs Enforcement (ICE) 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 FY 2012 ACTUAL 51.7% FY 2013 FY 2013 REVISED FORECAST 43.2% 52.0% FY 2014 ADOPTED 52.4% REV VS ADOPTED VAR % 9.2% 21.4% 72.9% 50.9% 76.6% 80.0% 29.1% 57.0% 78.2% 80.0% 77.6% 77.0% -3.0% -3.8% 63.5% 61.8% 56.3% 62.7% 0.8% 1.3% 3.0% 4.2% 4.5% 4.5% 0.3% 7.1% 45.7% 46.2% 45.9% 49.4% 3.3% 7.0% 98.4% 100.0% 100.0% 100.0% 0.0% 0.0% 98.5% 92.8% 100.0% 98.3% 5.5% 5.9% 0.3% 0.4% 0.3% 0.3% -0.1% -26.7% 59.4% 62.7% 59.2% 59.6% -3.1% -5.0% 7.2% 7.8% 8.4% 8.1% 0.3% 4.1% 97.3% 96.5% 97.0% 96.8% 0.3% 0.4% 1.4% 1.1% 2.0% 1.9% 0.8% 73.9% 77.7% 83.4% 72.8% 74.1% -9.3% -11.2% 5.7% 3.1% 5.9% 6.2% 3.1% 101.9% 2.4% 2.0% 2.5% 2.4% 0.4% 20.1% 218 Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 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 FY 2012 ACTUAL 71.6% Department Strategic Plans and Budgets Adult Probation FY 2013 FY 2013 REVISED FORECAST 71.8% 70.3% FY 2014 ADOPTED 74.6% REV VS ADOPTED VAR % 2.8% 3.9% 7.5% 7.8% 7.6% 7.5% -0.3% -4.0% 51.1% 53.5% 51.1% 52.3% -1.2% -2.3% 17.0% 14.7% 15.2% 15.0% 0.2% 1.7% 67.6% 65.0% 68.5% 69.5% 4.5% 6.9% 51.8% 66.5% 52.0% 58.8% -7.6% -11.5% 9.2% 8.2% 12.4% 10.7% 2.6% 31.7% Activities that comprise this program include:  Community Restoration  Domestic Violence  Fugitive Apprehension  In Custody Management  Indirect Services  Intensive Probation      Compliance Monitoring Seriously Mentally Ill Sex Offender Standard Probation Transferred 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 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. 219 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result 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 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 2012 ACTUAL 51.7% FY 2013 FY 2013 REVISED FORECAST 43.2% 52.0% REV VS ADOPTED VAR % 9.2% 21.4% FY 2014 ADOPTED 52.4% 72.9% 50.9% 76.6% 80.0% 29.1% 57.0% 78.2% 80.0% 77.6% 77.0% (3.0%) -3.8% 3,171 4,078 3,309 3,454 (624) -15.3% 3,030 2,748 3,075 3,122 374 13.6% 9,914 11,462 10,174 10,445 (1,017) -8.9% 4,056 5,097 4,266 4,487 (610) -12.0% 5,858 6,365 5,908 5,958 (407) -6.4% $ 305.83 $ 265.45 $ 300.94 $ 291.73 $ (26.28) -9.9% $ 60,926 64,900 125,826 $ 71,383 61,301 132,684 $ 46,635 59,725 106,360 $ 10,000 59,184 69,184 $ (61,383) (2,117) (63,500) -86.0% -3.5% -47.9% (29,980) 110,387 (84,930) (4,523) -1.0% 61.6% N/A N/A -0.1% 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 $ 2,855,681 172,090 4,274 $ 3,032,045 $ $ $ $ Expenditure $ 2,863,492 179,113 $ 3,042,605 $ 2,899,997 160,293 1,501 $ 3,061,791 $ 2,893,472 68,726 84,930 $ 3,047,128 $ $ Activity Narrative: The average number of probationers ordered to pay restitution and/or perform Community Restitution Service was overestimated in the FY 2013 Revised budget. Based on the FY 2013 Forecast, the average number of probationers ordered to perform community work service hours and the average number of probationers ordered to pay victim restitution are anticipated to increase in FY 2014 from the FY 2012 Actual. The percent of opted-in victims satisfied with MCAPD is expected to increase since the Department has provided additional training to employees in victim communication and awareness. Base Adjustments: Detention Fund (255)  Increase Personal Services by $80,930 including 0.9 FTE Office Assistant Specialized for increase in administrative workload. 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 220 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 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 Average number of active domestic violence probationers supervised during the reporting period Number of domestic violence probationers terminated from probation during the reporting period Average number of domestic violence probationers supervised during the fiscal year Excludes Limited Jurisdiction (LJ) cases Average number of active domestic violence probationers ordered to be supervised during the reporting period Average cost per active domestic violence probationer during the reporting period FY 2012 ACTUAL 63.5% $ FY 2013 FY 2013 REVISED FORECAST 61.8% 56.3% FY 2014 ADOPTED 62.7% REV VS ADOPTED VAR % 0.8% 1.3% 3.0% 4.2% 4.5% 4.5% 0.3% 7.1% 679 681 663 694 13 1.9% 260 304 279 284 (20) -6.6% 625 622 640 670 48 7.7% 679 681 690 694 13 1.9% 460.88 $ 454.94 $ 476.80 $ 506.27 $ (51.33) -11.3% $ 1,385,387 20,010 $ 1,405,397 $ (197,503) 51,829 (20,010) (165,684) -16.6% 100.0% N/A -13.4% Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 1,182,701 53,670 15,833 $ 1,252,204 $ 1,187,884 51,829 $ 1,239,713 $ 1,210,692 52,824 $ 1,263,516 $ Activity Narrative: The average number of active domestic violence probationers supervised is expected to increase in FY 2014. Base Adjustments: General Fund (100) Operating  Increase Personal Services by $129,429 including 1.0 FTE Probation Officer and 1.0 FTE Surveillance Officer to support the increase in this population. General Fund (100) Non-Recurring Non-Project  Increase Supplies $5,340 for 2 laptops and 2 handguns. 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. 221 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of newly ordered warrants cleared 67.6% 65.0% 68.5% 69.5% 4.5% 6.9% during the reporting period Percent of warrants cleared during the fiscal 51.8% 66.5% 52.0% 58.8% (7.6%) -11.5% year The percentage of warrants cleared with 9.2% 8.2% 12.4% 10.7% 2.6% 31.7% targeted criteria, out of the total warrants cleared during the reporting period 6,071 5,716 5,554 4,834 (882) -15.4% Average number of probationers on warrant status being sought by Adult Probation during the reporting period Average number of probationers on warrant 792 629 876 838 209 33.1% status with targeted criteria being sought by Adult Probation during the reporting period Total number of probationers on warrant status 5,597 5,696 4,601 4,949 (747) -13.1% cleared during the reporting period 4,137 4,330 4,064 4,012 (318) -7.3% Total number of probationers newly placed on warrant status by the Court during the reporting period Average daily cost per probationer on warrant $ 86.31 $ 90.92 $ 93.65 $ 109.59 $ (18.67) -20.5% status during the reporting period Revenue 211 - ADULT PROBATION GRANTS TOTAL SOURCES $ $ 352,117 352,117 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 1,753,651 256,220 86,042 $ 2,095,913 $ $ 50,225 50,225 $ $ 45,096 45,096 $ $ 45,000 45,000 $ $ (5,225) (5,225) -10.4% -10.4% $ 2,073,897 45,000 $ 2,118,897 $ (45,312) 5,225 (40,087) -2.2% 10.4% N/A N/A -1.9% Expenditure $ 2,028,585 50,225 $ 2,078,810 $ 2,044,334 32,822 3,186 $ 2,080,342 $ Activity Narrative: The number of probationers newly placed on warrant status by the Court is projected to decline by 7.3% in FY 2014 based on the FY 2013 Forecast. The percentage of newly ordered warrants cleared during the reporting period in expected to increase due to a decline in the number of new warrants issued. The percentage of warrants cleared during the fiscal year is anticipated to increase by 11.5% due to a decline in the rate of old warrants being purged. The percentage of warrants cleared with targeted criteria, out of the total warrants cleared during the reporting period is expected to increase by 31.7% due to trending patterns 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. 222 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 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 Department of Corrections, 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 2012 ACTUAL 45.7% FY 2013 FY 2013 REVISED FORECAST 46.2% 45.9% FY 2014 ADOPTED 49.4% REV VS ADOPTED VAR % 3.3% 7.0% 98.4% 100.0% 100.0% 100.0% 0.0% 1,569 1,463 1,507 1,468 5 0.4% 148,770 123,982 161,626 181,863 57,881 46.7% 1,569 1,463 1,507 1,468 5 0.4% 9.19 2.1% $ 395.03 $ 447.42 $ 406.84 $ 438.23 $ $ 659,037 659,037 $ 269,043 671,464 940,507 $ 134,521 724,818 859,339 $ 212,382 657,918 870,300 $ 989,042 232,071 8,400 1,387,900 $ 2,617,413 $ 950,220 146,903 6,373 1,349,336 $ 2,452,832 $ 123,331 96,560 2,352,985 $ 2,572,876 $ 0.0% Revenue 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ $ $ $ (56,661) (13,546) (70,207) -21.1% -2.0% -7.5% 865,711 135,511 8,400 (965,085) 44,537 87.5% 58.4% 100.0% -69.5% 1.7% Expenditure 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 938,808 213,536 1,326,101 $ 2,478,445 $ $ Activity Narrative: Based on trends in FY 2012 and FY 2013, the number of jail days required for probationers going through violation proceedings during the reporting period is anticipated to increase. The percent of jail days saved through Court Liaison during the reporting period is increasing due to the Department’s efforts in streamlining case processing. Caseload Administrators are taking on a greater responsibility in preparing packets for the court by gathering needed case/client information (e.g., criminal history and additional charge information) and completing initial information for the probation officer. This allows the probation officer to have more time to collaborate with the field officer and the Court, allowing both officers to come to Court more prepared and the Court to be better informed. By having more complete and timely information to the Court, there are fewer continuances and cases move through the system more efficiently. Base Adjustments: Expenditures were transferred from the General Fund to the Detention Fund in order to balance these funds at a consolidated level. Positions transferred between funds include 2.0 FTE Justice System Clerks, 1.0 FTE Probation Assistant, 9.0 FTE Probation Officers and 1.0 FTE Probation Officer Supervisor. This transfer did not affect delivery of services. 223 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Detention Fund (255) Operating  Increase Personal Services by $49,244 including 1.0 FTE Probation Assistant for increase in caseload. Detention Fund (255) Non-Recurring Non-Project  Increase Supplies $900 for desktop. 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. §31-467 establishes interstate compacts for supervision of parolees, probationers, and adult offenders. 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 Department of Corrections during the reporting period Percent of probationers on deportation status through Immigration and Customs Enforcement (ICE) 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 whose probation was ordered by the court to start following discharge from Department of Corrections who were required to to report to MCAPD during the reporting period Average number of probationers on deportation status through ICE 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 2012 ACTUAL 98.5% FY 2013 FY 2013 REVISED FORECAST 92.8% 100.0% 0.3% $ 0.4% REV VS ADOPTED VAR % 5.5% 5.9% FY 2014 ADOPTED 98.3% 0.3% 0.3% (0.1%) -26.7% 15,687 14,454 14,631 13,444 (1,010) -7.0% 131 125 163 118 (7) -5.6% 4,973 4,190 3,912 3,335 (855) -20.4% 15,687 14,454 14,631 13,444 (1,010) -7.0% 16.16 $ 17.63 $ 17.47 $ 19.32 $ (1.69) -9.6% $ 1,038,744 $ 1,038,744 $ $ (19,518) (19,518) -1.9% -1.9% Expenditure 100 - GENERAL TOTAL USES $ 1,014,123 $ 1,014,123 $ 1,019,226 $ 1,019,226 $ 1,022,276 $ 1,022,276 Activity Narrative: Demand continues to decrease, most notably in the number of Immigration and Customs Enforcement (ICE) probationers. It was established in FY 2012 that probationers with verified deportation could only be sent to Indirect Services. This verification of the probationer’s deportation has reduced the average number of probationers on deportation status through ICE during the reporting period. These trends are expected to continue in FY 2014. 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 224 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. 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 2012 ACTUAL 59.4% FY 2013 FY 2013 REVISED FORECAST 62.7% 59.2% REV VS ADOPTED VAR % (3.1%) -5.0% FY 2014 ADOPTED 59.6% 7.2% 7.8% 8.4% 8.1% 0.3% 4.1% 732 780 682 639 (142) -18.1% 977 820 787 856 36 732 780 676 639 (141) -18.1% 732 780 682 639 (142) -18.1% (388.94) -20.7% $ 2,050.17 $ 1,882.34 $ 2,079.47 $ 2,271.28 $ 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 449,130 449,130 $ $ 557,124 557,124 $ $ 552,077 552,077 $ $ 557,124 557,124 $ $ 100 - GENERAL 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 5,972,529 32,413 $ 6,004,942 4.4% Revenue - 0.0% 0.0% Expenditure $ 5,873,798 $ 5,650,361 $ 1,487,818 20,711 (906) (370) 4,313,029 $ 5,872,892 $ 5,670,702 $ 5,800,847 $ 4,385,980 74.7% N/A (4,313,935) 476151.8% $ 72,045 1.2% Activity Narrative: The Court is ordering fewer individuals to Intensive Probation (IPS), as evidenced by the decreasing number of active IPS probationers ordered to be supervised in FY 2013. The average number of IPS probationers ordered intensive probation is projected to decrease by 18.1% in FY 2014. Base Adjustments: Expenditures were transferred from the General Fund to the Detention Fund in order to balance these funds at a consolidated level. Positions transferred between funds include 5.0 FTE Justice System Clerks, 54.0 FTE Probation Officers and 6.0 FTE Probation Officer Supervisors. This transfer did not affect delivery of services. 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. 225 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 97.3% FY 2013 FY 2013 REVISED FORECAST 96.5% 97.0% 1.4% $ 1.1% FY 2014 ADOPTED 96.8% 2.0% REV VS ADOPTED VAR % 0.3% 0.4% 1.9% 0.8% 73.9% 10,982 10,984 10,103 9,957 (1,027) -9.3% 10,982 10,984 10,271 9,957 (1,027) -9.3% 10,982 10,984 10,103 9,957 (1,027) -9.3% 99.61 $ 102.40 $ 109.22 $ 113.25 $ (10.85) -10.6% $ 4,510,331 $ 4,510,331 $ (152,180) 140,772 (11,408) -3.5% 100.0% -0.3% Expenditure 100 - GENERAL 201 - ADULT PROBATION FEES TOTAL USES $ 4,234,496 140,772 $ 4,375,268 $ 4,358,151 140,772 $ 4,498,923 $ 4,264,812 148,736 $ 4,413,548 $ Activity Narrative: The number of Compliance Monitoring Probationers is forecasted to decrease in FY 2013 and the trend is expected to continue in FY 2014 since probationers are being diverted to other Adult Probation programs. The methodology used for measurement data is new in FY 2014, so comparison to the previous year’s data is not meaningful. The methodology used in FY 2013 has been updated for FY 2014 so the projections are more accurate. 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. 226 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of seriously mentally ill probationers who successfully complete probation during the reporting period Percent of active seriously mentally ill probationers sentenced for a new felony offense while supervised during the fiscal year Average number of active seriously mentally ill probationers supervised during the reporting period Number of active seriously mentally ill probationers terminated from probation during the reporting period Average number of active seriously mentally ill probationers supervised during the fiscal year Average number of active seriously mentally ill probationers ordered to be supervised by the Court during the reporting period Average cost per active seriously mentally ill probationer for the reporting period FY 2012 ACTUAL 77.7% $ FY 2013 FY 2013 REVISED FORECAST 83.4% 72.8% FY 2014 ADOPTED 74.1% 5.7% 3.1% 5.9% 6.2% 634 650 619 358 404 634 634 565.76 $ REV VS ADOPTED VAR % (9.3%) -11.2% 3.1% 101.9% 645 (6) -0.8% 353 386 (18) -4.5% 650 629 644 (6) -0.9% 650 619 645 (6) -0.8% 521.38 $ 551.88 $ 539.27 $ (17.89) -3.4% $ 1,390,239 $ 1,390,239 $ $ (34,658) (34,658) -2.6% -2.6% Expenditure 100 - GENERAL TOTAL USES $ 1,435,339 $ 1,435,339 $ 1,355,581 $ 1,355,581 $ 1,366,997 $ 1,366,997 Activity Narrative: The percent of Seriously Mentally Ill (SMI) probationers successfully completing probation has declined. The results may have been affected by cuts to Title XIX services and longer delays in AHCCCS re-enrollment. Additionally, more probationers are transferred from the Re-entry Unit which is not as well equipped to handle the SMI cases. Furthermore, a delay in transfers increases service lags which negatively impacts the results. Finally, a housing shortage for SMI probationers out of jail/prison has led to additional difficulty in stabilizing these clients. 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. 227 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 2.4% FY 2013 FY 2013 REVISED FORECAST 2.0% 2.5% REV VS ADOPTED VAR % 0.4% 20.1% FY 2014 ADOPTED 2.4% 1,910 2,015 1,981 2,091 76 3.8% 1,910 2,009 1,989 2,091 82 4.1% 1,910 2,010 1,981 2,091 81 4.0% $ 606.31 $ 587.03 $ 607.98 $ 627.92 $ (40.88) -7.0% 201 - ADULT PROBATION FEES TOTAL SOURCES $ $ 47,005 47,005 $ $ 44,897 44,897 $ $ 53,579 53,579 $ $ 56,400 56,400 $ $ 11,503 11,503 25.6% 25.6% 100 - GENERAL 211 - ADULT PROBATION GRANTS 201 - ADULT PROBATION FEES 255 - DETENTION OPERATIONS TOTAL USES $ 2,417,563 74,560 2,138,848 $ 4,630,971 $ 3,535,081 108,000 1,550,762 56,808 $ 5,250,651 $ (707,186) (108,000) 314,238 (19,383) (520,331) -25.0% N/A 16.8% -51.8% -11.0% Revenue Expenditure $ 2,827,895 1,865,000 37,425 $ 4,730,320 $ 2,831,882 1,507 1,939,081 44,543 $ 4,817,013 $ Activity Narrative: A significant majority of convicted sex offenders receive lifetime sentences for probation, creating the year-to-year increase in probation supervision. It is anticipated that the percent of active Sex Offender probationers sentenced for a new felony offense while supervised will decrease from the FY 2013 Forecast with the additional staff. Base Adjustments: General Fund (100) Operating  Increase Personal Services by $388,287 including 3.0 FTE Probation Officers and 3.0 Surveillance Officers to support the increase in this population. General Fund (100) Non-Recurring Non-Project  Increase Supplies $1,500 for 1 laptop. 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. 228 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 Interstate Compact) Average number of active standard probationers ordered to be supervised during the reporting period (Includes Interstate Compact) Average daily cost per active Standard Supervision probationer FY 2012 ACTUAL 71.6% FY 2013 FY 2013 REVISED FORECAST 71.8% 70.3% 7.5% $ 7.8% REV VS ADOPTED VAR % 2.8% 3.9% FY 2014 ADOPTED 74.6% 7.6% 7.5% (0.3%) -4.0% 14,723 14,992 14,929 15,417 426 2.8% 6,112 5,663 5,972 5,612 (51) -0.9% 14,014 14,326 14,377 14,675 349 2.4% 14,723 14,992 14,929 15,417 426 2.8% 15.63 3.6% 417.07 $ 428.59 $ 417.93 $ 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 412.97 $ 305,965 8,331,596 $ 8,637,561 285,551 8,139,648 $ 8,425,199 $ 239,551 8,111,783 $ 8,351,334 $ 12,000 8,139,648 $ 8,151,648 $ $ 13,239,787 248,702 10,271,076 803,075 $ 24,562,640 $ 12,486,471 185,972 12,158,374 870,223 $ 25,701,040 $ 12,406,177 222,595 11,478,271 849,776 $ 24,956,819 $ 11,679,824 132,000 11,943,860 1,711,649 $ 25,467,333 Revenue $ $ (273,551) (273,551) -95.8% 0.0% -3.2% 806,647 53,972 214,514 (841,426) 233,707 6.5% 29.0% 1.8% -96.7% 0.9% Expenditure Activity Narrative: increase. $ $ The number of probationers ordered to Standard Probation has continued to Base Adjustments: Expenditures were transferred from the General Fund to the Detention Fund in order to balance these funds at a consolidated level. Positions transferred between funds include 6.0 FTE Probation Officers, 1.0 FTE Probation Officer Supervisor and 3.0 FTE Surveillance Officers. This transfer did not affect delivery of services. General Fund (100) Operating  Increase Personal Services by $66,597 including 1.0 FTE Probation Officer for increase in the population. General Fund (100) Non-Recurring Non-Project  Increase Supplies and Equipment $102,170 for 1 laptop, 1 protective vest and 4 vehicles. 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 229 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 51.1% FY 2013 FY 2013 REVISED FORECAST 53.5% 51.1% FY 2014 ADOPTED 52.3% REV VS ADOPTED VAR % (1.2%) -2.3% 17.0% 14.7% 15.2% 15.0% 0.2% 1.7% 229 258 218 207 (51) -19.9% 88 99 131 153 54 54.5% 229 258 217 207 (51) -19.8% 229 258 218 207 (51) -19.9% $ 653.65 $ 575.50 $ 686.14 $ 787.74 $ (212.24) -36.9% $ 599,395 599,395 $ 593,918 593,918 $ 598,312 598,312 $ 9,613 641,849 651,462 $ 584,305 (641,849) (57,544) 98.4% N/A -9.7% Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ $ Activity Narrative: The average number of active transferred youth ordered to be supervised by the Court during the reporting period continues to decline. This decrease is potentially due to the Children's Action Alliance, as they have applied pressure to educate law enforcement and prosecutorial agencies about adolescent brain development. The Children's Action Alliance has also encouraged keeping juvenile offenders in the juvenile courts. Another contributing factor to the decrease in the number of transferred youth is that officers have not been able to screen additional cases that may be eligible for the program. This is due to caseload management and the number of vacant positions. Finally, the decrease can be attributed to the additional services in place for the Project SAFE (Swift Accountable Fair Enforcement) population. MCAPD’s Project SAFE is a program for high-risk youths sentenced in adult court for serious offenses, also known as transferred youths. This program is designed to provide quick punishment and rewards for teens placed on probation, showing them that their actions have consequences. Base Adjustments: Expenditures were transferred from the General Fund to the Detention Fund in order to balance these funds at a consolidated level. Positions transferred between funds include 7.0 FTE Probation Officers and 1.0 FTE Probation Officer Supervisor. This transfer did not affect delivery of services. 230 Department Strategic Plans and Budgets Adult Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 50,718,625 $ - FY 2013 Revised Budget $ 50,718,625 $ - $ (160,596) $ (160,596) - $ 50,558,029 $ - Adjustments: Agenda Item: Reallocations Reallocation Between Depts ICIS-NG (Integrated Court Information System - Next Generation) - Position Reorg FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Adult Probation Caseload Increase Reallocations Adult Probation Reallocation Between Funds Budget Balancing Budget Balancing Adjustment for Chairman's Budget $ (160,596) Agenda Item: $ $ $ $ FY 2014 Tentative Budget $ - $ $ $ $ 41,746,720 $ -17.4% - $ (38,211) $ (38,211) - $ 41,708,509 $ -17.5% - Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges 841,723 841,723 918,661 918,661 (10,034,792) (10,034,792) (536,901) (536,901) Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 127,030 $ 127,030 - $ 127,030 $ - Adjustments: Base Adjustments Adult Probation Caseload Increase Agenda Item: FY 2014 Adopted Budget 231 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 12,842,594 $ 12,842,594 FY 2013 Revised Budget $ 12,842,594 $ 12,842,594 FY 2014 Budget Target $ 12,842,594 $ 12,842,594 FY 2014 Adopted Budget Percent Change from Target Amount $ 12,842,594 $ 0.0% 12,842,594 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj 1,356,274 $ - $ 297,483 $ 297,483 - $ 1,653,757 $ - $ (297,483) $ (297,483) (1,356,274) $ (1,356,274) - $ - $ - $ 1,983 $ 1,983 932,556 $ 932,556 - 934,539 $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring $ Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Non Recurring Other Non-Recurring Percentage of Salary and Benefits for Supervisor and Administrator Positions Peak Performers Laptop/Desk top/Printer Replacement State Vehicle Replacements County Vehicle Upgrades to Mid-Size Communications Center CAD system, software & hardware upgrade FY 2014 Adopted Budget $ $ 76,056 6,500 500,000 200,000 50,000 100,000 $ 232 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Fees Fund (201) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 2,346,908 $ 2,198,641 $ 2,198,641 $ 2,569,899 $ 1,466,166 $ 13,043,890 13,043,890 $ 12,842,594 12,842,594 $ 12,842,594 12,842,594 $ 12,833,931 12,833,931 $ 12,842,594 12,842,594 $ $ $ 12,667,057 153,839 12,820,896 Structural Balance $ 376,833 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ 12,842,594 1,356,274 14,198,868 $ (3) $ 2,569,899 2,569,899 $ $ $ $ $ 12,842,594 1,653,757 14,496,351 - $ - 842,367 842,367 233 $ $ $ $ $ 12,833,154 1,104,510 13,937,664 $ $ 12,842,594 934,539 13,777,133 - $ 777 $ - $ - $ - $ - $ $ 544,884 544,884 $ $ 1,466,166 1,466,166 $ $ 531,627 531,627 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Adult Probation FY 13 Grants Fill the Gap Plan $ 185,327 $ 273,844 (88,517) $ 3,742,705 $ $ (185,327) $ (273,844) 88,517 $ 3,557,378 $ 3,557,378 $ 6,805 $ 6,805 (6,805) $ (6,805) - C-11-13-004-G-00 C-80-13-008-2-00 C-11-13-004-G-00 C-80-13-008-2-00 185,327 273,844 (88,517) 3,742,705 (185,327) (273,844) 88,517 Agenda Item: $ FY 2014 Tentative Budget $ (473,119) $ (473,119) (473,119) (473,119) $ 3,084,259 $ -13.3% 3,084,259 -13.3% $ - $ (2,803) 2,803 - $ 3,084,259 $ -13.3% 3,084,259 -13.3% Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges 3,557,378 Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 3,557,378 $ Agenda Item: FY 2013 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Adult Probation FY 13 Grants Fill the Gap Plan $ Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 234 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Adult Probation Adult Probation Grants Fund (211) Fund Balance Summary FY 2012 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: Restricted Total Ending Spendable Fund Balance $ $ FY 2013 ADOPTED (209,971) $ 4,243,895 4,243,895 $ 4,393,941 4,393,941 $ FY 2013 REVISED (209,971) $ 3,557,378 3,557,378 $ $ $ 3,557,378 3,557,378 (150,046) $ 12 $ $ - $ (360,005) $ FY 2013 FORECAST (209,971) $ 3,742,705 3,742,705 $ $ $ 3,742,705 3,742,705 - $ - $ $ - $ (209,971) $ FY 2014 ADOPTED (360,005) $ (360,005) 3,367,697 3,367,697 $ $ $ 3,367,697 3,367,697 $ 3,084,259 3,084,259 - $ - $ - - $ - $ - $ - $ (209,971) $ (360,005) 3,084,259 3,084,259 $ $ $ (360,005) Detention Fund (255) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 10,970,427 $ - FY 2013 Revised Budget $ 10,970,427 $ - FY 2014 Budget Target $ 10,970,427 $ - $ 161,164 161,164 2,388,504 2,021,468 367,036 10,034,792 10,034,792 (236,699) (236,699) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Adult Probation Caseload Increase Operating Fund Transfers Reallocations Adult Probation Reallocation Between Funds Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ $ FY 2014 Adopted Budget Percent Change from Target Amount $ 235 $ $ $ $ 23,318,188 $ 112.6% - Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Adult Probation Detention Fund (255) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 100,000 $ - FY 2013 Revised Budget $ 100,000 $ - $ (100,000) $ (100,000) - $ - $ - $ 196,860 $ 196,860 - $ 196,860 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Base Adjustments Adult Probation Caseload Increase Agenda Item: FY 2014 Adopted Budget 236 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Analysis by Idamarie C. Flaherty, 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 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 2012 (the last complete year), air quality at all stations was in compliance with federal health standards 86% 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 was a new goal in FY 2013. Rule effectiveness studies are being developed for tracking and analysis purposes. Citizen Satisfaction By June 30, 2018, the percentage of citizens being adequately informed of air pollution issues will increase to 80% and making clear air choices will increase by 10% from baseline year as reported in a Maricopa County Citizens’ Satisfaction Survey. Status: The 2012 Citizens’ Satisfaction Survey results showed that 71% 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. 237 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES 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 85AQ - AIR QUALITY $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ - $ 883,381 4,661,253 2,116,062 5,377,695 1,596,934 14,635,325 $ - $ 5,063,725 1,608,636 5,450,532 1,673,800 13,796,693 $ - $ 5,063,725 1,608,636 5,450,532 1,673,800 13,796,693 $ - $ 5,447,321 2,012,370 5,202,326 1,642,802 14,304,819 $ 15,000 $ 5,293,512 1,375,766 5,496,798 1,693,494 13,874,570 $ 15,000 229,787 (232,870) 46,266 19,694 77,877 N/A N/A 4.5% -14.5% 0.8% 1.2% 0.6% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 4,628 $ 4,628 $ 788,462 $ 788,462 $ 840,955 $ 840,955 $ 965,289 $ 965,289 $ 886,784 $ 886,784 $ 45,829 45,829 5.4% 5.4% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 163,887 $ 163,887 $ 32,040 $ 32,040 $ 32,040 $ 32,040 $ 29,933 $ 29,933 $ 32,040 $ 32,040 $ - 0.0% 0.0% TOTAL PROGRAMS $ 14,803,840 $ 14,617,195 $ 14,669,688 $ 15,300,041 $ 14,793,394 $ 123,706 0.8% 322,588 $ 2,711,330 2,139,013 1,085,791 2,423,643 1,563,175 10,245,540 $ 550,899 $ 2,699,277 1,438,061 2,614,118 1,610,660 8,913,015 $ 550,899 $ 2,699,533 1,438,056 2,614,115 1,610,660 8,913,263 $ 532,348 $ 2,463,011 1,020,188 2,569,185 1,431,407 8,016,139 $ 532,801 $ 2,872,234 2,307,801 2,694,269 1,655,455 10,062,560 $ 18,098 (172,701) (869,745) (80,154) (44,795) (1,149,297) 3.3% N/A -6.4% -60.5% -3.1% -2.8% -12.9% 30,191 $ 169,011 83,210 2,806,389 26,817 3,115,618 $ 39,452 $ 191,405 111,225 6,247,259 26,999 6,616,340 $ 39,452 $ 191,405 302,000 6,299,504 26,999 6,859,360 $ 35,483 $ 180,443 47,272 5,427,241 22,131 5,712,570 $ 36,001 $ 194,368 76,681 6,038,781 27,158 6,372,989 $ 3,451 (2,963) 225,319 260,723 (159) 486,371 8.7% -1.5% 74.6% 4.1% -0.6% 7.1% 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 85AQ - AIR QUALITY $ $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ 850,512 $ 64,992 915,504 $ 819,913 $ 78,497 898,410 $ 819,913 $ 78,497 898,410 $ 819,914 $ 82,983 902,897 $ 700,558 $ 97,426 797,984 $ 119,355 (18,929) 100,426 14.6% -24.1% 11.2% TOTAL PROGRAMS $ 14,276,662 $ 16,427,765 $ 16,671,033 $ 14,631,606 $ 17,233,533 $ (562,500) -3.4% $ 238 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category FY 2012 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ SUBTOTAL $ 9,371,519 9,371,519 $ $ 9,764,372 9,764,372 $ $ 9,764,372 9,764,372 $ $ 9,556,878 9,556,878 $ $ 9,760,589 9,760,589 INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ 1,735,760 1,681,332 3,417,092 $ $ 2,317,078 1,642,802 3,959,880 $ $ 2,148,168 1,673,800 3,821,968 $ $ 2,095,675 1,673,800 3,769,475 2,231,809 $ 1,693,494 3,925,303 $ 489,045 $ 489,045 $ 386,704 386,704 $ $ 386,704 $ 386,704 $ 1,447,369 $ 1,447,369 $ 662,600 662,600 $ $ 662,600 662,600 $ 32,040 2,004 34,044 $ SUBTOTAL $ 32,364 4,628 36,992 $ 32,040 2,004 34,044 $ ALL REVENUES $ 14,762,017 $ 14,617,195 $ 14,669,688 $ 15,300,041 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 41,823 41,823 $ $ - $ - $ - $ $ - $ $ 14,803,840 FY 2012 ACTUAL $ 14,617,195 $ FY 2013 ADOPTED 14,669,688 FY 2013 REVISED $ 15,300,041 FY 2013 FORECAST $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ $ $ $ $ $ 24,154 24,154 6.2% 6.2% $ $ 1,369,623 $ 1,369,623 $ 662,600 662,600 $ $ - 0.0% 0.0% $ 29,933 $ (1,228) 28,705 $ 32,040 2,004 34,044 $ $ - 0.0% 0.0% 0.0% 14,793,394 $ 123,706 0.8% - N/A N/A - $ $ 14,793,394 $ 123,706 0.8% REVISED VS ADOPTED FY 2014 ADOPTED VAR % 6,607,287 $ 22,034 74,277 2,555,465 187,299 (1,284,809) 1,819,610 9,981,163 $ 7,157,774 $ 30,130 65,064 2,771,459 60,938 (1,518,528) 2,180,485 10,747,322 $ 255,874 $ 156,254 57,366 154,246 577,708 $ 301,148 $ 165,191 39,955 11,759 508,367 $ 301,148 $ 165,191 39,955 11,759 508,367 $ 277,866 $ 146,192 4,094 35,606 451,682 $ 304,948 $ 165,191 18,175 110,789 584,053 $ 1,012,151 803,469 132,134 1,179,257 13,853 20,523 36,089 71,948 125,553 3,470,388 $ 1,663,841 830,412 64,810 1,172,691 18,110 57,241 40,648 85,020 224,566 4,397,005 $ 1,716,334 830,412 64,810 1,172,691 18,110 57,241 40,648 85,020 224,566 4,449,498 $ 1,225,360 871,132 48,370 1,159,879 7,902 41,980 31,975 74,461 194,932 3,595,099 $ 2,813,373 844,254 64,810 1,060,638 18,560 58,641 41,398 85,020 376,657 5,373,514 $ 549,784 $ 22,680 751,011 $ 677,930 $ 878,662 $ 677,930 $ 878,662 $ 402,930 $ 603,662 $ 482,540 $ 528,644 $ ALL EXPENDITURES $ 14,276,662 $ 16,427,765 $ 16,671,033 $ 14,631,606 $ TOTAL USES $ 14,276,662 $ 16,427,765 $ 16,671,033 $ 14,631,606 $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0950 - DEBT SERVICE SUBTOTAL $ 239 3.9% 1.2% 2.7% $ $ 7,119,818 $ 39,001 65,064 2,708,296 251,713 (1,392,655) 2,043,269 10,834,506 $ SUBTOTAL $ 83,641 19,694 103,335 410,858 410,858 7,119,728 $ 30,244 65,064 2,717,399 60,682 (1,392,655) 2,043,269 10,643,731 $ $ 0.0% 0.0% 384,955 $ 384,955 $ 6,687,291 $ 5,389 61,512 2,455,519 32,141 (1,584,913) 1,820,616 9,477,555 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN (3,783) (3,783) (37,956) 8,871 (63,163) 190,775 125,873 (137,216) 87,184 -0.5% 22.7% 0.0% -2.3% 75.8% 9.0% -6.7% 0.8% (3,800) -1.3% 0.0% 21,780 54.5% (99,030) -842.2% (75,686) -14.9% (1,097,039) (13,842) 112,053 (450) (1,400) (750) (152,091) (924,016) -63.9% -1.7% 0.0% N/A 9.6% -2.5% -2.4% -1.8% 0.0% -67.7% -20.8% 195,390 350,018 28.8% N/A 39.8% 17,233,533 $ (562,500) -3.4% 17,233,533 $ (562,500) -3.4% Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FY 2012 ACTUAL FUND / FUNCTION CLASS 503 AIR QUALITY GRANT OPERATING NON-RECURRING $ FUND TOTAL SOURCES $ 504 AIR QUALITY FEES 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 $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED 3,391,168 $ 25,924 3,417,092 $ 3,769,475 $ 3,769,475 $ 3,769,475 $ 52,493 3,821,968 $ 3,916,950 $ 42,473 3,959,423 $ 3,925,303 $ 3,925,303 $ 11,349,480 $ 37,268 11,386,748 $ 10,847,720 $ 10,847,720 $ 10,847,720 $ 10,847,720 $ 11,340,618 $ 11,340,618 $ 10,868,091 $ 10,868,091 $ 14,740,648 $ 63,192 $ 14,803,840 $ FY 2012 ACTUAL 14,617,195 $ - $ 14,617,195 $ FY 2013 ADOPTED 14,617,195 $ 52,493 $ 14,669,688 $ FY 2013 REVISED 15,257,568 $ 42,473 $ 15,300,041 $ FY 2013 FORECAST 14,793,394 $ - $ 14,793,394 $ FY 2014 ADOPTED REVISED VS ADOPTED VAR % 155,828 4.1% (52,493) -100.0% 103,335 2.7% 20,371 20,371 0.2% N/A 0.2% 176,199 1.2% (52,493) -100.0% 123,706 0.8% REVISED VS ADOPTED VAR % 763,350 $ 474,901 1,238,251 $ 760,773 $ 402,930 1,163,703 $ 760,773 $ 402,930 1,163,703 $ 760,773 $ 402,930 1,163,703 $ 760,773 $ 397,540 1,158,313 $ 3,366,843 $ 38,233 3,405,076 $ 3,769,475 $ 3,769,475 $ 3,769,475 $ 87,206 3,856,681 $ 3,577,948 $ 42,473 3,620,421 $ 3,924,954 $ 3,924,954 $ (155,479) 87,206 (68,273) -4.1% 100.0% -1.8% FUND TOTAL USES $ 9,379,556 $ 253,779 9,633,335 $ 10,744,978 $ 749,609 11,494,587 $ 10,744,978 $ 905,671 11,650,649 $ 9,367,974 $ 479,508 9,847,482 $ 10,517,273 $ 1,632,993 12,150,266 $ 227,705 (727,322) (499,617) 2.1% -80.3% -4.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 13,509,749 $ 766,913 $ 14,276,662 $ 15,275,226 $ 1,152,539 $ 16,427,765 $ 15,275,226 $ 1,395,807 $ 16,671,033 $ 13,706,695 $ 924,911 $ 14,631,606 $ 15,203,000 $ 2,030,533 $ 17,233,533 $ 72,226 (634,726) (562,500) 0.5% -45.5% -3.4% FUND TOTAL USES $ 503 AIR QUALITY GRANT OPERATING NON-RECURRING $ FUND TOTAL USES $ 504 AIR QUALITY FEES OPERATING NON-RECURRING $ 5,390 5,390 0.0% 1.3% 0.5% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES 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 PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .50 19.50 3.10 .50 23.60 .50 36.60 3.10 .50 40.70 .50 38.10 3.10 .50 42.20 .50 37.10 3.10 .50 41.20 .50 36.10 3.10 .50 40.20 (2.00) (2.00) 0.0% (5.2%) 0.0% 0.0% (4.7%) 18.00 2.00 30.45 16.20 40.35 12.00 119.00 142.60 2.00 32.30 16.65 36.95 12.00 99.90 140.60 .00 2.00 32.35 16.95 37.60 12.00 100.90 143.10 2.00 32.85 18.15 36.90 12.00 101.90 143.10 2.00 32.75 16.05 38.10 12.00 100.90 141.10 .40 (.90) .50 (2.00) N/A 0.0% 1.2% (5.3%) 1.3% 0.0% 0.0% (1.4%) 240 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Air Quality Staffing by Market Range Title MARKET RANGE TITLE 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 Engineer Engineer - 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 Instrumentation Technician Air IS Project Manager Management Analyst Management Assistant Media Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Planner Planning Supervisor Project Administrator RDSA Ombudsman Special Projects Manager Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 7.00 7.00 8.00 8.00 8.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 4.00 0.0% 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 0.0% 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 40.00 39.00 39.00 39.00 0.0% 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% 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 N/A 2.00 (2.00) (100.0%) 17.00 18.00 18.00 17.00 18.00 0.0% 1.00 N/A 3.00 3.00 2.00 2.00 2.00 0.0% 3.00 N/A 7.00 N/A 41.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 N/A .60 .60 .60 .60 .60 0.0% 13.00 13.00 13.00 13.00 13.00 0.0% 1.00 (1.00) (100.0%) 2.00 1.00 2.00 1.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 11.00 11.00 10.00 10.00 10.00 0.0% 3.00 1.00 1.00 1.00 1.00 0.0% 2.00 N/A 8.00 N/A 1.00 N/A 2.00 1.00 1.00 1.00 1.00 N/A 1.00 1.00 1.00 1.00 0.0% .50 .50 .50 0.0% 142.60 140.60 143.10 143.10 141.10 (2.00) (1.4% ) Staffing by Fund DEPARTMENT/FUND 503 AIR QUALITY GRANT 504 AIR QUALITY FEES Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 24.60 21.60 20.60 20.60 20.60 0.0% 118.00 119.00 122.50 122.50 120.50 (2.00) (1.6%) 142.60 140.60 143.10 143.10 141.10 (2.00) (1.4% ) Staffing Variance Analysis The variance between FY 2013 Revised and FY 2014 Adopted in the Staffing by Market Range Title Table is due to the repositioning of some FTE’s in Fund 504, specifically, Engineer - Air Quality, IS Project Manager and Project Administrator. 241 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Air Quality General Adjustments General Fund (100) Other Base Adjustments:  The FY 2014 Non Recurring Non Project budget includes $397,540 for Air Quality monitoring equipment. Air Quality Grant Fund (503) Personnel:  Increase Regular Benefits by $3,592 for the changes in retirement contribution rates. Other Base Adjustments:  Increase revenue $155,828 and increase expenditures $151,887 for grant reconciliation. Air Quality Fees Fund (504) Personnel:  Increase Regular Benefits by $26,237 for the changes in retirement contribution rates. Other Base Adjustments:    Decrease expenditures $161,557 for legal expenses. The Air Quality Department does not expect any defense or prosecution legal activity. Decrease expenditures $92,385. ISF fees have dropped $100,528 due to a decrease in the cell phone fleet. Increase Other Benefits and Internal Services Charges by $8,143 for the impact of the changes in Risk Management charges. The FY 2014 Non Recurring Non Project budget for $1,632,993 includes: o $275,000 carry-over for the completion of the Accela Information System and a 64 unit Vehicle Locator System. o $248,623 for Asset management and RDSA IT purchases. o $1,000,000 for an Air Quality Improvement Project as designated by the Queen Creek Environmental Settlement received in FY 2013. o $109,370 for education and public information designated by the Fisher Settlement, also received in FY 2013. 242 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Air Quality Programs and Activities Air Quality Program The purpose of the Air Quality Program is to provide air pollution information and regulatory services to industry, other governmental agencies, and the general public so they can effectively contribute to the attainment of the national ambient air quality standards. Program Results Measure Description For all major employer sites combined, the average percent, “Trip Rate for employees/students that use an alternative mode of commuting”. Percentage of major employer sites with a “Trip Rate for employees/students that use an alternative mode of commuting”, of 40% or higher. 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 business hours. Percent of requests for information from media sources responded to within 20 business hours. FY 2012 ACTUAL 26.0% FY 2013 FY 2013 REVISED FORECAST 25.0% 72.0% FY 2014 ADOPTED 72.0% REV VS ADOPTED VAR % 47.0% 188.0% 9.1% 8.2% 8.0% 8.0% -0.2% -2.7% 68.8% 85.7% 42.9% 22.7% -63.0% -73.5% 68.4% 43.3% 76.7% 56.3% 12.9% 29.8% 82.9% 89.9% 78.0% 77.9% -11.9% -13.3% 96.5% 90.7% 99.1% 97.0% 6.3% 6.9% 79.5% 71.8% 86.2% 75.9% 4.1% 5.7% 13.1% 39.9% 23.4% 20.4% -19.5% -48.9% 95.9% 85.0% 94.1% 96.1% 11.1% 13.0% 8.6% 54.7% 17.1% 8.3% -46.4% -84.8% 99.2% 62.2% 97.8% 100.0% 37.8% 60.7% 119.3% 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. 243 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2014 Adopted Budget Mandates: Administrative mandate. Measure Type Result Result Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of contacts from media sources 99.2% 62.2% 97.8% 100.0% 37.8% 60.7% responded to within four business hours. Percent of requests for information from 119.3% 100.0% 100.0% 100.0% 0.0% 0.0% media sources responded to within 20 business hours. Total Number of responses to requests for 130 45 131 140 95 211.1% information from media sources. Total Number of requests for information from 130 45 131 140 95 211.1% media sources. Total Public Information Office Expenditure per $ 2,481.45 $ 12,242.20 $ 4,063.73 $ 3,805.72 $ 8,436.48 68.9% response to requests for information from media sources. Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 15,000 15,000 $ $ 15,000 15,000 N/A N/A 504 - AIR QUALITY FEES TOTAL USES $ $ 322,588 322,588 $ $ 550,899 550,899 $ $ 532,348 532,348 $ $ 532,801 532,801 $ $ 18,098 18,098 3.3% 3.3% Expenditure Activity Narrative: The Air Quality Public Information Activity supports the Department in meeting 100% of the demand. Expenditures for education purposes will remain the same for FY 2014 as compared to the FY 2013 Forecast. 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 2012 ACTUAL 95.9% FY 2013 FY 2013 REVISED FORECAST 85.0% 94.1% 8.6% $ 54.7% 17.1% 5,841 9,000 5,542 116 190 7,169 76 366.21 $ FY 2014 ADOPTED 96.1% REV VS ADOPTED VAR % 11.1% 13.0% (46.4%) -84.8% 5,874 (3,126) -34.7% 123 96 (94) -49.5% 7,700 6,000 6,758 (942) -12.2% 205 162 108 (97) -47.3% -63.0% 299.95 $ 444.43 8.3% $ 488.97 $ (189.03) $ 22,812 206,975 229,787 1.7% 5.5% 4.5% (54,273) (118,428) (172,701) -4.3% -8.2% -6.4% Revenue 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL SOURCES $ 805,254 3,855,999 $ 4,661,253 $ 1,309,217 3,754,508 $ 5,063,725 $ 1,350,561 4,096,760 $ 5,447,321 $ 1,332,029 3,961,483 $ 5,293,512 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES TOTAL USES $ $ 1,256,056 1,443,477 $ 2,699,533 $ 1,333,504 1,129,507 $ 2,463,011 $ 1,310,329 1,561,905 $ 2,872,234 $ Expenditure 849,978 1,289,035 $ 2,139,013 244 $ $ Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: A decrease in revenue over FY 2013 Forecast is due to a decrease in dust control enforcement cases that require resolution. Increase in expenditures for this activity is due to the increase in demand for dust control compliance inspections. Large Source Permit Regulation Activity The purpose of the Large Source Permit Regulation Activity is to provide regulatory services to Large Source Permitted sources so they can have timely information needed to stay in compliance with air quality rules and regulations. Mandates: A.R.S. §49-401 declares the problem of air quality in the state of Arizona and provides definitions. A.R.S. §49-402 and A.R.S. §49-473 provides for State and County jurisdiction. Measure Type Result Result Output Output Demand Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of permit actions completed within 68.8% 85.7% 42.9% 22.7% (63.0%) -73.5% the Department’s timeliness standards. Percentage of large source inspections in 68.4% 43.3% 76.7% 56.3% 12.9% 29.8% compliance. Number of completed large source (Title V) 16 7 14 22 15 214.3% permit actions provided. Number of large source compliance 38 30 30 32 2 6.7% inspections completed. Number of requests for Title V permit actions. 10 7 8 10 3 42.9% Number of large sources compliance 32 35 34 32 (3) -8.6% inspections required. Total Large Source Permit Regulation Activity $ 67,861.94 $ 205,436.57 $ 72,870.57 $ 104,900.05 $ 100,536.53 48.9% Expenditure per number of Title V permit actions provided Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 2,116,062 $ 2,116,062 $ 1,608,636 $ 1,608,636 $ 2,012,370 $ 2,012,370 $ 1,375,766 $ 1,375,766 $ $ (232,870) (232,870) -14.5% -14.5% 504 - AIR QUALITY FEES TOTAL USES $ 1,085,791 $ 1,085,791 $ 1,438,056 $ 1,438,056 $ 1,020,188 $ 1,020,188 $ 2,307,801 $ 2,307,801 $ $ (869,745) (869,745) -60.5% -60.5% Expenditure Activity Narrative: Title V permit revenue is decreasing, because permits are valid for several years. While the level of service the Department continues to provide increases, the revenue was collected in a prior period. 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. 245 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 82.9% $ FY 2013 FY 2013 REVISED FORECAST 89.9% 78.0% REV VS ADOPTED VAR % (11.9%) -13.3% FY 2014 ADOPTED 77.9% 96.5% 90.7% 99.1% 97.0% 6.3% 6.9% 79.5% 71.8% 86.2% 75.9% 4.1% 5.7% 13.1% 39.9% 23.4% 20.4% (19.5%) -48.9% 631 632 532 662 30 4.7% 342 172 321 328 156 90.7% 2,323 2,072 2,809 2,282 210 10.1% 373 632 368 358 (274) -43.4% 500 632 484 516 (116) -18.4% 2,737 2,766 2,621 2,730 (36) -1.3% 302 718 296 290 (428) -59.6% 327 172 311 320 148 86.0% 3,840.96 $ 4,136.26 $ 4,829.30 $ 4,069.89 $ 66.37 1.6% Revenue 504 - AIR QUALITY FEES TOTAL SOURCES $ 5,377,695 $ 5,377,695 $ 5,450,532 $ 5,450,532 $ 5,202,326 $ 5,202,326 $ 5,496,798 $ 5,496,798 $ $ 46,266 46,266 0.8% 0.8% 504 - AIR QUALITY FEES TOTAL USES $ 2,423,643 $ 2,423,643 $ 2,614,115 $ 2,614,115 $ 2,569,185 $ 2,569,185 $ 2,694,269 $ 2,694,269 $ $ (80,154) (80,154) -3.1% -3.1% Expenditure Activity Narrative: An increase in revenue for this Activity is due to an increase in Title V permit actions and an increase in small source compliance inspections required. An increase in expenditure is due to the increase in activity along with 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. 246 Department Strategic Plans and Budgets Air Quality Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description For all major employer sites combined, the average percent, “Trip Rate for employees/students that use an alternative mode of commuting”. Percentage of major employer sites with a “Trip Rate for employees/students that use an alternative mode of commuting”, of 40% or higher. Number of major employer sites that received Trip Reduction Program services Number of major employer sites requesting Trip Reduction Program services Total Trip Reduction Program Expenditure per major employer site that received Trip Reduction Program services FY 2012 ACTUAL 26.0% FY 2013 FY 2013 REVISED FORECAST 25.0% 72.0% 9.1% $ 8.2% FY 2014 ADOPTED 72.0% 8.0% REV VS ADOPTED VAR % 47.0% 188.0% 8.0% (0.2%) -2.7% 3,098 3,100 3,100 3,100 - 0.0% 3,098 3,100 3,100 3,100 - 0.0% 504.58 $ 519.57 $ 461.74 $ 534.02 $ (14.45) -2.8% Revenue 503 - AIR QUALITY GRANT TOTAL SOURCES $ 1,596,934 $ 1,596,934 $ 1,673,800 $ 1,673,800 $ 1,642,802 $ 1,642,802 $ 1,693,494 $ 1,693,494 $ $ 19,694 19,694 1.2% 1.2% 503 - AIR QUALITY GRANT TOTAL USES $ 1,563,175 $ 1,563,175 $ 1,610,660 $ 1,610,660 $ 1,431,407 $ 1,431,407 $ 1,655,455 $ 1,655,455 $ $ (44,795) (44,795) -2.8% -2.8% Expenditure Activity Narrative: An increase in revenue is due to additional funding from the Maricopa Association of Governments in FY 2014. The increase in expenditure is due to increased overhead cost and onetime expenditures for technology improvements Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 760,773 $ - FY 2013 Revised Budget $ 760,773 $ - FY 2014 Budget Target $ 760,773 $ - FY 2014 Adopted Budget Percent Change from Target Amount $ 760,773 $ 0.0% Expenditures Revenue - NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 402,930 $ - FY 2013 Revised Budget $ 402,930 $ - $ (402,930) $ (402,930) - $ - $ - $ 397,540 $ 397,540 - $ 397,540 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Adopted Budget 247 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 3,769,475 $ 3,769,475 FY 2013 Revised Budget $ 3,769,475 $ 3,769,475 FY 2014 Budget Target $ 3,769,475 $ 3,769,475 $ 3,592 $ 3,592 151,887 $ 151,887 155,828 155,828 Adjustments: Employee Retirement and Benefits Retirement Contributions Grants Grant Reconciliation Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 3,924,954 $ 3,925,303 4.1% 4.1% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - $ 34,713 $ 34,713 - $ 52,493 $ 52,493 52,493 52,493 $ 87,206 $ 52,493 $ (34,713) $ (34,713) - $ (52,493) $ (52,493) FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget $ - $ - Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Grants, Donations and Intergovernmental Agreements Grants Honeywell Aerospace Grant Agenda Item: C-49-13-036-2-00 C-85-11-016-G-01 FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Grants, Donations and Intergovernmental Agreements Grants Honeywell Aerospace Grant Agenda Item: C-49-13-036-2-00 C-85-11-016-G-01 248 (52,493) (52,493) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Grant Fund (503) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ (46,014) $ 3,391,168 25,924 3,417,092 $ $ $ 3,366,843 38,233 3,405,076 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ Uses: Operating Non-Recurring Total Uses: $ FY 2013 ADOPTED $ $ FY 2013 REVISED (94,772) $ 3,769,475 3,769,475 $ $ $ 3,769,475 3,769,475 24,325 $ 10 $ $ - $ (33,988) $ FY 2013 FORECAST (94,772) $ FY 2014 ADOPTED (33,988) $ 305,014 3,916,950 42,473 3,959,423 $ 3,925,303 3,925,303 $ $ 3,924,954 3,924,954 3,769,475 52,493 3,821,968 $ $ $ 3,769,475 87,206 3,856,681 $ 3,577,948 42,473 3,620,421 - $ - $ 339,002 $ 349 - $ - $ - $ - - $ (129,485) $ 305,014 305,014 $ $ 305,363 305,363 $ - $ (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. 249 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 10,744,978 $ 10,847,720 FY 2013 Revised Budget $ 10,744,978 $ 10,847,720 FY 2014 Budget Target $ 10,744,978 $ 10,847,720 $ 26,237 $ 26,237 (262,085) $ (161,557) (100,528) - $ - 20,371 20,371 $ 10,509,130 $ -2.2% 10,868,091 0.2% $ 8,143 $ 8,143 - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Internal Service Charges Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 10,517,273 $ 10,868,091 -2.1% 0.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 156,062 $ 156,062 - $ 905,671 $ - $ $ (156,062) $ (156,062) (749,609) $ (440,000) (309,609) - $ - $ - $ 438,623 1,194,370 $ 1,194,370 - $ 1,632,993 $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 FY 2014 Budget Target Adjustments: Information and Communications Technology Other IT Non-Recurring Non Recurring Other Non-Recurring 749,609 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Non Recurring Carry Forward Other Non-Recurring $ Agenda Item: FY 2014 Adopted Budget 250 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Air Quality Air Quality Fee Fund (504) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 3,387,891 $ 2,616,977 $ 2,616,977 $ 5,141,283 $ 6,634,419 $ 11,349,480 37,268 11,386,748 $ 10,847,720 10,847,720 $ 10,847,720 10,847,720 $ 11,340,618 11,340,618 $ 10,868,091 10,868,091 $ $ $ $ $ 9,379,556 253,779 9,633,335 Structural Balance $ 1,969,924 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ 10,744,978 749,609 11,494,587 $ (21) $ 5,141,283 5,141,283 $ $ $ $ $ 10,744,978 905,671 11,650,649 102,742 $ - 1,970,110 1,970,110 251 $ $ $ 9,367,974 479,508 9,847,482 $ 10,517,273 1,632,993 12,150,266 102,742 $ 1,972,644 $ 350,818 $ - $ - $ - $ $ 1,814,048 1,814,048 $ $ 6,634,419 6,634,419 $ $ 5,352,244 5,352,244 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Care and Control Analysis by Ron Forster, 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: The percentage of dogs licensed in Maricopa County for FY 2012 was 39%. 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 vulnerable areas. Status: In FY 2012, the Department was able to sterilize 8,904 pets through the Uno por Uno Program which services vulnerable neighborhoods and the Maricopa County Spay/Neuter Assistance Program (MCSNAP). 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 2012, the Department saved 65% of “treatable and manageable” pets. The New Hope adoption program has allowed the Department to maintain its zero euthanasia policy. 252 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 3,471,870 $ 3,471,870 $ 3,426,390 $ 3,426,390 $ 3,426,390 $ 3,426,390 $ 3,437,224 $ 3,437,224 $ 3,426,216 $ 3,426,216 $ (174) (174) 0.0% 0.0% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 2,542,858 $ 2,542,858 $ 2,042,353 $ 2,042,353 $ 2,112,353 $ 2,112,353 $ 1,882,847 $ 1,882,847 $ 1,808,850 $ 1,808,850 $ (303,503) (303,503) -14.4% -14.4% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 6,731,979 $ 6,731,979 $ 7,332,887 $ 7,332,887 $ 7,332,887 $ 7,332,887 $ 6,895,013 $ 6,895,013 $ 7,009,956 $ 7,009,956 $ (322,931) (322,931) -4.4% -4.4% LCSN - LOW COST SPAY NEUTER 79SN - ANIMAL WELFARE SAFETY NET $ $ 1,018,810 $ 1,018,810 $ 879,029 $ 879,029 $ 986,614 $ 986,614 $ 942,428 $ 942,428 $ 1,311,534 $ 1,311,534 $ 324,920 324,920 32.9% 32.9% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 4,357 $ 4,357 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 28,071 $ 28,071 $ 64,464 $ 64,464 $ 64,464 $ 64,464 $ 84,581 $ 84,581 $ 49,361 $ 49,361 $ (15,103) (15,103) -23.4% -23.4% TOTAL PROGRAMS $ 13,797,945 $ 13,745,123 $ 13,922,708 $ 13,242,093 $ 13,605,917 $ (316,791) -2.3% USES ACEF - ANIMAL CONTROL ENFORCEMENT 79AC - ANIMAL CONTROL $ $ 2,899,791 $ 2,899,791 $ 3,019,006 $ 3,019,006 $ 3,019,006 $ 3,019,006 $ 2,942,918 $ 2,942,918 $ 3,074,723 $ 3,074,723 $ (55,717) (55,717) -1.8% -1.8% PETA - PET ADOPTION 79AP - PET ADOPTION $ $ 4,881,305 $ 4,881,305 $ 4,870,471 $ 4,870,471 $ 4,989,871 $ 4,989,871 $ 5,083,743 $ 5,083,743 $ 4,829,844 $ 4,829,844 $ 160,027 160,027 3.2% 3.2% DOGL - DOG LICENSING 79PL - PET LICENSING $ $ 1,833,153 $ 1,833,153 $ 1,960,513 $ 1,960,513 $ 1,960,513 $ 1,960,513 $ 1,764,472 $ 1,764,472 $ 1,710,977 $ 1,710,977 $ 249,536 249,536 12.7% 12.7% LCSN - LOW COST SPAY NEUTER 79SN - ANIMAL WELFARE SAFETY NET $ $ 918,466 $ 918,466 $ 833,250 $ 833,250 $ 891,435 $ 891,435 $ 874,256 $ 874,256 $ 1,508,087 $ 1,508,087 $ (616,652) (616,652) -69.2% -69.2% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 63,902 $ 1,197,736 69,007 713,488 60,333 2,104,466 $ 63,976 $ 1,234,098 64,898 738,348 60,017 2,161,337 $ 63,976 $ 1,234,098 231,915 738,348 60,017 2,328,354 $ 66,349 $ 1,206,248 74,236 799,624 62,682 2,209,139 $ 64,362 $ 1,186,845 71,683 571,039 60,380 1,954,309 $ (386) 47,253 160,232 167,309 (363) 374,045 -0.6% 3.8% 69.1% 22.7% -0.6% 16.1% 897,966 $ 243,672 1,141,638 $ 897,966 $ 243,672 1,141,638 $ 897,970 $ 243,694 1,141,664 $ 978,503 $ 169,645 1,148,148 $ (80,537) 74,027 (6,510) -9.0% 30.4% -0.6% (4,134) (4,134) -5.2% -5.2% $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 864,722 $ 100,557 965,279 $ DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 86,547 $ 86,547 $ 79,402 $ 79,402 $ 79,402 $ 79,402 $ 83,498 $ 83,498 $ 83,536 $ 83,536 $ TOTAL PROGRAMS $ 13,689,007 $ 14,065,617 $ 14,410,219 $ 14,099,690 $ 14,309,624 $ 253 100,595 0.7% Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST $ SUBTOTAL $ 6,731,979 6,731,979 $ $ 7,332,887 7,332,887 $ $ 7,332,887 7,332,887 $ $ $ SUBTOTAL $ 42,400 42,400 $ $ - $ $ 70,000 70,000 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 3,499,880 1,880,276 5,380,156 $ $ $ 3,466,929 1,982,042 5,448,971 $ $ 3,466,929 1,982,042 5,448,971 4,102 4,102 $ $ 4,034 4,034 $ $ 56,571 $ 1,582,737 1,639,308 $ 56,241 889,490 945,731 $ INTERGOVERNMENTAL 0615 - GRANTS FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 6,895,013 6,895,013 REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ $ 7,009,956 $ 7,009,956 $ 28,500 $ 28,500 $ 711,534 $ 711,534 $ 916.5% 916.5% (40,359) (197,760) (238,119) -1.2% -10.0% -4.4% $ $ (388) (388) -9.6% -9.6% 49,361 $ 620,568 669,929 $ (6,880) (376,507) (383,387) -12.2% -37.8% -36.4% 13,605,917 $ (303,291) -2.2% $ $ $ 3,426,570 $ 1,784,282 5,210,852 $ 4,034 4,034 $ $ 3,525 3,525 $ $ 3,646 3,646 $ $ 56,241 997,075 1,053,316 $ 45,219 $ 955,892 1,001,111 $ 13,797,945 $ 13,731,623 $ 13,909,208 $ 13,228,593 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ 13,500 13,500 $ $ 13,500 13,500 $ $ 13,500 13,500 $ $ TOTAL SOURCES $ 13,797,945 $ 13,745,123 $ 13,922,708 $ 13,242,093 $ 254 -4.4% -4.4% 641,534 641,534 3,457,776 1,842,668 5,300,444 ALL REVENUES $ (322,931) (322,931) - $ $ 13,605,917 $ (13,500) -100.0% (13,500) -100.0% (316,791) -2.3% Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 5,315,573 $ 189,965 2,416,286 50,306 (476,859) 474,420 7,969,691 $ 5,681,810 $ 108,092 2,704,958 59,891 (553,344) 549,844 8,551,251 $ 5,681,810 $ 108,092 2,704,958 226,908 (553,344) 549,844 8,718,268 $ 5,571,580 $ 145,183 2,697,137 207,298 (553,331) 549,825 8,617,692 $ 5,527,724 $ 90,770 2,499,477 54,371 (553,343) 654,640 8,273,639 $ 154,086 17,322 205,481 172,537 (1) (104,796) 444,629 2.7% 16.0% 7.6% 76.0% 0.0% -19.1% 5.1% SUBTOTAL $ 281,051 $ 446,082 207,147 32,450 (7,344) 7,813 967,199 $ 178,415 $ 402,664 175,212 (4,822) 4,822 756,291 $ 248,415 $ 402,664 175,212 (4,822) 4,822 826,291 $ 228,710 $ 398,800 191,000 7,617 (4,817) 5,289 826,599 $ 135,340 $ 311,916 185,219 41,578 (4,822) 5,794 675,025 $ 113,075 90,748 (10,007) (41,578) (972) 151,266 45.5% 22.5% -5.7% N/A 0.0% -20.2% 18.3% 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 $ 575,287 $ 1,023,031 21,553 85,280 1,261,759 6,859 11,857 193,118 322,626 (37,902) 38,364 3,501,832 $ 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 $ 550,195 $ 1,005,679 21,889 74,322 1,384,263 14,591 11,509 169,961 275,712 (57,778) 57,778 3,508,121 $ 485,238 $ 883,319 23,124 76,620 1,361,799 15,802 7,846 154,356 290,011 (57,773) 57,518 3,297,860 $ 620,153 $ 1,282,523 38,676 71,664 1,352,781 8,042 7,000 173,931 422,492 (57,778) 58,388 3,977,872 $ (69,958) (276,844) (16,787) 2,658 31,482 6,549 4,509 (3,970) (146,780) (610) (469,751) -12.7% -27.5% -76.7% 3.6% 2.3% 44.9% 39.2% -2.3% -53.2% 0.0% -1.1% -13.4% CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP $ 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 108,063 $ 2,124 (8,538) 8,076 109,725 $ 217,095 $ 217,095 $ 217,095 $ 217,095 $ 217,095 $ 217,095 $ 243,143 $ 243,143 $ (26,048) (26,048) -12.0% N/A N/A N/A -12.0% ALL EXPENDITURES $ 12,548,447 $ 12,925,173 $ 13,269,775 $ 12,959,246 $ 13,169,679 $ 100,096 0.8% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 1,140,560 $ 1,140,560 $ 1,140,444 $ 1,140,444 $ 1,140,444 $ 1,140,444 $ 1,140,444 $ 1,140,444 $ 1,139,945 $ 1,139,945 $ 499 499 0.0% 0.0% TOTAL USES $ 13,689,007 $ 14,065,617 $ 14,410,219 $ 14,099,690 $ 14,309,624 $ 100,595 0.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 255 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FY 2012 ACTUAL FUND / FUNCTION CLASS 573 ANIMAL CONTROL GRANTS OPERATING FUND TOTAL SOURCES 572 ANIMAL CONTROL LICENSE SHELTER OPERATING NON RECURRING NON PROJECT FUND TOTAL SOURCES 574 ANIMAL CONTROL FIELD OPERATION OPERATING FUND TOTAL SOURCES FY 2013 FORECAST FY 2014 ADOPTED 1,076,932 $ 1,076,932 $ 944,331 $ 944,331 $ 1,121,916 $ 1,121,916 $ 1,028,962 $ 1,028,962 $ 1,369,571 $ 1,369,571 $ $ $ 9,224,998 $ 4,357 9,229,355 $ 9,333,978 $ 13,500 9,347,478 $ 9,333,978 $ 13,500 9,347,478 $ 8,738,781 $ 13,500 8,752,281 $ 8,783,032 $ 8,783,032 $ $ $ 3,491,658 $ 3,491,658 $ 3,453,314 $ 3,453,314 $ 3,453,314 $ 3,453,314 $ 3,460,850 $ 3,460,850 $ 3,453,314 $ 3,453,314 $ $ FUND TOTAL USES $ 573 ANIMAL CONTROL GRANTS OPERATING NON RECURRING NON PROJECT FY 2013 REVISED $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT FY 2013 ADOPTED $ FUND TOTAL USES $ 572 ANIMAL CONTROL LICENSE SHELTER OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ 574 ANIMAL CONTROL FIELD OPERATION OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 13,793,588 $ 13,731,623 $ 13,793,588 $ 13,731,623 $ FY 2012 FY 2013 ACTUAL ADOPTED REVISED VS ADOPTED VAR % 247,655 247,655 22.1% 22.1% (550,946) -5.9% (13,500) -100.0% (564,446) -6.0% - 0.0% 0.0% 13,909,208 $ 13,228,593 $ 13,605,917 $ (303,291) -2.2% 13,909,208 $ 13,228,593 $ 13,605,917 $ (303,291) -2.2% FY 2013 FY 2013 FY 2014 REVISED VS ADOPTED REVISED FORECAST ADOPTED VAR % 257,441 $ 257,441 $ 257,903 $ 257,903 $ 257,903 $ 257,903 $ 257,897 $ 257,897 $ 258,954 $ 258,954 $ (1,051) (1,051) -0.4% N/A -0.4% 997,109 $ 945 998,054 $ 944,331 $ 944,331 $ 1,121,916 $ 7,615 1,129,531 $ 1,026,736 $ 7,615 1,034,351 $ 1,363,711 $ 300,000 1,663,711 $ (241,795) (292,385) (534,180) -21.6% -3839.6% -47.3% 9,157,416 $ 9,157,416 $ 9,333,978 $ 55,000 9,388,978 $ 9,333,978 $ 169,660 9,503,638 $ 9,284,432 $ 151,074 9,435,506 $ 8,783,032 $ 8,783,032 $ 550,946 169,660 720,606 5.9% 100.0% 7.6% 3,168,033 $ 108,063 3,276,096 $ 3,312,310 $ 162,095 3,474,405 $ 3,312,310 $ 206,837 3,519,147 $ 3,173,569 $ 198,367 3,371,936 $ 3,319,206 $ 284,721 3,603,927 $ (6,896) (77,884) (84,780) -0.2% -37.7% -2.4% 13,579,999 $ 13,579,999 $ 13,848,522 $ 13,848,522 $ 14,026,107 $ 14,026,107 $ 13,742,634 $ 13,742,634 $ 13,724,903 $ 13,724,903 $ 301,204 301,204 2.1% 2.1% 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 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 7.00 2.00 1.00 1.00 12.00 1.00 8.00 2.00 1.00 1.00 13.00 1.00 8.00 2.00 1.00 1.00 13.00 1.00 8.00 2.00 1.00 1.00 13.00 1.00 5.00 1.00 1.00 1.00 9.00 (3.00) (1.00) (4.00) 0.0% (37.5%) (50.0%) 0.0% 0.0% (30.8%) 52.00 52.00 49.00 49.00 50.00 50.00 50.00 50.00 50.00 50.00 - 0.0% 0.0% 4.00 4.00 5.00 5.00 5.00 5.00 5.00 5.00 6.00 6.00 1.00 1.00 20.0% 20.0% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 0.0% 0.0% 79.00 79.00 79.00 79.00 83.00 83.00 83.00 83.00 82.00 82.00 (1.00) (1.00) (1.2%) (1.2%) 21.00 21.00 169.00 18.00 18.00 165.00 18.00 18.00 170.00 18.00 18.00 170.00 17.00 17.00 165.00 (1.00) (1.00) (5.00) (5.6%) (5.6%) (2.9%) 256 Maricopa County Annual Business Strategies FY 2014 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 & Control Manager Animal Care Supervisor Animal Care Technician Animal Care Technician Lead Animal Control Officer Animal Control Supervisor Animal Health Supervisor Animal Health Technician Animal Health Technician Lead 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 Management Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor PC/LAN Analyst Procurement Specialist Program Coordinator Trades Generalist Veterinarian Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 2.00 1.00 (1.00) (50.0%) 2.00 3.00 5.00 5.00 5.00 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 1.00 1.00 0.0% 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 39.00 40.00 37.00 37.00 37.00 0.0% 3.00 3.00 3.00 0.0% 39.00 35.00 34.00 34.00 34.00 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% 13.00 12.00 12.00 12.00 11.00 (1.00) (8.3%) 1.00 1.00 1.00 0.0% 1.00 1.00 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 1.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 5.00 5.00 5.00 0.0% 1.00 1.00 (1.00) (100.0%) 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 0.0% 1.00 N/A 1.00 1.00 1.00 0.0% 39.00 38.00 39.00 39.00 39.00 0.0% 2.00 2.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 1.00 (1.00) (50.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 169.00 165.00 170.00 170.00 165.00 (5.00) (2.9% ) Staffing by Fund DEPARTMENT/FUND 572 ANIMAL CONTROL LICENSE SHELTER 573 ANIMAL CONTROL GRANTS 574 ANIMAL CONTROL FIELD OPERATION Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 111.00 109.00 112.00 112.00 106.00 (6.00) (5.4%) 6.00 7.00 8.00 8.00 9.00 1.00 12.5% 52.00 49.00 50.00 50.00 50.00 0.0% 169.00 165.00 170.00 170.00 165.00 (5.00) (2.9% ) Staffing Variance Analysis The Animal Care and Control Department has reduced staff to 106 FTE in the Animal Control License/Shelter Fund (572). This was done to maintain a structurally balanced budget as an offset to reduced collection of licensing fees and an increase in its central service cost allocation, utilities, and other services. 257 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control General Adjustments Base Adjustments: Animal Control License/Shelter Fund (572)  Increase Regular Benefits by $15,377 for the retirement contribution rate increase.  Increase Other Benefits and Internal Services Charges by $34,628 for the impact of the changes in Risk Management charges. Animal Control Grants Fund (573)  Increase Regular Benefits by $1,440 for the retirement contribution rate increase. Animal Control Field Operations Fund (574)  Increase Regular Benefits by $6,896 for the retirement contribution rate increase. 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 2012 ACTUAL 102.0% 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% FY 2014 ADOPTED 95.9% 99.1% REV VS ADOPTED VAR % -4.1% -4.1% -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. 258 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 102.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 574 - ANIMAL CONTROL FIELD TOTAL SOURCES $ 3,471,870 $ 3,471,870 $ 3,426,390 $ 3,426,390 100 - GENERAL 574 - ANIMAL CONTROL FIELD TOTAL USES $ $ 100.0% 100.0% 100.0% 38,714 5,940 39,476 37,800 5,350 39,000 38,902 5,448 39,504 5,945 5,400 5,482 74.90 $ 79.87 $ 75.65 REV VS ADOPTED VAR % (4.1%) -4.1% FY 2014 ADOPTED 95.9% 99.1% $ (0.9%) -0.9% 39,000 5,350 40,000 1,200 1,000 3.2% 0.0% 2.6% 5,400 - 0.0% 79.36 $ 0.51 0.6% $ 3,437,224 $ 3,437,224 $ 3,426,216 $ 3,426,216 $ $ (174) (174) -0.0% -0.0% $ $ $ (14) (55,703) (55,717) -0.0% -2.0% -1.8% Expenditure 220,269 2,679,522 $ 2,899,791 257,903 2,761,103 $ 3,019,006 257,897 2,685,021 $ 2,942,918 257,917 2,816,806 $ 3,074,723 $ Activity Narrative: The FY 2014 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. Services provided under the Animal Control Enforcement Activity include bite case, leash law, and stray dog investigations, as well as impounding. 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 2012 ACTUAL 95.3% FY 2013 FY 2013 REVISED FORECAST 100.0% 96.8% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include:  Pet Adoption Pet Adoption Activity The purpose of the Pet Adoption Activity is to provide dog and cat adoption services to pet adopters so they can experience long-term human/animal bonds. Mandates: Not mandated. 259 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Output Output Demand Demand Demand Efficiency Revenue Department Strategic Plans and Budgets Animal Care and Control 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 REV VS ADOPTED FY 2012 FY 2013 FY 2013 FY 2014 ACTUAL REVISED FORECAST ADOPTED VAR % 95.3% 100.0% 96.8% 100.0% 0.0% 0.0% 19,778 26,463 23,561 26,463 0.0% 2,804 7,821 5,160 7,821 0.0% 16,968 18,642 18,160 18,642 0.0% 24,112 26,000 24,743 26,000 0.0% 3,356 9,039 6,150 6,200 (2,839) -31.4% 23,065 21,540 21,139 21,540 0.0% $ 246.80 $ 215.01 $ 215.77 $ 182.51 $ 32.50 15.1% 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL SOURCES $ 80,365 2,462,493 $ 2,542,858 133,852 1,978,501 $ 2,112,353 54,837 1,828,010 $ 1,882,847 54,840 1,754,010 $ 1,808,850 $ 573 - ANIMAL CONTROL GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ $ $ $ $ $ $ $ $ (79,012) (224,491) (303,503) -59.0% -11.3% -14.4% 69,201 90,826 160,027 31.7% 1.9% 3.2% Expenditure 77,492 4,803,813 $ 4,881,305 218,029 4,771,842 $ 4,989,871 153,681 4,930,062 $ 5,083,743 148,828 4,681,016 $ 4,829,844 $ Activity Narrative: The FY 2014 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 95% successful adoption rate for FY 2012. The Department’s goal is for this number to increase to 100% in FY 2014. The increase in cat and dog adoptions in FY 2014 has been made possible through a generous grant from PetSmart Charities, Inc. Pet Licensing Program The purpose of the Pet Licensing Program is to provide licensing services to the people of Maricopa County so they can benefit from the control of the spread of rabies and can recover lost pets. Program Results Measure Description Percent of dogs licensed in Maricopa County FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 34.3% 34.3% FY 2014 ADOPTED 34.3% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include:  Dog Licensing Dog Licensing Activity The purpose of the Dog Licensing Activity is to provide dog licensing to dog owners so they can comply with the law and improve their ability to recover lost dogs. Mandates: A.R.S. §11-1008 establishes that the Board of Supervisors may set a license fee which shall be paid for each dog three months of age or over that is kept, harbored or maintained; A.R.S. §111010 establishes that no dog shall be licensed unless it is vaccinated. 260 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Animal Care and Control Measure Description Percent of dogs licensed in Maricopa County Number of dog licenses issued. Number of dog licenses requested Expenditure per dog license issued FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % N/A 34.3% 34.3% 34.3% 0.0% 0.0% 347,088 316,613 337,636 331,452 14,839 4.7% 405,030 372,486 391,343 386,596 14,110 3.8% $ 5.28 $ 6.19 $ 5.23 $ 5.16 $ 1.03 16.6% 572 - ANIMAL CONTROL LICENSE SHELTER 574 - ANIMAL CONTROL FIELD OPERATION TOTAL SOURCES $ 6,722,459 9,520 $ 6,731,979 $ 7,316,902 15,985 $ 7,332,887 $ 6,880,153 14,860 $ 6,895,013 $ 6,993,088 16,868 $ 7,009,956 572 - ANIMAL CONTROL LICENSE SHELTER TOTAL USES $ 1,833,153 $ 1,833,153 $ 1,960,513 $ 1,960,513 $ 1,764,472 $ 1,764,472 $ 1,710,977 $ 1,710,977 $ $ (323,814) 883 (322,931) -4.4% 5.5% -4.4% $ $ 249,536 249,536 12.7% 12.7% Expenditure Activity Narrative: The FY 2014 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. In turn, this has led to a continued decline in revenue. The Department has balanced its budget through the inactivation of six positions. 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. Program Results Measure Description Percent change in pet intake in Maricopa County FY 2012 ACTUAL 95.7% FY 2013 FY 2013 REVISED FORECAST (1.1%) (1.1%) FY 2014 ADOPTED (1.1%) REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include:  Low-Cost Spay/Neuter Low-Cost Spay/Neuter Activity The purpose of the Low-Cost Spay/Neuter Activity is to provide access to pet sterilization surgeries and pet vaccinations to pet owners so they can avoid unwanted pet offspring and improve their pets' health. Mandates: Not mandated. 261 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent change in pet intake in Maricopa County Number of pet sterilization surgeries provided Number of pet sterilization surgeries requested Expenditure per pet sterilization surgery provided FY 2012 ACTUAL 95.7% FY 2013 FY 2013 REVISED FORECAST -1.1% -1.1% 6,010 12,301 $ 11,931 15,907 FY 2014 ADOPTED -1.1% 11,084 15,669 152.82 $ 104.05 $ 78.88 573 - ANIMAL CONTROL GRANTS TOTAL SOURCES $ 1,018,810 $ 1,018,810 $ $ 986,614 986,614 $ $ 573 - ANIMAL CONTROL GRANTS TOTAL USES $ $ $ $ 891,435 891,435 $ $ REV VS ADOPTED VAR % 0.0% 0.0% 16,017 22,256 $ 4,086 6,349 34.2% 39.9% 94.16 $ 9.90 9.5% 942,428 942,428 $ 1,311,534 $ 1,311,534 $ $ 324,920 324,920 32.9% 32.9% 874,256 874,256 $ 1,508,087 $ 1,508,087 $ $ (616,652) (616,652) -69.2% -69.2% Revenue Expenditure 918,466 918,466 Activity Narrative: The FY 2014 budget includes an increase in donation revenue compared to FY 2013 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 more than a 30% increase in the number of surgeries provided in FY 2014 in comparison to those provided in FY 2013 because of new programs and alliances. PetSmart Charities, Inc. has been extremely generous to the community over the years and their contributions in FY 2014 will pay for nearly 5,000 cat and dog spay and neuter surgeries. 262 Department Strategic Plans and Budgets Animal Care and Control Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 257,903 $ - FY 2013 Revised Budget $ 257,903 $ - FY 2014 Budget Target $ 257,903 $ - $ 3 $ 3 1,048 $ 1,048 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Reallocations Reallocation Between Funds Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 258,954 $ 0.4% Expenditures Revenue - NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 300,000 $ 300,000 - $ 300,000 $ - $ (300,000) $ (300,000) - $ - $ - Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2014 Tentative Budget g g Adjustments: Base Adjustments Other Base Adjustments Agenda Item: FY 2014 Adopted Budget g g 263 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 9,333,978 $ 9,333,978 FY 2013 Revised Budget $ 9,333,978 $ 9,333,978 FY 2014 Budget Target $ 9,333,978 $ 9,333,978 $ 15,377 $ 15,377 (566,323) $ (566,323) (550,946) (550,946) $ 8,783,032 $ -5.9% 8,783,032 -5.9% $ - $ (34,628) 34,628 - Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 8,783,032 $ 8,783,032 -5.9% -5.9% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Increase Expenditure Authority for HALO Exp 55,000 $ 13,500 $ 114,660 $ 114,660 700,000 $ 700,000 - $ 869,660 $ 13,500 $ (114,660) $ (114,660) (755,000) $ (700,000) (55,000) (13,500) (13,500) - Agenda Item: C-49-13-036-2-00 $ C-79-13-140-2-00 FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Transfer to Capital Proj Fund Increase Expenditure Authority for HALO Exp Other Non-Recurring $ Agenda Item: C-49-13-036-2-00 $ C-49-12-056-2-00 C-79-13-140-2-00 FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget g g $ - $ - 264 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control License/Shelter Fund (572) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 4,906,816 $ 5,143,377 $ 5,143,377 $ 4,978,762 $ 4,295,537 $ 9,224,998 4,357 9,229,355 $ 9,333,978 13,500 9,347,478 $ 9,333,978 13,500 9,347,478 $ 8,738,781 13,500 8,752,281 $ 8,783,032 8,783,032 $ $ $ 9,284,432 151,074 9,435,506 $ $ 9,333,978 869,660 10,203,638 $ $ 9,333,978 55,000 9,388,978 $ $ $ $ Uses: Operating Non-Recurring Total Uses: $ 9,157,416 9,157,416 Structural Balance $ 67,582 $ - $ - $ Accounting Adjustments $ 7 $ - $ - $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 4,978,762 4,978,762 $ $ 5,101,877 5,101,877 $ $ 4,287,217 4,287,217 $ $ $ 265 $ $ 8,783,032 8,783,032 $ - - $ - 4,295,537 4,295,537 $ $ 4,295,537 4,295,537 (545,651) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Donations Fund (573) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Donations Timothy T. Day Donation via Friends of ACC FACCS Pets for Life Program Donation Grants Petsmart Grant Amendment Animal Care Control Grant from ASPCA 944,331 $ 94,775 $ 75,000 19,775 82,810 $ 12,810 70,000 94,775 75,000 19,775 82,810 12,810 70,000 $ 1,121,916 $ 1,121,916 $ (94,775) $ (75,000) (19,775) (82,810) $ (12,810) (70,000) (94,775) (75,000) (19,775) (82,810) (12,810) (70,000) $ 944,331 $ 944,331 $ 1,440 $ 1,440 417,940 $ 417,940 425,240 425,240 C-79-13-111-D-00 C-79-13-117-D-00 $ C-79-11-142-3-03 C-79-13-059-3-00 Agenda Item: C-79-13-111-D-00 C-79-13-117-D-00 $ C-79-11-142-3-03 C-79-13-059-3-00 FY 2014 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Grants Grant Reconciliation 944,331 $ Agenda Item: FY 2013 Revised Budget Adjustments: Donations Timothy T. Day Donation via Friends of ACC FACCS Pets for Life Program Donation Grants Petsmart Grant Amendment Animal Care Control Grant from ASPCA $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 1,363,711 $ 1,369,571 44.4% 45.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Grants, Donations and Intergovernmental Agreements Grants Expenditure Authority for Spay/Neuter Surgeries - $ 7,615 $ 7,615 - $ 350,000 $ 350,000 - $ 357,615 $ - $ (7,615) $ (7,615) - $ (350,000) $ (350,000) - $ - $ - $ 300,000 $ 300,000 - $ 300,000 $ - C-49-13-036-2-00 C-79-13-139-2-00 Agenda Item: C-49-13-036-2-00 C-79-13-139-2-00 FY 2014 Budget Target Adjustments: Base Adjustments Other Base Adjustments Spay/Neuter Surgeries - $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Grants, Donations and Intergovernmental Agreements Grants Expenditure Authority for Spay/Neuter Surgeries $ Agenda Item: $ FY 2014 Adopted Budget g g 266 300,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Donations Fund (573) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 958,514 $ 896,906 $ 896,906 $ 1,037,398 $ 1,032,009 Sources: Operating Total Sources: $ $ 1,076,932 1,076,932 $ $ 944,331 944,331 $ $ 1,121,916 1,121,916 $ $ 1,028,962 1,028,962 $ $ 1,369,571 1,369,571 $ $ $ 1,026,736 7,615 1,034,351 $ $ 1,121,916 357,615 1,479,531 $ $ 944,331 944,331 $ $ 997,109 945 998,054 $ 1,363,711 300,000 1,663,711 Structural Balance $ 79,823 $ - $ - $ 2,226 $ 5,860 Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,037,398 1,037,398 $ $ 896,906 896,906 $ $ 539,291 539,291 $ $ 1,032,009 1,032,009 $ $ 737,869 737,869 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Animal Control Field Operations Fund (574) OPERATING FY 2013 Adopted Budget $ 3,312,310 $ 3,453,314 FY 2013 Revised Budget $ 3,312,310 $ 3,453,314 FY 2014 Budget Target $ 3,312,310 $ 3,453,314 $ 6,896 $ 6,896 - $ 3,319,206 $ 0.2% 3,453,314 0.0% Adjustments: Employee Retirement and Benefits Retirement Contributions Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 267 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Animal Care and Control Animal Control Field Operations Fund (574) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ 162,095 $ - $ 44,742 $ 44,742 - $ 206,837 $ - $ (44,742) $ (44,742) (162,095) $ (162,095) - $ - $ - $ 284,721 $ 284,721 - $ 284,721 $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Base Adjustments Other Base Adjustments Vehicle Replacements Agenda Item: $ 284,721 FY 2014 Adopted Budget g g Animal Control Field Operations Fund (574) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 1,366,945 $ 1,458,597 $ 1,458,597 $ 1,582,503 $ 1,671,417 Sources: Operating Total Sources: $ $ 3,491,658 3,491,658 $ $ 3,453,314 3,453,314 $ $ 3,453,314 3,453,314 $ $ 3,460,850 3,460,850 $ $ 3,453,314 3,453,314 $ $ $ 3,173,569 198,367 3,371,936 $ $ 3,312,310 206,837 3,519,147 $ $ 3,312,310 162,095 3,474,405 $ $ 3,168,033 108,063 3,276,096 $ 3,319,206 284,721 3,603,927 Structural Balance $ 323,625 $ 141,004 $ 141,004 $ 287,281 $ 134,108 Accounting Adjustments $ (4) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,437,506 1,437,506 $ $ 1,392,764 1,392,764 $ $ 1,671,417 1,671,417 $ $ 1,520,804 1,520,804 Uses: Operating Non-Recurring Total Uses: 1,582,503 1,582,503 $ $ 268 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2014 Adopted Budget Assessor Analysis by Idamarie C. Flaherty, 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, 2013, 100 percent of properties within Maricopa County were fairly and equitably valued. On August 31, 2012, 100 percent of Business Personal Properties were fairly and equitably valued. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 398,761 $ 398,761 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 294,262 $ 294,262 $ 240,000 $ 240,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 398,761 $ 240,000 $ 240,000 $ 294,262 $ 240,000 $ - 0.0% USES PRAS - PROPERTY ASSESSMENT 12PA - PROPERTY ASSESSMENT $ $ 17,868,453 $ 17,868,453 $ 18,200,563 $ 18,200,563 $ 18,121,213 $ 18,121,213 $ 17,433,623 $ 17,433,623 $ 18,754,377 $ 18,754,377 $ (633,164) (633,164) -3.5% -3.5% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 40,232 $ 40,231 383,885 1,022,792 73,917 1,561,057 $ 39,866 $ 39,866 384,440 1,066,478 72,135 1,602,785 $ 39,866 $ 39,866 384,440 1,053,424 72,135 1,589,731 $ 40,057 $ 40,057 386,210 999,461 71,008 1,536,793 $ 40,129 $ 40,129 388,369 1,002,218 72,565 1,543,410 $ (263) (263) (3,929) 51,206 (430) 46,321 -0.7% -0.7% -1.0% 4.9% -0.6% 2.9% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS $ 73,908 $ - 111,952 $ - 111,952 $ - 111,948 $ - 131,808 $ (223,980) (19,856) 223,980 -17.7% N/A $ $ 73,908 $ 111,952 $ 111,952 $ 111,948 $ (92,172) $ 204,124 182.3% $ $ 1,591,144 $ 255,854 324,123 848,095 3,019,216 $ 1,646,126 $ 245,187 268,261 686,404 2,845,978 $ 1,736,037 $ 229,716 286,225 686,404 2,938,382 $ 1,639,541 $ 227,480 290,447 846,673 3,004,141 $ 1,526,602 $ 203,265 220,406 771,457 2,721,730 $ 209,435 26,451 65,819 (85,053) 216,652 12.1% 11.5% 23.0% -12.4% 7.4% TOTAL PROGRAMS $ 22,522,634 $ 22,761,278 $ 22,761,278 $ 22,086,505 $ 22,927,345 $ (166,067) -0.7% 99GV - GENERAL GOVERNMENT BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY 269 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 398,761 $ 398,761 $ 240,000 240,000 $ $ 240,000 $ 240,000 $ 294,262 $ 294,262 $ 240,000 240,000 $ $ - 0.0% 0.0% ALL REVENUES $ 398,761 $ 240,000 $ 240,000 $ 294,262 $ 240,000 $ - 0.0% 398,761 $ 240,000 FY 2012 FY 2013 ACTUAL 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 SUBTOTAL $ 240,000 $ 294,262 $ 240,000 FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED $ 0.0% REVISED VS ADOPTED VAR % 14,260,896 $ 6,048 7,325 5,402,219 14,496 (404) 19,690,580 $ 14,744,370 $ 7,848 5,612,643 1,000 20,365,861 $ 14,731,578 $ 8,450 5,624,833 1,000 20,365,861 $ 14,181,792 $ 7,092 1,055 5,470,546 10,327 (101) 19,670,711 $ 14,159,258 $ 7,776 5,610,324 1,000 19,778,358 $ SUBTOTAL $ 309,228 $ 1,946 36,315 78,508 425,997 $ 324,986 $ 3,000 79,200 407,186 $ 324,986 $ 3,000 79,200 407,186 $ 278,369 $ 1,770 78,215 358,354 $ 224,588 $ 2,000 82,426 309,014 $ 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 $ ALL EXPENDITURES $ 11,575 $ 973,039 94,818 158,796 324,865 99,026 87,768 656,170 2,406,057 $ 22,522,634 $ 15,000 $ 528,750 111,996 224,750 307,458 188,677 61,600 550,000 1,988,231 $ 22,761,278 $ 15,000 $ 528,750 111,996 224,750 307,458 188,677 61,600 550,000 1,988,231 $ 22,761,278 $ 13,630 $ 505,808 139,627 184,386 319,171 157,494 61,822 675,502 2,057,440 $ 22,086,505 $ 16,000 $ 928,113 150,000 539,273 323,917 184,900 73,050 624,720 2,839,973 $ 22,927,345 $ (1,000) -6.7% (399,363) -75.5% (38,004) -33.9% (314,523) -139.9% (16,459) -5.4% 3,777 2.0% (11,450) -18.6% (74,720) -13.6% (851,742) -42.8% (166,067) -0.7% TOTAL USES $ 22,522,634 $ 22,761,278 $ 22,761,278 $ 22,086,505 $ 22,927,345 $ (166,067) SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ 572,320 674 14,509 587,503 3.9% 8.0% N/A 0.3% 0.0% N/A 2.9% 100,398 1,000 (3,226) 98,172 30.9% 33.3% N/A -4.1% 24.1% -0.7% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ FUND TOTAL SOURCES $ 398,761 $ 398,761 $ 240,000 $ 240,000 $ 240,000 $ 240,000 $ 294,262 $ 294,262 $ 240,000 $ 240,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 398,761 $ 398,761 $ FY 2012 ACTUAL 240,000 $ 240,000 $ FY 2013 ADOPTED 240,000 $ 240,000 $ FY 2013 REVISED 294,262 $ 294,262 $ FY 2013 FORECAST 240,000 $ 240,000 $ FY 2014 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 $ 22,134,788 $ 387,846 22,522,634 $ 22,530,703 $ 230,575 22,761,278 $ 22,530,703 $ 230,575 22,761,278 $ 21,923,558 $ 162,947 22,086,505 $ 22,390,345 $ 537,000 22,927,345 $ 140,358 0.6% (306,425) -132.9% (166,067) -0.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,134,788 $ 387,846 $ 22,522,634 $ 22,530,703 $ 230,575 $ 22,761,278 $ 22,530,703 $ 230,575 $ 22,761,278 $ 21,923,558 $ 162,947 $ 22,086,505 $ 22,390,345 $ 537,000 $ 22,927,345 $ 140,358 0.6% (306,425) -132.9% (166,067) -0.7% 270 Maricopa County Annual Business Strategies FY 2014 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 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % .50 7.48 .50 4.50 1.00 13.98 .50 7.48 .50 4.50 1.00 13.98 .50 6.48 .50 4.50 1.00 12.98 .50 6.48 .50 4.50 1.00 12.98 .50 6.48 .50 4.50 1.00 12.98 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 15.00 5.00 3.00 6.00 29.00 16.00 3.50 3.50 6.00 29.00 17.00 3.00 6.00 9.00 35.00 17.00 3.00 6.00 9.00 35.00 15.00 3.00 3.00 7.00 28.00 (2.00) (3.00) (2.00) (7.00) (11.8%) 0.0% (50.0%) (22.2%) (20.0%) 286.48 286.48 329.46 280.93 280.93 323.91 276.41 276.41 324.39 277.41 277.41 325.39 279.41 279.41 320.39 3.00 3.00 (4.00) 1.1% 1.1% (1.2%) 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 Business/Systems Analyst-Sr/Ld 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 Elected Executive Assistant Executive Assistant - Elected Official FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 N/A .50 1.50 1.50 1.50 1.50 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 3.00 (2.00) (40.0%) 108.00 99.00 100.48 102.48 100.48 0.0% 6.00 6.00 7.00 7.00 7.00 0.0% 13.96 11.48 11.48 11.48 11.48 0.0% 18.00 19.00 17.00 17.00 17.00 0.0% 5.00 16.00 17.00 16.00 17.00 0.0% 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 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 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 N/A 2.00 2.00 1.00 1.00 1.00 0.0% 8.00 8.00 7.00 7.00 7.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 81.00 76.93 75.93 75.93 74.93 (1.00) (1.3%) 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 271 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Assessor Staffing by Market Range Title (continued) MARKET RANGE TITLE Finance Support Supervisor GIS Programmer/Analyst GIS Programmer/Analyst - Ld GIS Technician Human Resources Analyst Human Resources Manager Human Resources Supervisor IT Senior Manager Legal Assistant Legal Assistant Supv Management Analyst Office Assistant Office Assistant Specialized Operations Support Analyst Operations/Program Manager Operations/Program Supervisor PC/LAN Tech Support Procurement Specialist Programmer/Analyst Programmer/Analyst - Sr/Ld Project Manager Project Manager Regression Modeler Regression Modeler Supervisor Risk Mgmt Supervisor Systems Admin & Analysis Supv Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 4.00 4.00 4.00 0.0% 1.00 1.00 (1.00) (100.0%) 18.00 18.00 18.00 18.00 18.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 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% 4.00 N/A 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 N/A 4.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 3.00 2.00 3.00 3.00 2.00 (1.00) (33.3%) 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 3.00 3.00 3.00 3.00 0.0% 4.00 3.00 3.00 3.00 4.00 1.00 33.3% 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 7.00 6.00 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 329.46 323.91 324.39 325.39 320.39 (4.00) (1.2% ) Staffing by Fund DEPARTMENT/FUND GENERAL Department Total 100 FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 329.46 323.91 324.39 325.39 320.39 (4.00) (1.2%) 329.46 323.91 324.39 325.39 320.39 (4.00) (1.2% ) General Adjustments Personnel:    Increase Regular Benefits by $63,766 for retirement contribution rate increase Increase personnel savings by $223,980 based on the Chairman’s Office request. Increase Other Benefits and Internal Services Charges by $19,856 for the impact of the changes in Risk Management charges. Capital Improvement:  The budget includes $2,421,637 in funding in the Technology Capital Improvement Fund (460) for the first phase of the development of a Computer Aided Mass Appraisal (CAMA) system. Additional funds are set aside in Project Reserve for additional implementation costs. 272 Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include:  Property Assessment Activity Property Assessment Activity The purpose of the Property Assessment Activity is to provide property assessments to Maricopa County property owners so they can be fairly and equitably taxed. Mandates: A.R.S. §42-11009 requires public access to valuation and assessment information; A.R.S. §42-13051 requires that no later than December 15 of each year the County Assessor shall identify by diligent inquiry and examination all real property in the county that is subject to taxation; A.R.S. §4213303 establishes property value limits of mobile homes; A.R.S. §42-15052 requires that demand from each person, firm, or from the president, cashier, treasurer or managing agent of each corporation or association that owns, claims, controls or possesses property in the County a correct report or affirmation of all property in the County that the person, firm, corporation or association owns, claims, possesses or controls; A.R.S. §42-15053 requires on or before February 1 of each year, the assessor shall mail a form, notice or demand to each person who owns or has charge or control of taxable personal property in the state; A.R.S. §42-15057 requires each city, town, county or other governmental entity that requires that a building permit be issued to construct or add to residential or commercial buildings notify the County Assessor in writing; A.R.S. §42-15151 requires the County Assessor to prepare the assessment roll in the form and containing the information prescribed by the department; A.R.S. §42-15101 except as provided by section 42-13254, requires that before March 1 of each year the County Assessor notify each owner of record, or purchaser under a deed of trust or an agreement of sale, of property that is valued by the Assessor as to the property’s full cash value and the limited property value, if applicable, to be used for assessment purposes; A.R.S. §42-16054 establishes that at the petitioner’s written request, the Assessor will meet with the petitioner at a time and place designated at least ten working days in advance by the Assessor; A.R.S.§42-19051 establishes that the owner of property that is valued by the Assessor may appeal to the Assessor’s Office within twenty days after the date of the notice was delivered; A.R.S. §42-16252 establishes if the County Assessor or the department determines that any real or personal property has been assessed improperly as a result of a property tax error, the County Assessor or department will send the taxpayer a notice of error; A.R.S. §42-16254 establishes that the taxpayer can file a notice of claim if they believe that the property was assessed improperly; A.R.S. §42-16255 establishes in any hearing before the County Board, State Board or court either party may present any evidence regarding property tax errors regardless of whether a notice of error or notice of claim was filed; A.R.S. § 42-16258 establishes that after receiving the tax roll, if the County Treasurer determines that any property is omitted from the roll the Treasurer shall immediately list and request the Assessor to determine the valuation of property. 273 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of property assessments provided Total number of property assessments provided Total number of property assessments required Expenditures per property assessment provided FY 2012 ACTUAL 100.0% 1,547,609 FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 1,672,819 1,672,819 1,547,609 1,672,819 REV VS ADOPTED VAR % 0.0% 0.0% 19,181 1.1% FY 2014 ADOPTED 100.0% 1,692,000 1,672,819 1,692,000 19,181 $ 11.55 $ 10.83 $ 10.42 $ 11.08 $ 100 - GENERAL TOTAL SOURCES $ $ 398,761 398,761 $ $ 240,000 240,000 $ $ 294,262 294,262 $ $ 240,000 240,000 $ $ 100 - GENERAL TOTAL USES $ 17,868,453 $ 17,868,453 $ 18,754,377 $ 18,754,377 $ $ (0.25) 1.1% -2.3% Revenue - 0.0% 0.0% Expenditure $ 18,121,213 $ 18,121,213 $ 17,433,623 $ 17,433,623 (633,164) (633,164) -3.5% -3.5% Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand. Expenditures in FY 2014 budget increased due to two Non Recurring Non Project endeavors. ESRI Desktop Review (DTR) Pilot Project and Process Manual Development. The DTR solution will show street front photographs, building sketches, and other property characteristics for active parcels from the user’s assigned work list all at the same time. The users will be able to review each parcel’s image and make necessary changes if needed. New process manuals needing to be written are: New Assessor Employee Orientation Manual, Assessor Clerk Manual, Residential Property Manual, Commercial Property Manual and a Cost Appraisal Manual. 274 Department Strategic Plans and Budgets Assessor Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 22,530,703 $ 240,000 FY 2013 Revised Budget $ 22,530,703 $ 240,000 FY 2014 Budget Target $ 22,530,703 $ 240,000 $ 63,766 $ 63,766 154,027 - Adjustments: Employee Retirement and Benefits Retirement Contributions Other Base Adjustments Cell Phone Savings LCV Mailouts Marshall & Swift contract increase Personnel Savings Adjustments: Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ (3,049) 46,800 110,276 (154,027) - $ (223,980) $ (223,980) - $ 22,370,489 $ -0.7% 240,000 0.0% $ 19,856 $ 19,856 - Agenda Item: FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: $ 22,390,345 $ 240,000 -0.6% 0.0% Expenditures Revenue FY 2014 Adopted Budget Percent Change from Target Amount NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 230,575 $ - FY 2013 Revised Budget $ 230,575 $ - $ (230,575) $ (230,575) - $ - $ - $ 537,000 $ 537,000 - $ 537,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Base Adjustments Other Base Adjustments ESRI Desk top Review (DTR) Pilot Project Process Manual Development Agenda Item: $ FY 2014 Adopted Budget 275 410,000 127,000 Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Assistant County Manager - 940 Analysis by Karina Araiza, Management and Budget Analyst Summary Mission The mission of the Assistant County Manager is to provide regional leadership and fiscally responsible, necessary public services to residents so they can enjoy living in a healthy and safe environment. 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, 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. Real Estate plans to maintain their performance through aggressive lease renewals and/or negotiations of new leases. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 368,127 $ 368,127 $ 299,656 $ 299,656 $ 299,656 $ 299,656 $ 214,726 $ 214,726 $ 203,500 $ 203,500 $ (96,156) (96,156) -32.1% -32.1% TOTAL PROGRAMS $ 368,127 $ 299,656 $ 299,656 $ 214,726 $ 203,500 $ (96,156) -32.1% RLST - REAL ESTATE MANAGEMENT 18RE - REAL ESTATE $ $ 304,507 $ 304,507 $ 304,735 $ 304,735 $ 354,132 $ 354,132 $ 350,271 $ 350,271 $ 311,920 $ 311,920 $ 42,212 42,212 11.9% 11.9% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ (20,995) $ (20,995) $ 20,286 $ 20,286 $ - $ - $ - $ - $ - $ 267,884 267,884 $ (267,884) (267,884) N/A N/A N/A $ - $ - $ - $ - $ - $ - $ - $ - $ 9,632 $ (8,400) 1,232 $ (9,632) 8,400 (1,232) N/A N/A N/A TOTAL PROGRAMS $ 283,512 $ 325,021 $ 354,132 $ 350,271 $ 581,036 $ (226,904) -64.1% USES ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 276 Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 368,127 $ 368,127 $ 299,656 $ 299,656 $ 299,656 $ 299,656 $ 214,726 $ 214,726 $ 203,500 203,500 $ $ (96,156) (96,156) -32.1% -32.1% ALL REVENUES $ 368,127 $ 299,656 $ 299,656 $ 214,726 $ 203,500 $ (96,156) -32.1% TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ 368,127 $ 299,656 $ FY 2012 FY 2013 ACTUAL ADOPTED 299,656 $ 214,726 $ 203,500 FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED $ (96,156) -32.1% REVISED VS ADOPTED VAR % 431,004 $ 125,117 (274,668) 281,453 $ 510,811 $ 142,316 (331,346) 321,781 $ 416,959 $ 122,204 (188,271) 350,892 $ 398,897 $ 118,755 10,250 (179,170) 348,732 $ 535,331 $ 165,234 (143,083) 557,482 $ SUBTOTAL $ 592 $ 383 975 $ 360 $ 900 (1,560) (300) $ 360 $ 900 (1,560) (300) $ 105 $ 659 (922) (158) $ 4,605 $ 900 (1,560) 3,945 $ SERVICES 0812 - OTHER SERVICES $ 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0850 - UTILITIES SUBTOTAL $ ALL EXPENDITURES $ 370 $ 172 542 1,084 $ 283,512 $ 500 $ 1,840 1,200 3,540 $ 325,021 $ 500 $ 1,840 1,200 3,540 $ 354,132 $ 1,059 $ 638 1,697 $ 350,271 $ 1,660 $ 9,165 7,000 584 1,200 19,609 $ 581,036 $ (1,160) (7,325) (7,000) (584) (16,069) (226,904) -232.0% N/A -398.1% N/A N/A 0.0% -453.9% -64.1% TOTAL USES $ 283,512 $ 325,021 $ 354,132 $ 350,271 $ 581,036 $ (226,904) -64.1% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0805 - SUPPLIES-ALLOCATION OUT $ (118,372) (43,030) (45,188) (206,590) -28.4% -35.2% N/A -24.0% -58.9% (4,245) -1179.2% 0.0% 0.0% (4,245) -1415.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ FUND TOTAL SOURCES $ 368,127 $ 368,127 $ 299,656 $ 299,656 $ 299,656 $ 299,656 $ 214,726 $ 214,726 $ 203,500 $ 203,500 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 368,127 $ 368,127 $ FY 2012 ACTUAL 299,656 $ 299,656 $ FY 2013 ADOPTED 299,656 $ 299,656 $ FY 2013 REVISED 214,726 $ 214,726 $ FY 2013 FORECAST 203,500 $ 203,500 $ FY 2014 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING REVISED VS ADOPTED VAR % (96,156) (96,156) -32.1% -32.1% (96,156) -32.1% (96,156) -32.1% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 283,512 $ 283,512 $ 325,021 $ 325,021 $ 354,132 $ 354,132 $ 350,271 $ 350,271 $ 581,036 $ 581,036 $ (226,904) (226,904) -64.1% -64.1% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 283,512 $ 283,512 $ 325,021 $ 325,021 $ 354,132 $ 354,132 $ 350,271 $ 350,271 $ 581,036 $ 581,036 $ (226,904) (226,904) -64.1% -64.1% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROGRAM TOTAL REAL ESTATE REAL ESTATE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % - 2.75 2.75 1.30 1.30 2.00 2.00 2.00 1.30 3.30 2.00 2.00 N/A 0.0% 153.8% - 3.00 3.00 5.75 4.00 4.00 5.30 4.00 4.00 6.00 4.00 4.00 7.30 2.00 0.0% 0.0% 37.7% 277 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 940 Staffing by Market Range Title MARKET RANGE TITLE Assistant County Manager Consultant Executive Assistant - Elected Official Management Analyst Real Estate Manager - County Real Property Specialist Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 N/A .75 N/A 1.00 1.00 N/A 2.00 1.30 2.00 1.30 0.0% 1.00 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 3.00 0.0% 5.75 5.30 6.00 7.30 2.00 37.7% Staffing by Fund 100 DEPARTMENT/FUND GENERAL FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.75 5.30 6.00 7.30 2.00 37.7% Significant Variance Analysis Two FTE were moved from the Finance Department to the Assistant County Manager in FY 2014. General Adjustments Target Adjustments: General Fund (100)  Restate Personnel and Supplies of $573,434 from the Finance Department to the Assistant County Manager Department - 940.  Restate Personnel of $11,641 from Non - Departmental to the Assistant County Manager Department - 940. Base Adjustments: General Fund (100)  Increase Regular Benefits by $1,944 for the impact of changes in retirement contribution rates.  Increase Personnel Savings by $8,400 based on the Chairman’s Office request.  Increase Other Benefits and Internal Service Charges by $2,417 for the impact of the changes in Risk Management charges. Programs and Activities 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 staff FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% Activities that comprise this program include:  Real Estate Management 278 FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Real Estate Management 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 80 80 80 80 - 0.0% 80 80 80 80 - 0.0% $ 3,806.34 $ 4,426.65 $ 4,378.39 $ 3,899.00 $ 527.65 11.9% 100 - GENERAL TOTAL SOURCES $ $ 368,127 368,127 $ $ 299,656 299,656 $ $ 214,726 214,726 $ $ 203,500 203,500 $ $ (96,156) (96,156) -32.1% -32.1% 100 - GENERAL TOTAL USES $ $ 304,507 304,507 $ $ 354,132 354,132 $ $ 350,271 350,271 $ $ 311,920 311,920 $ $ 42,212 42,212 11.9% 11.9% Revenue Expenditure Activity Narrative: In FY 2014, revenue will decline due to the termination of two lease agreements in FY 2013. The Department will eliminate a contract Real Estate Specialist position once the vacant Real Estate Specialist position is filled, reducing their expenditures and increasing their efficiency in FY 2014. Base Adjustments: General Fund (100) Decrease revenue by $96,156 due to the termination of two lease agreements in FY 2013. 279 Department Strategic Plans and Budgets Assistant County Manager - 940 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - $ 585,075 $ 573,434 11,641 299,656 299,656 - $ 585,075 $ 299,656 $ 1,944 $ 1,944 - $ (8,400) $ (8,400) (96,156) (96,156) - $ 578,619 $ -1.1% 203,500 -32.1% $ 2,417 $ 2,417 - $ 581,036 $ -0.7% 203,500 -32.1% Adjustments: Restatements Finance to ACM Non Departmental to ACM/DCM Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 280 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Assistant County Manager - 950 Analysis by Karina Araiza, Management and Budget Analyst Summary Mission The mission of the Assistant County Manager is to provide regional leadership and fiscally responsible, necessary public services to residents so they can enjoy living in a healthy and safe environment. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. We will be responsive to our customers while being fiscally prudent. Strategic Goals TBD: Goals will be developed during the FY 2015 Business Strategic Planning process. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES ACPR - ADULT CRIME PREVENTION JCPR - JUVENILE CRIME PREVENTION 42CD - CRIME PREVENTION $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ 1,761,968 $ 334,129 2,096,097 $ - $ - $ 1,454,404 $ 66,668 1,521,072 $ 1,454,489 $ 66,668 1,521,157 $ 317,688 $ 317,688 $ $ $ - $ - $ - $ - $ - $ - $ 1,158 $ 1,158 $ - $ - $ TOTAL PROGRAMS $ 2,096,097 $ - $ 1,521,072 $ 1,522,315 $ 317,688 $ INNV - INNOVATION 20IN - INNOVATION $ $ - $ - $ 260,567 $ 260,567 $ 260,567 $ 260,567 $ 201,749 $ 201,749 $ 81,105 $ 81,105 $ ACPR - ADULT CRIME PREVENTION JCPR - JUVENILE CRIME PREVENTION RSST - RESEARCH AND STATISTICAL REPT 42CD - CRIME PREVENTION $ 2,218,186 $ 416,202 2,634,388 $ 1,198,914 $ 940,958 74,036 2,213,908 $ 2,313,450 $ 953,195 74,036 3,340,681 $ 1,737,565 $ 602,426 75,394 2,415,385 $ - $ 110,529 110,529 $ - $ 152,845 152,845 $ - $ 152,845 152,845 $ $ - $ - $ - $ - $ TOTAL PROGRAMS $ 2,744,917 $ 2,627,320 $ (1,136,716) (66,668) (1,203,384) (1,203,384) -78.2% -100.0% -79.1% N/A N/A -79.1% USES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ $ $ 281 179,462 179,462 68.9% 68.9% 854,482 $ 489,777 74,520 1,418,779 $ 1,458,968 463,418 (484) 1,921,902 63.1% 48.6% -0.7% 57.5% 1,659 $ 152,845 154,504 $ - $ 423,580 423,580 $ (270,735) (270,735) N/A -177.1% -177.1% - $ - $ - $ - $ 9,546 $ (18,123) (8,577) $ (9,546) 18,123 8,577 N/A N/A N/A 3,754,093 $ 2,771,638 $ 1,914,887 $ 1,839,206 49.0% Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category FY 2012 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST $ SUBTOTAL $ 2,093,733 2,093,733 $ $ - $ $ 1,521,072 1,521,072 $ $ 1,521,073 $ 1,521,073 $ $ SUBTOTAL $ 2,364 2,364 $ $ - $ $ - $ $ 1,242 1,242 ALL REVENUES $ 2,096,097 $ - $ 1,521,072 $ TOTAL SOURCES $ 2,096,097 FY 2012 ACTUAL $ - $ 1,521,072 FY 2013 REVISED $ MISCELLANEOUS 0645 - INTEREST EARNINGS 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 2013 ADOPTED REVISED VS ADOPTED VAR % FY 2014 ADOPTED 317,688 317,688 $ $ $ $ - $ $ 1,522,315 $ 317,688 $ 1,522,315 $ 317,688 FY 2013 FY 2014 FORECAST ADOPTED (1,203,384) (1,203,384) (1,203,384) -79.1% -79.1% N/A N/A -79.1% $ (1,203,384) -79.1% REVISED VS ADOPTED VAR % 387,063 $ 106,919 (298,466) 353,275 548,791 $ 457,474 $ 137,324 48,240 643,038 $ 457,474 $ 137,324 48,240 643,038 $ 447,987 $ 129,095 1,659 (70,213) 177,456 685,984 $ 651,406 $ 199,166 (35,942) 39,773 854,403 $ SUBTOTAL $ 3,184 $ 2,945 6,129 $ 7,915 $ 7,915 $ 20,152 $ 20,152 $ 32,449 $ 4,989 37,438 $ 3,724 $ 3,724 $ 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 SUBTOTAL $ ALL EXPENDITURES $ 671,579 $ 1,511,874 777 4,350 175 1,242 2,189,997 $ 2,744,917 $ 1,973,637 $ 2,600 10 120 1,976,367 $ 2,627,320 $ 1,940,638 $ 1,147,535 2,600 10 120 3,090,903 $ 3,754,093 $ 893,707 $ 620 1,147,535 518 5,689 10 137 2,048,216 $ 2,771,638 $ 1,047,025 $ 8,005 1,600 10 120 1,056,760 $ 1,914,887 $ 893,613 1,147,535 (8,005) 1,000 2,034,143 1,839,206 46.0% N/A 100.0% N/A 38.5% 0.0% 0.0% 65.8% 49.0% TOTAL USES $ 2,744,917 $ 2,627,320 $ 3,754,093 $ 2,771,638 $ 1,914,887 $ 1,839,206 49.0% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 282 (193,932) (61,842) 35,942 8,467 (211,365) -42.4% -45.0% N/A N/A 17.6% -32.9% 16,428 16,428 81.5% N/A 81.5% Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function REVISED VS ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 FUND / FUNCTION CLASS ACTUAL ADOPTED REVISED FORECAST ADOPTED VAR % 249 NON DEPARTMENTAL GRANT NON-RECURRING $ 2,096,097 $ - $ 1,521,072 $ 1,522,315 $ 317,688 $ (1,203,384) -79.1% 2,096,097 $ - $ 1,521,072 $ 1,522,315 $ 317,688 $ (1,203,384) -79.1% FUND TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 2,096,097 $ 2,096,097 $ FY 2012 ACTUAL FY 2013 ADOPTED 1,521,072 $ 1,521,072 $ FY 2013 REVISED 1,522,315 $ 1,522,315 $ FY 2013 FORECAST 317,688 $ 317,688 $ FY 2014 ADOPTED (1,203,384) -79.1% (1,203,384) -79.1% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 446,988 $ 505,135 952,123 $ 715,476 $ 1,631,869 2,347,345 $ 715,476 $ 1,517,545 2,233,021 $ 655,835 $ 834,244 1,490,079 $ 404,312 $ 797,624 1,201,936 $ 311,164 719,921 1,031,085 43.5% 47.4% 46.2% $ FUND TOTAL USES $ 1,792,794 $ 1,792,794 $ 279,975 $ 279,975 $ 1,521,072 $ 1,521,072 $ 1,281,559 $ 1,281,559 $ 317,688 $ 317,688 $ 1,203,384 1,203,384 79.1% 79.1% $ FUND TOTAL USES $ - $ - $ - $ - $ - $ - $ - $ - $ 395,263 $ 395,263 $ (395,263) (395,263) N/A N/A DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 446,988 $ 2,297,929 $ 2,744,917 $ 715,476 $ 1,911,844 $ 2,627,320 $ 715,476 $ 3,038,617 $ 3,754,093 $ 655,835 $ 2,115,803 $ 2,771,638 $ 799,575 $ 1,115,312 $ 1,914,887 $ (84,099) 1,923,305 1,839,206 -11.8% 63.3% 49.0% 249 NON DEPARTMENTAL GRANT NON-RECURRING 255 DETENTION OPERATIONS OPERATING $ - $ - $ Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL CRIME PREVENTION ADULT CRIME PREVENTION JUVENILE CRIME PREVENTION RESEARCH AND STATISTICAL REPT PROGRAM TOTAL INNOVATION INNOVATION PROGRAM TOTAL DEPARTMENT TOTAL REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % - 1.15 1.15 1.40 1.40 1.15 1.15 3.40 3.40 2.00 2.00 142.9% 142.9% - 1.80 1.30 .75 3.85 1.80 1.30 .75 3.85 1.80 1.30 .75 3.85 1.80 1.30 .75 3.85 - 0.0% 0.0% 0.0% 0.0% - .75 .75 5.75 .75 .75 6.00 .75 .75 5.75 .75 .75 8.00 2.00 0.0% 0.0% 33.3% Staffing by Market Range Title MARKET RANGE TITLE Assistant County Manager Exec Asst to Executive Officer Grant-Contract Administrator Operations/Program Manager Program Manager - County Project Manager Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 1.00 1.00 N/A 1.00 1.00 N/A 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 0.0% 3.00 3.00 3.00 3.00 0.0% 6.00 6.00 6.00 8.00 2.00 33.3% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 249 NON DEPARTMENTAL GRANT 255 DETENTION OPERATIONS Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 5.00 5.00 3.00 (2.00) (40.0%) 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 N/A 6.00 6.00 6.00 8.00 2.00 33.3% 283 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 950 Significant Variance Analysis The Assistant County Manager and Executive Assistant to Executive Officer positions (2 FTE), were moved from Human Resources to Assistant County Manager – 950. General Adjustments Target Adjustments: General Fund (100)  Restate expenditures of $7,544 for supplies from Human Resources to Assistant County Manager – 950.  Restate Personnel and Supplies of $760,793 for Criminal Prevention and Delinquency and Innovations Programs from County Manager to Assistant County Manager – 950.  Restate personnel expenditures of $244,169 for salary and benefits related to the Assistant County Manager and the Executive Assistant to Executive Officers moving from Non Departmental to Assistant County Manager – 950. Base Adjustments: General Fund (100) Operating  Increase Regular Benefits by $2,486 for the impact of changes in retirement contribution rates.  Decrease expenditures by $409,538 due to the reallocation of the Crime Prevention and Delinquency Program to Detention Fund (255).  Increase Personnel Savings by $3,848 based on the Chairman’s Office request.  Decrease Other Benefits and Internal Service Charges by $17,294 for the impact of the changes in Risk Management charges. General Fund (100) Non Recurring Non Project  Carry-forward of $797,624 not spent in FY 2013 for activities related to Crime Prevention. Detention Fund (255)  Increase expenditures by $409,538 due to the reallocation of the Crime Prevention and Delinquency Program from General Fund (100).  Increase Personnel Savings by $4,840 based on the Chairman’s Office request. Programs and Activities Crime Prevention and Delinquency 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. 284 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results 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 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 2012 ACTUAL 76.5% FY 2013 FY 2013 REVISED FORECAST 86.0% 86.0% FY 2014 ADOPTED 80.0% REV VS ADOPTED VAR % -6.0% -7.0% 97.6% N/A 95.0% 93.7% N/A N/A N/A 85.0% 85.0% 85.0% 0.0% 0.0% Activities that comprise this program include:  Adult Crime Prevention  Juvenile Crime Prevention  Research and Statistical Reporting 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 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 enrolled in ex-offender employment program at six months Number of adults eligible/enrolled in exoffender employment program Expenditure per adult enrolled in ex-offender employment program at six months FY 2012 ACTUAL 97.6% FY 2013 FY 2013 REVISED FORECAST N/A 95.0% REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED 93.7% 84 63 80 63 - 0.0% 64 N/A 42 N/A 60 80 42 63 N/A 0.0% N/A 84 63 80 63 - 0.0% N/A $ 21,719.56 $ 13,563.21 N/A N/A -78.2% -78.2% $ 26,406.98 Revenue 249 - NON DEPARTMENTAL GRANT TOTAL SOURCES $ 1,761,968 $ 1,761,968 $ 1,454,404 $ 1,454,404 $ 1,454,489 $ 1,454,489 $ $ 317,688 317,688 $ (1,136,716) $ (1,136,716) 100 - GENERAL 249 - NON DEPARTMENTAL GRANT 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ 447,312 317,688 89,482 854,482 $ Expenditure 661,822 1,556,364 $ 2,218,186 859,046 1,454,404 $ 2,313,450 524,333 1,213,232 $ 1,737,565 $ 411,734 1,136,716 (89,482) $ 1,458,968 47.9% 78.2% N/A 63.1% Activity Narrative: The Adult Crime Prevention Activity will be re-programmed in FY 2014. These measures will be reviewed during the FY 2015 Strategic Business Plan update. Base Adjustments: Non Departmental Grant Fund (249) Non Recurring Non Operating  Increase revenue and expenditures by $317,388 to reflect anticipated grant awards in FY 2014. 285 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Juvenile Crime Prevention Activity The purpose of the Juvenile Crime Prevention Activity is to provide replicable, best practice prevention and intervention programs to South Mountain at-risk and adjudicated youth so they can avoid first-time or repeat criminal offenses. Mandates: 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 2012 ACTUAL 76.5% FY 2013 FY 2013 REVISED FORECAST 86.0% 86.0% FY 2014 ADOPTED 80.0% REV VS ADOPTED VAR % (6.0%) -7.0% 34 50 50 50 - 0.0% 34 34 50 50 50 50 50 50 - 0.0% 0.0% $ 12,241.24 $ 19,063.90 $ 12,048.52 $ 9,795.54 $ 9,268.36 48.6% 249 - NON DEPARTMENTAL GRANT TOTAL SOURCES $ $ 334,129 334,129 $ $ 66,668 66,668 $ $ 66,668 66,668 $ $ - $ $ (66,668) (66,668) -100.0% -100.0% 100 - GENERAL 249 - NON DEPARTMENTAL GRANT 255 - DETENTION OPERATIONS TOTAL USES $ 179,772 236,430 416,202 $ 886,527 66,668 953,195 $ 535,758 66,668 602,426 $ 350,312 139,465 489,777 $ 536,215 66,668 (139,465) 463,418 60.5% 100.0% N/A 48.6% Expenditure $ $ $ $ $ Activity Narrative: The Juvenile Crime Prevention Activity will be re-programmed in FY 2014. These measures will be reviewed during the FY 2015 Strategic Business Plan update. Research and Statistical Reporting Activity 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 be more informed about criminal justice issues in Maricopa County. Mandates: Not mandated. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 85.0% 85.0% FY 2014 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 19 19 19 - 0.0% N/A 19 19 19 - 0.0% N/A $ 3,896.63 $ 3,968.11 $ 3,922.11 $ (25.47) -0.7% 74,036 74,036 $ 75,394 75,394 $ 74,520 74,520 $ 74,036 (74,520) (484) 100.0% N/A -0.7% Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ $ - $ $ $ $ $ Activity Narrative: In FY 2014, expenditures were reallocated from the General Fund (100) to the Detention Fund (255). These measures will be reviewed during the FY 2015 Strategic Business Plan update. 286 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 71.4% N/A N/A FY 2014 ADOPTED 71.4% 50.0% REV VS ADOPTED VAR % N/A N/A 62.5% N/A N/A Activities that comprise this program include:  Innovation Innovation Activity 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 71.4% N/A N/A N/A N/A N/A $ $ $ - $ $ 46 46 5,664.50 260,567 260,567 FY 2014 ADOPTED 71.4% 50.0% $ 24 23 8,406.21 $ $ 201,749 201,749 REV VS ADOPTED VAR % N/A N/A 62.5% N/A N/A -39.1% -39.1% 48.9% 68.9% 68.9% $ 28 28 2,896.61 $ (18) (18) 2,767.89 $ $ 81,105 81,105 $ $ 179,462 179,462 Activity Narrative: In FY 2014, expenditures are expected to decrease due to the cancellation of the IDEA Factory as the program will be restructured. These measures will be reviewed during the FY 2015 Strategic Business Plan update. Base Adjustments: General Fund (100)  Decrease expenditures by $180,000 due to the cancellation of the IDEA Factory contract. 287 Department Strategic Plans and Budgets Assistant County Manager - 950 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - $ 1,012,506 $ 7,544 760,793 244,169 - $ 1,012,506 $ - $ 2,486 $ 2,486 (180,000) $ (180,000) - $ (409,538) $ (409,538) - $ (3,848) $ (3,848) - $ 421,606 $ -58.4% - $ (17,294) $ (17,294) - $ 404,312 $ -60.1% - Adjustments: Restatements Human Resources to ACM County Manager to ACM Non Departmental to ACM/DCM Agenda Item: FY 2014 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Cancellation of the IDEA Factory contract Reallocations Reallocation Between Funds Reallocate to Detention Fund 255 Adult and Juvenile Crime Prevention Activities Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Tentative Budget $ $ $ (180,000) (409,538) Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 797,624 $ 797,624 - $ 797,624 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 288 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Assistant County Manager - 950 Non Departmental Grant Fund (249) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 317,688 $ 317,688 317,688 317,688 $ 317,688 $ 317,688 Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Detention Fund (255) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 409,538 $ 409,538 - $ (4,840) $ (4,840) - $ 404,698 $ - Adjustments: Agenda Item: Reallocations Reallocation Between Funds Reallocate from General Fund 100 Adult and Juvenile Crime Prevention Activities Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Adopted Budget Percent Change from Target Amount 289 $ 409,538 Department Strategic Plans and Budgets Assistant County Manager - 960 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Assistant County Manager - Department 960 Analysis by Ron Forster, Management and Budget Analyst 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. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY USES GGDM - GREEN GOVT DATA MANAGEMENT GGIE - INTERNAL GREEN GOVT ECO EDUC GGPE - PUBLIC GREEN GOVT ECO EDUC 44GG - GREEN GOVERNMENT ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ 62,857 $ 4,811 4,811 72,479 $ 21,344 $ 45,384 23,504 90,232 $ 21,344 $ 45,384 23,504 90,232 $ 21,881 $ 44,242 22,118 88,241 $ - $ - $ 21,344 45,384 23,504 90,232 100.0% 100.0% 100.0% 100.0% $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A TOTAL PROGRAMS $ 72,479 $ 90,232 $ 90,232 $ 88,241 $ - $ 90,232 100.0% Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % - $ 72,479 72,479 $ 60,964 $ 20,408 81,372 $ 60,964 $ 20,408 81,372 $ 62,136 $ 20,881 83,017 $ 200,136 $ 2,400 54,436 (256,972) - $ SUBTOTAL $ - $ - $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 1,444 $ 1,444 $ 2,400 $ (2,400) - $ 100 2,400 2,500 4.0% N/A N/A N/A 100.0% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ ALL EXPENDITURES $ - $ - $ 72,479 $ 2,000 $ 1,200 1,500 1,660 6,360 $ 90,232 $ 2,000 $ 1,200 1,500 1,660 6,360 $ 90,232 $ 967 $ 879 991 943 3,780 $ 88,241 $ - $ 600 600 300 (1,500) - $ - $ 2,000 600 900 1,660 (300) 1,500 6,360 90,232 100.0% 50.0% N/A 60.0% 100.0% N/A N/A N/A 100.0% 100.0% TOTAL USES $ 72,479 $ 90,232 $ 90,232 $ 88,241 $ - $ 90,232 100.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 290 (139,172) -228.3% (2,400) N/A (34,028) -166.7% 256,972 N/A N/A 81,372 100.0% Department Strategic Plans and Budgets Assistant County Manager - 960 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ FUND TOTAL USES $ 72,479 $ 72,479 $ 90,232 $ 90,232 $ 90,232 $ 90,232 $ 88,241 $ 88,241 $ - $ - $ 90,232 90,232 100.0% 100.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 72,479 $ 72,479 $ 90,232 $ 90,232 $ 90,232 $ 90,232 $ 88,241 $ 88,241 $ - $ - $ 90,232 90,232 100.0% 100.0% Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL GREEN GOVERNMENT GREEN GOVT DATA MANAGEMENT INTERNAL GREEN GOVT ECO EDUC PUBLIC GREEN GOVT ECO EDUC PROGRAM TOTAL DEPARTMENT TOTAL REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % - - - - 2.00 2.00 2.00 2.00 N/A N/A - .25 .50 .25 1.00 1.00 .25 .50 .25 1.00 1.00 .25 .50 .25 1.00 1.00 .25 .50 .25 1.00 3.00 2.00 0.0% 0.0% 0.0% 0.0% 200.0% Staffing by Market Range Title MARKET RANGE TITLE Assistant County Manager Exec Asst to Executive Officer Program Manager - County Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 N/A 1.00 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 3.00 2.00 200.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 572 ANIMAL CONTROL LICENSE SHELTER Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 N/A 1.00 1.00 1.00 3.00 2.00 200.0% General Adjustments Personnel: Increase Regular Benefits by $801 in Fund 572 for retirement contribution rate increase. Green Government Program: All of the activities in the Green Government program have been eliminated as the County will practice the principles of green government within each of its departments rather than having a central director. 291 Department Strategic Plans and Budgets Assistant County Manager - 960 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - $ 90,232 $ 90,232 - $ 90,232 $ - $ 245 $ 245 790 $ 790 (890) $ (890) - $ 90,377 $ 0.2% - $ (90,377) $ (90,377) - $ - $ -100.0% - Adjustments: Reallocations Reallocation Between Depts Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Reallocations Reallocation Between Depts To Non Departmental Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount (90,377) Animal Control License/Shelter Fund (572) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget g g $ - $ - The Animal Control License/Shelter Fund (572) is comprised of the organizational management function for the Assistant County Manager (ACM). The administrative costs net to zero over the course of the year as the budget is ultimately allocated to the respective Departments under the ACM’s leadership. This portion of the Department’s total operating budget is $260,872. 292 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 341,138 $ 341,138 $ 353,309 $ 353,309 $ 353,309 $ 353,309 $ 349,755 $ 349,755 $ 357,996 $ 357,996 $ (4,687) (4,687) -1.3% -1.3% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 612 $ 612 $ 616 $ 616 $ 616 $ 616 $ 616 $ 616 $ 635 $ (3,663) (3,028) $ (19) 3,663 3,644 -3.1% N/A 591.6% TOTAL PROGRAMS $ 341,750 $ 353,925 $ 353,925 $ 350,371 $ 354,968 $ (1,043) -0.3% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2012 ACTUAL FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % SUBTOTAL $ 256,260 $ 79,072 335,332 $ 257,680 $ 82,909 340,589 $ 257,680 $ 82,909 340,589 $ 246,900 $ 79,796 326,696 $ 254,405 $ 87,662 342,067 $ $ SUBTOTAL $ 109 $ 109 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,184 $ 2,184 $ 1,526 $ 1,526 $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 75 $ 2,285 3,446 490 13 6,309 $ 341,750 $ 2,646 $ 2,266 4,000 2,304 120 11,336 $ 353,925 $ 2,646 $ 2,266 4,000 2,304 120 11,336 $ 353,925 $ 12,510 $ 2,728 3,683 2,560 10 21,491 $ 350,371 $ 2,681 $ 2,121 4,000 2,453 120 11,375 $ 354,968 $ (35) 145 (149) (39) (1,043) -1.3% 6.4% 0.0% -6.5% 0.0% -0.3% -0.3% TOTAL USES $ 341,750 $ 353,925 $ 353,925 $ 350,371 $ 354,968 $ (1,043) -0.3% SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2013 ADOPTED 293 3,275 (4,753) (1,478) 474 474 1.3% -5.7% -0.4% 23.7% 23.7% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 1 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 341,750 $ 341,750 $ 353,925 $ 353,925 $ 353,925 $ 353,925 $ 350,371 $ 350,371 $ 354,968 $ 354,968 $ (1,043) (1,043) -0.3% -0.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 341,750 $ 341,750 $ 353,925 $ 353,925 $ 353,925 $ 353,925 $ 350,371 $ 350,371 $ 354,968 $ 354,968 $ (1,043) (1,043) -0.3% -0.3% Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 FY 2013 FY 2013 FY 2014 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 REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 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 1.00 1.00 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% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% General Adjustments Personnel:    Increase Regular Benefits by $4,652 for retirement contribution rate increase. Increase Personnel Savings by $3,663 based on the Chairman’s Office request. Increase Other Benefits and Internal Services Charges by $54 for the impact of the changes in Risk Management charges. 294 Department Strategic Plans and Budgets Board of Supervisors, District 1 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 353,925 $ - FY 2013 Revised Budget $ 353,925 $ - FY 2014 Budget Target $ 353,925 $ - $ 4,652 $ 4,652 (3,663) $ (3,663) - $ 354,914 $ 0.3% - $ 54 $ 54 - $ 354,968 $ 0.3% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 295 Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 329,508 $ 329,508 $ 353,292 $ 353,292 $ 353,292 $ 353,292 $ 353,292 $ 353,292 $ 357,996 $ 357,996 $ (4,704) (4,704) -1.3% -1.3% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 612 $ 612 $ 633 $ 633 $ 633 $ 633 $ 632 $ 632 $ 635 $ (3,663) (3,028) $ (2) 3,663 3,661 -0.3% N/A 578.4% TOTAL PROGRAMS $ 330,120 $ 353,925 $ 353,925 $ 353,924 $ 354,968 $ (1,043) -0.3% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 234,536 $ 74,476 309,012 $ 256,759 $ 82,747 339,506 $ 257,301 $ 82,205 339,506 $ 257,512 $ 79,814 10,000 347,326 $ 261,939 $ 88,822 350,761 $ $ SUBTOTAL $ 3,054 $ 3,054 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 1,076 $ 1,076 $ 1,052 $ 1,052 $ SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 166 $ 1,985 15,596 260 47 18,054 $ 330,120 $ - $ 1,918 5,000 2,501 9,419 $ 353,925 $ - $ 1,918 5,000 2,501 9,419 $ 353,925 $ 107 $ 1,936 3,193 260 26 5,522 $ 353,924 $ TOTAL USES $ 330,120 $ 353,925 $ 353,925 $ 353,924 $ SUPPLIES 0801 - GENERAL SUPPLIES (4,638) (6,617) (11,255) -1.8% -8.0% N/A -3.3% 3,948 3,948 79.0% 79.0% - $ 1,971 684 380 120 3,155 $ 354,968 $ (53) 4,316 2,121 (120) 6,264 (1,043) N/A -2.8% 86.3% 84.8% N/A 66.5% -0.3% 354,968 $ (1,043) -0.3% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 330,120 $ 330,120 $ 353,925 $ 353,925 $ 353,925 $ 353,925 $ 353,924 $ 353,924 $ 354,968 $ 354,968 $ (1,043) (1,043) -0.3% -0.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 330,120 $ 330,120 $ 353,925 $ 353,925 $ 353,925 $ 353,925 $ 353,924 $ 353,924 $ 354,968 $ 354,968 $ (1,043) (1,043) -0.3% -0.3% 296 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 2 Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 FY 2013 FY 2013 FY 2014 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 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% 3.00 3.00 3.00 3.00 3.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% General Adjustments Personnel:    Increase Regular Benefits by $4,652 for retirement contribution rate increase. Increase Personnel Savings by $3,663 based on the Chairman’s Office request. Increase Other Benefits and Internal Services Charges by $54 for the impact of the changes in Risk Management charges. 297 Department Strategic Plans and Budgets Board of Supervisors, District 2 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 353,925 $ - FY 2013 Revised Budget $ 353,925 $ - FY 2014 Budget Target $ 353,925 $ - $ 4,652 $ 4,652 (3,663) $ (3,663) - $ 354,914 $ 0.3% - $ 54 $ 54 - $ 354,968 $ 0.3% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 298 Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2014 Recommended 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 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 338,747 $ 338,747 $ 353,306 $ 353,306 $ 353,306 $ 353,306 $ 337,755 $ 337,755 $ 357,996 $ 357,996 $ (4,690) (4,690) -1.3% -1.3% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 588 $ 588 $ 619 $ 619 $ 619 $ 619 $ 619 $ 619 $ 635 $ (3,663) (3,028) $ (16) 3,663 3,647 -2.6% N/A 589.2% TOTAL PROGRAMS $ 339,335 $ 353,925 $ 353,925 $ 338,374 $ 354,968 $ (1,043) -0.3% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2012 ACTUAL FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % SUBTOTAL $ 250,400 $ 78,700 329,100 $ 258,847 $ 83,079 341,926 $ 258,847 $ 83,079 341,926 $ 242,697 $ 79,389 322,086 $ 254,128 $ 87,409 341,537 $ 4,719 (4,330) 389 1.8% -5.2% 0.1% $ SUBTOTAL $ 144 $ 144 $ 997 $ 997 $ 997 $ 997 $ 500 $ 500 $ 1,133 $ 1,133 $ (136) (136) -13.6% -13.6% SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 313 $ 3,366 4,994 640 778 10,091 $ 339,335 $ 1,000 $ 3,402 3,600 2,500 500 11,002 $ 353,925 $ 1,000 $ 3,402 3,600 2,500 500 11,002 $ 353,925 $ 492 $ 4,358 5,456 2,500 2,982 15,788 $ 338,374 $ 1,000 $ 3,283 4,219 3,676 120 12,298 $ 354,968 $ 119 (619) (1,176) 380 (1,296) (1,043) 0.0% 3.5% -17.2% -47.0% 76.0% -11.8% -0.3% TOTAL USES $ 339,335 $ 353,925 $ 353,925 $ 338,374 $ 354,968 $ (1,043) -0.3% SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2013 ADOPTED Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 339,335 $ 339,335 $ 353,925 $ 353,925 $ 353,925 $ 353,925 $ 338,374 $ 338,374 $ 354,968 $ 354,968 $ (1,043) (1,043) -0.3% -0.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 339,335 $ 339,335 $ 353,925 $ 353,925 $ 353,925 $ 353,925 $ 338,374 $ 338,374 $ 354,968 $ 354,968 $ (1,043) (1,043) -0.3% -0.3% 299 Maricopa County Annual Business Strategies FY 2014 Recommended Budget Department Strategic Plans and Budgets Board of Supervisors, District 3 Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 FY 2013 FY 2013 FY 2014 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 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% 3.00 3.00 3.00 3.00 3.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% General Adjustments Personnel:    Increase Regular Benefits by $4,652 for retirement contribution rate increase. Increase Personnel Savings by $3,663 based on the Chairman’s Office request. Increase Other Benefits and Internal Services Charges by $54 for the impact of the changes in Risk Management charges. 300 Department Strategic Plans and Budgets Board of Supervisors, District 3 Maricopa County Annual Business Strategies FY 2014 Recommended Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 353,925 $ - FY 2013 Revised Budget $ 353,925 $ - FY 2014 Budget Target $ 353,925 $ - $ 4,652 $ 4,652 (3,663) $ (3,663) - $ 354,914 $ 0.3% - $ 54 $ 54 - $ 354,968 $ 0.3% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 301 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 342,058 $ 342,058 $ 353,312 $ 353,312 $ 353,312 $ 353,312 $ 337,275 $ 337,275 $ 357,996 $ 357,996 $ (4,684) (4,684) -1.3% -1.3% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 600 $ 600 $ 613 $ 613 $ 613 $ 613 $ 608 $ 608 $ 635 $ (3,663) (3,028) $ (22) 3,663 3,641 -3.6% N/A 594.0% TOTAL PROGRAMS $ 342,658 $ 353,925 $ 353,925 $ 337,883 $ 354,968 $ (1,043) -0.3% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS FY 2012 ACTUAL FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % SUBTOTAL $ 258,404 $ 80,826 339,230 $ 255,600 $ 82,517 338,117 $ 255,600 $ 82,517 338,117 $ 253,206 $ 81,914 335,120 $ 250,871 $ 87,565 338,436 $ 4,729 (5,048) (319) 1.9% -6.1% -0.1% $ SUBTOTAL $ 408 $ 408 $ 2,759 $ 2,759 $ 2,759 $ 2,759 $ 337 $ 337 $ 2,842 $ 2,842 $ (83) (83) -3.0% -3.0% SERVICES 0812 - OTHER SERVICES $ 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 621 $ 2,140 130 129 3,020 $ 342,658 $ 2,535 $ 2,014 4,000 4,000 500 13,049 $ 353,925 $ 2,535 $ 2,014 4,000 4,000 500 13,049 $ 353,925 $ 106 $ 2,036 149 130 5 2,426 $ 337,883 $ 2,500 $ 2,165 4,000 4,905 120 13,690 $ 354,968 $ 35 (151) (905) 380 (641) (1,043) 1.4% -7.5% 0.0% -22.6% 76.0% -4.9% -0.3% TOTAL USES $ 342,658 $ 353,925 $ 353,925 $ 337,883 $ 354,968 $ (1,043) -0.3% SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2013 ADOPTED 302 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 4 Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 342,658 $ 342,658 $ 353,925 $ 353,925 $ 353,925 $ 353,925 $ 337,883 $ 337,883 $ 354,968 $ 354,968 $ (1,043) (1,043) -0.3% -0.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 342,658 $ 342,658 $ 353,925 $ 353,925 $ 353,925 $ 353,925 $ 337,883 $ 337,883 $ 354,968 $ 354,968 $ (1,043) (1,043) -0.3% -0.3% Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 FY 2013 FY 2013 FY 2014 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 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% 3.00 3.00 3.00 3.00 3.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% General Adjustments Personnel:    Increase Regular Benefits by $4,652 for retirement contribution rate increase. Increase Personnel Savings by $3,663 based on the Chairman’s Office request. Increase Other Benefits and Internal Services Charges by $54 for the impact of the changes in Risk Management charges. 303 Department Strategic Plans and Budgets Board of Supervisors, District 4 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 353,925 $ - FY 2013 Revised Budget $ 353,925 $ - FY 2014 Budget Target $ 353,925 $ - $ 4,652 $ 4,652 (3,663) $ (3,663) - $ 354,914 $ 0.3% - $ 54 $ 54 - $ 354,968 $ 0.3% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 304 Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 328,795 $ 328,795 $ 353,036 $ 353,036 $ 353,036 $ 353,036 $ 352,605 $ 352,605 $ 357,996 $ 357,996 $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 576 $ 576 $ 889 $ 889 $ 889 $ 889 $ 884 $ 884 $ 635 $ (3,663) (3,028) $ TOTAL PROGRAMS $ 329,371 $ 353,925 $ 353,925 $ 353,489 $ 354,968 $ (4,960) (4,960) 254 3,663 3,917 (1,043) -1.4% -1.4% 28.6% N/A 440.6% -0.3% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS FY 2012 ACTUAL FY 2013 REVISED FY 2013 FORECAST FY 2014 RECOMM REVISED VS RECOMM VAR % SUBTOTAL $ 194,465 $ 1,254 176 59,657 255,552 $ 235,487 $ 11,363 79,985 326,835 $ 235,487 $ 11,363 79,985 326,835 $ 186,027 $ 27,036 316 70,826 284,205 $ 224,863 $ 5,000 81,945 311,808 $ 10,624 6,363 (1,960) 15,027 4.5% 56.0% N/A -2.5% 4.6% $ SUBTOTAL $ 40,858 $ 40,858 $ 5,103 $ 5,103 $ 5,103 $ 5,103 $ 36,193 $ 36,193 $ 20,029 $ 20,029 $ (14,926) (14,926) -292.5% -292.5% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ ALL EXPENDITURES $ 5,734 $ 558 4,147 14,755 7,660 107 32,961 $ 329,371 $ 5,000 $ 2,266 7,221 7,000 500 21,987 $ 353,925 $ 5,000 $ 2,266 7,221 7,000 500 21,987 $ 353,925 $ 5,666 $ 4,250 15,157 7,910 108 33,091 $ 353,489 $ 2,000 $ 2,865 14,755 7,000 120 26,740 $ 358,577 $ 3,000 (599) (7,534) 380 (4,753) (4,652) 60.0% N/A -26.4% -104.3% 0.0% 76.0% -21.6% -1.3% TOTAL USES $ 329,371 $ 353,925 $ 353,925 $ 353,489 $ 358,577 $ (4,652) -1.3% SUPPLIES 0801 - GENERAL SUPPLIES $ FY 2013 ADOPTED Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 329,371 $ 329,371 $ 353,925 $ 353,925 $ 353,925 $ 353,925 $ 353,489 $ 353,489 $ 354,968 $ 354,968 $ (1,043) (1,043) -0.3% -0.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 329,371 $ 329,371 $ 353,925 $ 353,925 $ 353,925 $ 353,925 $ 353,489 $ 353,489 $ 354,968 $ 354,968 $ (1,043) (1,043) -0.3% -0.3% 305 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Board of Supervisors, District 5 Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL 3.00 3.00 3.00 3.00 3.00 3.00 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 3.00 2.80 2.80 2.80 (.20) (.20) (.20) (6.7%) (6.7%) (6.7%) Staffing by Market Range Title MARKET RANGE TITLE Bd of Supvr's Chief of Staff Deputy Administrator - BOS Elected Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 .80 (.20) (20.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 2.80 (.20) (6.7% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 2.80 (.20) (6.7%) 3.00 3.00 3.00 3.00 2.80 (.20) (6.7% ) General Adjustments Personnel:    Increase Regular Benefits by $4,652 for retirement contribution rate increase. Increase Personnel Savings by $3,663 based on the Chairman’s Office request. Increase Other Benefits and Internal Services Charges by $54 for the impact of the changes in Risk Management charges. 306 Department Strategic Plans and Budgets Board of Supervisors, District 5 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 353,925 $ - FY 2013 Revised Budget $ 353,925 $ - FY 2014 Budget Target $ 353,925 $ - $ 4,652 $ 4,652 (3,663) $ (3,663) - $ 354,914 $ 0.3% - $ 54 $ 54 - $ 354,968 $ 0.3% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 307 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and 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 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, 51% or more of eligible people with HIV/AIDS will enter and remain in medical care, an increase of 10% from FY 2011. Status: Currently at 33%, the Department expects to achieve this goal by target date through better case management and coordination of care. Quality Workforce By 2017, 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 FY 2013, a new partnership with the Valley of the Sun YMCA was initiated to encourage employees to increase their fitness activity. Currently at 52%, the Department expects to achieve this goal by target date by continuing to provide more fitness activity opportunities for employees. Quality Workforce By 2017, 45% of benefit-covered County employees and dependents will complete annual Well Adult and Well Child examinations. Status: The Department recently validated the data supporting this goal as it was found that data for prior years was not reliable. This goal will be reviewed during the FY 2015 Strategic Business Plan update. Quality Workforce By 2017, 35% or more of County employees and their dependents who are enrolled in a County-sponsored medical plan will be immunized against influenza, an increase of more than 50% from FY 2010. Status: The Department recently validated the data supporting this goal as it was found that data for prior years was not reliable. This goal will be reviewed during the FY 2015 Strategic Business Plan update. 308 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Fiscal Strength Department Strategic Plans and Budgets Business Strategies and Health Care Programs By 2015, the annual rate of increase in total premiums (employer plus employee rates) for County medical plans for active employees will be 3% below the national trend. Status: Currently at 2.37%, the Department expects rates to increase by 4.7% in FY 2014, largely driven by the expanded benefits and new fees required by the Patient Protection and Affordable Care Act. Quality Workforce By 2016, 70% or less of employees will be overweight or obese (based on Body Mass Index of less than 25 as determined by Biometric screenings), a decrease from 74% in FY 2009. Status: Currently at 75%, the Department expects to achieve this goal by target date by working with County leadership to improve the Wellness programs and extend their reach to all employees. Quality Workforce By 2016, 70% or less of employees will be identified with three or more risk factors associated with metabolic syndrome (as determined by Biometric Screening results) a decrease from 74% in FY 2009. Status: Currently at 72%, the Department expects to achieve this goal by target date by working with County leadership to improve the Wellness programs and extend their reach to all employees. 309 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % WBEG - EMPLOYEE WELLNESS 35EP - EMPLOYEE PROGRAMS $ $ 1,531,945 $ 1,531,945 $ - $ - $ - $ - $ - $ - $ - $ - $ EMPA - EMP SHRT TRM COUNS AND REF FIBP - EMP LIFE INSURANCE BENEFITS FITN - EMPLOYEE FITNESS 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 $ 205,470 $ 5,322,375 3,392,102 1,037,070 2,075,501 97,442,586 12,631,282 9,126,351 1,845,592 1,431,987 134,510,316 $ 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 $ 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 $ 214,224 $ 3,887,345 25 3,244,162 892,212 1,867,712 102,321,028 12,645,511 9,117,259 1,854,876 1,491,452 137,535,806 $ 369,603 $ 3,887,345 3,244,162 892,212 1,749,785 105,240,645 8,329,755 9,772,009 1,854,876 1,658,880 136,999,272 $ 167,986 470,291 (143,156) 274,540 (140,111) 3,362,665 (4,255,125) 911,960 121,376 770,426 83.3% 13.8% N/A -4.2% 44.4% -7.4% 3.3% -33.8% 10.3% 0.0% 7.9% 0.6% 5,912,135 $ 1,111,400 7,023,535 $ 5,912,135 $ 1,111,400 7,023,535 $ 5,466,299 $ 1,194,844 6,661,143 $ 6,208,293 $ 1,041,058 155,687 7,405,038 $ 296,158 (70,342) 155,687 381,503 5.0% -6.3% N/A 5.4% $ - N/A N/A CORE - RYAN WHITE PT A CORE MED SVCS NMSS - RYAN WHITE PT A NON MED SVCS RWPC - RYAN WHITE PLNG COUNCIL SUPP 39RW - RYAN WHITE HIV AIDS PART A $ $ 4,791,098 $ 1,099,223 5,890,321 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 3,765,088 $ 3,765,088 $ 3,765,088 $ 3,765,088 $ 3,968,704 $ 3,968,704 $ 4,277,962 $ 4,277,962 $ 512,874 512,874 13.6% 13.6% GGOV - GENERAL GOVERNMENT POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 443,207 $ 2,825,347 3,268,554 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A TOTAL PROGRAMS $ 145,201,136 $ 147,017,469 $ 147,017,469 $ 148,165,653 $ 148,682,272 $ 1,664,803 1.1% - N/A N/A USES WBEG - EMPLOYEE WELLNESS 35EP - EMPLOYEE PROGRAMS $ $ 1,064,138 $ 1,064,138 $ - $ - $ - $ - $ - $ - $ - $ - $ 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 $ - $ 205,645 263,162 5,336,834 3,392,108 1,036,950 1,723,269 95,512,290 14,835,704 8,864,282 1,648,930 1,513,431 134,332,605 $ 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 $ 555,964 $ 201,617 257,174 3,417,054 444,519 3,387,318 53,997 617,672 3,416,548 1,889,896 102,939,980 12,584,880 8,860,049 2,072,661 23,997 1,537,504 142,260,830 $ 633,548 $ 214,224 268,005 3,887,345 103,060 3,244,162 1,824 892,212 924,427 1,867,613 101,121,689 14,209,784 9,052,451 2,082,846 28,824 1,554,939 140,086,953 $ 609,067 $ 369,603 268,268 3,887,345 578,348 3,244,162 65,298 892,212 765,276 1,749,785 105,240,645 16,154,800 9,772,009 8,054,876 228,100 1,658,880 153,538,674 $ 196,000 $ 1,784,009 272,500 2,252,509 $ 196,000 $ 1,694,776 272,500 2,163,276 $ 196,000 $ 924,776 272,500 1,393,276 $ 152,143 $ 1,360,367 242,450 1,754,960 $ 43,857 334,409 30,050 408,316 22.4% 19.7% 11.0% 18.9% - N/A N/A $ (53,103) -9.6% (167,986) -83.3% (11,094) -4.3% (470,291) -13.8% (133,829) -30.1% 143,156 4.2% (11,301) -20.9% (274,540) -44.4% 2,651,272 77.6% 140,111 7.4% (2,300,665) -2.2% (3,569,920) -28.4% (911,960) -10.3% (5,982,215) -288.6% (204,103) -850.5% (121,376) -7.9% -7.9% (11,277,844) 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 $ $ 428,414 $ 428,414 $ - $ - $ - $ - $ - $ - $ - $ - $ CORE - RYAN WHITE PT A CORE MED SVCS NMSS - RYAN WHITE PT A NON MED SVCS RWPC - RYAN WHITE PLNG COUNCIL SUPP 39RW - RYAN WHITE HIV AIDS PART A $ 5,121,709 $ 1,246,445 6,368,154 $ 5,912,135 $ 1,111,400 7,023,535 $ 5,928,578 $ 1,111,400 7,039,978 $ 5,466,299 $ 1,194,844 6,661,143 $ 6,208,293 $ 1,041,058 155,687 7,405,038 $ (279,715) 70,342 (155,687) (365,060) -4.7% 6.3% N/A -5.2% 32,154 $ 1,660,865 11,771 150,284 1,855,074 $ 32,269 $ 1,082,561 11,560 378,556 110,723 1,615,669 $ 32,269 $ 1,070,200 42,388 378,557 115,746 1,639,160 $ 36,065 $ 828,828 341,846 71,872 1,278,611 $ 34,709 $ 1,833,007 17,080 393,717 113,080 2,391,593 $ (2,440) (762,807) 25,308 (15,160) 2,666 (752,433) -7.6% -71.3% 59.7% -4.0% 2.3% -45.9% $ 223,763 $ 1,620 1,045,893 1,271,276 $ 145,412 $ 8,122 153,534 $ 145,412 $ 8,122 153,534 $ 145,856 $ 26,620 172,476 $ 236,567 $ 23,725 (4,192) 256,100 $ TOTAL PROGRAMS $ 145,319,661 $ 153,298,739 $ 153,256,778 $ 149,592,459 $ 165,346,365 $ $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 310 (91,155) -62.7% (15,603) -192.1% 4,192 N/A (102,566) -66.8% (12,089,587) -7.9% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Sources and Uses by Category FY 2012 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 5,890,321 5,890,321 $ $ 7,023,535 7,023,535 $ $ 7,023,535 7,023,535 $ $ 6,661,143 6,661,143 $ $ 7,405,038 $ 7,405,038 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ 1,688,451 29,530,459 107,648,698 138,867,608 $ 1,585,698 28,031,387 110,276,849 139,893,934 $ 1,585,698 28,031,387 110,276,849 139,893,934 $ $ $ 1,612,141 27,975,072 111,710,544 141,297,757 1,714,739 $ 26,805,055 112,677,440 141,197,234 $ 100,000 $ 100,000 $ 206,753 206,753 $ $ 80,000 80,000 $ $ $ MISCELLANEOUS 0645 - INTEREST EARNINGS $ SUBTOTAL $ $ 443,207 $ 443,207 $ $ 100,000 $ 100,000 $ $ ALL REVENUES $ 145,201,136 $ 147,017,469 $ 147,017,469 $ 148,165,653 $ 148,682,272 TOTAL SOURCES $ 145,201,136 FY 2012 ACTUAL $ 147,017,469 FY 2013 ADOPTED $ 147,017,469 FY 2013 REVISED $ 148,165,653 FY 2013 FORECAST $ 148,682,272 FY 2014 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 $ 381,503 381,503 5.4% 5.4% 129,041 (1,226,332) 2,400,591 1,303,300 8.1% -4.4% 2.2% 0.9% (20,000) (20,000) -20.0% -20.0% 1,664,803 1.1% $ 1,664,803 1.1% REVISED VS ADOPTED VAR % 2,002,486 $ 9,227 4,206 642,090 22 (197,648) 330,962 2,791,345 $ 2,045,008 $ 33,800 2,100 683,644 (241,501) 275,443 2,798,494 $ 2,044,439 $ 66,550 2,100 666,639 47,271 (278,942) 275,443 2,823,500 $ 1,817,368 $ 35,282 10,017 624,826 39,916 (252,008) 261,939 2,537,340 $ 2,107,251 $ 34,700 2,004 724,464 (308,590) 340,784 2,900,613 $ 40,314 $ 1,520 73,489 115,323 $ 587,545 $ 15,000 2,000 530,825 1,135,370 $ 587,246 $ 15,000 2,000 530,825 (300) 1,134,771 $ 32,672 $ 25,000 1,755 48,629 108,056 $ 38,303 $ 220,426 2,000 24,000 284,729 $ $ 129,893,851 $ 11,955,143 15,678 185,892 334,163 5,835 15,547 6,884 142,412,993 $ 133,683,971 $ 14,303,783 9,077 1,027,319 255,617 25,128 16,984 7,996 149,329,875 $ 133,683,784 $ 14,237,602 9,077 1,027,319 255,617 25,128 16,984 7,996 149,263,507 $ 133,124,783 $ 13,374,296 11,303 127,508 277,166 14,268 11,415 6,324 146,947,063 $ 146,405,016 $ 15,295,321 17,400 22,928 367,280 19,000 14,300 6,153 162,147,398 $ $ $ - $ - $ 35,000 $ 35,000 $ 35,000 $ 35,000 $ - $ - $ 13,625 $ 13,625 $ ALL EXPENDITURES $ 145,319,661 $ 153,298,739 $ 153,256,778 $ 149,592,459 $ 165,346,365 $ (12,089,587) -7.9% TOTAL USES $ 145,319,661 $ 153,298,739 $ 153,256,778 $ 149,592,459 $ 165,346,365 $ (12,089,587) -7.9% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT $ SUBTOTAL $ SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 311 (62,812) 31,850 96 (57,825) 47,271 29,648 (65,341) (77,113) -3.1% 47.9% 4.6% -8.7% 100.0% 10.6% -23.7% -2.7% 548,943 93.5% (205,426) -1369.5% 0.0% 506,825 95.5% (300) -100.0% 850,042 74.9% (12,721,232) (1,057,719) (8,323) 1,004,391 (111,663) 6,128 2,684 1,843 (12,883,891) 21,375 21,375 -9.5% -7.4% -91.7% 97.8% -43.7% 24.4% 15.8% 23.0% -8.6% 61.1% 61.1% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Sources by Fund and Function FUND / FUNCTION CLASS 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 611 60 PERCENT STD OPERATING 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING 614 BEHAVIORAL HEALTH OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 5,890,321 $ 5,890,321 $ 7,023,535 $ 7,023,535 $ 7,023,535 $ 7,023,535 $ 6,661,143 $ 6,661,143 $ 7,405,038 $ 7,405,038 $ 381,503 381,503 5.4% 5.4% $ FUND TOTAL SOURCES $ 39,185,493 $ 39,185,493 $ 45,309,309 $ 45,309,309 $ 45,309,309 $ 45,309,309 $ 52,040,495 $ 52,040,495 $ 53,061,629 $ 53,061,629 $ 7,752,320 7,752,320 17.1% 17.1% $ FUND TOTAL SOURCES $ 1,217,308 $ 1,217,308 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL SOURCES $ 16,629,240 $ 16,629,240 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL SOURCES $ 28,031,905 $ 28,031,905 $ 43,667,011 $ 43,667,011 $ 43,667,011 $ 43,667,011 $ 35,074,794 $ 35,074,794 $ 35,848,681 $ 35,848,681 $ $ FUND TOTAL SOURCES $ 2,589,566 $ 2,589,566 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL SOURCES $ 9,136,524 $ 9,136,524 $ 12,239,116 $ 12,239,116 $ 12,239,116 $ 12,239,116 $ 14,776,543 $ 14,776,543 $ 15,520,423 $ 15,520,423 $ 3,281,307 3,281,307 26.8% 26.8% $ FUND TOTAL SOURCES $ 4,927,599 $ 4,927,599 $ 4,791,276 $ 4,791,276 $ 4,791,276 $ 4,791,276 $ 4,917,027 $ 4,917,027 $ 5,192,538 $ 5,192,538 $ 401,262 401,262 8.4% 8.4% $ FUND TOTAL SOURCES $ 10,863,399 $ 10,863,399 $ 12,584,880 $ 12,584,880 $ 12,584,880 $ 12,584,880 $ 12,404,897 $ 12,404,897 $ 8,010,147 $ 8,010,147 $ $ FUND TOTAL SOURCES $ 1,767,883 $ 1,767,883 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL SOURCES $ 1,396,408 $ 1,396,408 $ 1,408,140 $ 1,408,140 $ 1,408,140 $ 1,408,140 $ 1,408,140 $ 1,408,140 $ 1,408,140 $ 1,408,140 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 306,500 $ 306,500 $ 304,556 $ 304,556 $ 304,556 $ 304,556 $ 304,556 $ 304,556 $ 304,556 $ 304,556 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 142,684 $ 142,684 $ 142,180 $ 142,180 $ 142,180 $ 142,180 $ 142,180 $ 142,180 $ 142,180 $ 142,180 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 2,075,501 $ 2,075,501 $ 1,889,896 $ 1,889,896 $ 1,889,896 $ 1,889,896 $ 1,867,712 $ 1,867,712 $ 1,749,785 $ 1,749,785 $ (140,111) (140,111) -7.4% -7.4% $ $ 1,531,945 $ 1,531,945 $ 1,589,616 $ 1,589,616 $ 1,589,616 $ 1,589,616 $ 1,600,471 $ 1,600,471 $ 1,362,790 $ 1,362,790 $ (226,826) (226,826) -14.3% -14.3% $ $ 281,496 $ 281,496 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ $ 2,986,886 $ 172 2,987,058 $ 2,175,472 $ 2,175,472 $ 2,175,472 $ 2,175,472 $ 2,368,258 $ 2,368,258 $ 2,915,172 $ 2,915,172 $ 739,700 739,700 34.0% N/A 34.0% $ $ - $ - $ 1,070,000 $ 1,070,000 $ 1,070,000 $ 1,070,000 $ 1,436,650 $ 1,436,650 $ 1,736,000 $ 1,736,000 $ 666,000 666,000 62.2% 62.2% $ $ - $ - $ - $ - $ (1,070,000) $ (1,070,000) $ (1,436,650) $ (1,436,650) $ (1,245,000) $ (1,245,000) $ (175,000) (175,000) 16.4% 16.4% $ $ 2,576,447 $ 2,576,447 $ 2,585,420 $ 2,585,420 $ 2,585,420 $ 2,585,420 $ 2,356,070 $ 2,356,070 $ 2,356,070 $ 2,356,070 $ (229,350) (229,350) -8.9% -8.9% $ $ 815,655 $ 815,655 $ 801,898 $ 801,898 $ 801,898 $ 801,898 $ 888,092 $ 888,092 $ 888,092 $ 888,092 $ 86,194 86,194 10.7% 10.7% $ $ 1,431,986 $ 1,431,986 $ 1,537,504 $ 1,537,504 $ 1,537,504 $ 1,537,504 $ 1,491,452 $ 1,491,452 $ 1,658,880 $ 1,658,880 $ 121,376 121,376 7.9% 7.9% $ $ 1 $ 1 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A 615 WELLNESS OPERATING FUND TOTAL SOURCES 616 CONTRACT ADMINISTRATION OPERATING FUND TOTAL SOURCES 618 BENEFIT ADMINISTRATION OPERATING NON-RECURRING FUND TOTAL SOURCES 619 ONSITE PHARMACY CLINIC OPERATING FUND TOTAL SOURCES 620 BENEFITS ELIMINATIONS OPERATING FUND TOTAL SOURCES 621 FLEX SPENDING HEALTH OPERATING FUND TOTAL SOURCES 622 FLEX SPENDING DEP CARE OPERATING FUND TOTAL SOURCES 623 VISION OPERATING FUND TOTAL SOURCES 624 STAND ALONE VISION OPERATING FUND TOTAL SOURCES 312 (7,818,330) (7,818,330) (4,574,733) (4,574,733) -17.9% -17.9% -36.4% -36.4% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Sources by Fund and Function (continued) FUND / FUNCTION CLASS 625 FI PREPAID DENTAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 388,868 $ 388,868 $ 396,386 $ 396,386 $ 396,386 $ 396,386 $ 378,093 $ 378,093 $ 269,861 $ 269,861 $ (126,525) (126,525) -31.9% -31.9% $ FUND TOTAL SOURCES $ 1,067,805 $ 1,067,805 $ 330,175 $ 330,175 $ 330,175 $ 330,175 $ 397,832 $ 397,832 $ 397,832 $ 397,832 $ 67,657 67,657 20.5% 20.5% $ FUND TOTAL SOURCES $ 3,739,429 $ 3,739,429 $ 2,831,922 $ 2,831,922 $ 2,831,922 $ 2,831,922 $ 3,140,997 $ 3,140,997 $ 3,140,997 $ 3,140,997 $ 309,075 309,075 10.9% 10.9% $ FUND TOTAL SOURCES $ 205,470 $ 205,470 $ 201,617 $ 201,617 $ 201,617 $ 201,617 $ 214,224 $ 214,224 $ 369,603 $ 369,603 $ 167,986 167,986 83.3% 83.3% $ FUND TOTAL SOURCES $ 3,809,884 $ 3,809,884 $ 3,672,387 $ 3,672,387 $ 3,672,387 $ 3,672,387 $ 3,822,139 $ 3,822,139 $ 4,309,610 $ 4,309,610 $ 637,223 637,223 17.4% 17.4% $ FUND TOTAL SOURCES $ 515,141 $ 515,141 $ 254,957 $ 254,957 $ 254,957 $ 254,957 $ 348,516 $ 348,516 $ 348,516 $ 348,516 $ 93,559 93,559 36.7% 36.7% $ FUND TOTAL SOURCES $ 1,037,070 $ 1,037,070 $ 617,672 $ 617,672 $ 617,672 $ 617,672 $ 892,212 $ 892,212 $ 892,212 $ 892,212 $ 274,540 274,540 44.4% 44.4% $ FUND TOTAL SOURCES $ 652,550 $ 652,550 $ 662,544 $ 662,544 $ 662,544 $ 662,544 $ 669,810 $ 669,810 $ 638,520 $ 638,520 $ (24,024) (24,024) -3.6% -3.6% $ FUND TOTAL SOURCES $ - $ - $ (1,070,000) $ (1,070,000) $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL SOURCES $ 145,200,964 $ 147,017,469 $ 147,017,469 $ 148,165,653 $ 148,682,272 $ 172 $ - $ - $ - $ - $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 145,201,136 $ 147,017,469 $ 147,017,469 $ 148,165,653 $ 148,682,272 $ 1,664,803 1,664,803 1.1% N/A 1.1% 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 900 ELIMINATIONS OPERATING 313 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2012 ACTUAL $ 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 611 60 PERCENT STD OPERATING NON-RECURRING 612 50 PERCENT STD OPERATING 613 40 PERCENT STD OPERATING 614 BEHAVIORAL HEALTH OPERATING 615 WELLNESS OPERATING NON-RECURRING 616 CONTRACT ADMINISTRATION OPERATING 618 BENEFIT ADMINISTRATION OPERATING NON-RECURRING 619 ONSITE PHARMACY CLINIC OPERATING 620 BENEFITS ELIMINATIONS OPERATING 621 FLEX SPENDING HEALTH OPERATING 622 FLEX SPENDING DEP CARE OPERATING 623 VISION OPERATING FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 1,787,769 $ 1,787,769 $ 1,530,215 $ 1,000,000 2,530,215 $ 1,440,983 $ 1,000,000 2,440,983 $ 1,377,304 $ 250,000 1,627,304 $ 1,246,548 $ 750,000 1,996,548 $ 194,435 250,000 444,435 13.5% 25.0% 18.2% FUND TOTAL USES $ 6,368,154 $ 6,368,154 $ 7,023,535 $ 7,023,535 $ 7,023,535 $ 16,443 7,039,978 $ 6,661,143 $ 6,661,143 $ 7,405,038 $ 7,405,038 $ (381,503) 16,443 (365,060) -5.4% 100.0% -5.2% $ FUND TOTAL USES $ 41,399,502 $ 41,399,502 $ 45,759,309 $ 45,759,309 $ 45,759,309 $ 45,759,309 $ 52,092,112 $ 52,092,112 $ 53,061,629 $ 53,061,629 $ (7,302,320) (7,302,320) -16.0% -16.0% $ FUND TOTAL USES $ 996,522 $ 996,522 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL USES $ 14,123,068 $ 14,123,068 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL USES $ 28,226,599 $ 28,226,599 $ 44,117,011 $ 44,117,011 $ 44,117,011 $ 44,117,011 $ 34,067,853 $ 34,067,853 $ 35,848,681 $ 35,848,681 $ 8,268,330 8,268,330 18.7% 18.7% $ FUND TOTAL USES $ 1,883,669 $ 1,883,669 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL USES $ 8,249,844 $ 8,249,844 $ 12,239,116 $ 12,239,116 $ 12,239,116 $ 12,239,116 $ 14,247,624 $ 14,247,624 $ 15,520,423 $ 15,520,423 $ (3,281,307) (3,281,307) -26.8% -26.8% $ FUND TOTAL USES $ 4,929,884 $ 4,929,884 $ 4,791,276 $ 4,791,276 $ 4,791,276 $ 4,791,276 $ 4,917,027 $ 4,917,027 $ 5,192,538 $ 5,192,538 $ (401,262) (401,262) -8.4% -8.4% $ FUND TOTAL USES $ 13,009,501 $ 13,009,501 $ 12,584,880 $ 12,584,880 $ 12,584,880 $ 12,584,880 $ 13,877,639 $ 13,877,639 $ 15,835,192 $ 15,835,192 $ (3,250,312) (3,250,312) -25.8% -25.8% $ FUND TOTAL USES $ 1,826,203 $ 1,826,203 $ - $ - $ - $ - $ - $ - $ - $ - $ $ FUND TOTAL USES $ 1,281,372 $ 1,281,372 $ 1,625,925 $ 1,625,925 $ 1,625,925 $ 1,625,925 $ 1,731,402 $ 1,731,402 $ 1,408,140 $ 6,200,000 7,608,140 $ $ FUND TOTAL USES $ 302,616 $ 302,616 $ 304,556 $ 304,556 $ 304,556 $ 304,556 $ 224,266 $ 224,266 $ 304,556 $ 304,556 $ - 0.0% 0.0% $ FUND TOTAL USES $ 64,942 $ 64,942 $ 142,180 $ 142,180 $ 142,180 $ 142,180 $ 127,178 $ 127,178 $ 142,180 $ 142,180 $ - 0.0% 0.0% $ FUND TOTAL USES $ 1,723,269 $ 1,723,269 $ 1,889,896 $ 1,889,896 $ 1,889,896 $ 1,889,896 $ 1,867,613 $ 1,867,613 $ 1,749,785 $ 1,749,785 $ 140,111 140,111 7.4% 7.4% $ FUND TOTAL USES $ 684,707 $ 235,907 920,614 $ 1,589,616 $ 2,349,445 3,939,061 $ 1,589,616 $ 2,351,199 3,940,815 $ 944,800 $ 113,335 1,058,135 $ 1,362,790 $ 542,500 1,905,290 $ 226,826 1,808,699 2,035,525 14.3% 76.9% 51.7% $ FUND TOTAL USES $ 264,488 $ 264,488 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL USES $ 1,868,613 $ 40,580 1,909,193 $ 2,175,472 $ 121,825 2,297,297 $ 2,175,472 $ 150,899 2,326,371 $ 2,084,405 $ 34,207 2,118,612 $ 2,915,172 $ 100,000 3,015,172 $ (739,700) 50,899 (688,801) -34.0% 33.7% -29.6% $ FUND TOTAL USES $ - $ - $ 1,232,000 $ 1,232,000 $ 1,232,000 $ 1,232,000 $ 1,813,085 $ 1,813,085 $ 1,736,000 $ 1,736,000 $ (504,000) (504,000) -40.9% -40.9% $ FUND TOTAL USES $ - $ - $ - $ - $ (1,070,000) $ (1,070,000) $ (1,436,650) $ (1,436,650) $ (1,245,000) $ (1,245,000) $ 175,000 175,000 -16.4% -16.4% $ FUND TOTAL USES $ 2,576,447 $ 2,576,447 $ 2,585,420 $ 2,585,420 $ 2,585,420 $ 2,585,420 $ 2,356,070 $ 2,356,070 $ 2,356,070 $ 2,356,070 $ 229,350 229,350 8.9% 8.9% $ FUND TOTAL USES $ 815,661 $ 815,661 $ 801,898 $ 801,898 $ 801,898 $ 801,898 $ 888,092 $ 888,092 $ 888,092 $ 888,092 $ (86,194) (86,194) -10.7% -10.7% $ FUND TOTAL USES $ 1,513,432 $ 1,513,432 $ 1,537,504 $ 1,537,504 $ 1,537,504 $ 1,537,504 $ 1,554,939 $ 1,554,939 $ 1,658,880 $ 1,658,880 $ (121,376) (121,376) -7.9% -7.9% FUND TOTAL USES $ 532 PUBLIC HEALTH GRANTS OPERATING NON-RECURRING FY 2013 ADOPTED $ 314 - N/A N/A 217,785 13.4% (6,200,000) N/A (5,982,215) -367.9% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Uses by Fund and Function (continued) 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 900 ELIMINATIONS OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ (1) $ (1) $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ FUND TOTAL USES $ 389,041 $ 389,041 $ 396,386 $ 396,386 $ 396,386 $ 396,386 $ 378,093 $ 378,093 $ 269,861 $ 269,861 $ 126,525 126,525 31.9% 31.9% $ FUND TOTAL USES $ 1,054,014 $ 1,054,014 $ 330,175 $ 330,175 $ 330,175 $ 330,175 $ 397,832 $ 397,832 $ 397,832 $ 397,832 $ (67,657) (67,657) -20.5% -20.5% $ FUND TOTAL USES $ 3,765,035 $ 3,765,035 $ 2,831,922 $ 2,831,922 $ 2,831,922 $ 2,831,922 $ 3,140,997 $ 3,140,997 $ 3,140,997 $ 3,140,997 $ (309,075) (309,075) -10.9% -10.9% $ FUND TOTAL USES $ 205,645 $ 205,645 $ 201,617 $ 201,617 $ 201,617 $ 201,617 $ 214,224 $ 214,224 $ 369,603 $ 369,603 $ (167,986) (167,986) -83.3% -83.3% $ FUND TOTAL USES $ 3,545,357 $ 3,545,357 $ 3,672,387 $ 3,672,387 $ 3,672,387 $ 3,672,387 $ 3,757,331 $ 3,757,331 $ 4,309,610 $ 4,309,610 $ (637,223) (637,223) -17.4% -17.4% $ FUND TOTAL USES $ 517,785 $ 517,785 $ 254,957 $ 254,957 $ 254,957 $ 254,957 $ 348,516 $ 348,516 $ 348,516 $ 348,516 $ (93,559) (93,559) -36.7% -36.7% $ FUND TOTAL USES $ 1,036,950 $ 1,036,950 $ 617,672 $ 617,672 $ 617,672 $ 617,672 $ 892,212 $ 892,212 $ 892,212 $ 892,212 $ (274,540) (274,540) -44.4% -44.4% $ FUND TOTAL USES $ 633,086 $ 633,086 $ 662,544 $ 662,544 $ 662,544 $ 662,544 $ 669,810 $ 669,810 $ 638,520 $ 638,520 $ 24,024 24,024 3.6% 3.6% $ FUND TOTAL USES $ - $ - $ (1,070,000) $ (1,070,000) $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL USES $ 145,043,174 $ 149,827,469 $ 149,738,237 $ 149,194,917 $ 157,753,865 $ 276,487 $ 3,471,270 $ 3,518,541 $ 397,542 $ 7,592,500 $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 145,319,661 $ 153,298,739 $ 153,256,778 $ 149,592,459 $ 165,346,365 $ 315 (8,015,628) -5.4% (4,073,959) -115.8% (12,089,587) -7.9% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and 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 INDIGENT HEALTH CARE LITIGATION SUPPORT PROGRAM TOTAL PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT PROGRAM TOTAL RYAN WHITE HIV AIDS PART A RYAN WHITE PLNG COUNCIL SUPP RYAN WHITE PT A CORE MED SVCS PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .70 4.05 6.10 10.85 .40 3.34 7.60 1.33 12.67 .40 4.34 7.60 1.33 13.67 .40 3.34 7.60 2.33 13.67 .40 5.00 7.60 1.00 14.00 .66 (.33) .33 0.0% 15.2% 0.0% (24.8%) 2.4% - 1.00 1.00 - - - - N/A N/A 3.00 3.00 7.33 .05 3.00 1.15 .75 .05 12.33 7.33 .05 3.00 1.15 .75 .05 12.33 7.33 .05 3.00 1.15 .75 .05 12.33 6.00 .20 3.00 1.70 1.00 .10 12.00 (1.33) .15 .55 .25 .05 (.33) (18.1%) 300.0% 0.0% 47.8% 33.3% 100.0% (2.7%) 2.00 2.00 - - - - - N/A N/A 8.15 8.15 - - - - - N/A N/A 1.00 1.00 - - - - - N/A N/A 2.00 2.00 - - - - - N/A N/A 12.00 12.00 39.00 10.00 10.00 36.00 10.00 10.00 36.00 10.00 10.00 36.00 1.00 10.00 11.00 37.00 1.00 1.00 1.00 N/A 0.0% 10.0% 2.8% 316 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Benefits Vendor Relations Mgr Budget Analyst Director - Business Strategies & Healthcare Progra Ergonomist - County Executive Assistant Finan/Business Analyst -County Finance Support Supervisor Finance/Business Analyst Financial Manager - County Grant/Contract Admin Supervisor Health Educator Health Educator Supervisor Human Resources Analyst Human Resources Mngr - County Human Resources Supervisor Human Resources Supervisor – County Management Analyst Management Assistant Media Specialist Nurse - Correctional Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Program Coordinator Special Projects Manager Trainer Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 3.00 2.00 3.00 2.00 2.00 (1.00) (33.3%) 1.00 1.00 (1.00) (100.0%) 2.00 N/A 1.00 1.00 1.00 1.00 1.00 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% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 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% 2.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 3.00 3.00 3.00 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 0.0% 4.00 4.00 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% 1.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 2.00 2.00 1.00 2.00 2.00 1.00 100.0% 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 39.00 36.00 36.00 36.00 37.00 1.00 2.8% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 532 PUBLIC HEALTH GRANTS 615 WELLNESS 618 BENEFIT ADMINISTRATION Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 8.00 4.00 4.00 3.00 4.00 0.0% 12.00 10.00 10.00 10.00 11.00 1.00 10.0% 2.00 2.00 2.00 6.00 4.00 200.0% 19.00 20.00 20.00 21.00 16.00 (4.00) (20.0%) 39.00 36.00 36.00 36.00 37.00 1.00 2.8% Significant Variance Analysis In FY 2014, a Program Coordinator from the Ryan White Planning Support Council-Public Health Department will be moved to the Business Strategies and Health Care Programs. General Adjustments Target Adjustments: General Fund (100)  Restate expenditures for Healthcare Mandates of $226,314,618 from Business Strategies and Health Care to Non-Departmental.  Restate expenditures for Economic Development position of $89,233 from Business Strategies to Office of Management and Budget.  Restate personnel and expenditures for Managing for Results of $200,220 from Business Strategies to Deputy County Manager. 317 Maricopa County Annual Business Strategies FY 2014 Adopted Budget  Department Strategic Plans and Budgets Business Strategies and Health Care Programs Restate revenue for Healthcare Mandates of $7,000 from Business Strategies and Health Care to Non-Departmental. Base Adjustments: General Fund (100)  Increase Regular Benefits by $1,178 for the impact of changes in retirement contribution.  Decrease expenditures by $43,229 for a decrease in Supplies and Services.  Increase Personnel Savings by $4,192 based on the Chairman’s Office Request.  Increase Other Benefits and Internal Service Charges by $125 for the impact of the changes in the Risk Management charges. Public Health Grant Fund (532)  Increase Regular Benefits by $2,274 for the impact of changes in retirement contribution.  Increase revenues by $225,816 and expenditures by $223,542 to reconcile expected grant awards in FY 2014. Wellness Fund (615) Operating  Increase Regular Benefits by $1,408 for the impact of changes in retirement contribution rates.  Increase in expenditures by $6,208 due to the net changes in Supplies and Services.  Increase expenditures by $3,500 due to an increase in Internal Service Charges.  Decrease revenue by $226,826 due to the re-direction of the additional revenue from nonparticipants in wellness incentives to the medical plan funds. Wellness Fund (615) Non Recurring Non Project  Increase expenditures by $542,500 for Wellness Programs in the County and upgrades of exercise rooms and equipment. Benefits Administration Fund (618) Operating  Increase Regular Benefits by $3,688 for the impact of changes in retirement contribution rates.  Increase expenditures by $21,072 for the allocation of administrative services.  Increase expenditures by $1,343 due to net changes in Supplies and Services.  Increase expenditures by $101,780 due to an increase in Internal Service Charges.  Increase expenditures by $28,570 to more realistically reflect anticipated Personnel Savings.  Increase revenue by $739,700 due to an increase in administration charges that are part of the benefits rates.  Increase expenditures by $739,700 as a result of reallocating ADP payment from Non Departmental.  Increase Other Benefits and Internal Service charges by $2,632 for the impact of the changes in Risk Management charges.  Decrease Other Services by $2,632 to maintain structural balance. Benefits Administration Fund (618) Non Recurring Non Project  Budget for one-time expenditures of $100,000 for the Data Warehouse implementation. Benefits Trust Fund (685)  Decrease expenditures by $1,245,000 to establish Fund 620 – Benefits Eliminations. 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. 318 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Activities that comprise this program include:  Employee Flexible Spending Accounts  Employee Life Insurance Benefits  Employee Voluntary Insurance Benefits Employee Flexible Spending Accounts Activity 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. Measure Type Result Result Output Output Output Output Demand Demand Demand Demand Efficiency 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 2012 ACTUAL 90.8% 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 2013 FY 2013 REVISED FORECAST 95.3% 95.3% 84.2% 90.5% 90.5% N/A 245 245 N/A 1,901 N/A FY 2014 ADOPTED 90.8% REV VS ADOPTED VAR % (4.5%) -4.7% 9.5% 10.5% 276 31 12.7% 1,901 1,962 61 3.2% 148 148 148 - 0.0% N/A 2,294 2,294 2,386 92 4.0% N/A 245 245 276 31 12.7% N/A 1,901 1,901 1,962 61 3.2% N/A 148 148 148 - 0.0% N/A 2,294 2,294 2,386 92 4.0% N/A $ 1,476.60 $ 1,414.19 100.0% $ 1,359.67 $ 116.93 7.9% $ (229,350) 86,194 (143,156) -8.9% 10.7% -4.2% 229,350 (86,194) 143,156 8.9% -10.7% 4.2% Revenue 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL SOURCES $ 2,576,447 815,655 $ 3,392,102 $ 2,585,420 801,898 $ 3,387,318 $ 2,356,070 888,092 $ 3,244,162 $ 2,356,070 888,092 $ 3,244,162 621 - FLEX SPENDING HEALTH 622 - FLEX SPENDING DEP CARE TOTAL USES $ 2,576,447 815,661 $ 3,392,108 $ 2,585,420 801,898 $ 3,387,318 $ 2,356,070 888,092 $ 3,244,162 $ 2,356,070 888,092 $ 3,244,162 $ Expenditure $ $ Employee Life Insurance Benefits Activity 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. 319 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Demand Demand Demand Demand Demand Efficiency 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. 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. Department Strategic Plans and Budgets Business Strategies and Health Care Programs FY 2012 ACTUAL 53.0% FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 53.0% REV VS ADOPTED VAR % N/A N/A 76.0% N/A N/A 76.0% N/A N/A 71.0% N/A N/A 71.0% N/A N/A 56.0% N/A N/A 56.0% N/A N/A N/A 12,307 12,637 12,675 368 3.0% N/A 12,307 12,634 12,675 368 3.0% N/A 8,141 8,373 8,022 (119) -1.5% N/A 3,666 3,836 3,827 161 4.4% N/A 3,586 3,381 3,370 (216) -6.0% N/A 1,795 30,435 1,775 (20) -1.1% N/A 12,307 12,575 12,675 368 3.0% N/A 12,307 12,494 12,675 368 3.0% N/A 4,155 3,808 8,022 3,867 93.1% N/A 3,666 3,836 3,827 161 4.4% N/A 3,586 3,381 3,370 (216) -6.0% (23.87) -15.0% N/A $ 158.64 $ $ 10.64 $ $ 182.50 $ $ Revenue 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL SOURCES $ 1,067,805 3,739,429 515,141 $ 5,322,375 $ 330,175 2,831,922 254,957 $ 3,417,054 397,832 3,140,997 348,516 $ 3,887,345 397,832 3,140,997 348,516 $ 3,887,345 $ 626 - FI LIFE AND AD AND D 627 - SUPPLEMENTAL LIFE 630 - DEPENDENT LIFE TOTAL USES $ 1,054,014 3,765,035 517,785 $ 5,336,834 $ $ $ $ 67,657 309,075 93,559 470,291 20.5% 10.9% 36.7% 13.8% (67,657) (309,075) (93,559) (470,291) -20.5% -10.9% -36.7% -13.8% Expenditure 330,175 2,831,922 254,957 $ 3,417,054 397,832 3,140,997 348,516 $ 3,887,345 397,832 3,140,997 348,516 $ 3,887,345 $ Activity Narrative: In FY 2014, enrollment is expected to remain close to FY 2013 Forecast. However, revenue and expenditures are expected to increase due to an increase in premium rates. Employee Voluntary Insurance Benefits Activity 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. 320 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 89.0% 89.0% REV VS ADOPTED VAR % (3.2%) -3.6% FY 2014 ADOPTED 85.8% N/A 3 83 80 77 N/A 374 328 328 (46) -12.3% N/A 128 105 103 (25) -19.5% N/A 63 50 50 (13) -20.6% N/A 137 107 106 (31) -22.6% N/A 407 2,248 670 263 64.6% N/A 1,797 1,892 1,890 93 5.2% N/A 3 83 80 77 2566.7% N/A 374 328 328 (46) -12.3% N/A 128 105 103 (25) -19.5% N/A 63 50 50 (13) -20.6% N/A 137 107 106 (31) -22.6% N/A 407 672 670 263 64.6% N/A 1,797 1,892 1,890 93 5.2% N/A $ 2566.7% 126.47 $ 33.07 $ 110.97 $ 15.50 12.3% Revenue 631 - VOLUNTARY BENEFITS TOTAL SOURCES $ 1,037,070 $ 1,037,070 $ $ 617,672 617,672 $ $ 892,212 892,212 $ $ 892,212 892,212 $ $ 274,540 274,540 44.4% 44.4% 631 - VOLUNTARY BENEFITS TOTAL USES $ 1,036,950 $ 1,036,950 $ $ 617,672 617,672 $ $ 892,212 892,212 $ $ 892,212 892,212 $ $ (274,540) (274,540) -44.4% -44.4% Expenditure Activity Narrative: In FY 2014, enrollment is expected to remain close to FY 2013 Forecast. Revenue and expenditures are expected to increase due to the addition of employee withholding for MetLife Group Auto and Home Insurance. Employee Benefits and Wellness Program 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 affordably maintain and improve their health. 321 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Program Results Measure Description Percent of departments who received the services who feel that as a result of services, their employees have the tools and workspace to do their jobs safely (with reduced risk related to ergonomics). 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 FY 2012 ACTUAL 92.0% FY 2013 FY 2013 REVISED FORECAST 72.5% 72.5% FY 2014 ADOPTED 95.0% REV VS ADOPTED VAR % 22.5% 31.0% 55.0% 67.0% 67.0% 55.0% -12.0% -17.9% 80.5% 100.0% 102.8% 100.0% 0.0% 0.0% 82.1% 91.1% 91.1% 96.0% 4.9% 5.3% 98.1% 100.9% 97.3% 100.0% -0.9% -0.9% N/A 94.1% 94.1% 96.0% 1.9% 2.0% 85.0% 91.0% 91.0% 85.0% -6.0% -6.6% 117.5% 101.2% 108.5% 100.0% -1.2% -1.2% N/A 87.0% 87.0% 88.0% 1.0% 1.1% 83.0% 92.9% 92.9% 95.0% 2.1% 2.2% 96.3% 100.0% 99.8% 100.0% 0.0% 0.0% N/A 82.0% 82.0% 95.0% 13.0% 15.8% 84.7% 89.2% 89.2% 80.0% -9.3% -10.4% 104.6% 100.0% 104.0% 100.1% 0.1% 0.1% N/A 84.0% 84.0% 87.0% 3.0% 3.5% 322 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Program Results (continued) 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. 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 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 FY 2012 ACTUAL 53.0% FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 53.0% REV VS ADOPTED VAR % N/A N/A 76.0% N/A N/A 76.0% N/A N/A 71.0% N/A N/A 71.0% N/A N/A 56.0% N/A N/A 56.0% N/A N/A 90.8% 95.3% 95.3% 90.8% -4.5% -4.7% 84.2% 90.5% 90.5% 100.0% 9.5% 10.5% N/A 89.0% 89.0% 85.8% -3.2% -3.6% 49.9% 62.0% 62.0% 50.1% -12.0% -19.3% 95.8% 111.7% 98.7% 100.0% -11.7% -10.5% 74.0% 73.0% 73.0% 74.0% 1.0% 1.4% N/A 115.5% 109.3% 100.0% -15.5% -13.4% N/A 100.0% 65.1% 100.0% 0.0% 0.0% N/A 10.1% 70.7% 100.0% 89.9% 890.3% N/A 0.0% 0.0% 85.2% 85.2% N/A N/A 33.5% 33.5% 33.5% -0.0% -0.1% N/A 0.0% 0.0% 0.5% 0.4% 936.5% N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 95.0% 83.3% 98.9% 3.8% 4.0% 323 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Business Strategies and Health Care Programs Program Results (continued) Measure Description Percentage of employees whose biometric screening results are favorable on the metabolic syndrome program post-screening Percentage of employees whose biometric screening results are favorable on the metabolic syndrome program pre-screening 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 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 48.0% 48.0% FY 2014 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A 1.0% 1.0% N/A N/A N/A N/A N/A 50.0% N/A N/A N/A N/A 85.0% 85.0% 87.0% 2.0% 2.4% Activities that comprise this program include:  Employee Behavioral Health Benefits  Employee Benefits Customer Assistance  Employee Dental Benefits  Employee Ergonomics  Employee Fitness  Employee Medical Benefits  Employee Metabolic Syndrome  Employee Pharmacy Benefits      Employee Preventative Health Employee Short-term Counseling and Referrals Employee Short-term Disability Insurance Employee Tobacco Cessation Employee Vision Insurance 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. 324 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Measure Type Result Result Output Output Demand Demand Efficiency Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees receiving 55.0% 67.0% 67.0% 55.0% (12.0%) -17.9% behavioral health insurance coverage who are satisfied with their benefits Percentage of behavioral health claims 80.5% 100.0% 102.8% 100.0% 0.0% 0.0% expense to premium revenue (loss ratio). Average number of subscribers (covered N/A 10,149 9,792 9,864 (285) -2.8% employees and retirees) receiving behavioral health insurance coverage. Average number of members receiving 25,841 23,382 22,510 22,530 (852) -3.6% behavioral health insurance coverage. 25,841 10,149 9,792 9,864 (285) -2.8% Average number of subscribers (covered employees and retirees) enrolled in behavioral health insurance coverage. Average number of members enrolled in N/A 23,382 22,510 22,530 (852) -3.6% behavioral health insurance coverage. Expenditure per subscriber (covered $ 5.56 $ 15.52 $ 15.89 $ 14.78 $ 0.74 4.7% employee or retiree) receiving behavioral health insurance coverage. Expenditure per member receiving behavioral N/A $ 6.74 $ 6.91 $ 6.47 $ 0.26 3.9% health insurance coverage. Revenue 614 - BEHAVIORAL HEALTH TOTAL SOURCES $ 2,075,501 $ 2,075,501 $ 1,889,896 $ 1,889,896 $ 1,867,712 $ 1,867,712 $ 1,749,785 $ 1,749,785 $ $ (140,111) (140,111) -7.4% -7.4% 614 - BEHAVIORAL HEALTH TOTAL USES $ 1,723,269 $ 1,723,269 $ 1,889,896 $ 1,889,896 $ 1,867,613 $ 1,867,613 $ 1,749,785 $ 1,749,785 $ $ 140,111 140,111 7.4% 7.4% Expenditure 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 as required by County governance. 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 FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 85.0% 85.0% FY 2014 ADOPTED 87.0% REV VS ADOPTED VAR % 2.0% 2.4% N/A 11,323 13,235 13,641 2,318 20.5% N/A 11,323 13,575 13,848 2,525 22.3% 4.45 9.1% N/A $ 49.10 $ 47.87 $ 44.65 $ 555,964 555,964 $ $ 633,548 633,548 $ $ 609,067 609,067 $ $ Expenditure 618 - BENEFIT ADMINISTRATION TOTAL USES $ $ - $ $ (53,103) (53,103) -9.6% -9.6% Activity Narrative: In FY 2014, demand and output data reflects what occurred in FY 2013 Forecast. Customer service calls and email increased due to changes in plan structure and the implementation of the Patient Protection and Affordable Care Act (PPACA). The increase in spending is due to the redirection of costs, including contract payments for call system maintenance and benefits counseling services. Base Adjustments: Benefits Administration Fund (618)  Increase expenditures by $45,221 for the allocation of Benefits Customer Assistance. 325 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs  Increase expenditures by $55,500 due to an increase in benefits consulting, claims auditing and benefits enrollment counselors. 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. 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. FY 2012 ACTUAL 83.0% FY 2013 FY 2013 REVISED FORECAST 92.9% 92.9% REV VS ADOPTED VAR % 2.1% 2.2% 96.3% 100.0% 99.8% 100.0% 0.0% 0.0% N/A 82.0% 82.0% 95.0% 13.0% 15.8% N/A 11,315 11,475 11,534 219 1.9% N/A 4,791 4,958 4,983 192 4.0% 26,204 27,121 27,080 876 3.3% N/A 6,524 6,520 6,551 27 0.4% N/A 1,702 1,597 1,613 (89) -5.2% N/A 11,065 14,894 14,826 3,761 34.0% N/A 11,576 12,226 12,254 678 5.9% N/A 3,563 3,360 3,349 (214) -6.0% N/A 11,315 11,475 11,534 219 1.9% 26,430 26,204 27,121 27,080 876 3.3% 26,430 $ FY 2014 ADOPTED 95.0% 335.39 $ 28.18 $ 27.82 $ 30.07 $ (1.89) -6.7% 401,262 (126,525) 637,223 911,960 8.4% -31.9% 17.4% 10.3% (401,262) 126,525 (637,223) (911,960) -8.4% 31.9% -17.4% -10.3% Revenue 607 - FI DENTAL PPO 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL SOURCES $ 4,927,599 388,868 3,809,884 $ 9,126,351 $ 4,791,276 396,386 3,672,387 $ 8,860,049 $ 4,917,027 378,093 3,822,139 $ 9,117,259 $ 5,192,538 269,861 4,309,610 $ 9,772,009 $ 607 - FI DENTAL PPO 625 - FI PREPAID DENTAL 629 - SI DENTAL TOTAL USES $ 4,929,884 389,041 3,545,357 $ 8,864,282 $ 4,791,276 396,386 3,672,387 $ 8,860,049 $ 4,917,027 378,093 3,757,331 $ 9,052,451 $ 5,192,538 269,861 4,309,610 $ 9,772,009 $ $ Expenditure $ Activity Narrative: In FY 2014, enrollment is expected to remain close to FY 2013 Forecast. However, revenue and expenditures are expected to increase due to the increase in premium rates. 326 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Employee Ergonomics Activity The purpose of the Employee Ergonomics Activity is to provide recommendations for work tools and workspace that provide efficient and productive work environment to County employees so they can avoid or mitigate discomfort and injury in the workplace. Mandates: Administrative mandate. Measure Type Result Output Demand Efficiency Expenditure 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 615 - WELLNESS 618 - BENEFIT ADMINISTRATION TOTAL USES FY 2012 ACTUAL 92.0% FY 2013 FY 2013 REVISED FORECAST 72.5% 72.5% 4,170 5,979 N/A $ $ $ 263,162 263,162 4,920 4,920 52.27 $ $ 257,174 257,174 $ $ $ 2,959 3,472 90.57 268,005 268,005 FY 2014 ADOPTED 95.0% $ $ $ 3,780 4,680 70.97 268,268 268,268 REV VS ADOPTED VAR % 22.5% 31.0% $ $ $ (1,140) (240) (18.70) -23.2% -4.9% -35.8% (268,268) 257,174 (11,094) N/A 100.0% -4.3% Activity Narrative: Funding for this activity will be exclusively from the Wellness Fund (615) beginning in FY 2014. Demand and output are expected to decrease due to fewer employees requesting ergonomic evaluations. Base Adjustments: Wellness Fund (615)  Increase expenditures by $257,174 as a result of reallocating Ergonomics Activity from the Benefits Administration Fund (618). Benefits Administration Fund (618)  Decrease expenditures by $257,174 as a result of reallocating Ergonomics Activity to the Wellness Fund (615). 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 95.0% 83.3% FY 2014 ADOPTED 98.9% N/A 17,492 9,218 10,358 N/A 870 1,403 1,514 N/A $ REV VS ADOPTED VAR % 3.8% 4.0% (7,134) 644 25.41 $ 11.18 $ 55.84 $ (30.42) -40.8% 74.0% -119.7% Revenue 615 - WELLNESS TOTAL SOURCES $ $ - $ $ - $ $ 25 25 $ $ - $ $ 615 - WELLNESS TOTAL USES $ $ - $ $ 444,519 444,519 $ $ 103,060 103,060 $ $ 578,348 578,348 $ $ - N/A N/A Expenditure 327 (133,829) (133,829) -30.1% -30.1% Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Activity Narrative: Budgeted performance in FY 2013 was misestimated as the measures were new and benchmarks were not available at the time. Expenditures are expected to increase in FY 2014 for the contract with the Valley of the Sun YMCA, the replacement of new fitness equipment and the upgrade in facilities. 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. 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. FY 2012 ACTUAL 82.1% FY 2013 FY 2013 REVISED FORECAST 91.1% 91.1% REV VS ADOPTED VAR % 4.9% 5.3% 98.1% 100.9% 97.3% 100.0% (0.9%) -0.9% N/A 94.1% 94.1% 96.0% 1.9% 2.0% N/A 1,276 1,484 1,490 214 16.8% N/A 11,133 11,301 11,354 221 2.0% 2,231 2,976 3,743 3,747 771 25.9% 25,841 25,534 26,265 26,277 743 2.9% N/A 11,018 11,298 11,342 324 2.9% N/A 5,106 6,100 6,131 1,025 20.1% N/A 4,751 3,723 3,733 (1,018) -21.4% N/A 12,209 14,031 14,083 1,874 15.3% N/A 10,349 8,488 8,447 (1,902) -18.4% N/A 11,133 11,297 11,354 221 2.0% 25,841 25,534 26,265 26,277 743 2.9% N/A $ $ FY 2014 ADOPTED 96.0% 308.01 $ 328 770.53 $ 745.65 $ 772.42 $ (1.89) -0.2% 335.96 $ 320.84 $ 333.75 $ 2.20 0.7% Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Employee Medical Benefits Activity (continued) Revenue 601 - CMG MEDICAL 602 - CMG LOW OPTION 603 - OAP IN 604 - OAP MEDICAL 605 - OAP LOW OPTION 606 - CHOICE FUND H.S.A. 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS 632 - CIGNA FOR SENIORS TOTAL SOURCES $ 39,185,493 1,217,308 16,629,240 28,031,905 2,589,566 9,136,524 652,550 $ 97,442,586 $ 45,309,309 $ 52,040,495 $ 53,061,629 $ 7,752,320 43,667,011 35,074,794 35,848,681 (7,818,330) 12,239,116 14,776,543 15,520,423 3,281,307 429,138 81,238 270,392 (158,746) (429,138) (321,852) (99,000) 330,138 662,544 669,810 638,520 (24,024) $101,877,980 $102,321,028 $105,240,645 $ 3,362,665 17.1% N/A N/A -17.9% N/A 26.8% -37.0% -76.9% -3.6% 3.3% 601 - CMG MEDICAL 602 - CMG LOW OPTION 603 - OAP IN 604 - OAP MEDICAL 605 - OAP LOW OPTION 606 - CHOICE FUND H.S.A. 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS 632 - CIGNA FOR SENIORS TOTAL USES $ 41,399,502 996,522 14,123,068 28,226,599 1,883,669 8,249,844 633,086 $ 95,512,290 $ 45,759,309 $ 52,092,112 $ 53,061,629 $ (7,302,320) 44,117,011 34,067,853 35,848,681 8,268,330 12,239,116 14,247,624 15,520,423 (3,281,307) 591,138 366,142 270,392 320,746 (429,138) (321,852) (99,000) (330,138) 662,544 669,810 638,520 24,024 $102,939,980 $101,121,689 $105,240,645 $ (2,300,665) -16.0% N/A N/A 18.7% N/A -26.8% 54.3% 76.9% 3.6% -2.2% Expenditure Activity Narrative: In FY 2014, enrollment is expected to remain close to FY 2013 Forecast. However, revenue and expenditures are expected to increase due to the increase in premium rates and to meet Patient Protection and Affordable Care Act (PPACA) requirements. 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 post screening Percentage of employees whose biometric screening results are favorable on the metabolic syndrome program pre-screening 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 48.0% 48.0% REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED N/A N/A 1.0% 1.0% N/A N/A N/A N/A 50 50 N/A N/A N/A N/A 200 200 N/A N/A N/A N/A 6,959 6,959 N/A N/A N/A N/A N/A N/A (11,301) (11,301) -20.9% -20.9% N/A $ 269.99 $ 9.12 53,997 53,997 $ $ 1,824 1,824 Expenditure 615 - WELLNESS TOTAL USES $ $ - $ $ $ $ 65,298 65,298 $ $ Activity Narrative: This program will be discontinued in FY 2014 through Cigna. The Department will look to find more effective ways to improve metabolic syndrome screening results. Expenditures in FY 2013 Forecast reflect a staff vacancy that will be filled in FY 2014. These measures will be updated during the FY 2015 Strategic Business Plan update. 329 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs 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. Measure Type Result Result Result Output Output Demand Demand Efficiency Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % 85.0% 91.0% 91.0% 85.0% (6.0%) -6.6% 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 117.5% 101.2% 108.5% 100.0% (1.2%) -1.2% premium revenue (loss ratio). N/A 87.0% 87.0% 88.0% 1.0% 1.1% Percentage of employees receiving pharmacy insurance coverage who are satisfied according to the benefits customer satisfaction survey. N/A 9,875 9,814 9,867 (8) -0.1% Average number of subscribers (covered employees and retirees) receiving pharmacy insurance coverage. Average number of members receiving 23,595 22,558 22,541 22,539 (19) -0.1% pharmacy insurance coverage. N/A 9,875 9,814 9,867 (8) -0.1% Average number of subscribers (covered employees and retirees) enrolled for pharmacy insurance coverage. Average number of members enrolled in 23,595 22,558 22,541 22,539 (19) -0.1% pharmacy insurance coverage. N/A $ 106.20 $ 120.66 $ 136.44 $ (30.24) -28.5% Expenditure per subscriber (covered employees and retirees) receiving pharmacy insurance coverage. Expenditure per member receiving pharmacy $ 52.40 $ 46.49 $ 52.53 $ 59.73 $ (13.24) -28.5% insurance coverage. Revenue 608 - COINSURANCE PHARMACY 609 - CONSUMER CHOICE 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS TOTAL SOURCES $ 10,863,399 1,767,883 $ 12,631,282 $ 12,584,880 $ 12,404,897 $ 8,010,147 $ (4,574,733) 640,862 1,355,412 1,465,608 824,746 (640,862) (1,114,798) (1,146,000) (505,138) $ 12,584,880 $ 12,645,511 $ 8,329,755 $ (4,255,125) -36.4% N/A 128.7% 78.8% -33.8% 608 - COINSURANCE PHARMACY 609 - CONSUMER CHOICE 619 - ONSITE PHARMACY CLINIC 620 - BENEFITS ELIMINATIONS TOTAL USES $ 13,009,501 1,826,203 $ 14,835,704 $ 12,584,880 $ 13,877,639 $ 15,835,192 $ (3,250,312) 640,862 1,446,943 1,465,608 (824,746) (640,862) (1,114,798) (1,146,000) 505,138 $ 12,584,880 $ 14,209,784 $ 16,154,800 $ (3,569,920) -25.8% N/A -128.7% -78.8% -28.4% Expenditure Activity Narrative: In FY 2014, enrollment is expected to remain close to FY 2013. Pharmaceutical costs are expected to increase, which is partially attributable to the new Patient Protection and Affordable Care Act (PPACA) requirements. These cost increases will drive increases in Pharmacy expenditure and revenue collected. 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. 330 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs 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 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 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 0.0% 0.0% REV VS ADOPTED VAR % 85.2% N/A FY 2014 ADOPTED 85.2% N/A 33.5% 33.5% 33.5% (0.0%) -0.1% N/A 0.0% 0.0% 0.5% 0.4% 936.5% N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 9,000 9,000 9,500 500 5.6% N/A 4,060 4,060 4,200 140 3.4% 9,000 4,060 379.62 $ 9,000 4,060 102.71 $ 9,500 4,200 80.56 500 140 299.06 5.6% 3.4% 78.8% $ 3,416,548 $ 3,416,548 $ $ 924,427 924,427 $ $ 765,276 765,276 $ 2,651,272 $ 2,651,272 77.6% 77.6% N/A N/A N/A $ $ Expenditure 615 - WELLNESS TOTAL USES $ $ - Activity Narrative: Expenditures in this activity were right-sized to more appropriately reflect current initiatives. The largest expenditure is for biometric screenings at $46.50 per screening, with the increase in the biometric screening premium reduction incentive from $10 to $20 per month. Additional participation is expected for FY 2014. Base Adjustments: Wellness Fund (615)  Decrease expenditures by $495,116 due to a reduction in Wellness programs. Employee Short-Term Counseling and Referrals Activity The purpose of the Employee Short-Term Counseling and Referrals Activity is to provide short-term counseling and referral services for both personal and work-related issues to Maricopa County employees and their families so they can live and work well. Mandates: Administrative mandate. 331 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of employees receiving 49.9% 62.0% 62.0% 50.1% (12.0%) -19.3% counseling services who felt the services helped them to resolve or cope with their issues. Number of active employees who received 13,160 12,354 9,759 12,675 321 2.6% short-term counseling and referral services. Number of active employees requesting short12,972 12,354 9,759 12,675 321 2.6% term counseling and referral services. Expenditure per employee receiving short$ 1.32 $ 1.36 $ 1.83 $ 2.43 $ (1.07) -78.7% term counseling and referral services 628 - EMPLOYEE ASSISTANCE TOTAL SOURCES $ $ 205,470 205,470 $ $ 201,617 201,617 $ $ 214,224 214,224 $ $ 369,603 369,603 $ $ 167,986 167,986 83.3% 83.3% 628 - EMPLOYEE ASSISTANCE TOTAL USES $ $ 205,645 205,645 $ $ 201,617 201,617 $ $ 214,224 214,224 $ $ 369,603 369,603 $ $ (167,986) (167,986) -83.3% -83.3% Activity Narrative: Demand and output are expected to increase as this is a service that is provided to all employees and family members, which are now included in the measures. Revenue and expenditures are increasing in FY 2014 due to contract rate and volume increases. 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. 332 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Measure Type Result Result Result Result Result Output Output Output Output Demand Demand Demand Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of short-term disability claims 95.8% 111.7% 98.7% 100.0% (11.7%) -10.5% expense to premium revenue (loss ratio). 74.0% 73.0% 73.0% 74.0% 1.0% 1.4% Percentage of employees who rate their shortterm disability insurance as affordable according to the annual benefit satisfaction survey. N/A 115.5% 109.3% 100.0% (15.5%) -13.4% Percentage of 60% short-term disability claims expense to premium revenue (loss ratio). N/A 100.0% 65.1% 100.0% 0.0% 0.0% Percentage of 50% short-term disability claims expense to premium revenue (loss ratio). N/A 10.1% 70.7% 100.0% 89.9% 890.3% Percentage of 40% short-term disability claims expense to premium revenue (loss ratio). Average number of employees receiving short8,045 8,003 8,329 8,339 336 4.2% term disability insurance. Average number of employees receiving 60% N/A 5,202 5,383 5,381 179 3.4% short-term disability insurance. Average number of employees receiving 50% N/A 1,702 1,785 1,787 85 5.0% short-term disability insurance. Average number of employees receiving 40% N/A 1,099 1,158 1,171 72 6.6% short-term disability insurance. Average number of employees enrolled in 8,045 8,003 8,329 8,339 336 4.2% short-term disability insurance. Average number of employees enrolled in N/A 5,202 5,387 5,381 179 3.4% 60% short-term disability insurance. Average number of employees enrolled in N/A 1,702 1,785 1,787 85 5.0% 50% short-term disability insurance. Average number of employees enrolled in N/A 1,099 1,158 1,171 72 6.6% 40% short-term disability insurance. Expenditure per employee who received short- $ 17.08 $ 21.58 $ 20.84 $ 80.49 $ (58.91) -273.0% term disability insurance coverage. Revenue 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD TOTAL SOURCES $ 1,396,408 306,500 142,684 $ 1,845,592 $ 1,408,140 304,556 142,180 $ 1,854,876 $ 1,408,140 304,556 142,180 $ 1,854,876 $ 1,408,140 304,556 142,180 $ 1,854,876 $ - $ 611 - 60 PERCENT STD 612 - 50 PERCENT STD 613 - 40 PERCENT STD TOTAL USES $ 1,281,372 302,616 64,942 $ 1,648,930 $ 1,625,925 304,556 142,180 $ 2,072,661 $ 1,731,402 224,266 127,178 $ 2,082,846 $ 7,608,140 304,556 142,180 $ 8,054,876 $ (5,982,215) $ (5,982,215) 0.0% 0.0% 0.0% 0.0% Expenditure -367.9% 0.0% 0.0% -288.6% Activity Narrative: In FY 2014, expenditures are expected to increase due to a one-time premium rebate of $6,200,000. Minimal change in enrollment is expected in FY 2014; however the waiting period to receive benefits will be reduced from three weeks to two weeks, to be consistent with other benchmark employers. 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. Mandates: Administrative mandate. 333 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 50.0% REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED 20.0% N/A - 1 2 2 N/A N/A - 10 10 10 N/A N/A - 10 10 10 N/A 2,882.40 $ 22,810.00 N/A N/A (204,103) (204,103) -850.5% -850.5% N/A N/A $ Expenditure 615 - WELLNESS TOTAL USES $ $ - $ $ 23,997 23,997 $ $ 28,824 28,824 $ $ 228,100 228,100 $ $ Activity Narrative: In FY 2012 Open Enrollment, employees were required to participate in the test to validate participation in the non-tobacco use incentive. In FY 2014, an expenditure of $200,000 has been budgeted to purchase saliva test kits to detect tobacco use for FY 2015 Open Enrollment as a large number of employees will need to be re-tested. 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. 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. FY 2012 ACTUAL 84.7% $ FY 2013 FY 2013 REVISED FORECAST 89.2% 89.2% REV VS ADOPTED VAR % (9.3%) -10.4% FY 2014 ADOPTED 80.0% 104.6% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 84.0% 84.0% 87.0% 3.0% 3.5% N/A 11,432 10,942 10,990 (442) -3.9% 25,852 25,535 25,926 25,927 392 1.5% N/A 11,432 10,942 10,990 (442) -3.9% 25,770 25,535 25,535 25,927 392 1.5% (0.31) -6.3% 4.88 $ 5.02 $ 5.00 $ 5.33 $ $ Revenue 623 - VISION 624 - STAND ALONE VISION TOTAL SOURCES $ 1,431,986 1 $ 1,431,987 $ 1,537,504 $ 1,537,504 $ 1,491,452 $ 1,491,452 $ 1,658,880 $ 1,658,880 623 - VISION 624 - STAND ALONE VISION TOTAL USES $ 1,513,432 $ 1,537,504 (1) $ 1,513,431 $ 1,537,504 $ 1,554,939 $ 1,554,939 $ 1,658,880 $ 1,658,880 $ 121,376 121,376 7.9% N/A 7.9% (121,376) (121,376) -7.9% N/A -7.9% Expenditure 334 $ $ Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Activity Narrative: In FY 2014, enrollment is expected to remain close to FY 2013 Forecast. However, revenues and expenditures are expected to increase due to the increase in premium rates. 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 reported adding jobs Actual resort room nights as a percentage of the goal Percentage of jobs created that are high-wage jobs FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 0.0% FY 2014 ADOPTED 0.0% REV VS ADOPTED VAR % N/A N/A N/A N/A 0.0% 0.0% N/A N/A N/A 43.8% 43.8% 43.8% 0.0% 0.0% Regional Promotion Visitor Activities that comprise this program include:  Business and Non Profit Assistance  Regional Industry Promotion and Development  and Tourism Business and Non Profit Assistance Activity The purpose of the Business and Non Profit Assistance Activity is to provide assistance with organizational 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 0.0% FY 2014 ADOPTED 0.0% REV VS ADOPTED VAR % N/A N/A N/A 24 12 12 (12) N/A - 125 175 175 N/A N/A - - 5 5 N/A N/A - 137 187 187 N/A N/A 24 12 12 (12) N/A - 125 175 175 N/A N/A - - 5 5 N/A N/A N/A N/A N/A $ 1,430.66 $ 813.60 196,000 196,000 $ $ 152,143 152,143 -50.0% -50.0% Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ 335 196,000 196,000 $ $ $ $ 43,857 43,857 22.4% 22.4% Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Activity Narrative: The Business and Non Profit Assistance Activity will continue to provide assistance to small businesses. However, these measures are no longer applicable in FY 2014 and will be reviewed during the FY 2015 Strategic Business Plan update. Base Adjustments: General Fund (100)  Decrease expenditures by $43,857 based on Chairman’s Office request. Regional Industry Promotion and Development Activity 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 43.8% 43.8% N/A N/A 3,200 - N/A N/A $ $ $ - 3,200 - 200 529.62 $ 200 288.99 $ 1,694,776 $ 1,694,776 $ $ 924,776 924,776 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 43.8% 3,200 5 5 0.0% N/A 200 425.11 $ 104.50 0.0% 19.7% $ 1,360,367 $ 1,360,367 $ $ 334,409 334,409 19.7% 19.7% $ Activity Narrative: In FY 2013, funds were budgeted for an economic development grant to Silicon Valley Bank. To date, this company has met performance requirements for the first $250,000 payment from the grant. It is not known when the remaining performance requirements will be met. Consequently, the remaining $750,000 is carry-forward to FY 2014. Base Adjustments: General Fund (100) Operating  Decrease expenditures by $74,409 based on Chairman’s Office request. General Fund (100) Non Recurring Non Project  Carry-forward of $750,000 for Silicon Valley Bank economic development grant. 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. 336 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 117.5% N/A N/A N/A 8,000 N/A $ FY 2014 ADOPTED N/A 200,000 8,000 1.36 REV VS ADOPTED VAR % N/A N/A 11,000 N/A 3,000 N/A N/A 37.5% N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ 272,500 272,500 $ $ 272,500 272,500 $ $ 242,450 242,450 $ $ 30,050 30,050 11.0% 11.0% Activity Narrative: The Regional Visitor and Tourism Activity will continue to contribute to the economic vitality of Maricopa County. However, these measures are no longer applicable in FY 2014 and will be reviewed during the FY 2015 Strategic Business Plan update. Base Adjustments: General Fund (100)  Decrease expenditures by $30,050 based on Chairman’s Office request. 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 % of Planning Council members indicating satisfaction w/ staff administrative duties. 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 21.2% 33.5% 31.6% 30.0% -3.5% -10.4% N/A 45.5% 62.3% 50.0% 4.5% 10.0% Activities that comprise this program include:  Ryan White Core Medical Services  Ryan White Non-Medical Support Services  Ryan White Planning Council 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. 337 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs 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. FY 2012 ACTUAL 21.2% FY 2013 FY 2013 REVISED FORECAST 33.5% 31.6% FY 2014 ADOPTED 30.0% REV VS ADOPTED VAR % (3.5%) -10.4% 268,426 234,000 306,638 305,556 71,556 30.6% 2,404 1,600 2,576 2,500 900 56.3% 268,413 234,000 306,638 305,556 71,556 30.6% 3,181 2,800 3,000 3,000 200 7.1% $ 19.08 $ 25.34 $ 17.83 $ 20.32 $ 5.02 19.8% N/A $ 926.34 $ 530.50 $ 206.94 $ 719.40 77.7% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 4,791,098 $ 4,791,098 $ 5,912,135 $ 5,912,135 $ 5,466,299 $ 5,466,299 $ 6,208,293 $ 6,208,293 $ $ 296,158 296,158 5.0% 5.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 5,121,709 $ 5,121,709 $ 5,928,578 $ 5,928,578 $ 5,466,299 $ 5,466,299 $ 6,208,293 $ 6,208,293 $ $ (279,715) (279,715) -4.7% -4.7% Expenditure Activity Narrative: Demand and output are expected to increase due to the State of Arizona excluding childless adults from the Arizona Health Care Cost and Containment System (AHCCCS), which has resulted in the loss of AHCCCS coverage for many participants who will now rely on Ryan White HIV AIDS Part A Program (RWPA) for primary medical services. An anticipated increase in grant award is expected in FY 2014. It is anticipated that the demands and funding for this Activity will be affected significantly by the Affordable Care Act and the related expansion of Medicaid. Base Adjustments: Public Health Grant Fund (532)  Decrease Other Benefits and Internal Service Charges by $965 for the impact of the changes in Risk Management charges.  Increase Other Services by $965 to reprogram savings from changes in Risk Management charges. 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. 338 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Measure Type Result Output Output Output Demand Demand Efficiency Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of eligible clients with referral to nonN/A 45.5% 62.3% 50.0% 4.5% 10.0% medical support services who receive medical services or non-medical support services. Number of non-medical support units of 50,697 39,084 42,348 46,644 7,560 19.3% service received. Average number of eligible clients with referral N/A 110 30 10 (100) -90.9% to non-medical support services. Average number of eligible clients receiving N/A 783 1,123 1,059 276 35.2% non-medical support services. Number of non-medical support units 50,697 39,084 42,348 46,644 7,560 19.3% requested. Average number of eligible clients requesting N/A 783 1,090 1,059 276 35.2% non-medical support services. Expenditure per non-medical support unit of $ 24.59 $ 28.44 $ 28.21 $ 22.32 $ 6.12 21.5% service received. Expenditure per eligible client receiving nonN/A $ 1,419.41 $ 1,160.42 $ 983.06 $ 436.35 30.7% medical support services. Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,099,223 $ 1,099,223 $ 1,111,400 $ 1,111,400 $ 1,194,844 $ 1,194,844 $ 1,041,058 $ 1,041,058 $ $ (70,342) (70,342) -6.3% -6.3% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,246,445 $ 1,246,445 $ 1,111,400 $ 1,111,400 $ 1,194,844 $ 1,194,844 $ 1,041,058 $ 1,041,058 $ $ 70,342 70,342 6.3% 6.3% Expenditure 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 they can meet their legislatively mandated roles and responsibilities. Mandates: Not mandated. Measure Type Result Output Demand Efficiency Revenue Measure Description % of Planning Council members indicating satisfaction w/ staff administrative duties # of meetings facilitated # of meetings scheduled cost per meeting held FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 53 81 N/A 60 95 N/A REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 46 81 N/A $ 54 65 2,883.09 (6) (30) N/A -10.0% -31.6% N/A 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 155,687 155,687 $ $ 155,687 155,687 N/A N/A 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ - $ $ - $ $ - $ $ 155,687 155,687 $ $ (155,687) (155,687) N/A N/A Expenditure Activity Narrative: In FY 2014, the funds for the Ryan White Planning Council Support Activity will be reallocated from the Public Health Department. Base Adjustments: Public Health Grant Fund (532)  Increase revenues and expenditures by $155,687 as a result of reallocating Ryan White Planning Council support from Public Health to Business Strategies and Health Care Programs. 339 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 228,045,053 $ 7,000 FY 2013 Revised Budget $ 228,045,053 $ 7,000 Adjustments: Restatements Non Departmental from Business Strategies Business Strategies to OMB Business Strategies to DCM Agenda Item: $ (226,604,071) $ (226,314,618) (89,233) (200,220) FY 2014 Budget Target Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease in Supplies and Services FY 2014 Recommended Budget Percent Change from Target Amount Adjustments: Budget Balancing Budget Balancing Adjustment for Chairman's Budget Personnel Savings Adjustment for Chairman's Budget Economic Development Adjustment for Chairman's Budget $ 1,440,982 $ - $ 1,178 $ 1,178 (43,229) $ (43,229) - $ 1,398,931 $ -2.9% - $ (290,011) $ (290,011) - $ 1,108,920 $ -23.0% - $ 137,628 $ 137,503 - 125 - $ $ (43,229) Agenda Item: $ (4,192) (285,819) FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Restore Economic Development Adjustment Internal Service Charges (7,000) (7,000) - Agenda Item: $ FY 2014 Adopted Budget 137,503 $ Percent Change from Target Amount 1,246,548 $ -13.5% Expenditures - Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 1,000,000 $ - FY 2013 Revised Budget $ 1,000,000 $ - $ (1,000,000) $ (1,000,000) - FY 2014 Budget Target Non Recurring Non Recurring Carry Forward $ $ - $ 750,000 $ 750,000 - FY 2014 Adopted Budget $ 750,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: Percent Change from Target Amount 340 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 7,023,535 $ 7,023,535 FY 2013 Revised Budget $ 7,023,535 $ 7,023,535 FY 2014 Budget Target $ 7,023,535 $ 7,023,535 $ 2,274 $ 2,274 - $ 223,542 $ 223,542 155,687 $ 155,687 225,816 225,816 155,687 155,687 $ 7,405,038 $ 5.4% 7,405,038 5.4% $ - $ 965 (965) - $ 7,405,038 $ 5.4% 7,405,038 5.4% Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Reallocations Reallocation Between Depts Reallocate Ryan White Planning Council Support from Public Health $ $ 155,687 FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Wellness Fund (615) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 1,589,616 $ 1,589,616 FY 2013 Revised Budget $ 1,589,616 $ 1,589,616 FY 2014 Budget Target Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reduction in programs provided Net change in Supplies and Services Internal Service Charges Reallocations Reallocation Between Funds $ 1,589,616 $ 1,589,616 $ 1,408 $ 1,408 (485,408) $ (488,908) (226,826) - 3,500 257,174 $ 257,174 (226,826) - 1,362,790 $ -14.3% 1,362,790 -14.3% $ $ (495,116) 6,208 $ FY 2014 Adopted Budget $ Percent Change from Target Amount 341 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Wellness Fund (615) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ 2,349,445 $ - $ 1,754 $ 1,754 - $ 2,351,199 $ - $ (1,754) $ (1,754) (2,349,445) $ (2,349,445) - $ $ - $ 542,500 $ 542,500 - $ 542,500 $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Non Recurring Other Non-Recurring Wellness programs, upgrades of exercise room and equipment $ 542,500 FY 2014 Adopted Budget Percent Change from Target Amount Benefit Administration Fund (618) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 2,175,472 $ 2,175,472 FY 2013 Revised Budget $ 2,175,472 $ 2,175,472 FY 2014 Budget Target Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Change in allocation of administrative services Allocation of Benefits Customer Assistance net change in Supplies and Services Increase in benefits consulting, claims auditing and benefits enrollment counselors Internal Service Charges Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Reallocate ADP payment from the General Fund in Non-Departmental Reallocate Ergonomics to Fund 615-Wellness $ 2,175,472 $ 2,175,472 $ 3,688 $ 3,688 253,486 $ 123,136 - 101,780 28,570 - $ 482,526 $ 482,526 739,700 739,700 - 2,915,172 $ 34.0% 2,915,172 34.0% FY 2014 Tentative Budget $ $ 21,072 45,221 1,343 55,500 $ $ $ 739,700 (257,174) $ Percent Change from Target Amount Adjustments: Other Base Adjustments Internal Service Charges Agenda Item: (2,632) 2,632 FY 2014 Adopted Budget $ Percent Change from Target Amount 342 2,915,172 $ 34.0% 2,915,172 34.0% Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Benefit Administration Fund (618) (continued) NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 29,074 $ 29,074 - $ 150,899 $ - $ (29,074) $ (29,074) (121,825) $ (121,825) - $ - $ - $ 100,000 $ 100,000 - $ 100,000 $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Implementation of Data Warehouse system 121,825 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 343 100,000 Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Benefits Trust Fund (685) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Establish Fund 620 - Benefits Eliminations $ Agenda Item: $ C-39-13-027-2-00 FY 2013 Revised Budget Adjustments: Supplemental Funding Mid Year Adjustments Establish Fund 620 - Benefits Eliminations $ (1,070,000) $ (1,070,000) (1,070,000) (1,070,000) 141,273,719 $ 139,993,934 Agenda Item: $ C-39-13-027-2-00 FY 2014 Budget Target $ Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Change in allocation of administrative services in Fund 618 - Benefits Administration Allocation of Benefits Customer Assistance in Fund 618 - Benefits Administration Net change in Supplies and Services Reduction in programs provided in Fund 615 - Wellness Increase in benefits consulting, claims auditing and benefits enrollment counselors in Fund 618 - Benefits Administration Internal Service Charges Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Reallocate ADP payment from the General Fund in Non-Departmental Supplemental Funding Mid Year Adjustments Establish Fund 620 - Benefits Eliminations C-39-13-027-2-00 FY 2014 Tentative Budget $ $ $ $ $ $ 1,070,000 $ 1,070,000 1,070,000 1,070,000 142,343,719 $ 141,063,934 5,096 $ 5,096 (231,922) $ (365,772) (226,826) - 105,280 28,570 7,490,686 $ 7,490,686 739,700 $ 739,700 (226,826) 1,685,126 1,685,126 - (1,245,000) $ (1,245,000) (1,245,000) (1,245,000) 21,072 45,221 7,551 (495,116) 55,500 739,700 $ $ Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges 142,343,719 $ 141,063,934 149,102,279 $ 141,277,234 4.7% 0.2% Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ - $ (2,632) 2,632 149,107,543 $ 141,277,234 4.8% 0.2% Note: Fund 685 Operating is out of structural balance in order to reduce the cost to the County’s other operating funds. Fund balance will be used to cover the difference. The use of Fund Balance will not take the balance below suggested reserve levels. This approach will be re-examined in FY 2015. 344 - Maricopa County Annual Business Strategies Department Strategic Plans and Budgets FY 2014 Adopted Budget Business Strategies and Health Care Programs Benefits Trust Fund (685) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj 2,471,270 $ - 30,828 - $ 2,502,098 $ - $ (30,828) (2,471,270) $ (2,471,270) - $ - $ - $ 6,200,000 $ 6,200,000 - $ 642,500 $ 642,500 - $ 6,842,500 $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring Agenda Item: C-49-13-036-2-00 FY 2014 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Fees and Other Revenues ProgRevenue Volume Inc/Dec Short-term disability premium rebate Non Recurring Other Non-Recurring Wellness prgorams, upgrades of exercise room and equipment in Fund 615 Implementation of Data Warehouse system in Fund 615 $ 6,200,000 $ 542,500 100,000 FY 2014 Adopted Budget Percent Change from Target Amount Benefits Trust Fund (685) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 41,023,135 $ 49,274,978 $ 49,274,978 $ 43,167,723 $ 43,368,221 Sources: Operating Total Sources: $ $ 139,310,643 139,310,815 $ $ 141,063,934 141,063,934 $ $ 139,993,934 139,993,934 $ $ 141,504,510 141,504,510 $ $ 141,277,234 141,277,234 $ $ 142,343,719 2,471,270 144,814,989 $ 141,273,719 2,502,098 143,775,817 $ $ 141,156,470 147,542 141,304,012 $ $ 136,887,251 276,487 137,163,738 149,102,279 6,842,500 155,944,779 Structural Balance $ 2,423,392 $ (1,279,785) $ 348,040 $ Accounting Adjustments $ (2,489) $ - $ $ 50,141,546 $ (6,973,823) 43,167,723 $ Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ (1,279,785) $ - $ 48,565,117 $ (3,041,194) 45,523,923 $ 345 - $ 48,534,289 $ (3,041,194) 45,493,095 $ 49,763,155 (6,394,934) 43,368,221 $ $ $ (7,825,045) - 35,095,610 (6,394,934) 28,700,676 Maricopa County Annual Business Strategies FY 2014 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. Final 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 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, 2014, the Call Center will increase in-house agency specific training so that agents will be better able to answer the increasingly complex caller questions making the calling experience more customer-friendly. Status: The new contact center telephone system is set for a major software upgrade in addition to the new system. Software training has been budgeted to take full advantage of the advancements made available via the upgrade. Additionally, the Department continues to work with the agencies they serve to increase knowledge of the Call Center staff. 346 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2014 Adopted Budget Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % TELE - CUSTOMER SERVICE TELEPHONE 14SC - STAR CENTER $ $ 1,521,648 $ 1,521,648 $ 1,560,224 $ 1,560,224 $ 1,560,224 $ 1,560,224 $ 1,544,284 $ 1,544,284 $ 1,563,971 $ 1,563,971 $ (3,747) (3,747) -0.2% -0.2% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 4,512 $ 4,512 $ 6,329 $ 6,329 $ 6,329 $ 6,329 $ 6,325 $ 6,325 $ 5,683 $ (14,742) (9,059) $ 646 14,742 15,388 10.2% N/A 243.1% TOTAL PROGRAMS $ 1,526,160 $ 1,566,553 $ 1,566,553 $ 1,550,609 $ 1,554,912 $ 11,641 0.7% Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 945,056 $ 15,395 182 411,787 1,372,420 $ 927,487 $ 52,829 415,792 (35,000) 1,361,108 $ 925,035 $ 52,829 418,244 (35,000) 1,361,108 $ 902,310 $ 17,486 871 415,559 900 1,337,126 $ 897,656 $ 40,872 419,047 1,357,575 $ 27,379 3.0% 11,957 22.6% N/A (803) -0.2% N/A (35,000) -100.0% 3,533 0.3% $ SUBTOTAL $ 6,265 $ 6,265 $ 4,920 $ 4,920 $ 4,920 $ 4,920 $ 3,967 $ 3,967 $ 47,916 $ 47,916 $ (42,996) -873.9% (42,996) -873.9% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0872 - SERVICES-ALLOCATION OUT SUBTOTAL $ ALL EXPENDITURES $ 45,279 $ 1,312 98 100,704 3 79 147,475 $ 1,526,160 $ 58,891 $ 1,980 2,556 183,303 3,695 100 (50,000) 200,525 $ 1,566,553 $ 58,891 $ 1,980 2,556 183,303 3,695 100 (50,000) 200,525 $ 1,566,553 $ 69,000 $ 1,153 2,556 133,007 3,695 105 209,516 $ 1,550,609 $ 64,535 $ 1,980 4,206 112,913 15,687 100 (50,000) 149,421 $ 1,554,912 $ (5,644) -9.6% 0.0% (1,650) -64.6% 70,390 38.4% (11,992) -324.5% 0.0% 0.0% 51,104 25.5% 11,641 0.7% TOTAL USES $ 1,526,160 $ 1,566,553 $ 1,566,553 $ 1,550,609 $ 1,554,912 $ SUPPLIES 0801 - GENERAL SUPPLIES 11,641 0.7% Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,526,160 $ 1,526,160 $ 1,566,553 $ 1,566,553 $ 1,566,553 $ 1,566,553 $ 1,550,609 $ 1,550,609 $ 1,554,912 $ 1,554,912 $ 11,641 11,641 0.7% 0.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,526,160 $ 1,526,160 $ 1,566,553 $ 1,566,553 $ 1,566,553 $ 1,566,553 $ 1,550,609 $ 1,550,609 $ 1,554,912 $ 1,554,912 $ 11,641 11,641 0.7% 0.7% Staffing by Program and Activity PROGRAM ACTIVITY STAR CENTER CUSTOMER SERVICE TELEPHONE PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED 27.00 27.00 27.00 27.00 27.00 27.00 347 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 27.00 - 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2014 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 Executive Assistant Management Analyst Systems/Network Administrator Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 N/A 2.00 2.00 2.00 0.0% 22.00 22.00 18.00 18.00 18.00 0.0% 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 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% 27.00 27.00 27.00 27.00 27.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 27.00 27.00 27.00 27.00 27.00 0.0% 27.00 27.00 27.00 27.00 27.00 0.0% General Adjustments Personnel:   Increase Regular Benefits by $3,747 for the impact of the changes in retirement contribution rates. Increase Personnel Savings by $14,742 based on the Chairman’s Office request. Services:  Decrease Other Benefits and Internal Services Charges by $646 for the impact of the changes in Risk Management charges. 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 2012 ACTUAL 43.4% FY 2013 FY 2013 REVISED FORECAST 54.8% 50.0% FY 2014 ADOPTED 54.8% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include:  Customer Service Telephone Customer Service Telephone Activity The purpose of the Customer Service Telephone activity is to provide information to residents of Maricopa County so they can make accurate, timely, and informed decisions with a single telephone call. Mandates: Administrative mandate. 348 Department Strategic Plans and Budgets Call Center Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of calls answered within 30 seconds Number of calls answered Number of calls projected to be offered Average cost of a call answered REV VS ADOPTED FY 2012 FY 2013 FY 2013 FY 2014 ACTUAL REVISED FORECAST ADOPTED VAR % 43.4% 54.8% 48.2% 54.8% 0.0% 0.0% 905,276 1,044,198 1,031,325 1,044,198 0.0% 905,276 1,044,198 1,031,325 1,044,198 0.0% $ 1.68 $ 1.49 $ 1.50 $ 1.50 $ (0.00) -0.2% 100 - GENERAL TOTAL USES $ 1,521,648 $ 1,521,648 $ 1,560,224 $ 1,560,224 $ 1,544,284 $ 1,544,284 $ 1,563,971 $ 1,563,971 $ $ (3,747) (3,747) -0.2% -0.2% Activity Narrative: The Department expects to maintain its call volume based on the continuing uncertainty in the real estate market and related property values. Treasurer and Assessor related call volume will likely remain high in FY 2014. Calls for family support have remained steady. Local elections are a significant portion of call volume in this cycle as well. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 1,566,553 $ - FY 2013 Revised Budget $ 1,566,553 $ - FY 2014 Budget Target $ 1,566,553 $ - $ 3,747 $ 3,747 (14,742) $ (14,742) - $ 1,555,558 $ -0.7% - $ (646) $ (646) - $ 1,554,912 $ -0.7% - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 349 Maricopa County Annual Business Strategies FY 2014 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. 350 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2014 Adopted Budget Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % RCRD - RECORDS MANAGEMENT 06IS - INFORMATION SERVICES $ $ 170,421 $ 170,421 $ 351,869 $ 351,869 $ 359,699 $ 359,699 $ 279,630 $ 279,630 $ 364,406 $ 364,406 $ (4,707) (4,707) -1.3% -1.3% MTNG - MEETING MANAGEMENT 06MM - MEETING MANAGEMENT $ $ 555,875 $ 555,875 $ 766,618 $ 766,618 $ 770,412 $ 770,412 $ 582,113 $ 582,113 $ 752,401 $ 752,401 $ 18,011 18,011 2.3% 2.3% SDIS - SPECIAL DISTRICTS 06SD - SPECIAL DISTRICTS $ $ 64,103 $ 64,103 $ 65,583 $ 65,583 $ 63,164 $ 63,164 $ 62,060 $ 62,060 $ 61,638 $ 61,638 $ 1,526 1,526 2.4% 2.4% BORD - BOARDS AND COMMISSIONS LICP - LICENSES AND PERMITS 06SS - STATUTORY SERVICES $ 9,664 $ 17,237 26,901 $ 9,662 $ 19,599 29,261 $ 9,662 $ 17,180 26,842 $ 9,283 $ 18,467 27,750 $ 9,226 $ 18,186 27,412 $ 436 (1,006) (570) 4.5% -5.9% -2.1% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 31,389 $ 159,332 190,721 $ 30,968 $ 179,257 210,225 $ 30,968 $ 172,471 203,439 $ 31,145 $ 146,089 177,234 $ 31,162 $ 153,004 184,166 $ (194) 19,467 19,273 -0.6% 11.3% 9.5% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 194,232 $ 194,232 $ 79,195 $ 79,195 $ 79,195 $ 79,195 $ 79,195 $ 79,195 $ 56,098 $ (9,092) 47,006 $ 23,097 9,092 32,189 29.2% N/A 40.6% TOTAL PROGRAMS $ 1,202,253 $ 1,502,751 $ 1,502,751 $ 1,207,982 $ 1,437,029 $ 65,722 4.4% $ $ 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 582,147 $ 3,869 217 209,084 (118,531) 676,786 $ 597,650 $ 220,532 (21,079) 21,079 818,182 $ 612,392 $ (4,494) 223,972 (21,079) 21,079 831,870 $ 603,256 $ 1,961 47 223,131 75 (24,458) 22,703 826,715 $ 595,737 $ 227,976 823,713 $ 16,655 2.7% (4,494) -100.0% N/A (4,004) -1.8% N/A (21,079) -100.0% 21,079 100.0% 8,157 1.0% 20,404 $ 1,497 21,901 $ 17,360 $ 5,000 22,360 $ 9,390 $ 5,000 14,390 $ 5,317 $ 5,317 $ 19,800 $ 19,800 $ (10,410) -110.9% 5,000 100.0% (5,410) -37.6% 226 $ 267,094 5,321 1,204 200,373 707 1,485 357 476,767 $ 3,436 $ 371,435 6,760 19,986 87,509 4,200 25,400 4,000 522,726 $ 3,436 $ 369,191 6,760 16,512 87,509 4,200 25,400 4,000 517,008 $ 1,508 $ 271,407 5,614 3,000 83,188 1,477 3,200 1,556 370,950 $ 500 $ 352,204 6,000 8,410 57,102 10,100 1,000 435,316 $ 2,936 16,987 760 8,102 30,407 4,200 15,300 3,000 81,692 85.4% 4.6% 11.2% 49.1% 34.7% 100.0% 60.2% 75.0% 15.8% $ 26,799 $ 26,799 $ 129,483 $ 10,000 139,483 $ 129,483 $ 10,000 139,483 $ 5,000 $ 5,000 $ 148,200 $ 10,000 158,200 $ (18,717) (18,717) -14.5% 0.0% -13.4% ALL EXPENDITURES $ 1,202,253 $ 1,502,751 $ 1,502,751 $ 1,207,982 $ 1,437,029 $ 65,722 4.4% TOTAL USES $ 1,202,253 $ 1,502,751 $ 1,502,751 $ 1,207,982 $ 1,437,029 $ 65,722 4.4% 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 SUBTOTAL $ $ $ Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2012 ACTUAL $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 1,166,802 $ 35,451 1,202,253 $ 1,094,470 $ 408,281 1,502,751 $ 1,094,470 $ 408,281 1,502,751 $ 1,061,950 $ 146,032 1,207,982 $ 1,173,053 $ 263,976 1,437,029 $ (78,583) 144,305 65,722 -7.2% 35.3% 4.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,166,802 $ 35,451 $ 1,202,253 $ 1,094,470 $ 408,281 $ 1,502,751 $ 1,094,470 $ 408,281 $ 1,502,751 $ 1,061,950 $ 146,032 $ 1,207,982 $ 1,173,053 $ 263,976 $ 1,437,029 $ (78,583) 144,305 65,722 -7.2% 35.3% 4.4% 351 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Board Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED 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 REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 1.25 .50 1.75 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% 4.40 4.40 4.40 4.40 4.40 4.40 4.40 4.40 4.40 4.40 - 0.0% 0.0% 4.25 4.25 4.50 4.50 4.50 4.50 4.50 4.50 4.50 4.50 - 0.0% 0.0% .85 .85 .85 .85 .85 .85 .85 .85 .85 .85 - 0.0% 0.0% .25 .50 .75 12.00 .15 .35 .50 12.00 .15 .35 .50 12.00 .15 .35 .50 12.00 .15 .35 .50 12.00 - 0.0% 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrator Clerk of Board Supervisor Deputy Director - Clerk of the Board Director - Clerk of the Board Finance/Business Analyst Management Analyst Office Assistant Specialized Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 N/A 1.00 N/A 2.00 1.00 2.00 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% 4.00 4.00 3.00 3.00 3.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 12.00 12.00 12.00 12.00 12.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 12.00 12.00 12.00 12.00 12.00 0.0% 12.00 12.00 12.00 12.00 12.00 0.0% General Adjustments Base Adjustments: Operating  Increase Regular Benefits by $2,445 for the impact of changes in retirement contribution rates.  Increase in expenditures for funding 2 ½ FTEs related to document scanning and to meet the increased demand of public records requests.  Increase Personnel Savings by $9,092 based on the Chairman’s Office request.  Decrease Other Benefits and Internal Services Charges by $31,017 for the impact of the changes in Risk Management charges. Non Recurring Non Project (0001)  Non Recurring carry forward of $263,976 for the SOLAR and Electronic Document Management System projects. 352 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 99.8% FY 2013 FY 2013 REVISED FORECAST 100.0% 99.7% 93.1% 75.0% FY 2014 ADOPTED 100.0% 90.6% REV VS ADOPTED VAR % 0.0% 0.0% 89.9% 14.9% 19.9% 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. Measure Type Result Result Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of responses received from the public 99.8% 100.0% 99.7% 100.0% 0.0% 0.0% and/or departments who expressed an opinion that were satisfied with research. Percent of record and information requests 93.1% 75.0% 90.6% 89.9% 14.9% 19.9% processed within five business days. Number of record and information requests 864 800 1,294 1,064 264 33.0% processed. Number of record and information requests 873 800 1,294 1,077 277 34.6% received. Average cost per record and information $ 197.25 $ 450.75 $ 216.10 $ 342.49 $ 108.27 24.0% research request processed. Expenditure 100 - GENERAL TOTAL USES $ $ 170,421 170,421 $ $ 360,603 360,603 $ $ 279,630 279,630 $ $ 364,406 364,406 $ $ (3,803) (3,803) -1.1% -1.1% Activity Narrative: The total expenditures for this Activity include Non Recurring Non Project funds for the completion of the SOLAR and electronic documents project. This accounts for the substantial variation in the scenarios. The unspent project funding is carried forward into FY 2014. Additionally, the personnel costs of one more full time equivalent have been allocated to this activity for FY 2014. 353 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 30.8% 22.9% FY 2014 ADOPTED 100.0% 21.4% REV VS ADOPTED VAR % 0.0% 0.0% 25.0% 2.1% 9.3% Activities that comprise this program include:  Meeting Management Activity Meeting Management Activity The Purpose of the Meeting Management Activity is to provide statutory meeting administration to the Board of Supervisors and Countywide Districts so they can hold meetings in compliance with the Open Meeting Laws. Mandates: A.R.S. §11-214 provides regular meetings of the board shall be held in the County on a working day or days of each month designated by the board. The board shall notify the public of the location and the day or days designated. Special meeting may be called by a majority of the board, or by the chairman. Measure Type Result Result Output Output 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 30.8% 22.9% 21.4% 25.0% 2.1% 9.3% 2,389 2,100 2,245 2,317 217 10.3% 735 480 481 600 120 25.0% 186 200 200 160 (40) -20.0% 2,389 2,100 2,245 2,317 217 10.3% 190 200 200 160 (40) -20.0% $ 232.68 $ 366.86 $ 259.29 $ 324.73 $ 42.13 11.5% $ $ 555,875 555,875 $ $ 770,412 770,412 $ $ 582,113 582,113 $ $ 752,401 752,401 $ $ 18,011 18,011 2.3% 2.3% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The total expenditures for this Activity include Non Recurring Non Project funds for the completion of the SOLAR and electronic documents project. This accounts for the substantial variation in the scenarios. The unspent project funding is carried forward into FY 2014. The number of 354 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 98.3% FY 2013 FY 2013 REVISED FORECAST 75.0% 86.1% FY 2014 ADOPTED 85.0% REV VS ADOPTED VAR % 10.0% 13.3% Activities that comprise this program include:  Special Districts Special Districts Activity The purpose of the Special Districts Activity is to provide consultation and administrative services to citizens and special districts so they can conduct special district functions. Mandates: A.R.S. §48-3602 provides that each county shall organize a county flood control district to include and govern its area of jurisdiction. A.R.S. §48-3901 provides the Board of Supervisors may establish at the county seat a county free library district for the county. A.R.S. §48-4202 through A.R.S. §48-6287 provides details on all other special districts that the Board of Supervisors can organize. Measure Type Result Output Demand Efficiency Measure Description Percent of requests for information related to Special Districts completed within five business days. Number of requests for information related to special district administrative services completed. Number of requests for information related to special districts. Average cost per information request completed for special district. FY 2012 ACTUAL 98.3% FY 2013 FY 2013 REVISED FORECAST 75.0% 86.1% REV VS ADOPTED VAR % 10.0% 13.3% FY 2014 ADOPTED 85.0% 346 160 151 200 40 25.0% 346 160 205 200 40 25.0% $ 185.27 $ 409.89 $ 410.99 $ 308.19 $ 101.70 24.8% $ $ 64,103 64,103 $ $ 65,583 65,583 $ $ 62,060 62,060 $ $ 61,638 61,638 $ $ 3,945 3,945 6.0% 6.0% Expenditure 100 - GENERAL TOTAL USES 355 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2014 Adopted Budget Information Requests Special Districts 400 120% 100% 300 80% 200 60% 40% 100 20% 0% 0 FY 12 Actual FY 13 Revised FY 13 Forecast Demand Output FY 14 Adopted 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 slowly beginning to turn around creating an expectation of slight growth in demand in FY 2014 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 2012 ACTUAL 83.3% 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 100.0% Activities that comprise this program include:  Licenses and Permits 100.0%  FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% Boards and Commissions Application Processes Activity The purpose of the Application Processes Activity is to provide processed application and notification to the public so they can operate a licensed activity or function. Mandates: Liquor Licenses and Permits: A.R.S. Title 4, Chapter 2, among other rules and processes, this Chapter provides that governing body of the county to “enter an order recommending approval or disproval within sixty days after filing of the applications” for a new license and shall file a certified copy of the order with the director. Off-Track Wagering: A.R.S. § 5-111, In Statutorily designated counties, wagering may be permitted in off-track facilities only after “receiving approval for such use by…the Board of Supervisors, if located in an unincorporated area of the County.” Fireworks Permit: A.R.S. §36-1603, Application for a permit shall be made in writing not less than five days prior to the date of the display. Bingo License: A.R.S. §5-404 (I), the local governing body shall upon receipt of the application immediately set a hearing on the application to be held within forty-five days. 356 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 100.0% $ 92 3,300 3,300 92 187.36 $ $ 17,237 17,237 FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 100 4,000 4,000 100 195.99 $ $ 19,599 19,599 $ 100 3,507 3,507 100 184.67 $ $ 18,467 18,467 FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% $ 100 3,500 3,500 100 181.86 $ (500) (500) 14.13 $ $ 18,186 18,186 $ $ 1,413 1,413 0.0% -12.5% -12.5% 0.0% 7.2% 7.2% 7.2% Activity Narrative: The number of liquor license and firework applications received and processed by the Department is expected to remain constant as has been the experience of the Department so far in FY 2013. Claims filed against the County are served on the Clerk of the Board’s Office, except those served to the County Manager, Deputy County Managers or Elected Officials. 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 remaining constant. 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. 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 2012 ACTUAL 83.3% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 30 60 60 60 - 0.0% 60 60 60 60 - 0.0% $ 322.13 $ 161.03 $ 154.72 $ 153.77 $ 7.27 4.5% $ $ 9,664 9,664 $ $ 9,662 9,662 $ $ 9,283 9,283 $ $ 9,226 9,226 $ $ 436 436 4.5% 4.5% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: 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. Demand and expenditures are expected to remain relatively flat. 357 Department Strategic Plans and Budgets Clerk of the Board Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 1,094,470 $ - FY 2013 Revised Budget $ 1,094,470 $ - FY 2014 Budget Target $ 1,094,470 $ - $ 2,445 $ 2,445 116,247 $ 116,247 - $ (9,092) $ (9,092) - $ 1,204,070 $ 10.0% - $ (31,017) $ (31,017) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments 2.5 FTE for SOLAR, Records Mgmt and Records Requests Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ 116,247 FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 1,173,053 $ 7.2% Expenditures Revenue - NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 408,281 $ - FY 2013 Revised Budget $ 408,281 $ - $ (408,281) $ (281,576) (126,705) - $ - $ - $ 263,976 $ 263,976 - $ 263,976 $ - Adjustments: Non Recurring Non Recurring Carry Forward Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward SOLAR and Records Imaging Agenda Item: $ FY 2014 Adopted Budget g g 358 263,976 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Analysis by Scott Rothe, Principal 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: In FY 2013 the Clerk’s Office revised its eFiled Document Activity measures to reduce the wait time for access to electronic filing services from eight hours to two hours. The Office is also working to provide electronic filing to all parties and case types. The Clerk of the Superior Court will update this goal during the Strategic Business Plan process for FY 2015. 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 implemented the first phase of the Juvenile Electronic Court Record in August, 2012. However, identifying all of the operational requirements necessary to ensure a full and smooth implementation has taken longer than expected. The Clerk of the Superior Court will update this goal during the Strategic Business Plan process for FY 2015. 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. Status: Having initiated Transcript Imaging and Pre-2002 Imaging, the Clerk is actively working to achieve this goal and will do so by June 30, 2015. 359 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES CASE - CASE ESTABLISHMENT COUR - MEMORIALIZE COURT PROCEEDINGS EFDC - EFILED DOCUMENT SCDC - SCANNED DOCUMENT 16CR - COURT RECORDS $ COCL - COURT ORDERED RECEIVABLES COFR - COURT ORDERED FIN RECORDS 16FS - COURT CLERK FIDUCIARY SERVICES $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 389,611 $ 3,143,445 4,451,031 7,984,087 $ 240,000 $ 3,491,316 3,000,000 1,335,000 8,066,316 $ 240,000 $ 3,988,794 3,000,000 1,335,000 8,563,794 $ 338,840 $ 3,902,404 2,863,448 1,314,736 8,419,428 $ 385,000 $ 3,250,209 2,868,900 1,316,700 7,820,809 $ 145,000 (738,585) (131,100) (18,300) (742,985) 60.4% -18.5% -4.4% -1.4% -8.7% $ 7,395,900 $ 7,395,900 $ 6,872,000 $ 5,000 6,877,000 $ 6,872,000 $ 5,000 6,877,000 $ 7,346,115 $ 2,316 7,348,431 $ 7,680,000 $ 2,600 7,682,600 $ 808,000 (2,400) 805,600 11.8% -48.0% 11.7% PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ $ 1,211,515 $ 1,211,515 $ 1,138,000 $ 1,138,000 $ 1,138,000 $ 1,138,000 $ 1,092,753 $ 1,092,753 $ 1,435,000 $ 1,435,000 $ 297,000 297,000 26.1% 26.1% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 890,658 $ 890,658 $ 1,117,088 $ 1,117,088 $ 1,117,088 $ 1,117,088 $ 964,606 $ 964,606 $ 800,026 $ 800,026 $ (317,062) (317,062) -28.4% -28.4% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 209,989 $ 209,989 $ - $ - $ - $ - $ (160,013) $ (160,013) $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 194,334 $ 194,334 $ 216,000 $ 216,000 $ 216,000 $ 216,000 $ 192,303 $ 192,303 $ 216,000 $ 216,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 17,886,483 $ 17,414,404 $ 17,911,882 $ 17,857,508 $ 17,954,435 $ 42,553 0.2% 454,774 $ 2,876,637 12,427,394 782,096 255,537 607,891 373,542 5,774,533 23,552,404 $ 454,918 $ 3,243,734 11,758,165 781,259 254,569 811,189 698,253 360,623 4,552,025 22,914,735 $ 414,574 $ 3,623,896 12,598,700 782,502 361,876 1,049,227 746,975 398,456 3,941,017 23,917,223 $ 408,504 $ 3,343,717 12,016,256 729,577 334,695 1,094,314 745,181 406,261 6,587,035 25,665,540 $ 396,467 $ 3,403,261 12,125,383 747,034 365,607 1,129,185 743,557 420,074 4,432,176 23,762,744 $ 18,107 220,635 473,317 35,468 (3,731) (79,958) 3,418 (21,618) (491,159) 154,479 4.4% 6.1% 3.8% 4.5% -1.0% -7.6% 0.5% -5.4% -12.5% 0.6% 204,575 $ 318,023 242,371 1,754,765 2,519,734 $ 192,086 $ 266,479 298,567 1,963,055 2,720,187 $ 186,067 $ 242,952 217,353 1,987,585 2,633,957 $ 194,034 $ 285,776 71,044 1,954,260 2,505,114 $ 201,361 $ 296,169 2,203,267 2,700,797 $ (15,294) (53,217) 217,353 (215,682) (66,840) -8.2% -21.9% 100.0% -10.9% -2.5% 1,136,286 $ 756,326 1,051,187 2,943,799 $ 1,235,418 $ 580,672 4,092,746 947,599 6,856,435 $ 1,147,753 $ 501,872 3,860,856 1,051,982 6,562,463 $ 1,198,666 $ 450,746 405,598 1,190,059 3,245,069 $ 1,195,439 $ 490,068 1,345,354 1,035,886 4,066,747 $ (47,686) 11,804 2,515,502 16,096 2,495,716 -4.2% 2.4% 65.2% 1.5% 38.0% 63,723 $ 176,595 673,976 3,696,881 117,316 4,728,491 $ 72,787 $ 110,854 556,452 3,686,533 120,628 4,547,254 $ 79,789 $ 126,210 612,651 3,344,689 124,139 4,287,478 $ 75,390 $ 122,258 620,103 3,257,192 94,358 4,169,301 $ 82,103 $ 179,200 582,095 4,173,806 127,041 5,144,245 $ (2,314) (52,990) 30,556 (829,117) (2,902) (856,767) -2.9% -42.0% 5.0% -24.8% -2.3% -20.0% 208,672 $ 208,672 $ 725,551 $ 725,551 $ 725,551 $ 725,551 $ 721,446 $ 721,446 $ 120,983 $ (320,775) (199,792) $ 604,568 320,775 925,343 83.3% N/A 127.5% $ 2,971,645 $ 775,651 458,312 126,351 4,331,959 $ 5,951,934 $ 782,564 564,486 121,134 7,420,118 $ 6,445,412 $ 719,675 615,022 121,134 7,901,243 $ 2,992,383 $ 603,405 464,412 123,762 4,183,962 $ 5,135,673 $ 537,209 528,985 127,023 6,328,890 $ 1,309,739 182,466 86,037 (5,889) 1,572,353 20.3% 25.4% 14.0% -4.9% 19.9% TOTAL PROGRAMS $ 38,285,059 $ 45,184,280 $ 46,027,915 $ 40,490,432 $ 41,803,631 $ 4,224,284 $ 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 $ CFID - COURT CLERK FIDUCIARY COCL - COURT ORDERED RECEIVABLES CODS - COURT ORDERED DISBURSEMENT COFR - COURT ORDERED FIN RECORDS 16FS - COURT CLERK FIDUCIARY SERVICES $ $ $ CDOC - COURT DOCUMENT COPY CTFD - COURT FILE DELIVERY IMDC - IMAGED DOCUMENT PURE - PUBLIC REGISTRATIONS 16PR - PUBLIC RECORDS $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ 360 9.2% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category FY 2012 ACTUAL CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS $ SUBTOTAL $ INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2013 ADOPTED 513,616 $ 513,616 $ 1,333,587 1,333,587 $ $ 864,734 $ 13,025,190 13,889,924 $ 1,890,285 1,890,285 $ $ 39,688 $ 219,383 259,071 $ FY 2013 REVISED 478,000 $ 478,000 $ 1,389,716 1,389,716 $ $ 864,734 $ 12,904,954 13,769,688 $ 1,668,000 1,668,000 FY 2013 FORECAST 478,000 $ 478,000 $ 1,464,528 1,464,528 $ $ 833,405 $ 13,358,949 14,192,354 $ $ $ 1,668,000 1,668,000 $ $ 9,000 $ 100,000 109,000 $ 9,000 100,000 109,000 $ $ FY 2014 ADOPTED 491,800 $ 491,800 $ 1,048,632 1,048,632 535,000 535,000 $ $ 57,000 57,000 11.9% 11.9% $ $ 1,072,654 $ 1,072,654 $ (391,874) (391,874) -26.8% -26.8% 833,405 $ 13,113,383 13,946,788 $ 833,405 $ 12,927,176 13,760,581 $ (431,773) (431,773) 0.0% -3.2% -3.0% 2,400,000 $ 2,400,000 $ 732,000 732,000 43.9% 43.9% 2,305,944 2,305,944 $ $ 13,313 $ 51,031 64,344 $ 6,200 180,000 186,200 $ $ (2,800) 80,000 77,200 $ 42,553 ALL REVENUES $ 17,886,483 $ 17,414,404 $ 17,911,882 $ 17,857,508 $ 17,954,435 TOTAL SOURCES $ 17,886,483 FY 2012 ACTUAL $ 17,414,404 FY 2013 ADOPTED $ 17,911,882 FY 2013 REVISED $ 17,857,508 FY 2013 FORECAST $ 17,954,435 FY 2014 ADOPTED CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ REVISED VS ADOPTED VAR % -31.1% 80.0% 70.8% 0.2% $ 42,553 0.2% REVISED VS ADOPTED VAR % 22,884,365 $ 68,073 88,063 9,673,377 78,762 (1,616,718) 1,606,995 32,782,917 $ 24,160,044 $ 88,472 72,000 10,482,978 108,000 (986,976) 1,016,376 34,940,894 $ 23,958,164 $ 188,771 72,000 10,484,992 176,489 (986,976) 1,289,876 35,183,316 $ 22,908,978 $ 257,377 78,035 10,071,764 114,054 (930,306) 859,264 33,359,166 $ 23,738,659 $ 214,423 83,326 10,550,942 108,000 (1,046,446) 1,068,846 34,717,750 $ 219,505 (25,652) (11,326) (65,950) 68,489 59,470 221,030 465,566 0.9% -13.6% -15.7% -0.6% 38.8% 6.0% 17.1% 1.3% 659,188 $ 17,931 192,205 389 869,713 $ 776,653 $ 22,800 470,000 1,269,453 $ 793,914 $ 22,800 513,655 1,330,369 $ 671,239 $ 19,005 335,400 1,025,644 $ 757,824 $ 22,800 225,325 1,005,949 $ 36,090 288,330 324,420 4.5% 0.0% 56.1% N/A 24.4% $ 8,911 $ 2,316,541 171,601 415,133 482,211 43,024 34,388 458,156 179,100 4,109,065 $ - $ 6,981,881 165,600 570,500 454,785 40,000 95,000 499,050 (350,027) 517,144 8,973,933 $ - $ 7,727,961 203,600 595,500 454,785 41,000 96,189 499,050 (350,027) 246,172 9,514,230 $ 9,300 $ 3,586,151 220,134 720,216 478,360 38,062 60,857 467,830 (86,387) 469,099 5,963,622 $ 10,000 $ 3,991,311 190,308 524,090 482,611 48,000 111,000 509,912 (69,622) 232,322 6,029,932 $ (10,000) 3,736,650 13,292 71,410 (27,826) (7,000) (14,811) (10,862) (280,405) 13,850 3,484,298 N/A 48.4% 6.5% 12.0% -6.1% -17.1% -15.4% -2.2% -80.1% 5.6% 36.6% $ $ 523,364 $ 523,364 $ - $ - $ - $ - $ 142,000 $ 142,000 $ 50,000 $ 50,000 $ (50,000) (50,000) N/A N/A ALL EXPENDITURES $ 38,285,059 $ 45,184,280 $ 46,027,915 $ 40,490,432 $ 41,803,631 $ 4,224,284 9.2% TOTAL USES $ 38,285,059 $ 45,184,280 $ 46,027,915 $ 40,490,432 $ 41,803,631 $ 4,224,284 9.2% 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 361 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 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 FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 8,997,026 $ 8,997,026 $ 8,250,000 $ 8,250,000 $ 8,250,000 $ 8,250,000 $ 8,777,708 $ 8,777,708 $ 9,500,000 $ 9,500,000 $ $ $ 1,333,587 $ 1,333,587 $ 1,389,716 $ 1,389,716 $ 1,464,528 $ 1,464,528 $ 1,048,504 $ 1,048,504 $ 1,072,654 $ 1,072,654 $ (391,874) (391,874) -26.8% -26.8% $ $ 1,344,769 $ 1,344,769 $ 1,335,000 $ 1,335,000 $ 1,335,000 $ 1,335,000 $ 1,316,742 $ 1,316,742 $ 1,316,700 $ 1,316,700 $ (18,300) (18,300) -1.4% -1.4% $ $ 1,037,380 $ 1,037,380 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 1,000,000 $ 986,597 $ 986,597 $ 1,000,000 $ 1,000,000 $ $ $ 1,941,713 $ 1,941,713 $ 2,345,688 $ 2,345,688 $ 2,768,354 $ 2,768,354 $ 2,768,354 $ 2,768,354 $ 2,104,981 $ 2,104,981 $ (663,373) (663,373) -24.0% -24.0% $ $ 90,592 $ 90,592 $ 89,000 $ 89,000 $ 89,000 $ 89,000 $ 88,330 $ 88,330 $ 88,600 $ 88,600 $ (400) (400) -0.4% -0.4% $ $ 3,170 $ 3,170 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 2,316 $ 2,316 $ 2,600 $ 2,600 $ (2,400) (2,400) -48.0% -48.0% $ $ 3,138,246 $ 3,138,246 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 3,000,000 $ 2,868,957 $ 2,868,957 $ 2,868,900 $ 2,868,900 $ (131,100) (131,100) -4.4% -4.4% 42,553 42,553 0.2% 0.2% $ 217,017 (409,039) (192,022) 0.7% -16.4% -0.6% $ $ 391,874 391,874 26.8% 26.8% $ 18,300 507,231 525,531 1.4% 49.3% 22.2% 342,606 386,379 728,985 34.3% 100.0% 52.6% $ 663,373 (209,048) 454,325 24.0% N/A 16.4% $ $ 100,000 100,000 100.0% 100.0% $ $ 7,000 7,000 9.3% 9.3% $ $ 131,100 2,077,491 2,208,591 4.4% 76.1% 38.5% 37,442,488 $ 4,361,143 $ 41,803,631 $ 1,764,270 2,460,014 4,224,284 4.5% 36.1% 9.2% 17,886,483 $ 17,414,404 $ 17,911,882 $ 17,857,508 $ 17,954,435 $ DEPARTMENT OPERATING TOTAL SOURCES $ 17,886,483 $ 17,414,404 $ 17,911,882 $ 17,857,508 $ 17,954,435 $ DEPARTMENT TOTAL SOURCES $ 100 GENERAL OPERATING $ 28,959,335 $ 29,638,876 $ 29,638,876 $ 29,224,322 $ 29,421,859 NON-RECURRING 12,161 2,500,000 2,500,000 5,360 2,909,039 28,971,496 $ 32,138,876 $ 32,138,876 $ 29,229,682 $ 32,330,898 FUND TOTAL USES $ 216 CLERK OF THE COURT GRANTS OPERATING $ 1,334,335 $ 1,389,716 $ 1,464,528 $ 1,048,504 $ 1,072,654 1,334,335 $ 1,389,716 $ 1,464,528 $ 1,048,504 $ 1,072,654 FUND TOTAL USES $ 205 COURT DOCUMENT RETRIEVAL OPERATING $ 1,369,319 $ 1,335,000 $ 1,335,000 $ 1,293,741 $ 1,316,700 NON-RECURRING 709,298 1,000,000 1,029,067 464,987 521,836 2,078,617 $ 2,335,000 $ 2,364,067 $ 1,758,728 $ 1,838,536 FUND TOTAL USES $ 208 JUDICIAL ENHANCEMENT OPERATING $ 479,062 $ 1,000,000 $ 1,000,000 $ 537,611 $ 657,394 NON-RECURRING 100,000 386,379 277,668 479,062 $ 1,100,000 $ 1,386,379 $ 815,279 $ 657,394 FUND TOTAL USES $ 218 CLERK OF COURT FILL THE GAP OPERATING $ 1,732,665 $ 2,345,688 $ 2,768,354 $ 2,527,701 $ 2,104,981 NON-RECURRING 397,865 209,048 2,768,354 $ 2,527,701 $ 2,314,029 2,130,530 $ 2,345,688 $ FUND TOTAL USES $ 270 CHILD SUPPORT ENHANCEMENT NON-RECURRING $ 15,771 $ 100,000 $ 100,000 $ - $ 15,771 $ 100,000 $ 100,000 $ - $ FUND TOTAL USES $ 273 VICTIM LOCATION NON-RECURRING $ 36,879 $ 75,000 $ 75,000 $ 40,194 $ 68,000 36,879 $ 75,000 $ 75,000 $ 40,194 $ 68,000 FUND TOTAL USES $ 274 CLERK OF THE COURT EDMS OPERATING $ 3,159,976 $ 3,000,000 $ 3,000,000 $ 2,575,726 $ 2,868,900 NON-RECURRING 78,393 2,700,000 2,730,711 2,494,618 653,220 3,238,369 $ 5,700,000 $ 5,730,711 $ 5,070,344 $ 3,522,120 FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 37,034,692 $ 1,250,367 $ 38,285,059 $ 38,709,280 $ 6,475,000 $ 45,184,280 $ 362 39,206,758 $ 6,821,157 $ 46,027,915 $ 37,207,605 $ 3,282,827 $ 40,490,432 $ 1,250,000 1,250,000 - $ $ $ $ $ 15.2% 15.2% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2014 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 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % .90 38.80 1.55 8.00 1.55 50.80 .90 40.80 1.55 8.00 1.55 52.80 .90 38.75 1.55 8.00 1.55 50.75 .90 38.75 1.55 8.00 1.55 50.75 .90 38.75 1.55 8.00 1.55 50.75 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 3.25 3.95 41.90 4.55 53.65 3.25 4.45 42.65 5.55 55.90 3.15 .60 46.00 3.65 53.40 3.15 .60 45.00 4.65 53.40 3.15 45.60 4.65 53.40 (.60) (.40) 1.00 - 0.0% (100.0%) (0.9%) 27.4% 0.0% 10.70 67.70 6.20 9.00 15.70 7.50 234.55 118.25 469.60 8.70 66.80 5.20 7.60 15.50 14.70 7.70 231.25 102.20 459.65 8.00 75.55 7.00 6.15 23.30 15.60 8.25 241.25 89.95 475.05 8.00 74.55 7.00 7.15 23.30 15.60 8.25 241.75 89.95 475.55 8.00 72.55 8.00 7.15 23.30 15.60 8.25 239.75 90.95 473.55 (3.00) 1.00 1.00 (1.50) 1.00 (1.50) 0.0% (4.0%) 14.3% 16.3% 0.0% 0.0% 0.0% (0.6%) 1.1% (0.3%) 22.50 6.25 6.50 2.25 37.50 21.50 6.25 6.50 2.25 36.50 24.15 5.50 7.00 2.25 38.90 24.15 5.50 7.00 2.25 38.90 24.15 5.50 7.00 2.25 38.90 - 0.0% 0.0% 0.0% 0.0% 0.0% 25.20 17.45 19.80 62.45 674.00 25.15 12.40 8.85 19.75 66.15 671.00 22.80 10.45 3.20 21.95 58.40 676.50 22.80 10.45 3.20 21.95 58.40 677.00 23.55 10.45 3.20 21.20 58.40 675.00 .75 (.75) (1.50) 3.3% 0.0% 0.0% (3.4%) 0.0% (0.2%) 363 Maricopa County Annual Business Strategies FY 2014 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 Specialist Administrative Staff Supv Administrator Applications Development Mgr Attorney Business/Systems Analyst Business/Systems Analyst-Sr/Ld Chief Deputy - Clk of Crt Communicatns Mgr-Crim Justice 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 Manager – Large Human Resources Specialist Human Resources Supervisor IS Architect IS Project Management Manager IS Project Manager IS Project Manager (Senior/Lead) 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 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 3.00 3.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 N/A 4.00 4.00 5.00 5.00 5.00 0.0% 2.00 2.00 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) (100.0%) 214.50 213.50 220.00 220.50 213.50 (6.50) (3.0%) 17.00 16.00 16.00 16.00 16.00 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 N/A 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 1.00 0.0% 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 6.00 5.00 500.0% 1.00 N/A 9.00 9.00 9.00 9.00 9.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 N/A 1.00 (1.00) (100.0%) 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 2.00 2.00 2.00 2.00 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% 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 7.00 7.00 7.00 7.00 0.0% 287.00 286.00 286.00 286.00 286.00 0.0% 23.00 23.00 23.00 23.00 23.00 0.0% 21.00 20.00 20.00 20.00 20.00 0.0% 11.00 10.00 10.00 10.00 10.00 0.0% 2.00 3.00 3.00 3.00 3.00 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 N/A 6.50 6.50 6.50 6.50 6.50 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 2.00 2.00 3.00 2.00 2.00 (1.00) (33.3%) 1.00 N/A 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 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% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 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% 2.00 2.00 1.00 2.00 2.00 1.00 100.0% 674.00 671.00 676.50 677.00 675.00 (1.50) (0.2% ) 364 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Staffing by Fund DEPARTMENT/FUND 100 GENERAL 205 COURT DOCUMENT RETRIEVAL 208 JUDICIAL ENHANCEMENT 216 CLERK OF THE COURT GRANTS 218 CLERK OF COURT FILL THE GAP 274 CLERK OF THE COURT EDMS Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 548.00 545.00 550.50 551.00 549.00 (1.50) (0.3%) 27.00 27.00 25.00 27.00 25.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 5.00 4.00 4.00 4.00 4.00 0.0% 47.00 47.00 47.00 47.00 47.00 0.0% 45.00 46.00 48.00 46.00 48.00 0.0% 674.00 671.00 676.50 677.00 675.00 (1.50) (0.2% ) Significant Variance Analysis The Clerk of the Superior inactivated 7.0 FTE temporary Courtroom Clerk positions that served as a floater pool to cover courtrooms in the event of vacancies; expenditures were absorbed through savings within the Clerk’s budget. Also noteworthy is the addition of 5.0 FTE contract Credit Analysts for a one-year pilot project to reduce the number of fee deferrals. General Adjustments Target Adjustments: Clerk of the Court Grants Fund (216)  Decrease Revenues and Expenditures by $74,812 due to the FY 2013 grant reconciliation. Clerk of the Court Fill the Gap Fund (218)  Decrease Revenues and Expenditures by $422,666 based on the FY 2013 Court Fill-the-Gap Plan. Base Adjustments: General Fund (100) Operating  Increase personnel savings by $320,775 based on the Chairman’s Office request.  Increase Regular Benefits by $86,307 for the impact of changes in retirement contribution rates.  Reduce Regular Pay and Benefits by $384,489 to account for changes in pay rates to newly filled positions.  Increase Other Benefits by $81,761 and reduce Internal Service Charges by $1,022 for the impact of the changes in Risk Management charges.  Increase salary and benefit savings by $57,563 to offset a portion of the Risk Management charges.  Reduce Personal Services Allocations-Out by $149,578 and Services Allocations-Out by $280,405. The General Fund will allocate $382,851 less to the Clerk’s Grant Fund due to declining IV-D Grant revenue; $48,121 less to the Fill the Gap Fund based on a new agreement with the Administrative Office of the Courts; $10,682 more to special revenue funds due to increased risk management charges; and $9,693 less in services to special revenue funds.  Reduce Non-Capital Equipment by $254,675 due to declining purchases made by the Information Technology Program.  Increase Supplies and Services by a net of $187,027. General Fund (100) Non Recurring Non Project  Budget Personnel, Supplies and Services of $2,494,640 to support the development of a Restitution, Fines and Reimbursement System replacement. 365 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205)  Increase Regular Benefits by $3,521 for the impact of changes in retirement contribution rates.  Reduce filing fee revenue by $18,300 based on the FY 2013 Forecast.  Reduce Expenditures by $21,821 to maintain structural balance. Judicial Enhancement Fund (208)  Right-size Personnel, Supplies and Services by a net of $343,329 based on the FY 2013 Forecast. Clerk of the Court Grants Fund (216)  Increase Regular Benefits by $629 for the impact of changes in retirement contribution rates.  Reduce Revenue and Expenditures by $317,062 based on a reduction in the IV-D grant awards in FY 2014. Clerk of the Court Fill the Gap Fund (218) Operating  Increase Regular Benefits by $6,258 for the impact of changes in retirement contribution rates.  Reduce Fill the Gap local revenue by $240,707.  Increase Personal Services Allocations-Out by $209,048 to the Clerk’s Fill the Gap Non Recurring Non Project budget.  Increase Personal Services by $781.  Reduce Supplies and Services by a net of $38,698 for structural balance. Clerk of the Court Fill the Gap Fund (218) Non Recurring Non Project  Increase Personal Services Allocations-In by $209,048 from the Fill the Gap Fund (218) for project positions assigned to increase case processing efficiencies. Child Support Enhancement Fund (270)  Reduce Revenue earned from interest by $400 based on the FY 2013 Forecast. Victim Location Fund (273) Operating  Reduce Revenue earned from interest by $2,400 based on the FY 2013 Forecast. Victim Location Fund (273) Non Recurring Non Project  Reduce the victim location agreement with the Maricopa County Attorney by $7,000 due to a decline in fund balance. Electronic Document Management Fund (274) Operating  Increase Regular Benefits by $6,828 for the impact of changes in retirement contribution rates.  Reduce filing fee revenue by $131,000 based on the FY 2013 Forecast.  Reduce Personal Services, Supplies and Services by a net of $137,928 to maintain structural balance.  Transfer $8,984 from the General Fund to allocate a portion of the Clerk’s risk management charges to the EDMS Fund. Electronic Document Management Fund (274) Non Recurring Non Project  Budget $653,220 for an electronic imaging project for pre-2002 court case documents 366 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. 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 Adult minute entries approved for distribution/posting within 7 days from the date of creation Percent of Adult minute entries created within three days from date of hearing Percent of Juvenile minute entries created within three days from date of hearing Percent of minute entries created and approved within 10 days of the hearing (Adult & Juvenile) Percent of Juvenile minute entries approved for distribution/posting within 7 days from the date of creation Percent of received court created documents that were distributed by the next business day after receiving the documents for distribution 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 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 FY 2012 ACTUAL 99.8% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED FY 2014 ADOPTED VAR % 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.6% 100.0% 100.0% 100.0% 0.0% 0.0% 99.6% 99.6% 97.1% 97.1% -2.5% -2.5% 100.0% 99.6% 96.8% 96.8% -2.8% -2.8% 96.0% 99.7% 99.7% 99.7% -0.1% -0.1% 96.2% 96.6% 93.9% 93.9% -2.6% -2.7% 98.1% 98.1% 96.0% 96.0% -2.1% -2.1% 83.2% 86.1% 80.0% 80.0% -6.0% -7.0% 99.9% 99.8% 85.8% 85.8% -14.0% -14.1% 99.8% 99.8% 97.4% 97.4% -2.4% -2.4% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.2% 98.6% 98.4% 98.4% -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% 72.2% 56.7% 99.8% 99.8% 43.1% 75.9% 367 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results (continued) 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 Percent of Juvenile subsequent documents docketed within established timeframes Percent of eFiled documents available to all authorized customers within two business hours Percentercent 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 Percent of scanned and docketed documents available to all authorized customers by 5:00 p.m. two business days after being filed in paper format Percent of filed paper documents scanned by 5:00 p.m. the business day after being filed Percent of Scanned documents docketed by 5:00 p.m. the business day after being scanned Percent of Scanned documents meeting Quality Control standards FY 2012 ACTUAL 98.9% FY 2013 FY 2013 REVISED FORECAST 99.3% 99.9% FY 2014 REV VS ADOPTED ADOPTED VAR % 99.9% 0.6% 0.6% 99.2% 99.3% 99.7% 99.7% 0.4% 0.4% 96.6% 99.1% 97.7% 97.7% -1.4% -1.5% 90.3% 98.8% 96.6% 96.6% -2.2% -2.2% N/A 52.8% 46.5% 46.5% -6.3% -11.9% N/A 43.6% 40.6% 40.6% -3.0% -6.9% N/A 36.0% 51.8% 51.8% 15.8% 43.9% N/A N/A 99.9% 60.0% 100.0% 52.5% 100.0% 52.5% 0.1% -7.5% 0.1% -12.5% N/A 70.0% 93.7% 93.7% 23.7% 33.9% N/A 50.0% 43.7% 43.7% -6.3% -12.5% N/A 99.9% 99.9% 99.9% 0.0% 0.0% Activities that comprise this program include: Appellate  Disposition Report  eFiled Document  Juvenile Subsequent Document  Scanned Document      Case Establishment Distribution Exhibit Custody Memorialize Court Proceedings Appellate Activity The purpose of the Appellate Activity is to provide the record on appeal to the Court of Appeals or Arizona Supreme Court so they can receive the record within mandated timeframes to further the judicial process. Mandates: The Clerk’s Office transmits the court record of an appealed case to the Appellate Court in accordance with Arizona Rules for Criminal Procedure 31 (Adult Criminal) and 32 (Post-Conviction Relief), Juvenile Rules of Procedure 88, Civil Rules of Procedure 76 and Rules of Appellate Procedure 11. 368 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure 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 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 - GENERAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES Department Strategic Plans and Budgets Clerk of the Superior Court FY 2012 ACTUAL 99.8% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED FY 2014 ADOPTED VAR % 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.6% 100.0% 100.0% 100.0% 0.0% 0.0% 1,620 1,615 1,536 1,536 (79) -4.9% 1,334 1,340 1,261 1,261 (79) -5.9% 286 277 275 275 (2) -0.7% 1,680 1,717 1,585 1,585 (132) -7.7% (1.41) -0.6% $ 280.72 $ 256.70 $ 265.94 $ 258.12 $ $ 425,171 29,603 454,774 $ 414,574 414,574 $ 408,322 182 408,504 $ 396,467 396,467 $ $ $ $ $ $ 18,107 18,107 4.4% N/A 4.4% 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). 369 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 99.6% FY 2013 FY 2013 REVISED FORECAST 99.6% 97.1% REV VS ADOPTED VAR % (2.5%) -2.5% FY 2014 ADOPTED 97.1% 100.0% 99.6% 96.8% 96.8% (2.8%) -2.8% 96.0% 99.7% 99.7% 99.7% (0.1%) -0.1% 4,640 5,185 (545) 5,090 2.03 3.0% 3.7% -3.2% 3.2% 8.8% $ 159,498 142,327 17,171 160,036 18.04 100 - GENERAL TOTAL SOURCES $ $ 389,611 389,611 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP 274 - CLERK OF THE COURT EDMS TOTAL USES $ 2,426,266 376,175 74,196 $ 2,876,637 $ 156,926 139,779 17,147 157,306 23.09 $ $ 240,000 240,000 $ 161,566 144,964 16,602 162,396 20.71 $ $ 338,840 338,840 $ 161,566 144,964 16,602 162,396 21.06 $ $ $ 385,000 385,000 $ $ 145,000 145,000 60.4% 60.4% $ 2,768,767 108,284 410,486 115,724 $ 3,403,261 $ 131,835 70,000 9,063 9,737 220,635 4.5% 39.3% 2.2% 7.8% 6.1% Expenditure $ 2,900,602 178,284 419,549 125,461 $ 3,623,896 $ 2,802,476 17,920 406,488 116,833 $ 3,343,717 $ Activity Narrative: The number of adult cases is expected to be slightly higher than budgeted in FY 2013 due to changes associated with Orders of Protection. Efficiency is decreasing by 8.8% due to the increase in demand and a decline in expenditures. Base Adjustment: General Fund (100)  Increase revenue by $145,000 based on a trend analysis of actuals since July, 2010. 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. 370 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % 99.2% 98.6% 98.4% 98.4% (0.2%) -0.2% Percent of needed Disposition Reports / Abstracts prepared that are transmitted within established timeframes 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of Adult sentencings resulting in a Disposition Report that have the Disposition Report transmitted within 40 days of sentencing 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of Adult sentencings resulting in an Abstract that have the Abstract transmitted within ten days of sentencing 72.2% 56.7% 99.8% 99.8% 43.1% 75.9% 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 Number of Disposition Reports / Abstracts 52,013 50,496 52,810 52,810 2,314 4.6% transmitted Number of Disposition Reports transmitted 47,385 45,405 48,694 48,694 3,289 7.2% Number of Adult Abstracts transmitted 3,217 3,462 3,162 3,162 (300) -8.7% Number of Juvenile Abstracts transmitted 1,411 1,629 954 954 (675) -41.4% Number of Disposition Reports / Abstracts to 63,101 63,191 60,334 60,334 (2,857) -4.5% be transmitted Cost per Disposition Report / Abstract $ 4.91 $ 7.17 $ 6.37 $ 6.92 $ 0.24 3.4% transmitted Expenditure 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 243,305 12,232 255,537 $ $ 260,925 1,476 65,052 34,423 361,876 $ $ 243,349 1,419 47,401 42,526 334,695 $ $ 257,491 1,476 64,368 42,272 365,607 $ $ 3,434 684 (7,849) (3,731) 1.3% 0.0% 1.1% -22.8% -1.0% Activity Narrative: All sentencings require a disposition report or abstract. Incorrect Juvenile Abstract data reported for FY 2012 Actual and FY 2013 Revised have been corrected in the FY 2013 Forecast and FY 2014 Adopted. 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. 371 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Department Strategic Plans and Budgets Clerk of the Superior Court REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Percent of received court created documents that were distributed by the next business day after receiving the documents for distribution 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 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 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 732,928 649,030 786,380 786,380 137,350 21.2% Number of Adult court created documents 610,322 536,625 653,484 653,484 116,859 21.8% distributed Number of Juvenile court created documents 122,606 112,408 132,896 132,896 20,488 18.2% distributed Number of court created documents received for 732,928 649,030 786,380 786,380 137,350 21.2% distribution Cost per court created document distributed $ 1.07 $ 1.21 $ 0.90 $ 0.95 $ 0.26 21.2% 100 - GENERAL 216 - CLERK OF THE COURT GRANTS TOTAL USES $ $ 782,096 782,096 $ $ 770,646 11,856 782,502 $ $ 714,974 14,603 729,577 $ $ 735,178 11,856 747,034 $ $ 35,468 35,468 4.6% 0.0% 4.5% Activity Narrative: The FY 2013 budgeted output and demand data were understated. The FY 2014 budget is based on data more closely mirroring the FY 2013 Forecast. 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. 372 Maricopa County Annual Business Strategies FY 2014 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 Number of eFiled documents submitted for review Cost per eFiled document Department Strategic Plans and Budgets Clerk of the Superior Court FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 52.8% 46.5% FY 2014 ADOPTED 46.5% REV VS ADOPTED VAR % (6.3%) -11.9% N/A 43.6% 40.6% 40.6% (3.0%) -6.9% N/A 36.0% 51.8% 51.8% 15.8% 43.9% N/A N/A 99.9% 342,322 100.0% 368,649 100.0% 368,649 0.1% 26,327 0.1% 7.7% N/A N/A N/A N/A 401,866 206,619 373,870 411,634 409,009 268,248 387,858 414,018 409,009 268,248 387,858 414,018 7,143 61,629 13,988 2,384 1.8% 29.8% 3.7% 0.6% 0.00 0.1% N/A $ 3.07 $ 3.03 $ 3.06 $ 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ $ - $ 3,000,000 $ 3,000,000 $ 2,863,448 $ 2,863,448 $ 2,868,900 $ 2,868,900 $ (131,100) $ (131,100) 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 $ - $ $ $ $ -4.4% -4.4% Expenditure $ 449,161 20,360 84,955 494,751 $ 1,049,227 527,410 3,479 85,293 478,132 $ 1,094,314 539,350 85,470 504,365 $ 1,129,185 (90,189) 20,360 (515) (9,614) (79,958) $ -20.1% N/A 100.0% -0.6% -1.9% -7.6% Activity Narrative: This was a new activity in FY 2013. 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 REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of exhibits received for intake that are 98.9% 99.3% 99.9% 99.9% 0.6% 0.6% available for access within established timeframes 99.2% 99.3% 99.7% 99.7% 0.4% 0.4% Percent of Adult exhibits received for intake that are available for access within one business day of receipt for storage 96.6% 99.1% 97.7% 97.7% (1.4%) -1.5% 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 119,538 118,397 119,586 119,586 1,189 1.0% Number of Adult exhibits processed for intake 104,318 105,110 101,148 101,148 (3,962) -3.8% Number of Juvenile exhibits processed for intake 15,220 13,287 18,438 18,438 5,151 38.8% Number of exhibits received for intake 119,536 118,666 119,152 119,152 486 0.4% Cost per exhibit processed for intake $ 5.09 $ 6.31 $ 6.23 $ 6.22 $ 0.09 1.4% 100 - GENERAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ $ 532,465 75,426 607,891 $ $ 667,481 79,494 746,975 $ $ 664,824 80,357 745,181 $ $ 663,619 79,938 743,557 $ $ 3,862 (444) 3,418 0.6% -0.6% 0.5% Activity Narrative: The number of Juvenile exhibits processed for intake was underestimated, and the number of Adult exhibits processed for intake was overestimated for FY 2013 Revised. The measures for the FY 2013 Forecast and for FY 2014 have been adjusted based on FY 2013 actuals. 373 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 Expenditure 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 2012 ACTUAL 90.3% FY 2013 FY 2013 REVISED FORECAST 98.8% 96.6% FY 2014 REV VS ADOPTED ADOPTED VAR % 96.6% (2.2%) -2.2% $ 1.63 $ 1.72 $ 1.68 $ 1.75 100 - GENERAL TOTAL USES $ $ 373,542 373,542 $ $ 398,456 398,456 $ $ 406,261 406,261 $ $ 420,074 420,074 228,884 231,879 239,486 239,486 7,607 3.3% 238,075 238,664 243,302 243,302 4,638 1.9% $ (0.04) -2.1% $ $ (21,618) (21,618) -5.4% -5.4% 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. 374 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Demand Efficiency Revenue Department Strategic Plans and Budgets Clerk of the Superior Court Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Adult minute entries approved for 96.2% 96.6% 93.9% 93.9% (2.6%) -2.7% distribution/posting within 7 days from the date of creation Percent of Adult minute entries created within 98.1% 98.1% 96.0% 96.0% (2.1%) -2.1% three days from date of hearing Percent of Juvenile minute entries created within 83.2% 86.1% 80.0% 80.0% (6.0%) -7.0% three days from date of hearing Percent of minute entries created and approved 99.9% 99.8% 85.8% 85.8% (14.0%) -14.1% within 10 days of the hearing (Adult & Juvenile) Percent of Juvenile minute entries approved for 99.8% 99.8% 97.4% 97.4% (2.4%) -2.4% distribution/posting within 7 days from the date of creation Number of minute entries created 625,956 608,489 630,100 630,100 21,611 3.6% Number of Adult minute entries created 546,150 531,785 549,716 549,716 17,931 3.4% Number of Juvenile minute entries created 79,806 76,704 80,384 80,384 3,680 4.8% Number of minute entries to be created 625,956 608,489 630,100 630,100 21,611 3.6% Cost per minute entry created $ 19.85 $ 20.70 $ 19.11 $ 19.24 $ 1.46 7.1% 216 - CLERK OF THE COURT GRANTS 208 - JUDICIAL ENHANCEMENT 218 - CLERK OF COURT FILL THE GAP 270 - CHILD SUPPORT ENHANCEMENT TOTAL SOURCES $ 272,628 843,046 1,941,713 86,058 $ 3,143,445 $ 347,440 784,000 2,768,354 89,000 $ 3,988,794 $ 251,426 794,294 2,768,354 88,330 $ 3,902,404 $ 272,628 784,000 2,104,981 88,600 $ 3,250,209 $ (74,812) (663,373) (400) $ (738,585) -21.5% 0.0% -24.0% -0.4% -18.5% 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 218 - CLERK OF COURT FILL THE GAP TOTAL USES $ 9,927,216 1,304,521 1,195,657 $ 12,427,394 $ 10,232,294 694,273 1,672,133 $ 12,598,700 $ 10,099,811 403,377 1,513,068 $ 12,016,256 $ 10,403,517 428,310 1,293,556 $ 12,125,383 $ (171,223) 265,963 378,577 $ 473,317 -1.7% 38.3% 22.6% 3.8% 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. The decline in expenditures from the Clerk’s Grant Fund is due to a reduction in the Title IV-D grant reimbursement for child support enforcement programs. The decline in expenditures from the Clerk’s Fill the Gap Fund is based on a funding agreement with the State Administrative Office of the Courts which anticipates a decline in the State revenue stream to the fund. Base Adjustments: General Fund (100) Non Recurring Non Project  Increase expenditures for a Fee Deferral Pilot Project by $403,099 for 5.0 FTE contract Finance/Business Analysts (Credit Analysts), $10,000 for start-up costs, and $1,300 for other services. The intent of the project is to reduce the number of filing fee deferrals, both at the point of filing and those that have yet to be collected. Anticipated additional revenue associated with this Pilot Project is not reflected in the budget, but will be included in FY 2015 if the Project is successful. 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. 375 Maricopa County Annual Business Strategies FY 2014 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 5:00 p.m. two business days after being filed in paper format Percent of filed paper documents scanned by 5:00 p.m. the business day after being filed Percent of Scanned documents docketed by 5:00 p.m. 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 Department Strategic Plans and Budgets Clerk of the Superior Court FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 60.0% 52.5% FY 2014 REV VS ADOPTED ADOPTED VAR % 52.5% (7.5%) -12.5% N/A 70.0% 93.7% 93.7% 23.7% 33.9% N/A 50.0% 43.7% 43.7% (6.3%) -12.5% N/A 99.9% 99.9% 99.9% 0.0% 0.0% -40.7% -5.1% -40.7% 8.0% -40.7% -89.5% N/A N/A N/A N/A N/A N/A $ 2,435,820 2,435,820 1,948,655 2,435,820 1,948,655 1.62 1,445,387 2,312,598 1,156,309 2,631,636 1,156,309 $ 4.59 1,445,387 2,312,598 1,156,309 2,631,636 1,156,309 $ 3.07 (990,433) (123,222) (792,346) 195,816 (792,346) $ (1.45) $ 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL SOURCES $ 1,334,233 3,116,798 $ 4,451,031 $ 1,335,000 $ 1,335,000 $ 1,314,736 $ 1,314,736 $ 1,316,700 $ 1,316,700 $ (18,300) (18,300) -1.4% N/A -1.4% 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 $ 2,679,239 1,268,590 450,387 1,376,317 $ 5,774,533 $ 1,885,081 184,512 478,208 455,176 938,040 $ 3,941,017 $ 2,015,775 143,255 877,301 425,228 3,125,476 $ 6,587,035 $ 2,127,874 168,512 464,841 444,579 1,226,370 $ 4,432,176 $ (242,793) 16,000 13,367 10,597 (288,330) $ (491,159) -12.9% 8.7% 2.8% 2.3% -30.7% -12.5% Expenditure Activity Narrative: This was a new activity for FY 2013; therefore, no historical data is available. The FY 2014 operating budget includes funding for an additional position and new expenditures totaling $321,243 for ongoing supplies and maintenance of the electronic records. The cost per scanned and docketed document in FY 2013 Forecast appears exceptionally high along with the total expenditures in the Electronic Document Management Fund (274) compared to FY 2014 Adopted. The Clerk of the Superior Court charged expenditures for the electronic imaging project for pre-2002 court case documents to this activity in FY 2013. The FY 2013 and FY 2014 budget for the imaging project is included in the Imaged Document Activity. In FY 2014 the Clerk’s Office will charge the imaging project expenditures to the Imaged Document Activity. 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. 376 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 FY 2012 ACTUAL 96.3% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 REV VS ADOPTED ADOPTED VAR % 100.0% 0.0% 0.0% 95.3% 100.0% N/A N/A N/A N/A 95.1% 100.0% N/A N/A N/A N/A 100.0% 100.0% N/A N/A N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.9% 99.8% 99.9% 99.9% 0.1% 0.1% 97.1% 95.7% 92.4% 92.4% -3.3% -3.4% 99.9% 100.0% 99.9% 99.9% -0.1% -0.1% 99.0% 98.7% 98.6% 98.6% -0.1% -0.1% 100.0% 100.0% 99.8% 99.8% -0.2% -0.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 97.1% 97.1% -2.9% -2.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 97.1% 96.3% 94.3% 94.3% -2.0% -2.1% 100.0% 100.0% 99.1% 99.1% -0.9% -0.9% 100.0% 100.0% 98.4% 98.4% -1.6% -1.6% Activities that comprise this program include: Court Ordered Financial Records  Court Ordered Receivables   Fiduciary 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. 377 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court A.R.S. §25-510 mandates the time frames and fees associated with the duties of the Clerk in depositing any support payments with the support payment clearinghouse. A.R.S §25-510 mandates that the Clerk shall use electronically-accessed data provided by the Arizona Department of Economic Security to provide payment histories to all litigants, attorneys and interested persons and the court, and shall load new orders, modify order amounts, respond to payment inquiries, research payment related issues, release payments pursuant to court orders, and update demographic and new employer information. Further, the Clerk shall provide to the department any new address, order of assignment or employment information the Clerk receives regarding any support order. 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 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of financial records available within 99.9% 99.8% 99.9% 99.9% 0.1% 0.1% established timeframes Percent of accurate Billing financial records in a 97.1% 95.7% 92.4% 92.4% (3.3%) -3.4% statistical sample of deferral orders Percent of accurate Trust financial records in a 99.9% 100.0% 99.9% 99.9% (0.1%) -0.1% statistical sample of trust orders Percent of accurate Criminal Obligation financial 99.0% 98.7% 98.6% 98.6% (0.1%) -0.1% records in a statistical sample of criminal obligation orders Percent of Billing financial records available within 100.0% 100.0% 99.8% 99.8% (0.2%) -0.2% one business day of receiving the financial order Percent of Trust financial records available within 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% two business days Percent of Support Orders financial records 100.0% 100.0% 97.1% 97.1% (2.9%) -2.9% available within established timeframes Percent of Criminal Obligation financial records 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% available within thirty days from the docketed date Percent of Juvenile financial records available 97.1% 96.3% 94.3% 94.3% (2.0%) -2.1% within 30 days from the filing date Percent of Support Orders financial record inquiry 100.0% 100.0% 99.1% 99.1% (0.9%) -0.9% resolutions completed within two business days Percent of Criminal Obligation financial record 100.0% 100.0% 98.4% 98.4% (1.6%) -1.6% inquiry resolutions completed within two business days Percent of Support Orders financial reports 94.6% 93.5% 92.3% 92.3% (1.3%) -1.3% available within established timeframes Number of financial record orders processed 192,899 199,642 205,079 205,079 5,437 2.7% Number of Billing Unit financial record orders 24,929 24,977 25,875 25,875 898 3.6% processed Number of Trust financial record orders processed 4,997 5,784 5,765 5,765 (19) -0.3% Number of Criminal Obligation financial record 128,559 132,410 137,362 137,362 4,952 3.7% orders processed Number of Support Orders financial record orders 25,150 26,885 27,659 27,659 774 2.9% processed Number of Juvenile financial record orders 9,264 9,585 8,182 8,182 (1,403) -14.6% processed Number of Support Orders financial record 22,504 21,394 23,075 23,075 1,681 7.9% customer inquiries resolved Number of Criminal Obligation financial record 33,896 31,713 29,899 29,899 (1,814) -5.7% customer inquiries resolved 5,014 Number of Support Orders financial reports 4,359 4,221 4,221 (138) -3.2% prepared Number of financial record orders to be processed 209,113 208,759 212,150 212,150 3,391 1.6% Cost per financial record processed $ 9.10 $ 9.96 $ 9.46 $ 10.74 $ (0.79) -7.9% 273 - VICTIM LOCATION TOTAL SOURCES $ $ - 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 208 - JUDICIAL ENHANCEMENT 273 - VICTIM LOCATION TOTAL USES $ 1,754,765 $ 1,754,765 $ $ 5,000 5,000 $ $ 2,316 2,316 $ $ 2,600 2,600 $ $ (2,400) (2,400) -48.0% -48.0% Expenditure 378 $ 1,622,924 338,160 26,501 $ 1,987,585 $ 1,741,913 173,352 7,745 31,250 $ 1,954,260 $ 1,829,807 299,160 6,300 68,000 $ 2,203,267 $ (206,883) -12.7% 39,000 11.5% 26,501 100.0% (6,300) N/A (68,000) N/A $ (215,682) -10.9% Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: Beginning in FY 2014 this activity includes nearly $275,000 in expenditures that fully fund the Court Ordered Disbursement Activity (to be inactivated at the end of FY 2013); the shift accounts for most of the increase in the cost per financial record processed. An anticipated increase in FY 2013 in the number of juvenile financial record orders processed did not materialize. Therefore, the number budgeted for FY 2014 is based on the FY 2013 Forecast. 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) 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 2012 ACTUAL 96.3% $ 100 - GENERAL TOTAL SOURCES $ 7,395,900 $ 7,395,900 $ 6,872,000 $ 6,872,000 100 - GENERAL 208 - JUDICIAL ENHANCEMENT TOTAL USES $ $ 55,943 55,943 5.68 FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 45,414 45,414 5.35 48,352 48,352 6.13 $ $ 7,346,115 $ 7,346,115 $ 7,680,000 $ 7,680,000 $ $ 808,000 808,000 11.8% 11.8% $ $ $ (82,617) 29,400 (53,217) -38.7% 100.0% -21.9% $ 48,352 48,352 5.91 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% $ 2,938 2,938 (0.78) 6.5% 6.5% -14.5% Expenditure $ 318,023 318,023 $ 213,552 29,400 242,952 $ 258,568 27,208 285,776 $ 296,169 296,169 $ Activity Narrative: A fifth position is added to this activity for the FY 2014 budget, resulting in increased expenditures in FY 2013 and an associated increase in the cost per payment posted. Base Adjustments: General Fund (100)  Increase revenue by $808,000 based on a monthly trend-line analysis of actual revenue since July, 2010. The budget assumes an increase of $732,000 in case fines, and reimbursement of incarceration costs and public monies; an increase of $80,000 in miscellaneous copy sales and bad check fees; and a decrease of $4,000 in charges for initial complaint filings. Fiduciary Activity The purpose of the Fiduciary activity is to provide reconciled accountings to the 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 379 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Superior Court. Administrative Order 2006-121 “Arizona Code of Judicial Administration” Part 1, Ch. 4, §1-401. Minimum Accounting Standards” applies to reconciliations, among other accounting events. Measure Type Result Output Demand Efficiency Expenditure Measure Description 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 2012 ACTUAL 100.0% $ 127,343 127,343 1.61 $ $ 204,575 204,575 FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 114,239 114,239 1.63 $ $ 186,067 186,067 $ 126,866 126,866 1.53 $ $ 194,034 194,034 FY 2014 ADOPTED 100.0% $ 126,866 126,866 1.59 $ $ 201,361 201,361 REV VS ADOPTED VAR % 0.0% 0.0% $ 12,627 12,627 0.04 11.1% 11.1% 2.6% $ $ (15,294) (15,294) -8.2% -8.2% Activity Narrative: The number of reconciliations were understated in FY 2013 Revised since the data did not include the use of wiring funds. 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 2012 ACTUAL 99.9% FY 2013 FY 2013 REVISED FORECAST 99.9% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.1% 0.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.9% 98.3% 100.0% 100.0% 1.7% 1.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 30.0% 30.0% 30.0% 0.0% 0.0% 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 380 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget law. A.R.S. §8-134 mandates the Clerk receive actual and reasonable fees for participation in the confidential intermediary program, and requires the Clerk to provide all receipts to the County Treasurer for deposit into the Juvenile Probation Services Fund. Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure Measure Description 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 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 218 - CLERK OF COURT FILL THE GAP TOTAL USES FY 2012 ACTUAL 99.9% FY 2013 FY 2013 REVISED FORECAST 99.9% 100.0% REV VS ADOPTED VAR % 0.1% 0.1% FY 2014 ADOPTED 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 98.9% 98.3% 100.0% 100.0% 1.7% 1.7% (20,128) (42,734) 22,607 (20,111) (0.05) -1.6% -3.6% 20.6% -1.6% -5.8% 24,295 (71,981) (47,686) 2.7% 0.0% -31.9% N/A -4.2% 1,243,414 1,129,151 114,263 1,247,397 $ 0.91 1,285,590 1,175,940 109,649 1,290,595 $ 0.89 1,265,462 1,133,206 132,256 1,270,484 $ 0.95 1,265,462 1,133,206 132,256 1,270,484 $ 0.94 $ $ $ $ $ $ 967,831 168,101 354 $ 1,136,286 898,813 23,100 225,840 $ 1,147,753 917,367 29,022 252,277 $ 1,198,666 874,518 23,100 297,821 $ 1,195,439 $ Activity Narrative: Although customers can remotely access and print electronic court documents, the Forecasted demand for copies is higher than the actual number in FY 2012 (though less than originally anticipated for FY 2013). The cost per copy is increasing for FY 2014 due to the shift of a 0.75 FTE Justice System Clerk from the Public Registrations Activity to ensure that all reproductions are completed within established timeframes. Base Adjustments: Court Document Retrieval Fund (205)  Increase Maintenance of microfilm scanners, readers and printers by $60,139 for FY 2014. Though this expense was inadvertently omitted from FY 2013 Revised, the Forecast includes these costs. 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. 381 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 100.0% $ $ $ FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 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% 79,885 24,486 55,399 80,484 9.47 75,549 24,867 50,685 75,756 6.64 71,196 20,534 50,662 71,616 6.38 71,196 20,534 50,662 71,616 6.88 (4,353) (4,333) (23) (4,140) (0.24) -5.8% -17.4% -0.0% -5.5% -3.6% 27,649 (15,845) 11,804 9.6% 0.0% -7.8% 2.4% 360,286 396,040 756,326 $ $ 286,736 11,508 203,628 501,872 $ $ $ $ 258,635 9,447 182,664 450,746 $ $ $ 259,087 11,508 219,473 490,068 $ $ $ Activity Narrative: Delivery of paper court files has diminished significantly over the last several years due to the transition from maintaining court files in paper format to maintaining and providing the files electronically. The decline appears to be leveling off, as is reflected in the FY 2014 budgeted data. 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 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 30.0% 30.0% N/A 16,943,112 N/A 16,943,112 N/A $ 0.23 $ $ - $ 56,448 1,104,408 2,700,000 $ 3,860,856 FY 2014 ADOPTED 30.0% REV VS ADOPTED VAR % 0.0% 0.0% 16,943,112 16,943,112 $ 0.02 16,943,112 16,943,112 $ 0.08 $ $ $ $ $ 60,620 2,320 104,140 238,518 405,598 63,299 628,835 653,220 $ 1,345,354 0.15 (6,851) 475,573 2,046,780 $ 2,515,502 0.0% 0.0% 65.2% -12.1% N/A 43.1% 75.8% 65.2% Activity Narrative: The FY 2013 Revised and FY 2014 Adopted budgets include expenditures for an electronic imaging project for pre-2002 court case documents. Utilizing fund balances from special revenue funds, the Clerk’s Office anticipates completing the project in FY 2014 with a budget of $1,175,056. An estimated 29,000,000 pages of pre-2002 court records will be imaged by a private vendor at a rate of 1,900,000 pages per month. 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. 382 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 100.0% $ 100 - GENERAL TOTAL SOURCES $ 1,211,515 $ 1,211,515 $ 1,138,000 $ 1,138,000 100 - GENERAL 216 - CLERK OF THE COURT GRANTS 205 - COURT DOCUMENT RETRIEVAL 274 - CLERK OF THE COURT EDMS TOTAL USES $ $ 49,030 49,030 21.44 FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 39,966 39,966 26.32 40,846 40,846 25.36 $ 1,092,753 $ 1,092,753 $ $ 40,846 40,846 28.85 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% $ 880 880 0.96 2.2% 2.2% 3.7% $ 1,435,000 $ 1,435,000 $ $ 297,000 297,000 26.1% 26.1% $ $ $ Expenditure 828,460 222,727 $ 1,051,187 862,942 4,452 127,608 56,980 $ 1,051,982 902,451 14,043 219,283 54,282 $ 1,190,059 853,577 4,452 120,556 57,301 $ 1,035,886 $ 9,365 7,052 (321) 16,096 1.1% 0.0% 5.5% -0.6% 1.5% Base Adjustments: General Fund (100)  Increase Revenue by $297,000 based on a monthly trend-line analysis of actual revenue since July, 2010. It is anticipated that an increase of $240,000 in passport application fees and $57,000 in marriage license fees will occur in FY 2014. 383 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 29,638,876 $ 8,250,000 FY 2013 Revised Budget $ 29,638,876 $ 8,250,000 FY 2014 Budget Target $ 29,638,876 $ 8,250,000 $ 86,307 $ 86,307 - $ - 1,250,000 1,250,000 $ (320,775) $ (320,775) - $ 29,404,408 $ -0.8% 9,500,000 15.2% $ 17,451 $ 17,451 - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase in Court Ordered Receivables revenue based on trend analysis Increase in Court Public Registrations revenue based on trend analysis Increase in Case Establishment revenue based on trend analysis Budget Balancing Budget Balancing Adjustment for Chairman's Budget $ $ 808,000 297,000 145,000 FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 29,421,859 $ 9,500,000 -0.7% 15.2% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 2,500,000 $ - FY 2013 Revised Budget $ 2,500,000 $ - $ (2,500,000) $ (2,500,000) - $ - $ - $ 2,494,640 $ - $ 414,399 $ 414,399 - 2,909,039 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Agenda Item: Information and Communications Technology Other IT Non-Recurring RFR (Restitution, Fines and Reimbursement) Enhancement Project Non Recurring Other Non-Recurring Deferral Revenue Enhancement Pilot Project FY 2014 Adopted Budget Percent Change from Target Amount $ $ 2,494,640 414,399 $ 384 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 1,335,000 $ 1,335,000 FY 2013 Revised Budget $ 1,335,000 $ 1,335,000 FY 2014 Budget Target $ 1,335,000 $ 1,335,000 $ 3,521 $ 3,521 (21,821) $ (21,821) Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Structural Balance Structural Balance Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount (18,300) (18,300) $ 1,316,700 $ 1,316,700 -1.4% -1.4% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 29,067 $ 29,067 - $ 1,029,067 $ - $ (29,067) $ (29,067) (1,000,000) $ (1,000,000) - $ - $ - $ 521,836 $ 521,836 - $ 521,836 $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Image and Conversion of Inactive Records Pre-2002 (Imaged Document Activity) 1,000,000 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 385 521,836 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Court Document Retrieval Fund (205) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 1,713,435 $ 1,563,435 $ 1,563,435 $ 979,587 $ 537,601 Sources: Operating Total Sources: $ $ 1,344,769 1,344,769 $ $ 1,335,000 1,335,000 $ $ 1,335,000 1,335,000 $ $ 1,316,742 1,316,742 $ $ 1,316,700 1,316,700 $ 1,369,319 709,298 2,078,617 $ $ $ 1,293,741 464,987 1,758,728 $ $ 1,335,000 1,029,067 2,364,067 $ $ 1,335,000 1,000,000 2,335,000 $ 1,316,700 521,836 1,838,536 - $ - $ 23,001 $ - 563,435 563,435 $ $ 534,368 534,368 $ $ 537,601 537,601 $ $ 15,765 15,765 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (24,550) $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 979,587 979,587 $ $ Judicial Enhancement Fund (208) OPERATING FY 2013 Adopted Budget $ 1,000,000 $ 1,000,000 FY 2013 Revised Budget $ 1,000,000 $ 1,000,000 FY 2014 Budget Target $ 1,000,000 $ 1,000,000 $ 723 $ 723 (343,329) $ (343,329) - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Right-size spending due to decrease in qualifying expenditures for Judicial Enhancement FY 2014 Adopted Budget Percent Change from Target Amount $ $ (343,329) $ 386 657,394 $ -34.3% 1,000,000 0.0% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2012 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 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 1,921,296 $ 2,141,713 $ 2,141,713 $ 2,257,673 $ 2,432,461 $ 1,037,380 546,929 1,584,309 1,584,309 $ 1,000,000 521,600 1,521,600 1,521,600 $ 1,000,000 521,600 1,521,600 1,521,600 $ 986,597 495,423 1,482,020 1,482,020 $ 1,000,000 521,600 1,521,600 1,521,600 479,062 470,103 949,165 $ 1,000,000 521,600 1,521,600 $ $ $ $ $ 100,000 100,000 1,621,600 $ (9) $ $ $ $ $ Clerk of the Superior Court (160) Superior Court (800) Non-Recurring Total Uses: $ $ $ 298,758 298,758 1,247,923 Structural Balance $ 635,144 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,257,673 2,257,673 $ $ $ $ $ $ $ $ $ 1,000,000 521,600 1,521,600 $ $ $ $ 386,379 12,329 398,708 1,920,308 - $ - 2,041,713 2,041,713 $ $ 537,611 481,575 1,019,186 $ $ $ $ 277,668 10,378 288,046 1,307,232 $ $ 1,178,994 - $ 462,834 $ 342,606 $ - $ - $ - $ $ 1,743,005 1,743,005 $ $ 2,432,461 2,432,461 $ $ 2,775,067 2,775,067 Expenditures Revenue $ $ $ 657,394 521,600 1,178,994 Clerk of the Superior Court Grants Fund (216) OPERATING FY 2013 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Clerk of Superior Court Grant Reconciliation 1,389,716 $ 74,812 $ 74,812 74,812 74,812 $ 1,464,528 $ 1,464,528 $ (74,812) $ (74,812) $ 1,389,716 $ 1,389,716 $ 629 $ 629 - $ (317,691) $ (317,691) (317,062) (317,062) $ 1,072,654 $ -22.8% 1,072,654 -22.8% C-16-13-012-G-00 Agenda Item: C-16-13-012-G-00 FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 1,389,716 $ Agenda Item: FY 2013 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Clerk of Superior Court Grant Reconciliation $ (74,812) (74,812) Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 387 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Grants Fund (216) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED (2,900) $ FY 2013 REVISED (2,900) $ FY 2013 FORECAST Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 1,333,587 1,333,587 $ $ 1,389,716 1,389,716 $ $ 1,464,528 1,464,528 $ $ 1,048,504 1,048,504 $ $ 1,072,654 1,072,654 Uses: Operating Total Uses: $ $ 1,334,335 1,334,335 $ $ 1,389,716 1,389,716 $ $ 1,464,528 1,464,528 $ $ 1,048,504 1,048,504 $ $ 1,072,654 1,072,654 Structural Balance $ (748) $ - $ - $ - $ - Accounting Adjustments $ 1 - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ $ (3,647) (3,647) $ (2,900) (2,900) $ 388 (2,900) $ FY 2014 ADOPTED (2,900) (2,900) $ (3,647) (3,647) (3,647) $ $ (3,647) (3,647) (3,647) Maricopa County Annual Business Strategies FY 2014 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 2013 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Fill the Gap Plan 2,345,688 $ 422,666 $ 422,666 422,666 422,666 $ 2,768,354 $ 2,768,354 $ (422,666) $ (422,666) $ 2,345,688 $ $ 6,258 $ 6,258 (246,965) $ (246,965) C-80-13-008-2-00 Agenda Item: C-80-13-008-2-00 FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec 2,345,688 $ Agenda Item: FY 2013 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Fill the Gap Plan $ (422,666) (422,666) 2,345,688 Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount (240,707) (240,707) $ 2,104,981 $ 2,104,981 -10.3% -10.3% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 209,048 $ 209,048 - 209,048 $ - Adjustments: Agenda Item: Non Recurring Other Non-Recurring Assistance to Personnel Expenditures in the Operating Budget FY 2014 Adopted Budget Percent Change from Target Amount $ 209,048 $ 389 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Clerk of the Superior Court Fill the Gap Fund (218) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 362,342 $ 415,861 $ 415,861 $ 173,537 $ 414,190 Sources: Operating Total Sources: $ $ 1,941,713 1,941,713 $ $ 2,345,688 2,345,688 $ $ 2,768,354 2,768,354 $ $ 2,768,354 2,768,354 $ $ 2,104,981 2,104,981 $ $ $ $ 2,527,701 2,527,701 $ $ 2,768,354 2,768,354 $ $ 2,345,688 2,345,688 $ 2,104,981 209,048 2,314,029 Uses: Operating Non-Recurring Total Uses: $ 1,732,665 397,865 2,130,530 Structural Balance $ 209,048 $ - $ - $ 240,653 $ - Accounting Adjustments $ 12 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 173,537 173,537 $ $ 415,861 415,861 $ $ 415,861 415,861 $ $ 414,190 414,190 $ $ 205,142 205,142 390 Department Strategic Plans and Budgets Clerk of the Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Child Support Enhancement Fund (270) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ 89,000 FY 2013 Revised Budget $ - $ 89,000 FY 2014 Budget Target $ - $ 89,000 $ - $ - (400) (400) $ - $ 88,600 -0.4% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease in Interest Revenue Agenda Item: $ (400) FY 2014 Adopted Budget Percent Change from Target Amount Child Support Enhancement Fund (270) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 575,066 $ 623,501 $ 623,501 $ 649,888 $ 738,218 Sources: Operating Total Sources: $ $ 90,592 90,592 $ $ 89,000 89,000 $ $ 89,000 89,000 $ $ 88,330 88,330 $ $ 88,600 88,600 Uses: Non-Recurring Total Uses: $ 15,771 15,771 $ 100,000 100,000 $ 100,000 100,000 $ - $ - Structural Balance $ 90,592 $ 89,000 $ 89,000 $ 88,330 $ 88,600 Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 649,888 649,888 $ $ 612,501 612,501 $ $ 612,501 612,501 $ $ 738,218 738,218 $ $ 826,818 826,818 Expenditures Revenue Victim Location Fund (273) OPERATING FY 2013 Adopted Budget $ - $ 5,000 FY 2013 Revised Budget $ - $ 5,000 FY 2014 Budget Target $ - $ 5,000 $ - $ - (2,400) (2,400) $ - $ 2,600 -48.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease in Interest Revenue Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 391 (2,400) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Victim Location Fund (273) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 75,000 $ - FY 2013 Revised Budget $ 75,000 $ - $ (75,000) $ (75,000) - $ - $ - $ 68,000 $ 68,000 - $ 68,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Agenda Item: Non Recurring Other Non-Recurring Intergovernmental Agreement for Victim Location with the Maricopa County Attorney $ 68,000 FY 2014 Adopted Budget Percent Change from Target Amount Victim Location Fund (273) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 146,753 $ 104,571 $ 104,571 $ 113,044 $ 75,166 Sources: Operating Total Sources: $ $ 3,170 3,170 $ $ 5,000 5,000 $ $ 5,000 5,000 $ $ 2,316 2,316 $ $ 2,600 2,600 Uses: Non-Recurring Total Uses: $ 36,879 36,879 $ 75,000 75,000 $ 75,000 75,000 $ 40,194 40,194 $ 68,000 68,000 Structural Balance $ 3,170 $ 5,000 $ 5,000 $ 2,316 $ 2,600 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 113,044 113,044 $ $ 34,571 34,571 $ $ 34,571 34,571 $ $ 75,166 75,166 $ $ 9,766 9,766 392 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 3,000,000 $ 3,000,000 FY 2013 Revised Budget $ 3,000,000 $ 3,000,000 FY 2014 Budget Target $ 3,000,000 $ 3,000,000 $ 6,828 $ 6,828 (137,928) $ (137,928) (131,100) (131,100) $ 2,868,900 $ -4.4% 2,868,900 -4.4% $ (5,725) $ 5,725 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Other Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 2,868,900 $ 2,868,900 -4.4% -4.4% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 30,711 $ 30,711 - $ 2,730,711 $ - $ (30,711) $ (30,711) (2,700,000) $ (2,700,000) - $ - $ - $ 653,220 $ 653,220 - 653,220 $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Pre-2002 Inactive Case Imaging (Imaged Document Activity) 2,700,000 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 653,220 $ 393 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Clerk of the Superior Court Electronic Document Management System Fund (274) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 2,955,202 $ 3,085,824 $ 3,085,824 $ 2,855,077 $ 653,690 Sources: Operating Total Sources: $ $ 3,138,246 3,138,246 $ $ 3,000,000 3,000,000 $ $ 3,000,000 3,000,000 $ $ 2,868,957 2,868,957 $ $ 2,868,900 2,868,900 $ 3,159,976 78,393 3,238,369 $ $ $ 2,575,726 2,494,618 5,070,344 $ $ 3,000,000 2,730,711 5,730,711 $ $ 3,000,000 2,700,000 5,700,000 $ 2,868,900 653,220 3,522,120 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ (21,730) $ - $ - $ 293,231 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 385,824 385,824 $ $ 355,113 355,113 $ $ 653,690 653,690 $ $ 470 470 2,855,077 2,855,077 $ $ 394 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2014 Adopted Budget Constables Analysis by Jacqueline M. Edwards, Senior 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: The Department has encountered difficulties obtaining the data to measure their success in reaching this goal. This goal will be updated during the FY 2015 strategic plan process. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 1,456,577 $ 1,456,577 $ 1,515,522 $ 1,515,522 $ 1,535,958 $ 1,535,958 $ 1,569,735 $ 1,569,735 $ 1,515,522 $ 1,515,522 $ (20,436) (20,436) -1.3% -1.3% TOTAL PROGRAMS $ 1,456,577 $ 1,515,522 $ 1,535,958 $ 1,569,735 $ 1,515,522 $ (20,436) -1.3% USES SERV - SERVICE OF PROCESS 25PS - SERVICE OF PROCESS $ $ 2,657,790 $ 2,657,790 $ 2,716,879 $ 2,716,879 $ 2,737,315 $ 2,737,315 $ 2,649,381 $ 2,649,381 $ 2,754,767 $ 2,754,767 $ (17,452) (17,452) -0.6% -0.6% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 15,132 $ 15,132 $ 21,602 $ 21,602 $ 21,602 $ 21,602 $ 21,595 $ 21,595 $ 23,321 $ (28,442) (5,121) $ (1,719) 28,442 26,723 -8.0% N/A 123.7% TOTAL PROGRAMS $ 2,672,922 $ 2,738,481 $ 2,758,917 $ 2,670,976 $ 2,749,646 $ 395 9,271 0.3% Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category FY 2012 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ SUBTOTAL $ 14,550 14,550 $ $ - $ $ 20,227 20,227 $ $ - $ $ - $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 1,441,823 1,441,823 $ $ 1,515,522 1,515,522 $ $ 1,515,522 1,515,522 $ $ 1,569,526 1,569,526 $ $ 1,515,522 1,515,522 $ $ $ SUBTOTAL $ 204 204 $ $ - $ $ 209 209 $ $ 209 209 $ $ - $ $ ALL REVENUES $ 1,456,577 $ 1,515,522 $ 1,535,958 $ 1,569,735 $ 1,515,522 $ (20,436) -1.3% TOTAL SOURCES $ PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 1,456,577 $ 1,515,522 $ 1,535,958 $ 1,569,735 $ 1,515,522 $ (20,436) -1.3% 6,957 (74,333) (67,376) 0.4% N/A -9.4% N/A N/A N/A -2.7% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE (20,227) -100.0% (20,227) -100.0% - 0.0% 0.0% (209) -100.0% (209) -100.0% 1,744,529 $ 737,470 (44,469) 44,469 2,481,999 $ 1,711,065 $ 783,394 2,494,459 $ 1,705,543 $ 788,694 2,494,237 $ 1,689,723 $ 1,840 771,074 400 2,463,037 $ 1,698,586 $ 863,027 2,561,613 $ 21,428 $ 68,265 89,693 $ 10,060 $ 78,300 13,200 101,560 $ 30,496 $ 78,300 13,200 121,996 $ 7,620 $ 69,053 1,966 78,639 $ 9,000 $ 75,000 84,000 $ 21,496 3,300 13,200 37,996 70.5% 4.2% 100.0% 31.1% $ 3,969 $ 87,088 3,181 6,976 16 101,230 $ 4,065 $ 350 94,831 2,952 12,144 120 114,462 $ 4,287 $ 350 94,831 2,952 12,144 120 114,684 $ 4,043 $ 98,672 2,526 10,006 53 115,300 $ 4,065 $ 350 88,398 2,100 9,000 120 104,033 $ 222 6,433 852 3,144 10,651 5.2% 0.0% 6.8% 28.9% 25.9% 0.0% 9.3% $ $ - $ - $ 28,000 $ 28,000 $ 28,000 $ 28,000 $ 14,000 $ 14,000 $ - $ - $ 28,000 28,000 100.0% 100.0% ALL EXPENDITURES $ 2,672,922 $ 2,738,481 $ 2,758,917 $ 2,670,976 $ 2,749,646 $ 9,271 0.3% TOTAL USES $ 2,672,922 $ 2,738,481 $ 2,758,917 $ 2,670,976 $ 2,749,646 $ 9,271 0.3% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2012 ACTUAL $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING 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 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 1,456,577 $ 1,456,577 $ 1,515,522 $ 1,515,522 $ 1,515,522 $ 20,436 1,535,958 $ 1,569,526 $ 209 1,569,735 $ 1,515,522 $ 1,515,522 $ 0.0% (20,436) -100.0% (20,436) -1.3% 1,456,577 $ - $ 1,456,577 $ 1,515,522 $ - $ 1,515,522 $ 1,515,522 $ 20,436 $ 1,535,958 $ 1,569,526 $ 209 $ 1,569,735 $ 1,515,522 $ - $ 1,515,522 $ 0.0% (20,436) -100.0% (20,436) -1.3% 2,427,313 $ 245,609 2,672,922 $ 2,696,281 $ 42,200 2,738,481 $ 2,696,281 $ 62,636 2,758,917 $ 2,656,976 $ 14,000 2,670,976 $ 2,749,646 $ 2,749,646 $ (53,365) 62,636 9,271 -2.0% 100.0% 0.3% 2,427,313 $ 245,609 $ 2,672,922 $ 2,696,281 $ 42,200 $ 2,738,481 $ 2,696,281 $ 62,636 $ 2,758,917 $ 2,656,976 $ 14,000 $ 2,670,976 $ 2,749,646 $ - $ 2,749,646 $ (53,365) 62,636 9,271 -2.0% 100.0% 0.3% 396 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Constables Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY SERVICE OF PROCESS SERVICE OF PROCESS PROGRAM TOTAL DEPARTMENT TOTAL 35.00 35.00 35.00 36.00 36.00 36.00 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 36.00 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Deputy Constable Elected Legal Order Server Office Assistant Specialized Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 8.00 8.00 8.00 0.0% 25.00 26.00 26.00 26.00 26.00 0.0% 8.00 8.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 35.00 36.00 36.00 36.00 36.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 35.00 36.00 36.00 36.00 36.00 0.0% 35.00 36.00 36.00 36.00 36.00 0.0% 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 2012 ACTUAL N/A N/A FY 2013 FY 2013 REVISED FORECAST 37.5% 31.9% 46.7% 33.1% FY 2014 ADOPTED 37.5% 46.7% REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% Activities that comprise this program include:  Service of Process Service of Process Activity The purpose of the Service of Process Activity is to provide timely, professional service of court process to the public and governmental agencies so they can proceed with litigation. Mandates: A.R.S. §22-131 establishes the Constables’ duty to execute, serve and return all processes and notices directed or delivered to them by the Justice of the Peace of their Maricopa County precinct. 397 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL N/A N/A FY 2013 FY 2013 REVISED FORECAST 37.5% 31.9% 46.7% 33.1% 9,596 N/A N/A 9,596 N/A 17,600 412,900 800 17,600 860,000 N/A N/A $ 160,000 6.63 FY 2014 ADOPTED 37.5% 46.7% 21,700 537,440 843 21,700 1,102,084 $ 696 4.93 REV VS ADOPTED VAR % 0.0% 0.0% 0.0% 0.0% 17,600 412,900 800 17,600 860,000 $ - 0.0% 0.0% 0.0% 0.0% 0.0% 160,000 6.67 $ (0.09) 0.0% -1.4% 100 - GENERAL TOTAL SOURCES $ 1,456,577 $ 1,456,577 $ 1,535,958 $ 1,535,958 $ 1,569,735 $ 1,569,735 $ 1,515,522 $ 1,515,522 $ $ (20,436) (20,436) -1.3% -1.3% 100 - GENERAL TOTAL USES $ 2,657,790 $ 2,657,790 $ 2,737,315 $ 2,737,315 $ 2,649,381 $ 2,649,381 $ 2,754,767 $ 2,754,767 $ $ (17,452) (17,452) -0.6% -0.6% Expenditure 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. FY 2014 revenue and demand are budgeted slightly below the FY 2013 Forecast levels as these outputs and demands are expected to stabilize and decrease as the economy continues to improve. Target Adjustments: General Fund (100)  Increase Salary and Benefits by $34,566 to annualize the Constable position associated with the creation of a new Constable Precinct that began operation in January 1, 2013. Base Adjustments: General Fund (100)  Increase Regular Benefits by $73,041 for the impact of changes in retirement contribution rates.  Decrease supplies, fuel, training, and postage based FY 2012 Actuals and FY 2013 forecasted expenditures.  Decrease Internal Service charges by $10,354 for lower than anticipated telecommunication and vehicle repair costs.  Decrease Salaries and Benefits of Constables by $9,809 to adjust for the number of pay periods in the fiscal year so the Constables receive their Arizona Revised Statute set salaries in a calendar year.  Increase personnel savings by $28,442 based on the Chairman’s Office request.  Increase Other Benefits and Internal Services Charges by $1,719 for the impact of the changes in Risk Management charges. 398 Department Strategic Plans and Budgets Constables Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 2,696,281 $ 1,515,522 FY 2013 Revised Budget $ 2,696,281 $ 1,515,522 $ 34,566 $ 34,566 - $ 2,730,847 $ 1,515,522 $ 73,041 $ 73,041 (27,519) $ (27,519) - $ (28,442) $ (28,442) - $ 2,747,927 $ 0.6% 1,515,522 0.0% $ 1,719 $ 1,719 - $ 2,749,646 $ 0.7% 1,515,522 0.0% Adjustments: Other Mandates New Justice Precincts Agenda Item: FY 2014 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Right-size Supplies and Services Right-size Constables' Salaries & Benefits to adjust for pay periods in fiscal year Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Tentative Budget $ $ (17,710) (9,809) Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 399 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Correctional Health Services Analysis by Jacqueline M. Edwards, Senior Management and Budget Analyst Summary Mission The mission of the Correctional Health Services Department is to provide cost effective, medically necessary, integrated health care services to patients in the County jails so they can process through the judicial process. Vision Correctional Health Services will be a nationally recognized leader in providing correctional health services in a work environment that fosters employee pride and dedication. Strategic Goals Public Health By June 30, 2016, the employee turnover rate for direct patient care will be no greater than 12%, which will benefit client care. Status: As of Jan 31, 2013, the Department has a 6.4% direct patient care vacancy rate. Department Specific By June 30, 2015, 90% of patients will have their medications within 72 hours of booking, as a result of electronic patient health records. Status: The Department is currently in the mid-stages of implementing an electronic medical records system that will hold patient health records. Implementation is expected to go live by end of calendar year 2013, and complete implementation and functionality is expected to occur by June 30, 2014. Public Health By June 30, 2016, 80% of patients will receive specialty or hospital care within the provider-requested timeframe. Status: This is a new goal for the Department in FY 2014. 400 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % CLSP - CLINICAL SUPPORT 26SS - CORRECTIONAL HEALTH SUPP SVCS $ $ 54,491 $ 54,491 $ 56,500 $ 56,500 $ 56,500 $ 56,500 $ 58,134 $ 58,134 $ 56,500 $ 56,500 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 4,166 $ 4,166 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 58,657 $ 56,500 $ 56,500 $ 58,134 $ 56,500 $ - 0.0% $ 6,090,338 $ 6,504,433 12,594,771 $ 5,234,411 $ 6,835,547 12,069,958 $ 5,269,469 $ 6,749,816 12,019,285 $ 6,470,312 $ 6,725,207 13,195,519 $ 5,679,203 $ 6,796,454 12,475,657 $ (409,734) (46,638) (456,372) -7.8% -0.7% -3.8% 2,840,299 $ 29,967,927 1,205,730 34,013,956 $ 2,842,343 $ 31,139,610 1,017,097 34,999,050 $ 2,800,918 $ 30,345,284 994,593 34,140,795 $ 3,082,372 $ 31,389,594 1,060,617 35,532,583 $ (240,029) (249,984) (43,520) (533,533) -8.4% -0.8% -4.3% -1.5% 7.9% 7.9% 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 $ $ 2,739,202 $ 30,089,142 820,914 33,649,258 $ CLSP - CLINICAL SUPPORT 26SS - CORRECTIONAL HEALTH SUPP SVCS $ $ 3,383,859 $ 3,383,859 $ 3,821,222 $ 3,821,222 $ 3,776,013 $ 3,776,013 $ 3,689,708 $ 3,689,708 $ 3,479,555 $ 3,479,555 $ 296,458 296,458 CURE - CUSTODY RESTORATION AND EVAL EVAL - ADULT COMPETENCY EVALUATIONS JVAL - JUVENILE COMPETENCY EVALUATION 80RE - RESTORATION TO COMPETENCY $ 1,581,749 $ 1,279,245 185,465 3,046,459 $ 1,630,521 $ 1,282,167 145,549 3,058,237 $ 1,557,094 $ 1,355,594 145,549 3,058,237 $ 1,411,263 $ 1,463,294 185,147 3,059,704 $ 1,467,580 $ 1,511,463 155,387 3,134,430 $ 89,514 (155,869) (9,838) (76,193) 5.7% -11.5% -6.8% -2.5% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 109,196 $ 384,339 396,783 726,106 59,277 1,675,701 $ 100,937 $ 445,401 386,832 665,559 54,231 1,652,960 $ 100,937 $ 458,548 386,832 674,213 54,231 1,674,761 $ 100,761 $ 347,129 392,636 607,231 61,699 1,509,456 $ 103,266 $ 398,520 397,580 372,290 55,270 1,326,926 $ (2,329) 60,028 (10,748) 301,923 (1,039) 347,835 -2.3% 13.1% -2.8% 44.8% -1.9% 20.8% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ 1,510,704 $ 1,510,704 $ 1,130,477 $ 1,130,477 $ 1,130,477 $ 1,130,477 $ 1,093,950 $ 1,093,950 $ 2,567,522 $ (417,268) 2,150,254 $ (1,437,045) 417,268 (1,019,777) -127.1% N/A -90.2% $ 344,210 $ 345,298 689,508 $ 378,162 $ 852,355 1,230,517 $ 371,464 $ 852,355 1,223,819 $ 440,596 $ 528,523 969,119 $ 192,008 $ (9,732) 182,276 $ 179,456 862,087 1,041,543 48.3% 101.1% 85.1% TOTAL PROGRAMS $ 56,550,260 $ 56,977,327 $ 57,881,642 $ 57,658,251 $ 58,281,681 $ BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ (400,039) -0.7% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 50,000 50,000 $ $ 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 $ 8,657 8,657 $ $ 6,500 6,500 $ $ 6,500 6,500 $ $ 8,134 8,134 $ $ 6,500 6,500 $ $ - 0.0% 0.0% ALL REVENUES $ 58,657 $ 56,500 $ 56,500 $ 58,134 $ 56,500 $ - 0.0% TOTAL SOURCES $ 58,657 $ 56,500 $ 56,500 $ 58,134 $ 56,500 $ - 0.0% 401 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 25,215,136 $ 867,953 8,576,674 440,819 (100,666) 1,121,231 36,121,147 $ 25,950,502 $ 1,061,244 9,051,419 653,875 (749,149) 2,078,248 38,046,139 $ 26,530,366 $ 1,061,244 9,250,905 650,296 (749,149) 2,078,248 38,821,910 $ 25,860,930 $ 965,645 9,022,488 694,983 (378,138) 1,575,438 37,741,346 $ 26,035,456 $ 906,384 9,320,287 430,878 (119,228) 743,840 37,317,617 $ 494,910 154,860 (69,382) 219,418 (629,921) 1,334,408 1,504,293 1.9% 14.6% -0.8% 33.7% -84.1% 64.2% 3.9% SUBTOTAL $ 115,822 $ 4,781,244 10,196 72,382 25,223 5,004,867 $ 114,046 $ 4,300,000 10,800 18,429 181,150 4,624,425 $ 114,046 $ 4,300,000 10,800 18,429 181,150 4,624,425 $ 104,201 $ 5,258,834 10,774 13,734 5,387,543 $ 98,580 $ 5,269,879 11,472 3,204 63,689 5,446,824 $ 15,466 (969,879) (672) 15,225 117,461 (822,399) 13.6% -22.6% -6.2% 82.6% 64.8% -17.8% SERVICES 0810 - LEGAL SERVICES $ 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ ALL EXPENDITURES $ 1,457,741 $ 11,962,682 209,759 104,207 54,890 1,574,948 22,977 11,697 6,303 19,042 15,424,246 $ 56,550,260 $ 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 $ 56,977,327 $ 1,400,636 $ 11,622,116 205,875 107,965 99,474 916,402 17,860 39,000 6,126 19,853 14,435,307 $ 57,881,642 $ 1,445,152 $ 11,589,185 335,026 104,164 53,369 922,886 33,171 23,309 5,391 17,709 14,529,362 $ 57,658,251 $ 1,451,636 $ 11,242,209 97,224 104,712 48,870 2,512,113 24,485 14,175 5,112 16,704 15,517,240 $ 58,281,681 $ TOTAL USES $ 56,550,260 $ 56,977,327 $ 57,881,642 $ 57,658,251 $ 58,281,681 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ (51,000) -3.6% 379,907 3.3% 108,651 52.8% 3,253 3.0% 50,604 50.9% (1,595,711) -174.1% (6,625) -37.1% 24,825 63.7% 1,014 16.6% 3,149 15.9% (1,081,933) -7.5% (400,039) -0.7% (400,039) -0.7% Sources and Uses by Fund and Function FY 2012 FUND / FUNCTION CLASS ACTUAL 292 CORRECTIONAL HEALTH GRANT OPERATING $ 50,000 50,000 FUND TOTAL SOURCES $ 255 DETENTION OPERATIONS OPERATING $ 8,657 8,657 FUND TOTAL SOURCES $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ - 0.0% 0.0% $ $ 6,500 $ 6,500 $ 6,500 $ 6,500 $ 8,134 $ 8,134 $ 6,500 $ 6,500 $ - 0.0% 0.0% 58,657 $ 58,657 $ 56,500 $ 56,500 $ 56,500 $ 56,500 $ 58,134 $ 58,134 $ 56,500 $ 56,500 $ - 0.0% 0.0% 3,050,083 $ 3,050,083 $ 3,060,790 $ 3,060,790 $ 3,060,790 $ 3,060,790 $ 3,060,766 $ 3,060,766 $ 3,123,860 $ 3,123,860 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 100 GENERAL OPERATING $ FUND TOTAL USES $ 292 CORRECTIONAL HEALTH GRANT OPERATING $ FUND TOTAL USES $ 255 DETENTION OPERATIONS OPERATING $ NON-RECURRING FUND TOTAL USES $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 53,106,986 $ 343,191 53,450,177 $ 53,082,654 $ 783,883 53,866,537 $ 53,986,969 $ 783,883 54,770,852 $ 53,986,378 $ 561,107 54,547,485 $ 54,801,713 $ 306,108 55,107,821 $ (814,744) 477,775 (336,969) -1.5% 60.9% -0.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 56,207,069 $ 343,191 $ 56,550,260 $ 56,193,444 $ 783,883 $ 56,977,327 $ 57,097,759 $ 783,883 $ 57,881,642 $ 57,097,144 $ 561,107 $ 57,658,251 $ 57,975,573 $ 306,108 $ 58,281,681 $ (877,814) 477,775 (400,039) -1.5% 60.9% -0.7% 402 (63,070) (63,070) - -2.1% -2.1% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services 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 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.20 5.20 5.70 5.00 1.00 18.10 1.20 3.10 6.70 5.00 1.00 17.00 1.20 3.10 6.70 5.00 1.00 17.00 1.20 3.10 5.70 5.00 1.00 16.00 1.20 3.10 5.70 5.00 1.00 16.00 (1.00) (1.00) 0.0% 0.0% (14.9%) 0.0% 0.0% (5.9%) 51.10 51.10 55.20 55.20 54.20 54.20 55.20 55.20 53.20 53.20 (1.00) (1.00) (1.8%) (1.8%) 3.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - 0.0% 0.0% 20.80 55.40 76.20 18.98 59.78 78.75 17.98 59.78 77.75 17.98 59.78 77.75 17.98 58.78 76.75 (1.00) (1.00) 0.0% (1.7%) (1.3%) 29.30 261.05 7.75 298.10 30.60 262.50 11.70 304.80 32.30 274.90 10.10 317.30 32.20 275.50 10.10 317.80 33.40 269.50 9.90 312.80 1.10 (5.40) (.20) (4.50) 3.4% (2.0%) (2.0%) (1.4%) 4.00 12.00 16.00 462.50 4.00 12.00 16.00 473.75 5.00 11.00 16.00 484.25 5.00 11.00 16.00 484.75 5.00 11.00 16.00 476.75 (7.50) 0.0% 0.0% 0.0% (1.5%) 403 Maricopa County Annual Business Strategies FY 2014 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 Dental Assistant Dentist Deputy Director Director - Correctional Health Executive Assistant 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 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 and 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 REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 8.00 8.00 8.00 8.00 0.0% 1.00 N/A 1.00 1.00 (1.00) (100.0%) 1.00 N/A 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 1.50 1.50 1.50 1.50 1.50 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% 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% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 2.00 3.00 2.00 2.00 2.00 0.0% 1.00 N/A 1.00 N/A 1.00 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 57.00 61.75 67.75 66.75 66.75 (1.00) (1.5%) 2.00 2.00 2.00 2.00 2.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 65.00 65.50 67.50 68.50 68.50 1.00 1.5% 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 0.0% 35.50 37.00 38.00 38.00 39.00 1.00 2.6% 4.00 4.00 5.00 5.00 6.00 1.00 20.0% 93.00 99.50 100.50 101.50 100.50 0.0% 3.00 1.00 N/A 13.00 16.00 16.00 16.00 16.00 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 N/A 3.00 2.00 2.00 2.00 2.00 0.0% 11.00 10.00 10.00 10.00 10.00 0.0% 83.00 78.00 78.00 79.00 69.00 (9.00) (11.5%) 5.00 5.00 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 10.00 11.00 11.00 11.00 11.00 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% 11.00 12.00 12.50 12.00 12.00 (.50) (4.0%) 10.00 10.00 10.00 10.00 10.00 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% 8.00 9.00 9.00 9.00 10.00 1.00 11.1% 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% 462.50 473.75 484.25 484.75 476.75 (7.50) (1.5% ) 404 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 16.00 16.00 16.00 16.00 16.00 0.0% 446.50 457.75 468.25 468.75 460.75 (7.50) (1.6%) 462.50 473.75 484.25 484.75 476.75 (7.50) (1.5% ) Significant Variance Analysis The Department has increased their staff by a net of one position to meet increasing needs in two areas. The Social Worker position will work as a Discharge Planner to assist patients in their community re-entry, as recommended by the National Commission on Correctional Health Care. The Mental Health Professional position will meet the increased demand in patient mental health assessments at their initial time of entry into the County jail, which will allow for necessary mental health treatments to be determined and implemented more quickly. General Adjustments Base Adjustments: General Fund (100)  Increase Benefits by $4,065 for the impact of changes in retirement contribution rates.  Increase Benefits by $6,982 to fully fund the Unemployment and Workers’ Compensation allocation for General Fund staff positions.  Increase salaries and benefits expenditures by $12,935 to allow for the hiring of vacant positions at the maximum rate to increase market competitiveness.  Decrease Other Benefits and Internal Services Charges by $5,379 for the impact of the changes in Risk Management charges.  Increase personnel savings by $14,726 based on the Chairman’s Office request. Detention Fund (255) Operating  Increase Benefits by $110,729 for the impact of changes in retirement contribution rates.  Reduce Personal Services by $263,702 due to a decrease of $0.3933 in the average pay rate for personnel resulting from employee turnover.  Reduce Overtime Salaries and Benefits expenditures by $75,111 based on the FY 2013 Forecast.  Decrease Salary and Benefits Savings by $260,274 based on prior years’ actuals and FY 2013 Forecast. This results in changing the budgeted personnel savings rate from 9.53% in FY 2013 to 8.63% in FY 2014.  Decrease Non-Capital Equipment by $11,796 as the computer replacement process with be managed by the Office of Enterprise Technology.  Reduce of Legal Services, Other Services, Rent, Travel, Education, Postage, and Utilities by a net amount of $36,996 based on FY 2013 forecasted expenditures.  Decrease Repairs and Maintenance by $42,388 to right-size expenditures based on the FY 2012 Actuals and the FY 2013 Forecast.  Right-size Health Care Services and Supplies by a net decrease of $62,683 based on the FY 2013 Forecast. This adjustment also reflects a correction to the recording of laboratory costs transferred from the Public Health Department.  Increase Other Benefits and Internal Services Charges by $1,439,206 for the impact of the changes in Risk Management charges.  Increase personnel savings by $402,542 based on the Chairman’s Office request. 405 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget  Decrease expenditures by $1,008,099 as a result of reallocating funds for Information Technology operations to Non Departmental. Detention Fund (255) Non Recurring Non Project  Carry forward $306,108 in one-time funding for the conversion of patient medical records from paper files to the electronic medical records system. Programs and Activities Inpatient Program The purpose of the Inpatient Program is to provide medically necessary mental health and medical services to patients housed in the inpatient units so they can return to lower levels of treatment. Mandates: Arizona Constitution, Article 12, Sections 3 and 4, and its implementation in A.R.S. §11441, require the county sheriff to take charge and keep the county jail. The U.S. Supreme Court in 1976, Estelle v Gamble, 429 U.S. 97, 97 S. Ct 285 (1976), established that prisoners have a right to be free from “deliberate indifference to their serious health care needs”, setting the basic standard for the county to provide ‘medically necessary’ health care for serious medical needs. Two Arizona class actions also mandate provision of specific health and mental health services to inmates: Hart v. Hill (U.S. District Court of Arizona, CIV1977-00479 PHX EHC) and Arnold v. Sarn (Maricopa County Superior Court CV000-432355). Arnold v Sarn mandates the county with regard to services for seriously mentally ill inmates. Program Results Measure Description Percent of patients discharged within 16 calendar days Percent of patients discharged within 25 calendar days FY 2012 ACTUAL 85.5% FY 2013 FY 2013 REVISED FORECAST 86.0% 86.0% 86.9% 86.1% Activities that comprise this program include:  Inpatient Medical FY 2014 ADOPTED 86.3% 88.9%  REV VS ADOPTED VAR % 0.3% 0.4% 92.1% 6.0% 7.0% Inpatient Mental Health Inpatient Medical Activity The purpose of the Inpatient Medical Activity is to provide medically necessary services to patients admitted to an inpatient setting so they can return to lower levels of treatment. Measure Type Result Output Output Demand Efficiency Expenditure Measure Description Percent of patients discharged within 16 calendar days Number of bed days received Number of patients discharged Number of patients referred to an inpatient medical setting Cost per bed day received FY 2012 ACTUAL 85.5% $ 255 - DETENTION OPERATIONS TOTAL USES $ 6,090,338 $ 6,090,338 FY 2013 FY 2013 REVISED FORECAST 86.0% 86.0% 19,033 1,244 1,252 18,402 1,155 1,171 319.99 $ 286.35 $ 5,269,469 $ 5,269,469 406 FY 2014 ADOPTED 86.3% 15,756 986 993 $ 410.66 $ 6,470,312 $ 6,470,312 REV VS ADOPTED VAR % 0.3% 0.4% 19,663 1,226 1,226 $ 1,261 71 55 6.9% 6.1% 4.7% 288.83 $ (2.47) -0.9% $ 5,679,203 $ 5,679,203 $ $ (409,734) (409,734) -7.8% -7.8% Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: To meet the 4.7% rise in the number of patients referred to an inpatient medical setting in FY 2014 as well as ensure the necessary 24 hours a day, 7 days a week medical staff coverage, the Department is utilizing additional temporary registry staff. This increased usage of registry staff is in direct correlation to the Department’s inability to attract experienced healthcare staff. The Department’s inability to hire and retain the necessary experienced healthcare staff is believed to be the result of a pay structure that is not competitive with the private sector. Base Adjustments: Detention Fund (255)  Increase Medical Supplies by $275,616 for the rise of pharmaceutical costs based on previous years’ actual expenditures and the forecast of FY 2013.  Increase Health Care Services by $415,675 to right-size expenditures based on the FY 2013 Forecast and the FY 2012 actual expenditures. Inpatient Mental Health Activity The purpose of the Inpatient Mental Health Activity is to provide medically necessary mental health services to patients with mental illness housed in the psychiatric units so they can return to lower levels of treatment. Measure Type Result Output Output Demand Efficiency Expenditure Measure Description Percent of patients discharged within 25 calendar days Number of mental health bed days received Number of patients discharged Number of patients referred to an inpatient mental health setting Cost per mental health bed days received FY 2012 ACTUAL 86.9% $ 255 - DETENTION OPERATIONS TOTAL USES $ 6,504,433 $ 6,504,433 FY 2013 FY 2013 REVISED FORECAST 86.1% 88.9% 46,160 3,247 3,258 47,791 3,218 3,225 140.91 $ 141.24 $ 6,749,816 $ 6,749,816 37,763 2,711 2,701 $ 178.09 $ 6,725,207 $ 6,725,207 REV VS ADOPTED VAR % 6.0% 7.0% FY 2014 ADOPTED 92.1% 43,495 3,331 3,302 $ (4,296) 113 77 -9.0% 3.5% 2.4% 156.26 $ (15.02) -10.6% $ 6,796,454 $ 6,796,454 $ $ (46,638) (46,638) -0.7% -0.7% Activity Narrative: The demand for inpatient mental health services has continued to increase over the last two fiscal years due to service reductions by the State mental health provider (Magellan) and the State budget cuts eliminating AHCCCS coverage for childless adults. However, with the additional mental health staff added in FY 2012, the Department has continued to improve results. Even though demand is expected to increase again in FY 2014, the Department will be capable of providing more individualized support and treatment resulting in a shorter stay for patients in the psychiatric unit. Outpatient Program The purpose of the Outpatient Program is to provide medical, mental health, and dental services to patients booked into county jails so they can maintain their health. Mandates: Arizona Constitution, Article 12, Sections 3 and 4, and its implementation in A.R.S. §11441, require the county sheriff to take charge and keep the county jail. The U.S. Supreme Court in 1976, Estelle v Gamble, 429 U.S. 97, 97 S. Ct 285 (1976), established that prisoners have a right to be free from “deliberate indifference to their serious health care needs”, setting the basic standard for the 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. 407 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 99.5% 83.2% 96.8% FY 2013 FY 2013 REVISED FORECAST 99.6% 99.5% 84.3% 83.1% 96.0% 96.5% FY 2014 ADOPTED 99.4% 81.8% 97.2% REV VS ADOPTED VAR % -0.2% -0.2% -2.5% -2.9% 1.2% 1.2% 93.9% 92.3% 92.7% 93.2% 0.9% 1.0% 99.5% 100.0% 100.0% 99.4% -0.6% -0.6% Activities that comprise this program include:  Outpatient Treatment and Evaluation  Pre-Booking Health Screening  Initial Health Assessment Outpatient Treatment and Evaluation Activity The purpose of the Outpatient Treatment and Evaluation Activity is to provide medically necessary medical, mental health, and dental services to patients booked into county jails so they can maintain their health. Measure Type Result Result Result Output Output Output Output Output Output Demand Demand Demand Efficiency Expenditure Measure Description Percent of patients triaged within 24 hours Percent of scheduled appointments kept Percent of prescriptions written that are given within three days Number of health service requests triaged Number of health service requests triaged within 24 hours Number of appointments kept Number of health service requests Number of prescription orders written Number of appointments scheduled Number of health service requests Number of scheduled appointments Number of outpatient prescription orders written Cost per appointment kept FY 2012 ACTUAL 99.5% 83.2% 96.8% $ 255 - DETENTION OPERATIONS TOTAL USES $ 30,089,142 $ 30,089,142 FY 2013 FY 2013 REVISED FORECAST 99.6% 99.5% 84.3% 83.1% 96.0% 96.5% REV VS ADOPTED VAR % (0.2%) -0.2% (2.5%) -2.9% 1.2% 1.2% FY 2014 ADOPTED 99.4% 81.8% 97.2% 94,789 94,271 89,564 89,203 80,974 80,544 106,001 105,324 16,437 16,121 18.4% 18.1% 392,169 94,789 227,332 471,228 94,789 471,228 227,332 417,027 89,564 188,908 494,642 89,564 494,642 188,908 333,278 80,974 225,834 401,044 80,974 401,044 225,834 383,096 106,001 355,680 468,066 106,001 468,067 355,680 (33,931) 16,437 166,772 (26,576) 16,437 (26,575) 166,772 -8.1% 18.4% 88.3% -5.4% 18.4% -5.4% 88.3% 76.72 $ 74.67 $ 31,139,610 $ 31,139,610 $ 91.05 $ 30,345,284 $ 30,345,284 $ 81.94 $ (7.25) -9.7% $ 31,389,594 $ 31,389,594 $ $ (249,984) (249,984) -0.8% -0.8% Activity Narrative: The Department has been able to reduce Health Care Services usage by increasing their staff efficiency through adjusting schedules and using on-call staff. However, the overall efficiency for this activity is decreasing in FY 2014 due to the substantial increase in the cost of medications and the increased need for high-priced psychotropic drugs. The Department is currently exploring various options to decrease their pharmaceutical costs, including partnering with the Public Health Department pharmacy, robotic medication dispensing, and alternate pharmaceutical suppliers. Base Adjustments: Detention Fund (255)  Increase of $649,925 for the rise of pharmaceutical costs, especially for psychotropic medications.  Decrease Health Care Services by $593,110 to right-size expenditures based on the FY 2013 Forecast.  Increase Salaries and Benefits by $71,157 to fully fund a Social Worker position. 408 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Pre-Booking Health Screening Activity The purpose of the Pre-Booking Health Screening activity is to provide health screening services to arrestees brought to county jails or remote sites so they can have their emergent and urgent health care needs identified before booking. Measure Type Result Output Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of screened inmates booked 99.5% 100.0% 100.0% 99.4% (0.6%) -0.6% Number screenings completed and inmate 101,050 101,188 85,171 104,609 3,421 3.4% subsequently booked Number of inmates screened 101,595 101,188 85,171 105,216 4,028 4.0% Number of inmates presented at booking sites 101,595 101,764 85,663 105,221 3,457 3.4% Expenditure of screenings completed and $ 8.12 $ 10.05 $ 11.68 $ 10.14 $ (0.09) -0.9% inmate subsequently booked Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ 820,914 820,914 $ 1,017,097 $ 1,017,097 $ $ 994,593 994,593 $ 1,060,617 $ 1,060,617 $ $ (43,520) (43,520) -4.3% -4.3% Activity Narrative: The anticipated rise in demand is a result of the expected increase in law enforcement activity throughout communities in the County. The Department will meet this demand by utilizing registry services to supplement their own staff needs. Initial Health Assessment Activity The purpose of the Initial Health Assessment Activity is to provide medical, dental, and mental health needs assessments to patients booked into county jails so they can receive necessary care. Measure Type Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of initial health assessments completed within 14 calendar days Number of initial health assessments completed within 14 days Number of initial health assessments completed Number of initial health assessments required Number of initial health assessments required Cost per initial health assessment completed FY 2012 ACTUAL 93.9% $ 255 - DETENTION OPERATIONS TOTAL USES $ 2,739,202 $ 2,739,202 FY 2013 FY 2013 REVISED FORECAST 92.3% 92.7% REV VS ADOPTED VAR % 0.9% 1.0% FY 2014 ADOPTED 93.2% 23,306 22,558 17,572 24,912 2,354 10.4% 24,233 24,185 18,585 25,944 1,759 7.3% 24,824 24,824 113.04 24,431 24,431 117.53 18,946 18,946 150.71 26,724 26,724 118.81 $ 2,293 2,293 (1.45) 9.4% 9.4% -1.2% $ 3,082,372 $ 3,082,372 $ $ (240,029) (240,029) -8.4% -8.4% $ $ 2,842,343 $ 2,842,343 $ $ 2,800,918 $ 2,800,918 $ Activity Narrative: The demand for initial health assessments is expected to increase by 9.4% in FY 2014 consistent with the anticipated increase in jail bookings. To meet this demand, increase the number of health assessments completed within fourteen days, and respond to the increasing mental health needs of the individuals booked into jail, the Department is adding a Mental Health Professional position and also expects to increase their use of registry services, which provides additional temporary healthcare staff as needed. Base Adjustments: Detention Fund (255)  Increase Salaries and Benefits by $88,589 to fully fund a Mental Health Professional position. 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. 409 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 98.7% 98.8% FY 2014 ADOPTED 79.7% 98.8% REV VS ADOPTED VAR % -20.3% -20.3% 98.8% 0.0% 0.0% 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 REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of complete medical records provided 100.0% 100.0% 100.0% 79.7% (20.3%) -20.3% to external requestors within 7 days Percent of filed grievances resolved within 98.7% 98.8% 98.8% 98.8% 0.0% 0.0% CHS/MCSO Number of complete medical records 2,777 3,099 2,310 3,120 21 0.7% provided to external requestors Number of grievances resolved internally 1,953 1,920 1,772 2,359 439 22.9% Number of external records requested 2,976 3,123 2,681 3,353 230 7.4% Number of grievances filed 1,979 1,944 1,794 2,388 444 22.8% Number of external medical records requested 2,976 3,123 2,681 3,353 230 7.4% Number of grievances filed 1,979 1,944 1,794 2,388 444 22.8% Expenditure per external medical record $ 1,218.53 $ 1,218.46 $ 1,597.28 $ 1,115.24 $ 102.69 8.4% provided Revenue 292 - CORRECTIONAL HEALTH GRANT 255 - DETENTION OPERATIONS TOTAL SOURCES $ $ 45,834 8,657 54,491 $ $ 50,000 6,500 56,500 $ $ 50,000 8,134 58,134 $ $ 50,000 6,500 56,500 $ $ - 0.0% 0.0% 0.0% 296,458 296,458 0.0% 8.0% 7.9% Expenditure 292 - CORRECTIONAL HEALTH GRANT 255 - DETENTION OPERATIONS TOTAL USES $ 50,000 3,333,859 $ 3,383,859 $ 50,000 3,726,013 $ 3,776,013 $ 50,000 3,639,708 $ 3,689,708 $ 50,000 3,429,555 $ 3,479,555 $ $ Activity Narrative: The Department expects initial delays in providing medical records with the implementation of the electronic medical record system, which is expected to cause a delay in the provision of medical records to external requestors. It is expected that this result measure will increase in subsequent years as the electronic medical record system becomes integrated into the Department’s processes. In FY 2014 efficiency is improving by 8.4% due to a decrease in employee pay, which is the result of the County’ stagnant pay structure. If the healthcare staff salary structure problem 410 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services continues, there is concern that the output and results, especially those associated with grievances, will be adversely affected and may increase grievance-related expenditures. Restoration to Competency and Evaluation Program The purpose of the Rule 11 Custody Restoration Program is to provide timely treatment to incompetent criminal defendants so they become able to understand the nature and object of the criminal proceedings against them or to assist in their legal defense or are found not restorable. Mandates: A.R.S § 13-4512 gives the County Board of Supervisors the authority to designate a treatment program for court ordered competency restoration treatment. A County treatment program can provide competency restoration treatment to a defendant in the county jail, including inpatient and obtain court orders to transport the defendant to other providers, including the Arizona State Hospital. Program Results Measure Description Percent of competency determinations performed within 78 days Percent of inmates found not restorable within 15 months of the determination of incompetency Percent of Rule 11 evaluations performed within 21 days Percent of rule 11 juvenile evaluation performed within 21 days FY 2012 ACTUAL 88.9% FY 2013 FY 2013 REVISED FORECAST 78.6% 77.7% FY 2014 ADOPTED 91.7% REV VS ADOPTED VAR % 13.1% 16.7% 30.7% 29.9% 29.2% 37.5% 7.6% 25.5% 44.0% 48.4% 48.2% 44.7% -3.8% -7.8% 100.0% 50.0% 50.0% 50.0% 0.0% 0.0% Activities that comprise this program include:  Custody Restoration and Evaluation  Adult Competency Evaluations  Juvenile Competency Evaluations 411 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. Measure Type Result Result Output Output Demand Efficiency Expenditure REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of competency determinations 88.9% 78.6% 77.7% 91.7% 13.1% 16.7% performed within 78 days 30.7% 29.9% 29.2% 37.5% 7.6% 25.5% Percent of inmates found not restorable within 15 months of the determination of incompetency Number of inmates evaluated 316 312 286 314 2 0.6% Number of inmates restored or found not 316 336 290 300 (36) -10.7% restorable Number of inmates under orders of restoration 968 314 286 312 (2) -0.6% delivered to CHS Cost per inmate evaluated $ 5,005.53 $ 4,990.69 $ 4,934.49 $ 4,673.82 $ 316.86 6.3% 100 - GENERAL TOTAL USES $ 1,581,749 $ 1,581,749 $ 1,557,094 $ 1,557,094 $ 1,411,263 $ 1,411,263 $ 1,467,580 $ 1,467,580 $ $ 89,514 89,514 5.7% 5.7% Activity Narrative: The cost for pharmaceuticals is increasing 183% over the FY 2013 Revised budget amount due to the rise in prescription costs as well as the growing number requiring high-priced psychotropic medications. Increased complexity of inmates’ mental health issues has increased the percent of inmates found not restorable within 15 months by 25.5%. Base Adjustments: General Fund (100)  Decrease Non-Capital Equipment and General Supplies by $1,289 as the computer replacement process will be managed by the Office of Enterprise Technology.  Decrease Services by $32,030 to right-size expenditures based on the FY 2013 forecasted expenditures.  Increase of $41,632 for the rise of pharmaceutical costs, especially for psychotropic medications.  Decrease Legal Services by $99,851 based on the previous year’s actual expenditures and the FY 2013 forecast. 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. 412 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of Rule 11 evaluations performed within 21 days Number of incompetent inmates found not restorable Number of Rule 11 competency evaluations completed Number of inmates found competent or incompetent Number of Rule 11 competency evaluations ordered Cost per inmate competency evaluation FY 2012 ACTUAL 44.0% $ 100 - GENERAL TOTAL USES $ 1,279,245 $ 1,279,245 FY 2013 FY 2013 REVISED FORECAST 48.4% 48.2% REV VS ADOPTED VAR % (3.8%) -7.8% FY 2014 ADOPTED 44.7% 17 6 11 17 11 745 768 677 714 (54) -7.0% 745 768 677 714 (54) -7.0% 718 768 692 744 (24) -3.1% 1,717.11 $ 1,765.10 $ 1,355,594 $ 1,355,594 $ 2,161.44 $ 1,463,294 $ 1,463,294 $ 183.3% 2,116.89 $ (351.80) -19.9% $ 1,511,463 $ 1,511,463 $ $ (155,869) (155,869) -11.5% -11.5% Activity Narrative: Based on the actual demand level in FY 2013, the Department is expecting the number of competency evaluations ordered and completed to decrease in FY 2014. Although these demands and outputs are decreasing, the funding for this activity is increasing by 11.5% from the FY 2013 Revised budget due to the increased usage of outside evaluators. The increase usage of outside evaluators is the result of the Department’s inability to attract and retain qualified professional level positions, such as psychiatrists and psychologists. Consequently, the increased use of outside evaluators is expected to decrease the percent of evaluations performed within 21 days in FY 2014. Base Adjustments: General Fund (100)  Increase Legal Services by $133,584 based on the previous year’s actual expenditures and the FY 2013 forecast. 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. 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 50.0% 50.0% $ 702.52 $ 433.18 $ 625.50 $ 498.04 100 - GENERAL TOTAL USES $ $ 185,465 185,465 $ $ 145,549 145,549 $ $ 185,147 185,147 $ $ 155,387 155,387 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 50.0% 264 264 266 312 48 18.2% 15 72 42 24 (48) -66.7% 264 324 336 336 296 308 312 336 (24) - -7.1% 0.0% $ (64.85) -15.0% $ $ (9,838) (9,838) -6.8% -6.8% Activity Narrative: Similar to the Adult Competency Evaluations, this activity also has an issue attracting and retaining professional level staff, (e.g. psychologists and psychiatrists), which has caused the Department to increase use of outside evaluators. The increase in FY 2014 expenditures in comparison to the FY 2013 Revised budget is a direct result in the need for outside evaluators. The decrease in FY 2014 expenditures compared to the FY 2013 forecasted expenditures is due to a shift in administrative costs to Adult Competency Evaluations, and not based on demand. 413 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Base Adjustments: General Fund (100)  Increase Legal Services by $17,147 based on the previous year’s actual expenditures and the FY 2013 forecast. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 3,060,790 $ - FY 2013 Revised Budget $ 3,060,790 $ - FY 2014 Budget Target $ 3,060,790 $ - $ 4,065 $ 4,065 79,110 $ 79,110 - $ (14,726) $ (14,726) - $ 3,129,239 $ 2.2% - $ (5,379) $ (5,379) - $ 3,123,860 $ 2.1% - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Benefits to Fully Fund Unemployment & Work er's Compensation Right-size Salary and Benefits Increase Legal Services in Juvenile Competency Evaluations Activity Increase Custody Restoration and Evaluation Activity for Pharmaceutical Costs Increase Legal Services in Adult Competency Evaluations Activity Decrease Non-Capital Equipment and General Supplies Right-size All Services in Custody Restoration and Evaluation Activity Decrease Legal Services in Custody Restoration and Evaluation Activity Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Tentative Budget $ $ 6,982 12,935 17,147 41,632 133,584 (1,289) (32,030) (99,851) Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 414 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Correctional Health Services Detention Operations Fund (255) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 53,082,654 $ 6,500 $ 904,315 $ 904,315 - FY 2013 Revised Budget $ 53,986,969 $ 6,500 FY 2014 Budget Target $ 53,986,969 $ 6,500 $ 110,729 $ 110,729 675,450 $ 675,450 - $ (402,542) $ (402,542) - $ 54,370,606 $ 0.7% 6,500 0.0% $ 1,439,206 $ 1,439,206 (1,008,099) $ (1,008,099) - 54,801,713 $ 1.5% 6,500 0.0% Adjustments: Supplemental Funding Mid Year Adjustments Correctional Health Towers Jail Exp Auth Agenda Item: C-26-13-003-M-00 Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Outpatient Treatment and Evaluation Activity for Pharmaceutical Costs Right-size Health Care Services in Inpatient Medical Activity Increase Inpatient Medical Activity for Pharmaceutical Costs Personnel Savings decreased from 9.53% to 8.63% Increase Salary & Benefits for creation of Mental Health Professional and Social Work er positions Decrease Non-Capital Equipment Net decrease of Services Right-size Repairs & Maintenance Right-size Health Care Services And Supplies Right-size Overtime Salary & Benefits Right-size Personnel Services to adjust for Floater Positions Right-size Health Care Services in Outpatient Treatment and Evaluation Activity Budget Balancing Budget Balancing Adjustment for Chairman's Budget $ $ 649,925 415,675 275,616 260,274 159,746 (11,796) (36,996) (42,388) (62,683) (75,111) (263,702) (593,110) FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Agenda Item: Base Adjustments Internal Service Charges Reallocations Reallocation Between Depts Reallocate funds for Information Technology operations to Non Departmental FY 2014 Adopted Budget Percent Change from Target Amount $ $ (1,008,099) $ 415 Department Strategic Plans and Budgets Correctional Health Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Detention Operations Fund (255) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 783,883 $ - FY 2013 Revised Budget $ 783,883 $ - $ (783,883) $ (783,883) - $ - $ - $ 306,108 $ 306,108 - $ 306,108 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward Paper file Conversion to the Electronic Medical Records System $ 306,108 FY 2014 Adopted Budget Percent Change from Target Amount Correctional Health Grant Fund (292) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 50,000 $ 50,000 FY 2013 Revised Budget $ 50,000 $ 50,000 FY 2014 Budget Target $ 50,000 $ 50,000 FY 2014 Adopted Budget Percent Change from Target Amount $ 50,000 $ 0.0% 50,000 0.0% Correctional Health Grant Fund (292) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Sources: Operating Total Sources: $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 50,000 50,000 Uses: Operating Total Uses: $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 50,000 50,000 $ $ 50,000 50,000 Ending Spendable Fund Balance: Total Ending Spendable Fund Balance $ - $ - $ - $ - $ - 416 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Analysis by Lauren M. Cochran, Management and Budget Supervisor Summary Mission The mission of the Maricopa County Attorney's Office is to provide quality prosecution, victim services, crime prevention and legal counsel for county government on behalf of the people of Maricopa County so that they can live in a safe and well-governed community. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals The Department strategic goals are outdated and new goals will be developed during the FY 2015 Strategic Planning update process. 417 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % VCAC - VICTIM COMPENSATION 19CS - COMMUNITY SERVICES $ $ 1,686,197 $ 1,686,197 $ 2,372,550 $ 2,372,550 $ 2,372,550 $ 2,372,550 $ 2,318,227 $ 2,318,227 $ 2,531,432 $ 2,531,432 $ 158,882 158,882 6.7% 6.7% CHAC - CHARGING ACTIVITY CHCK - CHECK ENFORCEMENT IVAC - COUNTY ATTORNEY INITIATED INV METH - METH MAJOR DRUGS PROSECUTION TRLA - TRIAL VTAA - VICTIM ASSISTANCE 19PP - PROSECUTION $ 776,902 $ 442,323 451,957 9,293,616 722,397 11,687,195 $ 1,728,613 $ 346,000 9,387,524 735,054 12,197,191 $ 1,728,613 $ 346,000 9,387,524 735,054 12,197,191 $ 1,579,713 $ 346,121 1,666 9,607,459 232,932 11,767,891 $ 1,728,613 $ 346,000 9,251,378 735,654 12,061,645 $ (136,146) 600 (135,546) 0.0% 0.0% N/A N/A -1.5% 0.1% -1.1% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 48,284 $ 1,568,827 1,617,111 $ 48,000 $ 1,600,000 1,648,000 $ 48,000 $ 1,600,000 1,648,000 $ 36,143 $ 1,696,965 1,733,108 $ 39,966 $ 1,683,250 1,723,216 $ (8,034) 83,250 75,216 -16.7% 5.2% 4.6% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 181,383 $ 181,383 $ TOTAL PROGRAMS$ 15,171,886 $ $ - $ $ - $ $ 605,360 $ 605,360 $ - $ $ - N/A N/A 16,217,741 $ 16,217,741 $ 16,424,586 $ 16,316,293 $ 98,552 0.6% 2.4% 2.4% USES LAAC - LEGAL ADVICE 19CL - CIVIL LEGAL SERVICES $ $ 8,468,636 $ 8,468,636 $ 8,619,920 $ 8,619,920 $ 8,753,633 $ 8,753,633 $ 8,605,481 $ 8,605,481 $ 8,545,859 $ 8,545,859 $ 207,774 207,774 VCAC - VICTIM COMPENSATION 19CS - COMMUNITY SERVICES $ $ 1,937,091 $ 1,937,091 $ 2,237,836 $ 2,237,836 $ 2,218,594 $ 2,218,594 $ 2,170,497 $ 2,170,497 $ 2,622,112 $ 2,622,112 $ (403,518) (403,518) -18.2% -18.2% 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 $ 10,805 $ 11,337,464 324,526 (10,233) 4,631,183 199,936 41,743,301 3,802,519 62,039,501 $ - $ 12,990,212 361,000 5,478,854 46,402,987 4,219,026 69,452,079 $ - $ 13,217,790 366,354 5,335,005 46,576,253 4,236,999 69,732,401 $ - $ 12,656,978 328,078 5,009,975 43,418,220 3,975,319 65,388,570 $ - $ 13,339,435 345,226 6,288,025 48,921,023 4,296,650 73,190,359 $ (121,645) 21,128 (953,020) (2,344,770) (59,651) (3,457,958) N/A -0.9% 5.8% N/A -17.9% N/A -5.0% -1.4% -5.0% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 100,819 $ 573,133 274,140 2,963,855 55,832 3,967,779 $ 97,630 $ 575,150 314,951 3,808,736 53,208 4,849,675 $ 97,630 $ 583,221 341,031 3,719,124 53,208 4,794,214 $ 100,648 $ 634,030 359,691 3,638,320 59,252 4,791,941 $ 101,322 $ 652,518 386,892 3,934,232 55,139 5,130,103 $ (3,692) (69,297) (45,861) (215,108) (1,931) (335,889) -3.8% -11.9% -13.4% -5.8% -3.6% -7.0% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ 843 $ 843 $ 162,974 $ 162,974 $ $ 849 $ 849 $ 151,843 $ (643,880) (492,037) $ (151,843) 643,880 492,037 N/A N/A N/A $ 801,511 $ 1,342,873 849,854 496,696 3,490,934 $ 1,013,458 $ 947,521 959,768 556,594 3,477,341 $ 992,486 $ 965,662 925,317 609,029 3,492,494 $ 837,825 $ 1,538,882 931,335 575,251 3,883,293 $ 1,054,471 $ 1,562,976 936,742 677,282 4,231,471 $ (61,985) (597,314) (11,425) (68,253) (738,977) -6.2% -61.9% -1.2% -11.2% -21.2% TOTAL PROGRAMS$ 79,904,784 $ 88,799,825 $ 88,991,336 $ 84,840,631 $ 93,227,867 $ (4,236,531) -4.8% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ 418 - $ Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 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 $ FY 2012 ACTUAL 5,750,739 2,177,062 7,927,801 $ SUBTOTAL $ $ $ $ 6,907,128 2,022,468 8,929,596 $ 5,984,758 5,984,758 $ $ $ SUBTOTAL $ 89,340 59,992 149,332 ALL REVENUES $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ $ FY 2013 REVISED 1,102,545 1,102,545 FINES & FOREFEITS 0637 - FINES & FORFEITS 1,102,545 1,102,545 FY 2013 ADOPTED $ 6,065,500 6,065,500 $ $ $ $ 72,100 48,000 120,100 15,164,436 $ 7,450 7,450 15,171,886 FY 2012 ACTUAL 6,065,500 6,065,500 $ $ $ $ 72,100 48,000 120,100 16,217,741 $ $ $ - $ 16,217,741 FY 2013 ADOPTED 750,541 2,377,971 2,291,001 1,630,432 968,175 353,243 2,748,465 253,675 257,067 208,065 482,295 181,797 12,502,727 $ $ $ 723,443 303,638 1,027,081 ALL EXPENDITURES $ TOTAL USES $ $ $ $ $ $ 0.4% -30.8% -6.7% N/A 0.0% 56.5% 1.5% 1.5% 5,965,705 5,965,705 $ $ 6,156,750 6,156,750 $ $ 91,250 91,250 $ $ 61,100 39,966 101,066 $ $ 95,422 287,930 383,352 $ (11,000) (8,034) (19,034) 16,217,741 $ 16,424,586 $ 16,316,293 $ 98,552 0.6% $ $ - $ $ - $ $ - $ $ - N/A N/A $ 16,217,741 FY 2013 REVISED $ 16,424,586 FY 2013 FORECAST $ 16,316,293 FY 2014 ADOPTED 1,222,796 107,261 1,025,000 2,355,057 $ 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 $ 736,052 2,139,790 3,099,480 1,723,676 907,240 700,000 3,241,632 398,700 403,400 197,460 868,872 115,000 14,531,302 $ $ $ 500,000 500,000 $ $ 500,000 500,000 79,904,784 $ 88,799,825 $ 79,904,784 $ 88,799,825 $ 419 $ $ 48,131,002 $ 64,375 352,649 17,098,498 1,060,248 (414,627) 319,275 66,611,420 $ 1,471,435 3,902 106,701 173,328 1,755,366 $ 854,642 3,418,406 2,899,159 1,792,862 1,416,970 444,550 3,122,697 263,093 296,102 199,888 229,644 154,040 15,092,053 $ $ $ 1,343,046 38,746 1,381,792 88,991,336 $ 88,991,336 $ $ $ $ 26,336 (622,468) (596,132) $ 51,932,722 $ 165,724 257,463 18,146,524 1,177,544 (186,934) 111,934 71,604,977 $ $ $ $ $ $ $ 6,933,464 1,400,000 8,333,464 622,468 622,468 1,222,634 107,331 1,025,000 2,354,965 $ $ REVISED VS ADOPTED VAR % 622,468 1,102,545 1,725,013 51,939,471 $ 192,293 257,463 18,113,298 986,033 (186,934) 111,934 71,413,558 $ $ 6,907,202 1,591,615 8,498,817 $ 46,620,175 $ 11,291 276,660 16,192,653 927,621 (790,326) 704,893 63,942,967 $ $ $ FY 2014 ADOPTED 621,268 955,444 1,576,712 $ 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 SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 6,907,128 2,022,468 8,929,596 1,102,545 1,102,545 1,762,138 25,914 89,773 554,184 2,432,009 SUBTOTAL $ $ FY 2013 FORECAST -15.3% -16.7% -15.8% $ 98,552 0.6% REVISED VS ADOPTED VAR % 50,613,243 $ 100,317 344,721 18,865,354 959,964 (992,980) 924,980 70,815,599 $ 1,319,479 2.5% 65,407 39.5% (87,258) -33.9% (718,830) -4.0% 217,580 18.5% 806,046 431.2% (813,046) -726.4% 789,378 1.1% 2,657,451 102,065 1,500,000 4,259,516 $ 600,587 3,083,378 3,575,185 1,867,807 1,330,759 450,000 3,141,952 281,400 263,400 213,078 1,113,316 131,890 16,052,752 $ $ $ 2,100,000 2,100,000 $ (1,600,000) -320.0% N/A (1,600,000) -320.0% 84,840,631 $ 93,227,867 $ (4,236,531) -4.8% 84,840,631 $ 93,227,867 $ (4,236,531) -4.8% $ $ $ $ (1,434,655) -117.3% N/A 5,196 4.8% (475,000) -46.3% (1,904,459) -80.9% 135,465 (943,588) (475,705) (144,131) (423,519) 250,000 99,680 117,300 140,000 (15,618) (244,444) (16,890) (1,521,450) 18.4% -44.1% -15.3% -8.4% -46.7% 35.7% 3.1% 29.4% 34.7% -7.9% -28.1% -14.7% -10.5% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ FUND TOTAL SOURCES $ 48,284 48,284 $ $ 48,000 48,000 $ $ 48,000 48,000 $ $ 37,809 37,809 $ $ 39,966 39,966 $ $ (8,034) (8,034) -16.7% -16.7% $ FUND TOTAL SOURCES $ 5,756,584 5,756,584 $ $ 6,915,128 6,915,128 $ $ 6,915,128 6,915,128 $ $ 6,912,103 6,912,103 $ $ 6,938,464 6,938,464 $ $ 23,336 23,336 0.3% 0.3% $ FUND TOTAL SOURCES $ 3,846,955 3,846,955 $ $ 4,000,000 4,000,000 $ $ 4,000,000 4,000,000 $ $ 4,002,936 4,002,936 $ $ 4,000,000 4,000,000 $ $ - 0.0% 0.0% $ $ 1,588,594 1,588,594 $ $ 1,600,000 1,600,000 $ $ 1,600,000 1,600,000 $ $ 1,696,965 1,696,965 $ $ 1,683,250 1,683,250 $ $ 83,250 83,250 5.2% 5.2% $ $ 1,884,897 1,884,897 $ $ 1,728,613 1,728,613 $ $ 1,728,613 1,728,613 $ $ 1,579,713 1,579,713 $ $ 1,728,613 1,728,613 $ $ - 0.0% 0.0% $ $ $ 346,000 346,000 $ $ 346,000 121 346,121 $ $ 346,000 346,000 $ $ 346,000 346,000 $ $ 332,127 112,001 444,128 $ - 0.0% N/A 0.0% $ $ 1,404,196 1,404,196 $ $ 1,405,000 1,405,000 $ $ 1,405,000 1,405,000 $ $ 1,595,566 1,595,566 $ $ 1,405,000 1,405,000 $ $ - 0.0% 0.0% $ $ 173,631 173,631 $ $ 135,000 135,000 $ $ 135,000 135,000 $ $ 223,106 223,106 $ $ 135,000 135,000 $ $ - 0.0% 0.0% $ $ 24,617 24,617 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 30,267 30,267 $ $ 40,000 40,000 $ $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 15,059,885 112,001 15,171,886 FY 2012 ACTUAL $ $ $ 16,217,741 16,217,741 FY 2013 ADOPTED $ $ $ 16,217,741 16,217,741 FY 2013 REVISED $ $ $ 16,424,465 121 16,424,586 FY 2013 FORECAST $ $ $ 16,316,293 16,316,293 FY 2014 ADOPTED $ $ $ 219 COUNTY ATTORNEY GRANTS OPERATING 213 COUNTY ATTORNEY RICO OPERATING 220 DIVERSION OPERATING FUND TOTAL SOURCES 221 COUNTY ATTORNEY FILL THE GAP OPERATING FUND TOTAL SOURCES 266 CHECK ENFORCEMENT PROGRAM OPERATING NON-RECURRING FUND TOTAL SOURCES 267 CRIM JUSTICE ENHANCEMENT OPERATING FUND TOTAL SOURCES 268 VICTIM COMP AND ASSISTANCE OPERATING FUND TOTAL SOURCES 269 VICTIM COMP RESTITUTION INT OPERATING FUND TOTAL SOURCES FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT $ 98,552 0.6% N/A 98,552 0.6% REVISED VS ADOPTED VAR % 66,063,842 $ 553,023 66,616,865 $ 69,293,617 $ 825,000 70,118,617 $ 69,293,617 $ 825,000 70,118,617 $ 68,120,891 $ 718,726 68,839,617 $ 70,940,676 $ 70,940,676 $ (1,647,059) 825,000 (822,059) -2.4% 100.0% -1.2% 5,797,428 $ 5,797,428 $ 6,915,128 $ 6,915,128 $ 6,915,128 $ 108,639 7,023,767 $ 6,318,202 $ 6,318,202 $ 6,938,464 $ 6,938,464 $ (23,336) 108,639 85,303 -0.3% 100.0% 1.2% 2,418,805 $ 703,992 3,122,797 $ 4,000,000 $ 82,949 500,000 4,582,949 $ 4,000,000 $ 82,949 500,000 4,582,949 $ 3,998,834 $ 75,865 73,450 4,148,149 $ 4,000,000 $ 3,147,784 426,550 7,574,334 $ (3,064,835) 73,450 (2,991,385) 0.0% -3694.8% 14.7% -65.3% 1,205,214 $ 1,205,214 $ 1,600,000 $ 1,271,162 2,871,162 $ 1,600,000 $ 1,287,203 2,887,203 $ 1,480,944 $ 312,451 1,793,395 $ 1,683,250 $ 1,936,850 3,620,100 $ (83,250) (649,647) (732,897) -5.2% -50.5% -25.4% 1,661,020 $ 254 1,661,274 $ 1,728,613 $ 318,521 2,047,134 $ 1,728,613 $ 348,603 2,077,216 $ 1,550,909 $ 152,400 1,703,309 $ 1,728,613 $ 266,728 1,995,341 $ 81,875 81,875 0.0% 23.5% 3.9% 309,146 $ 15,380 324,526 $ 346,000 $ 15,000 361,000 $ 346,000 $ 20,354 366,354 $ 317,561 $ 10,517 328,078 $ 346,000 $ 13,900 359,900 $ 6,454 6,454 0.0% 31.7% 1.8% $ 1,145,052 $ 6,026 1,151,078 $ 1,405,000 $ 323,835 1,728,835 $ 1,405,000 $ 355,230 1,760,230 $ 1,346,924 $ 287,916 1,634,840 $ 1,405,000 $ 219,052 1,624,052 $ 136,178 136,178 0.0% 38.3% 7.7% $ $ - $ - $ 135,000 $ 135,000 $ 135,000 $ 135,000 $ 56,250 $ 56,250 $ 135,000 $ 135,000 $ - 0.0% 0.0% $ $ 25,602 $ 25,602 $ 40,000 $ 40,000 $ 40,000 $ 40,000 $ 18,791 $ 18,791 $ 40,000 $ 40,000 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 78,626,109 $ 78,626,109 $ 85,463,358 $ 85,463,358 $ 85,463,358 $ 85,463,358 $ 83,209,306 $ 83,209,306 $ 87,217,003 $ 87,217,003 $ FUND TOTAL USES $ 219 COUNTY ATTORNEY GRANTS OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 213 COUNTY ATTORNEY RICO OPERATING NON RECURRING NON PROJECT MCAO CASE MANAGEMENT SYSTEM FUND TOTAL USES 220 DIVERSION OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 221 COUNTY ATTORNEY FILL THE GAP OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 266 CHECK ENFORCEMENT PROGRAM OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 267 CRIM JUSTICE ENHANCEMENT OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 268 VICTIM COMP AND ASSISTANCE OPERATING FUND TOTAL USES 269 VICTIM COMP RESTITUTION INT OPERATING FUND TOTAL USES $ $ $ $ $ $ $ $ $ $ $ 420 (1,753,645) (1,753,645) -2.1% -2.1% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Program and Activity FY 2012 ADOPTED 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 2013 ADOPTED FY 2013 REVISED FY 2013 FY 2014 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 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 6.00 1.00 48.00 1.00 33.00 6.00 6.00 1.00 47.00 1.00 35.00 6.00 6.00 1.00 49.00 1.00 1.00 0.0% 2.9% 0.0% 0.0% 0.0% 2.1% - 96.00 96.00 97.00 97.00 97.00 97.00 86.00 86.00 (11.00) (11.00) (11.3%) (11.3%) 6.00 6.00 7.00 7.00 6.00 6.00 6.00 6.00 6.00 6.00 - 0.0% 0.0% 10.00 1.00 10.00 9.00 30.00 10.00 1.00 10.00 9.00 30.00 10.00 1.00 9.00 11.00 31.00 11.00 1.00 9.00 11.00 32.00 10.00 1.00 9.00 11.00 31.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 14.00 159.00 8.00 58.00 20.00 32.00 382.00 71.00 744.00 822.00 160.00 9.00 59.00 455.00 69.00 752.00 932.00 165.50 9.00 62.00 459.00 70.00 765.50 947.50 169.50 9.00 62.00 455.00 70.00 765.50 947.50 167.50 9.00 62.00 455.00 70.00 763.50 935.50 2.00 (4.00) (2.00) (12.00) N/A 1.2% 0.0% 0.0% N/A N/A (0.9%) 0.0% (0.3%) (1.3%) Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Administrative Staff Supv Administrator Applications Development Mgr Attorney Attorney - Civil Practice Mgr 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 Elected Executive Assistant Finance Manager - Large Finance Support Supervisor Finance/Business Analyst Financial Supervisor - Dept FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 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 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 243.50 342.50 346.00 346.00 343.00 5.00 5.00 5.00 5.00 13.00 13.00 13.00 13.00 22.00 15.00 6.00 25.00 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 3.00 3.00 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 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 - 421 REVISED TO ADOPTED VARIANCE VAR % 0.0% 0.0% 0.0% N/A N/A (3.00) (0.9%) 0.0% 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% 0.0% 0.0% 0.0% 0.0% (1.00) (100.0%) N/A Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing by Market Range Title (continued) General Laborer Grant-Contract Administrator Help Desk Coordinator Human Resources Analyst Human Resources Associate Human Resources Manager Human Resources Specialist Human Resources Supervisor Intern Investigation Commander - MCAO Investigations Supv - MCAO Investigations Task Force Commander – MCAO Investigator Investigator - MCAO Investigator Chief - MCAO IS Architect IS Project Manager (Senior/Lead) IT Division Manager IT Senior Manager Legal Assistant Legal Assistant Supv Legal Management Assistant Legal Order Server Legal Services Manager Legal Support Specialist 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 Software Sys Engineer - Sr/Ld Special Projects Manager Systems Admin & Analysis Mgr Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Trainer Web Designer/Developer Department Total 1.00 2.00 1.00 1.00 1.00 .50 1.00 5.00 34.00 3.00 1.00 1.00 1.00 86.00 8.00 1.00 90.00 38.00 2.00 2.00 115.00 7.00 1.00 1.00 5.00 1.00 1.00 3.00 2.00 47.00 8.00 1.00 4.00 4.00 1.00 2.00 2.00 822.00 3.00 1.00 2.00 1.00 1.00 1.00 .50 5.00 1.00 41.00 1.00 1.00 1.00 104.00 13.00 4.00 3.00 104.00 36.00 4.00 2.00 1.00 112.00 18.00 1.00 1.00 5.00 1.00 2.00 3.00 2.00 47.00 8.00 1.00 4.00 4.00 1.00 2.00 2.00 932.00 3.00 1.00 4.00 1.00 1.00 1.00 1.00 .50 6.00 1.00 48.00 1.00 1.00 1.00 1.00 104.00 13.00 5.00 2.00 3.00 104.00 36.00 4.00 2.00 1.00 112.00 16.00 1.00 1.00 5.00 1.00 2.00 1.00 3.00 47.00 8.00 1.00 1.00 1.00 3.00 4.00 1.00 2.00 2.00 947.50 3.00 1.00 4.00 1.00 1.00 1.00 1.00 .50 6.00 1.00 48.00 1.00 1.00 1.00 1.00 104.00 13.00 5.00 2.00 3.00 104.00 36.00 4.00 2.00 1.00 112.00 16.00 1.00 1.00 5.00 1.00 2.00 2.00 3.00 47.00 8.00 1.00 1.00 1.00 3.00 4.00 1.00 2.00 2.00 947.50 3.00 1.00 4.00 1.00 1.00 1.00 1.00 .50 6.00 1.00 48.00 1.00 1.00 1.00 1.00 97.00 13.00 5.00 2.00 3.00 104.00 36.00 3.00 2.00 1.00 112.00 16.00 1.00 1.00 5.00 1.00 2.00 1.00 3.00 47.00 8.00 1.00 1.00 1.00 3.00 4.00 1.00 2.00 2.00 935.50 (7.00) (1.00) (12.00) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% N/A 0.0% (6.7%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (25.0%) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (1.3%) Staffing by Fund DEPARTMENT/FUND 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 682.00 769.00 763.00 763.00 742.00 (21.00) (2.8%) 1.00 1.00 1.00 1.00 0.0% 62.00 68.00 77.00 77.00 86.00 9.00 11.7% 19.00 28.00 37.00 37.00 37.00 0.0% 30.00 33.00 36.50 36.50 36.50 0.0% 8.00 9.00 9.00 9.00 9.00 0.0% 21.00 24.00 24.00 24.00 24.00 0.0% 822.00 932.00 947.50 947.50 935.50 (12.00) (1.3%) 422 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney Staffing Variance Analysis The Maricopa County Attorney's Office deleted 17.5 Non Recurring (0001) FTE and created 6.5 Operating (0000) FTE in the Civil Services Division to meet increased demand. General Adjustments Base Adjustments: General Fund (100)  Decrease revenues by $8,034 due to a decrease in the collection of copying charges for providing discovery documents to opposing counsel.  Increase Regular Benefits by $324,908 for the impact of changes in retirement contribution rates.  Increase Personnel Savings by $643,880 based on the Chairman’s Office request.  Increase expenditures by $133,451 due an increase in lease and rental costs associated with the Luhr’s building.  Increase expenditures by $423,759 to appropriately budget for repairs and maintenance.  Increase expenditures by $203,642 due to an increase in supplies, training and postage based on FY 2013 Forecast.  Increase benefits by $561,070 to fund Alternative Rate Contribution requirements and PSPRSI Retirement contributions.  Increase expenditures by $64,814 due to an increase in Overtime.  Decrease expenditures by $71,156 due to a decrease in Temporary Pay.  Reduce Legal and Other Services by $222,327 to be in line with FY 2013 Forecast.  Reduce expenditures by $627,503 to more accurately reflect Personnel Savings. County Attorney Grants Fund (219)  Increase revenue $23,336 due to an increase in grant funding received from several grants.  Increase Regular Benefits by $18,372 for the impact of changes in retirement contribution rates.  Increase expenditures by $4,964 to right-size services based on expanded revenue. Diversion Fund (220) Operating  Increase revenues by $83,250 due to an increase in collection of diversion fees.  Increase Regular Benefits by $3,693 for the impact of changes in retirement contribution rates.  Increase expenditures by $79,557 to right-size services based on expanded revenue. Diversion Fund (220) Non Recurring Non Project  Increase expenditures by $1,932,868 for carry-forward of contract positions created in FY 2012, associated with special projects.  Increase Regular Benefits by $3,982 for the impact of changes in retirement contribution rates. County Attorney Fill the Gap Fund (221) Operating  Increase Regular Benefits by $5,042 for the impact of changes in retirement contribution rates.  Decrease expenditures by $5,042 to maintain structural balance. County Attorney Fill the Gap Fund (221) Non Recurring Non Project  Increase expenditures by $265,573 for carry-forward of contract positions created in FY 2012, associated with special projects.  Increase Regular Benefits by $1,155 for the impact of changes in retirement contribution rates. Check Enforcement Program Fund (266)  Increase Regular benefits by $1,104 for the impact of changes in retirement contribution rates.  Reduce expenditures by $1,104 to maintain structural balance. 423 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 Adopted Budget Criminal Justice Enhancement Fund (267)  Increase Regular Benefits by $3,966 for the impact of changes in retirement contribution rates.  Decrease expenditures by $3,966 to maintain structural balance. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 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 Expenditure 100 - GENERAL TOTAL USES $ 8,468,636 $ 8,468,636 $ 8,753,633 $ 8,753,633 $ 8,605,481 $ 8,605,481 $ 8,545,859 $ 8,545,859 $ $ 207,774 207,774 2.4% 2.4% Base Adjustments: General Fund (100)  Increase expenditures by $766,419 due to the addition of 6.5 operating FTE. This increase is offset by the deletion of 17.5 non-operating FTE. 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. 424 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney Program Results Measure Description FY 2012 ACTUAL N/A TBD FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 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 FY 2012 FY 2013 FY 2013 FY 2014 ACTUAL REVISED FORECAST ADOPTED N/A N/A N/A N/A 365 648 634 648 676 832 416 832 $ 5,307.10 $ 3,423.76 $ 3,423.50 $ 4,046.47 REV VS ADOPTED VAR % N/A N/A 0.0% 0.0% $ (622.71) -18.2% 219 - COUNTY ATTORNEY GRANTS 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL SOURCES $ 2,356,432 135,000 40,000 2,531,432 $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 268 - VICTIM COMP AND ASSISTANCE 269 - VICTIM COMP RESTITUTION INT TOTAL USES $ 90,680 2,356,432 135,000 40,000 2,622,112 $ Measure Description TBD Number of victim compensation claims completed. Number of victim compensation claims received. Cost to process each victim compensation claim completed. Revenue $ 1,502,297 164,940 18,960 1,686,197 $ 163,057 1,748,432 25,602 1,937,091 $ $ 2,197,550 135,000 40,000 2,372,550 $ 127,293 1,916,301 135,000 40,000 2,218,594 $ $ 2,064,854 223,106 30,267 2,318,227 $ 162,543 1,932,913 56,250 18,791 2,170,497 $ $ $ 158,882 158,882 7.2% 0.0% 0.0% 6.7% Expenditure $ $ $ $ $ 36,613 (440,131) (403,518) 28.8% -23.0% 0.0% 0.0% -18.2% 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. 425 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Rate of conviction - Auto Theft Percent of vehicle theft prosecutions completed within 90 days of arraignment Percent of vehicle theft prosecutions completed within 180 days of arraignment Percent of adult criminal cases filed within deadlines. Percent of juvenile cases filed within deadlines. Rate of conviction - ID Theft Percent of identity theft prosecutions completed within 90 days of arraignment Percent of identity theft prosecutions completed within 180 days of arraignment Rate of conviction - Meth and Major Drug Percent of meth and major drug offenses completed within 90 days of arraignment Percent of meth and major drug offenses completed within 180 days of arraignment Percent of adult criminal cases completed within 180 days. Percent of victims satisfied as determined by a satisfaction survey. FY 2012 ACTUAL 72.0% N/A FY 2013 REVISED 91.3% 0.0% FY 2013 FORECAST 77.1% 0.0% FY 2014 ADOPTED 91.3% 0.0% N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 69.8% N/A N/A 134.7% 0.0% N/A 124.7% 0.0% N/A 134.7% 0.0% N/A 0.0% 0.0% N/A 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% N/A 71.1% N/A 212.5% 0.0% 127.1% 0.0% 212.5% 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% N/A N/A 0.0% 0.0% 0.0% 0.0% N/A 79.0% 69.0% 77.1% 69.0% 0.0% 0.0% Activities that comprise this program include: Auto Theft Prosecution  Charging  Check Enforcement Program  Identity Theft Prosecution      REV VS ADOPTED VAR % 0.0% 0.0% 0.0% N/A County Attorney-Initiated Investigations Meth & Major Drug Prosecution Trial Victim Assistance Auto Theft Prosecution Activity The purpose of the Vehicle Theft Prosecution Activity is to prosecute persons accused of theft of motor vehicles for crime victims and the public so that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. Measure Type Result Result Result Output Demand Efficiency Expenditure 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 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL USES FY 2012 ACTUAL 72.0% - FY 2013 REVISED FY 2013 FORECAST REV VS ADOPTED VAR % - FY 2014 ADOPTED - - - - - - - - 1,065 1,518 - - - - - $ 10.15 - - - - - $ 1 10,804 10,805 - $ $ $ - $ $ - $ $ - $ $ - - - Activity Narrative: The County Attorney’s Office has discontinued use of this Activity. Auto Theft Prosecution is now budgeted in the Trial Activity. 426 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 Adopted Budget Charging Activity The purpose of the Charging Activity is to provide prompt charging decisions, criminal filings and juvenile petitions to law enforcement agencies and victims so they can see that offenders are held accountable and that justice is served. Mandates: This Activity supports overall Prosecution Program mandates. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of adult criminal cases filed within deadlines. Number of adult criminal cases filed. Number of adult criminal cases submitted. Cost of adult criminal case filed FY 2012 ACTUAL N/A FY 2013 REVISED 0.0% $ 45,341 45,319 250.05 221 - COUNTY ATTORNEY FILL THE GAP TOTAL SOURCES $ $ 776,902 776,902 $ 1,728,613 $ 1,728,613 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 266 - CHECK ENFORCEMENT PROGRAM 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 8,797,970 91,558 936,653 1,248,099 263,184 $ 11,337,464 $ 10,211,750 243,894 926,808 1,547,710 287,628 $ 13,217,790 $ 38,108 40,168 346.85 FY 2013 FORECAST 0.0% REV VS ADOPTED VAR % 0.0% N/A 38,108 40,168 350.04 $ $ 1,579,713 $ 1,579,713 $ 1,728,613 $ 1,728,613 $ $ $ 9,997,950 169,396 849,433 1,353,228 286,971 $ 12,656,978 $ 10,380,601 291,811 870,202 1,473,536 13,900 309,385 $ 13,339,435 $ $ 34,658 44,803 365.20 FY 2014 ADOPTED 0.0% $ (3.19) - 0.0% 0.0% -0.9% 0.0% 0.0% Expenditure $ (168,851) (47,917) 56,606 74,174 (13,900) (21,757) (121,645) -1.7% -19.6% 6.1% 4.8% N/A -7.6% -0.9% Base Adjustments: Check Enforcement Program Fund (266) Non Recurring Non Project  Increase expenditures by $13,900 for carry-forward of contract positions associated with special projects originally created in FY 2012. 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 Output Demand Efficiency Measure Description TBD Number of checks resolved through collection of restitution TBD Number of checks received into the Check Enforcement Program. Cost per check resolved through collection of restitution FY 2012 ACTUAL N/A 6,198 FY 2013 FY 2013 REVISED FORECAST N/A N/A 6,860 6,632 N/A 5,951 N/A 6,296 REV VS ADOPTED VAR % N/A N/A 0.0% FY 2014 ADOPTED N/A 6,860 N/A 5,606 N/A 6,296 N/A - N/A 0.0% $ 52.36 $ 53.40 $ 49.47 $ 50.32 $ 3.08 5.8% 266 - CHECK ENFORCEMENT PROGRAM TOTAL SOURCES $ $ 442,323 442,323 $ $ 346,000 346,000 $ $ 346,121 346,121 $ $ 346,000 346,000 $ $ - 0.0% 0.0% 266 - CHECK ENFORCEMENT PROGRAM TOTAL USES $ $ 324,526 324,526 $ $ 366,354 366,354 $ $ 328,078 328,078 $ $ 345,226 345,226 $ $ 21,128 21,128 5.8% 5.8% Revenue Expenditure 427 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 Adopted Budget Identity Theft Prosecution Activity The purpose of the Identity Theft Prosecution Activity is to provide prosecution of persons who commit ID Theft to crime victims and the public so that they can be assured that offenders will receive just punishment and crime will be prevented. Mandates: This Activity supports overall Prosecution Program mandates. Measure Type Result Result Result Output Demand Efficiency Expenditure Measure Description Rate of conviction Percent of identity theft prosecutions completed within 90 days of arraignment Percent of identity theft prosecutions completed within 180 days of arraignment Number of identity thefts prosecuted Number of identity thefts submitted by law enforcement Cost per identity theft prosecuted 100 - GENERAL TOTAL USES FY 2012 ACTUAL 69.8% N/A FY 2013 REVISED FY 2013 FORECAST REV VS ADOPTED VAR % - FY 2014 ADOPTED - - - - - - - - 1,215 1,569 - - - - - $ (8.42) - - - - - $ $ (10,233) $ (10,233) $ 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: This Activity supports overall Prosecution Program mandates. Measure Type Result Output Demand Efficiency Measure Description TBD Number of County Attorney pre-filing initiated investigative inquiries completed. Number of County Attorney pre-filing initiated investigative inquiries requested. Cost per investigative services request completed. FY 2012 ACTUAL N/A 5,222 FY 2013 FY 2013 REVISED FORECAST N/A N/A 15,376 11,110 6,826 14,780 FY 2014 ADOPTED N/A 15,376 9,830 REV VS ADOPTED VAR % N/A N/A 0.0% 14,780 - $ 886.86 $ 346.97 $ 450.94 $ 408.95 $ 100 - GENERAL TOTAL SOURCES $ $ - $ $ - $ $ 1,666 1,666 $ $ - $ $ 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP TOTAL USES $ 4,397,480 192,125 41,578 $ 4,631,183 $ 4,882,170 346,754 47,784 858,676 152,641 $ 6,288,025 $ (61.98) 0.0% -17.9% Revenue - N/A N/A Expenditure $ 4,183,751 320,843 82,949 572,504 174,958 $ 5,335,005 $ 4,354,487 248,238 75,865 234,835 96,550 $ 5,009,975 $ (698,419) (25,911) 35,165 (286,172) 22,317 (953,020) -16.7% -8.1% 42.4% -50.0% 12.8% -17.9% Base Adjustments: County Attorney RICO Fund (213) Non Recurring Non Project  Increase expenditures $47,784 for on-going information technology initiatives. 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. 428 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 Adopted Budget Mandates: This Activity supports overall Prosecution Program mandates. Measure Type Result Result Result Output Demand Efficiency Measure Description Rate of conviction Percent of meth and major drug offenses completed within 90 days of arraignment Percent of meth and major drug offenses completed within 180 days of arraignment Number of meth and major drug offenses prosecuted Number of meth and major drug offenses submitted by law enforcement Cost per meth and major drug offense prosecuted FY 2012 ACTUAL 71.1% N/A FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REV VS ADOPTED VAR % - - - - - - - - - 1,942 - - - - - 2,362 - - - - - $ 102.95 - - - - - 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ 451,957 451,957 $ $ - $ $ - $ $ - $ $ - $ $ - 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS TOTAL USES $ 32,243 167,693 199,936 $ - $ - $ - $ - $ - N/A - Revenue Expenditure $ $ $ $ $ $ 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: This Activity supports overall Prosecution Program mandates. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of adult criminal cases completed within 180 days. Number of adult criminal cases completed. Number of adult criminal cases filed. Cost per adult criminal case completed. FY 2012 ACTUAL N/A $ 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL SOURCES $ 2,943,956 3,846,955 1,102,545 1,400,160 $ 9,293,616 $ 3,982,524 4,000,000 1,405,000 $ 9,387,524 $ 4,008,957 4,002,936 1,595,566 $ 9,607,459 $ 3,846,378 4,000,000 1,405,000 $ 9,251,378 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 213 - COUNTY ATTORNEY RICO 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 34,827,251 2,701,406 3,122,797 371,597 720,250 $ 41,743,301 $ 35,992,483 3,557,284 4,500,000 896,420 354,548 1,275,518 $ 46,576,253 $ 34,653,966 3,045,682 4,072,284 245,538 253,531 1,147,219 $ 43,418,220 $ 35,557,152 2,986,104 7,526,550 1,364,350 369,164 1,117,703 $ 48,921,023 16,086 45,341 2,595.01 FY 2013 FY 2013 REVISED FORECAST N/A N/A $ 34,620 38,108 1,345.36 $ 33,232 34,658 1,306.52 REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED N/A $ 34,620 38,108 1,413.09 (67.73) 0.0% 0.0% -5.0% (136,146) (136,146) -3.4% 0.0% N/A 0.0% -1.5% 435,331 571,180 (3,026,550) (467,930) (14,616) 157,815 $ (2,344,770) 1.2% 16.1% -67.3% -52.2% -4.1% 12.4% -5.0% $ $ $ Expenditure $ Base Adjustments: General Fund (100)  Increase Health Care Services expenditures by $733,862 due to an increase in the utilization and cost associated with Sexual Assault and Domestic Violence Examinations. County Attorney RICO Fund (213) MCAO Case Management System  Increase expenditures by $426,550 for carry-forward of the case management system project started in FY 2012. 429 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Attorney RICO Fund (213) Non Recurring Non Project  Increase expenditures $3,100,000 for on-going information technology initiatives. Criminal Justice Enhancement Fund (267) Non Recurring Non Project  Increase expenditures by $218,185 for carry-forward of contract positions associated with special projects originally created in FY 2012.  Increase Regular Benefits $867 due to the increase in retirement contribution rates. 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 REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of victims satisfied as determined by a 79.0% 69.0% 77.1% 69.0% 0.0% 0.0% satisfaction survey. Number of victims receiving services. 4,978 7,216 6,134 7,216 0.0% Number of victims participating in satisfaction 357 752 568 752 0.0% survey Number of victims entitled to receive victim 22,920 18,988 21,294 18,988 0.0% services. Cost per victim who received services. $ 763.86 $ 587.17 $ 648.08 $ 595.43 $ (8.27) -1.4% 219 - COUNTY ATTORNEY GRANTS TOTAL SOURCES $ $ 722,397 722,397 100 - GENERAL 219 - COUNTY ATTORNEY GRANTS 267 - CRIM JUSTICE ENHANCEMENT TOTAL USES $ 2,951,524 780,087 70,908 $ 3,802,519 $ $ 735,054 735,054 $ $ 232,932 232,932 $ $ 735,654 735,654 $ $ $ 3,378,448 826,282 91,920 $ 4,296,650 $ 600 600 0.1% 0.1% Expenditure $ 3,289,641 854,832 92,526 $ 4,236,999 430 $ 3,094,916 788,231 92,172 $ 3,975,319 $ (88,807) 28,550 606 (59,651) -2.7% 3.3% 0.7% -1.4% Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 69,293,617 $ 48,000 FY 2013 Revised Budget $ 69,293,617 $ 48,000 FY 2014 Budget Target $ 69,293,617 $ 48,000 $ 182,099 182,099 1,966,031 2,593,534 $ - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase for Sexual Assault and Domestic Violence Examinations Increase for Lease and Rental Costs Associated with Luhr's Increase Repairs and Maintenance Increase Supplies, Training and Postage Increase to Fund Alternative Rate Contribution and PSPRSI Increase for 6.5 Civil Attorney Positions Increase for Overtime Usage Decrease Temporary Pay Usage Reduce Legal and Other Services Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges $ $ $ 733,862 133,451 423,759 203,642 561,070 766,419 64,814 (71,156) (222,327) (627,503) - $ (643,880) $ (643,880) (8,034) (8,034) - $ 70,797,867 $ 2.2% 39,966 -16.7% $ 142,809 142,809 $ - $ 70,940,676 $ 2.4% 39,966 -16.7% $ $ Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 431 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney RICO Fund (213) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 4,000,000 $ 4,000,000 FY 2013 Revised Budget $ 4,000,000 $ 4,000,000 FY 2014 Budget Target $ 4,000,000 $ 4,000,000 FY 2014 Adopted Budget Percent Change from Target Amount $ 4,000,000 $ 4,000,000 0.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 82,949 $ - FY 2013 Revised Budget $ 82,949 $ - $ (82,949) $ (82,949) - $ - $ - $ $ 249 $ 249 3,147,535 $ 47,535 3,100,000 - $ 3,147,784 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Non Recurring Non Recurring Carry Forward Other Non-Recurring On-going Information Technology Initiatives Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 3,100,000 Expenditures Revenue MCAO CASE MANAGEMENT SYSTEM FY 2013 Adopted Budget $ 500,000 $ - FY 2013 Revised Budget $ 500,000 $ - $ (500,000) $ (500,000) - $ - $ - $ 426,550 $ 426,550 - $ 426,550 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 432 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney RICO Fund (213) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 3,449,068 $ 1,768,274 $ 1,768,274 $ 4,173,225 $ 4,028,012 Sources: Operating Total Sources: $ $ 3,846,955 3,846,955 $ $ 4,000,000 4,000,000 $ $ 4,000,000 4,000,000 $ $ 4,002,936 4,002,936 $ $ 4,000,000 4,000,000 $ $ $ $ 3,998,834 149,315 4,148,149 $ $ 4,000,000 582,949 4,582,949 $ $ 4,000,000 582,949 4,582,949 $ 4,000,000 3,574,334 7,574,334 $ - $ - $ 4,102 $ - (1) $ - $ - $ - $ - 1,185,325 1,185,325 $ $ 1,185,325 1,185,325 $ $ 4,028,012 4,028,012 $ $ 453,678 453,678 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 2,418,805 703,992 3,122,797 Structural Balance $ 1,428,150 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 4,173,225 4,173,225 $ $ County Attorney Grants Fund (219) OPERATING FY 2013 Adopted Budget $ 6,915,128 $ 6,915,128 FY 2013 Revised Budget $ 6,915,128 $ 6,915,128 FY 2014 Budget Target $ 6,915,128 $ 6,915,128 $ 18,372 $ 18,372 - $ 4,964 $ 4,964 23,336 23,336 $ 6,938,464 $ 0.3% 6,938,464 0.3% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 433 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Grants Fund (219) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 5,756,584 5,756,584 $ 5,797,428 5,797,428 Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ (46,431) $ FY 2013 REVISED FY 2013 FORECAST 366,385 $ 366,385 $ $ $ 6,915,128 6,915,128 $ $ 6,915,128 6,915,128 $ $ $ $ $ 6,915,128 108,639 7,023,767 $ $ 6,915,128 6,915,128 (40,844) $ - $ $ - - $ (87,268) (87,268) $ 366,385 366,385 7 FY 2014 ADOPTED $ 506,633 6,912,103 6,912,103 $ $ 6,938,464 6,938,464 $ $ 6,318,202 6,318,202 $ 6,938,464 6,938,464 - $ 593,901 $ - $ - $ - $ - $ 257,746 257,746 $ 506,633 506,633 $ $ 506,633 506,633 Expenditures Revenue $ $ (87,268) Diversion Fund (220) OPERATING FY 2013 Adopted Budget $ 1,600,000 $ 1,600,000 FY 2013 Revised Budget $ 1,600,000 $ 1,600,000 FY 2014 Budget Target $ 1,600,000 $ 1,600,000 $ 3,693 $ 3,693 - $ 79,557 $ 79,557 83,250 83,250 - 1,683,250 $ 5.2% 1,683,250 5.2% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Structural Balance Structural Balance Agenda Item: $ $ FY 2014 Adopted Budget Percent Change from Target Amount $ 434 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney Diversion Fund (220) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ 1,271,162 $ - $ 16,041 16,041 - $ 1,287,203 $ - $ (16,041) (16,041) (1,271,162) $ (1,271,162) - $ - $ - $ 3,982 $ 3,982 1,932,868 $ 1,932,868 - 1,936,850 $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Non Recurring Carry Forward Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Non Recurring Non Recurring Carry Forward Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ Diversion Fund (220) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 2,443,161 $ 1,968,600 $ 1,968,600 $ 2,826,540 $ 2,730,110 Sources: Operating Total Sources: $ $ 1,588,594 1,588,594 $ $ 1,600,000 1,600,000 $ $ 1,600,000 1,600,000 $ $ 1,696,965 1,696,965 $ $ 1,683,250 1,683,250 $ $ $ $ 1,480,944 312,451 1,793,395 $ $ 1,600,000 1,287,203 2,887,203 $ $ 1,600,000 1,271,162 2,871,162 $ 1,683,250 1,936,850 3,620,100 $ - $ - $ 216,021 $ - (1) $ - $ - $ - $ - 697,438 697,438 $ $ 681,397 681,397 $ $ 2,730,110 2,730,110 $ $ 793,260 793,260 Uses: Operating Non-Recurring Total Uses: $ 1,205,214 1,205,214 Structural Balance $ 383,380 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,826,540 2,826,540 $ $ 435 Department Strategic Plans and Budgets County Attorney Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Attorney Fill the Gap Fund (221) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 1,728,613 $ 1,728,613 FY 2013 Revised Budget $ 1,728,613 $ 1,728,613 FY 2014 Budget Target $ 1,728,613 $ 1,728,613 $ 5,042 $ 5,042 (5,042) $ (5,042) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Structural Balance Structural Balance Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 1,728,613 $ 1,728,613 0.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ $ C-49-13-036-2-00 30,082 30,082 - $ 348,603 $ - $ (30,082) (30,082) (318,521) $ (318,521) - $ - $ - $ 1,155 $ 1,155 265,573 $ 265,573 - 266,728 $ - Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Non Recurring Non Recurring Carry Forward - Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Non Recurring Carry Forward 318,521 $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 436 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney County Attorney Fill the Gap Fund (221) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 466,815 $ 326,963 $ 326,963 $ 690,444 $ 566,848 Sources: Operating Total Sources: $ $ 1,884,897 1,884,897 $ $ 1,728,613 1,728,613 $ $ 1,728,613 1,728,613 $ $ 1,579,713 1,579,713 $ $ 1,728,613 1,728,613 $ $ $ $ 1,550,909 152,400 1,703,309 $ $ 1,728,613 348,603 2,077,216 $ $ 1,728,613 318,521 2,047,134 $ 1,728,613 266,728 1,995,341 Uses: Operating Non-Recurring Total Uses: $ 1,661,020 254 1,661,274 Structural Balance $ 223,877 $ - $ - $ 28,804 $ - Accounting Adjustments $ 6 $ - $ - $ - $ - $ 690,444 690,444 $ 8,442 8,442 $ - $ (21,640) (21,640) $ 566,848 566,848 $ $ 300,120 300,120 Expenditures Revenue Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ $ Check Enforcement Fund (266) OPERATING FY 2013 Adopted Budget $ 346,000 $ 346,000 FY 2013 Revised Budget $ 346,000 $ 346,000 FY 2014 Budget Target $ 346,000 $ 346,000 $ 1,104 $ 1,104 (1,104) $ (1,104) - 346,000 $ 0.0% 346,000 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Structural Balance Structural Balance Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 437 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney Check Enforcement Fund (266) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj 15,000 $ - Agenda Item: $ 5,354 5,354 C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Non Recurring Carry Forward - $ 20,354 $ - $ (5,354) (5,354) (15,000) $ (15,000) - $ - $ - $ 13,900 $ 13,900 - $ 13,900 $ - Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Check Enforcement Program Fund (266) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 137,983 $ 118,150 $ 118,150 $ 257,587 $ 275,630 $ 332,127 112,001 444,128 $ 346,000 346,000 $ 346,000 346,000 $ 346,000 121 346,121 $ 346,000 346,000 $ $ $ 317,561 10,517 328,078 $ $ 346,000 20,354 366,354 $ $ 346,000 15,000 361,000 $ 346,000 13,900 359,900 $ $ $ $ $ Uses: Operating Non-Recurring Total Uses: $ 309,146 15,380 324,526 Structural Balance $ 22,981 $ - $ - $ 28,439 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 257,587 257,587 $ $ 103,150 103,150 $ $ 97,796 97,796 $ $ 275,630 275,630 $ $ 261,730 261,730 $ 438 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 1,405,000 $ 1,405,000 FY 2013 Revised Budget $ 1,405,000 $ 1,405,000 FY 2014 Budget Target $ 1,405,000 $ 1,405,000 $ 3,966 $ 3,966 (3,966) $ (3,966) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Structural Balance Structural Balance Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 1,405,000 $ 1,405,000 0.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ $ C-49-13-036-2-00 31,395 31,395 - $ 355,230 $ - $ (31,395) (31,395) (323,835) $ (323,835) - $ - $ - $ 867 $ 867 218,185 $ 218,185 - 219,052 $ - Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Non Recurring Non Recurring Carry Forward - Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Non Recurring Carry Forward 323,835 $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 439 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney Criminal Justice Enhancement Fund (267) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 294,511 $ 398,046 $ 398,046 $ 547,615 $ 508,341 Sources: Operating Total Sources: $ $ 1,404,196 1,404,196 $ $ 1,405,000 1,405,000 $ $ 1,405,000 1,405,000 $ $ 1,595,566 1,595,566 $ $ 1,405,000 1,405,000 $ $ $ $ 1,346,924 287,916 1,634,840 $ $ 1,405,000 355,230 1,760,230 $ $ 1,405,000 323,835 1,728,835 $ 1,405,000 219,052 1,624,052 $ - $ - $ 248,642 $ - (14) $ - $ - $ - $ - 74,211 74,211 $ $ 42,816 42,816 $ $ 508,341 508,341 $ $ 289,289 289,289 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 1,145,052 6,026 1,151,078 Structural Balance $ 259,144 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 547,615 547,615 $ $ Victim Compensation and Assistance Fund (268) OPERATING FY 2013 Adopted Budget $ 135,000 $ 135,000 FY 2013 Revised Budget $ 135,000 $ 135,000 FY 2014 Budget Target $ 135,000 $ 135,000 FY 2014 Adopted Budget Percent Change from Target Amount $ 135,000 $ 0.0% 135,000 0.0% Victim Compensation and Assistance Fund (268) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 1,084,076 $ 1,189,970 $ 1,189,970 $ 1,257,708 $ 1,424,564 Sources: Operating Total Sources: $ $ 173,631 173,631 $ $ 135,000 135,000 $ $ 135,000 135,000 $ $ 223,106 223,106 $ $ 135,000 135,000 Uses: Operating Total Uses: $ $ - $ $ 135,000 135,000 $ $ 135,000 135,000 $ $ 56,250 56,250 $ $ 135,000 135,000 Structural Balance $ 173,631 $ - $ - $ 166,856 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,257,708 1,257,708 $ $ 1,189,970 1,189,970 $ $ 1,189,970 1,189,970 $ $ 1,424,564 1,424,564 $ $ 1,424,564 1,424,564 440 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Attorney Victim Compensation Restitution Interest Fund (269) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 40,000 $ 40,000 FY 2013 Revised Budget $ 40,000 $ 40,000 FY 2014 Budget Target $ 40,000 $ 40,000 FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 779,211 $ 780,181 $ 780,181 $ 778,225 $ 789,701 Sources: Operating Total Sources: $ $ 24,617 24,617 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 30,267 30,267 $ $ 40,000 40,000 Uses: Operating Total Uses: $ $ 25,602 25,602 $ $ 40,000 40,000 $ $ 40,000 40,000 $ $ 18,791 18,791 $ $ 40,000 40,000 Structural Balance $ (985) $ - $ - $ 11,476 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 780,181 780,181 $ $ 780,181 780,181 $ $ 789,701 789,701 $ $ 789,701 789,701 778,225 778,225 $ $ 441 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Manager County Manager Analysis by Karina Araiza, 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 2012 Maricopa County Customer Satisfaction Survey results, 69% of those surveyed responded that they had some knowledge of the County structure and organization. This goal will be updated during the FY 2015 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 2012 Maricopa County Customer Satisfaction Survey indicated that 71% 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 2015 Strategic Business Plan update process. 442 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 815 $ 815 $ 600 $ 600 $ 600 $ 600 $ 995 $ 995 $ 600 $ 600 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 1,555,955 $ 1,555,955 $ 289,975 $ 289,975 $ 2,098,853 $ 2,098,853 $ 2,098,853 $ 2,098,853 $ 2,000 $ 2,000 $ (2,096,853) (2,096,853) -99.9% -99.9% TOTAL PROGRAMS $ 1,556,770 $ 290,575 $ 2,099,453 $ 2,099,848 $ 2,600 $ (2,096,853) -99.9% 625,698 $ 964,080 1,589,778 $ 610,385 $ 964,080 1,574,465 $ 532,074 $ 955,481 1,487,555 $ 606,088 $ 977,640 1,583,728 $ 4,297 (13,560) (9,263) 0.7% -1.4% -0.6% USES CMSV - COMMUNICATION SERVICES GOVR - GOVERNMENT RELATIONS 20GC - GOVT RELATIONS AND COMM $ $ 522,283 $ 409,782 932,065 $ COMM - COMMUTE OPTIONS 71CT - COMMUTE OPTIONS $ $ 54,744 $ 54,744 $ 42,505 $ 42,505 $ 42,505 $ 42,505 $ 34,311 $ 34,311 $ 47,975 $ 47,975 $ (5,470) (5,470) -12.9% -12.9% HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ - $ 1,043,383 2,716,417 3,759,800 $ - $ 860,653 860,653 $ 1,659 $ 875,966 877,625 $ - $ 789,719 789,719 $ - $ 813,669 813,669 $ 1,659 62,297 63,956 100.0% 7.1% N/A 7.3% $ 1,859,280 $ 10,824 1,870,104 $ 10,000 $ 72,290 82,290 $ 2,098,853 $ 72,290 2,171,143 $ 2,096,853 $ 72,295 2,169,148 $ 2,000 $ 12,877 (18,849) (3,972) $ 2,096,853 59,413 18,849 2,175,115 99.9% 82.2% N/A 100.2% TOTAL PROGRAMS $ 6,616,713 $ 2,575,226 $ 4,665,738 $ 4,480,733 $ 2,441,400 $ 2,224,338 47.7% GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ Sources and Uses by Category FY 2012 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ FY 2013 ADOPTED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 289,975 289,975 $ $ 2,098,853 2,098,853 $ $ 2,098,853 2,098,853 $ $ 2,000 2,000 $ $ $ $ 600 600 $ $ 600 600 $ $ 995 995 $ $ 600 600 $ $ ALL REVENUES $ 1,556,770 $ 290,575 $ 2,099,453 $ 2,099,848 $ 2,600 $ (2,096,853) -99.9% TOTAL SOURCES $ 1,556,770 $ 290,575 $ 2,099,453 $ 2,099,848 $ 2,600 $ (2,096,853) -99.9% MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 1,555,955 $ 1,555,955 $ FY 2013 REVISED 815 815 443 (2,096,853) (2,096,853) - -99.9% -99.9% 0.0% 0.0% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED 1,519,443 $ 1,440 30 429,409 (86,124) 1,864,198 $ 1,325,941 $ 407,921 1,733,862 $ 1,323,650 $ 10,890 399,322 1,659 1,735,521 $ 1,268,556 $ 13,338 437 382,550 25 1,755 1,666,661 $ 1,296,033 $ 15,138 411,504 1,722,675 $ SUBTOTAL $ 23,876 $ 584 2,256 26,716 $ 34,932 $ 1,500 6,200 42,632 $ 34,932 $ 1,500 6,200 42,632 $ 19,791 $ 698 3,620 24,109 $ 27,018 $ 1,500 6,200 34,718 $ 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 SUBTOTAL $ ALL EXPENDITURES $ 1,355,718 $ 3,330,279 4,327 27,804 17,625 305 6,141 (16,400) 4,725,799 $ 6,616,713 $ - $ 640,691 4,800 12,000 97,742 41,225 675 1,599 798,732 $ 2,575,226 $ - $ 2,729,544 4,800 12,000 97,742 41,225 675 1,599 2,887,585 $ 4,665,738 $ - $ 2,669,841 4,330 2,500 92,570 19,255 675 792 2,789,963 $ 4,480,733 $ - $ 610,986 5,800 12,000 22,722 30,225 675 1,599 684,007 $ 2,441,400 $ 2,118,558 (1,000) 75,020 11,000 2,203,578 2,224,338 N/A 77.6% -20.8% 0.0% 76.8% 26.7% 0.0% 0.0% N/A 76.3% 47.7% TOTAL USES $ 6,616,713 $ 2,575,226 $ 4,665,738 $ 4,480,733 $ 2,441,400 $ 2,224,338 47.7% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 27,617 (4,248) (12,182) 1,659 12,846 2.1% -39.0% N/A -3.1% 100.0% N/A N/A 0.7% 7,914 7,914 22.7% 0.0% 0.0% 18.6% Sources and Uses by Fund and Function FY 2012 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ SOURCES $ 815 $ 815 $ 600 $ 600 $ 600 $ 600 $ 995 $ 995 $ 600 $ 600 $ $ SOURCES $ (312,024) $ 1,867,979 1,555,955 $ - $ 289,975 289,975 $ - $ 2,098,853 2,098,853 $ - $ 2,098,853 2,098,853 $ - $ 2,000 2,000 $ $ SOURCES $ 2,716,417 $ 2,716,417 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ SOURCES $ (2,716,417) $ (2,716,417) $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ (311,209) $ 1,867,979 $ 1,556,770 $ FY 2012 ACTUAL 600 $ 289,975 $ 290,575 $ FY 2013 ADOPTED 600 $ 2,098,853 $ 2,099,453 $ FY 2013 REVISED 995 $ 2,098,853 $ 2,099,848 $ FY 2013 FORECAST 600 $ 2,000 $ 2,600 $ FY 2014 ADOPTED FUND TOTAL 249 NON DEPARTMENTAL GRANT OPERATING NON-RECURRING FUND TOTAL 676 COUNTY MANAGER RISK MANAGEMENT NON-RECURRING FUND TOTAL 900 ELIMINATIONS NON-RECURRING FUND TOTAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ (2,096,853) (2,096,853) 0.0% 0.0% N/A -99.9% -99.9% 0.0% (2,096,853) -99.9% (2,096,853) -99.9% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,041,016 $ 2,716,417 4,757,433 $ 2,565,226 $ 2,565,226 $ 2,565,226 $ 2,565,226 $ 2,383,880 $ 2,383,880 $ 2,439,400 $ 2,439,400 $ 125,826 125,826 4.9% N/A 4.9% $ $ 1,859,280 $ 1,859,280 $ 10,000 $ 10,000 $ 2,100,512 $ 2,100,512 $ 2,096,853 $ 2,096,853 $ 2,000 $ 2,000 $ 2,098,512 2,098,512 99.9% 99.9% $ $ 2,716,417 $ 2,716,417 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A $ $ (2,716,417) $ (2,716,417) $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,041,016 $ 4,575,697 $ 6,616,713 $ 2,565,226 $ 10,000 $ 2,575,226 $ 2,565,226 $ 2,100,512 $ 4,665,738 $ 2,383,880 $ 2,096,853 $ 4,480,733 $ 2,439,400 $ 2,000 $ 2,441,400 $ 125,826 2,098,512 2,224,338 4.9% 99.9% 47.7% 249 NON DEPARTMENTAL GRANT NON-RECURRING FUND TOTAL USES 676 COUNTY MANAGER RISK MANAGEMENT NON-RECURRING FUND TOTAL USES 900 ELIMINATIONS NON-RECURRING FUND TOTAL USES 444 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Manager Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT RISK MANAGEMENT PROGRAM TOTAL COMMUTE OPTIONS COMMUTE OPTIONS PROGRAM TOTAL CRIME PREVENTION ADULT CRIME PREVENTION JUVENILE CRIME PREVENTION PROGRAM TOTAL DIVERSITY DIVERSITY PROGRAM TOTAL GOVT RELATIONS AND COMM COMMUNICATION SERVICES GOVERNMENT RELATIONS PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP PROGRAM TOTAL DEPARTMENT TOTAL REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 9.30 1.00 10.30 7.40 7.40 7.40 7.40 7.40 7.40 7.50 7.50 .10 .10 1.4% N/A 1.4% .40 .40 .40 .40 .40 .40 .40 .40 .50 .50 .10 .10 25.0% 25.0% 1.70 1.40 3.10 - - - - - N/A N/A N/A 1.00 1.00 - - - - - N/A N/A 7.20 4.00 11.20 6.20 4.00 10.20 6.20 4.00 10.20 6.20 4.00 10.20 6.00 4.00 10.00 (.20) (.20) (3.2%) 0.0% (2.0%) 4.00 4.00 30.00 18.00 18.00 18.00 18.00 - N/A N/A 0.0% 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 Exec Asst to Executive Officer Executive Assistant Government Relations Liaison IS Architect IT Consultant Legislative Analyst Legislative Analyst – County Management Assistant Media Specialist Office Assistant Specialized Operations/Program Manager Program Coordinator Program Manager - County Programmer/Analyst - Sr/Ld Project Manager Project Manager Risk Management Consultant Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 2.00 2.00 3.00 1.00 50.0% 1.00 N/A 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 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 0.0% 1.00 N/A 1.00 N/A 1.00 N/A 1.00 N/A 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% 3.00 2.00 3.00 3.00 2.00 (1.00) (33.3%) 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% 2.00 N/A 1.00 N/A 1.00 N/A 3.00 N/A 1.00 N/A 30.00 18.00 18.00 18.00 18.00 0.0% 445 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Manager Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS 676 COUNTY MANAGER RISK MANAGEMENT Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 25.00 18.00 18.00 18.00 18.00 0.0% 4.00 N/A 1.00 N/A 30.00 18.00 18.00 18.00 18.00 0.0% General Adjustments Target Adjustments: General Fund (100)  Decrease expenditures by $90,232 due to the reallocation of funds from the County Manager’s Office to the Assistant County Manager – 960 for the Sustainability Program.  Restate expenditures for Crime Prevention and Delinquency Program, and Innovation Program of $760,793 from the County Manager’s Office to the Assistant County Manager – 950.  Restate the Diversity Program expenditures of $89,488 from the County Manager’s Office to the Human Resources Department.  Base Adjustments: General Fund (100)  Increase Regular Benefits by $5,298 for the impact of changes in retirement contribution rates.  Decrease expenditures by $508 due to net change in Supplies and Services.  Decrease expenditures by $25,326 to more accurately budget Personnel Savings.  Decrease Other Benefits and Internal Service Charges by $41,124 for the impact of the changes in Risk Management charges.  Increase Personnel Savings by $18,849 based on the Chairman’s Office request. Non-Departmental Grant Fund (249)  Increase revenue and expenditures by $2,000 for expected Tribal Gaming Grants. Programs and Activities 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 structure and organization of Maricopa County Percent of state bills tracked whose outcome is favorable to the County FY 2012 ACTUAL 69.5% FY 2013 FY 2013 REVISED FORECAST 66.9% 69.1% 100.0% 27.6% Activities that comprise this program include:  Communications Services 97.1%  446 FY 2014 ADOPTED 71.5% 97.3% Government Relations REV VS ADOPTED VAR % 4.6% 6.9% 69.7% 252.2% Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2014 Adopted Budget Communications Services The purpose of the Communication Services Activity is to provide communication services to elected officials, the general public, and County employees so they can increase awareness of and be more informed about services and actions of Maricopa County government. Mandates: Administrative mandate. 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 Expenditure 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 100 - GENERAL TOTAL USES FY 2012 ACTUAL 69.5% $ 40 652 40 700 801.05 $ $ 522,283 522,283 FY 2013 FY 2013 REVISED FORECAST 66.9% 69.1% $ 99 99 99 1,650 6,165.51 $ $ 610,385 610,385 $ 45 707 45 738 752.58 $ $ 532,074 532,074 REV VS ADOPTED VAR % 4.6% 6.9% FY 2014 ADOPTED 71.5% $ 60 800 60 800 757.61 $ $ $ 606,088 606,088 $ $ (39) 701 (39) (850) 5,407.90 4,297 4,297 -39.4% 708.1% -39.4% -51.5% 87.7% 0.7% 0.7% Activity Narrative: In FY 2014 when compared to FY 2013 Forecast, demand and output are expected to increase as a result of new Board members requesting additional press releases, videos and print media to communicate their vision and philosophy for their respective districts. The Department expects to fill a vacant Media Specialist position, which will result in an increase in production of communication materials. These measures will be reviewed during the FY 2015 Strategic Business Plan update. 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: Administrative mandate. 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 27.6% 97.1% FY 2014 ADOPTED 97.3% $ 925.02 $ 628.07 $ 618.43 $ 619.54 $ 100 - GENERAL TOTAL USES $ $ 409,782 409,782 $ $ 964,080 964,080 $ $ 955,481 955,481 $ $ 977,640 977,640 $ $ 443 424 443 483 443 443 1,535 1,535 1,545 443 1,578 483 REV VS ADOPTED VAR % 69.7% 252.2% 59 43 (1,052) 8.52 (13,560) (13,560) 13.9% 2.8% -68.5% 1.4% -1.4% -1.4% Activity Narrative: Data is now being pulled from the on-line legislative tracking system. This does not enable a comparison across years. The FY 2013 Forecast and FY 2014 Adopted are accurate. These measures will be reviewed during the FY 2015 Strategic Business Plan update. 447 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 34.9% FY 2013 FY 2013 REVISED FORECAST 45.0% 47.0% FY 2014 ADOPTED 49.0% REV VS ADOPTED VAR % 4.0% 8.9% 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; A.R.S §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 the emissions inspection program; powers and duties of director; administration; periodic inspection; minimum standards; and rules exception. Measure Type Result Output Output Demand Demand Efficiency Revenue Measure Description Percent of County employees who use an alternative mode of transportation. Number of platinum bus passes provided Number of vanpool subsidy applications approved Number of platinum bus passes requested Number of vanpool subsidy applications received Expenditure per platinum bus pass provided FY 2012 ACTUAL 34.9% FY 2013 FY 2013 REVISED FORECAST 45.0% 47.0% FY 2014 ADOPTED 49.0% REV VS ADOPTED VAR % 4.0% 8.9% $ 9.43 $ 21.25 $ 18.27 $ 22.72 $ 100 - GENERAL TOTAL SOURCES $ $ 815 815 $ $ 600 600 $ $ 995 995 $ $ 600 600 $ $ 100 - GENERAL TOTAL USES $ $ 54,744 54,744 $ $ 42,505 42,505 $ $ 34,311 34,311 $ $ 47,975 47,975 $ $ 5,808 2,437 2,000 2,400 1,878 2,544 2,112 2,720 112 320 5.6% 13.3% 5,808 2,437 2,000 2,400 1,868 2,544 2,112 2,720 112 320 5.6% 13.3% (1.46) -6.9% - 0.0% 0.0% Expenditure (5,470) (5,470) -12.9% -12.9% Activity Narrative: As transit service reductions are implemented, the demand for other modes of transportation such as vanpools will increase and require additional resources for outreach, training, and marketing. Expenditures are expected to increase as FY 2014 will be the third year of a three-year replacement cycle and additional bus cards will be purchased. These measures will be reviewed during the FY 2015 Strategic Business Plan update. 448 Department Strategic Plans and Budgets County Manager Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 3,460,422 $ 600 FY 2013 Revised Budget $ 3,460,422 $ 600 $ $ (90,232) $ (90,232) (850,281) $ (760,793) (89,488) - $ 2,519,909 $ 600 $ 5,298 $ 5,298 (25,834) $ (508) - (25,326) (18,849) $ (18,849) - $ 2,480,524 $ -1.6% 600 0.0% $ (41,124) $ (41,124) - $ 2,439,400 $ -3.2% 600 0.0% Adjustments: Reallocations Reallocation Between Depts Restatements County Manager to ACM County Manager to Human Resources Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Net change in Supplies and Services Personnel Savings Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ (508) $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 449 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets County Manager Non-Departmental Grant (249) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Grants, Donations and Intergovernmental Agreements Grants County Manager Grant Reconciliation Non Recurring County Manager Appropriated Grant Budget Adjustment 289,975 $ 1,659 $ 1,659 - $ 3,307,902 $ 3,307,902 22,048 $ 22,048 3,307,902 3,307,902 22,048 22,048 $ 3,621,584 $ 3,619,925 $ (1,659) $ (1,659) - $ $ (3,307,902) $ (3,307,902) (312,023) $ (22,048) (289,975) $ - $ - $ 2,000 $ 2,000 2,000 2,000 $ 2,000 $ 2,000 C-49-13-036-2-00 C-20-13-028-G-00 $ C-20-13-008-2-00 Agenda Item: C-49-13-036-2-00 C-20-13-028-G-00 C-20-13-008-2-00 FY 2014 Budget Target Adjustments: Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation 289,975 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Grants, Donations and Intergovernmental Agreements Grants County Manager Grant Reconciliation Non Recurring County Manager Appropriated Grant Budget Adjustment Non Recurring Carry Forward $ (3,307,902) (3,307,902) (312,023) (22,048) (289,975) Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 450 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Deputy County Manager - Department 920 Analysis by Zach Wolfe, Management and Budget Analyst Summary Mission The Mission of Deputy County Manager 920 is to provide regional leadership and fiscally responsible, necessary public services to residents so they can enjoy living in a healthy and safe environment. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently, and effectively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % PFMG - PERFORMANCE MANAGEMENT 39PM - PERFORMANCE MANAGEMENT $ $ 358,769 $ 358,769 $ 200,220 $ 200,220 $ 185,220 $ 185,220 $ 145,510 $ 145,510 $ 261,055 $ 261,055 $ BDMF - BUDGET DEV MON FORECASTING 49PB - PLANNING AND BUDGETING $ $ 71,601 $ 71,601 $ 80,101 $ 80,101 $ 80,101 $ 80,101 $ 78,680 $ 78,680 $ - $ - $ POCO - POLICY AND COMPLIANCE 49PC - POLICY AND COMPLIANCE $ $ - $ - $ 359,866 $ 359,866 $ 351,114 $ 351,114 $ 264,647 $ 264,647 $ 363,444 $ 363,444 $ (12,330) (12,330) -3.5% -3.5% OPAD - OFFICE OF PROGRAM ADVOCACY 92OP - PROGRAM ADVOCACY $ $ - $ - $ - $ - $ - $ - $ - $ - $ 196,949 $ 196,949 $ (196,949) (196,949) N/A N/A BDGT - BUDGETING ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ - $ 576,645 576,645 $ - $ 403,613 403,613 $ - $ 405,674 405,674 $ - $ 410,604 410,604 $ 70,647 $ 477,682 548,329 $ (70,647) (72,008) (142,655) N/A -17.8% -35.2% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 1,056 $ 1,056 $ 2,572 $ 2,572 $ 2,572 $ 2,572 $ 2,568 $ 2,568 $ 3,051 $ (13,988) (10,937) $ (479) 13,988 13,509 -18.6% N/A 525.2% TOTAL PROGRAMS $ 1,008,071 $ 1,046,372 $ 1,024,681 $ 902,009 $ 1,358,840 $ (334,159) -32.6% $ 451 (75,835) (75,835) -40.9% -40.9% 80,101 80,101 100.0% 100.0% Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED 707,227 $ 207 202,052 6,332 (83,765) 832,053 $ 785,902 $ 232,784 1,018,686 $ 1,005,610 $ 294,996 (410,006) 106,395 996,995 $ 759,139 $ 441 214,309 14,748 (198,136) 87,990 878,491 $ 976,269 $ 301,445 11,712 1,289,426 $ SUBTOTAL $ 780 $ 1,825 2,605 $ 20,886 $ 4,000 24,886 $ 20,886 $ 4,000 24,886 $ 16,036 $ 4,000 20,036 $ 9,061 $ 1,500 10,561 $ 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 $ 171,236 $ 1,573 604 173,413 $ 1,008,071 $ - $ 1,000 1,800 2,800 $ 1,046,372 $ - $ 1,000 1,800 2,800 $ 1,024,681 $ 130 $ 85 1,461 1,806 3,482 $ 902,009 $ 30,575 $ 6,828 1,050 17,080 1,000 1,820 500 58,853 $ 1,358,840 $ (30,575) (6,828) (1,050) (17,080) (20) (500) (56,053) (334,159) N/A N/A N/A N/A 0.0% -1.1% N/A -2001.9% -32.6% TOTAL USES $ 1,008,071 $ 1,046,372 $ 1,024,681 $ 902,009 $ 1,358,840 $ (334,159) -32.6% SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 29,341 (6,449) (11,712) (410,006) 106,395 (292,431) 11,825 2,500 14,325 2.9% N/A -2.2% N/A -100.0% 100.0% -29.3% 56.6% 62.5% 57.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,008,071 $ 1,008,071 $ 1,046,372 $ 1,046,372 $ 1,024,681 $ 1,024,681 $ 902,009 $ 902,009 $ 1,358,840 $ 1,358,840 $ (334,159) (334,159) -32.6% -32.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,008,071 $ 1,008,071 $ 1,046,372 $ 1,046,372 $ 1,024,681 $ 1,024,681 $ 902,009 $ 902,009 $ 1,358,840 $ 1,358,840 $ (334,159) (334,159) -32.6% -32.6% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT PROGRAM TOTAL PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT PROGRAM TOTAL PLANNING AND BUDGETING BUDGET DEV MON FORECASTING PROGRAM TOTAL POLICY AND COMPLIANCE POLICY AND COMPLIANCE PROGRAM TOTAL PROGRAM ADVOCACY OFFICE OF PROGRAM ADVOCACY PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % - 3.70 3.70 .00 8.70 8.70 7.70 7.70 .30 3.70 4.00 .30 (5.00) (4.70) N/A (57.5%) (54.0%) - 2.00 2.00 .00 - - 3.00 3.00 3.00 3.00 N/A N/A - .30 .30 .30 .30 .30 .30 - (.30) (.30) (100.0%) (100.0%) - 4.00 4.00 3.00 3.00 3.00 3.00 4.00 4.00 1.00 1.00 33.3% 33.3% - 10.00 .00 12.00 11.00 2.00 2.00 13.00 2.00 2.00 1.00 N/A N/A 8.3% 452 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Deputy County Manager - 920 Staffing by Market Range Title MARKET RANGE TITLE Administrator Communicatn Ofcr/Govt Liaison Deputy County Manager Director Exec Asst to Executive Officer HRIS Senior Consultant IS Project Manager (Senior/Lead) Management Analyst Managing for Results Faciltatr Policy and Compliance Consultant Program Manager - County Special Projects Manager Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 0.0% N/A 1.00 1.00 1.00 0.0% 3.00 4.00 4.00 5.00 1.00 25.0% 2.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 1.00 1.00 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 10.00 12.00 11.00 13.00 1.00 8.3% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 10.00 12.00 11.00 13.00 1.00 8.3% 10.00 12.00 11.00 13.00 1.00 8.3% General Adjustments Target Adjustments:     Restate personnel and supplies of $889,992 from the Office of Management and Budget to the Deputy County Manager Department – 920. Restate expenditures of $69,327 from Human Resources to the Deputy County Manager Department – 920 which were repurposed for a position to support Managing for Results. Restate the Managing for Results personnel and expenditures of $200,220 from Business Strategies to the Deputy County Manager Department - 920. Restate Program Advocacy personnel expenditures of $208,671 from Non-Departmental to the Deputy County Manager Department – 920. Base Adjustments:    Increase Regular benefits by $3,944 for the impact of changes in retirement contributions rates. Increase personnel savings by $13,988 based on the Chairman’s Office request. Increase Other Benefits and Internal Service Charges by $674 for the impact of the changes in Risk Management charges. Programs and Activities Business Performance Management Program The purpose of the Business Performance Management Program is to provide strategic planning and performance measurement services to County leaders and managers so they can meet strategic goals and priorities based on data-driven decisions and be accountable to the public. 453 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 69.0% FY 2013 FY 2013 REVISED FORECAST 55.0% 70.0% 84.6% 80.0% FY 2014 ADOPTED 68.4% 84.6% REV VS ADOPTED VAR % 13.4% 24.3% 84.6% 4.6% 5.8% Activities that comprise this program include:  Performance Management Business Performance Management Activity The purpose of the Business Performance Management Activity is to provide strategic planning and performance measurement services to County leaders and managers so they can meet strategic goals and priorities based on data-driven decisions and be accountable to the public. Mandates: Administrative mandate. 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. FY 2012 ACTUAL 69.0% FY 2013 FY 2013 REVISED FORECAST 55.0% 70.0% 84.6% 80.0% REV VS ADOPTED VAR % 13.4% 24.3% FY 2014 ADOPTED 68.4% 84.6% 84.6% 4.6% 5.8% N/A 27 35 35 8 29.6% N/A 36 27 27 35 35 35 35 8 8 29.6% 29.6% N/A 27 35 35 8 29.6% N/A $ 6,860.00 $ 4,157.43 $ 7,458.71 $ (598.71) -8.7% 185,220 185,220 $ $ 145,510 145,510 $ $ 261,055 261,055 $ $ (75,835) (75,835) -40.9% -40.9% Expenditure 100 - GENERAL TOTAL USES $ $ 358,769 358,769 $ $ Activity Narrative: In FY 2012, 69% of employees noted they agree with the statement that Managing for Results (MFR) will increase organizational effectiveness. This number of respondents indicating agreement with this question (2,176) demonstrates the familiarity with the MFR process across diverse functional areas within the County. For FY 2013 and FY 2014, these values are expected to remain relatively stable. When examining the percentage of departments indicating they found the MFR consultation services very helpful in FY 2012, 84.6% of responded positively. This measure is a departmental question (one response per department) and therefore the respondents are usually administrative staff. The high percentage of agreement for this question demonstrates the value perceived by the collective departments for consultation services provided by the Business Performance Management staff. Similarly, Business Performance Management staff are expecting continued success in FY 2013 and 2014 in providing relevant and useful services to departments. This is confirmed by the 34 departments which have requested assistance in modifying their departmental plans, outcomes and measures for FY 2015. 454 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Policy 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. Program Results Measure Description Percent of approved policies available online within one business week FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include:  Policy and Compliance Policy and Compliance Activity The purpose of the Policy 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. Mandates: Administrative mandate. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of approved policies available online within one business week Number of policies reviewed Number of policy reviews requested Expenditure per policy reviewed 100 - GENERAL TOTAL USES FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A N/A 16 N/A 16 N/A $ 21,944.63 $ $ - $ $ 351,114 351,114 REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED 100.0% $ 29 29 9,125.76 30 30 $ 12,114.80 $ $ $ 264,647 264,647 $ $ $ $ 363,444 363,444 14 14 9,829.83 (12,330) (12,330) 87.5% 87.5% 44.8% -3.5% -3.5% Activity Narrative: Although all activity measures are not new for FY 2014; those directly related to the result measure are new and therefore no historical comparison is possible. In spite of the lack of historical data, the output and demand data for FY 2013 indicate there is both significant interest and capacity for policy review. Program Advocacy Program The purpose of the Program Advocacy Program is to provide non-capital project management expertise and consulting services for requested projects to County departments so they can be familiar with project management best practices likely to lead to high-quality projects being completed on time and within budget. 455 Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Percent of project management class participants who report they are familiar with Percent of project management class participants, who have completed a project, that report they used project management best practices Percent of OPA-guided projects completed on time Percent of OPA-guided projects completed on or under budget Percent of OPA-guided projects determined to be suitable for their intended purpose after one year in production. FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 87.5% N/A N/A N/A N/A N/A 87.5% N/A N/A N/A N/A N/A N/A N/A N/A Activities that comprise this program include:  Program Advocacy Program Program Advocacy Activity The purpose of the Program Advocacy Activity is to provide non-capital project management expertise and consulting services for requested projects to County departments so they can increase County knowledge of project management best practices likely to lead to high-quality projects being completed on time and within budget. Mandates: Administrative mandate. Measure Type Result Result Result Result Result Output Output Output Demand Demand Demand Efficiency Measure Description Percent of project management class participants who report they are familiar with project management best practices Percent of project management class participants, who have completed a project, that report they used project management best practices Percent of OPA-guided projects completed on time Percent of OPA-guided projects completed on or under budget Percent of OPA-guided projects determined to be suitable for their intended purpose after one year in production. Number of employees who participated in project management classes Number of mentored projects Number of project management process/methodology consultations Number of employees who signed up for project management classes Number of requests for project mentoring Number of requests for project management process/methodology consultations Total activity expenditure per project management class participant FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED 100.0% N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 87.5% N/A N/A N/A N/A N/A 87.5% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 10 N/A N/A N/A N/A N/A N/A N/A N/A 8 12 N/A N/A N/A N/A N/A N/A N/A 10 N/A N/A N/A N/A N/A N/A N/A N/A 8 12 N/A N/A N/A N/A N/A N/A N/A $ 19,694.90 N/A N/A (196,949) (196,949) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - 456 $ $ - $ $ - $ $ 196,949 196,949 $ $ Department Strategic Plans and Budgets Deputy County Manager - 920 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The activity measures are new for FY 2014; therefore no historical comparison is possible. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - $ 1,368,210 $ 889,992 69,327 200,220 208,671 - $ 1,368,210 $ - $ 3,944 $ 3,944 (13,988) $ (13,988) - $ 1,358,166 $ -0.7% - $ 674 $ 674 - $ 1,358,840 $ -0.7% - Adjustments: Restatements OMB to DCM Human Resources to DCM Business Strategies to DCM Non Departmental to ACM/DCM Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 457 Department Strategic Plans and Budgets Deputy County Manager - 930 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Deputy County Manager - Department 930 Analysis by Ron Forster, Management and Budget Analyst 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 2012 ACTUAL PROGRAM / ACTIVITY USES GGDM - GREEN GOVT DATA MANAGEMENT GGIE - INTERNAL GREEN GOVT ECO EDUC GGPE - PUBLIC GREEN GOVT ECO EDUC 44GG - GREEN GOVERNMENT $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 1 $ (2) (2) (3) $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A N/A N/A 77,595 $ 59,628 137,223 $ 114,072 $ 143,183 257,255 $ 126,238 $ 147,165 273,403 $ 198,446 $ 237,164 435,610 $ - $ - $ 126,238 147,165 273,403 100.0% 100.0% 100.0% $ 99,646 $ 124,322 289,620 60,398 20,031 594,017 $ 141,673 $ 210,317 100,360 136,958 43,493 632,801 $ 140,879 $ 217,959 100,360 136,958 43,493 639,649 $ 225,325 $ 129,767 123,719 91,457 46,604 616,872 $ - $ - $ 140,879 217,959 100,360 136,958 43,493 639,649 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% TOTAL PROGRAMS $ 731,237 $ 890,056 $ 913,052 $ 1,052,482 $ - $ 913,052 100.0% BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT GISA - GIS APPLICATION DEV AND SUPP HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ 458 Department Strategic Plans and Budgets Deputy County Manager - 930 Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 1,866,041 $ 946 601,027 7,966 (2,134,404) 29,340 370,916 $ 2,060,354 $ 687,549 3,276 (2,281,921) 29,359 498,617 $ 2,558,074 $ 836,028 3,276 (2,905,124) 29,359 521,613 $ 2,441,249 $ 512 801,973 64,535 (2,496,346) 811,923 $ 2,503,207 $ 845,368 8,000 (3,356,575) - $ 2,113 $ 470 572,236 (525,033) 55,828 105,614 $ 8,100 $ 400 2,000 (8,649) 56,320 58,171 $ 8,100 $ 400 2,000 (8,649) 56,320 58,171 $ 35,444 $ 369 262,968 (264,987) 55,619 89,413 $ 12,800 $ 400 306,250 (319,450) - $ - $ 86,827 467,307 623 3,123 6,581 1,499 (244,259) 55,756 377,457 $ - $ 677,386 1,239 3,500 104,985 155 (636,582) 53,182 203,865 $ - $ 677,386 1,239 3,500 104,985 155 (636,582) 53,182 203,865 $ 495 $ 17,656 324,947 1,311 1,076 39,645 115 (402,586) 54,531 37,190 $ - $ 1,000 1,090,770 15,500 79,474 300 (1,242,314) 55,270 - $ (1,000) (413,384) 1,239 (12,000) 25,511 (145) 605,732 (2,088) 203,865 N/A N/A -61.0% 100.0% -342.9% 24.3% -93.5% 95.2% -3.9% 100.0% $ (18,481) $ 7,272 (111,541) (122,750) $ 909,200 $ (779,797) 129,403 $ 909,200 $ (779,797) 129,403 $ 275,627 $ (161,671) 113,956 $ 380,088 $ (380,088) - $ 529,112 (399,709) 129,403 58.2% N/A -51.3% 100.0% ALL EXPENDITURES $ 731,237 $ 890,056 $ 913,052 $ 1,052,482 $ - $ 913,052 100.0% TOTAL USES $ 731,237 $ 890,056 $ 913,052 $ 1,052,482 $ - $ 913,052 100.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 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 0955 - CAPITAL-ALLOCATION OUT SUBTOTAL $ $ $ 54,867 (9,340) (4,724) 451,451 29,359 521,613 2.1% N/A -1.1% -144.2% 15.5% 100.0% 100.0% (4,700) -58.0% 0.0% (304,250) -15212.5% 310,801 3593.5% 56,320 100.0% 58,171 100.0% Uses by Fund and Function REVISED VS ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 FUND / FUNCTION CLASS ACTUAL ADOPTED REVISED FORECAST ADOPTED VAR % 226 PLANNING AND DEVELOPMENT FEES OPERATING $ 426,645 $ 718,199 $ 741,195 $ 961,909 $ - $ 741,195 100.0% NON RECURRING NON PROJECT 304,592 171,857 171,857 90,573 171,857 100.0% 731,237 $ 890,056 $ 913,052 $ 1,052,482 $ - $ 913,052 100.0% FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 426,645 $ 426,645 $ 718,199 $ 718,199 $ 741,195 $ 741,195 $ 961,909 $ 961,909 $ - $ - $ 741,195 741,195 100.0% 100.0% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER DESKTOP SUPPORT GIS APPLICATION DEV AND SUPP HELP DESK SUPPORT PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % - 4.00 6.75 10.75 4.00 12.00 16.00 4.00 14.00 18.00 2.00 11.00 13.00 (2.00) (1.00) (3.00) (50.0%) (8.3%) (18.8%) - 9.00 4.00 5.00 2.50 2.00 22.50 33.25 12.00 4.00 5.00 2.50 2.00 25.50 41.50 12.00 4.00 5.00 2.50 2.00 25.50 43.50 14.00 4.00 5.00 2.50 2.00 27.50 40.50 2.00 2.00 (1.00) 16.7% 0.0% 0.0% 0.0% 0.0% 7.8% (2.4%) 459 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Deputy County Manager - 930 Staffing by Market Range Title MARKET RANGE TITLE Applications Development Mgr Assistant County Manager Business/Systems Analyst Business/Systems Analyst-Sr/Ld Database Administrator Deputy County Manager GIS Programmer/Analyst GIS Technician Help Desk Coordinator Help Desk Coordinator - Sr/Ld Human Resources Analyst Human Resources Associate Human Resources Manager – Large Human Resources Manager – RDSA Human Resources Specialist IS Project Manager (Senior/Lead) IT Division Manager IT Services Supv Management Analyst Office Assistant PC/LAN Analyst Programmer/Analyst Programmer/Analyst - Sr/Ld Special Projects Manager Systems Admin & Analysis Supv Systems/Network Administrator Systems/Network Admin-Sr/Ld Trainer Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 2.00 2.00 2.00 0.0% 1.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 0.0% .50 .50 .50 .50 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 2.00 3.00 4.00 3.00 0.0% 3.00 3.00 3.00 0.0% 1.00 N/A 1.00 1.00 1.00 0.0% 3.00 4.00 5.00 3.00 (1.00) (25.0%) 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 N/A 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 2.00 2.00 2.00 0.0% .75 N/A 33.25 41.50 43.50 40.50 (1.00) (2.4% ) Staffing by Fund DEPARTMENT/FUND 226 PLANNING AND DEVELOPMENT FEES Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 33.25 41.50 43.50 40.50 (1.00) (2.4%) 33.25 41.50 43.50 40.50 (1.00) (2.4% ) 460 Department Strategic Plans and Budgets Deputy County Manager - 930 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations Planning and Development Fees Fund (226) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget $ - $ Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget $ - $ - The Planning and Development Fees Fund (226) is comprised of the organizational management function for the Deputy County Manager (DCM). The administrative costs net to zero over the course of the year as the budget is ultimately allocated to the respective Departments under the DCM’s leadership. The total FY 2014 expenditures are provided below: FY 2014 Non Recurring Non Project FY 2014 Operating Administration $ Human Resources Information Technology Total: $ Administration $ 297,770 Human Resources 714,852 Information Technology 2,343,953 Total: $ 3,356,575 461 689,338 689,338 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services Education Services Analysis by Mary Driessen, Management and Budget Supervisor Summary Mission The mission of the Education Services Agency is to provide support for innovation and excellence in educational services through alliances to school districts and charter schools throughout Maricopa County so they can ensure that all children and youth will succeed. Vision Setting the standards of excellence in educational innovation, economic management and executive leadership with unparalleled competence and levels of service. Strategic Goals Fiscal Strength By June 30, 2015, Maricopa County Education Service Agency will increase fiscal prudence for all County school districts by 10 percent as evidenced by having 60% of all districts in Maricopa County Schools rating “compliant” and 12% of districts rating “non-compliant” according to the Arizona Auditor General. Status: Only four (4) school districts were labeled with marginal compliance, and no school districts were in non-compliance with their financial audits according to the most recent data from the Auditor General. MCESA has implemented two programs designed to facilitate this goal: the School Business Resident program and the Itinerant Business Manager program. The School Business Resident program provides training for qualified individuals to master the skill of school district finance all while in a school district setting. This program is a rigorous training that provides expert coaching in conjunction with partner school districts, vested organizations, and State and County government. The Itinerant Business Manager program supports school districts by providing consulting as well as strategic and tactical support. Business managers are able to build their capacity and ultimately reduce audit findings. A continued focus on Audit trends and other issues have brought increased training on the school district financial system(s) in order for districts to reduce their audit findings. MCESA is currently developing additional trainings for FY 2013-14. 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%, as evidenced by an average Measure of Academic Progress (MAP) score of 53%. 462 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services Status: On January 20, 2011, the Education Service Agency began Interactive Video Learning (IVL) for multiple schools in Maricopa County, providing expert content and classroom instruction in science and technology. Since May, 2013, the department has expanded the use of IVL by providing professional development to teachers through classroom instruction. Future on-line courses are being planned for Common Core implementation. With the Teacher Incentive Fund grant, Rewarding Excellence in Instruction and Leadership (REIL), awarded in FY 2012-2013, the department entered partnerships with 6 school districts to create a systemic K–12 performance-based compensation system (PBCS). Once implemented, the system will transform how districts recruit, retain, support, and compensate teachers and principals in the neediest schools. In FY 2013-14, teacher and principal performance-based compensation will be awarded to those who have met the challenge of improving student achievement and become highly effective teachers/principals. With the Teacher Incentive Fund grant, Rewarding Excellence in Instruction and Leadership, the Next Generation (REIL-TNG), the department will begin partnering with 7 additional school districts in FY 2014 to improve student achievement by increasing teacher and principal effectiveness; reform teacher and principal compensation systems; increase the number of effective teachers teaching poor, minority, and disadvantaged students in hard to staff subjects; and create sustainable performance-based compensation systems. There is no current information on the Measure of Academic Progress (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: The completion date for the Expect More Arizona survey is unknown at this time. 463 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ - $ - $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 25,500 $ 25,500 $ 12,000 $ 12,000 $ - 0.0% 0.0% EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 570,420 $ 570,420 $ 943,136 $ 943,136 $ 943,136 $ 943,136 $ 593,274 $ 593,274 $ 943,136 $ 943,136 $ - 0.0% 0.0% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 5,578,089 $ 5,578,089 $ 17,259,387 $ 17,259,387 $ 17,259,387 $ 17,259,387 $ 17,336,845 $ 17,336,845 $ 21,421,736 $ 21,421,736 $ 4,162,349 4,162,349 24.1% 24.1% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 108,709 $ 108,709 $ - $ - $ - $ - $ 80,377 $ 80,377 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 6,257,218 $ 18,214,523 $ 18,214,523 $ 18,035,996 $ 22,376,872 $ 4,162,349 22.9% USES ELDR - EXECUTIVE LEADERSHIP 37EL - EXECUTIVE LEADERSHIP $ $ 415,357 $ 415,357 $ 548,539 $ 548,539 $ 548,026 $ 548,026 $ 716,146 $ 716,146 $ 601,884 $ 601,884 $ (53,858) (53,858) -9.8% -9.8% EMGT - ECONOMIC MANAGEMENT 37EM - ECONOMIC MANAGEMENT $ $ 2,110,131 $ 2,110,131 $ 2,409,858 $ 2,409,858 $ 2,370,882 $ 2,370,882 $ 1,976,158 $ 1,976,158 $ 3,824,934 $ 3,824,934 $ (1,454,052) (1,454,052) -61.3% -61.3% EINN - EDUCATIONAL INNOVATION 37SC - EDUCATIONAL INNOVATION $ $ 5,995,739 $ 5,995,739 $ 20,121,678 $ 20,121,678 $ 20,134,672 $ 20,134,672 $ 17,451,264 $ 17,451,264 $ 23,261,795 $ 23,261,795 $ (3,127,123) (3,127,123) -15.5% -15.5% FACM - FACILITIES CONSTRUCTION MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT $ $ - $ - $ - $ - $ - $ - $ 230 $ 230 $ - $ - $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 63,696 $ 356,923 420,619 $ 58,298 $ 335,557 393,855 $ 58,298 $ 362,052 420,350 $ 60,875 $ 344,637 405,512 $ 61,971 $ 355,845 417,816 $ (3,673) 6,207 2,534 -6.3% 1.7% 0.6% $ 11,664 $ 11,664 $ 86,770 $ 86,770 $ 86,770 $ 86,770 $ 48,686 $ 48,686 $ 45,557 $ (17,275) 28,282 $ 41,213 17,275 58,488 47.5% N/A 67.4% TOTAL PROGRAMS $ 8,953,510 $ 23,560,700 $ 23,560,700 $ 20,597,996 $ 28,134,711 $ $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ - (4,574,011) N/A N/A -19.4% 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 2012 ACTUAL 4,830,224 1,230,440 6,060,664 FY 2013 ADOPTED $ $ - $ 179,928 179,928 $ SUBTOTAL $ 16,576 50 16,626 ALL REVENUES $ TOTAL SOURCES $ $ FY 2013 REVISED 15,671,099 1,693,288 17,364,387 $ $ 537,000 $ 313,136 850,136 $ $ - 6,257,218 $ 6,257,218 $ $ FY 2013 FORECAST 15,671,099 1,693,288 17,364,387 $ 537,000 $ 313,136 850,136 $ $ - 18,214,523 $ 18,214,523 $ 464 $ $ 16,220,471 1,093,411 17,313,882 FY 2014 ADOPTED $ $ 470,245 $ 247,535 717,780 $ $ 4,334 4,334 18,214,523 $ 18,214,523 $ $ REVISED VS ADOPTED VAR % 20,468,590 1,187,830 21,656,420 $ 4,797,491 (505,458) 4,292,033 30.6% -29.9% 24.7% 250,136 $ 470,316 720,452 $ (286,864) 157,180 (129,684) -53.4% 50.2% -15.3% $ - 18,035,996 $ 18,035,996 $ $ $ $ - N/A N/A N/A 22,376,872 $ 4,162,349 22.9% 22,376,872 $ 4,162,349 22.9% Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 3,055,996 $ 7,543 26,034 995,470 (253,521) 253,522 4,085,044 $ 8,113,752 $ 31,756 23,236 2,744,130 (36,316) 36,316 10,912,874 $ 7,867,075 $ 194,507 23,236 2,821,435 (36,316) 36,316 10,906,253 $ 6,524,180 $ 77,131 29,002 2,059,888 59,959 (88,731) 444,731 9,106,160 $ 8,018,763 $ 166,700 23,236 2,877,344 (284,373) 432,622 11,234,292 $ 379,644 $ 5,781 88,040 473,465 $ 509,824 $ 11,830 320,200 841,854 $ 537,056 $ 11,830 320,200 869,086 $ 588,832 $ 6,892 388,866 984,590 $ 588,658 $ 11,830 133,256 733,744 $ (51,602) 186,944 135,342 -9.6% 0.0% 58.4% 15.6% $ 2,587,354 $ 276,234 278,435 581,132 636,136 5,933 6,690 4,371,914 $ 10,256,930 $ 748,956 128,026 619,350 51,310 1,400 11,805,972 $ 10,418,705 $ 748,956 128,026 619,350 51,310 1,400 11,967,747 $ 9,347,806 $ 763,324 183,454 158,060 50,210 4,392 10,507,246 $ 14,327,897 $ 776,313 187,715 620,750 20,500 3,500 (427,855) 427,855 15,936,675 $ (3,909,192) (27,357) (59,689) (1,400) 30,810 (2,100) 427,855 (427,855) (3,968,928) -37.5% -3.7% -46.6% -0.2% 60.0% -150.0% N/A N/A N/A -33.2% $ $ 23,087 $ 23,087 $ - $ - $ - $ - $ - $ - $ 230,000 $ 230,000 $ (230,000) (230,000) N/A N/A ALL EXPENDITURES $ 8,953,510 $ 23,560,700 $ 23,743,086 $ 20,597,996 $ 28,134,711 $ (4,391,625) -18.5% TOTAL USES $ 8,953,510 $ 23,560,700 $ 23,743,086 $ 20,597,996 $ 28,134,711 $ (4,391,625) -18.5% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 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 0920 - CAPITAL EQUIPMENT SUBTOTAL $ (151,688) -1.9% 27,807 14.3% 0.0% (55,909) -2.0% N/A 248,057 683.1% (396,306) -1091.3% (328,039) -3.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 266 $ 266 $ 117,000 $ 117,000 $ 117,000 $ 117,000 $ 130,899 $ 130,899 $ 117,000 $ 117,000 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 4,826,842 $ 7,000 4,833,842 $ 15,796,099 $ 15,796,099 $ 15,796,099 $ 15,796,099 $ 16,221,218 $ 16,221,218 $ 20,593,590 $ 20,593,590 $ 4,797,491 4,797,491 30.4% N/A 30.4% $ FUND TOTAL SOURCES $ 110,569 $ 110,569 $ 109,657 $ 109,657 $ 109,657 $ 109,657 $ 110,033 $ 110,033 $ 109,657 $ 109,657 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 390,492 $ 390,492 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 310,274 $ 310,274 $ 600,000 $ 600,000 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ FUND TOTAL SOURCES $ 179,662 $ 179,662 $ 733,136 $ 733,136 $ 733,136 $ 733,136 $ 586,881 $ 586,881 $ 603,452 $ 603,452 $ (129,684) (129,684) -17.7% -17.7% 742,387 $ 742,387 $ 858,631 $ 858,631 $ 858,631 $ 858,631 $ 676,691 $ 676,691 $ 353,173 $ 353,173 $ (505,458) (505,458) -58.9% -58.9% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 6,250,218 $ 7,000 $ 6,257,218 $ 18,214,523 $ - $ 18,214,523 $ 18,214,523 $ - $ 18,214,523 $ 18,035,996 $ - $ 18,035,996 $ 22,376,872 $ - $ 22,376,872 $ 715 SCHOOL GRANT OPERATING NON-RECURRING 669 SMALL SCHOOL SERVICE OPERATING 780 SCHOOL TRANSPORTATION OPERATING 782 SCHOOL COMMUNICATION OPERATING 465 4,162,349 4,162,349 22.9% N/A 22.9% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services Sources and Uses by Fund and Function (continued) FY 2012 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 2,087,635 $ 2,087,635 $ 2,076,394 $ 2,076,394 $ 2,258,780 $ 2,258,780 $ 2,074,666 $ 2,074,666 $ 2,318,140 $ 1,193,762 3,511,902 $ (59,360) (1,193,762) (1,253,122) -2.6% N/A -55.5% FUND TOTAL USES $ 5,040,450 $ (1) 5,040,449 $ 15,796,099 $ 15,796,099 $ 15,796,099 $ 15,796,099 $ 15,184,462 $ 15,184,462 $ 20,593,590 $ 20,593,590 $ (4,797,491) (4,797,491) -30.4% N/A -30.4% $ FUND TOTAL USES $ - $ - $ 2,787,056 $ 2,787,056 $ 2,787,056 $ 2,787,056 $ 1,132,237 $ 1,132,237 $ 1,654,819 $ 1,654,819 $ 1,132,237 1,132,237 40.6% 40.6% $ FUND TOTAL USES $ 86,386 $ 86,386 $ 109,657 $ 109,657 $ 109,657 $ 109,657 $ 105,735 $ 105,735 $ 109,657 $ 109,657 $ - 0.0% 0.0% $ FUND TOTAL USES $ 529,039 $ 529,039 $ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 310,274 $ 310,274 $ 600,000 $ 600,000 $ - 0.0% 0.0% $ FUND TOTAL USES $ 795 EDUCATIONAL SUPPLEMENTAL PROG OPERATING $ NON-RECURRING FUND TOTAL USES $ 88,849 $ 88,849 $ 733,136 $ 733,136 $ 733,136 $ 733,136 $ 585,332 $ 585,332 $ 603,452 $ 603,452 $ 129,684 129,684 17.7% 17.7% 623,747 $ 497,405 1,121,152 $ 858,631 $ 599,727 1,458,358 $ 858,631 $ 599,727 1,458,358 $ 676,691 $ 528,599 1,205,290 $ 332,292 $ 728,999 1,061,291 $ 526,339 (129,272) 397,067 61.3% -21.6% 27.2% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 8,456,106 $ 497,404 $ 8,953,510 $ 20,173,917 $ 3,386,783 $ 23,560,700 $ 20,356,303 $ 3,386,783 $ 23,743,086 $ 18,937,160 $ 1,660,836 $ 20,597,996 $ 24,557,131 $ 3,577,580 $ 28,134,711 $ (4,200,828) (190,797) (4,391,625) -20.6% -5.6% -18.5% FUND TOTAL USES $ 715 SCHOOL GRANT OPERATING NON-RECURRING 255 DETENTION OPERATIONS NON-RECURRING 669 SMALL SCHOOL SERVICE OPERATING 780 SCHOOL TRANSPORTATION OPERATING $ 782 SCHOOL COMMUNICATION OPERATING Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT 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 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 1.00 4.00 3.00 1.00 4.00 3.00 1.00 4.00 3.00 1.00 4.00 3.00 1.00 4.00 - 0.0% 0.0% 0.0% 21.60 21.60 21.35 21.35 23.60 23.60 23.60 23.60 22.50 22.50 (1.10) (1.10) (4.7%) (4.7%) 31.10 31.10 82.05 82.05 114.80 114.80 121.80 121.80 102.50 102.50 (12.30) (12.30) (10.7%) (10.7%) 3.60 3.60 60.30 3.60 3.60 111.00 2.60 2.60 145.00 3.60 3.60 153.00 5.00 5.00 134.00 2.40 2.40 (11.00) 92.3% 92.3% (7.6%) 466 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Supervisor Chief Deputy - Schools Communicatn Ofcr/Govt Liaison Community Justice Coordinator 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 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 Support Analyst Operations/Program Supervisor PC/LAN Analyst 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 REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 7.00 7.00 7.00 7.00 7.00 0.0% 5.50 6.00 5.00 5.00 6.00 1.00 20.0% 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 2.00 2.00 2.00 0.0% 8.00 8.00 8.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 0.0% 34.00 42.00 49.00 34.00 (8.00) (19.0%) 2.00 7.00 10.00 10.00 10.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 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 3.00 2.00 4.00 4.00 4.00 0.0% 1.00 N/A 2.00 1.00 N/A 1.00 1.00 1.00 1.00 N/A 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 1.00 0.0% 1.00 1.00 N/A 1.00 2.00 2.00 1.00 100.0% 2.00 3.00 3.00 3.00 0.0% 1.00 1.00 3.00 2.00 2.00 (1.00) (33.3%) 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 2.00 5.00 5.00 5.00 0.0% 1.00 2.00 (1.00) (100.0%) 1.00 N/A 1.00 1.00 1.00 0.0% 2.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 2.00 1.00 100.0% 2.00 N/A 11.00 17.00 31.00 31.00 27.00 (4.00) (12.9%) 1.00 1.00 2.00 2.00 1.00 (1.00) (50.0%) 3.80 9.00 1.00 1.00 1.00 0.0% 1.00 N/A 60.30 111.00 145.00 153.00 134.00 (11.00) (7.6% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS 669 SMALL SCHOOL SERVICE 715 SCHOOL GRANT 782 SCHOOL COMMUNICATION 795 EDUCATIONAL SUPPLEMENTAL PROG Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 22.00 21.00 21.00 21.00 22.00 1.00 4.8% 12.00 12.00 12.00 12.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 17.50 58.00 93.00 100.00 81.00 (12.00) (12.9%) 1.00 2.00 4.00 5.00 4.00 0.0% 18.80 17.00 14.00 14.00 14.00 0.0% 60.30 111.00 145.00 153.00 134.00 (11.00) (7.6% ) Significant Variance Analysis  The department is inactivating 8.0 FTE Education Service Peer Evaluators and 4.0 FTE Schools Program Managers from the School Grant Fund in FY 2014 since the positions are no longer necessary to fulfill grant requirements. 467 Maricopa County Annual Business Strategies FY 2014 Adopted Budget  Department Strategic Plans and Budgets Education Services One FTE Programmer was added in the General Fund to address the information technology needs within the department. General Adjustments Base Adjustments: General Fund (100)  Increase personnel savings by $17,275 based on the Chairman’s Office request.  Increase Regular Benefits by $7,944 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Services Charges by $18,880 for the impact of the changes in Risk Management charges.  Decrease Personal Services by $125,299 through reorganization and lower salary rates for new hires.  Increase Personal Services by $99,064 for the addition of one FTE Programmer position.  Increase in personnel savings by $119,116 based on FY 2013 actuals. This results in changing the budgeted personnel saving rate from 11.7% to 3.8%.  Increase Personal Services Allocation In by $148,249 for the Office of Enterprise Technology (OET) partnership.  Increase Rent & Operating Leases by $332,789; to be offset by an increase in Services Allocation Out.  Increase Internal Service Charges by $95,066 for additional Telecom charges which will be partially offset by an increase in the Services Allocation Out.  Increase Services Allocation Out by $427,855 from the School Grant Fund to pay for indirect costs in the General Fund.  Decrease Supplies and Services by $8,933 based on FY 2013 forecasted expenditures. Small Schools Fund (669)  Increase Regular Benefits by $237 for the impact of changes in retirement contribution rates. School Grant Fund (715)  Increase Regular Benefits by $20,555 for the impact of changes in retirement contribution rates. School Communication Fund (782)  Increase Regular Benefits by $890 for the impact of changes in retirement contribution rates.  Decrease revenues $129,684 based on limited professional development funds for school districts.  Net decrease in Personnel Services, Supplies and Services of $130,574 to maintain structural balance. Educational Supplemental Programming Fund (795) Operating  Increase Regular Benefits by $1,906 for the impact of changes in retirement contribution rates.  Decrease revenues by $505,458 due to a decline in the indirect fees recovered by school districts for MCESA.  Increase Personnel Services Allocation Out to Educational Supplemental Programming Fund (795) Non Recurring Non Project by $248,057 for payment of Contract Positions.  Reduce expenditures by $280,188 to structurally balance expenditures with revenue. Educational Supplemental Programming Fund (795) Non Recurring Non Project  Increase Regular Benefits by $1,601 for the impact of changes in retirement contribution rates. 468 Maricopa County Annual Business Strategies FY 2014 Adopted Budget   Department Strategic Plans and Budgets Education Services Increase Personnel Services Allocation In from Educational Supplemental Programming Fund (795) Operating by $248,057 for payment of contract positions. Increase Personnel Services, Supplies and Services by $480,842 to conduct one-time initiatives and increase student academic achievement. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 1.0% 1.0% FY 2014 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 Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. 469 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 1.0% 1.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 1.0% 360 160 80 160 - 0.0% 360 80 40 80 - 0.0% $ 16,654.83 $ 125,840.31 $ 218,140.80 $ 145,386.22 $ (19,545.91) -15.5% 715 - SCHOOL GRANT 669 - SMALL SCHOOL SERVICE 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL SOURCES $ 4,738,141 109,657 730,291 $ 15,796,099 109,657 495,000 858,631 $ 16,130,752 109,657 419,745 676,691 $ 20,593,590 109,657 365,316 353,173 $ 4,797,491 (129,684) (505,458) 30.4% 0.0% -26.2% -58.9% $ 5,578,089 $ 17,259,387 $ 17,336,845 $ 21,421,736 $ 4,162,349 24.1% 100 - GENERAL 715 - SCHOOL GRANT 255 - DETENTION OPERATIONS 669 - SMALL SCHOOL SERVICE 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ $ $ $ $ Revenue Expenditure 238,563 4,956,047 86,386 38,914 675,829 $ 5,995,739 190,086 15,757,318 2,787,056 69,899 492,874 837,216 $ 20,134,449 143,255 15,168,072 1,132,237 20,368 334,843 652,489 $ 17,451,264 192,466 20,593,590 1,654,819 31,402 363,591 425,927 $ 23,261,795 (2,380) (4,836,272) 1,132,237 38,497 129,283 411,289 -1.3% -30.7% 40.6% 55.1% 26.2% 49.1% $ (3,127,346) -15.5% Activity Narrative: The FY 2014 budget reflects further implementation of the REIL and REIL-TNG Grant Programs in the School Grant Fund. MCESA is receiving increased funding due to IGA’s 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 due to the increased contracts for performance-based compensation payouts. The number of educational professional development services requested and provided in the FY 2013 Forecast is less than the FY 2014 Adopted because the department provided longer sessions, which included training and additional information, and scheduled sessions less frequently. In FY 2014, demand and output should increase as sessions will be shorter and more sessions are added. Base Adjustments: Detention Fund (255) Non-Recurring Non-Operating  Increase Personnel, Supplies, and Services by $1,654,819 for the second year of the Juvenile Transition Pilot Program. The purpose of this program is to reintegrate juvenile offenders back into a school setting, thereby reducing recidivism and costs associated with repeat incarceration. School Grant Fund (715)  Increase Revenues by $4,797,491 due to an increase in use of REIL grant funding.  Increase Expenditures by $4,815,717 to maintain structural balance. 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. 470 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Percent of districts in compliance FY 2012 ACTUAL 139.0% Percent of districts that move out of noncompliance FY 2013 FY 2013 REVISED FORECAST 81.0% 81.0% 1.8% 17.2% FY 2014 ADOPTED 100.0% 17.2% REV VS ADOPTED VAR % 19.0% 23.4% 6.9% -10.3% -60.0% 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 Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. Measure Type Result 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 2012 ACTUAL 139.0% 1.8% FY 2013 FY 2013 REVISED FORECAST 81.0% 81.0% 17.2% 17.2% REV VS ADOPTED VAR % 19.0% 23.4% (10.3%) -60.0% FY 2014 ADOPTED 100.0% 6.9% 63 40 38 40 - 0.0% 58 47 42 47 - 0.0% $ 33,494.14 $ 63,994.13 $ 79,046.32 $ 95,623.35 $ (31,629.23) 100 - GENERAL 715 - SCHOOL GRANT 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION TOTAL SOURCES $ $ $ $ $ 100 - GENERAL 715 - SCHOOL GRANT 669 - SMALL SCHOOL SERVICE 780 - SCHOOL TRANSPORTATION 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ 1,033,466 84,402 529,039 49,935 413,289 $ 1,156,446 38,611 600,000 238,822 525,886 $ 1,027,649 84,887 110,274 249,889 503,459 $ 2,406,692 78,255 600,000 238,421 501,566 $ (1,250,246) (39,644) 401 24,320 -108.1% N/A -102.7% 0.0% 0.2% 4.6% $ 2,110,131 $ 2,559,765 $ 1,976,158 $ 3,824,934 $ (1,265,169) -49.4% -49.4% Revenue $ 266 390,492 179,662 570,420 $ 105,000 600,000 238,136 943,136 $ 105,399 10,089 376 310,274 167,136 593,274 $ 105,000 600,000 238,136 943,136 $ - 0.0% N/A N/A 0.0% 0.0% 0.0% Expenditure Activity Narrative: The Department provides professional development sessions to school district employees to enhance business management skills with the expectation that the districts will achieve fiscal compliance. Requests for these sessions have decreased from FY 2012 since fewer sessions are needed for school 471 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services districts as they move out of non-compliance and into compliance status. Although it is anticipated that 100% of school districts will be in compliance in FY 2014, the demand for sessions will continue at the same level due to a higher expected turnover rate for finance staff as the economy continues to improve and more financial positions become available. Base Adjustments: General Fund (100) Non-Recurring Non-Operating  Increase Other Services by $963,762 for the renewal of the Financial System 5-year Maintenance Payment.  Increase Capital Equipment by $230,000 for hardware replacement. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 73.0% 73.0% FY 2014 ADOPTED 73.0% REV VS ADOPTED VAR % 0.0% 0.0% 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 Maricopa County Superintendent of Schools is responsible for providing mandated services through educational support to the school districts within Maricopa County. Services provided include training, grant support, coordination of special elections, computer system and financial support, and special education services. Services are also provided to private and home-based schools. 472 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of citizens rating satisfaction as good or better Number of board training sessions provided Number of board training sessions requested FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 73.0% 73.0% FY 2014 ADOPTED 73.0% REV VS ADOPTED VAR % 0.0% 0.0% 4 4 5 5 2 2 5 5 - 0.0% 0.0% Expenditure per board training session provided $ 103,839.25 $ 108,350.40 $ 358,073.00 $ 120,376.80 $ (12,026.40) 100 - GENERAL TOTAL SOURCES $ $ - $ $ 12,000 12,000 $ $ 25,500 25,500 $ $ 12,000 12,000 $ $ 100 - GENERAL 780 - SCHOOL TRANSPORTATION 795 - EDUCATIONAL SUPPLEMENTAL PROG TOTAL USES $ 383,323 32,034 $ 472,356 69,396 $ 475,384 200,000 40,762 $ 468,086 133,798 $ 4,270 (64,402) 0.9% N/A -92.8% $ 415,357 $ 541,752 $ 716,146 $ 601,884 $ (60,132) -11.1% -11.1% Revenue - 0.0% 0.0% Expenditure Activity Narrative: FY 2014 is an election year for school board seats. The increased demand in the number of board training sessions from the FY 2013 Forecast measures to the FY 2014 Adopted measures are a direct result of the election. 473 Department Strategic Plans and Budgets Education Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Non Recurring MCESA IT - Transfer Expenditure Authority 2,076,394 $ 117,000 $ 182,386 $ 182,386 - $ 2,258,780 $ 117,000 $ (182,386) $ (182,386) - $ 2,076,394 $ 117,000 $ 7,944 $ 7,944 232,197 $ 232,197 - $ (17,275) $ (17,275) - $ 2,299,260 $ 10.7% 117,000 0.0% $ 18,880 $ 18,880 - $ 2,318,140 $ 11.6% 117,000 0.0% Agenda Item: C-37-13-013-2-00 FY 2013 Revised Budget Adjustments: Non Recurring MCESA IT - Transfer Expenditure Authority $ Agenda Item: C-37-13-013-2-00 FY 2014 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Changes within Salary and Benefits through the Hiring Process and Reorganization Programmer Position Salary and Benefit Savings Office of Enterprise Technology (OET) Partnership Increase in Rent & Operating Leases Increase in General Supplies Decrease in Other Services Increase in Internal Service Charges Increase in Travel and Training Increase in Postage/Freight/Shipping Increase in Services Allocation Out from Grant Fund Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Tentative Budget $ $ (125,299) 99,064 119,116 148,249 332,789 7,687 (25,120) 95,066 5,000 3,500 (427,855) Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 474 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - Adjustments: Information and Communications Technology Other IT Non-Recurring 5-year Maintenance Payment for Financial System Hardware Replacement Agenda Item: $ 1,193,762 - 1,193,762 $ - 963,762 230,000 FY 2014 Adopted Budget Percent Change from Target Amount $ Detention Fund (255) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 2,787,056 $ - FY 2013 Revised Budget $ 2,787,056 $ - $ (2,787,056) $ (2,787,056) - $ - $ - $ 2,417 $ 2,417 1,652,402 $ 1,652,402 - 1,654,819 $ - Adjustments: Agenda Item: Non Recurring Other Non-Recurring Juvenile Transition Program Pilot Project (Funding for FY 2013 and FY 2014) $ (2,787,056) FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Non Recurring Non Recurring Carry Forward Juvenile Transition Program Pilot Project- Year 2 Agenda Item: $ $ FY 2014 Adopted Budget Percent Change from Target Amount 1,652,402 $ 475 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services Small Schools Fund (669) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 109,657 $ 109,657 FY 2013 Revised Budget $ 109,657 $ 109,657 FY 2014 Budget Target $ 109,657 $ 109,657 $ 237 $ 237 (237) $ (237) - 109,657 $ 0.0% 109,657 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease in Other Services Agenda Item: $ $ (237) FY 2014 Adopted Budget Percent Change from Target Amount $ Small Schools Fund (669) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 119,086 $ 162,470 $ 162,470 $ 143,268 $ 147,566 $ 110,569 110,569 $ 109,657 109,657 $ 109,657 109,657 $ 110,033 110,033 $ 109,657 109,657 $ $ $ $ $ 86,386 86,386 Structural Balance $ 24,183 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ 109,657 109,657 $ (1) $ 143,268 143,268 $ $ $ $ $ 109,657 109,657 - $ - 162,470 162,470 476 $ $ $ 105,735 105,735 $ 109,657 109,657 - $ 4,298 $ - $ - $ - $ - $ $ 162,470 162,470 $ $ 147,566 147,566 $ $ 147,566 147,566 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services School Grant Fund (715) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 15,796,099 $ 15,796,099 FY 2013 Revised Budget $ 15,796,099 $ 15,796,099 FY 2014 Budget Target $ 15,796,099 $ 15,796,099 $ 20,555 $ 20,555 (20,555) $ (20,555) - $ 4,797,491 $ 4,797,491 4,797,491 4,797,491 $ 20,593,590 $ 30.4% 20,593,590 30.4% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Decrease in Supplies and Services Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: $ $ (20,555) FY 2014 Adopted Budget Percent Change from Target Amount School Grant Fund (715) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ (51,754) $ $ 15,796,099 15,796,099 $ $ 5,040,450 $ (1) 5,040,449 $ Structural Balance $ (213,608) $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 1 $ (96,866) $ $ $ 4,826,842 7,000 4,833,842 FY 2013 REVISED 15,796,099 15,796,099 Uses: Operating Non-Recurring Total Uses: $ FY 2013 ADOPTED $ - $ (258,360) $ FY 2013 FORECAST (96,866) $ FY 2014 ADOPTED (258,360) $ 778,396 16,221,218 16,221,218 $ 20,593,590 20,593,590 $ $ 20,593,590 20,593,590 15,796,099 15,796,099 $ $ $ 15,796,099 15,796,099 $ 15,184,462 15,184,462 - $ - $ 1,036,756 $ - - $ - $ - $ - - $ (96,866) $ 778,396 778,396 $ $ 778,396 778,396 $ - $ (96,866) $ $ $ Note: Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 477 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services School Transportation Fund (780) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 600,000 $ 600,000 FY 2013 Revised Budget $ 600,000 $ 600,000 FY 2014 Budget Target $ 600,000 $ 600,000 FY 2014 Adopted Budget Percent Change from Target Amount $ 600,000 $ 0.0% 600,000 0.0% School Transportation Fund (780) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 364,921 $ 399,306 $ 399,306 $ 226,373 $ 226,373 $ 390,492 390,492 $ 600,000 600,000 $ 600,000 600,000 $ 310,274 310,274 $ 600,000 600,000 529,039 529,039 $ $ $ 310,274 310,274 $ $ 600,000 600,000 $ $ 600,000 600,000 $ 600,000 600,000 $ $ $ $ $ $ $ Structural Balance $ (138,547) $ - $ - $ - $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 399,306 399,306 $ $ 399,306 399,306 $ $ 226,373 226,373 $ $ 226,373 226,373 226,373 226,373 $ $ 478 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services School Communication Fund (782) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 733,136 $ 733,136 FY 2013 Revised Budget $ 733,136 $ 733,136 FY 2014 Budget Target $ 733,136 $ 733,136 $ 890 $ 890 (130,574) $ (130,574) (129,684) (129,684) 603,452 $ -17.7% 603,452 -17.7% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Expenditures Structural Balance Revenues Program Revenue Volume Decrease Agenda Item: $ (130,574) $ (129,684) FY 2014 Adopted Budget Percent Change from Target Amount $ School Communication Fund (782) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 53,535 $ 54,148 $ 54,148 $ 144,348 $ 145,897 $ 179,662 179,662 $ 733,136 733,136 $ 733,136 733,136 $ 586,881 586,881 $ 603,452 603,452 $ $ 585,332 585,332 $ $ 733,136 733,136 $ $ 733,136 733,136 $ $ 88,849 88,849 $ 603,452 603,452 Structural Balance $ 90,813 $ - $ - $ 1,549 $ - Accounting Adjustments $ - $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 144,348 144,348 $ $ 54,148 54,148 $ $ 54,148 54,148 $ $ 145,897 145,897 $ $ 145,897 145,897 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 479 $ $ $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services Educational Supplemental Programming Fund (795) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 858,631 $ 858,631 FY 2013 Revised Budget $ 858,631 $ 858,631 FY 2014 Budget Target $ 858,631 $ 858,631 $ 1,906 $ 1,906 (528,245) $ (528,245) (505,458) (505,458) 332,292 $ -61.3% 353,173 -58.9% Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Expenditures Increase in Personnel Services Allocation Out to Non Operating Decrease in Other Personnel Expenditures Decrease in Other Services Decrease in Internal Service Charges Increase in Salary and Benefit Savings Revenues Program Revenue Volume Decrease $ $ (248,057) (14,151) (223,192) (20,588) (22,257) $ (505,458) FY 2014 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 599,727 $ - FY 2013 Revised Budget $ 599,727 $ - FY 2014 Budget Target Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Non Recurring Other Non-Recurring Spending Down of Fund Balance by conducting one-time initiatives to increase student academic achievement $ - $ - $ 1,601 $ 1,601 727,398 $ 727,398 - 728,999 $ - FY 2014 Adopted Budget Percent Change from Target Amount $ $ 727,398 $ 480 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Education Services Educational Supplemental Programming Fund (795) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 1,901,454 $ 1,316,972 $ 1,316,972 $ 1,522,703 $ 994,104 $ 742,387 742,387 $ 858,631 858,631 $ 858,631 858,631 $ 676,691 676,691 $ 353,173 353,173 $ $ 676,691 528,599 1,205,290 $ $ 858,631 599,727 1,458,358 $ $ 858,631 599,727 1,458,358 $ $ 623,747 497,405 1,121,152 $ 332,292 728,999 1,061,291 Structural Balance $ 118,640 $ - $ - $ - $ 20,881 Accounting Adjustments $ 14 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,522,703 1,522,703 $ $ 717,245 717,245 $ $ 717,245 717,245 $ $ 994,104 994,104 $ $ 285,986 285,986 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 481 $ $ $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Elections Elections Analysis by Idamarie C. Flaherty, 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 Presidential General Election in 2012, the Elections Department surveyed 190 voters of which 18 were not satisfied (9.47%) with the ease of voting, and another 5 were somewhat satisfied (2.63%). Three voters surveyed did not answer the question (1.58%), while 164 voters were satisfied with their access and ability to vote (86.32%). The Presidential General Election in 2008 had a slightly higher percentage of satisfied voters (91.73%). We anticipate that voters will continue to be satisfied with the ease of voting. Department Specific By June, 2016, 75% of total votes cast will be done by mail. Status: The November 2012 Presidential General Election had 69.1% of total ballots cast as early ballots (960,389 of 1,390,836). For the Presidential General Election in 2008, we had 55.1%. The previous General Election in 2006 had 49.1% of total ballots cast as early ballots. The trend is expected to continue, as casting a ballot via the early ballot process has become easier. 482 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % ELEC - ELECTION PROCESSING 21EL - ELECTIONS $ $ 4,860,139 $ 4,860,139 $ 5,778,923 $ 5,778,923 $ 5,778,923 $ 5,778,923 $ 4,408,672 $ 4,408,672 $ 4,015,152 $ 4,015,152 $ (1,763,771) (1,763,771) -30.5% -30.5% CAND - CANDIDATE FILING CAMPAIGN FIN VREG - VOTER REGISTRATION 21PE - PRE ELECTION PROCESSING $ $ 13,116 $ 11,396 24,512 $ 12,001 $ 904 12,905 $ 12,001 $ 904 12,905 $ 20,637 $ 25,559 46,196 $ 11,001 $ 304 11,305 $ (1,000) (600) (1,600) -8.3% -66.4% -12.4% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 2 $ 2 $ 150,002 $ 150,002 $ 150,000 $ 150,000 $ 2 $ 2 $ (150,000) (150,000) -100.0% -100.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 64,992 $ 64,992 $ - $ - $ - $ - $ 4,905 $ 4,905 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 4,949,643 $ 5,791,830 $ 5,941,830 $ 4,609,773 $ 4,026,459 $ (1,915,371) -32.2% 7,780,445 $ 256,309 8,036,754 $ 17,335,677 $ 1,481,629 18,817,306 $ 17,335,677 $ 1,481,629 18,817,306 $ 15,838,474 $ 972,518 16,810,992 $ 7,317,337 $ 1,262,654 8,579,991 $ 10,018,340 218,975 10,237,315 57.8% 14.8% 54.4% 134,764 $ 1,544,815 1,679,579 $ 138,087 $ 2,678,902 2,816,989 $ 138,087 $ 2,678,902 2,816,989 $ 138,257 $ 2,287,740 2,425,997 $ 141,199 $ 1,091,964 1,233,163 $ (3,112) 1,586,938 1,583,826 -2.3% 59.2% 56.2% 126,252 $ 164,400 51,813 771,883 1,114,348 $ 125,324 $ 165,988 54,896 812,330 1,158,538 $ 125,324 $ 165,988 54,896 962,330 1,308,538 $ 126,153 $ 169,963 65,892 963,296 1,325,304 $ 126,167 $ 168,047 52,158 742,201 1,088,573 $ (843) (2,059) 2,738 220,129 219,965 -0.7% -1.2% 5.0% 22.9% 16.8% (678) 34,596 33,918 -1.1% N/A 56.4% 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 $ $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ 35,676 $ 35,676 $ 60,157 $ 60,157 $ 60,157 $ 60,157 $ 60,152 $ 60,152 $ 60,835 $ (34,596) 26,239 $ TOTAL PROGRAMS $ 10,866,357 $ 22,852,990 $ 23,002,990 $ 20,622,445 $ 10,927,966 $ $ $ 12,075,024 52.5% Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ 0620 - OTHER INTERGOVERNMENTAL SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED 72,489 4,808,591 4,881,080 $ 367 367 $ $ $ SUBTOTAL $ 11,185 11,185 $ $ 12,000 12,000 $ $ SUBTOTAL $ 12,706 44,305 57,011 ALL REVENUES $ 4,949,643 $ 5,791,830 TOTAL SOURCES $ 4,949,643 $ 5,791,830 CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ $ 2,158,820 3,610,002 5,768,822 FY 2013 REVISED $ $ 1,002 $ 1,002 $ FY 2013 FORECAST 2,308,820 $ 3,610,002 5,918,822 $ FY 2014 ADOPTED 167,776 4,405,172 4,572,948 $ $ REVISED VS ADOPTED VAR % 2,181,549 $ 1,830,002 4,011,551 $ (127,271) (1,780,000) (1,907,271) -5.5% -49.3% -32.2% 1,002 1,002 $ $ 1,243 1,243 $ $ 402 402 $ $ (600) (600) -59.9% -59.9% $ $ 12,000 12,000 $ $ 20,355 20,355 $ $ 11,000 11,000 $ $ (1,000) (1,000) -8.3% -8.3% - $ 10,006 10,006 $ 10,006 10,006 $ $ $ 3,506 3,506 $ $ 4,905 10,322 15,227 $ (6,500) (6,500) N/A -65.0% -65.0% $ 5,941,830 $ 4,609,773 $ 4,026,459 $ (1,915,371) -32.2% $ 5,941,830 $ 4,609,773 $ 4,026,459 $ (1,915,371) -32.2% 483 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 2,182,617 $ 274,706 179,803 935,319 24,375 3,596,820 $ 2,251,256 $ 1,368,054 770,144 1,167,513 1,750 35,000 5,593,717 $ 2,296,406 $ 1,368,054 770,144 1,182,563 1,750 35,000 5,653,917 $ 2,245,128 $ 807,771 549,123 1,177,087 18,121 28,375 4,825,605 $ 2,193,299 $ 219,433 80,956 979,685 3,473,373 $ 108,363 $ 8,617 116,980 $ 646,632 $ 22,000 1,505,100 2,173,732 $ 646,632 $ 22,000 1,505,100 2,173,732 $ 108,812 $ 24,772 3,000 136,584 $ 138,450 $ 9,000 2,092,049 2,239,499 $ $ 9,655 $ 5,420,888 35,375 860 125,132 29,712 15,243 1,482,238 33,454 7,152,557 $ 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 $ 18,000 $ 12,432,661 292,417 3,300 144,239 102,700 21,900 2,072,624 17,500 50,000 15,155,341 $ 10,200 $ 13,089,013 193,994 1,054 152,929 96,492 11,781 2,056,604 48,189 (85,000) 85,000 15,660,256 $ 7,000 $ 4,243,826 53,625 1,000 86,552 18,175 43,050 705,666 56,200 5,215,094 $ $ $ - $ - $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ - $ - $ - $ - $ 20,000 20,000 100.0% 100.0% ALL EXPENDITURES $ 10,866,357 $ 22,852,990 $ 23,002,990 $ 20,622,445 $ 10,927,966 $ 12,075,024 52.5% TOTAL USES $ 10,866,357 $ 22,852,990 $ 23,002,990 $ 20,622,445 $ 10,927,966 $ 12,075,024 52.5% 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 103,107 1,148,621 689,188 202,878 1,750 35,000 2,180,544 508,182 13,000 (586,949) (65,767) 4.5% 84.0% 89.5% 17.2% 100.0% 100.0% 38.6% 78.6% 59.1% -39.0% -3.0% 11,000 61.1% 8,188,835 65.9% 238,792 81.7% 2,300 69.7% 57,687 40.0% 84,525 82.3% (21,150) -96.6% 1,366,958 66.0% (38,700) -221.1% N/A 50,000 100.0% 9,940,247 65.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 248 ELECTIONS GRANT OPERATING NON-RECURRING FY 2012 ACTUAL FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 4,864,448 $ 4,864,448 $ 3,633,010 $ 3,633,010 $ 3,633,010 $ 3,633,010 $ 4,437,092 $ 4,437,092 $ 1,844,910 $ 1,844,910 $ $ 85,195 $ 85,195 $ 2,158,820 $ 2,158,820 $ 2,158,820 $ 150,000 2,308,820 $ 22,681 $ 150,000 172,681 $ 2,181,549 $ 2,181,549 $ 22,729 1.1% (150,000) -100.0% (127,271) -5.5% 4,949,643 $ - $ 4,949,643 $ FY 2012 ACTUAL 5,791,830 $ - $ 5,791,830 $ FY 2013 ADOPTED 5,791,830 $ 150,000 $ 5,941,830 $ FY 2013 REVISED 4,459,773 $ 150,000 $ 4,609,773 $ FY 2013 FORECAST 4,026,459 $ - $ 4,026,459 $ FY 2014 ADOPTED (1,765,371) -30.5% (150,000) -100.0% (1,915,371) -32.2% REVISED VS ADOPTED VAR % FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2013 ADOPTED $ (1,788,100) (1,788,100) 10,781,160 $ 10,781,160 $ 9,261,273 $ 11,432,897 20,694,170 $ 9,261,273 $ 11,432,897 20,694,170 $ 9,261,253 $ 11,193,416 20,454,669 $ 8,746,417 $ 8,746,417 $ FUND TOTAL USES $ 85,197 $ 85,197 $ 2,158,820 $ 2,158,820 $ 2,158,820 $ 150,000 2,308,820 $ 17,776 $ 150,000 167,776 $ 2,181,549 $ 2,181,549 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 10,866,357 $ - $ 10,866,357 $ 11,420,093 $ 11,432,897 $ 22,852,990 $ 11,420,093 $ 11,582,897 $ 23,002,990 $ 9,279,029 $ 11,343,416 $ 20,622,445 $ 10,927,966 $ - $ 10,927,966 $ FUND TOTAL USES $ 248 ELECTIONS GRANT OPERATING NON-RECURRING $ 484 514,856 11,432,897 11,947,753 (22,729) 150,000 127,271 492,127 11,582,897 12,075,024 -49.2% -49.2% 5.6% 100.0% 57.7% -1.1% 100.0% 5.5% 4.3% 100.0% 52.5% Maricopa County Annual Business Strategies FY 2014 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 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 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% 21.00 3.00 24.00 21.00 3.00 24.00 21.00 3.00 24.00 21.00 3.00 24.00 20.00 3.00 23.00 (1.00) (1.00) (4.8%) 0.0% (4.2%) 2.00 16.00 18.00 54.00 2.00 14.00 16.00 52.00 2.00 14.00 16.00 52.00 2.00 14.00 16.00 52.00 2.00 15.00 17.00 52.00 1.00 1.00 - 0.0% 7.1% 6.3% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Staff Supv Administrative Supervisor Administrator Business/Systems Analyst Communicatn Ofcr/Govt Liaison Consultant Database Report Writer Analyst Deputy Director Deputy Director - Elections Director - Elections Executive Assistant Finance/Business Analyst 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 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% 1.00 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 N/A 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% 2.00 1.00 1.00 1.00 1.00 0.0% 23.00 21.00 21.00 21.00 21.00 0.0% 7.00 8.00 8.00 8.00 8.00 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% 54.00 52.00 52.00 52.00 52.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 54.00 52.00 52.00 52.00 52.00 0.0% 54.00 52.00 52.00 52.00 52.00 0.0% General Adjustments Personnel:   Increase Regular Benefits by $9,085 for retirement contribution rate increase. Increase personnel savings by $34,596 based on the Chairman’s Office request. 485 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2014 Adopted Budget  Increase Other Benefits and Internal Services Charges by $678 for the impact of the changes in Risk Management charges. 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 2012 ACTUAL 1.4% FY 2013 FY 2013 REVISED FORECAST 6.9% 2.8% 100.0% 96.7% FY 2014 ADOPTED 0.8% 99.5% REV VS ADOPTED VAR % -6.1% -88.9% 100.0% 3.3% 3.4% 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. Measure Type Result Output Output Demand Efficiency Revenue Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Fines levied as a percentage of active political 1.4% 6.9% 2.8% 0.8% (6.1%) -88.9% committees Number of candidates trained, precinct 5,241 875 7,938 5,250 4,375 500.0% committeemen processed and filings processed Number of candidate filings and active 5,148 875 8,394 2,000 1,125 128.6% committees Number of candidates running for office, 193 875 655 5,250 4,375 500.0% precinct committeemen processed and filings Cost per candidate trained $ 25.71 $ 157.81 $ 17.42 $ 26.90 $ 130.92 83.0% 100 - GENERAL TOTAL SOURCES $ $ 13,116 13,116 $ $ 12,001 12,001 $ $ 20,637 20,637 $ $ 11,001 11,001 $ $ (1,000) (1,000) -8.3% -8.3% 100 - GENERAL TOTAL USES $ $ 134,764 134,764 $ $ 138,087 138,087 $ $ 138,257 138,257 $ $ 141,199 141,199 $ $ (3,112) (3,112) -2.3% -2.3% Expenditure 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 486 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2014 Adopted Budget deadlines. The decrease in demand relates to the cyclical nature of filings, which is every other year. FY 2013’s revenues have increased due to an increase in fines collected. 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 Cost per registration processed FY 2012 ACTUAL 100.0% $ 414,452 414,452 3.73 100 - GENERAL TOTAL SOURCES $ $ 11,396 11,396 100 - GENERAL TOTAL USES $ 1,544,815 $ 1,544,815 FY 2013 FY 2013 REVISED FORECAST 96.7% 99.5% $ 370,000 370,000 7.24 $ $ 904 904 $ 485,452 485,452 4.71 $ $ 25,559 25,559 REV VS ADOPTED VAR % 3.3% 3.4% FY 2014 ADOPTED 100.0% $ 250,000 250,000 4.37 $ $ 304 304 $ (120,000) (120,000) 2.87 -32.4% -32.4% 39.7% $ $ (600) (600) -66.4% -66.4% Expenditure $ 2,678,902 $ 2,678,902 $ 2,287,740 $ 2,287,740 $ 1,091,964 $ 1,091,964 $ 1,586,938 $ 1,586,938 59.2% 59.2% Voter Registration Activity 600,000 Registrations 500,000 400,000 300,000 200,000 100,000 0 FY 12 Actual FY 13 Revised Demand FY 13 Forecast FY 14 Adopted Output Activity Narrative: Fiscal Year 2013 saw an increase in registrations due to the interest in the Presidential Election. The decrease in the number of registrations is a reflection of the activity associated with jurisdictional elections. FY 2013 revenues increased due to payments from the State of Arizona for reimbursement of signature verification programs. 487 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 32.1% 58.0% 100.0% FY 2013 FY 2013 REVISED FORECAST 67.3% 67.3% 69.3% 90.0% 96.9% 100.0% FY 2014 ADOPTED 60.0% 100.0% 75.0% REV VS ADOPTED VAR % -7.3% -10.8% 30.7% 44.3% -21.9% -22.6% 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 Cost per voter receiving a ballot FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 32.1% 67.3% 67.3% 60.0% (7.3%) -10.8% 662,229 1,550,000 1,445,674 790,000 (760,000) -49.0% 1,039,909 1,550,000 1,931,176 790,000 (760,000) -49.0% $ 11.75 $ 11.18 $ 10.96 $ 9.26 $ 1.92 17.2% 100 - GENERAL 248 - ELECTIONS GRANT TOTAL SOURCES $ 4,839,936 20,203 $ 4,860,139 $ 3,620,103 2,158,820 $ 5,778,923 $ 4,390,896 17,776 $ 4,408,672 $ 1,833,603 2,181,549 $ 4,015,152 $ (1,786,500) 22,729 $ (1,763,771) -49.3% 1.1% -30.5% 100 - GENERAL 248 - ELECTIONS GRANT TOTAL USES $ 7,695,248 85,197 $ 7,780,445 $ 15,176,857 2,158,820 $ 17,335,677 $ 15,820,698 17,776 $ 15,838,474 $ 5,135,788 2,181,549 $ 7,317,337 $ 10,041,069 (22,729) $ 10,018,340 66.2% -1.1% 57.8% Expenditure Activity Narrative: Revenues are decreasing in FY 2014 due to a reduction in how the calculation for jurisdictional elections billings is handled. Expenditures are decreasing in FY 2014 due to the Elections Department holding fewer jurisdictional elections in August, March and May and School Districts in November. Post-Election Processing Activity The purpose of the Post-Election Processing Activity is to provide tabulation and data services to the County, State, and underlying jurisdictions so they can be assured that they are accurately and quickly informed of election results. 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. 488 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 Cost per provisional ballot processed Cost per election tally transmitted FY 2012 ACTUAL 58.0% 100.0% $ $ 16.21 0.39 100 - GENERAL TOTAL USES $ $ 256,309 256,309 FY 2013 FY 2013 REVISED FORECAST 69.3% 90.0% 96.9% 100.0% FY 2014 ADOPTED 100.0% 75.0% REV VS ADOPTED VAR % 30.7% 44.3% (21.9%) -22.6% 15,809 656,229 15,809 151,250 180,000 151,250 137,032 1,891,123 137,032 8,250 730,750 8,250 (143,000) 550,750 (143,000) -94.5% 306.0% -94.5% 656,229 180,000 138,282 730,750 550,750 306.0% $ $ 9.80 8.23 $ $ 7.10 0.51 $ 1,481,629 $ 1,481,629 $ $ 972,518 972,518 $ $ 153.05 1.73 $ $ (143.25) -1462.4% 6.50 79.0% $ 1,262,654 $ 1,262,654 $ $ 218,975 218,975 14.8% 14.8% Activity Narrative: The FY 2014 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 2014 expenditures compared to FY 2013 Forecast is due to the increasing software maintenance costs of the tallying software. 489 Department Strategic Plans and Budgets Elections Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 9,261,273 $ 3,633,010 FY 2013 Revised Budget $ 9,261,273 $ 3,633,010 FY 2014 Budget Target $ 9,261,273 $ 3,633,010 $ 9,085 $ 9,085 (490,023) $ (490,023) (1,788,100) (1,788,100) Adjustments: Employee Retirement and Benefits Retirement Contributions Other Mandates Primary and General Elections Adjustments: Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ Agenda Item: FY 2014 Tentative Budget $ (34,596) $ (34,596) - $ 8,745,739 $ -5.6% 1,844,910 -49.2% $ 678 $ 678 - $ 8,746,417 $ -5.6% 1,844,910 -49.2% Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 11,432,897 $ - FY 2013 Revised Budget $ 11,432,897 $ - $ (11,432,897) $ (11,432,897) - FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget $ - $ - Adjustments: Other Mandates Primary and General Elections Agenda Item: 490 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Elections Elections Grant Fund (248) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 2,158,820 $ 2,158,820 FY 2013 Revised Budget $ 2,158,820 $ 2,158,820 FY 2014 Budget Target $ 2,158,820 $ 2,158,820 $ 22,729 $ 22,729 22,729 22,729 $ 2,181,549 $ 1.1% 2,181,549 1.1% Adjustments: Grants Help America Vote Grant Agenda Item: C-21-09-004-G-00 FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - $ 150,000 $ 150,000 150,000 150,000 $ 150,000 $ 150,000 $ (150,000) $ (150,000) (150,000) (150,000) FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget $ - $ - Adjustments: Grants Department of Defense Voting Grant Agenda Item: C-21-12-009-G-00 FY 2013 Revised Budget Adjustments: Grants Department of Defense Voting Grant Agenda Item: C-21-12-009-G-00 491 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Elections Elections Grant Fund (248) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ - $ - $ - $ - $ 4,905 $ 85,195 85,195 $ 2,158,820 2,158,820 $ 2,158,820 150,000 2,308,820 $ 22,681 150,000 172,681 $ 2,181,549 2,181,549 85,197 85,197 $ $ $ 17,776 150,000 167,776 $ $ 2,158,820 150,000 2,308,820 $ $ 2,158,820 2,158,820 $ 2,181,549 2,181,549 (2) $ - $ - $ 4,905 $ - $ $ $ $ $ $ $ Structural Balance $ Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ - $ $ - $ $ 4,905 4,905 $ $ 4,905 4,905 The Elections Department plans to utilize any surplus fund balance from the Help America Vote Grant in out years until expiration in FY 2016. 492 Maricopa County Annual Business Strategies FY 2014 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 2013, the Joint Information Center was utilized for both the Statewide Exercise, as well as the Flood Exercise. A total of nine 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 calendar year 2013. Another five 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 potentially would incapacitate any (or multiple) agencies with the messaging responsibility. This agreement was adopted by the Board of Supervisors in FY 2013. MCDEM has also just recently initiated the development of social media outlets and will begin the process of developing these tools and their potential use for alert and warning. MCDEM also beta tested and implemented a Reverse 911 registration system to facilitate emergency notification. 493 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Safe Communities Department Strategic Plans and Budgets Emergency Management By June 2015 Emergency Management will coordinate 60% completion of Emergency Support Functions (ESF) based plans for cities/towns as evidenced by a 65% success rate through exercise or real event activation of those plans. Status: In FY 2013, the Emergency Operation Center was utilized for both the Statewide Exercise, as well as the Flood Exercise. Staff completed a rewrite of the County’s emergency operations plan which will serve as the foundation of municipal plan conversions to the ESF format. Because that project is complete, focus on the municipal plans will resume. A total of 35% of municipal plans will be completed by the end of the fiscal year. A flood tabletop exercise is tentatively scheduled for FY 2014. This may involve a maximum of three municipalities. In November 2012, MCDEM participated in a Statewide exercise. The department has also initiated the process of involving municipalities in the FY 2014 Statewide Exercise. It is estimated that over half will be involved in some capacity. A total of four exercises were scheduled for Palo Verde in FY 2013, including a siren exercise, a reception and care center exercise, a dress rehearsal plume exercise and a federally-graded plume exercise. Buckeye has been involved with the latter three of these exercises. A Public Health Point of Distribution exercise is scheduled for the end of FY 2014. This will involve Phoenix, Gilbert, Mesa and Glendale. 494 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,449,449 $ 1,449,449 $ 1,533,732 $ 1,533,732 $ 1,533,732 $ 1,533,732 $ 1,359,726 $ 1,359,726 $ 1,561,786 $ 1,561,786 $ 28,054 28,054 1.8% 1.8% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 146,096 $ 146,096 $ - $ - $ - $ - $ 105,346 $ 105,346 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 1,595,545 $ 1,533,732 $ 1,533,732 $ 1,465,072 $ 1,561,786 $ 28,054 1.8% PLAN - PLANNING 15PR - PREPAREDNESS $ $ 1,433,986 $ 1,433,986 $ 1,779,524 $ 1,779,524 $ 1,779,524 $ 1,779,524 $ 1,589,472 $ 1,589,472 $ 1,695,878 $ 1,695,878 $ 83,646 83,646 4.7% 4.7% EMER - EMERGENCY OPERATIONS MGMT 15RR - RESPONSE AND RECOVERY $ $ 94,292 $ 94,292 $ 113,106 $ 113,106 $ 113,106 $ 113,106 $ 82,795 $ 82,795 $ 92,451 $ 92,451 $ 20,655 20,655 18.3% 18.3% HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ - $ 6,457 6,457 $ - $ - $ 17,486 $ 17,486 $ - $ - $ - $ - $ 17,486 17,486 100.0% N/A 100.0% $ 84,260 $ 2,784 87,044 $ 73,927 $ 3,434 77,361 $ 73,927 $ 3,434 77,361 $ 73,927 $ 3,429 77,356 $ 97,990 $ 3,643 (1,329) 100,304 $ (24,063) (209) 1,329 (22,943) -32.5% -6.1% N/A -29.7% TOTAL PROGRAMS $ 1,621,779 $ 1,969,991 $ 1,987,477 $ 1,749,623 $ 1,888,633 $ USES $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ 98,844 5.0% Sources and Uses by Category FY 2012 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 1,448,640 1,448,640 FY 2013 ADOPTED $ $ 143,883 $ 143,883 $ SUBTOTAL $ 2,772 250 3,022 ALL REVENUES $ TOTAL SOURCES $ $ FY 2013 REVISED 1,363,076 1,363,076 $ $ 170,656 $ 170,656 $ $ - 1,595,545 $ 1,595,545 $ $ FY 2013 FORECAST 1,363,076 1,363,076 170,656 $ 170,656 $ $ - 1,533,732 $ 1,533,732 $ 495 $ $ $ 1,286,317 1,286,317 REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ $ 1,355,962 1,355,962 $ $ (7,114) (7,114) -0.5% -0.5% 177,382 $ 177,382 $ 205,824 205,824 $ $ 35,168 35,168 20.6% 20.6% $ $ - N/A N/A N/A $ 1,373 1,373 $ $ - 1,533,732 $ 1,465,072 $ 1,561,786 $ 28,054 1.8% 1,533,732 $ 1,465,072 $ 1,561,786 $ 28,054 1.8% Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 672,102 $ 3,847 237,438 9,740 (66,195) 172,286 1,029,218 $ 701,661 $ 10,500 256,219 11,000 (59,303) 208,213 1,128,290 $ 701,536 $ 10,500 256,344 28,486 (59,303) 208,213 1,145,776 $ 666,477 $ 6,433 246,878 24,169 (59,309) 214,124 1,098,772 $ 742,185 $ 6,500 274,453 11,000 (74,045) 216,997 1,177,090 $ 44,950 $ 2,285 4,949 459 52,643 $ 81,891 $ 10,240 220 92,351 $ 81,891 $ 10,240 220 92,351 $ 99,056 $ 6,564 6,288 111,908 $ 123,064 $ 4,388 28,074 155,526 $ (41,173) -50.3% 5,852 57.1% N/A (27,854) -12660.9% (63,175) -68.4% 137,600 $ 57,867 185,796 9,142 2,261 305 276 25,132 418,379 $ 400,806 $ 23,204 167,213 18,500 4,850 500 48,955 664,028 $ 400,806 $ 23,204 167,213 18,500 4,850 500 48,955 664,028 $ 279,596 $ 4,912 164,706 5,294 1,100 400 64 28,574 484,646 $ 192,545 $ 3,381 19,068 195,510 18,500 4,350 500 47,163 481,017 $ 208,261 (3,381) 4,136 (28,297) 500 1,792 183,011 52.0% N/A 17.8% -16.9% 0.0% 10.3% 0.0% N/A 3.7% 27.6% $ - $ 106,244 15,295 121,539 $ 8,449 $ 52,400 24,473 85,322 $ 8,449 $ 52,400 24,473 85,322 $ - $ 29,900 24,397 54,297 $ - $ 75,000 75,000 $ 8,449 52,400 (50,527) 10,322 100.0% N/A 100.0% -206.5% 12.1% ALL EXPENDITURES $ 1,621,779 $ 1,969,991 $ 1,987,477 $ 1,749,623 $ 1,888,633 $ 98,844 5.0% TOTAL USES $ 1,621,779 $ 1,969,991 $ 1,987,477 $ 1,749,623 $ 1,888,633 $ 98,844 5.0% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 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 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ (40,649) 4,000 (18,109) 17,486 14,742 (8,784) (31,314) -5.8% 38.1% -7.1% 61.4% 24.9% -4.2% -2.7% Sources and Uses by Fund and Function FY 2012 ACTUAL FUND / FUNCTION CLASS 207 PALO VERDE OPERATING $ FUND TOTAL SOURCES $ 215 EMERGENCY MANAGEMENT OPERATING $ NON-RECURRING FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 503,699 $ 503,699 $ 500,477 $ 500,477 $ 500,477 $ 500,477 $ 376,599 $ 376,599 $ 665,916 $ 665,916 $ 165,439 165,439 33.1% 33.1% 1,170,777 $ (78,931) 1,091,846 $ 871,853 $ 161,402 1,033,255 $ 871,853 $ 161,402 1,033,255 $ 880,393 $ 208,080 1,088,473 $ 844,468 $ 51,402 895,870 $ (27,385) (110,000) (137,385) -3.1% -68.2% -13.3% 1,674,476 $ (78,931) $ 1,595,545 $ FY 2012 ACTUAL 1,372,330 $ 161,402 $ 1,533,732 $ FY 2013 ADOPTED 1,372,330 $ 161,402 $ 1,533,732 $ FY 2013 REVISED 1,256,992 $ 208,080 $ 1,465,072 $ FY 2013 FORECAST 1,510,384 $ 51,402 $ 1,561,786 $ FY 2014 ADOPTED 138,054 10.1% (110,000) -68.2% 28,054 1.8% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 216,520 $ 216,520 $ 235,265 $ 235,265 $ 235,265 $ 235,265 $ 226,348 $ 226,348 $ 234,457 $ 234,457 $ $ 424,642 $ 43,449 468,091 $ 500,477 $ 86,548 587,025 $ 500,477 $ 94,623 595,100 $ 434,219 $ 86,548 520,767 $ 665,916 $ 57,000 722,916 $ (165,439) 37,623 (127,816) -33.1% 39.8% -21.5% FUND TOTAL USES $ 729,029 $ 208,139 937,168 $ 871,853 $ 275,848 1,147,701 $ 871,853 $ 285,259 1,157,112 $ 779,399 $ 223,109 1,002,508 $ 844,468 $ 86,792 931,260 $ 27,385 198,467 225,852 3.1% 69.6% 19.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,370,191 $ 251,588 $ 1,621,779 $ 1,607,595 $ 362,396 $ 1,969,991 $ 1,607,595 $ 379,882 $ 1,987,477 $ 1,439,966 $ 309,657 $ 1,749,623 $ 1,744,841 $ 143,792 $ 1,888,633 $ (137,246) 236,090 98,844 -8.5% 62.1% 5.0% 207 PALO VERDE OPERATING NON-RECURRING FUND TOTAL USES $ 215 EMERGENCY MANAGEMENT OPERATING NON-RECURRING $ 496 808 808 0.3% 0.3% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Emergency Management Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM ACTIVITY PREPAREDNESS PLANNING PROGRAM TOTAL DEPARTMENT TOTAL 13.50 13.50 13.50 13.50 13.50 13.50 REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 13.50 13.50 13.50 13.50 13.50 13.50 14.50 14.50 14.50 1.00 1.00 1.00 7.4% 7.4% 7.4% 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 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% 6.50 6.50 6.50 6.50 6.50 0.0% 2.00 N/A 2.00 2.00 2.00 3.00 1.00 50.0% 13.50 13.50 13.50 13.50 14.50 1.00 7.4% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 207 PALO VERDE 215 EMERGENCY MANAGEMENT Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 4.00 5.00 1.00 25.0% 7.50 7.50 7.50 7.50 7.50 0.0% 13.50 13.50 13.50 13.50 14.50 1.00 7.4% General Adjustments Revenue: Funding is expected to increase in Palo Verde (207) due to House Bill 2034. Emergency Management (215) funds are expected to decrease for FY 2014 due to a reduction in the Emergency Management Planning Grant (EMPG). Base Adjustments: General Fund (100)  Increase Regular Benefits by $386 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Service Charges by $135 for the impact of the changes in Risk Management charges. Palo Verde Fund (207)  Increase Regular Benefits by $782 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Service Charges by $61 for the impact of the changes in Risk Management charges. Emergency Management Fund (215)  Increase Regular Benefits by $1,799 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Service Charges by $13 for the impact of the changes in Risk Management charges. 497 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Emergency Management Programs and Activities Preparedness Program The purpose of the Preparedness Program is to provide plans, exercises, training, and information to communities, organizations, and individuals so they can be able to respond to and survive the effects of disasters. Program Results Measure Description Percent of items evaluated in Palo Verde Nuclear Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards 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 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 81.8% 100.0% 100.0% 100.0% 0.0% 0.0% 99.8% 63.0% 62.0% 64.0% 1.0% 1.6% 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. 498 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Demand Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of items evaluated in Palo Verde 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Nuclear Generating Station (PVNGS) exercise that meet or exceed Federal Emergency Management Agency (FEMA) standards Percent of cities, towns, tribes, fire districts, 81.8% 100.0% 100.0% 100.0% 0.0% 0.0% and key county departments that have completed a National Incident Management System Compliance Assistance Support Tool (NIMSCAST) that meets federal compliance standards Percent of Maricopa County residents who 99.8% 63.0% 62.0% 64.0% 1.0% 1.6% have a 72 hour personal or family preparedness plan to ensure their self sufficiency as measured in the Maricopa County Customer Satisfaction Survey Number of County, public and private sector 42 20 16 30 10 50.0% exercises and training sessions supported (excludes cities and towns) Total number of Palo Verde Nuclear 1 2 2 3 1 50.0% Generating Station Exercises conducted Number of city/town exercises requested to be 36 5 5 24 19 350.0% conducted, supported or participated in Number of Palo Verde Nuclear Generating 3 2 2 3 1 50.0% Station exercises required to be conducted during the year by Federal Emergency Management Agency (FEMA) Total number of plan reviews requested 96 27 50 102 75 277.8% Number of city/town training sessions N/A N/A N/A 24 N/A N/A requested to be conducted and/or supported Total Activity expenditure per exercise or $ 34,142.52 $ 88,976.20 $ 99,342.00 $ 56,529.27 $ 32,446.93 36.5% training session Revenue 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL SOURCES $ 501,208 948,241 $ 1,449,449 $ 500,477 1,033,255 $ 1,533,732 $ 376,599 983,127 $ 1,359,726 $ 665,916 895,870 $ 1,561,786 $ 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES $ $ $ $ $ $ 165,439 (137,385) 28,054 33.1% -13.3% 1.8% (13,742) (120,599) 217,987 83,646 -7.1% -22.9% 20.6% 4.7% Expenditure 137,153 419,798 877,035 $ 1,433,986 193,338 527,714 1,058,472 $ 1,779,524 184,206 468,432 936,834 $ 1,589,472 207,080 648,313 840,485 $ 1,695,878 $ Activity Narrative: In FY 2014, MCDEM will continue working with municipalities reviewing their emergency operations plans. The number of exercises required at the Palo Verde Nuclear Generating Station has increased by one and the Department is adequately funded to meet the expectation of 100% of exercises conducted as required by the Federal Emergency Management Agency. The decrease in expenditures is due to one-time costs budgeted in FY 2013. 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. 499 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Percent of emergency notifications made within 15 minutes of decision Percent of EOC activations utilizing electronic EOC management tool FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% N/A N/A FY 2014 ADOPTED 100.0% N/A REV VS ADOPTED VAR % 0.0% 0.0% 100.0% N/A N/A 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 Result Output Output Output Output Demand Efficiency Expenditure Measure Description Percent of emergency notifications made within 15 minutes of decision Percent of EOC activations utilizing electronic EOC management tool Number of total days in which 24-hour-a-day response and recovery function capable of responding within 15 minutes are maintained Number of emergency notifications made within 15 minutes of decision Number of emergency notifications made Number of county/cities/towns EOC activations Number of emergency notifications required Total activity expenditure per notification 100 - GENERAL 207 - PALO VERDE 215 - EMERGENCY MANAGEMENT TOTAL USES FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% N/A $ $ $ FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A N/A 366 365 365 365 185 250 67 150 (100) -40.0% 185 N/A 250 N/A 67 N/A 150 9 (100) N/A -40.0% N/A (100) (163.92) -40.0% -36.2% 13,570 1,500 5,585 20,655 32.7% 4.6% 14.3% 18.3% 180 509.69 70,882 22,780 630 94,292 $ $ $ 250 452.42 41,549 32,506 39,051 113,106 $ $ $ 67 1,235.75 40,707 25,818 16,270 82,795 100.0% $ $ $ 150 616.34 27,979 31,006 33,466 92,451 $ $ $ N/A N/A - 0.0% Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand. A new counting method will be implemented on the number of emergency notifications made, decreasing the outputs for FY 2014. The decrease in expenditures is due to the expected decrease in the number of emergency notifications expected. Projections for results reporting are dependent on long-term forecasts provided in part by the National Weather Service and are subject to actual weather conditions. 500 Department Strategic Plans and Budgets Emergency Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 235,265 $ - FY 2013 Revised Budget $ 235,265 $ - FY 2014 Budget Target $ 235,265 $ - $ 386 $ 386 (1,329) $ (1,329) - $ 234,322 $ -0.4% - $ 135 $ 135 - $ 234,457 $ -0.3% - Adjustments: Employee Retirement and Benefits Retirement Contributions Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Palo Verde Fund (207) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 500,477 $ 500,477 FY 2013 Revised Budget $ 500,477 $ 500,477 FY 2014 Budget Target $ 500,477 $ 500,477 $ 782 $ 782 (782) $ (782) - $ 500,477 $ 0.0% 500,477 0.0% $ - $ (61) 61 165,439 $ 165,439 165,439 165,439 665,916 $ 33.1% 665,916 33.1% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Grants Grant Reconciliation Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 501 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Emergency Management Palo Verde Fund (207) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ 86,548 $ - $ 8,075 $ 8,075 - $ 94,623 $ - $ (8,075) $ (8,075) (86,548) $ (86,548) - - $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target $ Adjustments: Information and Communications Technology Other IT Non-Recurring Server Equipment Agenda Item: $ $ 57,000 57,000 - 57,000 $ - 57,000 FY 2014 Adopted Budget $ Palo Verde Fund (207) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 441,781 $ 449,980 $ 449,980 $ 477,392 $ 333,224 Sources: Operating Total Sources: $ $ 503,699 503,699 $ $ 500,477 500,477 $ $ 500,477 500,477 $ $ 376,599 376,599 $ $ 665,916 665,916 $ $ $ 434,219 86,548 520,767 $ $ 500,477 94,623 595,100 $ $ 500,477 86,548 587,025 $ $ 424,642 43,449 468,091 $ 665,916 57,000 722,916 Structural Balance $ 79,057 $ - $ - $ (57,620) $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 477,392 477,392 $ $ 363,432 363,432 $ $ 355,357 355,357 $ $ 333,224 333,224 $ $ 276,224 276,224 Uses: Operating Non-Recurring Total Uses: 502 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 871,853 $ 871,853 FY 2013 Revised Budget $ 871,853 $ 871,853 FY 2014 Budget Target $ 871,853 $ 871,853 $ 1,799 $ 1,799 (1,799) $ (1,799) (27,385) $ (27,385) (27,385) (27,385) $ 844,468 $ -3.1% 844,468 -3.1% $ - $ (13) 13 - $ 844,468 $ -3.1% 844,468 -3.1% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Grants Grant Reconciliation Agenda Item: $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj 161,402 $ 9,411 $ 9,411 - $ 285,259 $ 161,402 $ (9,411) $ (9,411) (275,848) $ (275,848) (161,402) (161,402) C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Base Adjustments Other Base Adjustments Forestry Fees - Titel III - Firewise Communities Grants Grant Reconciliation BLM - Community Wildfire Protection Plan 275,848 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring $ $ - $ - $ 35,390 $ 35,390 - $ 51,402 $ 51,402 51,402 51,402 $ 86,792 $ 51,402 Agenda Item: $ $ FY 2014 Adopted Budget 503 35,390 51,402 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Emergency Management Emergency Management Fund (215) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: Structural Balance Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2013 ADOPTED $ (227,535) $ $ 1,170,777 $ (78,931) 1,091,846 $ $ $ $ 729,029 208,139 937,168 $ 441,748 $ - $ (72,857) (72,857) $ $ $ FY 2013 REVISED (206,951) $ 871,853 161,402 1,033,255 $ $ $ $ 871,853 275,848 1,147,701 $ - FY 2013 FORECAST (206,951) $ 871,853 161,402 1,033,255 $ $ $ $ 871,853 285,259 1,157,112 $ - - $ (321,397) (321,397) $ (72,857) 880,393 208,080 1,088,473 FY 2014 ADOPTED $ 13,108 $ 844,468 51,402 895,870 $ $ $ 779,399 223,109 1,002,508 $ 844,468 86,792 931,260 $ 100,994 $ - - $ (330,808) (330,808) $ 13,108 13,108 $ $ (22,282) (22,282) 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. 504 Maricopa County Annual Business Strategies FY 2014 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: OET is currently focused internally on ensuring OET staff is well trained and OET internal operating procedures are aligned with Information Technology Industry Library (ITIL) standards. 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%. Final Status: A number of initiatives have been implemented within OET to improve employee morale and employee satisfaction. These initiatives include internal rewards and recognition programs, training to enhance our employee’s skills, creating action plans based upon employee responses to the employee satisfaction survey and regular all-hands meetings with the Chief Information Officer. The result from these initiatives was an increase in the Department’s overall employee satisfaction score from 5.74 in FY 2011 to 5.99 in FY 2012. An overall employee satisfaction score of 5.99 translates on an 8 point scale to 74.9% employee satisfaction. 505 Maricopa County Annual Business Strategies FY 2014 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%. Final Status: OET continually strives to provide outstanding service to our customers. In order to measure our success, Customer Satisfaction Surveys are regularly provided to our customers to rate their experience and provide feedback to improve our services. During FY 2012, 5,490 OET customers completed a Customer Satisfaction Survey with 91.0% indicating satisfaction with the service they received. Additionally during FY 2012, the OET Customer Care Center processed 35,165 Help Desk Tickets. This is an increase of 2,760 (8%) tickets from FY 2011. Of the total Help Desk Tickets processed during FY 2012, 15,214 (43%) were resolved during the initial customer contact. The remaining more complicated tickets were escalated for completion by 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, the County’s Enterprise Disaster Recovery Site, and the Telephone System – Core Equipment, approximately 95% or greater of the 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, Correctional Health – Zone H, and the County’s Public Safety Radio System. 506 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES ENET - ENTERPRISE NETWORK SERVICES OCTR - OPERATIONS COMMAND CENTER RDNW - WIRELESS SYSTEMS RADIO 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ 5,009,483 $ 8,319,490 2,823,519 16,152,492 $ 4,187,091 $ 8,840,720 2,915,172 15,942,983 $ 4,187,091 $ 8,840,720 2,915,172 15,942,983 $ 4,883,071 $ 8,594,954 3,118,625 16,596,650 $ 4,833,967 $ 8,264,620 2,835,396 15,933,983 $ 646,876 (576,100) (79,776) (9,000) 15.4% -6.5% -2.7% -0.1% $ $ - $ - $ 14,800 $ 14,800 $ 14,800 $ 14,800 $ 15,243 $ 15,243 $ 13,800 $ 13,800 $ (1,000) (1,000) -6.8% -6.8% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 27,964 $ 27,964 $ - $ - $ - $ - $ - $ - $ 10,000 $ 10,000 $ 10,000 10,000 GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ 496,600 $ 496,600 $ 496,600 $ 496,600 $ 499,600 $ 499,600 $ 460,300 $ 460,300 $ (36,300) (36,300) -7.3% -7.3% TOTAL PROGRAMS $ 16,180,456 $ 16,454,383 $ 16,454,383 $ 17,111,493 $ 16,418,083 $ (36,300) -0.2% 7,497,949 $ 9,195,786 2,244,632 18,938,367 $ 7,530,642 $ 9,725,135 2,173,474 19,429,251 $ 7,502,466 $ 9,768,839 2,173,474 19,444,779 $ 7,158,790 $ 8,955,257 2,188,755 18,302,802 $ 20,593,135 $ 10,887,803 2,247,109 33,728,047 $ (13,090,669) (1,118,964) (73,635) (14,283,268) -174.5% -11.5% -3.4% -73.5% 2,137,633 $ 827,051 2,964,684 $ 2,724,377 $ 920,629 3,645,006 $ 2,738,435 $ 926,037 3,664,472 $ 2,305,268 $ 1,036,398 3,341,666 $ 2,530,365 $ 807,915 3,338,280 $ 210,349 $ 52,423 1,827,986 2,090,758 $ 203,464 $ 133,150 1,844,584 2,181,198 $ 210,106 $ 193,324 1,845,369 2,248,799 $ 220,980 $ 67,735 1,985,819 2,274,534 $ 1,292,689 $ 60,304 1,038,072 2,391,065 $ (1,082,583) 133,020 807,297 (142,266) -515.3% 68.8% 43.7% -6.3% 353,042 $ 543,238 896,280 $ 353,042 $ 543,238 896,280 $ 353,042 $ 485,040 838,082 $ 515,096 $ 291,416 (117,507) 689,005 $ (162,054) 251,822 117,507 207,275 -45.9% 46.4% N/A 23.1% N/A N/A USES ENET - ENTERPRISE NETWORK SERVICES OCTR - OPERATIONS COMMAND CENTER RDNW - WIRELESS SYSTEMS RADIO 41IF - INFO TECHNOLOGY INFRASTRUCTURE $ $ APPD - APP DEVELOPMENT AND SUPP SVCS ITCN - IT CONSULTING 41MG - INFO TECHNOLOGY MANAGEMENT $ FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 371,759 $ 722,486 1,094,245 $ GISA - GIS APPLICATION DEV AND SUPP 99IT - INFORMATION TECHNOLOGY $ $ 100 $ 100 $ 768,549 $ 768,549 $ 768,549 $ 768,549 $ 767,859 $ 767,859 $ 974,154 $ 974,154 $ (205,605) (205,605) -26.8% -26.8% TOTAL PROGRAMS $ 25,088,154 $ 26,920,284 $ 27,022,879 $ 25,524,943 $ 41,120,551 $ (14,097,672) -52.2% $ $ 208,070 118,122 326,192 7.6% 12.8% 8.9% Sources and Uses by Category CATEGORY 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 ACTUAL FY 2013 ADOPTED - $ - $ 65,356 16,074,676 16,140,032 $ $ $ SUBTOTAL $ 27,964 12,460 40,424 ALL REVENUES $ TOTAL SOURCES $ FY 2013 REVISED 496,600 $ 496,600 $ 83,093 15,848,890 15,931,983 $ $ FY 2013 FORECAST 496,600 $ 496,600 $ FY 2014 ADOPTED 499,600 $ 499,600 $ $ 460,300 460,300 $ $ 83,093 15,848,890 15,931,983 $ $ $ 83,093 $ 15,848,890 15,931,983 $ 109,566 16,267,126 16,376,692 10,000 $ 15,800 25,800 $ 13,011 222,190 235,201 $ $ 10,000 15,800 25,800 $ REVISED VS ADOPTED VAR % $ (36,300) (36,300) -7.3% -7.3% - 0.0% 0.0% 0.0% - 0.0% 0.0% 0.0% $ $ 10,000 15,800 25,800 16,180,456 $ 16,454,383 $ 16,454,383 $ 17,111,493 $ 16,418,083 $ (36,300) -0.2% 16,180,456 $ 16,454,383 $ 16,454,383 $ 17,111,493 $ 16,418,083 $ (36,300) -0.2% $ 507 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 8,039,894 $ 8,712 116,529 2,542,676 49,781 (2,421,090) 972,233 9,308,735 $ 10,801,730 $ 22,880 74,735 3,483,511 20,137 (4,832,173) 1,538,566 11,109,386 $ 11,407,934 $ 31,022 74,735 3,649,250 122,732 (5,612,258) 1,538,566 11,211,981 $ 9,914,901 $ 56,866 119,136 3,205,303 135,134 (3,800,566) 1,299,551 10,930,325 $ 10,957,496 $ 22,968 96,704 3,589,176 20,137 (5,282,613) 1,353,903 10,757,771 $ 450,438 8,054 (21,969) 60,074 102,595 (329,645) 184,663 454,210 3.9% 26.0% -29.4% 1.6% 83.6% -5.9% 12.0% 4.1% SUBTOTAL $ 1,989,860 $ 35,192 114,347 (50,937) 37,255 2,125,717 $ 1,026,602 $ 34,768 88,901 (382,078) 12,678 780,871 $ 1,026,602 $ 34,768 88,901 (382,078) 12,678 780,871 $ 1,020,833 $ 36,633 161,623 (36,371) 18,470 1,201,188 $ 1,069,315 $ 42,376 2,680,000 (388,562) 12,678 3,415,807 $ (42,713) (7,608) (2,591,099) 6,484 (2,634,936) -4.2% -21.9% -2914.6% 1.7% 0.0% -337.4% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,600,740 $ 20,218 2,472,637 19,684 1,175,993 18,477 96,360 3,411 7,985,058 (188,631) 161,186 13,365,133 $ 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 $ 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 $ 1,920,428 $ 20,312 3,460,022 3,968 900,390 16,040 73,049 3,363 7,283,363 (698,630) 300,683 13,282,988 $ 4,128,212 $ 1,670,759 12,738,521 8,000 1,092,284 8,260 89,609 5,033 7,392,667 (676,089) 243,979 26,701,235 $ CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 256,665 $ 8,949 2,109 (112) 112 267,723 $ 18,000 $ 18,000 $ 18,000 $ 18,000 $ 110,167 $ 275 110,442 $ 245,738 $ 245,738 $ (227,738) (227,738) -1265.2% N/A N/A N/A N/A -1265.2% ALL EXPENDITURES $ 25,067,308 $ 26,920,284 $ 27,022,879 $ 25,524,943 $ 41,120,551 $ (14,097,672) -52.2% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 20,846 $ 20,846 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 25,088,154 $ 26,920,284 $ 27,022,879 $ 25,524,943 $ 41,120,551 $ (14,097,672) -52.2% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 508 (1,284,313) -45.2% (1,659,517) -14761.8% (8,589,958) -207.1% 0.0% (233,751) -27.2% 1,200 12.7% 12,241 12.0% 0.0% 0.0% 225,305 50.0% (160,415) -192.0% (11,689,208) -77.9% Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING $ FUND TOTAL SOURCES $ 681 TECHNOLOGY INFRASTRUCTURE OPERATING $ NON RECURRING NON PROJECT FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL ENTPRISE DATA CNTR SYSTEMS $ ENTPRISE DATA NETWORKING ENTPRISE GEOGRAPHICAL INFO SYS ENTPRISE SOFTWARE SYSTEMS ENTPRISE TELEPHONY OPERATING NON RECURRING NON PROJECT ENTPRISE DATA CNTR SYSTEMS ENTPRISE DATA NETWORKING FUND TOTAL USES $ 681 TECHNOLOGY INFRASTRUCTURE OPERATING $ NON RECURRING NON PROJECT FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % - $ - $ 501,400 $ 501,400 $ 501,400 $ 501,400 $ 501,832 $ 501,832 $ 465,100 $ 465,100 $ (36,300) (36,300) -7.2% -7.2% 16,176,425 $ 4,031 16,180,456 $ 15,952,983 $ 15,952,983 $ 15,952,983 $ 17,202,983 $ 16,609,661 $ 16,609,661 $ 15,952,983 $ 15,952,983 $ (1,250,000) 0.0% N/A -7.3% 16,176,425 $ 16,454,383 $ 4,031 $ - $ 16,180,456 $ 16,454,383 $ FY 2012 FY 2013 ACTUAL ADOPTED 16,454,383 $ 17,111,493 $ - $ - $ 16,454,383 $ 17,111,493 $ FY 2013 FY 2013 REVISED FORECAST 16,418,083 $ (36,300) -0.2% - $ N/A 16,418,083 $ (36,300) -0.2% REVISED VS ADOPTED FY 2014 ADOPTED VAR % - $ 7,870,693 51,168 7,921,861 $ - $ 9,214,323 211,616 9,425,939 $ - $ 9,214,323 211,616 9,425,939 $ - $ 8,454,850 100,000 8,554,850 $ 2,708,300 $ 1,980,974 238,200 3,164,369 1,853,727 9,044,236 4,700,000 450,000 24,139,806 $ (2,708,300) (1,980,974) (238,200) (3,164,369) (1,853,727) 170,087 211,616 (4,700,000) (450,000) (14,713,867) N/A N/A N/A N/A N/A 1.8% 100.0% N/A N/A -156.1% 16,843,003 $ 323,290 17,166,293 $ 15,856,259 $ 1,638,086 17,494,345 $ 15,856,259 $ 1,740,681 18,846,940 $ 15,779,252 $ 1,190,841 16,970,093 $ 15,877,016 $ 1,103,729 16,980,745 $ (20,757) 636,952 1,866,195 -0.1% 36.6% 9.9% 24,713,696 $ 374,458 $ 25,088,154 $ 25,070,582 $ 1,849,702 $ 26,920,284 $ 25,070,582 $ 1,952,297 $ 27,022,879 $ 24,234,102 $ 1,290,841 $ 25,524,943 $ 34,866,822 $ 6,253,729 $ 41,120,551 $ (9,796,240) (4,301,432) (14,097,672) -39.1% -220.3% -52.2% 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 GIS APPLICATION DEV AND SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 6.00 2.00 13.00 7.00 6.00 3.00 16.00 7.00 6.00 2.00 15.00 7.00 6.00 2.00 15.00 7.00 6.00 2.00 15.00 - 0.0% 0.0% 0.0% 0.0% 33.00 30.00 16.00 79.00 45.00 35.00 15.00 95.00 48.05 39.50 17.00 104.55 47.05 39.50 17.00 103.55 45.50 39.50 17.00 102.00 (2.55) (2.55) (5.3%) 0.0% 0.0% (2.4%) 28.26 11.45 39.71 34.33 18.00 52.33 37.00 18.50 55.50 32.00 18.50 50.50 34.49 15.50 49.99 (2.51) (3.00) (5.51) (6.8%) (16.2%) (9.9%) 131.71 2.00 2.00 165.33 2.00 2.00 177.05 2.00 2.00 171.05 2.00 2.00 168.99 (8.06) 0.0% 0.0% (4.6%) 509 Maricopa County Annual Business Strategies FY 2014 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/Business Analyst Help Desk Coordinator Help Desk Coordinator - Sr/Ld HST Analyst Human Resources Analyst Human Resources Specialist IS Architect IS Project Management Manager IS Project Manager IS Project Manager (Senior/Lead) 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 - 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 2.00 2.00 1.00 (1.00) (50.0%) 2.00 3.00 2.00 2.00 2.00 0.0% 2.00 3.00 1.00 2.00 1.00 0.0% 4.00 6.00 7.00 6.00 5.00 (2.00) (28.6%) 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 1.00 1.00 1.00 1.00 0.0% 5.26 6.33 8.00 7.00 7.49 (.51) (6.4%) 1.00 N/A 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 0.0% 7.00 7.00 7.00 6.00 (1.00) (14.3%) 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 5.00 5.00 5.00 5.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 5.00 5.00 5.00 5.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 5.45 7.00 8.50 8.50 8.50 0.0% 2.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 (1.00) (100.0%) 5.00 3.00 3.00 3.00 3.00 0.0% 3.00 4.00 4.00 4.00 4.00 0.0% 1.00 2.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 3.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 (1.00) (100.0%) 1.00 N/A 2.00 1.00 1.00 1.00 1.00 0.0% 1.00 2.00 2.00 2.00 0.0% 1.00 3.00 5.00 5.00 5.00 0.0% 9.00 11.00 8.00 8.00 7.00 (1.00) (12.5%) 1.00 1.00 1.00 1.00 1.00 0.0% 8.00 8.00 9.00 7.00 9.00 0.0% 1.00 1.00 2.00 2.00 2.00 0.0% 3.00 3.00 2.00 2.00 2.00 0.0% 3.00 5.00 5.55 5.55 5.00 (.55) (9.9%) 7.00 7.00 9.00 8.00 9.00 0.0% 5.00 5.00 6.00 6.00 6.00 0.0% 1.00 1.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 3.00 3.00 5.00 5.00 5.00 0.0% 6.00 9.00 11.00 11.00 11.00 0.0% 7.00 7.00 8.00 8.00 8.00 0.0% 2.00 3.00 3.00 2.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 131.71 165.33 177.05 171.05 168.99 (8.06) (4.6% ) 510 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Staffing by Fund DEPARTMENT/FUND 100 GENERAL 681 TECHNOLOGY INFRASTRUCTURE Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 87.71 114.33 117.05 112.05 113.99 (3.06) (2.6%) 44.00 51.00 60.00 59.00 55.00 (5.00) (8.3%) 131.71 165.33 177.05 171.05 168.99 (8.06) (4.6% ) Staffing Variance Analysis The Office of Enterprise Technology staffing level has decreased since the beginning of FY 2013. Two positions have been reduced in relation to the front-end of the badge/access system moving to Protective Services. The remainder of the variance is due to the timing of position changes in FY 2013 Revised. General Adjustments Base Adjustments: General Fund (100)  Increase Regular Benefits by $31,976 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Services Charges by $1,948 for the impact of the changes in Risk Management charges. Telecommunications Fund (681)  Increase Regular Benefits by $14,346 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Services Charges by $6,411 for the impact of the changes in Risk Management charges. Non Departmental General Fund: Funding that has been set aside for the Department in Non Departmental in past years is now built in to the Department’s operating budget. The funds are specifically tracked in major maintenance categories and are reflected in additional reconciliation tables. 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. 511 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 92.9% FY 2013 FY 2013 REVISED FORECAST 99.0% 96.1% FY 2014 ADOPTED 80.0% REV VS ADOPTED VAR % (19.0%) -19.2% 99.9% 99.8% 99.4% 99.8% 99.9% 99.9% 99.5% 99.8% 0.1% 0.0% 0.1% 0.0% 99.8% 99.3% 100.0% 100.0% 100.0% 99.9% 100.0% 100.0% (0.0%) 0.0% -0.0% 0.0% 80.8% 84.0% 90.6% 75.0% 84.1% 77.8% 90.0% 82.5% (0.6%) 7.5% -0.7% 10.0% 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: Administrative mandate. 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 2012 ACTUAL 99.8% FY 2013 FY 2013 REVISED FORECAST 99.8% 99.9% FY 2014 ADOPTED 99.8% REV VS ADOPTED VAR % 0.0% 0.0% 99.8% 99.3% 100.0% 100.0% 100.0% 99.9% 100.0% 100.0% (0.0%) 0.0% -0.0% 0.0% 80.8% 616 90.6% 385 84.1% 610 90.0% 1,000 (0.6%) 615 -0.7% 159.7% 498 385 528 1,000 615 159.7% $ 12,172.00 $ 19,486.92 $ 11,735.72 $ 20,593.14 $ (1,106.21) -5.7% 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES $ 5,009,483 $ 5,009,483 $ 4,187,091 $ 4,187,091 $ 4,883,071 $ 4,883,071 $ 4,833,967 $ 4,833,967 $ $ 646,876 646,876 15.4% 15.4% 100 - GENERAL 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ 2,417,671 5,080,278 $ 7,497,949 $ 3,070,753 4,431,713 $ 7,502,466 $ 2,477,979 4,680,811 $ 7,158,790 $ 16,277,777 4,315,358 $ 20,593,135 $(13,207,024) 116,355 $(13,090,669) Revenue Expenditure -430.1% 2.6% -174.5% Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand for service access and maintenance. The revenue and expenditures are increasing due to an expected increase 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. 512 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2014 Adopted Budget Customer Resource Activity The purpose of the Customer Resource 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: Administrative mandate. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of help requests resolved during reporting period Number of help request resolved Number of help requests received Total expenditure per help resolution resolved FY 2012 ACTUAL 84.0% FY 2013 FY 2013 REVISED FORECAST 75.0% 77.1% $ 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES $ 8,319,490 $ 8,319,490 $ 8,840,720 $ 8,840,720 100 - GENERAL 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ 1,183,032 8,012,754 $ 9,195,786 $ 30,518 36,343 301.32 $ 31,000 31,000 315.12 REV VS ADOPTED VAR % 7.5% 10.0% 35,900 35,900 303.28 $ $ 8,594,954 $ 8,594,954 $ 8,264,620 $ 8,264,620 $ $ (576,100) (576,100) -6.5% -6.5% $ $ 2,714,805 8,172,998 $ 10,887,803 $ (1,721,550) 602,586 $ (1,118,964) -173.3% 6.9% -11.5% $ 29,934 33,322 299.17 FY 2014 ADOPTED 82.5% $ 4,900 4,900 11.84 15.8% 15.8% 3.8% Expenditure 993,255 8,775,584 $ 9,768,839 921,121 8,034,136 $ 8,955,257 Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of demand for assistance. There has been an increase in the number of help requests resolved in FY 2013 from the backlog created in FY 2012. FY 2013 also was a year of transitioning to a new helpdesk software package. This activity includes services for support of computer hardware and software, incident tracking, outage notifications, password reset, and telephony / voicemail. 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: Administrative mandate. Measure Type Result Result Output Demand Demand Efficiency Measure Description Percent of all completed radio service requests finished within two business days or less 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 FY 2012 ACTUAL 92.9% FY 2013 FY 2013 REVISED FORECAST 99.0% 96.1% 99.9% 4,572 2,711,621 $ 99.4% 3,300 32,000,000 4,572 490.95 $ 3,300 658.63 FY 2014 ADOPTED 80.0% 99.9% 3,997 18,022,220 $ 3,997 547.60 99.5% 4,800 16,000,000 $ REV VS ADOPTED VAR % (19.0%) -19.2% 0.1% 1,500 (16,000,000) 0.1% 45.5% -50.0% 4,800 468.15 $ 1,500 190.48 45.5% 28.9% Revenue 681 - TECHNOLOGY INFRASTRUCTURE TOTAL SOURCES $ 2,823,519 $ 2,823,519 $ 2,915,172 $ 2,915,172 $ 3,118,625 $ 3,118,625 $ 2,835,396 $ 2,835,396 $ $ (79,776) (79,776) -2.7% -2.7% 681 - TECHNOLOGY INFRASTRUCTURE TOTAL USES $ 2,244,632 $ 2,244,632 $ 2,173,474 $ 2,173,474 $ 2,188,755 $ 2,188,755 $ 2,247,109 $ 2,247,109 $ $ (73,635) (73,635) -3.4% -3.4% Expenditure Activity Narrative: New software was implemented in FY 2013 which changed the reporting from the number of push-to-talk transmissions to the number of radio transmissions. The FY 2013 Revised was based on an estimate of the number of radio transmission prior to the implementation of the new 513 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2014 Adopted Budget counting method. The increase in expenditures is due to more work orders being created on the expanded system. 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 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 Percent of analyses completed Percent of customers satisfied with quality of services performed FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 87.0% 87.3% FY 2014 ADOPTED 90.0% REV VS ADOPTED VAR % 3.0% 3.4% 100.0% 100.0% 98.9% 90.0% -10% -10.0% 100.0% 100.0% 91.1% 100.0% 0.0% 0.0% 90.0% 87.2% 90.0% 90.3% 82.3% 89.3% 80.0% 90.0% -10.0% -0.3% -11.1% -0.3% Activities that comprise this program include:  Application Development and Support Services  IT Consulting Application Development and Support Services Activity The purpose of the Application Development and Support Services Activity is to provide development and support services to county departments so they can work more efficiently to serve their customers. Mandates: Administrative mandate. 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 2012 ACTUAL N/A $ FY 2013 FY 2013 REVISED FORECAST 87.0% 87.3% REV VS ADOPTED VAR % 3.0% 3.4% FY 2014 ADOPTED 90.0% 100.0% 100.0% 98.9% 90.0% (10.0%) -10.0% 100.0% 100.0% 91.1% 100.0% 0.0% 0.0% 4,219 3,525 3,194 2,800 (725) -20.6% 1,468 1,350 776 400 (950) -70.4% 4,053 3,525 3,194 2,800 (725) -20.6% 1,528 1,350 707 400 (950) -70.4% -29.3% 506.67 $ 776.86 $ 729.52 $ 1,004.11 $ (227.25) $ 2,530,365 $ 2,530,365 $ $ 208,070 208,070 Expenditure 100 - GENERAL TOTAL USES $ 2,137,633 $ 2,137,633 $ 2,738,435 $ 2,738,435 514 $ 2,305,268 $ 2,305,268 7.6% 7.6% Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand for customer support requests. The number of project development service requests has dropped due to the implementation of new software and its method of counting 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: Administrative mandate. 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 analyses provided Total number of customer survey responses Number of analysis requests initiated Total expenditure per analysis provided 100 - GENERAL TOTAL USES FY 2012 ACTUAL 90.0% 87.2% $ 408 109 408 2,253.54 $ $ 827,051 827,051 FY 2013 FY 2013 REVISED FORECAST 90.0% 82.3% 90.3% 89.3% $ 490 545 490 2,099.86 $ 570 345 575 2,209.80 $ $ 926,037 926,037 $ 1,036,398 $ 1,036,398 FY 2014 ADOPTED 80.0% 90.0% REV VS ADOPTED VAR % (10.0%) -11.1% (0.3%) -0.3% $ 600 120 600 1,683.16 $ $ $ 807,915 807,915 $ $ 110 (425) 110 416.70 118,122 118,122 22.4% -78.0% 22.4% 19.8% 12.8% 12.8% Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand for initial analysis. 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. 515 Department Strategic Plans and Budgets Enterprise Technology Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 9,214,323 $ 501,400 FY 2013 Revised Budget $ 9,214,323 $ 501,400 $ 3,000 $ 3,000 - $ 9,217,323 $ 501,400 Adjustments: Reallocations Reallocation Between Depts Annual Open Book Maintenance - Financial Transparency Agenda Item: $ FY 2014 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges 3,000 31,976 31,976 (89,504) (89,504) (117,507) (117,507) $ $ $ $ (36,300) (36,300) - $ 9,042,288 $ -1.9% 465,100 -7.2% $ 1,948 $ 1,948 - $ 9,044,236 $ -1.9% 465,100 -7.2% Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 516 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Expenditures Revenue ENTPRISE DATA CNTR SYSTEMS FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - $ 1,200,000 $ 1,200,000 - $ 1,200,000 $ - $ 1,508,300 $ 1,508,300 - $ 2,708,300 $ 125.7% - Adjustments: Restatements Non Departmental to OET IT Infrastructure: Lease - Disaster Recovery Site Agenda Item: $ 1,200,000 FY 2014 Budget Target Adjustments: Technology Projects IT Infrastructure Enterprise Data Center Agenda Item: $ 1,508,300 FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue ENTPRISE DATA NETWORKING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - $ 1,200,000 $ 1,200,000 - $ 1,200,000 $ - $ 780,974 $ 780,974 - $ 1,980,974 $ 65.1% - Adjustments: Restatements Non Departmental to OET IT Infrastructure: Infrastructure Maintenance - SmartNet Agenda Item: $ 1,200,000 FY 2014 Budget Target Adjustments: Information and Communications Technology Technology Projects IT Infrastructure IT Infrastructure: Infrastructure Maintenance - SmartNet Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 517 780,974 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Expenditures Revenue ENTPRISE GEOGRAPHICAL INFO SYS FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - $ 224,200 $ 224,200 - $ 224,200 $ - $ 14,000 $ 14,000 - $ 238,200 $ 6.2% - Adjustments: Restatements Non Departmental to OET Orthophotography for County General Fund Departments Agenda Item: $ 224,200 FY 2014 Budget Target Adjustments: Technology Projects IT Infrastructure Orthophotography for County General Fund Departments Agenda Item: $ 14,000 FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue ENTPRISE TELEPHONY FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 1,853,727 $ 1,853,727 - $ 1,853,727 $ - Adjustments: Agenda Item: Technology Projects IT Infrastructure Voice Over Internet Protocol (VOIP) Phone Technology Annual Maintenance Contact Call Center Technology Annual Maintenance FY 2014 Adopted Budget $ 1,359,574 494,153 Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 211,616 $ - FY 2013 Revised Budget $ 211,616 $ - $ (211,616) $ (211,616) - FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget $ - $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: 518 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology General Fund (100) (continued) Expenditures Revenue ENTPRISE DATA CNTR SYSTEMS NON RECURRING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 4,700,000 $ 4,700,000 - $ 4,700,000 $ Adjustments: Technology Projects IT Infrastructure Data Center Hardware Refresh Data Center Software Tools Data Center Capacity Expansion Agenda Item: $ 2,320,000 2,020,000 360,000 FY 2014 Adopted Budget Expenditures - Revenue ENTPRISE DATA NETWORKING NON RECURRING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 450,000 $ 450,000 - $ 450,000 $ - Adjustments: Technology Projects IT Infrastructure Dark Fiber Lease - Forensic Science Bldg to Security Bldg Agenda Item: $ FY 2014 Adopted Budget 450,000 Telecommunication Fund (681) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 15,856,259 $ 15,952,983 FY 2013 Revised Budget $ 15,856,259 $ 15,952,983 FY 2014 Budget Target $ 15,856,259 $ 15,952,983 $ 14,346 $ 14,346 - $ 15,870,605 $ 0.1% 15,952,983 0.0% $ 6,411 $ 6,411 - $ 15,877,016 $ 0.1% 15,952,983 0.0% Adjustments: Employee Retirement and Benefits Retirement Contributions Agenda Item: FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 519 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Enterprise Technology Telecommunication Fund (681) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ 1,638,086 $ - $ 102,595 $ 102,595 - $ 1,740,681 $ - $ $ (102,595) $ (102,595) (1,638,086) $ (169,585) (1,468,501) - $ - $ - $ 1,103,729 $ 1,103,729 - $ 1,103,729 $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Non Recurring Carry Forward Other Non-Recurring Agenda Item: C-49-13-036-2-00 FY 2014 Budget Target Adjustments: Agenda Item: Non Recurring Other Non-Recurring Key System Maintenance Refresh Capital Equipment Telecommunications Director & Systems Administrator for Badge System Operational Costs Not Included in FY14 Rates $ 169,000 311,697 260,978 362,054 FY 2014 Adopted Budget Telecommunications Fund (681) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 4,823,159 $ 3,783,913 $ 3,783,913 $ 3,837,338 $ 3,476,906 $ 16,176,425 4,031 16,180,456 $ 15,952,983 15,952,983 $ 15,952,983 15,952,983 $ 16,609,661 16,609,661 $ 15,952,983 15,952,983 $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 16 Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ $ 3,837,338 3,837,338 $ 16,843,003 323,290 17,166,293 $ $ $ 15,856,259 1,638,086 17,494,345 (666,578) $ $ $ 15,856,259 1,740,681 17,596,940 96,724 $ $ - $ $ 2,242,551 2,242,551 520 $ $ $ $ $ 15,779,252 1,190,841 16,970,093 $ $ 15,877,016 1,103,729 16,980,745 96,724 $ 830,409 $ 75,967 $ - $ - $ - $ $ 2,139,956 2,139,956 $ $ 3,476,906 3,476,906 $ $ 2,449,144 2,449,144 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Analysis by Idamarie C. Flaherty, 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 2014. The online plan review submission project will be underway by the end of FY 2014 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 and prior year experience of the proportion of positive mosquitoes trapped each quarter, the number of positive mosquitoes is expected to be significantly lower than FY 2011 numbers 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. The introduction of the new testing equipment (PCR) is much more sensitive in detecting West Nile Virus in mosquito samples than the old (RAMP) testing methods previously used. 521 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Quality Workforce By June 30, 2018, 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 2018. The Department projects that this strategic goal will be met prior to the goal date of June 30, 2018. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % HCPA - HEALTH CODE PERMITTING 88BP - BUSINESS SERVICES $ $ 1,173 $ 1,173 $ 600 $ 600 $ 600 $ 600 $ 679 $ 679 $ 1,800 $ 1,800 $ 1,200 1,200 200.0% 200.0% EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS $ 814,339 $ 12,040,790 1,212,906 $ 11,902,593 1,212,906 $ 11,908,338 1,248,892 $ 12,055,492 1,212,906 $ 12,220,386 312,048 0.0% 2.6% 1,345,135 33,770 14,234,034 $ 1,347,226 17,280 14,480,005 $ 1,347,226 17,280 14,485,750 $ 1,291,910 15,780 14,612,074 $ 1,161,317 43,200 14,637,809 $ (185,909) 25,920 152,059 -13.8% 150.0% 1.0% 210,786 $ 19,781 230,567 $ 120,000 $ 12,001 132,001 $ 120,000 $ 12,001 132,001 $ 178,956 $ 11,430 190,386 $ 120,000 $ 5,508 125,508 $ (6,493) (6,493) 0.0% -54.1% -4.9% 252,526 $ 451,175 2,305,396 323,353 43,090 12,375 733,777 504,680 119,700 4,746,072 $ 252,526 $ 451,175 2,305,396 323,353 43,090 12,375 733,777 504,680 119,700 4,746,072 $ 327,132 $ 479,100 2,321,651 343,910 60,550 15,950 888,167 564,825 149,760 5,151,045 $ 326,780 $ 450,290 2,229,475 381,385 49,473 16,500 952,103 540,455 147,000 5,093,461 $ 74,254 (885) (75,921) 58,032 6,383 4,125 218,326 35,775 27,300 347,389 29.4% -0.2% -3.3% 17.9% 14.8% 33.3% 29.8% 7.1% 22.8% 7.3% FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES $ 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 $ $ 306,667 $ 459,079 2,383,161 395,550 49,075 22,850 908,203 538,425 140,700 5,203,710 $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 704,766 $ 704,766 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 61,030 $ 61,030 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 29,367 $ 29,367 $ 20,000 $ 20,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 20,435,280 $ 19,378,678 $ 19,384,423 $ 19,983,551 $ 19,878,578 $ 494,155 2.5% $ 522 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % HCPA - HEALTH CODE PERMITTING 88BP - BUSINESS SERVICES $ $ 629,242 $ 629,242 $ 908,496 $ 908,496 $ 893,813 $ 893,813 $ 848,866 $ 848,866 $ 968,241 $ 968,241 $ (74,428) (74,428) -8.3% -8.3% EHPR - ENV HEALTH PLAN REVIEW FSIA - FOOD NON FOOD INSPECTIONS FSLC - FOOD SERVICE LICENSE FWBI - ENV RELATED ILLNESS INVESTIG 88EH - ENVIRONMENTAL HEALTH SERVICES $ 658,903 $ 8,840,290 671,047 250,821 10,421,061 $ 1,007,440 $ 10,496,764 802,947 249,419 12,556,570 $ 988,297 $ 10,629,111 793,375 249,419 12,660,202 $ 1,012,846 $ 7,831,548 580,002 252,755 9,677,151 $ 1,046,364 $ 10,487,956 636,760 251,885 12,422,965 $ (58,067) 141,155 156,615 (2,466) 237,237 -5.9% 1.3% 19.7% -1.0% 1.9% 496,493 $ 571,005 1,067,498 $ 498,969 $ 606,008 1,104,977 $ 488,222 $ 607,318 1,095,540 $ 461,308 $ 604,302 1,065,610 $ 493,010 $ 598,226 1,091,236 $ (4,788) 9,092 4,304 -1.0% 1.5% 0.4% 1,027,593 $ 1,815,493 2,843,086 $ - $ 2,767,808 2,767,808 $ - $ 2,767,808 2,767,808 $ - $ 2,715,685 2,715,685 $ - $ 2,545,548 2,545,548 $ 222,260 222,260 275,014 $ 247,789 1,008,354 405,437 16,671 93,111 327,028 119,753 1,110,268 435,600 105,017 4,144,042 $ 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 $ 392,890 $ 240,055 946,013 324,160 36,296 90,335 364,613 60,011 1,105,773 495,727 118,888 4,174,761 $ 368,305 $ 133,435 1,047,651 306,662 51,525 86,732 374,561 45,114 1,085,422 466,817 118,518 4,084,742 $ 405,315 $ 137,814 1,052,155 319,442 50,892 90,480 387,649 46,799 1,156,677 492,348 116,630 4,256,201 $ (12,425) 102,241 (106,142) 4,718 (14,596) (145) (23,036) 13,212 (50,904) 3,379 2,258 (81,440) -3.2% 42.6% -11.2% 1.5% -40.2% -0.2% -6.3% 22.0% -4.6% 0.7% 1.9% -2.0% 86,150 $ 122,498 728,384 1,579,364 92,246 41,183 2,649,825 $ 97,551 $ 115,987 803,190 1,473,180 94,044 51,893 2,635,845 $ 97,551 $ 172,730 1,142,895 1,473,180 37,301 51,893 2,975,550 $ 69,423 $ 150,694 1,008,448 1,365,829 8,463 43,838 2,646,695 $ 117,084 $ 242,476 859,364 1,921,640 55,584 3,196,148 $ (19,533) (69,746) 283,531 (448,460) 37,301 (3,691) (220,598) -20.0% -40.4% 24.8% -30.4% 100.0% -7.1% -7.4% EHEN - ENV HEALTH ENFORCEMENT NPRC - NONPERMIT RELATED COMPLIANCE 88EP - ENVIRONMENTAL ENFORCEMENT 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 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 $ $ $ $ $ $ $ N/A 8.0% 8.0% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RECO - RECORDS MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS $ 724,710 $ 134,855 - 874,879 $ 120,887 - 874,879 $ 120,887 - 873,282 $ 117,311 - 988,056 $ 141,746 (26,434) (113,177) (20,859) 26,434 -12.9% -17.3% N/A $ 859,565 $ 995,766 $ 995,766 $ 990,593 $ 1,103,368 $ (107,602) -10.8% $ $ 1,337,619 $ 1,337,619 $ 1,499,781 $ 1,499,781 $ 1,517,281 $ 1,517,281 $ 1,270,939 $ 1,270,939 $ 1,531,161 $ 1,531,161 $ (13,880) (13,880) -0.9% -0.9% TOTAL PROGRAMS $ 23,951,938 $ 26,651,183 $ 27,080,721 $ 23,300,281 $ 27,114,868 $ (34,147) -0.1% 99GV - GENERAL GOVERNMENT BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ 523 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST $ SUBTOTAL $ 15,562,155 15,562,155 $ $ 16,630,770 $ 16,630,770 $ 16,630,770 16,630,770 $ $ 16,856,993 16,856,993 $ $ $ SUBTOTAL $ 689,500 689,500 $ $ - $ - $ - $ $ - $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 3,875,589 3,875,589 $ $ 2,595,307 2,595,307 $ $ 2,595,307 2,595,307 $ $ 2,900,381 2,900,381 $ $ 230,567 $ 230,567 $ 132,001 132,001 $ $ $ INTERGOVERNMENTAL 0615 - GRANTS FINES & FOREFEITS 0637 - FINES & FORFEITS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 60,030 17,439 77,469 $ $ 20,000 600 20,600 ALL REVENUES $ 20,435,280 OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 132,001 $ 132,001 $ $ 20,000 600 20,600 $ 19,378,678 $ - $ $ 20,435,280 $ 190,386 $ 190,386 $ $ 16,792,123 $ 16,792,123 $ 161,353 161,353 1.0% 1.0% $ $ - N/A N/A 2,939,147 $ 2,939,147 $ 343,840 343,840 13.2% 13.2% - 125,508 125,508 $ $ (6,493) (6,493) $ 0.0% 200.0% 5.8% 2.6% $ 29,367 679 30,046 $ 20,000 1,800 21,800 $ 1,200 1,200 19,378,678 $ 19,977,806 $ 19,878,578 $ 499,900 - $ - $ 5,745 5,745 $ $ 5,745 5,745 $ $ 19,378,678 $ 19,384,423 $ 19,983,551 $ 524 $ REVISED VS ADOPTED VAR % FY 2014 ADOPTED - $ $ 19,878,578 $ -4.9% -4.9% (5,745) -100.0% (5,745) -100.0% 494,155 2.5% Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 12,257,991 $ 75,654 4,628,199 34,530 (877,947) 1,821,787 17,940,214 $ 12,609,962 $ 76,951 4,905,449 (468,332) 1,337,793 18,461,823 $ 12,659,670 $ 76,951 4,890,469 349,993 (468,332) 1,337,793 18,846,544 $ 12,508,053 $ 117,766 4,937,554 301,858 (407,163) 1,327,213 18,785,281 $ 12,661,251 $ 46,950 4,952,746 (341,658) 1,437,564 18,756,853 $ SUBTOTAL $ 848,100 $ 275,139 355,001 (11,712) 178,966 1,645,494 $ 877,174 $ 365,508 532,400 (4,464) 8,512 1,779,130 $ 880,177 $ 365,508 549,900 (4,464) 8,512 1,799,633 $ 831,523 $ 316,230 9,344 (4,443) 233,255 1,385,909 $ 763,963 $ 298,145 511,400 (3,360) 80,928 1,651,076 $ 116,214 13.2% 67,363 18.4% 38,500 7.0% (1,104) -24.7% (72,416) -850.8% 148,557 8.3% 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 $ - $ 1,209,384 962,076 43,380 1,571,743 67,199 115,626 67,932 (262,061) 288,801 4,064,080 $ 15,000 $ 726,218 903,362 57,721 1,609,626 71,096 94,365 84,040 (191,375) 395,102 3,765,155 $ 15,000 $ 726,218 903,362 57,721 1,633,940 71,096 94,365 84,040 (191,375) 395,102 3,789,469 $ 5,000 $ 133,018 900,257 41,560 1,590,183 88,414 67,947 82,771 (180,442) 281,228 3,009,936 $ 15,000 $ 621,044 948,008 31,125 1,767,358 112,730 246,902 83,840 (174,960) 596,832 4,247,879 $ 0.0% 105,174 14.5% (44,646) -4.9% 26,596 46.1% (133,418) -8.2% (41,634) -58.6% (152,537) -161.6% 200 0.2% (16,415) -8.6% (201,730) -51.1% (458,410) -12.1% CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 164,576 1,138 99,679 265,393 $ 1,000,000 $ 1,000,000 93,000 174,024 378,051 2,645,075 $ 1,000,000 $ 1,000,000 93,000 174,024 378,051 2,645,075 $ - $ 93,000 26,155 119,155 $ 1,000,000 $ 1,000,000 37,500 289,576 131,984 2,459,060 $ 55,500 (115,552) 246,067 186,015 0.0% 0.0% 59.7% -66.4% N/A 65.1% 7.0% ALL EXPENDITURES $ 23,915,181 $ 26,651,183 $ 27,080,721 $ 23,300,281 $ 27,114,868 $ (34,147) -0.1% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 36,757 $ 36,757 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL USES $ 23,951,938 $ 26,651,183 $ 27,080,721 $ 23,300,281 $ 27,114,868 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ (1,581) 30,001 (62,277) 349,993 (126,674) (99,771) 89,691 - 0.0% 39.0% -1.3% 100.0% -27.0% -7.5% 0.5% N/A N/A (34,147) -0.1% 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 $ NON-RECURRING FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 19,717 $ 19,717 $ 12,000 $ 12,000 $ 12,000 $ 12,000 $ 11,392 $ 11,392 $ 5,400 $ 5,400 $ 690,443 $ 690,443 $ - $ - $ - $ - $ - $ - $ - $ - $ 19,725,120 $ 19,725,120 $ 19,366,678 $ 19,366,678 $ 19,366,678 $ 5,745 19,372,423 $ 19,972,159 $ 19,972,159 $ 19,873,178 $ 19,873,178 $ 506,500 2.6% (5,745) -100.0% 500,755 2.6% 20,435,280 $ - $ 20,435,280 $ 19,378,678 $ - $ 19,378,678 $ 19,378,678 $ 5,745 $ 19,384,423 $ 19,983,551 $ - $ 19,983,551 $ 19,878,578 $ - $ 19,878,578 $ 499,900 2.6% (5,745) -100.0% 494,155 2.5% 525 (6,600) (6,600) - -55.0% -55.0% N/A N/A Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 3,909,397 $ 213,896 4,123,293 $ 3,917,367 $ 124,000 4,041,367 $ 3,917,367 $ 124,000 4,041,367 $ 3,862,117 $ 124,000 3,986,117 $ 3,882,968 $ 57,298 3,940,266 $ 34,399 66,702 101,101 0.9% 53.8% 2.5% - N/A N/A FUND TOTAL USES $ 505 ENVIRONMENTAL SERVICES GRANT OPERATING $ FUND TOTAL USES $ 506 ENVIRONMTL SVCS ENV HEALTH OPERATING $ NON-RECURRING FUND TOTAL USES $ 689,440 $ 689,440 $ - $ - $ - $ - $ - $ - $ - $ - $ 17,445,876 $ 1,693,329 19,139,205 $ 18,924,710 $ 3,685,106 22,609,816 $ 18,986,755 $ 4,052,599 23,039,354 $ 18,432,258 $ 881,906 19,314,164 $ 19,661,862 $ 3,512,740 23,174,602 $ (675,107) 539,859 (135,248) -3.6% 13.3% -0.6% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 22,044,713 $ 1,907,225 $ 23,951,938 $ 22,842,077 $ 3,809,106 $ 26,651,183 $ 22,904,122 $ 4,176,599 $ 27,080,721 $ 22,294,375 $ 1,005,906 $ 23,300,281 $ 23,544,830 $ 3,570,038 $ 27,114,868 $ (640,708) 606,561 (34,147) -2.8% 14.5% -0.1% 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 2012 FY 2013 ADOPTED ADOPTED REVISED TO FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 6.00 3.00 8.00 2.00 1.00 22.00 1.50 6.00 1.50 10.50 2.00 1.00 22.50 1.50 6.00 3.50 9.00 .00 1.00 21.00 1.50 6.00 3.50 10.00 1.00 22.00 1.50 6.00 3.50 10.00 1.00 22.00 1.00 1.00 0.0% 0.0% 0.0% 11.1% N/A 0.0% 4.8% 8.10 8.10 15.20 15.20 14.20 14.20 14.20 14.20 15.20 15.20 1.00 1.00 7.0% 7.0% 6.85 9.15 16.00 7.25 9.25 16.50 5.75 9.25 15.00 6.75 9.25 16.00 6.75 9.25 16.00 1.00 1.00 17.4% 0.0% 6.7% 9.11 4.00 116.56 12.23 141.90 14.77 4.00 111.43 11.80 142.00 11.77 4.00 117.98 8.80 142.55 14.77 4.00 122.23 9.80 150.80 14.77 4.00 122.23 9.80 150.80 3.00 4.25 1.00 8.25 25.5% 0.0% 3.6% 11.4% 5.8% 19.00 16.00 35.00 36.00 36.00 .00 36.00 36.00 36.00 36.00 36.00 36.00 - N/A 0.0% 0.0% 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 7.24 4.94 3.20 .60 6.00 1.00 .45 4.70 12.94 1.20 11.53 53.80 286.00 6.29 4.24 1.50 .50 4.00 1.00 .60 4.35 14.09 1.20 10.48 48.25 277.00 7.24 4.79 2.00 .50 6.00 1.00 .60 4.35 14.09 1.20 11.23 53.00 292.00 7.24 4.79 2.00 .50 6.00 1.00 .60 4.35 14.09 1.20 11.23 53.00 293.00 .95 .55 .50 2.00 .75 4.75 16.00 15.1% 13.0% 33.3% 0.0% 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 7.2% 9.8% 5.8% 526 Maricopa County Annual Business Strategies FY 2014 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 Spec Trainee Environmental Specialist Environmental Svcs Div Mgr Environmental Svcs Opts Supv Executive Assistant Field Operations Supervisor Finance Manager Finance/Business Analyst Financial Supervisor - Dept Management Analyst Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Procurement Specialist Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 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% 4.00 4.00 3.00 3.00 3.00 0.0% 25.00 27.00 27.00 27.00 27.00 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 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 19.00 19.00 16.00 19.00 19.00 3.00 18.8% 1.00 1.00 1.00 1.00 1.00 0.0% 10.00 10.00 9.00 10.00 10.00 1.00 11.1% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 7.00 7.00 7.00 7.00 7.00 0.0% 29.00 29.00 28.00 29.00 29.00 1.00 3.6% 10.00 10.00 10.00 0.0% 125.00 124.00 114.00 124.00 124.00 10.00 8.8% 3.00 3.00 3.00 0.0% 8.00 8.00 8.00 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% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 5.00 5.00 5.00 5.00 5.00 0.0% 13.00 13.00 11.00 12.00 12.00 1.00 9.1% 10.00 10.00 11.00 10.00 11.00 0.0% 4.00 4.00 N/A 8.00 8.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 284.00 286.00 277.00 292.00 293.00 16.00 5.8% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 506 ENVIRONMTL SVCS ENV HEALTH Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 44.00 45.00 43.00 45.00 45.00 2.00 4.7% 240.00 241.00 234.00 247.00 248.00 14.00 6.0% 284.00 286.00 277.00 292.00 293.00 16.00 5.8% Staffing Variance Analysis The FY 2013 Revised FTE count is artificially low. The FY 2013 Adopted and FY 2013 Forecast reflect a more accurate picture of the FTEs during FY 2013. The variance between the FY 2013 Adopted and FY 2014 Adopted FTE counts is 7 which includes the addition of ten Environmental Services Trainee positions which were added through Board approval to address the backlog of restaurant inspections, as well as a change in philosophy about employees gaining required certifications on their own rather than through County sponsored methods. Additionally, 3 other positions have been eliminated as the Department’s needs evolved. . 527 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Environmental Services General Adjustments General Fund (100) Personnel:  Increase Regular Benefits by $7,366 for the net impact of changes in retirement contribution rates. Other Base Adjustments:      Increase personnel savings by $17,302 based on analyst review. Fees and Other Revenues were reduced $6,600, reflecting an expected drop in fines. Increase personnel savings by $26,434 based on the Chairman’s Office request Increase Other Benefits and Internal Services Charges by $1,971 for the impact of the changes in Risk Management charges. The FY 2014 Non Recurring Non Project budget includes $57,298 for ESX Server, SAN Solution, UPS/Power Distribution Reconfiguration and 3 electric foggers. Environmental Services Environmental Health Fund (506) Personnel:  Increase Regular Benefits by $57,771 for the net impact of changes in retirement contribution rates. Other Base Adjustments:      The FY 2014 Operating budget includes an expenditure increase of $190,750 in tuition reimbursement. The FY 2014 Operating budget includes a revenue increase in Other Charges for Services (0635) for $506,500. The FY 2014 Operating budget includes an increase of $416,411 to Supplies and General Services to support increase in revenue. Increase Other Benefits and Internal Services Charges by $10,175 for the impact of the changes in Risk Management. The FY 2014 Non Recurring Non Project budget of $3,512,740 includes $289,576 for 8 vehicles, 4 of which are electric, $185,587 for Information and Communications Technology upgrades, $3,000,000 to purchase a new regional office, and $37,577 in general office and testing equipment. 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 permit renewal applications/payments processed within 1 business day of receipt FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A 528 FY 2014 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activities that comprise this program include:  Health Code Permitting Health Code Permitting Activity The Purpose of the Environmental Health Code Permitting Activity is to provide permitting services to regulated businesses within Maricopa County so they can operate with a valid permit. Mandates: A.R.S. §36-601 outlines public nuisances dangerous to public health and A.R.S. §36-136 establishes the powers and duties of the department of health services and the power to delegate authority to local and county government. Measure Type Result Output Demand Efficiency Measure Description Percent of permit renewal applications/payments processed within 1 business day of receipt Number of permit renewal applications/payments processed Number of permit renewal applications/permits submitted Cost per permit renewal application processed FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED N/A N/A N/A N/A 30,050 N/A N/A N/A N/A N/A 30,050 N/A N/A N/A N/A N/A $ 32.22 N/A N/A Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 1,173 1,173 $ $ 600 600 $ $ 679 679 $ $ 1,800 1,800 $ $ 1,200 1,200 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 629,242 629,242 $ $ 893,813 893,813 $ $ 848,866 848,866 $ $ 968,241 968,241 $ $ (74,428) (74,428) 200.0% 200.0% Expenditure -8.3% -8.3% Environmental Permit Applications Health Code Permitting Activity 50,000 100% 45,000 80% 40,000 60% 35,000 40% 30,000 20% 0% 25,000 FY 12 Actual FY 13 Revised Demand FY 13 Forecast Output FY 14 Adopted Result Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand. The FY 2014 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. 529 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Percent of enforcement actions processed within 10 calendar days Percent of nuisance complaint investigations initiated within 7 calendar days Percent of nuisance complaint investigations resolved within 60 calendar days FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 85.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 86.9% N/A N/A 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 Revenue Measure Description Percent of enforcement actions processed within 10 calendar days Number of enforcement actions processed Number of enforcement actions requested Cost per enforcement action processed FY 2012 ACTUAL N/A $ 813 1,169 610.69 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ FY 2013 FY 2013 REVISED FORECAST N/A N/A $ 2,000 2,400 244.11 $ 1,152 1,130 400.44 210,786 210,786 $ $ 120,000 120,000 $ $ 496,493 496,493 $ $ 488,222 488,222 $ $ REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED 85.0% $ 1,100 1,100 448.19 $ 178,956 178,956 $ $ 120,000 120,000 $ $ 461,308 461,308 $ $ 493,010 493,010 $ $ (900) (1,300) (204.08) - -45.0% -54.2% -83.6% 0.0% 0.0% Expenditure (4,788) (4,788) -1.0% -1.0% Activity Narrative: The FY 2014 budget supports the Department in meeting 85% of the demand. The demand for enforcement actions increased from FY 2012 to FY 2013 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 2014 compared to FY 2013. 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. 530 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of nuisance complaint investigations initiated within 7 calendar days Percent of nuisance complaint investigations resolved within 60 calendar days Number of nuisance complaint investigations initiated Number of nuisance complaints required to be investigated Cost per nuisance complaint investigated FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A N/A N/A N/A 1,874 2,345 1,312 1,866 2,345 1,312 REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED 100.0% 86.9% N/A N/A 1,400 (945) -40.3% 1,400 (945) -40.3% (168.32) -65.0% $ 304.70 $ 258.98 $ 460.60 $ 427.30 $ 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 19,717 64 19,781 $ 12,000 1 12,001 $ 11,392 38 11,430 $ 5,400 108 5,508 $ 100 - GENERAL 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 214,841 356,164 571,005 $ 183,831 423,487 607,318 $ 172,347 431,955 604,302 $ 182,807 415,419 598,226 $ $ $ $ $ $ (6,600) -55.0% 107 10700.0% (6,493) -54.1% Expenditure $ $ $ $ $ 1,024 8,068 9,092 0.6% 1.9% 1.5% Nuisance Complaints Investigated in 5 days Non‐Permit Compliance Activity 2500 100% 2000 80% 1500 60% 1000 40% 500 20% 0 0% FY 12 Actual FY 13 Revised Demand FY 13 Forecast Output FY 14 Adopted Result Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand in five business days, recognizing an increase in the demand for services compared to FY 2013. The reduction in revenue for this Activity is due to an anticipated decrease in fines collected for nonpermitted/non-permittable sources. Expenditures decrease slightly from FY 2013 Forecast for this Activity is due to the Department’s ability to hire and retain more experienced staff, resulting in a change in the salary savings. 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. 531 Maricopa County Annual Business Strategies FY 2014 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 food permits that received the required number of inspections Percent of the food service employees with a food service license Percent of environmental related illness complaints where contact was attempted in 24 business hours from the time it was received. Percent of Outbreaks investigations initiated within 72 businesss hours of being declared. Percent of Communicable Disease Alert investigations initiated within 72 business hours FY 2012 ACTUAL 87.9% FY 2013 FY 2013 REVISED FORECAST 100.0% 95.5% FY 2014 ADOPTED 95.5% REV VS ADOPTED VAR % -4.5% -4.5% N/A 100.0% 90.5% 90.5% -9.5% -9.5% N/A 55.0% 60.0% 60.0% 5.0% 9.1% N/A 80.5% 108.4% 100.0% 19.5% 24.2% N/A 80.5% 100.0% 100.0% 19.5% 24.2% 34.6% 100.0% 100.0% N/A N/A N/A 100.0% 100.0% 99.6% N/A N/A N/A N/A 100.0% 100.0% N/A N/A N/A N/A 100.0% 100.0% N/A 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. 532 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 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 Expenditures per inspection conducted FY 2012 ACTUAL 87.9% FY 2013 FY 2013 REVISED FORECAST 100.0% 95.5% N/A N/A 1,529 N/A N/A $ REV VS ADOPTED VAR % (4.5%) -4.5% FY 2014 ADOPTED 95.5% 100.0% 90.5% 90.5% (9.5%) 1,200 1,200 3,828 1,625 5,104 1,664 3,904 464 325.3% 38.7% 1,200 823.58 $ 4,104 264.59 $ -9.5% 5,472 205.01 $ 4,272 618.57 356.0% 75.1% - 0.0% 0.0% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 814,339 814,339 $ 1,212,906 $ 1,212,906 $ 1,248,892 $ 1,248,892 $ 1,212,906 $ 1,212,906 $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 658,903 658,903 $ $ $ 1,012,846 $ 1,012,846 $ 1,046,364 $ 1,046,364 $ $ Expenditure 988,297 988,297 (58,067) (58,067) -5.9% -5.9% Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand. The increase in 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 Demand Demand Demand Efficiency Measure Description Percent of environmental related illness complaints where contact was attempted in 24 business hours from the time it was received. Percent of Outbreaks investigations initiated within 72 businesss hours of being declared. Percent of Communicable Disease Alert investigations initiated within 72 business hours Number of environmental illness complaints received & contact initiated Number of Outbreak investigations initiated Number of Communicable Disease Alert investigations initiated Number of environmental illness complaints received Number of Outbreaks Identified Number of Communicable Disease Alerts that are issued by Maricopa County Department of Public Health Cost per environmental illness complaint response initiated FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 99.6% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 696 807 521 665 (142) -17.6% N/A N/A 12 4 13 9 32 22 20 18 166.7% 450.0% 698 807 521 665 (142) -17.6% 4 4 9 9 32 22 28 18 700.0% 450.0% N/A N/A N/A 150.0% 150.0% N/A N/A $ 360.38 $ 309.07 $ 485.13 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 33,770 33,770 $ $ 17,280 17,280 $ $ 15,780 15,780 $ $ 43,200 43,200 $ $ 25,920 25,920 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 250,821 250,821 $ $ 249,419 249,419 $ $ 252,755 252,755 $ $ 251,885 251,885 $ $ (2,466) (2,466) Revenue Expenditure -1.0% -1.0% Activity Narrative: The FY 2014 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 533 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget in FY 2014 is consistent with an upward trend in the number of complaints received year over year for the past four fiscal years. These complaints can change dramatically based on any given situation that may occur. For example, in 2010 the H1N1 pandemic caused great concern and the Department received over 1,000 complaints. In order to determine the forecasted number of complaints pandemics such as H1N1 are taken out of the equation, as these are unusual situations, and will cause fluctuations in the number of complaints from one year to the next. 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 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 55.0% 60.0% REV VS ADOPTED VAR % 5.0% 9.1% FY 2014 ADOPTED 60.0% N/A 80.5% 108.4% 100.0% 19.5% 24.2% N/A 80.5% 100.0% 100.0% 19.5% 24.2% N/A 48,180 45,640 56,136 7,956 16.5% N/A 59,820 42,102 56,136 (3,684) -6.2% N/A $ 220.61 $ 171.59 $ 186.83 $ 33.78 15.3% Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 12,040,790 $ 12,040,790 $ 11,908,338 $ 11,908,338 $ 12,055,492 $ 12,055,492 $ 12,220,386 $ 12,220,386 $ $ 312,048 312,048 2.6% 2.6% $ $ $ $ 141,155 141,155 N/A 1.3% 1.3% Expenditure 505 - ENVIRONMENTAL SERVICES GRANT $ 397,041 506 - ENVIRONMTL SVCS ENV HEALTH 8,443,249 TOTAL USES $ 8,840,290 10,629,111 $ 10,629,111 7,831,548 $ 7,831,548 10,487,956 $ 10,487,956 $ Activity Narrative: All measures for this Activity have been updated for FY 2014 and the budget supports the Department in meeting 100% of the demand. 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). Increase in expenditures in Fund 506 is due to the addition of ten Environmental Services Trainee positions addressing the backlog of restaurant inspections. 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. 534 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 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 Cost per food service license issued FY 2012 ACTUAL 34.6% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 1,345,135 $ 1,345,135 $ 1,347,226 $ 1,347,226 $ 1,291,910 $ 1,291,910 $ 1,161,317 $ 1,161,317 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ $ $ $ $ $ $ 126,716 149,322 5.30 89,074 89,074 $ 8.91 $ REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED N/A 89,074 46,325 N/A N/A N/A N/A N/A N/A 6.51 N/A N/A N/A $ $ (185,909) (185,909) -13.8% -13.8% $ $ 156,615 156,615 19.7% 19.7% Expenditure 671,047 671,047 793,375 793,375 580,002 580,002 636,760 636,760 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 change of West Nile virus positive mosquitoes Percent of Field Surveillance Tests completed Percent of Routine Sites Treated for mosquito breeding Percent of complaints investigated in 5 business day FY 2012 ACTUAL (55.6%) FY 2013 FY 2013 REVISED FORECAST 25.6% 39.6% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 74.4% 291.0% N/A N/A N/A N/A N/A N/A 95.0% 83.6% N/A N/A N/A N/A N/A N/A N/A 77.6% N/A N/A Some measures within the Vector Control Program are newly established in FY 2013. Activities that comprise this program include:  Vector Control Public Education, Surveillance and Treatment 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. 535 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Result Output Output Output Demand Demand Efficiency Expenditure Measure Description Percent change of West Nile virus positive mosquitoes Percent of Field Surveillance Tests completed Percent of Routine Sites Treated for mosquito breeding Percent of complaints investigated in 5 business day Number of Routine Site Inspections for mosquito breeding Number of complaints investigated Total Investigations Performed Number of field surveillance tests needed Number of complaints received Cost per investigation performed 100 - GENERAL TOTAL USES FY 2012 ACTUAL -55.6% FY 2013 FY 2013 REVISED FORECAST 25.6% 39.6% REV VS ADOPTED VAR % 74.4% 291.0% FY 2014 ADOPTED 100.0% N/A N/A N/A N/A N/A N/A 95.0% 83.6% N/A N/A N/A N/A N/A N/A N/A 77.6% N/A N/A N/A N/A N/A 28,300 N/A N/A N/A N/A 24,000 N/A N/A N/A N/A 17,500 N/A N/A N/A N/A 17,000 N/A N/A $ 8,100 8,100 22,000 8,100 314.27 N/A N/A 4,500 N/A N/A N/A N/A 25.7% N/A N/A $ 1,815,493 $ 1,815,493 $ 2,767,808 $ 2,767,808 222,260 222,260 8.0% 8.0% $ 2,715,685 $ 2,715,685 $ 2,545,548 $ 2,545,548 $ $ Activity Narrative: The FY 2014 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. 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. 536 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Environmental Services Program Results Measure Description Percent of all permitted semi-public bathing facilities receiving the required number of Percent of comprehensive semi-public bathing facility inspections provided 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 facility construction project initial plan reviews provided within 30 business days Percent of all permitted solid waste vehicles and facilities receiving the required number of inspections Percent of solid waste vehicle and facility inspections provided Percent of subdivision sanitary report approvals provided in 30 business days Percent of total urbanized unincorporated area of Maricopa County Required to be Inspected that received Inspections. Percent of County facilities within the urbanized unincorporated area receiving required inspections 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 facility and reuse/recharge system construction project initial plan reviews provided within 40 days Percent of public water system treatment facilities receiving required operating inspections Percent of public water systems receiving required sanitary survey inspections Percent of all permitted wastewater treatment facilities receiving the required number of operating inspections Percent of required public educational sessions conducted within the required timeframe FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 56.4% N/A FY 2014 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 86.8% N/A N/A 100.0% 100.0% 66.2% 100.0% 0.0% 0.0% 99.0% 98.5% 99.3% 98.4% -0.1% -0.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 82.2% N/A N/A N/A N/A N/A N/A N/A 94.0% N/A N/A 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 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 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 100.0% N/A N/A N/A N/A N/A 100.0% 100.0% 100.0% 0.0% 0.0% Some measures within the Water and Waste Management Program were newly established in FY 2013. 537 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activities that comprise this program include:           Public Water Facility Inspections Public Water Plan Review Solid Waste Inspection Stormwater Construction Stormwater County Compliance Stormwater Discharge Stormwater Public Education Subdivision Sanitary Facilities Swimming Pool Inspections Swimming Pool Plan Review and Construction Inspection Wastewater Facility Inspections Wastewater Plan Review   Public Water Facility Inspections Activity The purpose of the Public Water Facility Inspections Activity is to provide sanitary surveys and facility inspections to public drinking water facility operators so they can continue to operate their facility in compliance with regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. Measure Type Result Result Output Demand Demand Efficiency Measure Description Percent of public water system treatment facilities receiving required operating inspections Percent of public water systems receiving required sanitary survey inspections Number of public water systems receiving sanitary survey inspections. Number of public water systems required to receive sanitary survey inspections. Number of public water system treatment facilities required to receive operating inspections. Cost per public water facility sanitary survey conducted FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 100.0% N/A N/A N/A N/A 70 48 13 72 64 78 FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% N/A N/A 75 27 56.3% 17 218 154 240.6% 84 21 131 47 56.0% N/A $ 10,327.65 $ 35,909.00 $ 6,564.64 $ 3,763.01 36.4% Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 538,425 538,425 $ $ 504,680 504,680 $ $ 564,825 564,825 $ $ 540,455 540,455 $ $ 35,775 35,775 7.1% 7.1% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 435,600 435,600 $ $ 495,727 495,727 $ $ 466,817 466,817 $ $ 492,348 492,348 $ $ 3,379 3,379 0.7% 0.7% Expenditure Public Water Treatment Facility Inspections Number Required/Provided 140 120 100 80 60 40 20 0 FY 12 Actual FY 13 Revised Demand FY 13 Forecast FY 14 Adopted Output Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand. The FY 2014 expenditure increase is due to higher fuel costs and vehicle maintenance. 538 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. Measure Type Result Result Output Output Output Output Output Demand Demand Efficiency Revenue Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of water distribution construction initial 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% plan reviews provided within 30 business days Percent of water treatment facility construction 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% project initial plan reviews provided within 30 business days Number of water distribution construction 258 250 294 317 67 26.8% initial plan reviews provided Number of water treatment facility construction 79 60 78 78 18 30.0% project initial plan reviews provided Number of water treatment facility construction 76 60 79 79 19 31.7% project approvals Number of water distribution approvals to 205 225 255 279 54 24.0% construct provided Number of water treatment facility and water 281 285 334 358 73 25.6% distribution system construction project approvals Number of water distribution construction 259 250 292 309 59 23.6% initial plan reviews requested Number of water treatment facility construction 62 60 57 60 0.0% project plan approvals requested Cost per approval to construct provided $ 978.70 $ 1,378.56 $ 1,102.71 $ 1,132.16 $ 246.40 17.9% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 306,667 306,667 $ $ 252,526 252,526 $ $ 327,132 327,132 $ $ 326,780 326,780 $ $ 74,254 74,254 29.4% 29.4% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 275,014 275,014 $ $ 392,890 392,890 $ $ 368,305 368,305 $ $ 405,315 405,315 $ $ (12,425) (12,425) -3.2% -3.2% Expenditure Activity Narrative: The FY 2014 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 2014 compared to FY 2013. The FY 2014 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. 539 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of all permitted solid waste vehicles and facilities receiving the required number of inspections Percent of solid waste vehicle and facility inspections provided Number of solid waste vehicle and facility inspections provided Number of solid waste vehicle and facility inspections required Cost per solid waste vehicle and facility inspection provided FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 82.2% N/A N/A N/A N/A 9,573 10,636 20,376 13,065 12,936 18,750 FY 2014 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 94.0% N/A N/A 19,392 8,756 82.3% 20,628 7,692 59.5% 15.46 68.5% $ 25.88 $ 22.57 $ 6.55 $ 7.11 $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 459,079 459,079 $ $ 451,175 451,175 $ $ 479,100 479,100 $ $ 450,290 450,290 $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 247,789 247,789 $ $ 240,055 240,055 $ $ 133,435 133,435 $ $ 137,814 137,814 $ $ Revenue (885) (885) -0.2% -0.2% Expenditure 102,241 102,241 42.6% 42.6% Number of Solid Waste Facility Inspections Solid Waste Vehicle & Facility Inspections 25,000 100% 20,000 80% 15,000 60% 10,000 40% 5,000 20% 0% 0 FY 12 Actual FY 13 Revised Demand FY 13 Forecast FY 14 Adopted Output Result Activity Narrative: The FY 2014 budget supports the Department in meeting XX% of the demand. The decrease in revenue in FY 2014 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 Cost per plan review provided FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 8,553.79 $ 5,000.92 $ 3,759.50 $ 3,899.92 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 22,850 22,850 $ $ 12,375 12,375 $ $ 15,950 15,950 $ $ 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 119,753 119,753 $ $ 60,011 60,011 $ $ 45,114 45,114 $ $ 14 14 12 12 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 12 12 12 12 - 0.0% 0.0% $ 1,101.00 22.0% 16,500 16,500 $ $ 4,125 4,125 33.3% 33.3% 46,799 46,799 $ $ 13,212 13,212 22.0% 22.0% Expenditure 540 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: During FY 2013 a Stormwater vehicle was shared with another department. As a result of the sharing of this vehicle the mileage was allocated to that Department causing a credit of approximately $1.1K fuel budget line. The sharing of the vehicle has ceased and the Department is now using this vehicle on a regular basis. The increase of expenses occurs because a credit will not be carried forward to FY 2014. 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 Description % of total urbanized unincorporated area of Maricopa County Required to be Inspected that received Inspections. % of County facilities within the urbanized unincorporated area receiving required inspections Number of County facility inspections within the urbanized area conducted. Number of Square Miles of urbanized unincorporated Maricopa County inspected Square miles of urbanized unincorporated area in Maricopa County required to be inspected per the ADEQ permit. Number of County facility inspections within the urbanized area required Cost per Square Mile of urbanized unincorporated Maricopa County inspected FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% N/A N/A 88 N/A N/A N/A 31 N/A N/A 17 32 31 14 83.8% N/A N/A N/A 88 N/A N/A N/A N/A N/A $ 12,668.27 N/A N/A (23,036) (23,036) -6.3% -6.3% Expenditure 100 - GENERAL TOTAL USES $ $ 327,028 327,028 $ $ 364,613 364,613 $ $ 374,561 374,561 $ $ 387,649 387,649 $ $ Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of demand of Stormwater complaint inspections provided in five days, as well as total urbanized unincorporated area of Maricopa County. Mileage requirements create additional fuel expenses and, the cost of awareness material for the Stormwater program has increased. 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. 541 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of required public educational sessions conducted within the required timeframe Number of public educational sessions conducted Number of public educational sessions requested Cost per public educational session 100 - GENERAL TOTAL USES FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% N/A 24 37 48 24 100.0% N/A 24 37 48 24 100.0% 1,878.96 49.9% N/A $ $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 93,111 93,111 $ $ 3,763.96 $ 2,344.11 $ 1,885.00 $ 90,335 90,335 $ $ 86,732 86,732 $ $ 90,480 90,480 $ $ (145) (145) -0.2% -0.2% Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand for this activity. The FY 2014 increase in expenditures is due to an additional $5,000 to cover outreach (radio broadcasts) that were provided pro bono by a local marketing group. 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 Cost per subdivision sanitary report approval provided FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 33 44 28 33 (11) -25.0% 33 44 32 33 (11) -25.0% $ 505.18 $ 824.91 $ 1,840.18 $ 1,542.18 $ (717.27) -87.0% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 49,075 49,075 $ $ 43,090 43,090 $ $ 60,550 60,550 $ $ 49,473 49,473 $ $ 6,383 6,383 14.8% 14.8% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 16,671 16,671 $ $ 36,296 36,296 $ $ 51,525 51,525 $ $ 50,892 50,892 $ $ (14,596) (14,596) -40.2% -40.2% Revenue Expenditure Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand. The demand is expected to decrease in FY 2014 compared to FY 2013 Revised due to the changes in construction and development within Maricopa County. Swimming Pool Inspections Activity The purpose of the Swimming Pool Inspections Activity is to provide operational and maintenance inspection services to facility owners so they can continue to operate their facility in compliance with regulations. Mandates: The Maricopa County Environmental Health Code mandates this activity. 542 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of all permitted semi-public bathing facilities receiving the required number of comprehensive inspections Percent of comprehensive semi-public bathing facility inspections provided Number of comprehensive semi-public bathing facility inspections provided Number of comprehensive semi-public bathing facility inspections required Cost per comprehensive semi-public bathing facility inspection provided FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 56.4% N/A N/A N/A N/A N/A N/A N/A 26,928 17,208 26,928 N/A N/A FY 2014 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 86.8% N/A $ N/A N/A 14,940 N/A N/A 17,208 (9,720) -36.1% 70.43 N/A N/A Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ 2,383,161 $ 2,383,161 $ 2,305,396 $ 2,305,396 $ 2,321,651 $ 2,321,651 $ 2,229,475 $ 2,229,475 $ $ (75,921) (75,921) -3.3% -3.3% $ $ $ $ (106,142) (106,142) N/A -11.2% -11.2% Expenditure 505 - ENVIRONMENTAL SERVICES GRANT $ 5,348 506 - ENVIRONMTL SVCS ENV HEALTH 1,003,006 TOTAL USES $ 1,008,354 $ 946,013 946,013 1,047,651 $ 1,047,651 1,052,155 $ 1,052,155 $ Activity Narrative: The FY 2014 budget supports the Department in meeting 86% of the demand. The decrease in revenue is consistent with the FY 2013 Forecast based on permit collections. Increase in FY14 expenditures due to loss of the Smoke Free grant from the Arizona Department of Health Services (ADHS). 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 Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of bathing facility initial plan reviews 100.0% 100.0% 66.2% 100.0% 0.0% 0.0% provided within 30 business days Percent of bathing facility construction 99.0% 98.5% 99.3% 98.4% (0.1%) -0.1% inspections provided within 5 business days of request Number of bathing facility initial plan reviews 945 680 1,377 942 262 38.5% provided Number of bathing facility construction 1,783 1,904 1,739 1,755 (149) -7.8% inspections provided Number of bathing facility construction 1,808 1,944 1,768 1,771 (173) -8.9% inspections requested Number of bathing facility initial plan reviews 920 680 911 922 242 35.6% requested Cost per bathing facility initial plan reviews $ 429.03 $ 476.71 $ 222.70 $ 339.11 $ 137.60 28.9% provided Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 395,550 395,550 $ $ 323,353 323,353 $ $ 343,910 343,910 $ $ 381,385 381,385 $ $ 58,032 58,032 17.9% 17.9% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 405,437 405,437 $ $ 324,160 324,160 $ $ 306,662 306,662 $ $ 319,442 319,442 $ $ 4,718 4,718 1.5% 1.5% Expenditure Activity Narrative: The FY 2014 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 flatten in FY 2014 compared to FY 2013 Forecast as the economic climate levels off. The 543 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget department is shuffling resources within the Water and Wastewater Management Program to balance staff retention and demands for specific services. The increase in revenue for FY 2014 is due to the mix of plan reviews and inspections anticipated. 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. Measure Type Result Output Demand Efficiency Measure Description Percent of all permitted wastewater treatment facilities receiving the required number of operating inspections Number of wastewater treatment facility operating inspections provided Number of wastewater treatment facility operating inspections required Cost per wastewater treatment plant inspection provided FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 100.0% N/A FY 2014 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 68 48 65 65 17 35.4% 60 48 64 65 17 35.4% $ 1,544.37 $ 2,476.83 $ 1,823.35 $ 1,794.31 $ 682.53 27.6% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 140,700 140,700 $ $ 119,700 119,700 $ $ 149,760 149,760 $ $ 147,000 147,000 $ $ 27,300 27,300 22.8% 22.8% 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ $ 105,017 105,017 $ $ 118,888 118,888 $ $ 118,518 118,518 $ $ 116,630 116,630 $ $ 2,258 2,258 1.9% 1.9% Revenue Expenditure Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand. The demand is expected to remain flat in FY 2014 compared to FY 2013 as the economic climate levels off. 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. 544 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Result Output Output Output Output Output Output Output Demand Demand Demand Demand Efficiency 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 facility and reuse/recharge system construction project initial plan reviews provided within 40 days Number of onsite facility initial plan reviews provided Number of sewer collection system construction initial plan reviews provided Number of onsite, wastewater treatment facility, reuse/recharge system and sewer collection construction project initial plan reviews provided Number of wastewater treatment facility and reuse/recharge system construction project initial plan reviews provided Number of onsite facility inspections provided Number of wastewater treatment facility and reuse/recharge system construction project approvals provided Number of sewer collection system construction authorizations (ATC) provided Number of onsite plan reviews requested Number of wastewater treatment facility and reuse/recharge system construction project plan approvals requested Number of sewer collection system construction plan approvals requested Number of onsite facility inspections requested Cost per onsite, wastewater treatment facility, reuse/recharge system and sewer collection construction project initial plan reviews provided FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 552 504 608 552 48 9.5% 191 208 210 237 29 13.9% 816 84 904 875 791 941.7% 73 84 86 86 2 2.4% 617 66 544 56 711 79 612 79 68 23 12.5% 41.1% 169 148 216 240 92 62.2% 552 57 544 56 608 72 552 60 8 4 1.5% 7.1% 198 208 216 239 31 14.9% 612 544 711 612 68 12.5% N/A N/A 1,321.92 N/A N/A N/A $ Revenue 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL SOURCES $ $ 908,203 908,203 506 - ENVIRONMTL SVCS ENV HEALTH TOTAL USES $ 1,110,268 $ 1,110,268 $ $ 733,777 733,777 $ $ 888,167 888,167 $ $ 952,103 952,103 $ $ 218,326 218,326 29.8% 29.8% $ 1,156,677 $ 1,156,677 $ $ (50,904) (50,904) -4.6% -4.6% Expenditure $ 1,105,773 $ 1,105,773 $ 1,085,422 $ 1,085,422 Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand for all measures within this Activity. The increase in expenditures is due to vacancy savings for a Sr. Civil Engineer and an Engineer that remained primarily vacant during FY 2013. The FY 2014 increase in revenue is due to the economy beginning to strengthen causing Subdivision requests to increase sharply. The increase in Subdivision requests is a leading indicator that other Water & Waste divisions will be following suit for construction plan reviews, swimming pools, etc. 545 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 3,917,367 $ 12,000 FY 2013 Revised Budget $ 3,917,367 $ 12,000 FY 2014 Budget Target $ 3,917,367 $ 12,000 $ 7,366 $ 7,366 (17,302) $ (17,302) - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Adjustments: Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ (17,302) $ - $ - $ (26,434) $ (26,434) - $ 3,880,997 $ -0.9% 5,400 -55.0% $ 1,971 $ 1,971 - Agenda Item: FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges (6,600) (6,600) Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 3,882,968 $ 5,400 -0.9% -55.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 124,000 $ - FY 2013 Revised Budget $ 124,000 $ - $ (124,000) $ (124,000) - $ - $ - $ 57,298 $ 57,298 - $ 57,298 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring ESX Server, SAN Solution, UPS/Power Dist Reconfiguration 3 Electric Foggers Agenda Item: $ FY 2014 Adopted Budget 546 19,798 37,500 Department Strategic Plans and Budgets Environmental Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Environmental Services Grant Fund (505) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget $ - $ - Environmental Services Grant Fund (505) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED Beginning Spendable Fund Balance $ (1,001) $ Sources: Operating Total Sources: $ $ 690,443 690,443 Uses: Operating Total Uses: $ $ Structural Balance $ Accounting Adjustments $ FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED - $ - $ - $ - $ $ - $ $ - $ $ - $ $ - 689,440 689,440 $ $ - $ $ - $ $ - $ $ - 1,003 $ - $ - $ - $ - (2) $ - $ - $ - $ - Ending Spendable Fund Balance: 547 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Environmental Services Restaurant Inspections $ 18,924,710 $ 19,366,678 Agenda Item: 62,045 62,045 C-88-13-001-M-00 - FY 2013 Revised Budget $ 18,986,755 $ 19,366,678 FY 2014 Budget Target $ 18,986,755 $ 19,366,678 $ 57,771 $ 57,771 190,750 $ 190,750 - $ 416,411 $ 416,411 506,500 506,500 $ 19,651,687 $ 3.5% 19,873,178 2.6% $ 10,175 $ 10,175 - $ 19,661,862 $ 3.6% 19,873,178 2.6% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Tuition Reimbursement Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2014 Tentative Budget 190,750 Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 548 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) (cont) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Reimburse Environmental Services fo Fee Waivers Supplemental Funding Mid Year Adjustments Environmental Services Restaurant Inspections 3,685,106 $ - $ 349,993 $ 349,993 - $ - 5,745 5,745 Agenda Item: C-49-13-036-2-00 $ C-88-13-004-2-00 17,500 17,500 C-88-13-001-M-00 FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Reimburse Environmental Services fo Fee Waivers Non Recurring Carry Forward Other Non-Recurring Supplemental Funding Mid Year Adjustments Environmental Services Restaurant Inspections $ - $ 4,052,599 $ 5,745 $ (349,993) $ (349,993) (3,685,106) $ (3,000,000) (685,106) (5,745) (5,745) - Agenda Item: C-49-13-036-2-00 $ C-88-13-004-2-00 (17,500) (17,500) C-88-13-001-M-00 FY 2014 Budget Target Adjustments: Agenda Item: Base Adjustments Vehicle Replacement 4 Electric Vehicles 4 Gas Vehicles Information and Communications Technology Other IT Non-Recurring RDSA IT Non Recurring Non Recurring Carry Forward Purchase New Regional Office Other Non-Recurring General Office Equipment Water and Waste Test Equipment, Cameras, Recording System FY 2014 Adopted Budget $ $ $ - $ - $ 289,576 $ 289,576 - $ 185,587 $ 185,587 - $ 3,037,577 $ 3,000,000 - 37,577 - 3,512,740 $ - 174,024 115,552 185,587 $ 3,000,000 $ 13,150 24,427 $ 549 - Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Environmental Services Environmental Services Environmental Health Fund (506) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 8,199,936 $ 6,712,369 $ 6,712,369 $ 8,785,861 $ 9,443,856 $ 19,725,120 19,725,120 $ 19,366,678 19,366,678 $ 19,366,678 5,745 19,372,423 $ 19,972,159 19,972,159 $ 19,873,178 19,873,178 $ $ $ 17,445,876 1,693,329 19,139,205 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ $ $ 18,924,710 3,685,106 22,609,816 2,279,244 $ $ 10 $ $ 8,785,861 8,785,861 $ $ 18,986,755 4,052,599 23,039,354 441,968 $ $ - $ $ 3,469,231 3,469,231 550 $ $ $ $ $ 18,432,258 881,906 19,314,164 $ $ 19,661,862 3,512,740 23,174,602 379,923 $ 1,539,901 $ 211,316 $ - $ - $ - $ $ 3,045,438 3,045,438 $ $ 9,443,856 9,443,856 $ $ 6,142,432 6,142,432 Maricopa County Annual Business Strategies FY 2014 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 exploring ways of increasing its on-road alternate fueled vehicles that emit less particulate matter from the current 765 vehicles. Considerations include: 1) Continuing the use of bio-diesel; 2) Retrofitting heavy duty trucks with diesel oxidation catalysts to potentially reduce particulate matter by 25 percent; and 3) Retrofitting specific light duty trucks which run on regular unleaded gasoline with propane. When replacing older vehicles in the fleet, the Department reduces the engine size whenever possible from eight and six cylinders to four cylinders, thereby increasing miles per gallon. The Department is continuously installing the Automotive Information Module System (AIMS–II) wireless fuel management systems on all County passenger vehicles which monitors idling time to maximize vehicle efficiency. The Environmental Defense Fund (EDF) carbon footprint calculation changed during FY 2013 and included upstream CO2, increasing the total carbon footprint for the County’s fleet from 18,566 metric tons to 20,301 metric tons. The Department will reevaluate their goal while continuing to reduce the County’s fleet carbon footprint. 551 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Specific By 2016, maintain a County fleet vehicle readiness rate of 96 percent or above. Status: The Department has and will continue to identify 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 and remedy 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. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ 17,596,025 $ 266,450 25,579 17,888,054 $ 15,711,672 $ 873,984 33,372 16,619,028 $ 18,095,547 $ 873,984 33,372 19,002,903 $ 17,246,281 $ 450,569 33,303 17,730,153 $ 15,711,672 $ 873,984 33,372 16,619,028 $ (2,383,875) (2,383,875) -13.2% 0.0% 0.0% -12.5% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ 37,868 $ 37,868 $ 37,868 $ 37,868 $ 19,878 $ 19,878 $ 37,868 $ 37,868 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 14,224 $ 14,224 $ 25,424 $ 25,424 $ 25,424 $ 25,424 $ 12,712 $ 12,712 $ 25,424 $ 25,424 $ - 0.0% 0.0% TOTAL PROGRAMS $ 17,902,278 $ 16,682,320 $ 19,066,195 $ 17,762,743 $ 16,682,320 $ (2,383,875) -12.5% 16,821,678 $ 169,755 15,119 17,006,552 $ 14,751,396 $ 220,743 26,269 14,998,408 $ 17,228,013 $ 169,567 26,813 17,424,393 $ 15,604,720 $ 124,355 17,382 15,746,457 $ 15,453,329 $ 126,308 21,007 15,600,644 $ 1,774,684 43,259 5,806 1,823,749 10.3% 25.5% 21.7% 10.5% 184,510 $ 738,320 922,830 $ 199,717 $ 820,161 1,019,878 $ 131,185 $ 75,189 826,783 19,800 1,052,957 $ 132,120 $ 818,684 14,430 965,234 $ 129,119 $ 819,000 34,484 982,603 $ 2,066 75,189 7,783 (14,684) 70,354 1.6% 100.0% 0.9% -74.2% 6.7% $ 410,485 $ 63,084 473,569 $ 444,047 $ 137,341 581,388 $ 444,047 $ 137,341 581,388 $ 444,053 $ 137,337 581,390 $ 521,771 $ 168,302 690,073 $ (77,724) (30,961) (108,685) -17.5% -22.5% -18.7% TOTAL PROGRAMS $ 18,402,951 $ 16,599,674 $ 19,058,738 $ 17,293,081 $ 17,273,320 $ USES FSUP - FLEET SUPPORT SERVICES PMVR - PREVENTATIVE MAINTENANCE RENT - RENTAL POOL 74FM - FLEET MANAGEMENT $ $ FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 1,785,418 9.4% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0636 - INTERNAL SERVICE CHARGES SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED 3,478,340 14,339,254 17,817,594 $ $ SUBTOTAL $ 14,224 70,460 84,684 ALL REVENUES $ TOTAL SOURCES $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2013 REVISED 2,672,160 13,960,736 16,632,896 $ $ $ 25,424 24,000 49,424 17,902,278 $ 17,902,278 $ $ FY 2013 FORECAST 2,672,160 16,344,611 19,016,771 $ $ $ 25,424 24,000 49,424 16,682,320 $ 16,682,320 $ $ 552 FY 2014 ADOPTED 3,256,402 14,442,359 17,698,761 $ $ $ 16,810 47,172 63,982 19,066,195 $ 19,066,195 $ $ $ 2,672,160 13,960,736 16,632,896 REVISED VS ADOPTED VAR % $ $ $ (2,383,875) (2,383,875) - 0.0% -14.6% -12.5% $ 25,424 24,000 49,424 0.0% 0.0% 0.0% $ 17,762,743 $ 16,682,320 $ (2,383,875) -12.5% 17,762,743 $ 16,682,320 $ (2,383,875) -12.5% Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 2,274,486 $ 159,847 931,372 (180) (1,052) 158,350 3,522,823 $ 2,241,699 $ 125,346 988,859 165,577 3,521,481 $ 2,250,601 $ 125,346 993,144 81,808 165,577 3,616,476 $ 2,282,347 $ 140,769 1,028,774 64,671 (69) 170,114 3,686,606 $ 2,261,569 $ 125,346 1,029,166 6,619 170,906 3,593,606 $ 3,827,047 $ 9,240,848 104,570 3,495 13,175,960 $ 2,976,484 $ 8,058,251 43,400 5,603 11,083,738 $ 3,880,708 $ 9,518,096 43,400 5,603 13,447,807 $ 3,174,168 $ 9,299,776 22,392 5,307 12,501,643 $ 2,946,517 $ 8,959,938 46,430 17,884 11,970,769 $ 934,191 24.1% 558,158 5.9% (3,030) -7.0% (12,281) -219.2% 1,477,038 11.0% 222 $ 76,321 18,340 428,476 493,888 247 1,191 10,749 66,540 6,902 1,102,876 $ - $ 37,440 22,570 370,949 536,745 6,256 10,018 5,363 90,000 1,854 1,081,195 $ - $ 37,440 22,570 370,949 536,745 6,256 10,018 5,363 90,000 1,854 1,081,195 $ - $ 74,806 20,724 366,863 537,457 5,212 8,202 6,355 73,232 1,351 1,094,202 $ - $ 44,500 22,570 441,360 612,614 6,256 15,000 10,000 68,000 6,645 1,226,945 $ N/A (7,060) -18.9% 0.0% (70,411) -19.0% (75,869) -14.1% 0.0% (4,982) -49.7% (4,637) -86.5% 22,000 24.4% (4,791) -258.4% (145,750) -13.5% $ - $ 156,518 444,774 601,292 $ 5,000 $ 408,260 500,000 913,260 $ 5,000 $ 408,260 500,000 913,260 $ - $ 10,630 10,630 $ - $ 242,000 240,000 482,000 $ 5,000 166,260 260,000 431,260 100.0% 40.7% 52.0% 47.2% ALL EXPENDITURES $ 18,402,951 $ 16,599,674 $ 19,058,738 $ 17,293,081 $ 17,273,320 $ 1,785,418 9.4% TOTAL USES $ 18,402,951 $ 16,599,674 $ 19,058,738 $ 17,293,081 $ 17,273,320 $ 1,785,418 9.4% 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 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 SUBTOTAL $ $ $ (10,968) (36,022) 75,189 (5,329) 22,870 -0.5% 0.0% -3.6% 91.9% N/A -3.2% 0.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING FY 2012 ACTUAL $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 654 EQUIPMENT SERVICES OPERATING NON-RECURRING $ 17,902,278 $ 17,902,278 $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED 16,682,320 $ 16,682,320 $ 19,066,195 $ 19,066,195 $ 17,762,743 $ 17,762,743 $ 16,682,320 $ 16,682,320 $ 17,902,278 $ 16,682,320 $ 17,902,278 $ 16,682,320 $ FY 2012 FY 2013 ACTUAL ADOPTED 19,066,195 $ 19,066,195 $ FY 2013 REVISED 17,762,743 $ 17,762,743 $ FY 2013 FORECAST 16,682,320 $ 16,682,320 $ FY 2014 RECOMM REVISED VS ADOPTED VAR % (2,383,875) (2,383,875) -12.5% -12.5% (2,383,875) -12.5% (2,383,875) -12.5% REVISED VS RECOMM VAR % FUND TOTAL USES $ 17,572,660 $ 830,291 18,402,951 $ 15,686,044 $ 913,630 16,599,674 $ 18,069,919 $ 988,819 19,058,738 $ 17,253,081 $ 40,000 17,293,081 $ 16,682,320 $ 591,000 17,273,320 $ 1,387,599 397,819 1,785,418 7.7% 40.2% 9.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 17,572,660 $ 830,291 $ 18,402,951 $ 15,686,044 $ 913,630 $ 16,599,674 $ 18,069,919 $ 988,819 $ 19,058,738 $ 17,253,081 $ 40,000 $ 17,293,081 $ 16,682,320 $ 591,000 $ 17,273,320 $ 1,387,599 397,819 1,785,418 7.7% 40.2% 9.4% 553 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Equipment Services Staffing by Program and Activity PROGRAM ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROCUREMENT PROGRAM TOTAL FLEET MANAGEMENT FLEET SUPPORT SERVICES PREVENTATIVE MAINTENANCE RENTAL POOL PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 4.20 3.00 7.20 4.20 3.00 7.20 4.20 2.00 .50 6.70 4.20 2.00 .50 6.70 4.20 2.00 .50 6.70 - 0.0% 0.0% 0.0% 0.0% 41.65 3.00 .15 44.80 52.00 43.65 3.00 .15 46.80 54.00 45.15 2.00 .15 47.30 54.00 45.15 2.00 .15 47.30 54.00 45.15 2.00 .15 47.30 54.00 - 0.0% 0.0% 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Administrative Supervisor Director - Equipment Services Equipment Svcs Administrator Executive Assistant Finance Support Supervisor Fleet Parts Specialist Management Analyst 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 REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 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 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% 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 13.00 15.00 16.00 16.00 16.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 12.00 13.00 13.00 13.00 13.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 5.00 5.00 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 1.00 0.0% 1.00 N/A 52.00 54.00 54.00 54.00 54.00 0.0% Staffing by Fund DEPARTMENT/FUND 654 EQUIPMENT SERVICES Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 52.00 54.00 54.00 54.00 54.00 0.0% 52.00 54.00 54.00 54.00 54.00 0.0% General Adjustments Personnel: Increase Regular Benefits by $9,494 for the impact of changes in retirement contributions. Supplies: Increase in fuel by $986,782 is due to increase in cost and demand. Services: Increase Other Benefits and Internal Services Charges by $30,961 for the impact of the changes in Risk Management charges. Technology: Increase Non Recurring Non Project by $59,000 for six new laptops and 10 Thin clients for technicians, and a Radio Frequency Identification (RFID) for all carwashes. 554 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Equipment Services Vehicle Replacements: Funding of $200,000 for the replacement of one heavy duty field truck 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 Percent of preventative maintenance services provided within the scheduled time frame Percent of customers satisfied as evidenced by customer survey rating vehicle safety and cleanliness and rental convenience Percent of fleet available for department use (fleet availability) Percent of customers satisfied with the timeliness and/or professionalism of the fleet repair/maintenance experience FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 83.7% 95.9% 91.4% 95.9% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 100.8% 96.6% 96.5% 96.6% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% The customer service satisfaction survey tools were developed during FY 2012, resulting in the first surveys being conducted in FY 2013. 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. 555 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 100.8% FY 2013 FY 2013 REVISED FORECAST 96.6% 96.5% N/A $ FY 2014 ADOPTED 96.6% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 21,307 23,804 25,299 23,804 - 0.0% 2,661,399 27,167 2,551,521 24,854 2,798,534 28,152 2,551,521 24,854 - 0.0% 0.0% 74.55 10.3% 789.49 $ 723.74 $ 616.81 $ 649.19 0.0% $ 0.0% Revenue 654 - EQUIPMENT SERVICES TOTAL SOURCES $ 17,596,025 $ 17,596,025 $ 18,095,547 $ 18,095,547 $ 17,246,281 $ 17,246,281 $ 15,711,672 $ 15,711,672 $ (2,383,875) $ (2,383,875) -13.2% -13.2% 654 - EQUIPMENT SERVICES TOTAL USES $ 16,821,678 $ 16,821,678 $ 17,228,013 $ 17,228,013 $ 15,604,720 $ 15,604,720 $ 15,453,329 $ 15,453,329 $ 1,774,684 $ 1,774,684 10.3% 10.3% Expenditure Activity Narrative: This Activity supports the acquisition and disposition of County fleet vehicles along with the mechanical repair of the fleet to maintain its road worthiness. Maintaining an appropriate parts inventory along with the procurement and sale of fuel at various locations across the County is also an important function within this Activity. The decrease in expenditures is due to a decrease in Non Recurring Non Project budget for FY 2014. The FY 2014 budget includes carwash water recycler upgrades, above ground lift, above ground tank refurbishment and a fork lift in the Non Recurring Non Project budget. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 83.7% 95.9% 90.9% 95.9% 0.0% 0.0% 4,345 5,121 5,120 5,121 0.0% 0.0% 5,191 5,341 5,635 5,341 - 0.0% 8,235 7,242 8,013 7,242 - 0.0% $ 32.70 $ 31.75 $ 22.07 $ 23.65 $ 8.10 25.5% 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 266,450 266,450 $ $ 873,984 873,984 $ $ 450,569 450,569 $ $ 873,984 873,984 $ $ - 0.0% 0.0% 654 - EQUIPMENT SERVICES TOTAL USES $ $ 169,755 169,755 $ $ 169,567 169,567 $ $ 124,355 124,355 $ $ 126,308 126,308 $ $ 43,259 43,259 25.5% 25.5% Revenue Expenditure 556 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget PM Provided Within Scheduled Timeframe 5,400 Services 5,200 5,000 4,800 4,600 4,400 4,200 4,000 FY 2012 Actual FY 2013 Revised FY 2013 Forecast FY 2014 Adopted Output Activity Narrative: The FY 2014 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. The FY 2013 forecasted number of preventative maintenance services provided is increased due to a backlog caused by additional technician training in FY 2012. FY 2014 levels will be consistent with FY 2013 revised numbers. 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 2012 ACTUAL N/A $ 643 752 628 678 23.51 654 - EQUIPMENT SERVICES TOTAL SOURCES $ $ 654 - EQUIPMENT SERVICES TOTAL USES $ $ FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 609 743 643 621 44.03 $ 868 849 849 912 20.03 25,579 25,579 $ $ 33,372 33,372 $ $ 15,119 15,119 $ $ 26,813 26,813 $ $ FY 2014 ADOPTED 100.0% $ 840 888 840 876 25.01 33,303 33,303 $ $ 17,382 17,382 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ 231 146 197 255 19.02 37.9% 19.6% 30.6% 41.1% 43.2% 33,372 33,372 $ $ - 0.0% 0.0% 21,007 21,007 $ $ 5,806 5,806 21.7% 21.7% Expenditure Activity Narrative: The FY 2014 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. Demand is increasing due to higher requests from County Departments. The FY 2013 budget included the purchase of a new motor pool key reservation system, but due to a delay in delivery, the funding will be carried over into FY 2014. 557 Department Strategic Plans and Budgets Equipment Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations Equipment Services Fund (654) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Non Recurring Equip Svcs Increase in Fuel Costs and Repairs 16,682,320 $ 2,383,875 $ 2,383,875 2,383,875 2,383,875 $ 18,069,919 $ 19,066,195 $ (2,383,875) $ (2,383,875) (2,383,875) (2,383,875) $ 15,686,044 $ 16,682,320 $ 9,494 $ 9,494 986,782 $ 986,782 - 16,682,320 $ 6.4% 16,682,320 0.0% $ - $ (30,961) 30,961 - $ 16,682,320 $ 6.4% 16,682,320 0.0% C-74-13-006-2-00 Agenda Item: C-74-13-006-2-00 FY 2014 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Fuel Increase 15,686,044 $ Agenda Item: FY 2013 Revised Budget Adjustments: Non Recurring Equip Svcs Increase in Fuel Costs and Repairs $ Agenda Item: $ $ FY 2014 Tentative Budget 986,782 $ Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 558 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Equipment Services Equipment Services Fund (654) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ 913,630 $ - $ 75,189 $ 75,189 - $ 988,819 $ - $ $ (75,189) $ (75,189) (913,630) $ (216,000) (697,630) - $ - $ - $ 591,000 $ 442,000 - 149,000 - 591,000 $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Non Recurring Carry Forward Other Non-Recurring Agenda Item: C-49-13-036-2-00 FY 2014 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Field Truck Carwash Recycler Upgrade (Mesa, Downtown & Surprise) Above Ground Lift Motorpool Key Reservation System Other Non-Recurring Desk top Computers (6) and Thin Clients (10) Above Ground Tank Refurbishment RFID Fork Lift Agenda Item: $ 200,000 200,000 32,000 10,000 $ 19,000 50,000 40,000 40,000 FY 2014 Adopted Budget $ Equipment Services Fund (654) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 2,891,522 $ 2,453,705 $ 2,453,705 $ 2,390,855 $ 2,860,517 Sources: Operating Total Sources: $ $ 17,902,278 17,902,278 $ $ 16,682,320 16,682,320 $ $ 19,066,195 19,066,195 $ $ 17,762,743 17,762,743 $ $ 16,682,320 16,682,320 $ $ $ $ 17,253,081 40,000 17,293,081 $ $ 18,069,919 988,819 19,058,738 $ $ 15,686,044 913,630 16,599,674 $ 16,682,320 591,000 17,273,320 Uses: Operating Non-Recurring Total Uses: $ 17,572,660 830,291 18,402,951 Structural Balance $ 329,618 $ 996,276 $ 996,276 $ 509,662 $ - Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ $ 2,390,855 2,390,855 $ $ 2,536,351 2,536,351 $ $ 2,461,162 2,461,162 $ $ 2,860,517 2,860,517 $ $ 2,269,517 2,269,517 559 Maricopa County Annual Business Strategies FY 2014 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 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: In order to achieve and maintain a quality workforce, the Facilities Management Department (FMD) has analyzed, and will continue to analyze the organizational structure to ensure employees’ skill sets are being utilized effectively within the Department (and the County) and employees are more apt to succeed, more productive, happier, and confident overall. The Department established an Employee Workplace Improvement Team which solicits comments from the employees to constantly improve morale and make certain that their suggestions for improvement are taken seriously while constantly increasing efficiency. Safe Communities By June 30, 2016, Facilities Management will enhance safety for Maricopa County residents and visitors by responding to 90% of all critical maintenance tasks that directly impact the immediate safety of Maricopa County employees and visitors within an average of 24 hours, and completing 95% of those tasks within an average of 30 days to sustain maintenance of our facilities' infrastructure according to Federal, State, and local safety and operational standards. Status: The Operations and Maintenance Division continues to use the principle of form follows function, which requires strategic realignment of their business as the needs of the customer changes. This approach has proven to have a positive impact, improving both effectiveness and efficiency. The Department is currently meeting their goals and will strive to demonstrate a 10% improvement by 2016. 560 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Specific Department Strategic Plans and Budgets Facilities Management By June 30, 2014, Facilities Management will meet the increasing demands for public works services by constructing 85% of County facilities improvement projects planned to be completed on time. Status: FMD continues to be committed to timely project delivery which meets or exceeds the customer’s success factors. In the past year, FMD has reorganized and brought on board a new team of highly experienced and qualified Project Managers with a demonstrated commitment to maintaining set project budgets and schedules while ensuring excellent customer service. FMD has reviewed existing procedures, systems and documentation and developed new protocols in an effort to streamline the workflow process and improve project delivery. Sustainable Environment Facilities Management Department will demonstrate leadership in energy efficiency by achieving a maximum energy use of 25 kilowatt hours per square foot of occupied space in County owned buildings by June 30, 2017; and, by June 30, 2015, all new buildings and major renovations built by Maricopa County will be Leadership in Energy and Environmental Design (LEED) certified. Status: Although the expectation was to achieve a maximum of 26 kilowatt hours per square foot of occupied space, the most recent trend appears to be in the opposite direction at 27.8 kilowatts. Energy usage has increased due to the addition of a South Court Tower and the County technology refresh project. The energy model for the South Court Tower changed after this goal was instituted, and the technology refresh project was not planned for when the goal was set. FMD is meeting its goal of all new buildings and major renovations being LEED certified, meeting the Silver level requirements. Smaller projects may not be suitable for LEED certification, and in those cases, projects are completed according to Green Building principles. 561 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % FPDS - FAC PLANNING AND ENERGY MGMT 91FD - CAPITAL FACILITIES DEVELOPMENT $ $ 34,051 $ 34,051 $ - $ - $ - $ - $ 239,779 $ 239,779 $ - $ - $ - N/A N/A ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 67,336 $ 67,336 $ 73,998 $ 73,998 $ 73,998 $ 73,998 $ 57,743 $ 57,743 $ 38,000 $ 38,000 $ (35,998) (35,998) -48.6% -48.6% TOTAL PROGRAMS $ 101,387 $ 73,998 $ 73,998 $ 297,522 $ 38,000 $ (35,998) -48.6% 5,045,537 $ 10,439,113 15,484,650 $ 6,421,846 $ 11,792,709 18,214,555 $ 6,421,846 $ 11,826,536 18,248,382 $ 5,360,402 $ 12,172,767 17,533,169 $ 6,456,476 $ 13,998,648 20,455,124 $ (34,630) (2,172,112) (2,206,742) -0.5% -18.4% -12.1% 16,172,982 $ 21,026,264 37,199,246 $ 42,104,141 $ 26,639,180 68,743,321 $ 42,031,553 $ 26,639,754 68,671,307 $ 21,900,488 $ 21,855,028 43,755,516 $ 39,687,997 $ 23,801,068 63,489,065 $ 2,343,556 2,838,686 5,182,242 5.6% 10.7% 7.5% 141,359 $ 224,972 32,178 1,658,056 167,021 2,223,586 $ 275,379 $ 188,918 2,180,787 145,463 2,790,547 $ 204,205 $ 263,863 2,194,087 166,579 2,828,734 $ 209,887 $ 282,320 1,749,098 152,303 2,393,608 $ 206,797 $ 289,932 2,388,297 92,509 2,977,535 $ (2,592) (26,069) (194,210) 74,070 (148,801) -1.3% -9.9% N/A -8.9% 44.5% -5.3% 166,743 $ 166,743 $ 230,679 $ 230,679 $ 230,679 $ 230,679 $ 226,524 $ 226,524 $ 730,921 $ (120,912) 610,009 $ (500,242) 120,912 (379,330) -216.9% N/A -164.4% $ 99,815 $ 15,072 30,517 8,208 153,612 $ 137,590 $ 13,000 150,590 $ 137,590 $ 13,000 150,590 $ 57,330 $ 28,190 85,520 $ 15,800 $ 13,000 28,800 $ 121,790 121,790 88.5% N/A 0.0% N/A 80.9% TOTAL PROGRAMS $ 55,227,837 $ 90,129,692 $ 90,129,692 $ 63,994,337 $ 87,560,533 $ 2,569,159 2.9% 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 $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 562 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category CATEGORY MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ SUBTOTAL $ 101,387 101,387 $ $ 73,998 73,998 $ $ 73,998 $ 73,998 $ 297,522 297,522 $ $ 38,000 38,000 $ $ (35,998) (35,998) -48.6% -48.6% ALL REVENUES $ 101,387 $ 73,998 $ 73,998 $ 297,522 $ 38,000 $ (35,998) -48.6% TOTAL SOURCES $ 101,387 FY 2012 ACTUAL $ 73,998 FY 2013 ADOPTED $ 73,998 $ 297,522 FY 2013 FY 2013 REVISED FORECAST $ 38,000 FY 2014 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 $ $ (35,998) -48.6% REVISED VS ADOPTED VAR % 6,378,117 $ 114,904 2,389,450 68,521 (563,623) 441,595 8,828,964 $ 7,501,183 $ 70,000 2,799,105 126,400 (2,149,510) 1,727,484 10,074,662 $ 7,648,398 $ 70,000 2,859,643 167,910 (2,290,520) 1,680,984 10,136,415 $ 7,589,687 $ 118,635 2,826,000 100,744 (1,981,634) 1,632,651 10,286,083 $ 8,183,900 $ 103,824 3,062,591 98,522 (2,287,366) 2,456,831 11,618,302 $ 1,620,157 $ 97,819 24,622 23,869 1,766,467 $ 1,723,337 $ 91,282 2,266 1,816,885 $ 1,675,861 $ 91,282 2,266 1,769,409 $ 1,671,806 $ 82,124 26,228 15,723 1,795,881 $ 1,856,382 $ 87,859 6,267 1,950,508 $ (180,521) -10.8% 3,423 3.7% N/A (4,001) -176.6% (181,099) -10.2% 68 $ 942,179 46,121 22,184,313 677,062 3,808 8,543 516,437 20,136,661 68,868 44,584,060 $ 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 $ 400 $ 205,500 898,384 42,297,346 13,602 847,635 5,000 8,004 600,681 26,228,864 162,715 71,268,131 $ 165 $ 354,300 42,036 28,735,712 764,595 4,287 6,338 472,019 24,636 21,348,113 69,607 51,821,808 $ 1,600 $ 205,400 51,660 48,129,394 1,287,481 12,020 17,440 601,881 23,432,345 252,502 73,991,723 $ (1,200) -300.0% 100 0.0% 846,724 94.2% (5,832,048) -13.8% 13,602 100.0% (439,846) -51.9% (7,020) -140.4% (9,436) -117.9% (1,200) -0.2% N/A 2,796,519 10.7% (89,787) -55.2% (2,723,592) -3.8% $ 443 $ 47,903 48,346 $ 6,800,000 $ 255,277 155,737 7,211,014 $ 6,800,000 $ 155,737 6,955,737 $ - $ 90,565 90,565 $ - $ - $ 6,800,000 155,737 6,955,737 100.0% N/A 100.0% 100.0% ALL EXPENDITURES $ 55,227,837 $ 90,129,692 $ 90,129,692 $ 63,994,337 $ 87,560,533 $ 2,569,159 2.9% TOTAL USES $ 55,227,837 $ 90,129,692 $ 90,129,692 $ 63,994,337 $ 87,560,533 $ 2,569,159 2.9% 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 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0930 - VEHICLES & CONSTRUCTION EQUIP 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 563 (535,502) (33,824) (202,948) 69,388 (3,154) (775,847) (1,481,887) -7.0% -48.3% -7.1% 41.3% -0.1% -46.2% -14.6% Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING 255 DETENTION OPERATIONS OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ FUND TOTAL SOURCES $ 101,387 $ 101,387 $ 73,998 $ 73,998 $ 73,998 $ 73,998 $ 266,272 $ 266,272 $ 38,000 $ 38,000 $ $ FUND TOTAL SOURCES $ - $ - $ - $ - $ - $ - $ 31,250 $ 31,250 $ - $ - $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL MAJOR MAINTENANCE OPERATING $ OPERATING NON RECURRING NON PROJECT ASSESSOR ADMIN BLDG REMODEL CENTRAL COURT BLDG DATA CENTER GENERATOR SOUTH COURT TOWER ELECTIONS WAREHOUSE 6205 FORENSIC SCIENCE BLDG GARAGE LL WEST COURT BLDG RELOC NE COURT COMPLEX PROGRAM FEES PROBATION REVOCATION RELO SECURITY BLDG LIFE SAFETY PROJECTS SE REG INFRASTRUC IMPRVMTS SIMS RELOCATION UA COOPERATIVE EXTENSION WEST COURT BLDG WEST COURT INFR IMPROVEMENTS FUND TOTAL USES $ 255 DETENTION OPERATIONS MAJOR MAINTENANCE OPERATING $ OPERATING DURANGO JAIL INFR IMPROVEMENTS 4th AVE JAIL MAINTENANCE LBJ COMPLEX FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 101,387 $ 73,998 $ 101,387 $ 73,998 $ FY 2012 FY 2013 ACTUAL ADOPTED (35,998) (35,998) - -48.6% -48.6% N/A N/A 73,998 $ 297,522 $ 38,000 $ (35,998) -48.6% 73,998 $ 297,522 $ 38,000 $ (35,998) -48.6% REVISED VS ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VAR % 2,682,437 $ 27,392,334 142,168 (132) 826,609 477,068 (79) 25,894 (770) 41,487 (217) 31,586,799 $ 8,577,906 $ 35,276,448 283,797 5,800,000 255,277 475,000 234,000 783,022 70,000 448,596 2,500,000 730,815 850,000 817,500 57,102,361 $ 8,577,906 $ 35,276,448 283,797 5,800,000 475,000 234,000 636,162 70,000 850,733 2,500,000 730,815 850,000 817,500 57,102,361 $ 7,400,929 $ 29,600,463 194,752 913,022 475,000 234,000 435,953 70,000 448,596 839,037 66,479 850,000 317,500 41,845,731 $ 8,577,906 $ 33,102,468 517,664 4,886,978 117,000 1,660,963 2,100,000 797,849 500,000 52,260,828 $ 2,173,980 (233,867) 913,022 (117,000) 475,000 234,000 636,162 70,000 850,733 839,037 (2,100,000) (67,034) 850,000 317,500 4,841,533 0.0% 6.2% -82.4% N/A 15.7% N/A N/A 100.0% 100.0% 100.0% 100.0% N/A 100.0% 33.6% N/A N/A -9.2% 100.0% 38.8% N/A 8.5% 5,213,801 $ 18,427,237 23,641,038 $ 6,940,763 $ 20,138,620 4,947,948 1,000,000 33,027,331 $ 6,940,763 $ 20,138,620 4,947,948 1,000,000 33,027,331 $ 4,865,734 $ 17,007,872 50,000 225,000 22,148,606 $ 6,940,763 $ 19,267,341 1,316,601 3,000,000 4,775,000 35,299,705 $ 871,279 3,631,347 (3,000,000) (3,775,000) (2,272,374) 0.0% 4.3% 73.4% N/A -377.5% -6.9% 53,715,809 $ 1,512,028 $ 55,227,837 $ 70,933,737 $ 19,195,955 $ 90,129,692 $ 70,933,737 $ 19,195,955 $ 90,129,692 $ 58,874,998 $ 5,119,339 $ 63,994,337 $ 67,888,478 $ 19,672,055 $ 87,560,533 $ 3,045,259 3,045,259 5.5% N/A 5.5% 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 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.25 3.00 4.75 2.00 11.00 3.50 3.00 3.50 1.00 11.00 2.75 3.00 5.00 1.25 12.00 2.75 3.00 5.00 1.25 12.00 2.75 3.00 5.00 1.25 12.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 4.00 108.00 112.00 4.00 108.00 112.00 4.00 116.00 120.00 4.00 117.00 121.00 4.00 117.00 121.00 1.00 1.00 0.0% 0.9% 0.8% 16.00 10.00 26.00 149.00 16.00 16.00 32.00 155.00 15.50 17.50 33.00 165.00 15.50 17.50 33.00 166.00 16.50 16.50 33.00 166.00 1.00 (1.00) 1.00 6.5% (5.7%) 0.0% 0.6% 564 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Facilities Management Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Administrator Business/Systems Analyst Business/Systems Analyst-Sr/Ld Deputy Director Director - Facilities Mgt Dispatcher Electrician Electronic Technician Electronic Technician Senior 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 - Large Finance/Business Analyst General Laborer Grant-Contract Administrator HVAC Technician HVAC Technician Senior Materials Inventory Specialist Office Assistant Specialized Planner Plumber Procurement Officer - County Procurement Officer - Dept Program Coordinator Safety Representative Trades Generalist Trades Manager Trades Specialist Trades Supervisor Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 3.00 3.00 3.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 2.00 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% 10.00 10.00 10.00 10.00 10.00 0.0% 10.00 10.00 3.00 3.00 3.00 0.0% 7.00 7.00 8.00 1.00 14.3% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 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 0.0% 6.00 4.00 4.00 4.00 4.00 0.0% 5.00 6.00 6.00 6.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 0.0% 1.00 N/A 2.00 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 1.00 0.0% 2.00 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% 2.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 2.00 1.00 (1.00) (50.0%) 1.00 1.00 1.00 1.00 0.0% 14.00 14.00 14.00 0.0% 2.00 1.00 (2.00) (100.0%) 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 4.00 N/A 12.00 12.00 12.00 0.0% 1.00 N/A 2.00 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 23.00 21.00 29.00 29.00 29.00 0.0% 1.00 N/A 50.00 49.00 21.00 23.00 23.00 2.00 9.5% 8.00 8.00 8.00 8.00 8.00 0.0% 149.00 155.00 165.00 166.00 166.00 1.00 0.6% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 255 DETENTION OPERATIONS Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 119.00 125.00 135.00 135.00 136.00 1.00 0.7% 30.00 30.00 30.00 31.00 30.00 0.0% 149.00 155.00 165.00 166.00 166.00 1.00 0.6% 565 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Facilities Management General Adjustments Personnel: General Fund (100)  Increase Regular Benefits by $26,717 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Services Charges by $500,242 for the impact of the changes in Risk Management. Detention Fund (255)  Increase Regular Benefits by $5,569 for the impact of changes in retirement contribution rates. 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. 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 2012 ACTUAL 74.3% FY 2013 FY 2013 REVISED FORECAST 79.7% 79.7% FY 2014 ADOPTED 83.8% REV VS ADOPTED VAR % 4.1% 5.1% 85.1% 89.2% 89.2% 86.5% -2.7% -3.0% 99.9% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 43.6% 40.7% 43.0% 42.8% 2.1% 5.3% 96.9% 99.9% 99.9% 100.0% 0.1% 0.1% 98.6% 98.6% 98.6% 98.7% 0.1% 0.1% 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: Administrative mandate. 566 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 74.3% FY 2013 FY 2013 REVISED FORECAST 79.7% 79.7% REV VS ADOPTED VAR % 4.1% 5.1% 85.1% 89.2% 89.2% 86.5% (2.7%) -3.0% 99.9% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 2,730,441 2,730,441 $ FY 2014 ADOPTED 83.8% 1.85 3,208,456 3,208,456 $ 2.00 3,208,456 3,208,456 $ 1.67 3,208,456 3,208,456 $ - 0.0% 0.0% 2.01 $ (0.01) -0.5% $ 5,671,244 785,232 $ 6,456,476 $ (11,769) (22,861) (34,630) -0.2% -3.0% -0.5% Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 4,264,486 781,051 $ 5,045,537 $ 5,659,475 762,371 $ 6,421,846 $ 4,677,876 682,526 $ 5,360,402 $ Activity Narrative: FY 2013 Revised and Forecast measures already include the addition of the MCSO Headquarters, resulting in no increase for the measures in FY 2014. Expenditures are increasing in the General Fund due to increased cost in staff and the Detention Fund expenditure increases are due to repairs and maintenance. 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 REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of facilities maintenance performed 43.6% 40.7% 43.0% 42.8% 2.1% 5.3% on a time-based schedule or based on quantified material and equipment condition Percent Detention Security System is 96.9% 99.9% 99.9% 100.0% 0.1% 0.1% functional 24/7/365 Percent of Maricopa County departments and 98.6% 98.6% 98.6% 98.7% 0.1% 0.1% 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 37,561,182 36,702,596 37,508,052 38,312,192 1,609,596 4.4% Number of (factored) square feet required to 37,561,182 38,060,904 38,186,548 38,312,192 251,288 0.7% be maintained Total expenditure per square foot maintained $ 0.28 $ 0.32 $ 0.32 $ 0.37 $ (0.04) -13.4% 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 6,796,692 3,642,421 $ 10,439,113 $ 8,800,156 3,026,380 $ 11,826,536 567 $ 8,599,913 3,572,854 $ 12,172,767 $ 9,803,015 4,195,633 $ 13,998,648 $ (1,002,859) (1,169,253) $ (2,172,112) -11.4% -38.6% -18.4% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Facilities Management Square 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 2012 Actual FY 2013 Revised FY 2013 Forecast FY 2014 Adopted Activity Narrative: The opening of the new Court Tower in FY 2012 added to the factored square feet of facilities to be maintained. Additionally, the MCSO Headquarters will open in FY 2014 increasing the number of square feet of facilities to be maintained. Detention Fund expenditures are increasing due to shift in contract service expenditures from the Facilities Construction Management Activity and additional contract services and supplies for the MCSO Headquarters. General Fund expenditures are also increasing due to one-time funding for South Court Tower personnel, additional staff and contract services for the MCSO Headquarters, increased requests in minor repairs across County facilities, and a shift in contract service expenditures from the Facilities Construction Management Activity. Capital Facilities Development Program The purpose of the Capital Facilities Development Program is to provide facilities planning, energy management, design and construction-related services to Maricopa County Departments and Agencies so they can operate in County facilities that are safe, functional, and efficient. Program Results Measure Description Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 93.4% 93.4% FY 2014 ADOPTED 93.4% REV VS ADOPTED VAR % 0.0% 0.0% N/A 42.5% 42.5% 50.0% 7.5% 17.6% N/A 32.9% 32.9% 32.9% 0.0% 0.0% N/A 105.3% 105.3% 101.2% -4.1% -3.9% Activities that comprise this program include:  Facilities Planning and Energy Management  568 Facility Construction Management Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Facilities Planning and Energy Management Activity The purpose of the Facilities Planning and Energy Management Activity is to provide project development and decision support services to County departments so they can make informed decisions about how to allocate and operate buildings and grounds as efficiently as possible. Mandates: Administrative mandate. Measure Type Result Result Result Output Demand Efficiency 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 42.5% 42.5% FY 2014 ADOPTED 50.0% REV VS ADOPTED VAR % 7.5% 17.6% N/A 32.9% 32.9% 32.9% 0.0% 0.0% N/A 105.3% 105.3% 101.2% (4.1%) -3.9% -20.0% -20.0% -11.7% 60 60 $ 350,437.73 150 150 $ 177,598.36 154 199 $ 141,915.77 120 120 $ 198,342.23 (30) (30) $ (20,743.87) $ $ $ $ $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL SOURCES 34,051 34,051 $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 10,699,060 10,327,204 $ 21,026,264 $ - $ 208,529 31,250 239,779 $ - - N/A N/A N/A $ 2,160,324 678,362 $ 2,838,686 15.0% 5.6% 10.7% $ Expenditure $ 14,439,754 12,200,000 $ 26,639,754 $ 11,360,960 10,494,068 $ 21,855,028 $ 12,279,430 11,521,638 $ 23,801,068 Activity Narrative: The current methodology for measuring this activity was implemented in FY 2012. The FY 2014 measures are expected to decrease as the number of planning services fluctuates yearly. The FY 2014 utility budget for the General and Detention Funds are set at FY 2013 Forecast levels, reducing the Activity’s expenditures for FY 2014. 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: Administrative mandate. 569 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer Number of new, retrofitted, renovated or remodeled facility projects completed Number of new, retrofitted, renovated or remodeled facility projects requested Total activity expenditure per new, retrofitted, renovated or remodeled facility project completed FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 93.4% 93.4% FY 2014 ADOPTED 93.4% REV VS ADOPTED VAR % 0.0% 0.0% N/A 318 318 318 - 0.0% N/A 401 401 401 - 0.0% N/A $ 132,174.69 $ 68,869.46 $ 124,805.02 $ 7,369.67 5.6% $ 14,623,310 7,277,178 $ 21,900,488 $ 21,516,410 18,171,587 $ 39,687,997 $ 3,787,209 (1,443,653) $ 2,343,556 Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 7,342,361 8,830,621 $ 16,172,982 $ 25,303,619 16,727,934 $ 42,031,553 15.0% -8.6% 5.6% 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 both operating and non-recurring. The Activity also includes the annual program maintenance that was reduced to FY 2013 Forecast levels for both the General and Detention funds. The increase in expenditures in the Detention Fund for FY 2014 is due to carry-over major maintenance projects from FY 2013, as well as new projects that have one-time funding, with a decrease in Annual Program expenditures. The decrease in expenditure in the General Fund for FY 2014 is due to a reduction in carry-over major maintenance projects and Annual Program expenditures. 570 Department Strategic Plans and Budgets Facilities Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 35,276,448 $ 73,998 FY 2013 Revised Budget $ 35,276,448 $ 73,998 $ 967,686 $ 967,686 - $ 36,244,134 $ 73,998 $ 27,809 27,809 (3,569,749) (1,000,000) (576,138) (1,993,611) (99,968) (99,968) (35,998) (35,998) - Adjustments: Reallocations Reallocation Between Depts Agenda Item: FY 2014 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Annual Maintenance Programs New Facility Operating Costs Utilities Adjustment Fees and Other Revenues ProgRevenue Volume Inc/Dec Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ $ FY 2014 Tentative Budget $ $ $ $ 32,602,226 $ -10.0% 38,000 -48.6% $ 500,242 $ 500,242 - $ 33,102,468 $ -8.7% 38,000 -48.6% Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges $ Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 283,797 $ - FY 2013 Revised Budget $ 283,797 $ - $ (283,797) $ (283,797) - $ - $ - $ 517,664 $ 517,664 - - $ 517,664 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Case Goods Warehouse Staff Case Goods Warehouse Services South Court Tower Staff Agenda Item: $ FY 2014 Adopted Budget 571 90,880 3,668 423,116 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Facilities Management General Fund (100) (continued) Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2013 Adopted Budget $ 8,577,906 $ - FY 2013 Revised Budget $ 8,577,906 $ - FY 2014 Budget Target $ 8,577,906 $ - FY 2014 Adopted Budget $ 8,577,906 $ Expenditures Revenue - FY 2013 Adopted Budget $ 12,964,210 $ - FY 2013 Revised Budget $ 12,964,210 $ - $ (12,964,210) $ (12,964,210) - $ - $ - $ 10,062,790 $ 10,062,790 - - $ 10,062,790 $ - MAJOR MAINTENANCE NON RECURRING Adjustments: Major Maintenance Projects Major Maintenance Program Agenda Item: FY 2014 Budget Target Adjustments: Major Maintenance Projects Major Maintenance Program Central Court Building Elevators Court Plaza Electrical Panels Security Building West Court Building South Court Tower SIMS Relocation Agenda Item: $ FY 2014 Adopted Budget 4,886,978 2,100,000 1,660,963 500,000 117,000 797,849 Detention Fund (255) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 20,138,620 $ - FY 2013 Revised Budget $ 20,138,620 $ - FY 2014 Budget Target $ 20,138,620 $ - $ 6,083 $ 6,083 (856,418) $ (1,000,000) 652,582 (509,000) (20,944) $ (20,944) - 19,267,341 $ -4.3% - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Annual Maintenance Programs New Facility Operating Costs Utilities Adjustment Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ FY 2014 Adopted Budget Percent Change from Target Amount $ 572 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Facilities Management Detention Fund (255) (continued) Expenditures Revenue MAJOR MAINTENANCE OPERATING FY 2013 Adopted Budget $ 6,940,763 $ - FY 2013 Revised Budget $ 6,940,763 $ - FY 2014 Budget Target $ 6,940,763 $ - FY 2014 Adopted Budget $ 6,940,763 $ Expenditures Revenue - FY 2013 Adopted Budget $ 5,947,948 $ - FY 2013 Revised Budget $ 5,947,948 $ - $ (5,947,948) $ (5,947,948) - $ - $ - $ 9,091,601 $ - - $ 9,091,601 $ - MAJOR MAINTENANCE Adjustments: Major Maintenance Projects Major Maintenance Program Agenda Item: FY 2014 Budget Target Adjustments: Agenda Item: Major Maintenance Projects Lower Buck eye Jail Building Automation Lower Buck eye Jail Central Plant - Heating Tower/Cooling Exchange Fourth Avenue Jail Building Automation Durango Jail Safety Improvements FY 2014 Adopted Budget 573 $ 4,000,000 775,000 3,000,000 1,316,601 Maricopa County Annual Business Strategies FY 2014 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 is 100% in compliance with the transparency regulations. The Department will continue to follow any changes to State statutes, as applicable, to ensure that it remains 100% compliant. 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. Currently, 91% of users are satisfied. The Department of Finance expects to maintain these results in the upcoming fiscal year. 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 2013 and extended the licensing to include more users and technological advancements. Currently, 87% of users report satisfaction with the ease of Business Objects. The Department of Finance anticipates reaching this goal by the target date by providing training classes through Pathlore. Fiscal Strength By June 30, 2015, 90% of users will be satisfied with the ease of use with OnBase Document Retrieval. Status: Currently, 91% of users report satisfaction with the ease of OnBase 574 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2014 Adopted Budget Document Retrieval. The Department of Finance expects to maintain this level of satisfaction by providing excellent customer service to user departments to ensure that day-to-day operational support is provided. Fiscal Strength By June 30, 2015, overall collections will be increased by 20% over the 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. Due to increased staffing, the Department is currently collecting $5,059,811 annually and anticipates reaching the goal by target date. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES CLCT - COLLECTIONS 18CL - COLLECTIONS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 400,056 $ 400,056 $ 275,200 $ 275,200 $ 275,200 $ 275,200 $ 249,903 $ 249,903 $ 180,000 $ 180,000 $ (95,200) (95,200) -34.6% -34.6% TOTAL PROGRAMS $ 400,056 $ 275,200 $ 275,200 $ 249,903 $ 180,000 $ (95,200) -34.6% CLCT - COLLECTIONS 18CL - COLLECTIONS $ $ 332,935 $ 332,935 $ 405,568 $ 405,568 $ 421,463 $ 421,463 $ 326,567 $ 326,567 $ 336,007 $ 336,007 $ 85,456 85,456 20.3% 20.3% BLSV - BILLING SERVICES FINR - FINANCIAL REPORTING PYPR - PAYMENT PROCESSING 18FM - FINANCIAL MANAGEMENT $ 24,691 $ 874,199 436,196 1,335,086 $ 70,684 $ 331,088 401,772 $ 70,684 $ 454,057 524,741 $ 71,927 $ 389,912 461,839 $ - $ 464,947 464,947 $ 70,684 (10,890) 59,794 100.0% N/A -2.4% 11.4% FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 419,128 $ 663,171 1,082,299 $ 1,872,721 $ 457,538 2,330,259 $ 1,624,524 $ 537,760 2,162,284 $ 1,576,891 $ 462,068 2,038,959 $ 1,773,812 $ 179,197 1,953,009 $ (149,288) 358,563 209,275 -9.2% 66.7% 9.7% $ 16,368 $ 16,368 $ 13,952 $ 13,952 $ 13,952 $ 13,952 $ 13,942 $ 13,942 $ 43,510 $ (27,881) 15,629 $ (29,558) 27,881 (1,677) -211.9% N/A -12.0% TOTAL PROGRAMS $ 2,766,688 $ 3,151,551 $ 3,122,440 $ 2,841,307 $ 2,769,592 $ USES ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ $ 352,848 11.3% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 400,056 $ 400,056 $ 275,200 $ 275,200 $ 275,200 $ 275,200 $ 249,903 $ 249,903 $ 180,000 180,000 $ $ (95,200) (95,200) -34.6% -34.6% ALL REVENUES $ 400,056 $ 275,200 $ 275,200 $ 249,903 $ 180,000 $ (95,200) -34.6% TOTAL SOURCES $ 400,056 $ 275,200 $ 275,200 $ 249,903 $ 180,000 $ (95,200) -34.6% 575 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 1,809,327 $ 118 625,970 (93,757) 93,757 2,435,415 $ 2,061,758 $ 719,024 (2,791) 2,777,991 $ 2,034,537 $ 701,239 (2,791) 2,732,985 $ 1,881,057 $ (10) 650,611 1,600 (1,160) 2,532,098 $ 1,806,075 $ 656,034 2,462,109 $ 228,462 11.2% N/A 45,205 6.4% N/A (2,791) -100.0% N/A 270,876 9.9% $ SUBTOTAL $ 25,020 $ 25,020 $ 34,207 $ 34,207 $ 34,207 $ 34,207 $ 19,826 $ 19,826 $ 84,880 $ 84,880 $ (50,673) -148.1% (50,673) -148.1% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL $ ALL EXPENDITURES $ 181,219 $ 7,441 6,610 10,265 40,432 11,230 9,503 39,227 326 306,253 $ 2,766,688 $ 204,454 $ 7,500 12,000 6,750 37,739 8,080 17,180 45,650 339,353 $ 3,151,551 $ 220,349 $ 7,500 12,000 6,750 37,739 8,080 17,180 45,650 355,248 $ 3,122,440 $ 162,185 $ 8,051 9,000 6,300 38,069 6,963 13,276 45,539 289,383 $ 2,841,307 $ 99,805 $ 7,500 8,500 6,300 41,238 2,000 11,610 45,650 222,603 $ 2,769,592 $ 120,544 3,500 450 (3,499) 6,080 5,570 132,645 352,848 54.7% 0.0% 29.2% 6.7% -9.3% 75.2% 32.4% 0.0% N/A 37.3% 11.3% TOTAL USES $ 2,766,688 $ 3,151,551 $ 3,122,440 $ 2,841,307 $ 2,769,592 $ 352,848 11.3% SUPPLIES 0801 - GENERAL SUPPLIES Sources and Uses by Fund and Function FY 2012 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FUND TOTAL SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ $ 400,056 $ 400,056 $ 275,200 $ 275,200 $ 275,200 $ 275,200 $ 249,903 $ 249,903 $ 180,000 $ 180,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 400,056 $ 400,056 $ FY 2012 ACTUAL 275,200 $ 275,200 $ FY 2013 ADOPTED 275,200 $ 275,200 $ FY 2013 REVISED 249,903 $ 249,903 $ FY 2013 FORECAST 180,000 $ 180,000 $ FY 2014 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ REVISED VS ADOPTED VAR % (95,200) (95,200) -34.6% -34.6% (95,200) -34.6% (95,200) -34.6% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 2,625,379 $ 141,309 2,766,688 $ 3,026,551 $ 125,000 3,151,551 $ 2,997,440 $ 125,000 3,122,440 $ 2,727,020 $ 114,287 2,841,307 $ 2,769,592 $ 2,769,592 $ 227,848 125,000 352,848 7.6% 100.0% 11.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,625,379 $ 141,309 $ 2,766,688 $ 3,026,551 $ 125,000 $ 3,151,551 $ 2,997,440 $ 125,000 $ 3,122,440 $ 2,727,020 $ 114,287 $ 2,841,307 $ 2,769,592 $ - $ 2,769,592 $ 227,848 125,000 352,848 7.6% 100.0% 11.3% 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 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 10.00 13.00 4.00 23.00 27.00 4.00 20.00 24.00 4.00 20.00 24.00 2.00 21.00 23.00 (2.00) 1.00 (1.00) (50.0%) 5.0% (4.2%) 5.00 5.00 4.00 4.00 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 6.00 7.00 1.00 8.00 9.00 1.00 8.00 9.00 8.00 8.00 (1.00) (1.00) (100.0%) N/A 0.0% (11.1%) 3.00 3.00 43.00 38.00 37.00 37.00 35.00 (2.00) N/A N/A (5.4%) 576 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Finance Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Accounting Specialist Supervisor Assistant County Manager Business/Systems Analyst-Sr/Ld Collections Supervisor Collector Consultant Deputy Director - Finance Director - Finance Executive Assistant Finan Compliance Admin - Cnty Finan/Business Analyst -County Financial Manager - County Financial Supervisor - County Management Analyst Office Assistant Specialized Real Estate Manager - County Real Property Specialist Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 6.00 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 N/A 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) (100.0%) 1.00 1.00 N/A 13.00 13.00 13.00 13.00 13.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 3.00 5.00 4.00 4.00 4.00 0.0% 3.00 1.00 N/A 4.00 3.00 3.00 3.00 3.00 0.0% 1.00 N/A 2.00 N/A 43.00 38.00 37.00 37.00 35.00 (2.00) (5.4% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 43.00 38.00 37.00 37.00 35.00 (2.00) (5.4%) 43.00 38.00 37.00 37.00 35.00 (2.00) (5.4% ) Significant Variance Analysis The Assistant County Manager and Executive Assistant positions were moved to the Assistant County Manager – 940 in FY 2014. General Adjustments Target Adjustments:    Restate expenditures of $64,580 to the Sheriff’s Office for the Jail per Diem billing function. Restate rental revenue of $299,656 from the Finance Department to the Assistant County Manager – 940. Restate Personnel and Supplies expenditures of $573,434 from the Finance Department to the Assistant County Manager – 940. Base Adjustments: General Fund (100)  Increase Regular Benefits by $7,569 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Service Charges by $11,766 for the impact of the changes in Risk Management charges.  Restate expenditures of $64,580 to the Finance Department from the Sheriff’s Office for the jail per diem billing function. The Sheriff’s Office has asked to delay this transfer of responsibility until after their Chief Financial Officer is hired and they are moved into the new headquarters.  Increase Personnel Savings by $27,881 based on the Chairman’s Office request. 577 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 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. 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 2,163 2,100 2,147 2,261 161 7.7% 15,420 14,400 16,354 16,400 2,000 13.9% 94,954 95,000 102,793 95,000 - 0.0% 14,102 15,600 14,046 14,000 (1,600) -10.3% 38.48 $ 50.17 $ 38.03 $ 37.15 $ 13.02 26.0% Revenue 100 - GENERAL TOTAL SOURCES $ $ 400,056 400,056 $ $ 275,200 275,200 $ $ 249,903 249,903 $ $ 180,000 180,000 $ $ (95,200) (95,200) -34.6% -34.6% 100 - GENERAL TOTAL USES $ $ 332,935 332,935 $ $ 421,463 421,463 $ $ 326,567 326,567 $ $ 336,007 336,007 $ $ 85,456 85,456 20.3% 20.3% Expenditure Base Adjustments: General Fund (100)  Decrease revenue by $95,200 due to the correction of the priority of payments by the Clerk of the Court. Previously, the Collections Unit was receiving a portion of every payment in error. This error was corrected in October 2013, and revenue fees will not be collected at the same level as previous years within the Collections Activity. The regulations are specific as to who gets paid first and the Collections Unit is at the lowest level. Therefore, the Collections Unit will be last to receive fees and revenues will be delayed until the debtor’s obligation is paid in full. 578 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2014 Adopted Budget 100,000 $500,000 $421,463 $332,935 $312,489 80,000 $300,000 60,000 40,000 $400,000 $336,007 98,860 95,000 94,954 105,000 $200,000 $100,000 20,000 ‐ $0 FY 2012 Actual FY 2013 Revised FY 2013 Forecast FY 2014 Adopted Expenditures per Account at CCU Total Number of Accounts at CCU Collections Activity 120,000 Total number of accounts at CCU Expenditures per account at CCU Financial Management The purpose of the Financial Management 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST N/A 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A 9.0% 10.2% 10.3% 10.2% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 100.0% 100.0% 100.0% N/A N/A N/A 81.4% 100.0% 100.0% N/A N/A N/A Activities that comprise this program include:  Payment Processing 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. 579 Department Strategic Plans and Budgets Finance Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 9.0% FY 2013 FY 2013 REVISED FORECAST 10.2% 9.7% 0.0% $ 80,889 88,936 88,936 5.39 $ $ 436,196 436,196 0.0% $ 77,200 86,000 77,200 5.88 $ $ 454,057 454,057 FY 2014 ADOPTED 10.2% 49.4% $ 75,304 83,434 81,234 5.18 $ $ 389,912 389,912 REV VS ADOPTED VAR % 0.0% 0.0% 95.0% 95.0% N/A 0.0% 0.0% 0.0% -2.4% -2.4% -2.4% $ 77,200 86,000 77,200 6.02 $ (0.14) $ $ 464,947 464,947 $ $ (10,890) (10,890) Activity Narrative: Expenditures are increasing in FY 2014 when compared to FY13 Forecast due to the Department expecting to fill a vacant position. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 3,351,572 $ 574,856 FY 2013 Revised Budget $ 3,351,572 $ 574,856 $ (64,580) $ (64,580) (573,434) $ (573,434) (299,656) (299,656) $ 2,713,558 $ 275,200 $ 7,569 $ 7,569 - $ (27,881) $ (27,881) (95,200) (95,200) - $ 2,693,246 $ -0.7% 180,000 -34.6% $ 11,766 $ 11,766 64,580 $ 64,580 - 2,769,592 $ 2.1% 180,000 -34.6% Adjustments: Reallocations Reallocation Between Depts Restatements Finance to ACM Agenda Item: $ FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Reallocations Reallocation Between Depts Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 580 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Human Resources Human Resources Analysis by Karina Araiza, Management and Budget Analyst Summary Mission The mission of Human Resources is to provide recruitment, development, and retention services in collaboration with and to support the leadership and employees of Maricopa County so they can maintain a quality, professional and diverse workforce in order to fulfill their mission. Vision Professional and qualified employees who support and assist in the fulfillment of Maricopa County departments’ mission. Strategic Goals Quality Workforce By 2016, the percent of Maricopa County employees indicating they are satisfied with their jobs at Maricopa County will be 85% or greater. Status: Human Resources has exceeded this goal as the latest Employee Satisfaction survey showed that 86% of employees reported to be satisfied with their jobs at Maricopa County. Quality Workforce By 2016, the voluntary turnover rate for full-time employees will be maintained at or below 10%. Status: In FY 2012, Human Resources exceeded this goal as the voluntary turnover rate was 7.3%. 581 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ 49,990 $ 10,812 60,802 $ 51,200 $ 11,500 62,700 $ 51,200 $ 11,500 62,700 $ 35,108 $ 20,023 55,131 $ 35,000 $ 11,000 46,000 $ (16,200) (500) (16,700) $ $ - $ - $ - $ - $ - $ - $ 50 $ 50 $ - $ - $ TOTAL PROGRAMS $ 60,802 $ 62,700 $ 62,700 $ 55,181 $ 46,000 $ (16,700) -26.6% DVTY - DIVERSITY 20DV - DIVERSITY $ $ 86,465 $ 86,465 $ 89,488 $ 89,488 $ 89,488 $ 89,488 $ 89,488 $ 89,488 $ 89,737 $ 89,737 $ (249) (249) -0.3% -0.3% EPMS - EMPLOYEE AND MANAGEMENT RLT MERT - MERIT COMMISSION STDV - EMPLOYEE DEVELOPMENT 31ED - EMPLOYEE AND MANAGEMENT RLT $ $ 366,561 $ 103,418 318,338 788,317 $ 440,187 $ 80,644 387,847 908,678 $ 429,146 $ 78,121 401,163 908,430 $ 413,419 $ 69,033 365,151 847,603 $ 458,870 $ 104,693 371,147 934,710 $ (29,724) (26,572) 30,016 (26,280) -6.9% -34.0% 7.5% -2.9% EMPL - EMPLOYMENT SERVICES 31ES - EMPLOYMENT SERVICES $ $ 565,506 $ 565,506 $ 562,338 $ 562,338 $ 628,078 $ 628,078 $ 558,904 $ 558,904 $ 570,509 $ 570,509 $ 57,569 57,569 9.2% 9.2% PAYR - PAYROLL RECD - RECORDS MANAGEMENT 31PR - PAYROLL AND RECORDS MGMT $ $ 561,547 $ 379,480 941,027 $ 584,268 $ 439,409 1,023,677 $ 680,804 $ 349,644 1,030,448 $ 628,995 $ 316,181 945,176 $ 626,418 $ 381,896 1,008,314 $ 54,386 (32,252) 22,134 8.0% -9.2% 2.1% ECOM - EMPLOYEE COMPENSATION 49EC - EMPLOYEE COMPENSATION $ $ 416,260 $ 416,260 $ 444,401 $ 444,401 $ 411,225 $ 411,225 $ 394,246 $ 394,246 $ 488,704 $ 488,704 $ (77,479) (77,479) -18.8% -18.8% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 37,547 $ 32,344 18,944 440,071 12,521 541,427 $ 38,922 $ 32,089 42,725 262,475 18,216 394,427 $ 36,576 $ 30,833 41,610 234,626 17,400 361,045 $ 27,376 $ 25,097 27,560 147,424 13,652 241,109 $ 32,343 $ 20,535 23,299 114,718 13,046 203,941 $ 4,233 10,298 18,311 119,908 4,354 157,104 11.6% 33.4% 44.0% 51.1% 25.0% 43.5% $ 23,784 $ 23,784 $ 106,764 $ 106,764 $ 106,764 $ 106,764 $ 90,472 $ 90,472 $ 16,221 $ (34,850) (18,629) $ 90,543 34,850 125,393 84.8% N/A 117.4% TOTAL PROGRAMS $ 3,362,786 $ 3,529,773 $ 3,535,478 $ 3,166,998 $ 3,277,286 $ 258,192 7.3% - -31.6% -4.3% -26.6% N/A N/A USES ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 582 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category FY 2012 CATEGORY ACTUAL CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 49,833 49,833 SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 51,000 51,000 $ $ 51,000 51,000 $ $ 35,108 35,108 $ $ 35,000 35,000 $ $ (16,000) (16,000) -31.4% -31.4% $ SUBTOTAL $ 10,969 10,969 $ $ 11,700 11,700 $ $ 11,700 11,700 $ $ 20,073 20,073 $ $ 11,000 11,000 $ $ (700) (700) -6.0% -6.0% ALL REVENUES $ 60,802 $ 62,700 $ 62,700 $ 55,181 $ 46,000 $ (16,700) -26.6% TOTAL SOURCES $ 60,802 FY 2012 ACTUAL $ 62,700 FY 2013 ADOPTED $ 62,700 FY 2013 REVISED $ 55,181 FY 2013 FORECAST $ 46,000 FY 2014 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 $ $ (16,700) -26.6% REVISED VS ADOPTED VAR % 2,175,155 $ (1,504) 793,057 6,000 137,448 3,110,156 $ 2,339,506 $ 885,229 (32,872) 6,000 3,197,863 $ 2,494,052 $ 920,590 (291,568) 80,494 3,203,568 $ 2,259,808 $ 140 831,647 550 (247,477) 73,916 2,918,584 $ 2,259,279 $ 865,314 (3,835) 3,120,758 $ SUBTOTAL $ 24,305 $ 478 24,783 $ 39,705 $ 1,551 41,256 $ 39,705 $ 1,551 41,256 $ 27,029 $ 2,085 29,114 $ 24,169 $ 1,200 25,369 $ 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 SUBTOTAL $ ALL EXPENDITURES $ 84,008 $ 57,204 8,306 4,740 59,638 1,077 3,047 9,827 227,847 $ 3,362,786 $ 30,942 $ 89,147 9,208 7,166 134,068 2,620 6,000 11,503 290,654 $ 3,529,773 $ 30,942 $ 89,147 9,208 7,166 134,068 2,620 6,000 11,503 290,654 $ 3,535,478 $ 24,918 $ 60,143 8,096 4,384 106,825 1,995 5,583 7,356 219,300 $ 3,166,998 $ TOTAL USES $ 3,362,786 $ 3,529,773 $ 3,535,478 $ 3,166,998 $ SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 234,773 55,276 (287,733) 80,494 82,810 9.4% N/A 6.0% N/A -98.7% 100.0% 2.6% 15,536 351 15,887 39.1% 22.6% 38.5% 31,000 $ 63,745 8,488 1,530 38,580 3,600 5,800 11,416 (33,000) 131,159 $ 3,277,286 $ (58) 25,402 720 5,636 95,488 (980) 200 87 33,000 159,495 258,192 -0.2% 28.5% 7.8% 78.6% 71.2% -37.4% 3.3% 0.8% N/A 54.9% 7.3% 3,277,286 $ 258,192 7.3% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ FUND TOTAL SOURCES $ 60,802 $ 60,802 $ 62,700 $ 62,700 $ 62,700 $ 62,700 $ 55,181 $ 55,181 $ 46,000 $ 46,000 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 60,802 $ 60,802 $ FY 2012 ACTUAL 62,700 $ 62,700 $ FY 2013 ADOPTED 62,700 $ 62,700 $ FY 2013 REVISED 55,181 $ 55,181 $ FY 2013 FORECAST 46,000 $ 46,000 $ FY 2014 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING REVISED VS ADOPTED VAR % (16,700) (16,700) -26.6% -26.6% (16,700) -26.6% (16,700) -26.6% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 3,362,786 $ 3,362,786 $ 3,529,773 $ 3,529,773 $ 3,535,478 $ 3,535,478 $ 3,166,998 $ 3,166,998 $ 3,277,286 $ 3,277,286 $ 258,192 258,192 7.3% 7.3% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,362,786 $ 3,362,786 $ 3,529,773 $ 3,529,773 $ 3,535,478 $ 3,535,478 $ 3,166,998 $ 3,166,998 $ 3,277,286 $ 3,277,286 $ 258,192 258,192 7.3% 7.3% 583 Maricopa County Annual Business Strategies FY 2014 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 DIVERSITY DIVERSITY PROGRAM TOTAL EMPLOYEE AND MANAGEMENT RLT EMPLOYEE AND MANAGEMENT RLT EMPLOYEE DEVELOPMENT EMPLOYEE RELATIONS MERIT COMMISSION PROGRAM TOTAL EMPLOYEE COMPENSATION EMPLOYEE COMPENSATION PROGRAM TOTAL EMPLOYMENT SERVICES EMPLOYMENT SERVICES RECRUITING AND STAFFING PROGRAM TOTAL PAYROLL AND RECORDS MGMT PAYROLL RECORDS MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .45 4.95 .60 .30 .15 6.45 .45 2.70 .60 .50 .30 4.55 .45 4.70 .60 .50 .30 6.55 .45 3.70 .60 .50 .30 5.55 .45 .95 .35 .30 .20 2.25 (3.75) (.25) (.20) (.10) (4.30) 0.0% (79.8%) (41.7%) (40.0%) (33.3%) (65.6%) - 1.00 1.00 .00 - - .88 .88 .88 .88 N/A N/A 5.20 5.30 .80 11.30 5.25 5.25 .70 11.20 5.25 5.25 .00 .70 11.20 5.25 5.25 .70 11.20 5.25 5.25 1.10 11.60 .40 .40 0.0% 0.0% N/A 57.1% 3.6% - 4.80 4.80 5.00 5.00 4.80 4.80 6.00 6.00 1.00 1.00 20.0% 20.0% 8.25 8.25 9.25 9.25 10.25 .00 10.25 10.25 10.25 9.27 9.27 (.98) (.98) (9.6%) N/A (9.6%) 9.05 7.95 17.00 43.00 9.10 7.90 17.00 47.80 10.50 5.50 16.00 49.00 10.50 5.50 16.00 47.80 9.50 6.50 16.00 46.00 (1.00) 1.00 (3.00) (9.5%) 18.2% 0.0% (6.1%) 584 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Human Resources Staffing by Market Range Title MARKET RANGE TITLE Accountant Admin/Operations Specialist Administrative Services Mgr Assistant County Manager Business/Systems Analyst-Sr/Ld Compensation Analyst Compensation Supervisor Deputy Director – Human Resources Director - Human Resources Employee Records Specialist Employee Records Supervisor Employee Relations Analyst-Cty Exec Asst to Executive Officer Executive Assistant Finance/Business Analyst Human Resources Associate Human Resources Mngr - County Human Resources Specialist Human Resources Supervisor Human Resources Supervisor – County Office Assistant Office Assistant Specialized Payroll Specialist – County Payroll Specialist Lead – County Payroll/Time and Labor Spec Program Manager - County Recruiter Trainer Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 0.0% 1.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 1.00 N/A 2.80 3.00 2.80 3.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 4.00 4.00 2.00 2.00 2.00 0.0% 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) (100.0%) 1.00 N/A 1.00 1.00 N/A 1.00 2.00 2.00 1.00 1.00 (1.00) (50.0%) 2.00 1.00 2.00 2.00 2.00 0.0% 1.00 2.00 2.00 2.00 2.00 0.0% 4.00 N/A 4.00 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 7.00 6.00 6.00 6.00 6.00 0.0% 5.00 5.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 N/A 3.00 4.00 4.00 4.00 4.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 43.00 47.80 49.00 47.80 46.00 (3.00) (6.1% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 43.00 47.80 49.00 47.80 46.00 (3.00) (6.1%) 43.00 47.80 49.00 47.80 46.00 (3.00) (6.1% ) Significant Variance Analysis The Department will have 3.0 FTE less in FY 2014 as an Assistant County Manager and Executive Assistant position were moved from Human Resources to the Assistant County Manager Department, and a Human Resources Associate was moved from Human Resources to the Deputy County Manager Department to create a Managing for Results position. General Adjustments Target Adjustments: General Fund (100)  Restate expenditures of $7,544 from Human Resources to Assistant County Manager – 950 for supplies and services.  Restate Diversity Program expenditures of $89,488 from County Manager to Human Resources.  Restate personnel expenditures of $69,327 associated with 1.0 FTE from Human Resources to Deputy County Manager for a Managing for Results position.  Restate personnel and supplies expenditures of $3,689,882 from Human Resources to the newly created Protective Services Department. 585 Maricopa County Annual Business Strategies FY 2014 Adopted Budget   Department Strategic Plans and Budgets Human Resources Restate revenue payments from Central Arizona Shelter Services, Inc. (CASS) of $235,141 from Human Resources to Protective Services. Restate personnel and supplies expenditures of $446,779 from Office of Management and Budget Employee Compensation to Human Resources to reflect the organizational transfer of this function. Base Adjustments: General Fund (100)  Increase Regular Benefits by $9,423 for the impact of changes in retirement contribution rates.  Decrease expenditures by $21,300 due to net changes in supplies and services.  Decrease expenditures by $8,220 in order to more accurately budget Personnel Savings.  Decrease expenditures by $25,402 to bring Other Services in line with historical levels.  Increase personnel savings by $34,850 based on the Chairman’s Office request.  Decrease Other Benefits and Internal Service Charges by $24,232 for the impact of the changes in Risk Management charges. Programs and Activities Diversity Program The purpose of the Diversity Program 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. Program Results 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. FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 82.8% N/A FY 2014 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 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: Administrative mandate. 586 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2014 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 100 - GENERAL TOTAL USES FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 82.8% N/A REV VS ADOPTED VAR % N/A N/A N/A 28 - - (28) -100.0% N/A 12 - - (12) -100.0% N/A N/A 40 28 - - (40) (28) -100.0% -100.0% N/A 12 - - (12) -100.0% 2,237.20 N/A N/A N/A N/A (249) (249) -0.3% -0.3% N/A $ $ $ FY 2014 ADOPTED N/A 86,465 86,465 $ $ 89,488 89,488 $ $ 89,488 89,488 $ $ 89,737 89,737 $ $ Activity Narrative: The Diversity Activity is in transition and while diversity events and activities will still take place, the services provided by the Diversity Division will change. The measures will be reviewed during the FY 2015 Strategic Business Plan update. Employee and Management Relations Program The purpose of the Employee and Management Relations Program is to provide organizational development services, competency-based training and strategic interventions to 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 final orders that were not appealed. 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 participants who agree they can apply the knowledge, skills, and abilities gained from classes identified as key training programs. FY 2012 ACTUAL 97.1% FY 2013 FY 2013 REVISED FORECAST 93.0% 97.1% FY 2014 ADOPTED 90.0% REV VS ADOPTED VAR % -3.0% -3.2% N/A N/A N/A 95.0% N/A N/A 98.5% 98.1% 98.5% 98.0% -0.1% -0.1% N/A N/A N/A 98.0% N/A N/A Activities that comprise this program include:  Employee and Management Relations  Merit System Rules Compliance  Employee Development Employee and Management Relations Activity The purpose of the Employee and Management Relations Activity is to provide advice, consultations, and investigative services to the employees and management so they can prevent and resolve workplace issues and maintain regulatory compliance conducive to the achievement of departments’ missions. Mandates: Administrative mandate. 587 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Measure Description Percent of customers who reported satisfied/very satisfied with services provided. FY 2012 ACTUAL 97.1% Output Number of customers surveyed by Research & Reporting for the Annual Customer Satisfaction Survey. The number of complaints received. The number of investigations completed. The number of inquiries completed. The number of inquiries and investigations completed. Number of employee consultations requested. N/A N/A N/A 100 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 72 32 64 96 N/A N/A N/A N/A N/A N/A N/A N/A 168 301 360 192 114.3% N/A N/A N/A 32 N/A N/A N/A N/A N/A $ 4,779.90 N/A N/A (29,724) (29,724) -6.9% -6.9% Output Output Output Output Demand Demand Efficiency FY 2013 FY 2013 REVISED FORECAST 93.0% 97.1% 196 The number of formal/written complaints received. Cost per number of inquiries and investigations completed. FY 2014 ADOPTED 90.0% REV VS ADOPTED VAR % (3.0%) -3.2% Expenditure 100 - GENERAL TOTAL USES $ $ 366,561 366,561 $ $ 429,146 429,146 $ $ 413,419 413,419 $ $ 458,870 458,870 $ $ Activity Narrative: The number of employee consultations is expected to increase in FY 2014 due a nearly six-year pay freeze on Maricopa County employees’ merit raises. Historical comparison is not available as activity measures are new in FY 2014. Employee Development Activity The purpose of the Employee Development Activity is to provide training related information and services, in collaboration with department, to departments and their employees so they can enhance their knowledge, skills, abilities, and competencies in order to promote career growth to effectively and efficiently contribute to their departments’ missions. Mandates: Administrative mandate. Measure Type Result 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. Percent of participants who agree they can apply the knowledge, skills, and abilities gained from 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. Projected number of participants in an Employee Development sponsored training class. Number of projected classes. Cost per participant in an Employee Development sponsored training class. FY 2012 ACTUAL 98.5% FY 2013 FY 2013 REVISED FORECAST 98.1% 98.5% N/A N/A N/A 391 877 6,185 FY 2014 ADOPTED 98.0% REV VS ADOPTED VAR % (0.1%) -0.1% 98.0% N/A N/A 672 829 (48) -5.5% 3,200 5,700 6,494 3,294 102.9% 446 437 423 468 31 7.1% 5,000 2,750 5,700 6,494 3,744 136.1% $ 475 814.16 $ 385 457.43 $ 423 543.38 $ 468 447.70 $ 83 9.72 21.6% 2.1% $ $ 318,338 318,338 $ $ 401,163 401,163 $ $ 365,151 365,151 $ $ 371,147 371,147 $ $ 30,016 30,016 7.5% 7.5% Expenditure 100 - GENERAL TOTAL USES 588 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: This activity is now fully staffed and will have the capability to provide more classes and training in FY 2014. Merit Systems Rules Compliance Activity The purpose of the Merit Systems Rules Compliance Activity is to provide administrative and operational support services to classified employees, departments, appellants, and Merit Commissions so they can receive uniform and equitable personnel actions. Mandates: Administrative mandate. Measure Type Result Output Output Output Demand Efficiency Expenditure Measure Description Percent of Merit Commission final orders that were not appealed. The number of appeal hearings. The number of appeal hearings conducted. The number of appeal hearings that were withdrawn or dismissed. Appeal hearings requested. The cost per appeal hearing conducted. 100 - GENERAL TOTAL USES FY 2012 ACTUAL N/A $ $ FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 95.0% 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 $ 103,418 103,418 $ $ 78,121 78,121 $ $ 69,033 69,033 $ $ REV VS ADOPTED VAR % N/A N/A 30 20 10 N/A N/A N/A N/A N/A N/A 30 5,234.65 N/A N/A N/A N/A (26,572) (26,572) -34.0% -34.0% 104,693 104,693 $ $ Activity Narrative: Historical comparison is not available as activity measures are new in FY 2014. Expenditures are increasing due to an additional .40 FTE needed as new legislative changes are being considered by policy makers which will likely increase the number of appeal hearings requested. Employment Services Program The purpose of the Employment Services Program is to provide professional recruitment and career advancement consulting services to Maricopa County departments so they can timely interview, select and retain a qualified and diverse workforce. Program Results Measure Description Percent of customers reporting satisfied/very satisfied with the quality of candidates referred to departments by the Employment Services Division. Percent of customers reporting satisfied/very satisfied with the timeliness of candidates referred to departments by the Employment Services Division. Percent of vacancies filled within 30 days of the recruitment closing date. Percent of customers reporting satisfied/very satisfied with the level of customer service and quality assurance provided by the Employment Services support staff. FY 2012 ACTUAL 97.2% FY 2013 FY 2013 REVISED FORECAST 93.3% 97.0% FY 2014 ADOPTED 95.0% REV VS ADOPTED VAR % 1.7% 1.8% 97.3% 93.3% 97.0% 95.0% 1.7% 1.8% N/A N/A N/A 60.0% N/A N/A N/A N/A N/A 95.0% N/A N/A Activities that comprise this program include:  Employment Services 589 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2014 Adopted Budget Employment Services Activity The purpose of the Employment Services Activity is to provide professional recruitment consulting and career advancement consulting services to Maricopa County departments so they can timely interview, select and retain a qualified and diverse workforce. Mandates: Administrative mandate. Measure Type Result Result Result Result Output Output Output Output Output Demand Efficiency Measure Description Percent of customers reporting satisfied/very satisfied with the quality of candidates referred to departments by the Employment Services Division. Percent of customers reporting satisfied/very satisfied with the timeliness of candidates referred to departments by the Employment Services Division. Percent of vacancies filled within 30 days of the recruitment closing date. Percent of customers reporting satisfied/very satisfied with the level of customer service and quality assurance provided by the Employment Services support staff. Number of customers surveyed regarding quality of candidates referred to departments. The number of qualified candidates referred to departments. The number of recruitment and selection training class participants. Number of customers surveyed regarding the level of customer service and quality assurance provided by the Employment Services support staff. Number of customers surveyed regarding the timeliness of qualified candidate referrals. FY 2012 ACTUAL 97.2% The number of job requisitions (for # of vacant positions). Expenditure per qualified candidate referred to departments. FY 2013 FY 2013 REVISED FORECAST 93.3% 97.0% FY 2014 ADOPTED 95.0% REV VS ADOPTED VAR % 1.7% 1.8% 97.3% 93.3% 97.0% 95.0% 1.7% 1.8% N/A N/A N/A 60.0% N/A N/A N/A N/A N/A 95.0% N/A N/A N/A N/A N/A 50 N/A N/A N/A N/A N/A 46,240 N/A N/A N/A N/A N/A 120 N/A N/A N/A N/A N/A 50 N/A N/A N/A N/A N/A 50 N/A N/A N/A N/A N/A 3,917 N/A N/A N/A N/A N/A $ 12.34 N/A N/A 57,569 57,569 9.2% 9.2% Expenditure 100 - GENERAL TOTAL USES $ $ 565,506 565,506 $ $ 628,078 628,078 $ $ 558,904 558,904 $ $ 570,509 570,509 $ $ Activity Narrative: Historical comparison is not available as activity measures are new in FY 2014. Payroll and Records Management Program 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. Percent of paychecks accurately processed. FY 2012 ACTUAL 90.3% 99.6% FY 2013 FY 2013 REVISED FORECAST 100.0% 91.1% 100.0% Activities that comprise this program include:  Payroll 99.7%  590 FY 2014 ADOPTED 97.0% 100.0% Records Management REV VS ADOPTED VAR % -3.0% -3.0% 0.0% 0.0% Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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: Administrative mandate. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of paychecks accurately processed. Number of paychecks issued. The number of bus cards processed. Number of paychecks required. Expenditure per paychecks issued. FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 99.6% 100.0% 99.7% 100.0% 0.0% 0.0% 312,000 352,000 336,265 356,528 4,528 1.3% N/A N/A N/A 1,300 N/A N/A 312,000 352,000 336,265 356,528 4,528 1.3% $ 1.80 $ 1.93 $ 1.87 $ 1.76 $ 0.18 9.2% 100 - GENERAL TOTAL SOURCES $ $ 49,990 49,990 $ $ 51,200 51,200 $ $ 35,108 35,108 $ $ 35,000 35,000 $ $ (16,200) (16,200) 100 - GENERAL TOTAL USES $ $ 561,547 561,547 $ $ 680,804 680,804 $ $ 628,995 628,995 $ $ 626,418 626,418 $ $ 54,386 54,386 -31.6% -31.6% Expenditure 8.0% 8.0% Activity Narrative: In FY 2014, the Department expects a decrease in revenue due to a reduction in garnishments when compared to FY 2013 Forecast. Expenditures are expected to decrease due to moving 1.0 FTE from this activity to the Records Management activity. Base Adjustments: General Fund (100)  Decrease revenue by $16,200 based on FY 2013 Forecast. Records Management Activity The purpose of the Records Management Activity is to provide centralized repository of employee data and personnel actions to County management, departments, and employees, so they can access accurate employment data. Mandates: Administrative mandate. Measure Type Result Output Output Output Demand Efficiency Measure Description Percent of records accurately maintained. Number of records maintained. The number of job related transactions. The number of records maintained and job related transactions. Number of maintained records required. Expenditure per records maintained and job related transactions. FY 2012 ACTUAL 90.3% 48,612 N/A N/A FY 2013 FY 2013 REVISED FORECAST 100.0% 91.1% 52,000 52,490 N/A N/A N/A N/A 12,153 N/A 13,000 N/A FY 2014 ADOPTED 97.0% 53,072 5,616 18,884 13,123 N/A $ 13,268 20.22 REV VS ADOPTED VAR % (3.0%) -3.0% 1,072 2.1% N/A N/A N/A N/A 268 N/A 2.1% N/A Revenue 100 - GENERAL TOTAL SOURCES $ $ 10,812 10,812 $ $ 11,500 11,500 $ $ 20,023 20,023 $ $ 11,000 11,000 $ $ (500) (500) -4.3% -4.3% 100 - GENERAL TOTAL USES $ $ 379,480 379,480 $ $ 349,644 349,644 $ $ 316,181 316,181 $ $ 381,896 381,896 $ $ (32,252) (32,252) -9.2% -9.2% Expenditure Activity Narrative: In FY 2014, expenditures are expected to increase due to moving 1.0 FTE from the Payroll activity to this activity in order to meet the increase in the number of records maintained. 591 Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2014 Adopted Budget Base Adjustments: General Fund (100)  Decrease revenue by $500 based on historical actual levels. Employment 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 employee's voluntarily terminating employment with Maricopa County because of pay. Percent of surveyed employee's indicating that compensation policies, processes, and philosophies are applied consistently given budget parameters, market data, and internal equity issues. FY 2012 ACTUAL 36.0% FY 2013 FY 2013 REVISED FORECAST 32.1% 32.1% N/A N/A FY 2014 ADOPTED 36.0% N/A REV VS ADOPTED VAR % 3.9% 12.2% 36.0% N/A N/A Activities that comprise this program include:  Employment Services Employment Compensation Activity 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. Mandates: Administrative mandate. Measure Type Result Result Output Output Output Demand Efficiency Measure Description Percent of surveyed employee's voluntarily terminating employment with Maricopa County because of pay. Percent of surveyed employee's indicating that compensation policies, processes, and philosophies are applied consistently given budget parameters, market data, and internal equity issues. Number of Market Ranges Reviewed. The number of individual salary recommendations (PIRs) prepared. The number of market ranges and placements in range reviewed. The number of market ranges and placements in range to be reviewed. Expenditure per market ranges and placements in range reviewed. FY 2012 ACTUAL 36.0% FY 2013 FY 2013 REVISED FORECAST 32.1% 32.1% REV VS ADOPTED VAR % 3.9% 12.2% FY 2014 ADOPTED 36.0% N/A N/A N/A 36.0% N/A N/A 145 N/A 50 N/A 50 N/A 50 2,000 N/A 0.0% N/A N/A N/A N/A 2,050 N/A N/A N/A N/A N/A 2,050 N/A N/A N/A N/A N/A $ 238.39 N/A N/A (77,479) (77,479) -18.8% -18.8% Expenditure 100 - GENERAL TOTAL USES $ $ 416,260 416,260 $ $ 592 411,225 411,225 $ $ 394,246 394,246 $ $ 488,704 488,704 $ $ Department Strategic Plans and Budgets Human Resources Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: Historical comparison is not available as activity measures are new in FY 2014. The Department will begin to review employee compensation as it continues to be an issue for the County. Expenditures are increasing in FY 2014 due to an additional 2.0 FTE positions that were added in FY 2013 but were only forecasted for part of the year. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 6,612,353 $ 297,841 FY 2013 Revised Budget $ 6,612,353 $ 297,841 $ (3,230,486) $ (7,544) 89,488 (69,327) (3,689,882) 446,779 (235,141) (235,141) - $ 3,381,867 $ 62,700 $ 9,423 $ 9,423 (54,922) $ (46,702) Adjustments: Restatements Human Resources to ACM County Manager to Human Resources Human Resources to DCM Human Resources to Protective Services Compensation from OMB to Human Resources Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reduce Other Services to historical actual levels Net change in supplies and services Personnel Savings Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ (25,402) (21,300) (8,220) (34,850) $ (34,850) - $ 3,301,518 $ -2.4% 46,000 -26.6% $ (24,232) $ (24,232) - $ 3,277,286 $ -3.1% 46,000 -26.6% $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges (16,700) (16,700) Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 593 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Analysis by Jacqueline M. Edwards, Senior 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 2012, 85% of the Department’s customers acknowledged the services received helped them move toward self-sufficiency. This goal will be revised during the FY 2015 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 This goal will be revised during the FY 2015 Strategic Business Plan update process. Citizen Satisfaction By January, 2014, 92% of customers will be satisfied as measured by the Customer Satisfaction Survey. Status: In FY 2012, 95% of the Department’s customers indicated satisfaction with the service(s) received. This goal will be revised during the FY 2015 Strategic Business Plan update process. 594 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % CDBG - CDBG ADMIN AND PROJECTS 17CD - COMMUNITY DEV BLOCK GRANT $ $ 1,526,443 $ 1,526,443 $ 4,791,743 $ 4,791,743 $ 4,791,743 $ 4,791,743 $ 4,080,151 $ 4,080,151 $ 4,307,881 $ 4,307,881 $ HMAD - HOME ADMIN AND PROJECTS 17HM - HOME $ $ 3,630,136 $ 3,630,136 $ 4,716,730 $ 4,716,730 $ 4,716,730 $ 4,716,730 $ 4,102,077 $ 4,102,077 $ 11,487,285 $ 11,487,285 $ 6,770,555 6,770,555 143.5% 143.5% COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE WTHR - WEATHERIZATION 22CS - COMMUNITY SERVICES $ $ 1,735,690 $ 4,566,874 6,809,930 13,112,494 $ 844,060 $ 1,788,376 1,225,361 3,857,797 $ 1,984,496 $ 2,728,353 2,269,798 6,982,647 $ 1,984,496 $ 2,728,353 2,269,798 6,982,647 $ 1,125,443 $ 1,946,977 1,588,239 4,660,659 $ (859,053) (781,376) (681,559) (2,321,988) -43.3% -28.6% -30.0% -33.3% CDEV - CHILD DEVELOPMENT AND EDUC 22ED - CHILD DEVELOPMENT EDUCATION $ $ 21,265,312 $ 21,265,312 $ 19,647,058 $ 19,647,058 $ 20,881,911 $ 20,881,911 $ 20,941,135 $ 20,941,135 $ 20,751,209 $ 20,751,209 $ (130,702) (130,702) -0.6% -0.6% NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 1,855,865 $ 1,855,865 $ 5,232,753 $ 5,232,753 $ 5,232,753 $ 5,232,753 $ 4,083,653 $ 4,083,653 $ 4,102,725 $ 4,102,725 $ (1,130,028) (1,130,028) -21.6% -21.6% SNTT - SPECIAL NEEDS TRANSP TRIPS 22TS - SPECIAL TRANSPORTATION SERVICE $ $ 192,774 $ 192,774 $ - $ - $ - $ - $ - $ - $ - $ - $ SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ $ 12,603,338 $ 3,153,168 15,756,506 $ 8,884,582 $ 2,864,757 11,749,339 $ 13,234,395 $ 4,144,257 17,378,652 $ 13,234,395 $ 4,085,033 17,319,428 $ 9,248,437 $ 3,024,083 12,272,520 $ (3,985,958) (1,120,174) (5,106,132) -30.1% -27.0% -29.4% SAIL - SR ADULT INDEPENDENT LIVING 39SA - SR ADULT INDEPENDENT LIVING $ $ 1,258,944 $ 1,258,944 $ 1,042,994 $ 1,042,994 $ 1,042,994 $ 1,042,994 $ 1,102,647 $ 1,102,647 $ 941,411 $ 941,411 $ (101,583) (101,583) -9.7% -9.7% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 2,154,306 $ 2,154,306 $ 3,139,324 $ 3,139,324 $ 3,151,011 $ 3,151,011 $ 3,091,358 $ 3,091,358 $ 3,270,869 $ 3,270,869 $ 119,858 119,858 3.8% 3.8% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ (1,153,498) $ (1,153,498) $ - $ - $ - $ - $ 613 $ 613 $ - $ - $ - N/A N/A EHSN - EMERGENCY SHELTER NIGHTS HOME - HOMELESS ASSISTANCE $ $ 334,111 $ 334,111 $ 81,000 $ 81,000 $ 81,000 $ 81,000 $ 81,000 $ 81,000 $ 152,140 $ 152,140 $ 71,140 71,140 87.8% 87.8% TOTAL PROGRAMS $ 59,933,393 $ 54,258,738 $ 64,259,441 $ 61,784,709 $ 61,946,699 $ 595 (483,862) (483,862) - (2,312,742) -10.1% -10.1% N/A N/A -3.6% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % CDBG - CDBG ADMIN AND PROJECTS 17CD - COMMUNITY DEV BLOCK GRANT $ $ 1,295,561 $ 1,295,561 $ 4,791,743 $ 4,791,743 $ 4,812,616 $ 4,812,616 $ 4,077,088 $ 4,077,088 $ 4,307,881 $ 4,307,881 $ HMAD - HOME ADMIN AND PROJECTS 17HM - HOME $ $ 4,171,736 $ 4,171,736 $ 4,716,730 $ 4,716,730 $ 4,700,807 $ 4,700,807 $ 4,102,077 $ 4,102,077 $ 11,487,285 $ 11,487,285 $ CJSA - JUSTICE INVOLVED ADLT CASE MGT CJSJ - JUSTICEINVOLVED YOUT CASE MGT 22CJ - HUMAN SERVICES INTEGR CASE MGT $ 422,647 $ 419,919 842,566 $ 670,649 $ 657,710 1,328,359 $ 670,649 $ 657,710 1,328,359 $ 501,209 $ 451,382 952,591 $ 96,886 $ 95,349 192,235 $ 573,763 562,361 1,136,124 85.6% 85.5% 85.5% COAA - COMMUNITY ACTION AGENCY FAST - FINANCIAL ASSISTANCE WTHR - WEATHERIZATION 22CS - COMMUNITY SERVICES $ $ 1,798,627 $ 4,397,984 6,475,365 12,671,976 $ 1,256,228 $ 1,788,376 1,225,361 4,269,965 $ 2,396,664 $ 2,728,353 2,262,975 7,387,992 $ 2,390,317 $ 2,728,353 2,269,798 7,388,468 $ 1,437,611 $ 1,946,977 1,588,239 4,972,827 $ 959,053 781,376 674,736 2,415,165 40.0% 28.6% 29.8% 32.7% CDEV - CHILD DEVELOPMENT AND EDUC 22ED - CHILD DEVELOPMENT EDUCATION $ $ 21,332,995 $ 21,332,995 $ 19,647,058 $ 19,647,058 $ 20,741,804 $ 20,741,804 $ 20,941,135 $ 20,941,135 $ 20,751,209 $ 20,751,209 $ NBHD - NEIGHBORHOOD STABILIZATION 22NS - NEIGHBORHOOD STABILIZATION $ $ 402,341 $ 402,341 $ 5,232,753 $ 5,232,753 $ 5,227,803 $ 5,227,803 $ 4,083,653 $ 4,083,653 $ 4,102,725 $ 4,102,725 $ 1,125,078 1,125,078 21.5% 21.5% SNTT - SPECIAL NEEDS TRANSP TRIPS 22TS - SPECIAL TRANSPORTATION SERVICE $ $ 797,668 $ 797,668 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A SEEK - JOB SEEKER SERVICES YOUT - YOUTH SERVICES 22WD - WORKFORCE DEVELOPMENT $ $ 11,670,699 $ 2,660,241 14,330,940 $ 8,884,582 $ 2,864,757 11,749,339 $ 13,316,490 $ 4,202,881 17,519,371 $ 13,234,395 $ 4,085,033 17,319,428 $ 9,248,437 $ 3,024,083 12,272,520 $ 4,068,053 1,178,798 5,246,851 30.5% 28.0% 29.9% SAIL - SR ADULT INDEPENDENT LIVING 39SA - SR ADULT INDEPENDENT LIVING $ $ 2,212,748 $ 2,212,748 $ 2,241,738 $ 2,241,738 $ 2,248,562 $ 2,248,562 $ 2,197,718 $ 2,197,718 $ 2,140,155 $ 2,140,155 $ 108,407 108,407 4.8% 4.8% FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ 45,842 $ 16,224 3,256,681 5,349 3,324,096 $ - $ 3,139,324 3,139,324 $ 82,818 $ 3,928 3,183,788 3,270,534 $ - $ 3,091,358 3,091,358 $ - $ 3,270,869 3,270,869 $ 82,818 3,928 (87,081) (335) 100.0% 100.0% -2.7% N/A 0.0% 112,579 $ (76,380) (722,981) (686,782) $ - $ - $ (187,345) $ 89,769 (97,576) $ 3,676 $ 3,676 $ - $ - $ (187,345) 89,769 (97,576) 100.0% N/A 100.0% 100.0% 6,310 $ 4,463 15,504 26,277 $ - $ - $ - $ (3,578) (18,982) (22,560) $ - $ - $ 190,000 $ 190,000 $ (190,000) (3,578) (18,982) (212,560) N/A 100.0% 100.0% 942.2% $ 885,822 $ 200,454 1,086,276 $ 471,000 $ 360,000 831,000 $ 471,000 $ 360,000 831,000 $ 471,000 $ 360,000 831,000 $ 542,140 $ 360,000 902,140 $ (71,140) (71,140) -15.1% 0.0% -8.6% TOTAL PROGRAMS $ 61,808,398 $ 57,948,009 $ 67,948,712 $ 64,988,192 $ 64,589,846 $ $ $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ EHSN - EMERGENCY SHELTER NIGHTS HLDS - HOMELESS LOW DEMAND SHELTER HOME - HOMELESS ASSISTANCE $ $ $ 596 504,735 504,735 (6,786,478) (6,786,478) (9,405) (9,405) 3,358,866 10.5% 10.5% -144.4% -144.4% 0.0% 0.0% 4.9% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category FY 2012 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ 59,680,142 59,680,142 FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ $ 54,258,738 54,258,738 $ $ 64,259,441 64,259,441 $ $ 61,784,096 61,784,096 $ $ 61,946,699 61,946,699 $ $ (2,312,742) (2,312,742) -3.6% -3.6% (1) $ 1,125 1,124 $ - $ $ $ - $ $ 613 613 $ $ - - N/A N/A N/A $ ALL REVENUES $ 59,681,266 $ 54,258,738 $ 64,259,441 $ 61,784,709 $ 61,946,699 $ (2,312,742) -3.6% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 252,127 252,127 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A 59,933,393 $ 54,258,738 $ 64,259,441 $ 61,784,709 $ 61,946,699 $ (2,312,742) -3.6% 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 $ 12,735,042 $ 6,770 139,139 5,468,321 16,221 (4,857,524) 4,874,805 18,382,774 $ 13,581,143 $ 24,752 30,890 6,057,277 120,000 (4,307,857) 4,311,085 19,817,290 $ 13,627,267 $ (2,456) 30,890 6,113,817 120,000 (4,494,414) 5,995,941 21,391,045 $ 13,922,048 $ 22,251 41,776 6,210,948 339,020 (4,954,009) 6,259,700 21,841,734 $ 13,721,975 $ 5,148 6,017,515 9,162 (4,666,043) 4,500,377 19,588,134 $ 1,333,089 $ 40,087 20,269 694,842 (545,396) 545,864 2,088,755 $ 805,244 $ 15,000 22,280 188,087 (297,026) 306,914 1,040,499 $ 975,459 $ 30,000 43,565 424,018 (297,026) 179,268 1,355,284 $ 1,009,219 $ 38,879 19,481 292,625 (273,852) 233,253 1,319,605 $ 694,795 $ 20,000 23,110 255,335 (92,436) 93,369 994,173 $ 280,664 10,000 20,455 168,683 (204,590) 85,899 361,111 28.8% 33.3% 47.0% 39.8% -68.9% 47.9% 26.6% 24,861 $ 46,313 29,481,009 1,475,189 178,447 7,583,244 1,593,041 313,634 112,483 15,397 157,340 126,590 (1,865,766) 1,865,765 41,107,547 $ 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 $ 12,000 $ 134,990 27,278,675 1,742,789 299,693 13,719,460 1,885,889 201,656 178,608 84,745 304,320 165,500 (2,872,963) 2,042,021 45,177,383 $ 19,042 $ 43,454 26,624,622 1,732,479 300,466 11,523,877 1,733,194 247,297 180,145 8,662 214,465 110,592 (2,450,879) 1,526,937 41,814,353 $ 10,000 $ 55,000 19,878,557 1,612,315 142,500 19,111,845 2,021,566 178,696 253,076 15,292 208,221 143,000 (3,693,869) 3,874,840 43,811,039 $ 2,000 79,990 7,400,118 130,474 157,193 (5,392,385) (135,677) 22,960 (74,468) 69,453 96,099 22,500 820,906 (1,832,819) 1,366,344 16.7% 59.3% 27.1% 7.5% 52.5% -39.3% -7.2% 11.4% -41.7% 82.0% 31.6% 13.6% 28.6% -89.8% 3.0% $ 72,598 $ 92,835 63,889 (10,118) 10,118 229,322 $ - $ 25,000 25,000 $ - $ 25,000 25,000 $ - $ 12,500 12,500 $ 196,500 $ 196,500 $ ALL EXPENDITURES $ 61,808,398 $ 57,948,009 $ 67,948,712 $ 64,988,192 $ 64,589,846 $ 3,358,866 4.9% TOTAL USES $ 61,808,398 $ 57,948,009 $ 67,948,712 $ 64,988,192 $ 64,589,846 $ 3,358,866 4.9% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ $ $ 597 (94,708) -0.7% (2,456) -100.0% 25,742 83.3% 96,302 1.6% 110,838 92.4% 171,629 3.8% 1,495,564 24.9% 1,802,911 8.4% (196,500) N/A 25,000 100.0% N/A N/A N/A (171,500) -686.0% Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL SOURCES $ 5,541,992 $ 252,127 5,794,119 $ 14,741,226 $ 14,741,226 $ 14,741,226 $ 14,741,226 $ 12,266,494 $ 12,266,494 $ 19,897,891 $ 19,897,891 $ 5,156,665 5,156,665 35.0% N/A 35.0% $ FUND TOTAL SOURCES $ 54,139,274 $ 54,139,274 $ 39,517,512 $ 39,517,512 $ 49,518,215 $ 49,518,215 $ 49,518,215 $ 49,518,215 $ 42,048,808 $ 42,048,808 $ (7,469,407) (7,469,407) -15.1% -15.1% 59,681,266 $ 54,258,738 $ 64,259,441 $ 61,784,709 $ 61,946,699 $ DEPARTMENT OPERATING TOTAL SOURCES $ 252,127 $ - $ - $ - $ - $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ 59,933,393 $ 54,258,738 $ 64,259,441 $ 61,784,709 $ 61,946,699 $ DEPARTMENT TOTAL SOURCES $ 100 GENERAL OPERATING $ 2,120,372 $ 2,260,912 $ 2,260,912 $ 2,150,892 $ 2,260,912 NON-RECURRING 100,000 100,000 100,000 2,120,372 $ 2,360,912 $ 2,360,912 $ 2,250,892 $ 2,260,912 FUND TOTAL USES $ 217 CDBG HOUSING TRUST OPERATING $ 5,895,592 $ 14,741,226 $ 14,741,226 $ 12,266,494 $ 19,897,891 5,895,592 $ 14,741,226 $ 14,741,226 $ 12,266,494 $ 19,897,891 FUND TOTAL USES $ 222 HUMAN SERVICES GRANTS OPERATING $ 52,949,868 $ 39,517,512 $ 49,518,215 $ 49,518,215 $ 42,048,808 NON-RECURRING 190,000 52,949,868 $ 39,517,512 $ 49,518,215 $ 49,518,215 $ 42,238,808 FUND TOTAL USES $ 255 DETENTION OPERATIONS NON-RECURRING $ 842,566 $ 1,328,359 $ 1,328,359 $ 952,591 $ 192,235 842,566 $ 1,328,359 $ 1,328,359 $ 952,591 $ 192,235 FUND TOTAL USES $ (2,312,742) (2,312,742) -3.6% N/A -3.6% 100,000 100,000 0.0% 100.0% 4.2% 222 HUMAN SERVICES GRANTS OPERATING $ FY 2013 ADOPTED DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 60,965,832 $ 842,566 $ 61,808,398 $ 56,519,650 $ 1,428,359 $ 57,948,009 $ 598 66,520,353 $ 1,428,359 $ 67,948,712 $ 63,935,601 $ 1,052,591 $ 64,988,192 $ $ $ $ $ (5,156,665) (5,156,665) -35.0% -35.0% $ $ 7,469,407 (190,000) 7,279,407 15.1% N/A 14.7% $ $ 1,136,124 1,136,124 85.5% 85.5% 64,207,611 $ 382,235 $ 64,589,846 $ 2,312,742 1,046,124 3,358,866 3.5% 73.2% 4.9% Maricopa County Annual Business Strategies FY 2014 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 SERVICES COMMUNITY ACTION AGENCY FINANCIAL ASSISTANCE WEATHERIZATION PROGRAM TOTAL HOME HOME ADMIN AND PROJECTS PROGRAM TOTAL HUMAN SERVICES INTEGR CASE MGT JUSTICE INVOLVED ADLT CASE MGT JUSTICEINVOLVED YOUT CASE MGT 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 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 4.00 5.00 2.00 1.00 12.00 4.00 5.00 2.00 1.00 12.00 4.00 7.00 3.00 1.00 15.00 6.00 7.00 3.00 1.00 17.00 6.00 6.50 2.50 15.00 2.00 (.50) (.50) (1.00) - 50.0% (7.1%) (16.7%) (100.0%) 0.0% 227.00 227.00 226.50 226.50 224.50 224.50 224.50 224.50 224.50 224.50 - 0.0% 0.0% 2.83 2.83 3.23 3.23 4.65 4.65 3.48 3.48 2.00 2.00 (2.65) (2.65) (57.0%) (57.0%) 9.00 7.00 16.00 8.50 3.00 11.50 7.19 2.30 2.00 11.49 7.19 2.30 3.00 12.49 6.70 2.30 3.00 12.00 (.49) 1.00 .51 (6.8%) 0.0% 50.0% 4.4% 2.83 2.83 2.23 2.23 1.65 1.65 4.48 4.48 3.00 3.00 1.35 1.35 81.8% 81.8% 2.50 3.50 6.00 4.00 4.00 8.00 4.00 4.00 8.00 4.00 4.00 8.00 - (4.00) (4.00) (8.00) (100.0%) (100.0%) (100.0%) 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 1.18 1.38 4.44 7.00 - 0.0% 0.0% 0.0% 0.0% 2.34 2.34 .54 .54 .20 .20 .54 .54 - (.20) (.20) (100.0%) (100.0%) 31.00 31.00 30.00 30.00 31.00 31.00 30.00 30.00 30.00 30.00 (1.00) (1.00) (3.2%) (3.2%) 73.70 3.30 77.00 384.00 75.27 3.73 79.00 380.00 73.88 5.12 79.00 382.49 74.38 4.62 79.00 386.49 63.58 7.42 71.00 364.50 (10.30) 2.30 (8.00) (17.99) (13.9%) 44.9% (10.1%) (4.7%) 599 Maricopa County Annual Business Strategies FY 2014 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 Finance Manager - Large Finance Support Supervisor Finance/Business Analyst Financial Supervisor - Dept General Laborer Grant/Contract Admin Supervisor 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 Social Worker Social Worker Supervisor Special Projects Manager Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Support Mgr Trainer Workforce Development Coordinator Workforce Development Manager Workforce Development Spec Workforce Development Specialist Supervisor Workforce Development Supervisor Workforce Development Trainer Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 8.00 6.00 6.00 6.00 5.00 (1.00) (16.7%) 3.00 3.50 4.50 4.50 4.00 (.50) (11.1%) 13.00 14.00 12.00 12.00 12.00 0.0% 3.00 3.00 1.00 1.00 1.00 0.0% 2.00 2.00 N/A 19.00 16.00 12.00 12.00 12.00 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% 3.00 2.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 N/A 4.00 4.00 4.00 (4.00) (100.0%) .49 .49 (.49) (100.0%) 1.00 N/A 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% 42.00 46.50 41.00 42.00 41.00 0.0% 39.00 39.00 41.00 41.00 41.00 0.0% 38.00 35.00 44.50 38.50 39.50 (5.00) (11.2%) 36.00 40.00 34.00 39.00 39.00 5.00 14.7% 2.00 2.00 1.00 2.00 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 0.0% 1.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 8.00 7.00 7.00 7.00 4.00 (3.00) (42.9%) 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 N/A 3.00 3.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 2.00 2.00 1.00 (1.00) (50.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 17.00 13.00 12.00 13.00 11.00 (1.00) (8.3%) 37.00 34.00 39.00 39.00 38.00 (1.00) (2.6%) 2.00 2.00 2.00 2.00 1.00 (1.00) (50.0%) 7.00 6.00 3.00 3.00 2.00 (1.00) (33.3%) 3.00 3.00 3.00 3.00 3.00 0.0% 14.00 13.00 7.00 7.00 7.00 0.0% 32.00 28.00 28.00 28.00 28.00 0.0% 1.00 3.00 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% 5.00 5.00 N/A 5.00 5.00 5.00 0.0% 4.00 4.00 4.00 0.0% 24.00 26.00 26.00 26.00 23.00 (3.00) (11.5%) 2.00 2.00 2.00 0.0% 384.00 380.00 600 3.00 7.00 382.49 3.00 7.00 386.49 2.00 7.00 364.50 (1.00) (17.99) (33.3%) 0.0% (4.7% ) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Human Services Staffing by Fund DEPARTMENT/FUND 217 CDBG HOUSING TRUST 222 HUMAN SERVICES GRANTS 255 DETENTION OPERATIONS Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 8.00 6.00 6.50 8.50 5.00 (1.50) (23.1%) 370.00 366.00 367.99 369.99 359.50 (8.49) (2.3%) 7.00 8.00 8.00 8.00 (8.00) (100.0%) 385.00 380.00 382.49 386.49 364.50 (17.99) (4.7% ) Significant Variance Analysis The staffing is reduced by 17.99 Staff Full Time Equivalents (FTEs) in anticipation of a reduction in funding for FY 2014. Depending on the actual grant awards received by the Department in FY 2014, further staffing reductions may be necessary. General Adjustments: Base Adjustments: CDBG Housing Trust Fund (217)  Increase Regular Benefits by $1,155 for the impact of changes in retirement contribution rates.  Increase revenues by $5,156,665 and expenditures by $5,155,510 to reflect anticipated grant awards for FY 2014.  Human Services Grant Fund (222) Operating  Increase Regular Benefits by $55,853 for the impact of changes in retirement contribution rates.  Increase Other Services by $20,340 to maintain structural balance.  Increase Other Benefits and Internal Service Charges by $20,340 for the impact of the changes in Risk Management charges.  Decrease revenues by $7,469,407 and expenditures by $7,525,260 to reflect anticipated grant awards for FY 2014. Human Services Grant Fund (222) Non Recurring Non Project  Increase Capital Equipment by $190,000 for the replacement of six (6) computer servers and one (1) storage device. Detention Fund (255) Non Recurring Non Project  Carry forward of $192,235 in one-time funding for the Community Justice Support Services Pilot Program. 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. 601 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Percent of eligible Community Development Block Grant (CDBG) funded projects Percentage of low-moderate income residents benefitting from completed projects FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 75.0% 75.0% N/A 5.6% FY 2014 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 Revenue Measure Description Percent of eligible Community Development Block Grant (CDBG) funded projects completed Percentage of low-moderate income residents benefitting from completed projects Number of eligible projects completed with CDBG funds Number of eligible projects funded with CDBG funds Cost per project completed with CDBG funds FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 75.0% 75.0% N/A 5.6% 5.6% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 75.0% 5.6% 0.0% 0.0% - 8 8 8 - 0.0% 6 8 8 8 - 0.0% N/A $ 601,577.00 $ 509,636.00 $ 538,485.13 $ 63,091.88 10.5% 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 1,526,443 $ 1,526,443 $ 4,791,743 $ 4,791,743 $ 4,080,151 $ 4,080,151 $ 4,307,881 $ 4,307,881 $ $ (483,862) (483,862) -10.1% -10.1% 217 - CDBG HOUSING TRUST TOTAL USES $ 1,295,561 $ 1,295,561 $ 4,812,616 $ 4,812,616 $ 4,077,088 $ 4,077,088 $ 4,307,881 $ 4,307,881 $ $ 504,735 504,735 10.5% 10.5% Expenditure 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. 602 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Percent of eligible HOME Investment Partnership Program funded projects Percent of low-moderate income residents benefitting from completed projects FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 70.0% 70.0% 100.0% 50.0% FY 2014 ADOPTED 70.0% 50.0% REV VS ADOPTED VAR % 0.0% 0.0% 50.0% 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 Revenue Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of eligible HOME Investment 100.0% 70.0% 70.0% 70.0% 0.0% 0.0% Partnership Program funded projects completed Percent of low-moderate income residents 100.0% 50.0% 50.0% 50.0% 0.0% 0.0% benefitting from completed projects Number of eligible projects completed with 79 10 10 10 0.0% HOME funds Number of eligible projects funded with HOME 123 10 10 10 0.0% funds Cost per project completed with HOME funds $ 52,806.78 $ 470,080.70 $ 410,207.70 $ 1,148,728.50 $(678,647.80) -144.4% 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 3,630,136 $ 3,630,136 $ 4,716,730 $ 4,716,730 $ 4,102,077 $ 4,102,077 $ $ 11,487,285 11,487,285 $ $ 6,770,555 6,770,555 217 - CDBG HOUSING TRUST TOTAL USES $ 4,171,736 $ 4,171,736 $ 4,700,807 $ 4,700,807 $ 4,102,077 $ 4,102,077 $ $ 11,487,285 11,487,285 $ (6,786,478) $ (6,786,478) 143.5% 143.5% Expenditure -144.4% -144.4% Activity Narrative: A reduction in new funding the U.S. Department of Housing and Urban Development is expected in FY 2014. However, the dramatic increase in revenue and expenditures in FY 2014 is due to carryover from prior years. The number of eligible projects is not increasing as the carryover funding is obligated to projects that have not been completed during prior fiscal years. Human Services Integrated Case Management Program The purpose of the Human Services Integrated Case Management Program is to provide specialized, integrated case management and community support services to individuals and families so they can achieve self-sufficiency. 603 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 CJSS Adult participants who show an increase of self sufficiency 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 Percent of CJSS Juvenile participants who show an increase of self-sufficiency FY 2012 ACTUAL 9.8% FY 2013 FY 2013 REVISED FORECAST 83.3% 76.7% FY 2014 ADOPTED 68.2% REV VS ADOPTED VAR % -15.2% -18.2% 0.0% 73.3% 66.7% 59.1% -14.2% -19.4% N/A N/A N/A 53.3% N/A N/A 0.0% 83.3% 83.3% 50.0% -33.3% -40.0% N/A 86.7% 86.7% 50.0% -36.7% -42.3% N/A N/A N/A 50.0% N/A N/A Activities that comprise this program include:  Justice-Involved Adult Case Management  Justice-Involved Juvenile Case Management Justice-Involved Adult Case Management Activity The purpose of the Justice-Involved Adult Case Management Activity is to provide integrated community support services to justice-involved adults and their families so they can reduce barriers to successful community integration and increased sustained self-sufficiency. Mandates: Not mandated. Measure Type Result Result Result Output Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % 9.8% 83.3% 73.3% 68.2% (15.2%) -18.2% Percent of eligible adult probationers who successfully reintegrate into the community as evidenced by reduced rates of recidivism over a six month period. 0.0% 73.3% 73.3% 59.1% (14.2%) -19.4% 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 CJSS Adult participants who show N/A N/A N/A 53.3% N/A N/A an increase of self sufficiency Number of individuals (enrolled adult 118 150 150 38 (112) -74.7% probationer plus family members) served Number of eligible adult probationers from the 16 30 22 6 (24) -80.0% geographic targeted area enrolled in the Community Justice Service Adult Activity Number of eligible adult probationers from the 197 130 130 130 0.0% geographic targeted area Cost per case (enrolled adult probationer plus $ 3,581.75 $ 4,470.99 $ 3,341.39 $ 645.91 $ 3,825.09 85.6% family members) served Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ 422,647 422,647 $ $ 604 670,649 670,649 $ $ 501,209 501,209 $ $ 96,886 96,886 $ $ 573,763 573,763 85.6% 85.6% Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: In FY 2012 one-time Detention funds were allocated for this pilot program. The remaining funds for this pilot are expected to be fully expended in the first quarter of FY 2014 at which time the program will conclude. Justice-Involved Juvenile Case Management Activity The purpose of the Justice-Involved Juvenile Case Management Activity is to provide integrated community support services to justice-involved youth and their families so they can reduce barriers to successful community integration and increased, sustained self-sufficiency. Mandates: Not mandated. Measure Type Result Result Result Output Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of eligible juvenile probationers who 0.0% 83.3% 125.0% 50.0% (33.3%) -40.0% successfully reintegrate into the community as evidenced by reduced rates of recidivism after 12 months of program participation Percent of eligible juveniles who successfully N/A 86.7% 100.0% 50.0% (36.7%) -42.3% reintegrate into the community as evidenced by reduced rates of recidivism over a sixmonth period Percent of CJSS Juvenile participants who N/A N/A N/A 50.0% N/A N/A show an increase of self-sufficiency Number of individuals (enrolled juvenile 149 180 123 40 (140) -77.8% probationer plus family members) served Number of eligible juveniles from the 28 30 10 3 (27) -90.0% geographic targeted area enrolled in the Community Justice Service Juvenile Activity Number of eligible juveniles from the 156 158 158 158 0.0% geographic targeted area Cost per case (eligible juvenile plus family $ 2,818.25 $ 3,653.94 $ 3,669.77 $ 603.47 $ 3,050.47 83.5% members) served Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ $ 419,919 419,919 $ $ 657,710 657,710 $ $ 451,382 451,382 $ $ 95,349 95,349 $ $ 562,361 562,361 85.5% 85.5% Activity Narrative: In FY 2012 one-time Detention funds were allocated for this pilot program. The remaining funds for this pilot are expected to be fully expended in the first quarter of FY 2014 at which the program will conclude. 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. 605 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Percent of respondents to Maricopa County Human Services Department annual customer Percent of respondents to MCHSD annual customer satisfaction survey, Community Action Program subcontractor section, who rate service received as satisfactory or higher Percent 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 8.9% REV VS ADOPTED VAR % -91.1% -91.1% 100.0% 94.9% 94.9% 100.0% 5.1% 5.3% N/A 36.0% 14.3% 14.8% -21.2% -59.0% 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 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of respondents to Maricopa County 129.2% 100.0% 100.0% 8.9% (91.1%) -91.1% Human Services Department annual customer satisfaction survey, Community Action Program (CAP) subcontractor section, who rate service received as satisfactory or higher Number of all contracts managed 72 25 25 21 (4) -16.0% Number of all contracts required 26 25 25 21 (4) -16.0% Cost per contract managed $ 24,980.93 $ 95,866.56 $ 95,612.68 $ 68,457.67 $ 27,408.89 28.6% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,735,690 $ 1,735,690 $ 1,984,496 $ 1,984,496 $ 1,984,496 $ 1,984,496 $ 1,125,443 $ 1,125,443 $ $ (859,053) (859,053) -43.3% -43.3% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ $ $ $ $ 100,000 859,053 959,053 24.3% 43.3% 40.0% Expenditure 304,384 1,494,243 $ 1,798,627 412,168 1,984,496 $ 2,396,664 405,821 1,984,496 $ 2,390,317 312,168 1,125,443 $ 1,437,611 $ Activity Narrative: As a result of a decrease in anticipated grant funding from FY 2013 to FY 2014 the number of managed contracts will decrease by 16%. In FY 2013, a one-time amount of $100,000 in General Funds was provided. The decrease in General Funds in FY 2014 is due to the elimination of this one-time funding. Financial Assistance Activity The purpose of the Financial Assistance Activity is to provide economic assistance to low income individuals and families so they can meet their basic needs. 606 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Mandates: Not mandated. Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Revenue Measure Description Percent of respondents to MCHSD annual customer satisfaction survey, Community Action Program subcontractor section, who rate service received as satisfactory or higher Percent 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 2012 ACTUAL 92.9% FY 2013 FY 2013 REVISED FORECAST 94.9% 94.9% N/A REV VS ADOPTED VAR % 5.1% 5.3% 36.0% 14.3% 14.8% (21.2%) -59.0% 12,262 N/A 2,618 25 4,575 59 7,664 61 5,046 36 192.7% 144.0% 287,220 71,805 71,805 623,801 551,996 768.7% 912 912 846 358.67 $ 1,042.15 N/A $ 303,150.33 $ 512.56 $ 389,764.71 $ 254.04 $ 216,330.78 $ 788.11 $ 86,819.56 N/A $ FY 2014 ADOPTED 100.0% (66) -7.2% 75.6% 28.6% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 4,566,874 $ 4,566,874 $ 2,728,353 $ 2,728,353 $ 2,728,353 $ 2,728,353 $ 1,946,977 $ 1,946,977 $ $ (781,376) (781,376) -28.6% -28.6% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 4,397,984 $ 4,397,984 $ 2,728,353 $ 2,728,353 $ 2,728,353 $ 2,728,353 $ 1,946,977 $ 1,946,977 $ $ 781,376 781,376 28.6% 28.6% Expenditure Activity Narrative: The secondary demand, output, and result measures pertaining to Family Self Sufficiency were new in FY 2013 and thus a baseline was unknown. A baseline has now been established and applied to the FY 2014 measures, which has resulted in a significant change from FY 2013 to FY 2014. The drastic increase in the demand of the number of households eligible to request service based on U.S. Census Bureau statistics of persons at or below the poverty level is due to an incorrect calculation of this demand. 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. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of homes that meet energy-efficient standards after being weatherized Number of homes that receive weatherization service Number of homes referred for weatherization services via application Expenditure per home weatherized FY 2012 ACTUAL 100.0% $ FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 770 147 163 354 207 140.8% 590 500 359 705 205 41.0% 8,409.56 $ 15,394.39 $ 13,925.14 $ 4,486.55 $ 10,907.84 70.9% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 6,809,930 $ 6,809,930 $ 2,269,798 $ 2,269,798 $ 2,269,798 $ 2,269,798 $ 1,588,239 $ 1,588,239 $ $ (681,559) (681,559) -30.0% -30.0% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 6,475,365 $ 6,475,365 $ 2,262,975 $ 2,262,975 $ 2,269,798 $ 2,269,798 $ 1,588,239 $ 1,588,239 $ $ 674,736 674,736 29.8% 29.8% Expenditure 607 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The increase in output, demand, and efficiency in FY 2014 is due to a change in measure calculations, so a comparison to prior years is not valid. 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 program's assessment system at the end of the school year FY 2012 ACTUAL 95.5% FY 2013 FY 2013 REVISED FORECAST 85.7% 85.7% FY 2014 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. 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 2012 ACTUAL 95.5% FY 2013 FY 2013 REVISED FORECAST 85.7% 85.7% FY 2014 ADOPTED 85.7% REV VS ADOPTED VAR % 0.0% 0.0% 398 1,680 1,680 1,680 - 0.0% 2,713 3,095 3,095 3,095 - 0.0% 4,857 5,036 5,036 5,036 - 0.0% $ 53,600.49 $ 12,346.31 $ 12,464.96 $ 12,351.91 $ (5.60) -0.0% $ $ $ $ 6,704.75 $ (3.04) -0.0% 7,863.25 6,701.71 6,766.12 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 21,265,312 $ 21,265,312 $ 20,881,911 $ 20,881,911 $ 20,941,135 $ 20,941,135 $ 20,751,209 $ 20,751,209 $ $ (130,702) (130,702) -0.6% -0.6% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 21,332,995 $ 21,332,995 $ 20,741,804 $ 20,741,804 $ 20,941,135 $ 20,941,135 $ 20,751,209 $ 20,751,209 $ $ (9,405) (9,405) -0.0% -0.0% Expenditure Activity Narrative: Although the Department is anticipating only a minimal decrease in Head Start funding in FY 2014, there is potential for a greater reduction in funding as a result of federal sequestration. The effects of sequestration of this activity will not be known until mid-FY 2014. At that time the Department will adjust their budget through the grant reconciliation process if needed. 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 608 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 66.7% 66.7% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 66.7% N/A N/A N/A N/A N/A N/A 100.0% 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. Measure Type Result Result Result Output Output Demand Demand Efficiency Revenue 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 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 REV VS ADOPTED VAR % 0.0% 0.0% FY 2012 ACTUAL N/A FY 2013 REVISED 66.7% FY 2013 FORECAST 66.7% FY 2014 ADOPTED 66.7% N/A N/A N/A N/A N/A N/A 100.0% 50.0% 50.0% 50.0% 0.0% 0.0% - 3 3 3 - 0.0% - - - - - N/A 1 3 3 3 - 0.0% 29 - - - - N/A N/A $ 1,742,601.00 $ 1,361,217.67 $ 1,367,575.00 $ 375,026.00 21.5% 217 - CDBG HOUSING TRUST TOTAL SOURCES $ 1,855,865 $ 1,855,865 $ $ 5,232,753 5,232,753 $ $ 4,083,653 4,083,653 $ $ 4,102,725 4,102,725 $ (1,130,028) $ (1,130,028) -21.6% -21.6% 217 - CDBG HOUSING TRUST TOTAL USES $ $ $ $ 5,227,803 5,227,803 $ $ 4,083,653 4,083,653 $ $ 4,102,725 4,102,725 $ 1,125,078 $ 1,125,078 21.5% 21.5% Expenditure 402,341 402,341 Activity Narrative: The increase in funds results from carryover from prior years. One-time federal grant funding is expected to be fully expended in FY 2014. 609 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 21.4% FY 2013 FY 2013 REVISED FORECAST 53.6% 40.0% 11.1% 48.0% FY 2014 ADOPTED 35.1% 29.1% REV VS ADOPTED VAR % -18.5% -34.6% 27.3% -20.7% -43.2% 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. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of customers who entered employment Number of customers receiving services Number of customers who visit the One Stop Centers Cost per customer served FY 2012 ACTUAL 21.4% FY 2013 FY 2013 REVISED FORECAST 53.6% 40.0% $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 12,603,338 $ 12,603,338 $ 13,234,395 $ 13,234,395 $ 13,234,395 $ 13,234,395 $ 9,248,437 $ 9,248,437 $ (3,985,958) $ (3,985,958) -30.1% -30.1% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 11,670,699 $ 11,670,699 $ 13,316,490 $ 13,316,490 $ 13,234,395 $ 13,234,395 $ 9,248,437 $ 9,248,437 $ 4,068,053 $ 4,068,053 30.5% 30.5% 6,442 161,704 1,811.66 5,600 120,000 $ 2,377.94 FY 2014 ADOPTED 35.1% 6,242 154,513 $ 2,105.04 REV VS ADOPTED VAR % (18.5%) -34.6% 9,700 215,000 $ 953.45 $ 4,100 95,000 73.2% 79.2% 1,424.50 59.9% Expenditure Activity Narrative: Although funding is expected to decrease by nearly $4M in FY 2014, the output and demand measures are showing increases in the seventieth percentile due to a change in the methodology of measuring customers. One Stop Centers’ customers as well as customers from special outreach events will be counted in measures. The Workforce Investment Act, which funds this activity, is currently going through the Congressional reauthorization process. Along with potential effects from federal sequestration, this reauthorization process may affect the grant funds the Department receives from the federal government and consequently affect the number of customers receiving services. If either sequestration or reauthorization negatively affects the Department during FY 2014, a budget adjustment will occur through the grant reconciliation process. 610 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Youth Services Activity The purpose of the Youth Services Activity is to provide case management services to eligible youth age 14-21 so they can become economically self-sufficient. Mandates: Not mandated. Measure Type Result Output Demand Efficiency Revenue FY 2012 ACTUAL 11.1% $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 3,153,168 $ 3,153,168 $ 4,144,257 $ 4,144,257 $ 4,085,033 $ 4,085,033 $ 3,024,083 $ 3,024,083 $ (1,120,174) $ (1,120,174) -27.0% -27.0% 222 - HUMAN SERVICES GRANTS TOTAL USES $ 2,660,241 $ 2,660,241 $ 4,202,881 $ 4,202,881 $ 4,085,033 $ 4,085,033 $ 3,024,083 $ 3,024,083 $ 1,178,798 $ 1,178,798 28.0% 28.0% 1,650 7,778 1,612.27 FY 2013 FY 2013 REVISED FORECAST 48.0% 29.1% REV VS ADOPTED VAR % (20.7%) -43.2% 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 $ 2,000 4,800 2,101.44 $ 2,077 6,789 1,966.79 FY 2014 ADOPTED 27.3% $ 3,300 11,100 916.39 $ 1,300 6,300 1,185.05 65.0% 131.3% 56.4% Expenditure Activity Narrative: The significant changes in output and demand in FY 2014 results from a change in methodology of measuring output and demand. 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 2012 ACTUAL 15.6% FY 2013 FY 2013 REVISED FORECAST 3.6% 2.0% FY 2014 ADOPTED 0.4% REV VS ADOPTED VAR % -3.2% -88.3% 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. 611 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 15.6% $ 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ 1,258,944 $ 1,258,944 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 1,065,988 1,146,760 $ 2,212,748 FY 2013 FY 2013 REVISED FORECAST 3.6% 2.0% 3,342 762 3,100 4,100 165.53 $ 3,100 2,216 725.34 $ REV VS ADOPTED VAR % (3.2%) -88.3% FY 2014 ADOPTED 0.4% 2,790 15,990 (310) 11,890 -10.0% 290.0% 708.94 $ 767.08 $ (41.74) -5.8% $ 1,042,994 $ 1,042,994 $ 1,102,647 $ 1,102,647 $ $ 941,411 941,411 $ $ (101,583) (101,583) -9.7% -9.7% $ 1,198,744 1,049,818 $ 2,248,562 $ 1,095,071 1,102,647 $ 2,197,718 $ 1,198,744 941,411 $ 2,140,155 $ 108,407 108,407 0.0% 10.3% 4.8% Expenditure $ Activity Narrative: The data is inconsistent from year to year due to the department using various methodologies for calculating the measures. The activity measures will be revised during the FY 2015 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 2012 ACTUAL 236.9% 144.4% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% Activities that comprise this program include:  Homeless Low Demand Shelter  FY 2014 ADOPTED 100.0% 90.0% REV VS ADOPTED VAR % 0.0% 0.0% -10.0% -10.0% 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. Measure Type Result Output Demand Efficiency Expenditure Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of low demand shelter nights provided 144.4% 100.0% 100.0% 90.0% (10.0%) -10.0% to men only Number of low demand shelter nights provided 75,357 26,000 52,970 87,294 61,294 235.7% Number of low demand shelter nights N/A N/A N/A 75,326 N/A N/A requested for men only Cost per shelter night provided $ 2.66 $ 13.85 $ 6.80 $ 4.12 $ 9.72 70.2% 100 - GENERAL TOTAL USES $ $ 200,454 200,454 $ $ 360,000 360,000 $ $ 360,000 360,000 $ $ 360,000 360,000 $ $ - 0.0% 0.0% Activity Narrative: New data sources for demand and output were introduced in FY 2013 and a baseline was not established. The expected output and demand in FY 2014 reflect a baseline established from quarter one of FY 2013. 612 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 Type Result Output Demand Efficiency Revenue Measure Description Percent of emergency shelter nights provided Number of emergency shelter nights provided Number of shelter nights requested Cost per emergency shelter night REV VS ADOPTED FY 2012 FY 2013 FY 2013 FY 2014 ACTUAL REVISED FORECAST ADOPTED VAR % 236.9% 100.0% 100.0% 100.0% 0.0% 0.0% 123,591 52,000 131,668 85,800 33,800 65.0% N/A N/A N/A 111,232 N/A N/A $ 7.17 $ 9.06 $ 3.58 $ 6.32 $ 2.74 30.2% 222 - HUMAN SERVICES GRANTS TOTAL SOURCES $ $ 334,111 334,111 $ $ 81,000 81,000 $ $ 81,000 81,000 $ $ 152,140 152,140 $ $ 71,140 71,140 87.8% 87.8% 100 - GENERAL 222 - HUMAN SERVICES GRANTS TOTAL USES $ 549,546 336,276 885,822 $ 390,000 81,000 471,000 $ 390,000 81,000 471,000 $ 390,000 152,140 542,140 $ (71,140) (71,140) 0.0% -87.8% -15.1% Expenditure $ $ $ $ $ Activity Narrative: The demand measure is new in FY 2014 and thus a comparison to previous years cannot be made. This expected output in FY 2014 is based on the measurement from the first quarter of FY 2013. 613 Department Strategic Plans and Budgets Human Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 2,260,912 $ - FY 2013 Revised Budget $ 2,260,912 $ - FY 2014 Budget Target $ 2,260,912 $ - FY 2014 Adopted Budget Percent Change from Target Amount $ 2,260,912 $ 0.0% - CDBG Housing Trust Fund (217) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 14,741,226 $ 14,741,226 FY 2013 Revised Budget $ 14,741,226 $ 14,741,226 FY 2014 Budget Target $ 14,741,226 $ 14,741,226 $ 1,155 $ 1,155 - $ 5,155,510 $ 5,155,510 5,156,665 5,156,665 $ 19,897,891 $ 35.0% 19,897,891 35.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount CDBG Housing Trust Fund (217) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ (130,930) $ FY 2013 REVISED $ 175,070 $ $ $ $ 14,741,226 14,741,226 $ $ $ 14,741,226 14,741,226 Uses: Operating Total Uses: $ $ 5,895,592 5,895,592 $ $ 14,741,226 14,741,226 $ $ Structural Balance $ (353,600) $ - Accounting Adjustments $ $ - $ (232,399) (232,399) $ $ $ 4 FY 2013 FORECAST 175,070 5,541,992 252,127 5,794,119 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ FY 2013 ADOPTED FY 2014 ADOPTED (232,399) $ (232,399) $ $ 12,266,494 12,266,494 $ 19,897,891 19,897,891 14,741,226 14,741,226 $ $ 12,266,494 12,266,494 $ $ 19,897,891 19,897,891 $ - $ - $ - - $ - $ - $ - 175,070 175,070 $ 175,070 175,070 $ 614 $ $ (232,399) (232,399) $ $ (232,399) (232,399) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Grant Fund (222) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 39,517,512 $ 39,517,512 $ 10,000,703 $ 10,000,703 10,000,703 10,000,703 FY 2013 Revised Budget $ 49,518,215 $ 49,518,215 FY 2014 Budget Target $ 49,518,215 $ 49,518,215 $ 55,853 $ 55,853 - $ (7,525,260) $ (7,525,260) (7,469,407) (7,469,407) $ 42,048,808 $ -15.1% 42,048,808 -15.1% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Human Services Grant Appropriation Adjustment Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: C-22-13-032-G-00 Agenda Item: FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Other Base Adjustments Increase Other Services Internal Service Charges Agenda Item: $ 20,340 - (20,340) - 20,340 FY 2014 Adopted Budget Percent Change from Target Amount $ 42,048,808 $ 42,048,808 -15.1% -15.1% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 190,000 $ 190,000 - $ 190,000 $ - Adjustments: Non Recurring Other Non-Recurring IT Server Equipment Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 615 190,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Human Services Human Services Grant Fund (222) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ (2,049,595) $ (2,049,595) $ (2,049,595) $ (860,186) $ (860,186) Sources: Operating Total Sources: $ $ 54,139,274 54,139,274 $ $ 39,517,512 39,517,512 $ $ 49,518,215 49,518,215 $ $ 49,518,215 49,518,215 $ $ 42,048,808 42,048,808 $ $ $ $ 49,518,215 49,518,215 $ $ 49,518,215 49,518,215 $ $ 39,517,512 39,517,512 $ 42,048,808 190,000 42,238,808 Uses: Operating Non-Recurring Total Uses: $ 52,949,868 52,949,868 Structural Balance $ 1,189,406 $ - $ - $ - $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (860,186) (860,186) $ (2,049,595) (2,049,595) $ (2,049,595) (2,049,595) $ (860,186) (860,186) (1,050,186) (1,050,186) $ Detention Fund (255) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 1,328,359 $ - FY 2013 Revised Budget $ 1,328,359 $ - $ (1,328,359) $ (1,328,359) - $ - $ - $ 192,235 $ 192,235 - $ 192,235 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward Community Justice Support Services Pilot Program Carry Forward FY 2014 Adopted Budget Percent Change from Target Amount 616 $ 192,235 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets ICJIS Integrated Criminal Justice Information System Analysis by Lauren M. Cochran, Management and Budget Supervisor Summary Mission The mission of Integrated Criminal Justice Information System (ICJIS) is to provide automated systems and information technology expertise that promotes efficient sharing of criminal justice information to criminal justice agencies so they can efficiently protect public and officer safety. Vision ICJIS will be a national leader in providing integration pathways to internal and external stakeholders. Strategic Goals Department Specific By June 2014, ICJIS will have a fail-over disaster recovery (DR) system in place to ensure that 100% of its data remains protected. The DR system will also ensure that downtime is minimized in the event of a failure of the system or its components. Status: This goal is new for FY 2014. Department Specific By June 2014, ICJIS will be able to support 100% of the continuously increasing number of required operational transactions and data exchanges and provide appropriate and necessary monitoring, alerts, notification, change management and post mortem analysis to ICJIS users on existing data exchanges. Status: This goal is new for FY 2014. Department Specific By June 2014, ICJIS will replace aging infrastructure in order to retain the ability to provide automated systems and expertise to ensure efficient sharing of information among 100% of its governing stakeholder agencies, including Maricopa County Sheriff’s Office, Maricopa County Attorney’s Office, Office of Public Defense Systems, Clerk of the Superior Court, and the Superior Court. Status: This goal is new for FY 2014. 617 Department Strategic Plans and Budgets ICJIS Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % USES ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ - $ $ - $ $ - $ $ - $ $ 2,873 $ (9,435) (6,562) $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 1,350,271 1,350,271 $ $ 1,615,307 1,615,307 $ $ 2,451,902 2,451,902 $ $ 1,614,658 1,614,658 $ $ 1,570,945 1,570,945 $ $ 880,957 880,957 35.9% 35.9% TOTAL PROGRAMS $ 1,350,271 $ 1,615,307 $ 2,451,902 $ 1,614,658 $ 1,564,383 $ 887,519 36.2% $ (2,873) 9,435 6,562 N/A N/A N/A Sources and Uses by Category FY 2012 ACTUAL CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY 0750 - FRINGE BENEFITS $ 410,358 103,286 513,644 $ 7,550 7,550 $ $ $ 691,457 1,480 31,449 2,536 31 726,953 $ $ SUBTOTAL $ 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 SUBTOTAL FY 2013 ADOPTED $ $ $ FY 2013 REVISED 587,104 151,559 738,663 $ 4,735 168,800 173,535 $ $ 544,592 3,000 37,500 32,535 9,500 80 627,207 102,124 102,124 $ $ ALL EXPENDITURES $ 1,350,271 TOTAL USES $ 1,350,271 $ $ $ FY 2013 FORECAST 627,342 163,680 791,022 $ 4,735 168,800 173,535 $ $ 544,592 3,000 37,500 32,535 9,500 80 627,207 75,902 75,902 $ $ $ 1,615,307 $ 1,615,307 $ $ $ FY 2014 ADOPTED 531,009 131,374 662,383 $ 5,431 19,000 24,431 $ $ $ $ REVISED VS ADOPTED VAR % 676,892 183,206 860,098 $ 4,500 4,500 $ $ $ $ $ (49,550) (19,526) (69,076) -7.9% -11.9% -8.7% 235 168,800 169,035 5.0% 100.0% 97.4% $ 264,377 2,538 386,706 44,564 3,877 80 702,142 $ 358,281 2,600 260,632 36,395 4,050 80 662,038 186,311 34.2% 400 13.3% (223,132) -595.0% (3,860) -11.9% 5,450 57.4% 0.0% (34,831) -5.6% 860,138 860,138 $ $ 225,702 225,702 $ $ 37,747 37,747 $ $ 822,391 822,391 95.6% 95.6% $ 2,451,902 $ 1,614,658 $ 1,564,383 $ 887,519 36.2% $ 2,451,902 $ 1,614,658 $ 1,564,383 $ 887,519 36.2% Sources and Uses by Fund and Function FY 2012 ACTUAL FUND / FUNCTION CLASS 255 DETENTION OPERATIONS OPERATING NON-RECURRING $ FUND TOTAL USES $ 1,350,271 1,350,271 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,350,271 1,350,271 FY 2013 ADOPTED $ FY 2013 REVISED $ 1,445,307 170,000 1,615,307 $ $ $ 1,445,307 170,000 1,615,307 $ $ 1,497,666 954,236 2,451,902 $ $ $ 1,497,666 954,236 2,451,902 FY 2013 FORECAST $ $ 1,444,658 170,000 1,614,658 $ $ $ 1,444,658 170,000 1,614,658 FY 2014 ADOPTED $ $ 1,564,383 1,564,383 $ $ $ 1,564,383 1,564,383 REVISED VS ADOPTED VAR % $ $ (66,717) 954,236 887,519 -4.5% 100.0% 36.2% $ $ $ (66,717) 954,236 887,519 -4.5% 100.0% 36.2% Staffing by Program and Activity PROGRAM/ACTIVITY INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 ADOPTED FY 2013 ADOPTED - 5.00 5.00 5.00 618 FY 2013 REVISED 5.00 5.00 5.00 FY 2013 FY 2014 FORECAST ADOPTED 5.00 5.00 5.00 6.00 6.00 6.00 REVISED TO ADOPTED VARIANCE VAR % 1.00 1.00 1.00 20.0% 20.0% 20.0% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets ICJIS Staffing by Market Range Title MARKET RANGE TITLE FY 2012 ADOPTED IS Architect IT Consultant IT Division Manager Programmer/Analyst - Sr/Ld Department Total - FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED REVISED FORECAST ADOPTED 2.00 1.00 1.00 2.00 1.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 5.00 5.00 5.00 6.00 REVISED TO ADOPTED VARIANCE VAR % 1.00 100.0% 0.0% 0.0% 0.0% 1.00 20.0% Staffing by Fund DEPARTMENT/FUND 255 DETENTION OPERATIONS Department Total FY 2012 ADOPTED FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 5.00 5.00 6.00 1.00 20.0% 5.00 5.00 5.00 6.00 1.00 20.0% Significant Variance Analysis ICJIS added one IS Architect mid-year during FY 2013 for FY 2014. This position will serve as a backup to the current IS Architect and will assist in the development of new projects. General Adjustments Base Adjustments: Detention Fund (255)  Increase Regular Benefits by $2,361 for the impact of changes in retirement contribution rates.  Increase expenditures by $123,277 for the addition of an IS Architect.  Increase Personnel Savings by $9,435 based on the Chairman’s Office request.  Increase Other Benefits and Internal Services Charges by $2,873 for the impact of the changes in Risk Management charges. Programs and Activities Information Technology Program The purpose of the Information Technology Program is to provide IT leadership and services to the client departments so that management can obtain maximum benefit from the IT resource. Program Results No program data is currently available. The department will develop department specific programs and activities during the FY 2015 Strategic Plan update process. Activities that comprise this program include:  Business Application Development and Support (BUAS) 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: Administrative mandate. 619 Department Strategic Plans and Budgets ICJIS Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Expenditure Measure Description 255 - DETENTION OPERATIONS TOTAL USES FY2012 ACTUAL FY2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 1,350,271 $ 1,350,271 $ 1,615,307 $ 1,615,307 $ 1,614,695 $ 1,614,695 $ 1,447,668 $ 1,447,668 REV VS ADOPTED VAR % $ $ 167,639 167,639 10.4% 10.4% Activity Narrative: Funding for ICJIS is currently budgeted in the IT administrative activity Business Application Development and Support (BUAS). The department plans to develop ICJIS specific programs and activities during the FY 2015 Strategic Business Plan update process. The department budgeted one-time technology purchases in Non-Recurring in FY 2013. These purchases are now complete and are therefore not budgeted in FY 2014 resulting in a reduction in overall budgeted expenditures. Appropriated Budget Reconciliations Detention Fund (255) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Information and Communications Technology Technology Projects Disaster Recovery and Staff Redundancy - $ 52,359 52,359 $ - $ 1,497,666 $ - (52,359) $ (52,359) - Agenda Item: $ C-56-13-009-M-00 $ 1,445,307 $ - $ 2,361 2,361 $ - $ 123,277 123,277 $ - $ (9,435) $ (9,435) - $ 1,561,510 $ 8.0% - $ 2,873 2,873 $ - $ 1,564,383 $ 8.2% - Agenda Item: C-56-13-009-M-00 $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges $ C-56-13-009-M-00 FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Information and Communications Technology Technology Projects Disaster Recovery and Staff Redundancy Addition of IS Architect Budget Balancing Budget Balancing Adjustment for Chairman's Budget 1,445,307 Agenda Item: FY 2013 Revised Budget Adjustments: Information and Communications Technology Technology Projects Disaster Recovery and Staff Redundancy $ 123,777 Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 620 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets ICJIS Detention Fund (255) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Information and Communications Technology Technology Projects Disaster Recovery and Staff Redundancy 170,000 $ - $ 784,236 $ 784,236 - $ 954,236 $ - $ (784,236) $ (784,236) (170,000) $ (170,000) - Agenda Item: C-56-13-009-M-00 FY 2013 Revised Budget Adjustments: Information and Communications Technology Technology Projects Disaster Recovery and Staff Redundancy Non Recurring Non Recurring Carry Forward $ Agenda Item: C-56-13-009-M-00 $ FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget Percent Change from Target Amount $ - $ - 621 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Internal Audit Internal Audit Analysis by Jacqueline M. Edwards, Senior Management and Budget Analyst Summary Mission The mission of the Internal Audit Department is to provide objective information on the County’s system of internal controls to the Board of Supervisors so they can make informed decisions and protect the interests of County citizens. Vision To promote the effective, efficient, economical, and ethical use of public resources. Strategic Goals Fiscal Strength By September, 2017, 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 2014. Fiscal Strength By September, 2018, 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 2014. Fiscal Strength By September, 2019, 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. Status: The Department is currently on track to reach this goal by September, 2019. 622 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % AUDT - AUDIT SERVICES 23AS - INTERNAL AUDIT SERVICES $ $ 1,512,587 $ 1,512,587 $ 1,602,488 $ 1,602,488 $ 1,602,488 $ 1,602,488 $ 1,575,927 $ 1,575,927 $ 1,609,611 $ 1,609,611 $ (7,123) (7,123) -0.4% -0.4% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ (166) $ (35) (79) 64,257 (35) 63,942 $ 8,156 $ 2,766 8,292 120,353 2,766 142,333 $ 8,156 $ 2,766 8,292 120,353 2,766 142,333 $ 8,333 $ 2,827 8,476 114,495 2,827 136,958 $ 8,208 $ 11,121 115,251 2,781 137,361 $ (52) 2,766 (2,829) 5,102 (15) 4,972 -0.6% 100.0% -34.1% 4.2% -0.5% 3.5% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 3,720 $ 3,720 $ 4,230 $ 4,230 $ 4,230 $ 4,230 $ 4,147 $ 4,147 $ 5,573 $ (18,340) (12,767) $ (1,343) 18,340 16,997 -31.7% N/A 401.8% TOTAL PROGRAMS $ 1,580,249 $ 1,749,051 $ 1,749,051 $ 1,717,032 $ 1,734,205 $ $ 14,846 0.8% Sources and Uses by Category CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 1,207,352 $ 780 388,652 (156,475) 1,440,309 $ 1,226,887 $ 57,937 414,567 (20,151) 1,679,240 $ 1,226,887 $ 57,937 414,567 (20,151) 1,679,240 $ 1,249,349 $ 26,067 409,859 10,000 (20,266) 1,675,009 $ 1,204,802 $ 54,592 412,030 (19,175) 1,652,249 $ 22,085 3,345 2,537 (976) 26,991 1.8% 5.8% N/A 0.6% N/A -4.8% 1.6% SUBTOTAL $ 3,799 $ 7,826 (5,832) 5,793 $ 4,114 $ 6,841 10,955 $ 4,114 $ 6,841 10,955 $ 1,831 $ 1,831 $ 4,268 $ 4,268 $ (154) 6,841 6,687 -3.7% 100.0% N/A 61.0% 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 $ 91,742 $ 1,457 13,062 1,778 26,033 75 134,147 $ 1,580,249 $ 21,928 $ 1,600 200 12,978 7,500 14,550 100 58,856 $ 1,749,051 $ 21,928 $ 1,600 200 12,978 7,500 14,550 100 58,856 $ 1,749,051 $ 13,882 $ 1,332 50 13,502 2,640 8,750 36 40,192 $ 1,717,032 $ 37,364 $ 1,600 200 16,334 4,000 18,090 100 77,688 $ 1,734,205 $ (15,436) (3,356) 3,500 (3,540) (18,832) 14,846 -70.4% 0.0% 0.0% -25.9% 46.7% -24.3% 0.0% -32.0% 0.8% TOTAL USES $ 1,580,249 $ 1,749,051 $ 1,749,051 $ 1,717,032 $ 1,734,205 $ 14,846 SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT $ 0.8% Sources and Uses by Fund by Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,580,249 $ 1,580,249 $ 1,749,051 $ 1,749,051 $ 1,749,051 $ 1,749,051 $ 1,717,032 $ 1,717,032 $ 1,734,205 $ 1,734,205 $ 14,846 14,846 0.8% 0.8% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,580,249 $ 1,580,249 $ 1,749,051 $ 1,749,051 $ 1,749,051 $ 1,749,051 $ 1,717,032 $ 1,717,032 $ 1,734,205 $ 1,734,205 $ 14,846 14,846 0.8% 0.8% 623 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Internal Audit Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INTERNAL AUDIT SERVICES AUDIT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .15 1.80 .05 .10 .05 2.15 .10 1.20 .05 .15 .05 1.55 .10 1.20 .05 .15 .05 1.55 .10 1.20 .05 .15 .05 1.55 .10 1.20 .20 .05 1.55 (.05) .05 - 0.0% 0.0% (100.0%) 33.3% 0.0% 0.0% 14.85 14.85 17.00 17.45 17.45 19.00 16.95 16.95 18.50 17.45 17.45 19.00 17.45 17.45 19.00 .50 .50 .50 2.9% 2.9% 2.7% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Deputy Director Deputy Director - Intrnl Audit 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 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 N/A 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 N/A 4.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 2.00 0.0% 9.00 3.50 3.50 3.50 3.50 0.0% 4.00 4.50 4.00 5.00 .50 11.1% 2.50 2.50 2.50 2.50 0.0% 17.00 19.00 18.50 19.00 19.00 .50 2.7% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 17.00 19.00 18.50 19.00 19.00 .50 2.7% 17.00 19.00 18.50 19.00 19.00 .50 2.7% General Adjustments Base Adjustments: General Fund (100)  Increase Regular Benefits by $5,136 for the impact of changes in retirement contribution rates.  Increase Internal Service Charge expenditures by $1,512 to fully fund base level telecommunication services.  Decrease Non-Capital Equipment and General Supplies by $6,687 as the computer replacement process will be managed by the Office of Enterprise Technology.  Decrease Salaries and Benefits by $13,415 to right-size personnel costs while fully funding the Deputy Director and Senior Auditor positions.  Increase Other Benefits and Internal Service Charges by $1,472 for the impact of the changes in Risk Management charges.  Increase personnel savings by $18,340 based on the Chairman’s Office request. Non Departmental (470) General Fund (100) Operating  In the consulting line for Non Departmental, decrease outside auditor funding by $36,000 to now total $324,000. 624 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2014 Adopted Budget In the consulting line for Non Departmental, $160,000 was included to assist Internal Audit in contracting experts when necessary to perform Internal Audit duties based on historical spending patterns. 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 96.0% 100.0% 100.0% 100.0% 0.0% 0.0% 91.9% 90.0% 90.0% 92.0% 2.0% 2.2% 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: Administrative mandate. Measure Type Result Result Result Output Output Output Demand Efficiency Expenditure REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 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 96.0% 100.0% 100.0% 100.0% 0.0% 0.0% days after fiscal year-end Percent of audit recommendations 91.9% 90.0% 90.0% 92.0% 2.0% 2.2% implemented within three years Number of audit reports completed 25 25 25 25 0.0% Number of Board of Supervisors satisfaction 80 50 50 50 0.0% surveys received (responses include BOS, Audit Committee, and Chief of Staff responses) Number of audit recommendations 1,037 200 200 200 0.0% Number of audit reports demanded by the 25 25 25 25 0.0% Board of Supervisors (annually survey BOS for audit coverage); expressed as a number Total Activity Expenditure per audit report $ 60,503.48 $ 64,099.52 $ 63,037.08 $ 64,384.44 $ (284.92) -0.4% 100 - GENERAL TOTAL USES $ 1,512,587 $ 1,512,587 $ 1,602,488 $ 1,602,488 $ 1,575,927 $ 1,575,927 $ 1,609,611 $ 1,609,611 $ $ (7,123) (7,123) -0.4% -0.4% Activity Narrative: The Board of Supervisors’ audit requests drive the demand for Internal Audit. It is expected that the demand will remain the same in FY 2014 as it was in FY 2012 and FY 2013. 625 Department Strategic Plans and Budgets Internal Audit Maricopa County Annual Business Strategies FY 2014 Adopted Budget Although the demand and output is expected to remain the same, the result of audit recommendations implemented within three years is expected to increase to 92% based on the result achieved in FY 2012. Base Adjustments: General Fund (100)  Increase Education, Travel, and Other Services by $15,476 to right-size expenditures based on previous fiscal years’ actuals and the FY 2013 forecasted expenditures. Appropriated Budget Reconciliation General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 1,749,051 $ - FY 2013 Revised Budget $ 1,749,051 $ - FY 2014 Budget Target $ 1,749,051 $ - $ 5,136 $ 5,136 (3,114) $ (3,114) - $ (18,340) $ (18,340) - $ 1,732,733 $ -0.9% - $ 1,472 $ 1,472 - $ 1,734,205 $ -0.8% - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Right-size Salaries & Benefits Increase Internal Service Charges to fully fund base level telecom Right-size Education, Travel, and Other Services Decrease Non-Capital Equipment and General Supplies Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Tentative Budget $ $ (13,415) 1,512 15,476 (6,687) Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 626 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Justice Courts 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. The Justice Courts will update this goal during the Strategic Business Plan process for FY 2015. 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. The Justice Courts will update this goal during the Strategic Business Plan process for FY 2015. Fiscal Strength By June, 2013, the Justice Courts will expand timely access to accurate and coordinated financial information to increase revenue collections to 80% from 70% during fiscal year 2013. Status: 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. The Justice Courts will update this goal during the Strategic Business Plan process for FY 2015. 627 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Effective Economy Department Strategic Plans and Budgets Justice Courts 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. The Justice Courts will update this goal during the Strategic Business Plan process for FY 2015. 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. 628 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % MCAD - MISDEMEANOR CRIM ADJUDICATION 80CJ - CRIMINAL JUSTICE $ $ 12,040,898 $ 12,040,898 $ 11,552,949 $ 11,552,949 $ 11,552,949 $ 11,552,949 $ 11,379,222 $ 11,379,222 $ 11,791,129 $ 11,791,129 $ 238,180 238,180 2.1% 2.1% CIVT - CIVIL TRAFFIC SMCV - SMALL CIVIL SNAP - PHOTO ENFORCEMENT CIV TRAFFIC 80CV - CIVIL AND TAX JUSTICE $ $ 2,904,653 $ 8,358,244 9,389 11,272,286 $ 2,762,706 $ 8,118,345 7,500 10,888,551 $ 2,762,706 $ 8,118,345 7,500 10,888,551 $ 3,002,866 $ 8,427,589 5,489 11,435,944 $ 2,876,366 $ 7,944,943 5,400 10,826,709 $ 113,660 (173,402) (2,100) (61,842) GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 10,168 $ 10,168 $ 1,200 $ 1,200 $ 1,200 $ 1,200 $ - $ - $ 8,600 $ 8,600 $ 7,400 7,400 616.7% 616.7% TOTAL PROGRAMS $ 23,323,352 $ 22,442,700 $ 22,442,700 $ 22,815,166 $ 22,626,438 $ 183,738 0.8% 1,442,930 $ 1,921,970 612,265 3,977,165 $ 1,800,405 $ 1,804,828 577,162 4,182,395 $ 1,841,747 $ 1,719,059 575,681 4,136,487 $ 1,652,921 $ 1,774,902 593,357 4,021,180 $ 1,893,138 $ 1,734,284 587,490 4,214,912 $ (51,391) (15,225) (11,809) (78,425) -2.8% -0.9% -2.1% -1.9% 6,438,797 $ 1,388,559 3,642,448 678,852 841,784 2,320,700 139,382 15,450,522 $ 8,734,539 $ 1,387,468 3,447,900 669,933 753,693 2,034,877 381,351 17,409,761 $ 8,798,254 $ 1,395,356 3,387,878 669,403 738,673 2,023,748 381,351 17,394,663 $ 7,758,273 $ 1,407,272 3,571,848 699,720 762,074 2,034,176 72,237 16,305,600 $ 7,952,052 $ 1,413,800 3,474,480 672,317 735,612 2,023,980 312,103 16,584,344 $ 846,202 (18,444) (86,602) (2,914) 3,061 (232) 69,248 810,319 9.6% -1.3% -2.6% -0.4% 0.4% 0.0% 18.2% 4.7% 540,562 $ 151,727 835,210 1,527,499 $ 658,713 $ 114,267 1,071,088 1,844,068 $ 686,149 $ 202,793 1,065,668 1,954,610 $ 682,719 $ 202,994 1,406,123 2,291,836 $ 684,946 $ 115,009 1,334,159 2,134,114 $ 1,203 87,784 (268,491) (179,504) 0.2% 43.3% -25.2% -9.2% 745 $ 65,690 66,435 $ 745 $ 65,690 66,435 $ 745 $ 65,687 66,432 $ 745 $ 74,455 (208,895) (133,695) $ (8,765) 208,895 200,130 0.0% -13.3% N/A 301.2% (155,275) (155,275) -19.9% -19.9% 4.1% -2.1% -28.0% -0.6% 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 POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ - $ 48,732 48,732 $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 908,766 $ 908,766 $ 781,561 $ 781,561 $ 781,561 $ 781,561 $ 854,693 $ 854,693 $ 936,836 $ 936,836 $ TOTAL PROGRAMS $ 21,912,684 $ 24,284,220 $ 24,333,756 $ 23,539,741 $ 23,736,511 $ 597,245 2.5% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED 11,280,572 11,280,572 $ $ 11,027,700 11,027,700 $ $ 11,027,700 11,027,700 $ $ 11,490,419 11,490,419 $ $ 11,012,700 11,012,700 $ SUBTOTAL $ 11,020,929 11,020,929 $ $ 10,362,300 10,362,300 $ $ 10,362,300 10,362,300 $ $ 10,336,777 10,336,777 $ $ $ $ $ 9,000 1,043,700 1,052,700 $ SUBTOTAL $ 10,168 1,011,683 1,021,851 $ ALL REVENUES $ 23,323,352 $ 22,442,700 $ 22,442,700 $ 22,815,166 $ TOTAL SOURCES $ 23,323,352 $ 22,442,700 $ 22,442,700 $ 22,815,166 $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 629 9,000 $ 1,043,700 1,052,700 $ 8,243 $ 979,727 987,970 $ REVISED VS ADOPTED VAR % $ $ (15,000) (15,000) -0.1% -0.1% 10,655,738 $ 10,655,738 $ 293,438 293,438 2.8% 2.8% 8,600 949,400 958,000 (400) (94,300) (94,700) -4.4% -9.0% -9.0% 22,626,438 $ 183,738 0.8% 22,626,438 $ 183,738 0.8% $ $ Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 12,264,139 $ 186,939 113,603 5,056,264 15,052 (4,410,242) 5,060,382 18,286,137 $ 12,708,202 $ 454,622 106,000 5,621,486 92,540 (4,732,368) 5,361,216 19,611,698 $ 12,726,393 $ 460,526 106,000 5,558,401 181,066 (4,732,368) 5,361,216 19,661,234 $ 12,514,644 $ 434,439 91,168 5,459,577 127,265 (4,625,285) 5,244,234 19,246,042 $ 12,625,725 $ 401,477 106,004 5,793,221 21,740 (4,834,628) 5,463,476 19,577,015 $ 675,938 $ 2,090 678,028 $ 398,365 $ 59,000 457,365 $ 398,365 $ 59,000 457,365 $ 1,126,824 $ 50,000 22,466 1,199,290 $ 965,984 $ 59,000 1,024,984 $ $ - $ 1,157,594 1,176,885 113,843 305,542 33,059 17,727 127,400 2,932,050 $ 2,012 $ 2,287,543 1,375,596 137,400 258,846 18,648 20,212 114,900 4,215,157 $ 2,012 $ 2,287,543 1,375,596 137,400 258,846 18,648 20,212 114,900 4,215,157 $ 1,701 $ 130,500 887,749 1,375,616 136,623 282,343 43,993 60,446 118,985 3,037,956 $ 2,012 $ 1,219,463 1,305,110 135,108 318,526 18,906 20,487 114,900 3,134,512 $ $ $ 16,469 $ 16,469 $ - $ - $ - $ - $ 56,453 $ 56,453 $ - $ - $ - N/A N/A ALL EXPENDITURES $ 21,912,684 $ 24,284,220 $ 24,333,756 $ 23,539,741 $ 23,736,511 $ 597,245 2.5% TOTAL USES $ 21,912,684 $ 24,284,220 $ 24,333,756 $ 23,539,741 $ 23,736,511 $ 597,245 2.5% 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 SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ 100,668 59,049 (4) (234,820) 159,326 102,260 (102,260) 84,219 0.8% 12.8% 0.0% -4.2% 88.0% 2.2% -1.9% 0.4% (567,619) -142.5% N/A 0.0% (567,619) -124.1% 1,068,080 70,486 2,292 (59,680) (258) (275) 1,080,645 0.0% N/A 46.7% 5.1% 1.7% -23.1% -1.4% -1.4% 0.0% 25.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ SOURCES $ 16,031,251 $ 16,031,251 $ 15,464,600 $ 15,464,600 $ 15,464,600 $ 15,464,600 $ 15,464,600 $ 15,464,600 $ 15,238,738 $ 15,238,738 $ $ SOURCES $ 799,894 $ 799,894 $ 792,000 $ 792,000 $ 792,000 $ 792,000 $ 807,033 $ 807,033 $ 792,000 $ 792,000 $ $ SOURCES $ 11,509 $ 11,509 $ 8,700 $ 8,700 $ 8,700 $ 8,700 $ 5,489 $ 5,489 $ 6,200 $ 6,200 $ $ SOURCES $ 6,480,698 $ 6,480,698 $ 6,177,400 $ 6,177,400 $ 6,177,400 $ 6,177,400 $ 6,538,044 $ 6,538,044 $ 6,589,500 $ 6,589,500 $ 412,100 412,100 6.7% 6.7% 23,323,352 $ 22,442,700 $ 22,442,700 $ 22,815,166 $ 22,626,438 $ DEPARTMENT OPERATING TOTAL SOURCES $ 23,323,352 $ 22,442,700 $ 22,442,700 $ 22,815,166 $ 22,626,438 $ DEPARTMENT TOTAL SOURCES $ 100 GENERAL OPERATING $ 14,867,271 $ 15,883,469 $ 15,844,479 $ 15,772,961 $ 15,792,908 NON-RECURRING 50,000 50,000 50,000 14,867,271 $ 15,933,469 $ 15,894,479 $ 15,822,961 $ 15,792,908 FUND TOTAL USES $ 204 JUSTICE CT JUDICIAL ENHANCEMNT OPERATING $ 391,382 $ 792,000 $ 792,000 $ 650,602 $ 792,000 NON-RECURRING 387,249 1,000,000 1,004,059 732,074 250,000 778,631 $ 1,792,000 $ 1,796,059 $ 1,382,676 $ 1,042,000 FUND TOTAL USES $ 237 JUST COURTS PHOTO ENFORCEMENT OPERATING $ - $ 8,700 $ 8,700 $ 5,489 $ 6,200 NON-RECURRING 139,382 372,651 372,651 66,748 305,903 139,382 $ 381,351 $ 381,351 $ 72,237 $ 312,103 FUND TOTAL USES $ 245 JUSTICE COURTS SPECIAL REVENUE OPERATING $ 6,127,400 $ 6,177,400 $ 6,177,400 $ 6,177,400 $ 6,589,500 NON-RECURRING 84,467 84,467 6,127,400 $ 6,177,400 $ 6,261,867 $ 6,261,867 $ 6,589,500 FUND TOTAL USES $ 183,738 183,738 0.8% 0.8% 51,571 50,000 101,571 0.3% 100.0% 0.6% 754,059 754,059 0.0% 75.1% 42.0% 2,500 66,748 69,248 28.7% 17.9% 18.2% $ (412,100) 84,467 (327,633) -6.7% 100.0% -5.2% 23,180,608 $ 555,903 $ 23,736,511 $ (358,029) 955,274 597,245 -1.6% 63.2% 2.5% 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 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 21,386,053 $ 526,631 $ 21,912,684 $ 22,861,569 $ 1,422,651 $ 24,284,220 $ 630 22,822,579 $ 1,511,177 $ 24,333,756 $ 22,606,452 $ 933,289 $ 23,539,741 $ (225,862) (225,862) (2,500) (2,500) $ $ $ $ $ $ $ -1.5% -1.5% 0.0% 0.0% -28.7% -28.7% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Justice Courts Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED 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 HARASSMENT 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 REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 7.00 6.00 3.00 16.00 9.00 9.00 2.00 20.00 9.00 10.00 2.00 21.00 9.00 10.00 2.00 21.00 9.00 10.00 2.00 21.00 - 0.0% 0.0% 0.0% 0.0% 27.50 96.03 60.00 13.00 13.00 36.00 245.53 27.50 101.03 57.00 13.00 12.00 36.00 246.53 28.00 99.53 55.00 13.00 12.00 36.00 243.53 27.50 98.53 57.00 13.00 11.00 36.00 243.03 27.00 98.53 57.00 13.00 11.00 36.00 242.53 (1.00) (1.00) 2.00 (1.00) (1.00) (3.6%) (1.0%) 3.6% 0.0% (8.3%) 0.0% (0.4%) 25.50 33.00 12.00 70.50 25.50 32.00 11.00 68.50 27.50 30.00 11.00 68.50 27.50 30.00 11.00 68.50 27.50 30.00 11.00 68.50 - 0.0% 0.0% 0.0% 0.0% 1.00 1.00 333.03 335.03 .00 333.03 332.53 332.03 (1.00) N/A N/A (0.3%) 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 - Large 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 N/A 1.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 N/A 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 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 25.00 26.00 26.00 26.00 26.00 0.0% 240.03 237.03 234.03 233.53 233.03 (1.00) (0.4%) 24.00 25.00 25.00 25.00 25.00 0.0% 24.00 25.00 25.00 25.00 25.00 0.0% 1.00 1.00 1.00 1.00 0.0% 7.00 9.00 7.00 7.00 7.00 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 0.0% 1.00 N/A 333.03 335.03 333.03 332.53 332.03 (1.00) (0.3% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 204 JUSTICE CT JUDICIAL ENHANCEMENT Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 330.03 332.03 330.03 329.53 329.03 (1.00) (0.3%) 3.00 3.00 3.00 3.00 3.00 0.0% 333.03 335.03 333.03 332.53 332.03 (1.00) (0.3% ) 631 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Justice Courts General Adjustments Target Adjustments: General Fund (100)  Decrease Regular Pay and Benefits by $42,422 per an agreement with the Public Defense System (PDS) to help fund an increase in the starting pay rate of Justice System Clerks in the Justice Courts and PDS.  Increase Expenditures by $168,029 to annualize the creation of the 26th Justice Precinct. Justice Courts Judicial Enhancement Fund (245)  Increase the Personal Services Allocation-In by $50,804 from the General Fund (100), for the annualization of the creation of the 26th Justice Precinct. Base Adjustments: General Fund (100)  Increase personnel savings by $208,895 based on the Chairman’s Office request.  Increase Regular Benefits by $176,669 for the impact of changes in retirement contribution rates.  Decrease Personal Services by $36,147.  Decrease Other Personal Services by $70,800 for the reduction of multilingual pay based on the FY 2013 Forecast.  Increase General Supplies by $68,441.  Increase Personal Services Allocations-Out by ($102,260) to the Justice Courts Special Revenue Fund (245).  Increase Internal Service Charges by $42,789 for Telecommunication charges.  Reduce Rent by $98,116 which had been budgeted in FY 2013 for the new Country Meadows Precinct, as the Court moved into County-owned space rather than leased space.  Increase Internal Service Charges by $8,520.  Increase Other Supplies and Services by a net of $17,776. Justice Courts Judicial Enhancement Fund (204) Operating  Increase Regular Benefits by $459 for the impact of changes in retirement contribution rates. Justice Courts Judicial Enhancement Fund (204) Non Recurring Non Project  Budget $250,000 for the build-out of administrative space at 222 N. Central Avenue. Justice Courts Special Revenue Fund (245)  Increase court fee revenue by $412,100 based on revenue forecast for FY 2013. The increase includes $281,794 to the Misdemeanor Criminal Adjudication Activity, $7,738 to the Small Civil Activity and $122,568 to the Civil Traffic Activity based on FY 2013 actuals.  Increase General Supplies by $155,275, for the Business Application Development Support. 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. 632 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Justice Courts 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 2012 ACTUAL 89.9% FY 2013 FY 2013 REVISED FORECAST 107.4% 90.2% FY 2014 ADOPTED 90.2% REV VS ADOPTED VAR % -17.2% -16.0% 60.7% 65.3% 61.9% 61.9% -3.4% -5.3% 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% 62.2% 70.8% 65.1% 65.1% -5.7% -8.1% N/A N/A N/A N/A N/A N/A Activities that comprise this program include:  Civil Traffic  Forcible Detainer (Evictions)  Orders of Protection  Civil Traffic (Photo Enforcement)    Civil Small Claims Injunctions Against Harassment Small Civil (Justice Courts) Civil Traffic Activity The purpose of the Civil Traffic Activity is to resolve civil traffic cases in Justice Courts for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-112 establishes that trying civil traffic violations is within the jurisdiction of the Justice Courts. Measure Type Result Output Demand Efficiency Revenue FY 2012 ACTUAL 89.9% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 1,271,541 1,633,112 $ 2,904,653 $ 1,128,174 1,634,532 $ 2,762,706 $ 1,324,672 2,576 1,675,618 $ 3,002,866 $ 1,119,266 1,757,100 $ 2,876,366 $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 4,319,796 190,701 1,928,300 $ 6,438,797 $ 4,307,492 1,517,069 2,973,693 $ 8,798,254 $ 4,412,493 899,240 2,446,540 $ 7,758,273 $ 4,230,867 516,882 3,204,303 $ 7,952,052 $ 120,560 122,415 53.41 FY 2013 FY 2013 REVISED FORECAST 107.4% 90.2% REV VS ADOPTED VAR % (17.2%) -16.0% 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 $ 128,372 130,031 68.54 $ 120,100 120,100 64.60 FY 2014 ADOPTED 90.2% $ 120,100 120,100 66.21 (8,272) (9,931) 2.33 -6.4% -7.6% 3.4% (8,908) 122,568 113,660 -0.8% N/A 7.5% 4.1% 76,625 1,000,187 (230,610) $ 846,202 1.8% 65.9% -7.8% 9.6% $ $ Expenditure Activity Narrative: FY 2013 data for cases filed and resolved appear to have been overestimated. While the number of cases filed has been trending lower since FY 2011, court fee proceeds from the Special Revenue Fund (245) have been trending upwards. Base Adjustments: General Fund (100)  Decrease Civil Traffic Temporary Pay by $59,637 based on the FY 2013 Forecast. 633 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Justice Courts Judicial Enhancement Fund (204) Non Recurring Non Project  Decrease by $1.0 million the amount budgeted in FY 2013 for the new Country Meadows Precinct, as the Court moved into County-owned space rather than leased space. Justice Courts Special Revenue Fund (245)  Increase Other Services by $154,565 based on the FY 2013 Forecast.  Increase Personal Services Allocations-In from the General Fund (100) by $51,456 due to the increase in revenue. 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. §22-503 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 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 ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2012 ACTUAL 60.7% $ 12,988 11,292 106.91 $ 975,560 9,173 403,826 $ 1,388,559 FY 2013 FY 2013 REVISED FORECAST 65.3% 61.9% $ 13,613 13,722 102.50 $ 1,119,780 23,374 252,202 $ 1,395,356 $ 10,941 9,900 128.62 $ 1,070,452 6,944 329,876 $ 1,407,272 REV VS ADOPTED VAR % (3.4%) -5.3% FY 2014 ADOPTED 61.9% 10,941 9,900 129.22 $ $ 1,136,375 23,374 254,051 $ 1,413,800 $ $ $ (2,672) (3,822) (26.72) -19.6% -27.9% -26.1% (16,595) (1,849) (18,444) -1.5% 0.0% -0.7% -1.3% Activity Narrative: Case filings are anticipated to decline based on actual data in FY 2013. Forcible Detainer Activity The purpose of the Forcible Detainer Activity is to provide eviction actions (forcible detainer) to litigants so they can be afforded timely and just legal resolutions. Mandates: A.R.S. §22-201 establishes that jurisdiction over forcible detainer complaints is shared between Justice Courts or the Superior Court, while A.R.S. §§12-1179 and 12-1182 allow for forcible detainer appeals to be filed in the Superior Court and the Supreme Court, respectively. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of Forcible Detainer Cases resolved within established court standards Number of Forcible Detainer cases resolved Number of Forcible Detainer (FDET) cases filed Cost per Forcible Detainer case resolved FY 2012 ACTUAL 100.0% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 2,842,167 35,206 765,075 $ 3,642,448 64,834 63,146 56.18 634 FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 64,638 67,524 52.41 $ 2,879,616 39,615 468,647 $ 3,387,878 $ 64,363 64,340 55.50 $ 2,928,324 14,337 629,187 $ 3,571,848 FY 2014 ADOPTED 100.0% $ 64,363 64,340 53.98 $ 2,962,835 39,156 472,489 $ 3,474,480 REV VS ADOPTED VAR % 0.0% 0.0% $ $ $ (275) (3,184) (1.57) -0.4% -4.7% -3.0% (83,219) 459 (3,842) (86,602) -2.9% 1.2% -0.8% -2.6% Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. 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 ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 3,006 3,553 2,748 2,748 (805) -22.7% 3,006 3,553 2,748 2,748 (805) -22.7% $ 225.83 $ 188.41 $ 254.63 $ 244.66 $ (56.25) -29.9% $ 486,440 5,048 187,364 678,852 $ 564,992 9,962 94,449 669,403 $ 550,628 3,419 145,673 699,720 $ 567,142 9,962 95,213 672,317 $ (2,150) (764) (2,914) -0.4% 0.0% -0.8% -0.4% $ $ $ $ $ Activity Narrative: The number of requests is anticipated to decline based on actual data in FY 2013. Orders of Protection Activity The purpose of the Orders of Protection Activity is to provide orders of protection to litigants with cause so that they receive timely and just legal protections. Mandates: A.R.S. §13-3602 establishes that any court may issue orders of protection when presented with an appropriate written petition. The court must review the petition to determine whether there is adequate cause to believe that the defendant has committed or is likely to commit an act of domestic violence. If approved the order is filed and dispatched to the Constable or Sheriff for service to the defendant. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of Orders of Protection issued within established court standards Number of Orders of Protection issued Number of Orders of Protection (ORDP) requested Cost per Order of Protection issued 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 4,012 4,012 4,610 4,610 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 3,897 3,897 3,897 3,897 (713) (713) -15.5% -15.5% $ 209.82 $ 160.23 $ 195.55 $ 188.76 $ (28.53) -17.8% $ 639,857 7,363 194,564 841,784 $ 671,487 12,285 54,901 738,673 $ 625,519 2,716 133,839 762,074 $ 668,015 12,289 55,308 735,612 $ 3,472 (4) (407) 3,061 0.5% -0.0% -0.7% 0.4% $ $ $ $ $ Activity Narrative: The number of requests is anticipated to decline based on actual data in FY 2013. 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. 635 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 Revenue REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Small Civil cases resolved within 180 62.2% 70.8% 65.1% 65.1% (5.7%) -8.1% days Number of Small Civil cases resolved 80,407 76,123 72,981 72,981 (3,142) -4.1% Number of Small Civil (SMCV) cases filed 77,748 83,339 69,773 69,773 (13,566) -16.3% Cost per Small Civil case resolved $ 28.86 $ 26.59 $ 27.87 $ 27.73 $ (1.14) -4.3% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 4,697,016 529,072 3,132,156 $ 8,358,244 $ 4,521,812 501,871 3,094,662 $ 8,118,345 $ 4,672,237 525,900 3,229,452 $ 8,427,589 $ 4,348,472 496,471 3,100,000 $ 7,944,943 $ (173,340) (5,400) 5,338 $ (173,402) -3.8% -1.1% 0.2% -2.1% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,352,545 390,615 577,540 $ 2,320,700 $ 1,691,407 13,916 318,425 $ 2,023,748 $ 1,558,318 11,549 464,309 $ 2,034,176 $ 1,689,096 13,916 320,968 $ 2,023,980 $ 0.1% 0.0% -0.8% -0.0% Expenditure $ 2,311 (2,543) (232) Activity Narrative: The number of Small Civil filings continues to decline from a high of 91,541 filings in FY 2011 due to an improving economy and a decline in debt. Associated fee revenue has declined from a high of $5,238,895 in FY 2011. 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 be afforded timely and just legal resolutions. Mandates: A.R.S. §22-112 establishes that trying civil traffic violations is within the jurisdiction of the Justice Courts. Measure Type Result Output Demand Efficiency Measure Description Percent of Civil Traffic (Photo Enforcement) cases resolved within 180 days Number of Civil Traffic (Photo Enforcement) cases resolved Number of Civil Traffic (Photo Enforcement) cases filed Cost per Civil Traffic (Photo Enforcement) case resolved FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 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 Revenue 237 - JUST COURTS PHOTO ENFORCEMENT $ TOTAL SOURCES $ 9,389 9,389 $ $ 7,500 7,500 $ $ 5,489 5,489 $ $ 5,400 5,400 $ $ (2,100) (2,100) -28.0% -28.0% 237 - JUST COURTS PHOTO ENFORCEMENT $ TOTAL USES $ 139,382 139,382 $ $ 381,351 381,351 $ $ 72,237 72,237 $ $ 312,103 312,103 $ $ 69,248 69,248 18.2% 18.2% Expenditure Base Adjustments: Justice Courts Photo Enforcement Fund (237) Operating  Decrease revenue by $2,100 and expenditures by $2,500. Following the closure of the program, new citations ended; but revenue continues to trickle in from old citations. Justice Courts Photo Enforcement Fund (237) Electronic Document Management System  Budget $305,903 for the implementation of the Electronic Document Management System and the eFiling Project. This amount is carried forward from the FY 2013 appropriation. 636 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Justice Courts Criminal Justice Program The purpose of the Criminal Justice Program is to resolve felony and misdemeanor cases for defendants, victims, and the public so that they are afforded timely and just legal resolutions. Program Results Measure Description Percent of Criminal Traffic cases resolved within 180 days Percent of Misdemenaor Criminal cases resolved within 180 days Percent of Misdemeanor DUI cases resolved within 180 days FY 2012 ACTUAL 70.2% FY 2013 FY 2013 REVISED FORECAST 69.8% 70.2% FY 2014 ADOPTED 70.2% REV VS ADOPTED VAR % 0.4% 0.6% 60.5% 68.3% 65.0% 65.0% -3.3% -4.8% 70.1% 85.0% 70.0% 70.0% -15.0% -17.7% Activities that comprise this program include:  Criminal Traffic  Misdemeanor DUI  Misdemeanor Criminal Adjudication Criminal Traffic Activity The purpose of the Criminal Traffic Adjudication Activity is to resolve criminal traffic cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: This activity supports the overall mandate of the Criminal Justice Program. A.R.S. §22-112 establishes that the Justice Courts are responsible for trying criminal traffic cases, excluding those that involve death or felony traffic charges, which are the responsibility of the Superior Court. Measure Type Result Output Demand Efficiency Expenditure REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Criminal Traffic cases resolved within 70.2% 69.8% 70.2% 70.2% 0.4% 0.6% 180 days Number of Criminal Traffic cases resolved 43,541 45,538 42,294 42,294 (3,244) -7.1% Number of Criminal Traffic (CTRF) cases filed 41,792 46,244 40,887 40,887 (5,357) -11.6% Cost per Criminal Traffic case resolved $ 33.14 $ 40.44 $ 39.08 $ 44.76 $ (4.32) -10.7% 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 847,864 13,815 581,251 $ 1,442,930 $ 1,010,034 19,924 811,789 $ 1,841,747 $ 979,724 7,461 665,736 $ 1,652,921 $ 1,048,160 19,924 825,054 $ 1,893,138 $ $ (38,126) (13,265) (51,391) -3.8% 0.0% -1.6% -2.8% Activity Narrative: The number of cases filed is anticipated to decline based on actual data in FY 2013. 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. 637 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Department Strategic Plans and Budgets Justice Courts Measure Description Percent of Misdemeanor Criminal cases resolved within 180 days Number of Misdemeanor Criminal cases resolved Number of Misdemeanor Criminal (MCAD) cases filed Cost per Misdemeanor Criminal case resolved FY 2012 ACTUAL 60.5% FY 2013 FY 2013 REVISED FORECAST 68.3% 65.0% $ 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL SOURCES $ 10,062,694 263,012 1,715,192 $ 12,040,898 $ 9,814,614 290,129 1,448,206 $ 11,552,949 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES $ 1,509,242 17,139 395,589 $ 1,921,970 $ 1,489,893 25,909 203,257 $ 1,719,059 REV VS ADOPTED VAR % (3.3%) -4.8% FY 2014 ADOPTED 65.0% 17,951 19,797 17,124 17,124 (2,673) -13.5% 20,266 24,872 18,072 18,072 (6,800) -27.3% 107.07 $ 86.83 $ 103.65 $ 101.28 $ (14.45) -16.6% $ 9,467,691 278,557 1,632,974 $ 11,379,222 $ 9,771,000 290,129 1,730,000 $ 11,791,129 $ (43,614) 281,794 238,180 -0.4% 0.0% 19.5% 2.1% $ 1,450,505 11,628 312,769 $ 1,774,902 $ 1,503,487 25,909 204,888 $ 1,734,284 $ (13,594) (1,631) (15,225) -0.9% 0.0% -0.8% -0.9% $ Expenditure $ Activity Narrative: A decline in the number of cases filed appears to be normalizing. The complexity of many of these cases has made it challenging for the Justice Courts to resolve nearly one-third of the cases within 180 days. A continuing decline in General Fund fee and fine revenue also appears to be normalizing, while Special Revenue Fund (245) court fee proceeds are trending higher for FY 2014. Misdemeanor DUI Activity The purpose of the Misdemeanor DUI Adjudication Activity is to resolve misdemeanor DUI cases for defendants and victims so that they are afforded timely and just legal resolutions. Mandates: A.R.S. §22-301 gives Justice Courts jurisdiction in misdemeanor cases that do not involve imprisonment of more than six months or penalties in excess of $2,500. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent of Misdemeanor DUI cases resolved within 180 days Number of Misdemeanor DUI cases resolved Number of Misdemeanor DUI cases filed Cost per Misdemeanor DUI case resolved 100 - GENERAL 204 - JUSTICE CT JUDICIAL ENHANCEMENT 245 - JUSTICE COURTS SPECIAL REVENUE TOTAL USES FY 2012 ACTUAL 70.1% $ $ $ 9,150 9,011 66.91 420,464 6,676 185,125 612,265 FY 2013 FY 2013 REVISED FORECAST 85.0% 70.0% $ $ $ 9,627 9,947 59.80 466,469 14,609 94,603 575,681 $ $ $ 7,763 8,688 76.43 440,160 4,340 148,857 593,357 REV VS ADOPTED VAR % (15.0%) -17.7% FY 2014 ADOPTED 70.0% $ $ $ 7,763 8,688 75.68 477,542 14,609 95,339 587,490 $ $ $ (1,864) (1,259) (15.88) -19.4% -12.7% -26.6% (11,073) (736) (11,809) -2.4% 0.0% -0.8% -2.1% Activity Narrative: The number of Misdemeanor DUI cases filed has declined by 27.2% since an FY 2009 high of 11,933 to the FY 2013 Forecast of 8,688. Likewise, the number of cases resolved has declined by 29.7% since an FY 2009 high of 11,037. Forecasted expenditures have declined by 10.8% during the period. The FY 2014 data shows a normalizing of cases filed and resolved. 638 Department Strategic Plans and Budgets Justice Courts Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment 15,464,600 $ (38,990) $ (38,990) - $ 15,844,479 $ 15,464,600 $ (42,422) $ (42,422) 168,029 $ 168,029 - $ 15,970,086 $ 15,464,600 $ 176,669 $ 176,669 (153,472) $ (153,472) C-49-13-055-2-00 Agenda Item: C-49-13-055-2-00 $ FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Expenditures Reduce Personal Savings Net changes in Personal Services Reduce Multilingual Pay Increase General Supplies Transfer additional expenditures to Special Revenue Fund Increase Internal Service Charges Reduce for Country Meadows lease Reduce Civil Traffic Temporary Pay Net changes to Supplies and Services 15,883,469 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment Other Mandates New Justice Precincts $ Agenda Item: $ Revenue Decrease in Misdemeanor Criminal revenue based on case filing trend analysis Decrease in Small Civil revenue based on case filing trend analysis Decrease in Civil Traffic revenue based on case filing trend analysis Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Tentative Budget $ 84,482 (36,147) (70,800) 68,441 (102,260) 42,789 (98,116) (59,637) 17,776 $ (43,614) (173,340) (8,908) $ (208,895) $ (208,895) - $ 15,784,388 $ -1.2% 15,238,738 -1.5% $ 8,520 $ 8,520 - $ 15,792,908 $ -1.1% 15,238,738 -1.5% Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges (225,862) (225,862) Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 639 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 792,000 $ 792,000 FY 2013 Revised Budget $ 792,000 $ 792,000 FY 2014 Budget Target $ 792,000 $ 792,000 $ 459 $ 459 (459) $ (459) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 792,000 $ 792,000 0.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 4,059 $ 4,059 - $ 1,004,059 $ - $ (4,059) $ (4,059) (1,000,000) $ (1,000,000) - $ - $ - $ 250,000 $ 250,000 - 250,000 $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Build-out of 222 N. Central 1,000,000 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 250,000 $ 640 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Judicial Enhancement Fund (204) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 1,101,994 $ 1,152,879 $ 1,152,879 $ 1,123,259 $ 547,616 Sources: Operating Total Sources: $ $ 799,894 799,894 $ $ 792,000 792,000 $ $ 792,000 792,000 $ $ 807,033 807,033 $ $ 792,000 792,000 $ $ $ $ 650,602 732,074 1,382,676 $ $ 792,000 1,004,059 1,796,059 $ $ 792,000 1,000,000 1,792,000 $ 792,000 250,000 1,042,000 Uses: Operating Non-Recurring Total Uses: $ 391,382 387,249 778,631 Structural Balance $ 408,512 $ - $ - $ 156,431 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,123,259 1,123,259 $ $ 152,879 152,879 $ $ 148,820 148,820 $ $ 547,616 547,616 $ $ 297,616 297,616 Expenditures Revenue Justice Courts Photo Enforcement Fund (237) OPERATING FY 2013 Adopted Budget $ 8,700 $ 8,700 FY 2013 Revised Budget $ 8,700 $ 8,700 FY 2014 Budget Target $ 8,700 $ 8,700 $ (2,500) $ (2,500) (2,500) (2,500) Adjustments: Structural Balance Structural Balance Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 6,200 $ 6,200 -28.7% -28.7% Expenditures Revenue Elec Document Mgmnt System FY 2013 Adopted Budget $ 372,651 $ - FY 2013 Revised Budget $ 372,651 $ - FY 2014 Budget Target $ 372,651 $ - $ (66,748) $ - $ 305,903 $ -17.9% - Adjustments: Agenda Item: Information and Communications Technology Other IT Non-Recurring Electronic Document Management System, eFilings Implementation FY 2014 Adopted Budget Percent Change from Target Amount 641 $ (66,748) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Photo Enforcement Fund (237) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 527,580 $ 372,651 $ 372,651 $ 399,705 $ 332,957 Sources: Operating Total Sources: $ $ 11,509 11,509 $ $ 8,700 8,700 $ $ 8,700 8,700 $ $ 5,489 5,489 $ $ 6,200 6,200 $ $ $ $ 5,489 66,748 72,237 $ $ 8,700 372,651 381,351 $ $ 8,700 372,651 381,351 $ 6,200 305,903 312,103 $ - $ - $ - $ - (2) $ - $ - $ - $ - - $ $ - $ $ 332,957 332,957 $ $ 27,054 27,054 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 139,382 139,382 Structural Balance $ 11,509 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 399,705 399,705 $ $ Justice Courts Special Revenue Fund (245) OPERATING FY 2013 Adopted Budget $ 6,177,400 $ 6,177,400 FY 2013 Revised Budget $ 6,177,400 $ 6,177,400 $ 50,804 $ 50,804 - $ 6,228,204 $ 6,177,400 $ 361,296 $ 361,296 412,100 412,100 Adjustments: Other Mandates New Justice Precincts Agenda Item: FY 2014 Budget Target Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Expenditures Increase Transfer from the General Fund Increase Civil Traffic Personnel and Other Services Increase in Business Application Development Support General Supplies $ 51,456 154,565 155,275 - Revenue Increase in Misdemeanor Criminal Adjudication Revenue based on case filing trend analysis Increase in Small Civil Revenues based on case filing trend analysis Increase in Civil Traffic Revenues based on case filing trend analysis FY 2014 Adopted Budget Percent Change from Target Amount $ 281,794 7,738 122,568 $ 642 - 6,589,500 $ 5.8% 6,589,500 6.7% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Justice Courts Justice Courts Special Revenue Fund (245) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 63,080 $ 127,710 $ 127,710 $ 416,382 $ 692,559 Sources: Operating Total Sources: $ $ 6,480,698 6,480,698 $ $ 6,177,400 6,177,400 $ $ 6,177,400 6,177,400 $ $ 6,538,044 6,538,044 $ $ 6,589,500 6,589,500 $ $ $ 6,177,400 84,467 6,261,867 $ $ 6,177,400 84,467 6,261,867 $ $ 6,177,400 6,177,400 $ $ 6,127,400 6,127,400 $ 6,589,500 6,589,500 Structural Balance $ 353,298 $ - $ - $ 360,644 $ - Accounting Adjustments $ 4 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 416,382 416,382 $ $ 127,710 127,710 $ $ 43,243 43,243 $ $ 692,559 692,559 $ $ 692,559 692,559 Uses: Operating Non-Recurring Total Uses: 643 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Analysis by Mary Driessen, Management and Budget Supervisor 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: In FY 2012, the Department participated in the statewide rollout of a new dynamic needs assessment tool, the Arizona Youth Assessment System (AZYAS). This assessment allows for improved identification of needs and resources for probationers. By the end of FY 2013, the AZYAS assessment will have been completed on 95% of all active probationers. This goal will be updated in the FY 2015 Strategic Business Planning process. Citizen Satisfaction By June 2015, the department will increase overall stakeholder satisfaction with services by 15%. Status: Key management staff and newly assigned supervisors received new training in Communicating with Values and Ethical Decision Making in FY 2013. The department plans on providing this training to the remaining supervisors and line staff in FY 2014. In FY 2014, the Department will administer an improved survey, CourTools which collects and presents evidence of success in meeting the needs and expectations of customers. Using results from the survey, the Department will develop an action plan to improve internal communication. The Department plans to establish an external customer satisfaction survey by the end of FY 2014. Access to Justice By June 2015, the Department will reduce overrepresentation of minority youth in secure detention by 10%. Status: Partnering with the courts in four other counties in its expansion of the 644 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Annie E. Casey Juvenile Detention Alternatives Initiative (JDAI), the department is focusing on identifying alternatives to detention and the reduction of disparate treatment in the justice system. In FY 2012, the percent of minorities in detention was slightly higher at 67.8%, up from 67.5%. However, with the implementation of JDAI, best practices indicate that this percent may increase before it begins to decrease once the program is fully operational. In FY 2013, the Department became more engaged with JDAI and members attended a Racial and Ethnic Disparities training with the goal of developing a more formal plan to address disparity. This plan will be developed by the JDAI Disproportionate Minority Contact Committee (DMC). By September 2014, a DMC workgroup will be established to identify and recommend strategies to the JDAI Steering Committee that will reduce disparities. The JDAI Implementation Team will have developed recommendations for the JDAI Steering Committee by the end of FY 2014. Safe Communities By June 2015, the rate of juvenile recidivism will be at or below 15 per 100 juvenile offenders. Status: The Department has adopted an evidence based practice model and multi-systems approach to target medium and high risk youth. This will direct resources toward our communities’ chronic, repeat offenders that are responsible for the majority of recidivism. In FY 2011, the Department modified the definition of recidivism to reflect a new adjudication within 365 days of the original referral to the Juvenile Court. The FY 2012 recidivism rate will not be available until July 2013 in order to capture an entire year of recidivism for FY 2013. 645 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % DVRN - JUVENILE COURT DIVERSION 27DV - JUVENILE COURT DIVERSION $ $ 2,062,780 $ 2,062,780 $ 2,349,921 $ 2,349,921 $ 2,597,382 $ 2,597,382 $ 2,141,048 $ 2,141,048 $ 2,718,386 $ 2,718,386 $ JCUS - JUV DETENTION CUSTODY AND CTRL 27JD - JUVENILE DETENTION $ $ 483,854 $ 483,854 $ 505,000 $ 505,000 $ 629,542 $ 629,542 $ 556,572 $ 556,572 $ 493,572 $ 493,572 $ (135,970) (135,970) -21.6% -21.6% JRPS - JUV RESTITUTION AND PUBLIC SVC JSTD - JUVENILE STANDARD SUPERVISION 27JP - COMMUNITY SUPERVISION $ 2,632 $ 690,522 693,154 $ 9,135 $ 587,961 597,096 $ 9,135 $ 589,205 598,340 $ 5,014 $ 720,221 725,235 $ 9,135 $ 579,376 588,511 $ (9,829) (9,829) 0.0% -1.7% -1.6% DRUG - JUVENILE DRUG COURT JTMS - JUVENILE TREATMENT MGMT SVCS JVOH - JUVENILE OUT OF HOME CASE MGMT 27JT - JUVENILE TREATMENT $ $ 13,968 $ 430,458 444,426 $ 208,889 $ 126,025 492,960 827,874 $ 209,279 $ 55,883 492,960 758,122 $ 101,003 $ 325,123 205,400 631,526 $ 27,600 $ 545,232 572,832 $ (181,679) 489,349 (492,960) (185,290) -86.8% 875.7% -100.0% -24.4% JLED - JUVENILE LAW RELATED EDUCATION 27PR - JUVENILE CRIME PREVENTION $ $ 442,376 $ 442,376 $ 595,483 $ 595,483 $ 635,389 $ 635,389 $ 230,771 $ 230,771 $ - $ - $ (635,389) (635,389) -100.0% -100.0% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 20,930 $ 20,930 $ 14,750 $ 14,750 $ 14,750 $ 14,750 $ 15,599 $ 15,599 $ 14,750 $ 14,750 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 4,101,562 $ 4,101,562 $ 3,592,145 $ 3,592,145 $ 3,746,343 $ 3,746,343 $ 3,932,825 $ 3,932,825 $ 4,201,274 $ 4,201,274 $ 454,931 454,931 12.1% 12.1% TOTAL PROGRAMS $ 8,249,082 $ 8,482,269 $ 8,979,868 $ 8,233,576 $ 8,589,325 $ (390,543) -4.3% 2,300,934 $ 440,625 415,814 3,157,373 $ 2,337,949 $ 460,628 448,478 3,247,055 $ 2,508,549 $ 471,601 461,752 3,441,902 $ 2,203,547 $ 526,426 489,256 3,219,229 $ 2,332,321 $ 531,665 494,830 3,358,816 $ 176,228 (60,064) (33,078) 83,086 7.0% -12.7% -7.2% 2.4% 2,755,468 $ 21,289,223 2,598,095 778,715 27,421,501 $ 3,120,783 $ 22,504,791 2,616,749 987,322 29,229,645 $ 3,222,821 $ 22,317,112 2,647,313 1,248,763 29,436,009 $ 3,072,064 $ 20,413,639 2,670,935 1,151,155 27,307,793 $ 3,345,155 $ 20,996,847 2,582,045 1,206,405 28,130,452 $ (122,334) 1,320,265 65,268 42,358 1,305,557 -3.8% 5.9% 2.5% 3.4% 4.4% 2,136,895 $ 2,330,453 250,962 7,903,108 12,621,418 $ 2,030,171 $ 2,459,600 240,086 8,151,170 12,881,027 $ 1,930,094 $ 2,654,087 240,086 8,134,891 12,959,158 $ 1,566,119 $ 2,351,091 212,141 7,259,466 11,388,817 $ 1,952,129 $ 2,286,477 264,929 7,367,323 11,870,858 $ (22,035) 367,610 (24,843) 767,568 1,088,300 -1.1% 13.9% -10.3% 9.4% 8.4% 444,927 $ 714,366 768,101 302,329 2,229,723 $ 568,765 $ 698,571 948,205 350,038 2,565,579 $ 466,264 $ 667,474 968,900 362,731 2,465,369 $ 425,150 $ 702,864 813,316 353,711 2,295,041 $ 366,282 $ 742,922 971,188 371,222 2,451,614 $ 99,982 (75,448) (2,288) (8,491) 13,755 21.4% -11.3% -0.2% -2.3% 0.6% 637,742 $ 224,284 862,026 $ 651,997 $ 419,895 1,071,892 $ 657,102 $ 424,737 1,081,839 $ 603,526 $ 416,602 1,020,128 $ 753,303 $ 486,414 1,239,717 $ (96,201) (61,677) (157,878) -14.6% -14.5% -14.6% 193,313 $ 1,159,192 787,356 732,104 143,960 212,020 3,227,945 $ 208,320 $ 1,429,593 947,350 1,038,704 129,160 129,966 3,883,093 $ 208,320 $ 1,429,593 1,099,796 1,124,161 129,160 129,966 4,120,996 $ 208,374 $ 1,206,507 978,402 1,825,021 147,974 131,584 4,497,862 $ 234,809 $ 1,541,089 1,443,565 970,482 186,227 129,962 4,506,134 $ (26,489) (111,496) (343,769) 153,679 (57,067) 4 (385,138) -12.7% -7.8% -31.3% 13.7% -44.2% 0.0% -9.3% 788,036 $ 788,036 $ 1,134,488 $ 1,134,488 $ 1,134,488 $ 1,134,488 $ 1,306,962 $ 1,306,962 $ 1,429,228 $ (458,843) 970,385 $ (294,740) 458,843 164,103 -26.0% N/A 14.5% $ 1,794,878 $ 528,654 2,323,532 $ 2,512,304 $ 190,003 2,702,307 $ 2,536,517 $ 190,003 2,726,520 $ 1,483,232 $ 56,360 1,539,592 $ 2,186,949 $ 56,868 2,243,817 $ 349,568 133,135 482,703 13.8% 70.1% 17.7% TOTAL PROGRAMS $ 52,631,554 $ 56,715,086 $ 57,366,281 $ 52,575,424 $ 54,771,793 $ 2,594,488 4.5% $ 121,004 121,004 4.7% 4.7% USES DVRN - JUVENILE COURT DIVERSION 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 $ $ $ JIPS - JUVENILE INTENSIVE SUPERVISION JPDI - JUV PRE DISP INVESTIGATIONS JRPS - JUV RESTITUTION AND PUBLIC SVC JSTD - JUVENILE STANDARD SUPERVISION 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 $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ $ $ $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 646 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED 3,938,281 3,938,281 $ $ 817,305 $ 817,305 $ FY 2013 REVISED 4,398,449 5,000 4,403,449 $ $ 662,870 $ 662,870 $ 4,871,835 5,000 4,876,835 FY 2013 FORECAST $ $ 662,870 $ 662,870 $ REVISED VS ADOPTED VAR % FY 2014 ADOPTED 4,070,049 23,238 4,093,287 $ $ 755,073 $ 755,073 $ 4,416,881 $ 5,000 4,421,881 $ (454,954) (454,954) -9.3% 0.0% -9.3% 733,670 733,670 $ $ 70,800 70,800 10.7% 10.7% $ SUBTOTAL $ 3,475,235 3,475,235 $ $ 3,383,500 3,383,500 $ $ 3,383,500 3,383,500 $ $ 3,361,922 3,361,922 $ $ 3,400,000 3,400,000 $ $ 16,500 16,500 0.5% 0.5% $ $ $ 19,889 13,885 33,774 $ $ 15,061 8,233 23,294 $ $ 18,565 13,885 32,450 $ $ 18,565 13,885 32,450 $ SUBTOTAL $ 14,472 3,789 18,261 1,324 1,324 7.1% 0.0% 4.1% ALL REVENUES $ 8,249,082 $ 8,482,269 $ 8,955,655 $ 8,233,576 $ 8,589,325 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ 24,213 24,213 $ $ - $ $ 8,249,082 FY 2012 ACTUAL $ 8,482,269 FY 2013 ADOPTED $ 8,979,868 FY 2013 REVISED $ 8,233,576 FY 2013 FORECAST $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ - $ $ $ (366,330) -4.1% (24,213) -100.0% (24,213) -100.0% 8,589,325 $ (390,543) -4.3% REVISED VS ADOPTED FY 2014 ADOPTED VAR % 28,857,304 $ 58,404 664,127 11,337,274 215,063 (6,196,669) 10,694,703 45,630,206 $ 31,386,854 $ 97,528 496,044 13,108,013 284,685 (6,734,922) 10,796,681 49,434,883 $ 31,701,929 $ 102,993 496,044 12,999,378 462,494 (6,734,922) 10,796,681 49,824,597 $ 28,728,343 $ 215,216 691,598 11,661,748 363,048 (6,534,561) 11,581,433 46,706,825 $ 29,509,721 $ 39,732 721,800 13,070,392 213,500 (6,816,047) 11,204,742 47,943,840 $ 2,192,208 63,261 (225,756) (71,014) 248,994 81,125 (408,061) 1,880,757 6.9% 61.4% -45.5% -0.5% 53.8% 1.2% -3.8% 3.8% SUBTOTAL $ 641,048 $ 86,368 44,658 341,958 (49,644) 522,846 1,587,234 $ 951,794 $ 100,598 53,500 62,500 (64,323) 542,597 1,646,666 $ 1,151,212 $ 100,598 53,500 62,500 (64,323) 542,597 1,846,084 $ 808,474 $ 84,832 54,403 59,455 (64,312) 486,284 1,429,136 $ 1,003,661 $ 91,200 51,800 46,500 (64,323) 537,253 1,666,091 $ 147,551 9,398 1,700 16,000 5,344 179,993 12.8% 9.3% 3.2% 25.6% 0.0% 1.0% 9.7% 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 $ 6,501 $ 1,386,916 905,137 373,636 962,020 1,566 937,731 193,344 33,342 35,169 29,011 (330,961) 542,987 5,076,399 $ 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 $ 6,300 $ 1,510,086 1,952,687 365,180 271,119 856,708 159,254 35,507 34,446 3,187 (444,850) 656,872 5,406,496 $ 3,042 $ 1,434,388 631,636 456,163 189,261 1,040,152 145,073 89,721 29,170 3,428 (444,837) 658,472 4,235,669 $ - $ 1,366,700 1,520,214 328,458 245,815 1,118,055 151,100 16,650 27,550 3,300 (444,850) 656,870 4,989,862 $ 6,300 143,386 432,473 36,722 25,304 (261,347) 8,154 18,857 6,896 (113) 2 416,634 100.0% 9.5% 22.1% 10.1% 9.3% N/A -30.5% 5.1% 53.1% 20.0% -3.5% 0.0% 0.0% 7.7% CAPITAL 0920 - CAPITAL EQUIPMENT $ 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ - $ 118,207 219,508 337,715 $ 150,923 $ 113,968 264,891 $ 150,923 $ 113,968 264,891 $ 35,794 $ 168,000 203,794 $ - $ 172,000 172,000 $ 150,923 (58,032) 92,891 100.0% -50.9% N/A 35.1% ALL EXPENDITURES $ 52,631,554 $ 56,715,086 $ 57,342,068 $ 52,575,424 $ 54,771,793 $ 2,570,275 4.5% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ 24,213 $ 24,213 $ - $ - $ - $ - $ 24,213 24,213 100.0% 100.0% TOTAL USES $ 52,631,554 $ 56,715,086 $ 57,366,281 $ 52,575,424 $ 54,771,793 $ 2,594,488 4.5% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 647 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FY 2012 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 20,930 $ 20,930 $ 19,750 $ 19,750 $ 19,750 $ 19,750 $ 38,837 $ 38,837 $ 19,750 $ 19,750 $ $ $ 3,942,941 $ 3,942,941 $ 4,406,449 $ 4,406,449 $ 4,879,835 $ 4,879,835 $ 4,075,494 $ 4,075,494 $ 4,424,881 $ 4,424,881 $ (454,954) (454,954) -9.3% -9.3% $ $ 3,989,685 $ 3,989,685 $ 3,743,200 $ 3,743,200 $ 3,743,200 $ 3,743,200 $ 3,832,821 $ 3,832,821 $ 3,830,500 $ 3,830,500 $ 87,300 87,300 2.3% 2.3% $ $ 3,023 $ 3,023 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 5,594 $ 5,594 $ 10,000 $ 10,000 $ - 0.0% 0.0% $ $ - $ - $ - $ - $ 24,213 $ 24,213 $ - $ - $ - $ - $ $ $ 292,503 $ 292,503 $ 302,870 $ 302,870 $ 302,870 $ 302,870 $ 280,830 $ 280,830 $ 304,194 $ 304,194 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 8,249,082 $ - $ 8,249,082 $ FY 2012 ACTUAL 8,482,269 $ - $ 8,482,269 $ FY 2013 ADOPTED 8,955,655 $ 24,213 $ 8,979,868 $ FY 2013 REVISED 8,233,576 $ - $ 8,233,576 $ FY 2013 FORECAST 8,589,325 $ - $ 8,589,325 $ FY 2014 ADOPTED FUND TOTAL SOURCES 227 JUVENILE PROBATION GRANTS OPERATING FUND TOTAL SOURCES 228 JUVENILE PROBATION SPECIAL FEE OPERATING FUND TOTAL SOURCES 229 JUVENILE RESTITUTION OPERATING FUND TOTAL SOURCES 255 DETENTION OPERATIONS NON-RECURRING FUND TOTAL SOURCES 275 JUVENILE PROBATION DIVERSION OPERATING FUND TOTAL SOURCES FUND / FUNCTION CLASS 100 GENERAL OPERATING - 0.0% 0.0% (24,213) -100.0% (24,213) -100.0% 1,324 1,324 0.4% 0.4% -4.1% (366,330) (24,213) -100.0% (390,543) -4.3% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 16,267,277 $ 16,267,277 $ 16,088,443 $ 16,088,443 $ 16,088,443 $ 16,088,443 $ 15,613,001 $ 15,613,001 $ 15,331,832 $ 15,331,832 $ 756,611 756,611 4.7% 4.7% $ 3,792,569 $ 3,792,569 $ 4,406,449 $ 4,406,449 $ 4,879,835 $ 85,627 4,965,462 $ 4,075,494 $ 4,075,494 $ 4,424,881 $ 4,424,881 $ 454,954 85,627 540,581 9.3% 100.0% 10.9% $ 3,588,171 $ 3,588,171 $ 3,743,200 $ 3,743,200 $ 3,743,200 $ 84,143 3,827,343 $ 3,562,336 $ 84,143 3,646,479 $ 3,830,500 $ 3,830,500 $ (87,300) 84,143 (3,157) -2.3% 100.0% -0.1% $ $ 9,985 $ 9,985 $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ 5,594 $ 5,594 $ 10,000 $ 10,000 $ - 0.0% 0.0% $ 28,133,732 $ 537,386 28,671,118 $ 30,679,803 $ 1,484,321 32,164,124 $ 30,679,803 $ 1,484,321 32,164,124 $ 28,675,575 $ 250,000 28,925,575 $ 29,636,065 $ 1,234,321 30,870,386 $ 1,043,738 250,000 1,293,738 3.4% 16.8% 4.0% $ 302,434 $ 302,434 $ 302,870 $ 302,870 $ 302,870 $ 8,039 310,909 $ 302,624 $ 6,657 309,281 $ 304,194 $ 304,194 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 52,094,168 $ 537,386 $ 52,631,554 $ 55,230,765 $ 1,484,321 $ 56,715,086 $ 55,704,151 $ 1,662,130 $ 57,366,281 $ 52,234,624 $ 340,800 $ 52,575,424 $ 53,537,472 $ 1,234,321 $ 54,771,793 $ 227 JUVENILE PROBATION GRANTS OPERATING NON-RECURRING FUND TOTAL USES 228 JUVENILE PROBATION SPECIAL FEE OPERATING NON-RECURRING FUND TOTAL USES 229 JUVENILE RESTITUTION OPERATING FUND TOTAL USES 255 DETENTION OPERATIONS OPERATING NON-RECURRING FUND TOTAL USES 275 JUVENILE PROBATION DIVERSION OPERATING NON-RECURRING FUND TOTAL USES $ $ $ $ 648 (1,324) 8,039 6,715 2,166,679 427,809 2,594,488 -0.4% 100.0% 2.2% 3.9% 25.7% 4.5% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Program and Activity PROGRAM ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT HUMAN RESOURCES PROGRAM TOTAL COMMUNITY SUPERVISION JUV PRE DISP INVESTIGATIONS JUV RESTITUTION AND PUBLIC SVC JUVENILE INTENSIVE SUPERVISION JUVENILE STANDARD SUPERVISION PROGRAM TOTAL JUVENILE COURT DIVERSION 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 TREATMENT JUV SEX OFFENDER CASE MGMT JUVENILE DRUG COURT JUVENILE OUT OF HOME CASE MGMT JUVENILE TREATMENT MGMT SVCS PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 17.00 7.25 24.25 17.00 7.10 24.10 20.00 11.25 31.25 20.00 11.25 31.25 18.00 13.25 31.25 (2.00) 2.00 - (10.0%) 17.8% 0.0% 44.53 5.60 43.38 109.70 203.21 41.38 5.50 41.80 105.72 194.40 41.83 5.50 40.45 97.67 185.45 43.13 5.50 40.65 100.17 189.45 41.68 5.50 40.00 96.37 183.55 (.15) (.45) (1.30) (1.90) (0.4%) 0.0% (1.1%) (1.3%) (1.0%) 46.82 4.50 6.50 57.82 42.18 6.50 6.50 55.18 42.58 6.50 6.50 55.58 42.58 6.50 6.50 55.58 42.58 6.50 6.50 55.58 - 0.0% 0.0% 0.0% 0.0% 8.70 3.30 12.00 9.10 5.70 14.80 8.40 5.60 14.00 9.10 5.90 15.00 9.10 5.90 15.00 .70 .30 1.00 8.3% 5.4% 7.1% 23.00 336.43 23.00 8.00 390.43 20.00 316.43 23.00 9.00 368.43 23.00 299.43 23.00 14.00 359.43 23.00 301.43 23.00 14.00 361.43 24.00 295.43 24.00 14.00 357.43 1.00 (4.00) 1.00 (2.00) 4.3% (1.3%) 4.3% 0.0% (0.6%) 14.45 8.85 6.30 15.79 45.39 733.10 16.05 11.15 7.00 16.99 51.19 708.10 15.65 9.85 7.30 17.59 50.39 696.10 15.45 9.85 7.30 16.79 49.39 702.10 15.65 9.85 7.30 17.49 50.29 693.10 (.10) (.10) (3.00) 0.0% 0.0% 0.0% (0.6%) (0.2%) (0.4%) 649 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Assistant Counselor Deputy Director Deputy Director - Probation Detention Ofcr Supervisor Detention Ofcr Supv -Probation Detention Officer - Probation Director - Probation Executive Assistant General Laborer Health Educator Human Resources Analyst Judicial Clerk Supervisor Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv 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 Training Officer Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 2.00 2.00 0.0% 3.00 4.00 7.00 4.00 4.00 (3.00) (42.9%) 3.00 3.00 3.00 N/A 6.00 6.00 6.00 6.00 6.00 0.0% 3.00 N/A 1.00 4.00 4.00 4.00 4.00 0.0% 1.00 N/A 25.00 25.00 26.00 25.00 26.00 0.0% 259.10 240.10 225.10 227.10 220.10 (5.00) (2.2%) 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 19.00 19.00 19.00 19.00 19.00 0.0% 5.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 N/A 37.00 34.00 34.00 34.00 34.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 6.00 5.00 5.00 (1.00) (16.7%) 2.00 3.00 4.00 4.00 4.00 0.0% 1.00 N/A 4.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 13.00 13.00 13.00 13.00 13.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% 247.00 238.00 228.00 232.00 230.00 2.00 0.9% 34.00 35.00 38.00 38.00 38.00 0.0% 3.00 4.00 4.00 4.00 4.00 0.0% 2.00 4.00 3.00 3.00 3.00 0.0% 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 47.00 45.00 45.00 45.00 45.00 0.0% 2.00 2.00 2.00 0.0% 733.10 708.10 696.10 702.10 693.10 (3.00) (0.4% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 227 JUVENILE PROBATION GRANTS 255 DETENTION OPERATIONS 275 JUVENILE PROBATION DIVERSION Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 278.00 272.00 266.00 269.00 267.00 1.00 0.4% 59.00 60.00 60.00 60.00 60.00 0.0% 392.10 372.10 366.10 369.10 362.10 (4.00) (1.1%) 4.00 4.00 4.00 4.00 4.00 0.0% 733.10 708.10 696.10 702.10 693.10 (3.00) (0.4% ) Significant Variance Analysis The FY 2014 budget includes the deletion of 4.0 FTE positions funded in the Detention Fund (255). These positions were temporary Juvenile Detention Officers which had been vacant and not utilized for several fiscal years. 650 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation General Adjustments Target Adjustments: General Fund (100)  Decrease Expenditures by $241,082 to transfer funding to Superior Court for positions that support ICIS-NG (Integrated Court Information System - Next Generation). Juvenile Probation Grants Fund (227)  Decrease Revenue and Expenditure budget by $473,386 to reflect the actual grant awards for FY 2013. Base Adjustments: General Fund (100)  Increase personnel savings by $214,386 based on the Chairman’s Office request.  Increase Regular Benefits by $310,748 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Services Charges by $63,353 for the impact of the changes in Risk Management charges  Increase Personnel and Benefits Savings by $465,942 based on the FY 2013 Forecast.  Increase Personal Services Allocation-Out by $87,300 to the Juvenile Probation Special Fees Fund (228) due to the anticipated increase in Special Fee revenue.  Decrease Supplies by $25,400 based on the FY 2013 Forecast. Juvenile Probation Grants Fund (227)  Increase Regular Benefits by $62,817 for the impact of changes in retirement contribution rates.  Increase Revenue by $18,432 based on an anticipated increase in grant revenue.  Decrease Expenditures by $44,385 to maintain structural balance. Juvenile Probation Special Fee Fund (228)  Increase Revenue by $16,500 based on an expected increase in Probation Surcharges revenue.  Increase Revenue by $70,800 based on an expected increase in Probation Fees collected from families.  Increase Personal Services Allocation-In by $87,300 from the General Fund (100) due to anticipated increase in Special Fee revenue. Detention Fund (255) Operating  Increase personnel savings by $244,457 based on the Chairman’s Office request.  Increase Regular Benefits by $316,396 for the impact of changes in retirement contribution rates.  Increase Personal and Benefits Savings by $875,963 based on the FY 2013 Forecast.  Decrease Temporary Pay and Benefits by $74,623 because of the inactivation of several temporary pay positions in FY 2014.  Increase Overtime Pay and Benefits by $248,468 due to the increased utilization of overtime in FY 2013.  Decrease Other Pay by $186,345 for Multilingual Pay based on the FY 2013 Forecast.  Decrease Personal Salary and Benefits by $376,793 due to the inactivation of Juvenile Detention Officers positions in FY 2013.  Increase in Personal Service Allocations-In by a net change of $166,794 for the Sheriff’s Office.  Decrease in Personal Services by $85,818 for shift differentials based on the FY 2013 Forecast. 651 Maricopa County Annual Business Strategies FY 2014 Adopted Budget  Department Strategic Plans and Budgets Juvenile Probation Right-size Supplies, Services, and Equipment by a net of $27,999 based on the FY 2013 Forecast. Detention Fund (255) Juvenile Detention Technology Projects  Increase Supplies and Services by $1,234,321 for the next phase in the Kitchen Remodel project and the installation of a GPS Bed-Check system. Juvenile Probation Diversion Fund (275)  Increase Regular Benefits by $5,448 for the impact of changes in retirement contribution rates.  Increase Revenue by $1,324 based on an anticipated increase in grant revenue.  Decrease Expenditures by $4,124 to maintain 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 Incidents resulting in an injury to detained youth or detention staff Percent of detained youth who received mental health services without leaving the facility FY 2012 ACTUAL 82.7% FY 2013 FY 2013 REVISED FORECAST 85.1% 77.1% FY 2014 ADOPTED 77.5% REV VS ADOPTED VAR % -7.6% -8.9% 100.0% 100.0% 100.0% 100.0% -0.0% -0.0% 1.1% 0.7% 1.0% 1.2% 0.4% 60.9% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 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: Mandated. 652 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 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 during the reporting period Number of youth requiring alternatives to detention (GPS Units, non-therapeutic alternatives) Total activity expenditures per youth placed on alternatives to detention FY 2012 ACTUAL 82.7% $ FY 2013 FY 2013 REVISED FORECAST 85.1% 77.1% REV VS ADOPTED VAR % (7.6%) -8.9% FY 2014 ADOPTED 77.5% 4,146 4,188 3,775 1,857 (2,331) -55.7% 2,188 2,158 1,873 1,857 (301) -13.9% 664.61 $ 769.54 $ 112,851 110,778 2,531,839 $ 2,755,468 $ 813.79 $ 132,991 8,397 3,081,433 $ 3,222,821 $ 1,801.38 $ (1,031.84) -134.1% 241,624 6,264 2,824,176 $ 3,072,064 $ 215,548 6,000 3,123,607 $ 3,345,155 $ (82,557) 2,397 (42,174) (122,334) -62.1% 28.5% -1.4% -3.8% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ $ Activity Narrative: The Department is presently concentrating on the Juvenile Detention Alternatives Initiative (JDAI). This initiative incorporates strategies proven to reduce the unnecessary and inappropriate secure detention of juveniles while reducing costs, increasing system fairness, and improving the juvenile justice system overall without compromising public safety. The number of youth requiring alternatives to detention is anticipated to increase in FY 2014 due to the Department’s enhanced focus on detention alternatives. The methodology for measuring this activity in FY 2014 has changed from prior years; therefore, year-to-year comparison is not valid. 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 Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Incidents resulting in an injury to 1.1% 0.7% 1.0% 1.2% 0.4% 60.9% detained youth or detention staff. Number of screened youth detained during the 6,264 6,216 5,630 5,630 (586) -9.4% reporting period. Number of detained youth (total detained youth 9,076 8,820 8,101 8,101 (719) -8.2% population) Number of youth screened by the Juvenile 8,278 8,376 7,462 7,462 (914) -10.9% Detention Assessment Center (JDAC). Total activity expenditures per juvenile $ 2,345.66 $ 2,530.28 $ 2,519.89 $ 2,519.42 $ 10.86 0.4% detainee during the reporting period. Revenue 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES $ 483,854 483,854 $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 19,375 406,406 20,863,442 $ 21,289,223 $ $ 605,329 24,213 629,542 $ 19,444 725,244 21,572,424 $ 22,317,112 $ $ 556,572 556,572 $ 20,174 404,036 19,989,429 $ 20,413,639 $ $ 493,572 493,572 $ 72,149 504,160 20,420,538 $ 20,996,847 $ $ (111,757) (24,213) (135,970) -18.5% -100.0% -21.6% (52,705) 221,084 1,151,886 $ 1,320,265 -271.1% 30.5% 5.3% 5.9% $ Expenditure 653 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The number of screened and detained youth for this activity was overestimated in FY 2013. In FY 2014, the number of youth screened by the Juvenile Detention Assessment Center (JDAC), detained youth (total detained youth population), and screened youth detained are expected to remain the same as the FY 2013 Forecast since no increase in population is anticipated. This is largely due to the Department's increased work with the Juvenile Detention Alternatives Initiative (JDAI). Juvenile Detention Medical Clinic Activity The purpose of the Juvenile Detention Medical Clinic Activity is to provide health services to detained youth so they can maintain their medical health while detained. Mandates: A.R.S. §8-342 establishes that before commitment to the department of juvenile corrections, every child shall be given a medical examination. Measure Type Result Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 100.0% 100.0% 100.0% (0.0%) -0.0% Percent of detained youth who received medical health services without leaving the facility Number of medical health services delivered 118,266 109,944 110,371 117,492 7,548 6.9% during the time period Number of Detention medical health services 118,266 109,944 110,371 117,492 7,548 6.9% requested Total activity expenditures per medical service $ 21.97 $ 24.08 $ 24.20 $ 21.98 $ 2.10 8.7% delivered Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ 2,598,095 $ 2,598,095 $ 2,647,313 $ 2,647,313 $ 2,670,935 $ 2,670,935 $ 2,582,045 $ 2,582,045 $ $ 65,268 65,268 2.5% 2.5% Activity Narrative: The Department inaccurately collected for this activity in FY 2013; therefore, yearto-year comparison is not valid. The Department will be implementing a new electronic health record system which will improve the accuracy of their numbers. 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 Detention mental health services delivered Number of hours of Detention mental health services requested Total activity expenditures per hour of mental health service delivered FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 3,718 3,120 4,765 4,546 1,426 45.7% 3,718 3,120 4,765 4,546 1,426 45.7% $ 209.44 $ $ 778,715 778,715 $ 400.24 $ 241.59 $ 265.38 $ 134.87 33.7% $ 1,206,405 $ 1,206,405 $ $ 42,358 42,358 3.4% 3.4% Expenditure 255 - DETENTION OPERATIONS TOTAL USES $ 1,248,763 $ 1,248,763 654 $ 1,151,155 $ 1,151,155 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Activity Narrative: The number of hours of detention mental health services requested is increasing by 45.7% due to an increase in requests for services from the 4.0 FTE Social Worker positions that were added in FY 2013. Juvenile Court Diversion Program The purpose of the Juvenile Court Diversion Program is to provide structured formal court diversion opportunities to justice involved youth with diversion eligible offenses so they can complete consequences without formal court involvement. Program Results Measure Description Percent of juveniles that completed Diversion successfully Percent of juveniles that completed Diversion successfully and were not referred to court for a subsequent 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 Drug Diversion successfully in the quarter Percent of juveniles that completed Drug Diversion successfully and were not referred to court for a delinquent referral FY 2012 ACTUAL 91.8% FY 2013 FY 2013 REVISED FORECAST 98.1% 83.7% FY 2014 ADOPTED 79.4% REV VS ADOPTED VAR % -18.7% -19.0% 78.0% 87.9% 78.5% 77.9% -10.0% -11.3% 92.4% 92.1% 79.3% 79.1% -13.0% -14.1% 81.1% 90.0% 84.6% 84.3% -5.7% -6.3% 75.8% 90.0% 82.3% 82.9% -7.1% -7.9% 83.0% 86.0% 83.4% 83.5% -2.5% -2.9% Activities that comprise this program include:  Juvenile Court Diversion  Juvenile Teen Court  Juvenile Drug Diversion 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. 655 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 subsequent referral. Number of new juveniles receiving Diversion Services during time period Number of new juveniles referred by the County Attorney for Diversion Services during time period Total activity expenditures per juvenile receiving Diversion Services during time period. FY 2012 ACTUAL 91.8% FY 2013 FY 2013 REVISED FORECAST 98.1% 83.7% 78.0% $ 87.9% REV VS ADOPTED VAR % (18.7%) -19.0% FY 2014 ADOPTED 79.4% 78.5% 77.9% (10.0%) -11.3% 5,829 18,984 5,210 6,527 (12,457) -65.6% 5,829 6,615 5,210 6,527 (88) -1.3% -170.4% 394.74 $ 132.14 $ 422.95 $ 357.33 $ (225.19) $ 121,004 121,004 5.3% 0.0% 4.7% 21,235 152,219 2,774 176,228 2.8% 9.5% 1.9% 7.0% Revenue 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL SOURCES $ 1,775,965 286,815 $ 2,062,780 $ 2,298,712 298,670 $ 2,597,382 $ 1,864,094 276,954 $ 2,141,048 $ 2,419,716 298,670 $ 2,718,386 $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ $ Expenditure 722,205 1,435,966 142,763 $ 2,300,934 765,936 1,599,825 142,788 $ 2,508,549 631,321 1,430,010 142,216 $ 2,203,547 744,701 1,447,606 140,014 $ 2,332,321 $ Activity Narrative: Beginning in FY 2014 the Juvenile Court Diversion activity is combined with the Juvenile Citations Activity, which ended in FY 2013. The methodology for measuring data for this activity in FY 2014 has changed from prior years to only include new youth; therefore, year-to-year comparison is not valid. Juvenile Drug Diversion Activity The purpose of the Juvenile Drug Diversion Activity is to provide case management to youth with drug related referrals so they can complete required consequences and services without formal court intervention. Mandates: A.R.S. §8-321 establishes that the County Attorney may choose to divert juvenile offenders – so long as the offense is not violent or repeat – from the standard court proceedings to alternative processes. Measure Type Result Result Output Demand Efficiency Measure Description Percent of juveniles that completed Drug Diversion successfully in the quarter Percent of juveniles that completed Drug Diversion successfully and were not referred to court for a delinquent referral. Number of new juveniles receiving Drug Diversion Services during the month. Number of eligible juveniles required to participate in Drug Diversion Services during the month Total Activity Expenditure (per participant) to provide Drug Diversion services during the reporting period. FY 2012 ACTUAL 75.8% FY 2013 FY 2013 REVISED FORECAST 90.0% 82.3% REV VS ADOPTED VAR % (7.1%) -7.9% FY 2014 ADOPTED 82.9% 83.0% 86.0% 83.4% 83.5% (2.5%) -2.9% 1,813 7,548 1,579 1,461 (6,087) -80.6% 1,813 2,265 1,579 1,461 (804) -35.5% $ 243.04 $ 62.48 $ 333.39 $ 363.90 $ (301.42) -482.4% $ 118,208 247,267 75,150 440,625 $ 188,649 206,594 76,358 471,601 $ 200,867 249,296 76,263 526,426 $ 204,466 249,561 77,638 531,665 $ (15,817) (42,967) (1,280) (60,064) -8.4% -20.8% -1.7% -12.7% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ 656 $ $ $ Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The methodology for measuring data for this activity in FY 2014 has changed from prior years to only include new youth; therefore, year-to-year comparison is not valid. 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 new juveniles receiving Teen Court services during the reporting period. Number of new juveniles sent to Teen Court Services during the reporting period. Total activity expenditures (per juvenile) to provide Teen Court Services during time period FY 2012 ACTUAL 92.4% FY 2013 FY 2013 REVISED FORECAST 92.1% 79.3% FY 2014 ADOPTED 79.1% REV VS ADOPTED VAR % (13.0%) -14.1% 81.1% 90.0% 84.6% 84.3% (5.7%) -6.3% 1,120 5,304 1,105 1,078 (4,226) -79.7% 1,120 1,600 1,105 1,078 (522) -32.6% $ 371.26 $ 87.06 $ 442.77 $ 459.03 $ (371.97) -427.3% $ 238,220 93,073 84,521 415,814 $ 236,404 141,624 83,724 461,752 $ 235,626 169,485 84,145 489,256 $ 239,846 168,442 86,542 494,830 $ (3,442) (26,818) (2,818) (33,078) -1.5% -18.9% -3.4% -7.2% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 275 - JUVENILE PROBATION DIVERSION TOTAL USES $ $ $ $ $ Activity Narrative: The methodology for measuring data for this activity in FY 2014 has changed from prior years to only include new youth; therefore, year-to-year comparison is not valid. 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 that do not receive subsequent truancy referrals FY 2012 ACTUAL 98.5% FY 2013 FY 2013 REVISED FORECAST 80.0% 98.5% FY 2014 ADOPTED 98.6% REV VS ADOPTED VAR % 18.6% 23.2% 95.1% 90.0% 95.1% 95.2% 5.2% 5.7% 97.6% 98.8% 98.6% 98.6% -0.2% -0.2% Activities that comprise this program include:  Juvenile Law Related Education  Juvenile Truancy Reduction 657 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 Total activity expenditures per youth who $ receives LRE, attends Teen Court Volunteer Training, or is a volunteer in Teen Court during the reporting period Output Output Demand Demand Efficiency FY 2012 ACTUAL 98.5% FY 2013 FY 2013 REVISED FORECAST 80.0% 98.5% 95.1% 90.0% FY 2014 ADOPTED 98.6% 95.1% REV VS ADOPTED VAR % 18.6% 23.2% 95.2% 5.2% 5.7% 50,260 59,472 51,186 51,911 (7,561) -12.7% 2,075 2,443 1,986 2,005 (438) -17.9% 8,058 11,010 8,120 8,555 (2,455) -22.3% 2,075 2,443 1,986 2,005 (438) -17.9% 12.69 $ 11.05 $ 11.79 $ 14.51 $ (3.46) -31.3% Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 442,376 442,376 $ $ 635,389 635,389 $ $ 230,771 230,771 $ $ - $ $ (635,389) (635,389) -100.0% -100.0% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 226,019 371,998 39,725 637,742 $ 200,862 456,240 657,102 $ 91,026 512,500 603,526 $ 260,963 492,340 753,303 $ (60,101) (36,100) (96,201) -29.9% -7.9% N/A -14.6% Expenditure $ $ $ $ $ Activity Narrative: Two different surveys were used to collect data for this activity between FY 2013 and FY 2014; therefore, year-to-year comparison is not valid. 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. 658 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of participants in CUTS-lite conferences that do not receive subsequent truancy referrals Number of participants in JPD Truancy Reduction programs Number of new truancy referrals during the reporting period Total activity expenditures (per juvenile) to provide Truancy Reduction activities during the reporting period FY 2012 ACTUAL 97.6% FY 2013 FY 2013 REVISED FORECAST 98.8% 98.6% FY 2014 ADOPTED 98.6% 406 192 576 474 - 8,876 250 1,228 REV VS ADOPTED VAR % (0.2%) -0.2% 282 (7,648) $ 552.42 $ 2,212.17 $ 723.27 $ 1,026.19 $ $ 38,596 185,688 224,284 $ 152,966 271,771 424,737 $ 109,965 306,637 416,602 $ 177,815 308,599 486,414 $ 1,185.98 146.9% -86.2% 53.6% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ $ $ $ (24,849) (36,828) (61,677) -16.2% -13.6% -14.5% Activity Narrative: The methodology for measuring data for this activity in FY 2014 has changed from prior years; therefore, year-to-year comparison is not valid. Community Supervision Program The purpose of the Community Supervision Program is to provide appropriate levels of community supervision to adjudicated juveniles who have been placed on probation so they can become law abiding members of the community. Program Results Measure Description Percent of juveniles without a subsequent adjudication (including VOP) during the fiscal year for offenses that occurred while supervised on JIPS Percent of juveniles who did not reoffend with a new delinquent referral during the quarter Percent of court reports completed "on time" Percent of juveniles who did not reoffend with a new delinquent referral within the quarter while supervised under Standard Supervision Percent of juveniles without a subsequent adjudication (including VOP) in the fiscal year for offenses that occurred while supervised on Standard supervision Percent of youth accepted to JCORPS Percent of JCORPS participants who earned restitution or community service hours FY 2012 ACTUAL 69.5% FY 2013 FY 2013 REVISED FORECAST 69.0% 82.3% FY 2014 ADOPTED 78.0% REV VS ADOPTED VAR % 9.0% 13.0% N/A N/A N/A 51.5% N/A N/A 98.1% 83.7% 60.4% 75.0% 98.1% 82.4% 98.1% 62.0% 37.7% -12.9% 62.5% -17.2% N/A N/A N/A 82.5% N/A N/A 99.7% 62.8% 98.8% 33.6% 99.6% 63.1% 99.6% 63.9% 0.8% 30.4% 0.9% 90.5% Activities that comprise this program include:  Juvenile Intensive Supervision  Juvenile Restitution & Public Service  Juvenile Pre-Disposition Investigations  Juvenile Standard Supervision 659 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 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: A.R.S. §8-352 establishes the conditions for intensive probation under the supervision of a juvenile probation officer. Measure Type Result Result Output Demand Efficiency Measure Description Percent of juveniles without a subsequent adjudication (including VOP) during the fiscal year for offenses that occurred while supervised on JIPS Percent of juveniles who did not reoffend with a new delinquent referral during the quarter Number of new juveniles supervised on Juvenile Intensive Probation Supervision (JIPS) status as ordered by the Court New juveniles added/placed on Juvenile Intensive Probation Supervision (JIPS) status as ordered by the Court Total expenditures per juvenile placed on Juvenile Intensive Probation Supervision (JIPS) status FY 2012 ACTUAL 69.5% FY 2013 FY 2013 REVISED FORECAST 69.0% 82.3% N/A $ N/A N/A 3,751 3,972 379 409 735 379 569.69 $ 485.92 $ 4,132.24 FY 2014 ADOPTED 78.0% REV VS ADOPTED VAR % 9.0% 13.0% 51.5% $ N/A N/A 360 (3,612) -90.9% 361 (374) -50.9% 5,422.58 $ $ 1,948,985 3,144 $ 1,952,129 $ (4,936.66) -1015.9% Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 2,110,764 26,131 $ 2,136,895 $ 1,884,401 45,693 $ 1,930,094 $ 1,556,656 9,463 $ 1,566,119 $ (64,584) 42,549 (22,035) -3.4% 93.1% -1.1% Activity Narrative: The methodology for measuring data for this activity in FY 2014 has changed from prior years; therefore, year-to-year comparison is not valid. 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 Output Demand Efficiency Measure Description Percent of court reports completed "on time" New youth supervised on investigative case status each month. Number of new youth on investigative case status each month. Total activity expenditure per youth on investigative case status FY 2012 ACTUAL 98.1% 4,263 FY 2013 FY 2013 REVISED FORECAST 60.4% 98.1% 27,528 3,620 4,288 $ 546.67 6,045 $ 96.41 FY 2014 ADOPTED 98.1% 3,651 3,620 $ 649.47 REV VS ADOPTED VAR % 37.7% 62.5% (23,877) -86.7% 3,651 $ (2,394) -39.6% -549.6% 626.26 $ (529.85) $ 1,623,013 88,644 574,820 $ 2,286,477 $ 366,976 634 367,610 Expenditure 100 - GENERAL $ 1,700,355 227 - JUVENILE PROBATION GRANTS 55,275 228 - JUVENILE PROBATION SPECIAL FEE 574,823 TOTAL USES $ 2,330,453 $ 1,989,989 89,278 574,820 $ 2,654,087 660 $ 1,727,727 88,050 535,314 $ 2,351,091 $ 18.4% 0.7% 0.0% 13.9% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The methodology for measuring data for this activity in FY 2014 has changed from prior years to only include new youth on investigative case status; therefore, year-to-year comparison is not valid. 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: 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 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) Total activity expenditures per juvenile that participates in Juvenile Restitution & Public Service opportunities FY 2012 ACTUAL 99.7% 62.8% FY 2013 FY 2013 REVISED FORECAST 98.8% 99.6% 33.6% 63.1% REV VS ADOPTED VAR % 0.8% 0.9% 30.4% 90.5% FY 2014 ADOPTED 99.6% 63.9% 1,500 2,697 1,562 1,506 942 905 986 966 1,505 2,731 1,569 1,512 (1,191) 61 $ 266.41 $ 265.29 $ 215.15 $ 274.25 $ 229 - JUVENILE RESTITUTION TOTAL SOURCES $ $ 2,632 2,632 $ $ 9,135 9,135 $ $ 5,014 5,014 $ $ 9,135 9,135 $ $ 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 229 - JUVENILE RESTITUTION TOTAL USES $ 240,977 9,985 250,962 $ 229,290 796 10,000 240,086 $ 206,054 493 5,594 212,141 $ 254,929 10,000 264,929 $ -44.2% 6.7% (1,219) -44.6% (8.97) -3.4% Revenue - 0.0% 0.0% Expenditure $ $ $ $ $ (25,639) 796 (24,843) -11.2% 100.0% 0.0% -10.3% Activity Narrative: The methodology for measuring data for this activity in FY 2014 has changed from prior years to only include new youth who apply for JCORPS; therefore, year-to-year comparison is not valid. 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: 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 evidencebased practices in differentiated case management. 661 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of juveniles who did not reoffend with a new delinquent referral within the quarter while supervised under Standard Supervision Percent of juveniles without a subsequent adjudication (including VOP) in the fiscal year for offenses that occurred while supervised on Standard supervision Number of new juveniles supervised on Juvenile Standard Supervision status as ordered by the Court each month Number of new juveniles added/placed on Juvenile Standard Supervision status as ordered by the Court each month Total activity expenditures per juvenile placed on Juvenile Standard Supervision status FY 2012 ACTUAL 83.7% FY 2013 FY 2013 REVISED FORECAST 75.0% 82.4% N/A N/A REV VS ADOPTED VAR % (12.9%) -17.2% FY 2014 ADOPTED 62.0% N/A 82.5% N/A N/A 37,778 38,796 2,487 2,448 (36,348) -93.7% 3,034 6,140 2,487 2,448 (3,692) -60.1% $ 209.20 $ 209.68 $ 2,918.97 $ 3,009.53 $ $ 179,805 510,717 690,522 $ 5,000 230,005 354,200 589,205 $ 23,238 231,244 465,739 720,221 $ 5,000 149,376 425,000 579,376 $ (2,799.84) -1335.3% Revenue 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE TOTAL SOURCES $ $ $ $ $ (80,629) 70,800 (9,829) 0.0% -35.1% 20.0% -1.7% 673,482 97,243 (3,157) 767,568 14.4% 50.1% -0.1% 9.4% Expenditure 100 - GENERAL $ 4,681,167 227 - JUVENILE PROBATION GRANTS 208,593 228 - JUVENILE PROBATION SPECIAL FEE 3,013,348 TOTAL USES $ 7,903,108 $ 4,688,272 194,096 3,252,523 $ 8,134,891 $ 4,040,195 108,106 3,111,165 $ 7,259,466 $ 4,014,790 96,853 3,255,680 $ 7,367,323 $ $ Activity Narrative: Beginning in FY 2014 the Juvenile Standard Supervision activity includes the Juvenile Compliance Monitoring Supervision activity and the Other Jurisdiction Probation Supervision activity. The methodology for measuring data for this activity in FY 2014 has changed from prior years; therefore, year-to-year comparison is not valid. 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. 662 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation 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 during the year Percent of juveniles who did not reoffend with a new delinquent referral within the time period Percent of youth who do not receive a subsequent adjudication (includes VOP) while supervised by Treatment Supervision Unit (includes aftercare) Percent of youth who did not reoffend with a new delinquent referral within the quarter Percent of youth who do not receive a subsequent adjudication (including VOP) while supervised by the Special Supervision Unit Percent of youth who did not reoffend with a new delinquent referral within the quarter Percent of Formal Staffings and Financial Eligibility Reports rated as satisfactory or above FY 2012 ACTUAL 22.8% FY 2013 FY 2013 REVISED FORECAST 50.0% 27.4% FY 2014 ADOPTED 26.8% REV VS ADOPTED VAR % -23.2% -46.5% 85.6% 72.7% 79.4% 84.9% 12.1% 16.7% N/A N/A N/A 75.7% N/A N/A 89.6% 90.0% 90.4% 88.9% -1.1% -1.2% N/A N/A N/A 87.5% N/A N/A 91.9% 84.1% 93.5% 88.5% 4.3% 5.1% N/A N/A N/A 97.6% N/A N/A 96.8% 90.0% 100.0% 97.4% 7.4% 8.3% Activities that comprise this program include:  Juvenile Drug Court  Juvenile Out of Home Case Management   663 Juvenile Treatment Management Service Juvenile Sex Offender Case Management Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Juvenile Drug Court Activity The purpose of the Juvenile Drug Court Activity is to provide substance abuse treatment and supervision services to youth participating in Juvenile Drug Court so they can obtain the tools and knowledge necessary to achieve a law abiding lifestyle. Mandates: Not mandated. Measure Type Result Result Result Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of youth who successfully complete 22.8% 50.0% 27.4% 26.8% (23.2%) -46.5% Drug Court Percent of youth who do not receive a 85.6% 72.7% 79.4% 84.9% 12.1% 16.7% subsequent adjudication (including VOP) while participating in Drug Court during the year Percent of juveniles who did not reoffend with N/A N/A N/A 75.7% N/A N/A a new delinquent referral within the time period Number of youth participants in Drug Court 90 1,200 57 50 (1,150) -95.8% Number of youth who are screened to 295 430 179 194 (236) -54.9% participate in Drug Court Total activity expenditure per youth participant $ 4,943.63 $ 388.55 $ 7,458.77 $ 7,325.64 $ (6,937.09) -1785.4% in Drug Court Revenue 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 13,968 13,968 $ $ 209,279 209,279 $ $ 101,003 101,003 $ $ 27,600 27,600 $ $ (181,679) (181,679) -86.8% -86.8% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 336,520 108,407 444,927 $ 304,209 162,055 466,264 $ 315,531 109,619 425,150 $ 316,587 49,695 366,282 $ (12,378) 112,360 99,982 -4.1% 69.3% 21.4% Expenditure $ $ $ $ $ Activity Narrative: There was an anticipated increase in the number of youth participating in Drug Court in Maricopa County, as reflected in the higher numbers for FY 2013 Revised, based on changes to increase participation that were never implemented. Therefore, FY 2013 Forecast and FY 2014 Adopted were revised to reflect the actual in youth participation. 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. 664 Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result 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) Percent of youth who did not reoffend with a new delinquent referral within the quarter Number of new youth in Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit Number of new youth requiring Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit Total activity expenditure per youth requiring Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit FY 2012 ACTUAL 89.6% FY 2013 FY 2013 REVISED FORECAST 90.0% 90.4% N/A N/A N/A 380 1,812 440 380 459 440 REV VS ADOPTED VAR % (1.1%) -1.2% FY 2014 ADOPTED 88.9% 87.5% N/A N/A 427 (1,385) -76.4% 427 (32) -7.0% $ 795.60 $ 200.18 $ 803.89 $ 869.37 $ (669.19) -334.3% 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ - $ $ 492,960 492,960 $ $ 205,400 205,400 $ $ - $ $ (492,960) (492,960) -100.0% -100.0% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ 302,329 302,329 $ 362,067 664 362,731 $ 353,299 412 353,711 $ 371,222 371,222 $ (9,155) 664 (8,491) -2.5% 100.0% -2.3% Revenue Expenditure $ $ $ $ $ Activity Narrative: The methodology for measuring data for this activity in FY 2014 has changed from prior years to only include new youth requiring Out of Home therapeutic treatment (and aftercare) supervised by the Treatment Supervision Unit; therefore, year-to-year comparison is not valid. 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: 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 evidencebased practices in differentiated case management. Measure Type Result Result Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of youth who do not receive a 91.9% 84.1% 93.5% 88.5% 4.3% 5.1% subsequent adjudication (including VOP) while supervised by the Special Supervision Unit Percent of youth who did not reoffend with a N/A N/A N/A 97.6% N/A N/A new delinquent referral within the quarter. Number of new youth adjudicated of a sexual 106 2,196 104 98 (2,098) -95.5% offense and supervised by the Special Supervision Unit (SSU) Number of youth adjudicated of a sexual 119 308 122 116 (192) -62.3% offense Total activity expenditure per youth supervised $ 6,739.30 $ 303.95 $ 6,758.31 $ 7,580.84 $ (7,276.89) -2394.1% by the Special Supervision Unit (SSU) Expenditure 100 - GENERAL 227 - JUVENILE PROBATION GRANTS TOTAL USES $ $ 570,100 144,266 714,366 $ $ 665 539,215 128,259 667,474 $ $ 553,461 149,403 702,864 $ $ 575,228 167,694 742,922 $ $ (36,013) (39,435) (75,448) -6.7% -30.7% -11.3% Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The methodology for measuring data for this activity in FY 2014 has changed from prior years to only include new youth adjudicated of a sexual offense; therefore, year-to-year comparison is not valid. 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 Total activity expenditure per request for Treatment Management Services fulfilled FY 2012 ACTUAL 96.8% FY 2013 FY 2013 REVISED FORECAST 90.0% 100.0% FY 2014 ADOPTED 97.4% REV VS ADOPTED VAR % 7.4% 8.3% 1,270 1,152 1,240 1,253 101 8.8% 1,287 1,188 1,244 1,257 69 5.8% $ 604.80 $ 841.06 $ 655.90 $ 775.09 $ 65.97 7.8% 227 - JUVENILE PROBATION GRANTS TOTAL SOURCES $ $ 430,458 430,458 $ $ 55,883 55,883 $ $ 325,123 325,123 $ $ 545,232 545,232 $ $ 489,349 489,349 875.7% 875.7% 100 - GENERAL 227 - JUVENILE PROBATION GRANTS 255 - DETENTION OPERATIONS TOTAL USES $ 381,193 386,847 61 768,101 $ 397,901 520,876 50,123 968,900 $ 387,577 394,876 30,863 813,316 $ 508,950 462,238 971,188 $ (111,049) 58,638 50,123 (2,288) -27.9% 11.3% 100.0% -0.2% Revenue Expenditure $ $ 666 $ $ $ Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 16,088,443 $ 19,750 FY 2013 Revised Budget $ 16,088,443 $ 19,750 $ (241,082) $ (241,082) - $ 15,847,361 $ 19,750 $ 310,748 $ 310,748 (578,642) $ (578,642) - $ (214,386) $ (214,386) - $ 15,365,081 $ -3.0% 19,750 0.0% $ 63,353 $ 63,353 - $ 15,428,434 $ -2.6% 19,750 0.0% Adjustments: Reallocations Reallocation Between Depts Agenda Item: FY 2014 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase in Personnel and Benefits Savings Increase in Personnel Services Allocation Out to Special Revenue Fund Right Size in General Supplies Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Tentative Budget $ $ (465,942) (87,300) (25,400) Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 667 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Grants Fund (227) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Prob FY 13 Grant Recon $ 4,406,449 $ 4,406,449 $ 473,386 $ 473,386 473,386 473,386 $ 4,879,835 $ 4,879,835 $ (473,386) $ (473,386) $ 4,406,449 $ 4,406,449 $ 62,817 $ 62,817 - $ (44,385) $ (44,385) 18,432 18,432 $ 4,424,881 $ 0.4% 4,424,881 0.4% Agenda Item: C-27-13-003-2-00 FY 2013 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Juv Prob FY 13 Grant Recon Agenda Item: C-27-13-003-2-00 FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation (473,386) (473,386) Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Juvenile Probation Grants Fund (227) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ (213,798) $ 3,942,941 3,942,941 $ $ $ 3,792,569 3,792,569 Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ Uses: Operating Non-Recurring Total Uses: $ FY 2013 ADOPTED $ $ FY 2013 REVISED (213,798) $ 4,406,449 4,406,449 $ $ $ 4,406,449 4,406,449 150,372 $ 32 $ $ - $ (63,394) $ (213,798) $ 4,879,835 4,879,835 $ $ $ 4,879,835 85,627 4,965,462 - $ - $ $ - $ (213,798) $ 668 FY 2013 FORECAST FY 2014 ADOPTED (63,394) $ (63,394) 4,075,494 4,075,494 $ $ $ 4,075,494 4,075,494 $ 4,424,881 4,424,881 - $ - $ - - $ - $ - $ - $ (299,425) $ (63,394) $ $ $ 4,424,881 4,424,881 (63,394) Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Juvenile Probation Special Fees Fund (228) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 3,743,200 $ 3,743,200 FY 2013 Revised Budget $ 3,743,200 $ 3,743,200 FY 2014 Budget Target $ 3,743,200 $ 3,743,200 $ 87,300 $ 87,300 87,300 87,300 $ 3,830,500 $ 2.3% 3,830,500 2.3% Adjustments: Agenda Item: Fees and Other Revenues ProgRevenue Volume Inc/Dec Expenditures Increase in Personnel Allocations In from the General Fund Revenue Increase in Probation Surcharge Revenue based on trend analysis Increase in Fees collected from Families based on trend analysis $ 87,300 $ 16,500 70,800 FY 2014 Adopted Budget Percent Change from Target Amount Juvenile Probation Special Fees Fund (228) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 811,966 $ 249,084 $ 249,084 $ 1,213,486 $ 1,399,828 $ 3,989,685 3,989,685 $ 3,743,200 3,743,200 $ 3,743,200 3,743,200 $ 3,832,821 3,832,821 $ 3,830,500 3,830,500 $ $ 3,562,336 84,143 3,646,479 $ $ 3,743,200 84,143 3,827,343 $ $ 3,743,200 3,743,200 $ $ 3,588,171 3,588,171 $ 3,830,500 3,830,500 Structural Balance $ 401,514 $ - $ - $ 270,485 $ - Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,213,486 1,213,486 $ $ 249,084 249,084 $ $ 164,941 164,941 $ $ 1,399,828 1,399,828 $ $ 1,399,828 1,399,828 Expenditures Revenue Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ $ $ $ Juvenile Probation Restitution Fund (229) OPERATING FY 2013 Adopted Budget $ 10,000 $ 10,000 FY 2013 Revised Budget $ 10,000 $ 10,000 FY 2014 Budget Target $ 10,000 $ 10,000 FY 2014 Adopted Budget Percent Change from Target Amount $ 10,000 $ 0.0% 10,000 0.0% 669 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Restitution Fund (229) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 72,503 $ 67,298 $ 67,298 $ 65,541 $ 65,541 $ 3,023 3,023 $ 10,000 10,000 $ 10,000 10,000 $ 5,594 5,594 $ 10,000 10,000 $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 65,541 65,541 $ 9,985 9,985 $ $ $ 10,000 10,000 (6,962) $ $ $ $ 10,000 10,000 - $ $ - $ $ 67,298 67,298 $ $ $ $ 5,594 5,594 $ $ 10,000 10,000 - $ - $ - $ - $ - $ - $ $ 67,298 67,298 $ $ 65,541 65,541 $ $ 65,541 65,541 Expenditures Revenue Juvenile Detention Fund (255) OPERATING FY 2013 Adopted Budget $ 30,679,803 $ - FY 2013 Revised Budget $ 30,679,803 $ - FY 2014 Budget Target $ 30,679,803 $ - $ 316,396 $ 316,396 (1,212,279) $ (845,243) - (367,036) - $ (244,457) $ (244,457) - $ 29,539,463 $ -3.7% - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase in Personnel and Benefits Savings Decrease in Temporary Pay and Benefits Increase in Overtime Pay and Benefits Decrease in Other Pay including Multilingual Pay Decrease in Salary and Benefits with Inactivation of Vacant Positions Increase in Personnel Services Allocation In Decrease in Personal Services including Shift Differentials Rightsize Supplies, Services and Equipment Operating Fund Transfers Decrease in Personal Services Allocation In to Transfer to Funds to Adult Probation Detention Fund (255) Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Adopted Budget Percent Change from Target Amount 670 $ $ (875,963) (74,623) 248,468 (186,345) (376,793) 533,830 (85,818) (27,999) $ (367,036) Department Strategic Plans and Budgets Juvenile Probation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Juvenile Detention Fund (255) (continued) Expenditures Revenue Juv Detention Tech Projects FY 2013 Adopted Budget $ 1,484,321 $ - FY 2013 Revised Budget $ 1,484,321 $ - FY 2014 Budget Target $ 1,484,321 $ - $ (250,000) $ (250,000) - $ 1,234,321 $ -16.8% - Adjustments: Non Recurring Non Recurring Carry Forward Detention Kitchen Remodel Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount (250,000) Juvenile Probation Diversion Fund (275) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 302,870 $ 302,870 FY 2013 Revised Budget $ 302,870 $ 302,870 FY 2014 Budget Target $ 302,870 $ 302,870 $ 5,448 $ 5,448 (4,124) $ (4,124) - $ - 1,324 1,324 304,194 $ 0.4% 304,194 0.4% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ $ FY 2014 Adopted Budget Percent Change from Target Amount $ 671 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Juvenile Probation Juvenile Probation Diversion Fund (275) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 828,281 $ 755,002 $ 755,002 $ 818,353 $ 789,902 $ 292,503 292,503 $ 302,870 302,870 $ 302,870 302,870 $ 280,830 280,830 $ 304,194 304,194 302,434 302,434 $ $ $ 302,624 6,657 309,281 $ $ 302,870 8,039 310,909 $ $ 302,870 302,870 $ 304,194 304,194 (9,931) $ - $ - $ (21,794) $ - $ $ $ $ $ Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 818,353 818,353 $ $ 755,002 755,002 $ $ 746,963 746,963 $ $ 789,902 789,902 $ $ 789,902 789,902 $ 672 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Management and Budget Management and Budget Analysis by Jack L. Patton, Principal Analyst Summary Mission The mission of the Office of Management and Budget (OMB) is to develop and maintain a sustainable, structurally-balanced budget for the Board of Supervisors and County Manager so that they can achieve the County’s mission within available resources. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Fiscal Strength By 2015, mandated fixed contributions to the State of Arizona will be less than 20% of total General Fund operating revenues, a reduction of 11.9% from the FY 2010 level. . Status: In FY 2012, the actual 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 from the reduction in property taxes and an increase in the contribution amount due to the expiration of ARRA funding for ALTCS. In FY 2013, the budgeted mandated state contributions were expected to decline to 21.4% due to the elimination of the $26 million state contribution payment. This decrease was mitigated to a degree by a reduction in General Fund revenue due to a substantial decrease in property taxes. Based on the FY 2014 Adopted Budget, it is anticipated that the percent of General Fund revenue for mandated contributions to the State will drop to 21.2% as a result of the increase in the budgeted operating revenue. The increase is due to the utilization of the “Most Likely” scenario for state-shared sales and vehicle license taxes. As the economy improves, General Fund revenue is projected to increase and the goal of mandated state contributions being no more than 20% appears to be more probable. However, there are risks to attaining the 20% goal which include the States projected revenue shortfall in the coming years which could lead to the resurgence of the County Contribution payments, the growing population of adults 65 years and older which increases the eligibility pool for ALTCS, stable SVP populations and the rate of medical inflation which is nearly twice the amount of the CPI measure of inflation 673 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Fiscal Strength Department Strategic Plans and Budgets Management and Budget By 2015, 88% of County Department and District budgeted expenditures will directly support department specific programs and activities, from 85.8% in FY 2013. Status: This is a new goal for FY 2014 which measures the operating budget expenditures. Based on the FY 2014 budget, it is anticipated that 86.2% of budgeted operating expenditures will support direct program activities. Fiscal Strength By 2015, 28% of the net operating revenue for all County Departments and Districts will be from sources other than taxes, from 26.5% in FY 2013. Status: This is a new goal for FY 2014. Based on the FY 2014 Adopted Budget, the percent of net operating revenue from sources other than taxes will be 27.2%, moving towards the 28% target for this goal. Fiscal Strength By 2015, the County’s burden on taxpayers, as measured by total County tax revenues as a percentage of personal income, will be less than 0.8%, a reduction of 2.4% from the FY 2010 level. Status: In 2012, the total County tax revenue as a percentage of personal income was .78%, slightly below the target of .8%. For FY 2013, this percentage is expected to decline to .71%, a decrease of 9.6% which is the lowest it has been since this measure was tracked. This is primarily the result of an estimated reduction of over 10% or $52 million in the FY 2013 Property Tax levy while personal income in Maricopa County is projected to increase collectively by 6.5% or $9.9 billion. Furthermore, in FY 2013, the total County tax-based revenue (Property Tax, State Shared Sales Tax, Jail Tax, Vehicle License Tax and Highway User Revenue Fund) is estimated to be the lowest it has been since FY 2005. Personal income and revenue estimates for FY 2014 indicate the ratio of these values to remain constant at .71%. This is the result of the expected net increase in County tax revenues of 3.3% or $38 million which is buffered by a projected increase in personal income of 3.4% or $5.5 billion. Revenue for state-shared sales tax, state-shared vehicle license tax and jail tax is expected to increase yearover-year due to the utilization of the “Most Likely” forecast for these revenues. The budget for the Highway User Revenue Funds is forecasted to remain flat and Property Taxes which are expected to decrease by $15 million. The accuracy of the FY 2014 estimate is largely dependent on the economy; however it is highly likely that the total County tax revenue as a percentage of personal income will be below .8%. 674 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % BDMF - BUDGET DEV MON FORECASTING 49PB - PLANNING AND BUDGETING $ $ 1,743,680 $ 1,743,680 $ 1,978,876 $ 1,978,876 $ 2,018,741 $ 2,018,741 $ 1,885,456 $ 1,885,456 $ 2,058,563 $ 2,058,563 $ FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ - $ 221,175 221,175 $ - $ 257,425 257,425 $ 104,232 $ 257,427 361,659 $ 13,896 $ 219,665 233,561 $ 62,318 $ 170,923 233,241 $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 5,004 $ 5,004 $ 4,557 $ 4,557 $ 4,557 $ 4,557 $ 4,557 $ 4,557 $ 6,101 $ (19,024) (12,923) $ TOTAL PROGRAMS $ 1,969,859 $ 2,240,858 $ 2,384,957 $ 2,123,574 $ 2,278,881 $ $ (39,822) (39,822) -2.0% -2.0% 41,914 86,504 128,418 40.2% 33.6% 35.5% (1,544) 19,024 17,480 106,076 -33.9% N/A 383.6% 4.4% 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 $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED 1,239,095 $ 380,265 (115,554) 319,357 1,823,163 $ 1,251,258 $ 390,633 (44,409) 392,837 1,990,319 $ 1,316,458 $ 414,653 (80,124) 482,069 2,133,056 $ 1,285,291 $ 2,809 397,805 (58,340) 312,574 1,940,139 $ 1,278,716 $ 415,772 2,844 348,428 2,045,760 $ SUBTOTAL $ 8,531 $ 1,415 9,946 $ 15,003 $ 15,003 $ 15,003 $ 15,003 $ 8,912 $ 8,912 $ 15,003 $ 15,003 $ 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 $ 104,235 $ 2,175 55 27,887 146 1,584 668 136,750 $ 1,969,859 $ 171,798 $ 12,050 3,000 41,888 2,000 4,400 400 235,536 $ 2,240,858 $ 173,158 $ 12,050 3,000 41,888 2,000 4,400 402 236,898 $ 2,384,957 $ 118,089 $ 11,841 1,250 37,477 835 4,827 204 174,523 $ 2,123,574 $ 173,760 $ 8,000 3,000 25,758 500 6,700 400 218,118 $ 2,278,881 $ (602) 4,050 16,130 1,500 (2,300) 2 18,780 106,076 TOTAL USES $ 1,969,859 $ 2,240,858 $ 2,384,957 $ 2,123,574 $ 2,278,881 $ 106,076 SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 37,742 2.9% N/A (1,119) -0.3% (2,844) N/A (80,124) -100.0% 133,641 27.7% 87,296 4.1% - 0.0% N/A 0.0% -0.3% 33.6% 0.0% 38.5% 75.0% -52.3% 0.5% 7.9% 4.4% 4.4% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ FUND TOTAL USES $ 1,969,859 $ 1,969,859 $ 2,240,858 $ 2,240,858 $ 2,384,957 $ 2,384,957 $ 2,123,574 $ 2,123,574 $ 2,278,881 $ 2,278,881 $ 106,076 106,076 4.4% 4.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 1,969,859 $ 1,969,859 $ 2,240,858 $ 2,240,858 $ 2,384,957 $ 2,384,957 $ 2,123,574 $ 2,123,574 $ 2,278,881 $ 2,278,881 $ 106,076 106,076 4.4% 4.4% Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES PROGRAM TOTAL EMPLOYEE COMPENSATION EMPLOYEE COMPENSATION PROGRAM TOTAL PLANNING AND BUDGETING BUDGET DEV MON FORECASTING PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 5.00 1.30 1.30 1.30 1.00 2.30 1.30 1.00 2.30 1.30 1.00 2.30 - 0.0% 0.0% 0.0% 5.20 5.20 .40 .40 .40 .40 .40 .40 - (.40) (.40) (100.0%) (100.0%) 18.60 18.60 28.80 16.30 16.30 18.00 16.30 16.30 19.00 16.30 16.30 19.00 16.70 16.70 19.00 .40 .40 - 2.5% 2.5% 0.0% 675 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Management and Budget Staffing by Market Range Title MARKET RANGE TITLE Administrator Budget Administrator Budget Analyst Budget Supervisor Communicatn Ofcr/Govt Liaison Compensation Analyst Compensation Supervisor Deputy County Manager Deputy Director - Budget Finance/Business Analyst Human Resources Specialist Management Analyst Office Assistant Specialized Policy and Compliance Consultant Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 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 1.00 1.00 0.0% 11.00 11.00 11.00 11.00 11.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 N/A 2.80 N/A 1.00 N/A 1.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 N/A 1.00 N/A 1.00 N/A 28.80 18.00 19.00 19.00 19.00 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 28.80 18.00 19.00 19.00 19.00 0.0% 28.80 18.00 19.00 19.00 19.00 0.0% The FY 2012 FTE include 4.8 FTE that were subsequently restated to Human Resources and 5 FTE that were restated to the Deputy County Manager -920 department. General Adjustments Target Adjustments:     Restate personnel and supplies of $889,992 from the Office of Management and Budget to the Deputy County Manager -920 department. Restate expenditures of $89,233 from the Economic Development position in Business Strategies to Office of Management and Budget. This position will be repurposed to support the Health Care Programs administration function transferred to OMB. Restate personnel and supplies of $446,779 from Office of Management and Budget to Human Resources to reflect the organizational transfer of Employee Compensation to Human Resources. Restate expenditures of $136,783 from Non Departmental of the Office of Management and Budget for personnel and services associated with forecasting and administration. Base Adjustments:    Increase Regular Benefits by $5,309 for the impact of changes in retirement contributions rates. Increase personnel savings by $19,024 based on the Chairman’s Office request. Increase Other Benefits and Internal Service Charges by $1,349 for the impact of the changes in Risk Management charges. 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 676 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 fiscal year. Percent of activities with actual expenditures at the end of the fiscal year within 5% of the mid-year forecast. FY 2012 ACTUAL 99.3% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 51.7% 70.0% FY 2014 ADOPTED 100.0% 50.1% REV VS ADOPTED VAR % 0.0% 0.0% 70.0% 0.1% 0.1% 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. Mandates: Administrative mandate. 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 2012 ACTUAL 99.3% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 51.7% 70.0% 50.1% 70.0% 0.1% 0.1% 281 348 322 300 (48) -13.8% 780 786 767 794 8 281 348 322 300 (48) -13.8% 1.0% $ 829 6,205.27 $ 786 5,800.98 $ 783 5,855.45 $ 794 6,861.88 $ 8 (1,060.90) 1.0% -18.3% $ 2,235.49 $ 2,568.37 $ 2,458.22 $ 2,592.65 $ (24.28) -0.9% $ 2,058,563 $ 2,058,563 $ $ (39,822) (39,822) -2.0% -2.0% Expenditure 100 - GENERAL TOTAL USES $ 1,743,680 $ 1,743,680 $ 2,018,741 $ 2,018,741 $ 1,885,456 $ 1,885,456 Activity Narrative: The increase in the Budget Development, Monitoring and Forecast Activity is due to the repurposing supervision resources previously allocated to the Employee Compensation Activity that was restated to Human Resources. The change in the efficiency, demand and output of the number of appropriated budgets is due to the consolidation of the appropriation of operating major maintenance projects for FY 2014. 677 Department Strategic Plans and Budgets Management and Budget Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 3,402,002 $ - FY 2013 Revised Budget $ 3,402,002 $ - $ (1,110,755) $ (889,992) 89,233 (446,779) 136,783 - $ 2,291,247 $ - $ 5,309 $ 5,309 (19,024) $ (19,024) - $ 2,277,532 $ -0.6% - $ 1,349 $ 1,349 - $ 2,278,881 $ -0.5% - Adjustments: Restatements OMB to DCM Business Strategies to OMB Compensation from OMB to Human Resources Non Departmental to OMB Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 678 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Analysis by Mary Driessen, Management and Budget Supervisor Summary Mission The Mission of the Office of the Medical Examiner is to provide professional death investigation, examinations, tests and reports to determine the cause and manner of death to decedents’ families, the judicial system and public health communities so they can protect public health and ensure justice. Vision Citizens serving citizens by working collaboratively, efficiently and innovatively. We will be responsive to our customers while being fiscally prudent. Strategic Goals Citizen Satisfaction By January, 2016, 98% (from 59.8% as of June 30, 2012) 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 currently releases 60.3% of decedents within 24 business hours of examination which is a slight increase from FY 2012 due to no vacancies in the admitting department. The Medical Examiner is upgrading to a new metric system which will allow the department to improve accuracy in calculating the measurement of the goal. The Department anticipates reaching the goal by the target date. Citizen Satisfaction By July, 2015, 25% (from 23.9% as of June 30, 2012) of jurisdictional cases will be released directly to the family’s funeral home of choice. Status: Due to the variety of cases, the Department currently releases 22.14% of jurisdictional cases directly to families’ funeral homes of choice which is a decrease from FY 2012. An increased percentage of cases are being admitted for examination for autopsies instead of being released to funeral homes. New Forensic Pathologists have less experience which is contributing to the decrease. The Medical Examiner is in the process of evaluating the expansion of admission 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, 2015, the Office of the Medical Examiner will improve service to families by completing cases within established timeframes of 80% (47.2% as of June 30, 2012) of cases closed within 45 days and 95% (from 73.0% as 679 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2014 Adopted Budget of June 30, 2012) of cases closed within 90 days. Status: The Medical Examiner’s office is currently closing 47.6% of cases in 45 days and 76.9% of cases in 90 days due to higher caseloads per doctor. Both percentages have increased from FY 2012. To increase the percentage of cases closed within the 45 and 90 day time frame, the Department is initiating a “pending case” review program to expedite the closure of all cases. The Department anticipates reaching the goal by the target date. Citizen Satisfaction By July, 2015, OME, in concert with other county and governmental agencies will be 100% prepared to process, identify and manage decedents to address the increase in deaths due to a pandemic while maintaining public safety. Status: The Department continues to work with all shareholders on a Mass Fatality Plan. The current plan is 50% completed. The Department anticipates reaching the goal by the target date. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION INVG - DECEDENT MEDICAL INVESTIGATION MELB - MEDICAL EXAMINER LAB SERVICES 29ME - MEDICAL EXAMINERS $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ 323,760 $ 60,345 177,417 561,522 $ 282,000 $ 146,013 4,739 5,500 438,252 $ 282,000 $ 146,013 4,739 13,182 445,934 $ 282,787 $ 127,073 3,411 33,500 446,771 $ 282,000 $ 104,002 386,002 $ (42,011) (4,739) (13,182) (59,932) $ $ (2,585) $ (2,585) $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL PROGRAMS $ 558,937 $ 438,252 $ 445,934 $ 446,771 $ 386,002 $ (59,932) -13.4% 227,546 $ 2,842,525 1,296,493 1,394,731 68,917 740,905 6,571,117 $ 242,007 $ 3,396,575 1,482,501 1,150,359 79,565 767,872 7,118,879 $ 238,001 $ 3,364,307 1,480,709 1,202,551 72,729 757,879 7,116,176 $ 300,376 $ 3,101,781 1,416,370 1,281,801 60,769 806,334 6,967,431 $ 263,504 $ 3,512,311 1,455,316 1,201,608 66,699 821,634 7,321,072 $ (25,503) (148,004) 25,393 943 6,030 (63,755) (204,896) -10.7% -4.4% 1.7% 0.1% 8.3% -8.4% -2.9% 79,860 $ 341,280 58,983 480,123 $ 87,924 $ 350,269 58,134 496,327 $ 87,924 $ 360,654 58,134 506,712 $ 53,780 $ 358,537 58,798 471,115 $ 85,859 $ 373,416 58,478 517,753 $ 2,065 (12,762) (344) (11,041) 2.3% -3.5% -0.6% -2.2% $ 63,660 $ 63,660 $ 53,741 $ 53,741 $ 53,741 $ 53,741 $ 53,747 $ 53,747 $ 74,993 $ (73,529) 1,464 $ (21,252) 73,529 52,277 -39.5% N/A 97.3% TOTAL PROGRAMS $ 7,114,900 $ 7,668,947 $ 7,676,629 $ 7,492,293 $ 7,840,289 $ (163,660) -2.1% - 0.0% -28.8% -100.0% -100.0% -13.4% N/A N/A USES CREM - CREMATION AUTHORIZATIONS EXAM - DECEDENT MEDICAL EXAMINATION INVG - DECEDENT MEDICAL INVESTIGATION MELB - MEDICAL EXAMINER LAB SERVICES MELS - MEDICAL EXAMINER LEGAL SUPPORT MEOS - MEDICAL EXAMINER OFFICE SUPP 29ME - MEDICAL EXAMINERS HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ $ $ $ 680 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category FY 2012 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ SUBTOTAL $ 203,520 $ 203,520 $ 115,864 $ 115,864 $ 123,546 $ 123,546 $ 125,699 125,699 $ $ 63,614 63,614 $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 355,417 $ 355,417 $ 322,388 $ 322,388 $ 322,388 $ 322,388 $ 321,072 $ 321,072 $ 322,388 322,388 $ $ ALL REVENUES $ 558,937 $ 438,252 $ 445,934 $ 446,771 $ 386,002 $ 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 $ 558,937 $ 438,252 $ FY 2012 FY 2013 ACTUAL ADOPTED 445,934 $ 446,771 $ 386,002 FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED (59,932) (59,932) (59,932) -48.5% -48.5% 0.0% 0.0% -13.4% $ (59,932) -13.4% REVISED VS ADOPTED VAR % 4,351,700 $ 101,291 1,527,807 56,196 (1,006) 39,828 6,075,816 $ 4,963,927 $ 88,963 1,699,464 14,850 39,826 6,807,030 $ 4,913,465 $ 88,963 1,705,416 14,850 39,826 6,762,520 $ 4,706,919 $ 98,954 1,604,822 52,615 39,828 6,503,138 $ 4,855,364 $ 82,754 1,743,755 21,350 39,826 6,743,049 $ 58,101 6,209 (38,339) (6,500) 19,471 1.2% 7.0% -2.2% -43.8% N/A 0.0% 0.3% 85,800 $ 292,594 33,144 19,791 431,329 $ 80,887 $ 221,676 44,000 11,190 357,753 $ 80,887 $ 266,186 44,000 11,190 402,263 $ 83,237 $ 308,075 34,039 8,617 433,968 $ 76,300 $ 289,676 44,000 11,500 421,476 $ 4,587 (23,490) (310) (19,213) 5.7% -8.8% 0.0% -2.8% -4.8% $ 52,309 $ 68,708 9,102 97,367 127,105 36,662 3,795 10,867 6,465 412,380 $ 130,178 $ 72,414 14,200 103,500 111,633 27,179 12,000 9,200 7,500 487,804 $ 130,178 $ 72,414 14,200 103,500 111,633 30,136 16,725 9,200 7,500 495,486 $ 111,229 $ 76,827 13,429 93,137 114,129 69,621 8,937 8,724 14,154 510,187 $ 116,314 $ 84,414 14,200 101,500 137,594 25,500 11,000 9,200 7,500 507,222 $ 13,864 (12,000) 2,000 (25,961) 4,636 5,725 (11,736) 10.7% -16.6% 0.0% 1.9% -23.3% 15.4% 34.2% 0.0% 0.0% -2.4% $ $ 195,375 $ 195,375 $ 16,360 $ 16,360 $ 16,360 $ 16,360 $ 45,000 $ 45,000 $ 168,542 $ 168,542 $ ALL EXPENDITURES $ 7,114,900 $ 7,668,947 $ 7,676,629 $ 7,492,293 $ 7,840,289 $ (163,660) -2.1% TOTAL USES $ 7,114,900 $ 7,668,947 $ 7,676,629 $ 7,492,293 $ 7,840,289 $ (163,660) -2.1% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT SUBTOTAL $ (152,182) -930.2% (152,182) -930.2% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 355,417 $ 355,417 $ 322,388 $ 322,388 $ 322,388 $ 322,388 $ 321,072 $ 321,072 $ 322,388 $ 322,388 $ $ FUND TOTAL SOURCES $ 203,520 $ 203,520 $ 115,864 $ 115,864 $ 123,546 $ 123,546 $ 125,699 $ 125,699 $ 63,614 $ 63,614 $ (59,932) (59,932) -48.5% -48.5% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 558,937 $ 558,937 $ 438,252 $ 438,252 $ 445,934 $ 445,934 $ 446,771 $ 446,771 $ 386,002 $ 386,002 $ (59,932) (59,932) -13.4% -13.4% 224 MEDICAL EXAMINER GRANT OPERATING 681 - 0.0% 0.0% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ NON-RECURRING $ FUND TOTAL USES 6,897,387 $ 6,897,387 $ 7,553,083 $ 7,553,083 $ 7,553,083 $ 7,553,083 $ 7,381,031 $ 7,381,031 $ 7,608,133 $ 168,542 7,776,675 $ OPERATING $ 217,513 $ 115,864 $ 123,546 $ 111,262 $ 63,614 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,114,900 $ 7,114,900 $ 7,668,947 $ 7,668,947 $ 7,676,629 $ 7,676,629 $ 7,492,293 $ 7,492,293 $ 7,671,747 $ 7,840,289 $ (55,050) (168,542) (223,592) -0.7% N/A -3.0% 59,932 48.5% 4,882 (163,660) 0.1% -2.1% 224 MEDICAL EXAMINER GRANT Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED 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 2013 FY 2013 FY 2014 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 22.80 21.85 11.95 .75 14.00 74.40 78.40 4.28 24.63 24.70 11.95 .79 16.00 82.35 86.35 4.28 24.78 24.70 11.95 .54 17.25 83.50 87.50 4.28 24.78 24.70 11.95 .54 16.25 82.50 86.50 4.28 24.78 24.70 11.95 .54 16.25 82.50 86.50 (1.00) (1.00) (1.00) 0.0% 0.0% 0.0% 0.0% 0.0% (5.8%) (1.2%) (1.1%) Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Administrative Manager Administrative Services Mgr Administrative Staff Supv Administrative Supervisor Chemist Chemist Supervisor Chief Medical Examiner Crime Scene Specialist Crime Scene Supervisor Director - Medical Examiner 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 Photographer Procurement Specialist Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 2.00 2.00 2.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 2.00 2.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 8.00 8.00 8.00 8.00 8.00 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% 19.00 23.00 23.00 23.00 23.00 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% .60 .60 .75 .75 .75 0.0% .80 .75 .75 .75 .75 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 9.00 9.00 9.00 9.00 9.00 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 N/A 9.00 11.00 11.00 11.00 11.00 0.0% 3.00 4.00 4.00 3.00 3.00 (1.00) (25.0%) 10.00 12.00 12.00 12.00 12.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 78.40 86.35 87.50 86.50 86.50 (1.00) (1.1% ) 682 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 78.40 86.35 87.50 86.50 86.50 (1.00) (1.1%) 78.40 86.35 87.50 86.50 86.50 (1.00) (1.1% ) General Adjustments Base Adjustments: General Fund (100)  Increase personnel savings by $73,529 based on the Chairman’s Office request.  Increase Regular Benefits by $20,127 for the impact of changes in retirement contribution rates.  Increase Other Benefits and Internal Services Charges by $21,252 for the impact of the changes in Risk Management charges. Medical Examiner Grant Fund (224)  Decrease in grant revenue and expenditures by $52,250 for the Arizona Criminal Justice Commission Grant to identify decedents classified as missing persons. The grant is in the final year ending in early FY14 with no expected additional funding. 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. 683 Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 47.2% 52.0% 47.2% 52.0% 0.0% 0.0% 78.6% 71.8% 74.7% 77.0% 5.1% 7.1% 73.0% 78.0% 76.8% 78.0% 0.0% 0.0% 58.5% 23.9% 8.9% 59.9% 23.0% 9.4% 58.7% 23.1% 8.5% 59.7% 24.0% 8.8% -0.2% 1.0% -0.6% -0.3% 4.3% -6.1% N/A 92.1% 88.5% 92.1% 0.0% 0.0% 29.8% 40.1% 23.2% 40.0% -0.1% -0.3% 40.0% 57.5% 39.0% 57.9% 40.7% 56.5% 38.8% 57.7% -0.2% -0.2% -0.5% -0.3% 94.2% 99.6% 94.2% 96.2% -3.4% -3.4% 59.8% 58.9% 60.4% 62.4% 3.5% 5.9% 98.2% 99.0% 98.4% 98.5% -0.5% -0.5% 82.4% 85.9% 79.1% 85.9% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 70.3% 71.9% 70.2% 71.9% 0.0% 0.0% 40.4% 49.1% 42.9% 49.1% 0.0% 0.0% N/A 60.1% 58.3% 60.1% 0.0% 0.0% 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% Activities that comprise this program include:  Cremation Authorizations  Decedent Medical Examination  Lab Services  Legal Support   684 Decedent Medical Investigation Office Support Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2014 Adopted Budget Cremation Authorizations Activity The purpose of Cremation Authorizations Activity is to provide certification for cremation to the public so they can legally cremate a person's remains. Mandates: A.R.S. §11-594 mandates the Office of the Medical Examiner to give approval for cremation of a dead body after a death investigation and record the approval on the death certificate. A.R.S. §11-599 When a funeral director or embalmer is requested to cremate or prepare for cremation the body of a dead person, the funeral director or embalmer or any other person having knowledge of an intention to so cremate shall notify the county medical examiner or alternate medical examiner to review the death certificate. If after reviewing the death certificate the county medical examiner or alternate medical examiner is satisfied that there is no evidence of foul play or violence, the examiner shall so certify. Measure Type Result Output Demand Efficiency Revenue Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of cremation authorizations 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% completed within 1 day of receipt Number of cremation authorizations 20,985 20,544 21,415 21,000 456 2.2% completed Number of cremation authorizations requested 20,985 20,544 21,415 21,000 456 2.2% Expenditure per cremation authorization $ 10.84 $ 11.58 $ 14.03 $ 12.55 $ (0.96) -8.3% 100 - GENERAL TOTAL SOURCES $ $ 323,760 323,760 $ $ 282,000 282,000 $ $ 282,787 282,787 $ $ 282,000 282,000 $ $ 100 - GENERAL TOTAL USES $ $ 227,546 227,546 $ $ 238,001 238,001 $ $ 300,376 300,376 $ $ 263,504 263,504 $ $ - 0.0% 0.0% Expenditure (25,503) (25,503) -10.7% -10.7% Activity Narrative: The number of cremation authorizations completed will increase with the increased demand from the public to utilize cremation services in FY 2014 leading to an improved efficiency. Decedent Medical Examination Activity The purpose of the Decedent Medical Examination Activity is to provide autopsies, and timely autopsy reports, certifications and expert testimony in legal proceedings to families of decedents and the legal and medical community so they can conduct financial transactions and have closure, investigate and prosecute offenders, and reduce risks to public health and safety. Mandates: A.R.S. §11-593 Section E. states that each county shall provide to the department of public safety fingerprints of all deceased persons for whom the circumstances of death require an external examination or autopsy and whose deaths are required to be investigated pursuant to this section. These fingerprints shall be on a form provided by the department of public safety and shall be accompanied by such other information regarding the physical description and the date and place of death as the department of public safety may require. A.R.S. §11-594 mandates: A. The county medical examiner or alternate medical examiner shall direct a death investigation, shall determine whether an external examination or autopsy is required and shall: 1. Take charge of the dead body. 2. Certify to the cause and manner of death following completion of the death investigation, unless the medical examiner or alternate medical examiner determines there is no jurisdiction pursuant to section 11-593, reduce the findings to writing and promptly make a full report on forms prescribed for that purpose. 3. Have subpoena authority for all documents, records and papers deemed useful in the death investigation. 685 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 47.2% FY 2013 FY 2013 REVISED FORECAST 52.0% 47.2% $ REV VS ADOPTED VAR % 0.0% 0.0% 78.6% 71.8% 74.7% 77.0% 5.1% 7.1% 73.0% 78.0% 76.8% 78.0% 0.0% 0.0% 58.5% 23.9% 8.9% 59.9% 23.0% 9.4% 58.7% 23.1% 8.5% 59.7% 24.0% 8.8% (0.2%) 1.0% (0.6%) -0.3% 4.3% -6.1% N/A 92.1% 88.5% 92.1% 0.0% 0.0% 3,708 456 3,672 404 3,720 428 12 (28) 0.3% -6.1% 12 (36.86) 0.3% -4.1% (42,011) (42,011) 0.0% -39.8% -28.8% (190,015) 42,011 (148,004) -5.8% 39.8% -4.4% 3,578 420 $ FY 2014 ADOPTED 52.0% 3,578 794.45 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES 31,657 28,688 60,345 $ 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 2,825,744 16,781 $ 2,842,525 $ $ $ 3,708 907.31 40,388 105,625 146,013 $ $ $ 3,672 844.71 38,285 88,788 127,073 $ $ $ 3,720 944.17 40,388 63,614 104,002 $ $ $ Expenditure $ 3,258,682 105,625 $ 3,364,307 $ 3,027,430 74,351 $ 3,101,781 $ 3,448,697 63,614 $ 3,512,311 $ $ Activity Narrative: The percent of cases completed within 45 days should increase from the FY 2013 Forecast to the FY 2014 Recommendation due to full staffing of this activity. In FY 2013, four Medical Examiner positions were vacant at once. The Department has filled two of these positions and is presently recruiting for the remaining two positions. It is expected in FY 2014 that the Department will recruit staff with less experience compared to seasoned Medical Examiners that left the Department in FY 2013. With the recruitment of these new, lesser experienced employees, it is expected that the percent of exams completed within 48 hours will decline by 5.8% compared to the FY 2013 Forecast. 686 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Base Adjustments: General Fund (100) Operating  Increase Medical Supplies by $44,000 for the increase in costs and necessity based on previous years’ actual expenditures and the forecast of FY 2013.  Increase Health Care Services by $12,000 for Neuropathology Consultation for child abuse and other required cases since there is no longer staff in the department that is neuropathology board certified. General Fund (100) Non-Recurring  Increase Capital Equipment by $168,542 for the purchase of a digital x-ray machine. 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. §11-594 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. 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. 687 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 29.8% FY 2013 FY 2013 REVISED FORECAST 40.1% 23.2% 40.0% 57.5% $ 7,837 7,837 165.43 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ - 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,285,808 10,685 $ 1,296,493 39.0% 57.9% $ 7,944 7,944 186.34 $ $ 4,739 4,739 FY 2014 ADOPTED 40.0% 40.7% 56.5% $ 8,029 8,037 176.41 $ $ 3,411 3,411 REV VS ADOPTED VAR % (0.1%) -0.3% 38.8% 57.7% (0.2%) (0.2%) -0.5% -0.3% 0.5% 0.5% 2.1% $ 7,980 7,980 182.37 $ 36 36 3.97 $ $ - $ $ (4,739) (4,739) -100.0% -100.0% $ 1,455,316 $ 1,455,316 $ 20,207 4,739 24,946 1.4% 100.0% 1.7% Expenditure $ 1,475,523 4,739 $ 1,480,262 $ 1,412,959 3,411 $ 1,416,370 $ Activity Narrative: With several new investigators hired in FY 2013, the investigators should be experienced and completing more timely summaries by the day of the exam in FY 2014. 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 2012 ACTUAL 94.2% FY 2013 FY 2013 REVISED FORECAST 99.6% 94.2% FY 2014 ADOPTED 96.2% $ 86.73 $ 89.33 $ 99.52 $ 93.54 100 - GENERAL TOTAL USES $ $ 740,905 740,905 $ $ 757,879 757,879 $ $ 806,334 806,334 $ $ 821,634 821,634 REV VS ADOPTED VAR % (3.4%) -3.4% 59.8% 58.9% 60.4% 62.4% 3.5% 5.9% 8,543 8,484 8,102 8,784 300 3.5% 3,578 8,543 3,708 8,484 3,659 8,102 3,720 8,784 12 300 0.3% 3.5% $ (4.21) -4.7% $ $ (63,755) (63,755) -8.4% -8.4% Activity Narrative: The number of exam, toxicology and investigative summary reports transcribed will increase in FY 2014 since technical issues have been addressed in the transcribing process. 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. 688 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2014 Adopted Budget Mandates: A.R.S. §11-594 mandates if a dispute arises over the findings of the medical examiner's report, the medical examiner, upon an order of the superior court, shall make available all evidence and documentation to a court-designated licensed forensic pathologist for review, and the results of the review shall be reported to the superior court in the county issuing the order. A.R.S. §11-597 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. 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. Measure Type Result Result Result Result Result Output Output Output Demand Demand Efficiency Revenue Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of toxicology tests completed in house 98.2% 99.0% 98.4% 98.5% (0.5%) -0.5% of total tests requested (excluding weekends and holidays) Percent of toxicology reports produced within 82.4% 85.9% 79.1% 85.9% 0.0% 0.0% 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 70.3% 71.9% 70.2% 71.9% 0.0% 0.0% microscopic slides to be produced Percent of toxicology reports produced within 40.4% 49.1% 42.9% 49.1% 0.0% 0.0% 35 days of exam (excluding weekends and holidays) Number of toxicology tests produced 63,338 63,048 63,433 63,408 360 0.6% Number of total toxicology reports produced 3,115 3,396 3,101 3,396 0.0% Number of microscopic slides produced 9,742 9,984 10,300 10,284 300 3.0% Number of toxicology tests requested 63,338 63,048 63,433 63,408 360 0.6% Number of microscopic slides requested 9,742 9,984 10,300 10,284 300 3.0% Expenditure per test produced $ 22.02 $ 19.07 $ 20.21 $ 18.95 $ 0.12 0.6% 224 - MEDICAL EXAMINER GRANT TOTAL SOURCES $ $ 177,417 177,417 100 - GENERAL 224 - MEDICAL EXAMINER GRANT TOTAL USES $ 1,204,684 190,047 $ 1,394,731 $ $ 13,182 13,182 $ $ 33,500 33,500 $ $ - $ $ (13,182) (13,182) -100.0% -100.0% $ 1,201,608 $ 1,201,608 $ (12,239) 13,182 943 -1.0% 100.0% 0.1% Expenditure $ 1,189,369 13,182 $ 1,202,551 $ 1,248,301 33,500 $ 1,281,801 $ Activity Narrative: The percent of toxicology reports produced within 45 days of the exam will increase as a result of the staff having training and operation experience with the new piece of toxicology equipment during FY 2013. Base Adjustments: General Fund (100)  Increase Medical Supplies by $24,000 for the increase in costs and necessity based on previous years’ actual expenditures and the forecast of FY 2013.  Increase Other Services by $7,200 for viral culture testing performed outside of the lab since the State no longer provides the testing. 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 689 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2014 Adopted Budget general public so they can have timely, accurate and complete information for adjudication purposes and closure. 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. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 60.1% 58.3% REV VS ADOPTED VAR % 0.0% 0.0% 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 612 612 612 - 0.0% N/A N/A 192 612 192 612 192 612 - 0.0% 0.0% N/A $ $ $ FY 2014 ADOPTED 60.1% 68,917 68,917 $ $ 118.84 $ 99.30 $ 108.99 $ 9.85 8.3% 72,729 72,729 $ $ 60,769 60,769 $ $ 66,699 66,699 $ $ 6,030 6,030 8.3% 8.3% Activity Narrative: The Department is still making improvements on the database collecting subpoena information. Presently, the projections are based on estimates and not actual data. The database expected to be fully operational in FY 2014. 690 Department Strategic Plans and Budgets Medical Examiner Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 7,553,083 $ 322,388 FY 2013 Revised Budget $ 7,553,083 $ 322,388 FY 2014 Budget Target $ 7,553,083 $ 322,388 $ 20,127 $ 20,127 87,200 $ 87,200 - $ (73,529) $ (73,529) - $ 7,586,881 $ 0.4% 322,388 0.0% $ 21,252 $ 21,252 - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Viral culture testing Neurology consultant Increase in medical supplies Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ 7,200 12,000 68,000 FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 7,608,133 $ 322,388 0.7% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 168,542 $ 168,542 - $ 168,542 $ - Adjustments: Base Adjustments Other Base Adjustments Digital x-ray machine Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 691 168,542 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Medical Examiner Medical Examiner Grant Fund (224) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Forensic Science Improvement Grant $ 115,864 $ 115,864 $ 7,682 $ 7,682 7,682 7,682 $ 123,546 $ 123,546 $ (7,682) $ (7,682) $ 115,864 $ 115,864 $ (52,250) $ (52,250) (52,250) (52,250) $ 63,614 $ -45.1% 63,614 -45.1% Agenda Item: C-29-13-001-G-00 FY 2013 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Forensic Science Improvement Grant Agenda Item: C-29-13-001-G-00 FY 2014 Budget Target Adjustments: Grants, Donations and Intergovernmental Agreements Grants ME Grant Carryover and Recon (7,682) (7,682) Agenda Item: C-29-11-004-M-00 FY 2014 Adopted Budget Percent Change from Target Amount Medical Examiner Grant Fund (224) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: $ (445) $ FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED 85,630 $ 85,630 $ (14,437) $ - 115,864 115,864 $ 123,546 123,546 $ 125,699 125,699 $ 63,614 63,614 $ $ $ 111,262 111,262 $ $ 123,546 123,546 $ 63,614 63,614 203,520 203,520 $ $ $ 217,513 217,513 $ 115,864 115,864 Structural Balance $ (13,993) $ - $ - $ 14,437 $ - Accounting Adjustments $ $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ (14,437) $ 85,630 85,630 $ $ 85,630 85,630 $ $ - $ $ - Uses: Operating Non-Recurring Total Uses: $ FY 2013 ADOPTED $ $ 1 $ 692 $ $ $ Maricopa County Annual Business Strategies FY 2014 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 the 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. 693 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sustainable Environment Department Strategic Plans and Budgets Parks and Recreation 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. However, after the first six months of FY 2013, visitor numbers have plateaued and they hope to see a steady increase throughout the course of the year and continuing into FY 2014. The online campground reservation system 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. 694 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ GNMT - GENERAL MAINTENANCE MDEV - DEVELOPMENT 30SP - PARK SUPPORT $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 6,315,838 $ 216,453 6,532,291 $ 5,980,885 $ 214,751 6,195,636 $ 5,980,885 $ 214,751 6,195,636 $ 6,325,665 $ 235,025 6,560,690 $ 6,494,687 $ 194,747 6,689,434 $ 513,802 (20,004) 493,798 8.6% -9.3% 8.0% $ - $ 16,479 16,479 $ 230,000 $ 12,810 242,810 $ 230,000 $ 22,810 252,810 $ 246,939 $ 1,637,863 1,884,802 $ 85,530 $ 3,600 89,130 $ (144,470) (19,210) (163,680) -62.8% -84.2% -64.7% $ $ 199 $ 199 $ 11 $ 11 $ 11 $ 11 $ 11 $ 11 $ 5,000 $ 5,000 $ $ $ 28,630 $ 28,630 $ 22,749 $ 22,749 $ 22,749 $ 22,749 $ 21,777 $ 21,777 $ 17,250 $ 17,250 $ TOTAL PROGRAMS $ 6,577,599 $ 6,461,206 $ 6,471,206 $ 8,467,280 $ 6,800,814 $ 329,608 2,568,848 $ 727,212 3,296,060 $ 2,076,553 $ 778,286 2,854,839 $ 2,153,085 $ 763,734 2,916,819 $ 1,994,126 $ 747,295 2,741,421 $ 2,538,774 $ 656,621 3,195,395 $ (385,689) 107,113 (278,576) -17.9% 14.0% -9.6% - $ 2,791,724 2,791,724 $ 1,226,569 $ 4,216,014 5,442,583 $ 1,232,745 $ 4,157,858 5,390,603 $ 1,435,066 $ 2,964,580 4,399,646 $ 3,837,463 $ 3,237,286 7,074,749 $ (2,604,718) 920,572 (1,684,146) -211.3% 22.1% -31.2% 99,182 $ 339,222 57,345 432,595 928,344 $ 103,810 $ 242,771 8,064 834,796 1,189,441 $ 103,810 $ 242,771 111,588 834,796 1,292,965 $ 105,528 $ 211,954 84,657 796,748 1,198,887 $ 95,476 $ 295,207 8,700 510,844 910,227 $ 8,334 (52,436) 102,888 323,952 382,738 8.0% -21.6% 92.2% 38.8% 29.6% $ 4,989 45354.5% 4,989 45354.5% (5,499) (5,499) -24.2% -24.2% 5.1% USES AREC - RECREATION INTP - INTERPRETIVE SERVICES 30ER - PARK EDUCATION AND RECREATION $ GNMT - GENERAL MAINTENANCE MDEV - DEVELOPMENT 30SP - PARK SUPPORT $ BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 311,522 $ 209,351 520,873 $ 371,711 $ 528,082 899,793 $ 371,711 $ 528,082 899,793 $ 371,711 $ 385,598 757,309 $ 401,850 $ 352,411 754,261 $ (30,139) 175,671 145,532 -8.1% 33.3% 16.2% DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 2,791 $ 2,791 $ 63,352 $ 63,352 $ 63,352 $ 63,352 $ 89,019 $ 89,019 $ 152,292 $ 152,292 $ (88,940) (88,940) -140.4% -140.4% TOTAL PROGRAMS $ 7,539,792 $ 10,450,008 $ 10,563,532 $ 9,186,282 $ 12,086,924 $ (1,523,392) -14.4% $ $ $ Sources and Uses by Category FY 2012 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS $ SUBTOTAL $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ FINES & FOREFEITS 0637 - FINES & FORFEITS FY 2013 ADOPTED 4,820 4,820 $ $ 168,856 $ 4,478,912 4,647,768 $ FY 2013 REVISED - $ $ 297,750 $ 4,259,480 4,557,230 $ FY 2013 FORECAST 10,000 10,000 $ $ 297,750 $ 4,259,480 4,557,230 $ 10,000 10,000 FY 2014 ADOPTED $ $ 294,604 $ 4,485,300 4,779,904 $ REVISED VS ADOPTED VAR % - $ $ 262,096 $ 4,720,297 4,982,393 $ $ SUBTOTAL $ 1,035 1,035 $ $ 460 460 $ $ 460 460 $ $ 390 390 $ $ 460 460 $ $ $ $ $ 20,380 1,797,581 1,817,961 $ $ 32,792 2,027,896 2,060,688 $ $ 38,399 1,865,117 1,903,516 $ $ 38,399 1,865,117 1,903,516 $ SUBTOTAL $ 33,116 1,890,860 1,923,976 ALL REVENUES $ 6,577,599 $ 6,461,206 $ 6,471,206 $ 6,850,982 $ 6,800,814 $ OTHER FINANCING SOURCES 0651 - GAIN ON FIXED ASSETS $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ - $ $ 1,616,298 1,616,298 $ $ TOTAL SOURCES $ 6,577,599 $ 6,461,206 $ 6,471,206 $ 8,467,280 $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 695 $ (10,000) -100.0% (10,000) -100.0% (35,654) 460,817 425,163 - (18,019) (67,536) (85,555) -12.0% 10.8% 9.3% 0.0% 0.0% -46.9% -3.6% -4.5% 329,608 5.1% $ $ - N/A N/A 6,800,814 $ 329,608 5.1% - Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 3,382,088 $ 23,342 6,380 1,356,484 (54) (583,327) 533,604 4,718,517 $ 3,411,088 $ 44,006 1,110 1,396,070 14,070 (689,772) 567,829 4,744,401 $ 3,413,324 $ 103,377 (18,890) 1,403,817 117,594 (704,180) 567,829 4,882,871 $ 3,320,896 $ 65,748 2,375 1,370,330 105,703 (719,648) 625,508 4,770,912 $ 3,404,869 $ 69,615 1,449,522 6,000 (854,322) 637,720 4,713,404 $ 8,455 33,762 (18,890) (45,705) 111,594 150,142 (69,891) 169,467 0.2% 32.7% -100.0% -3.3% 94.9% 21.3% -12.3% 3.5% SUBTOTAL $ 446,350 $ 158,217 96,023 2,791 703,381 $ 525,172 $ 173,073 46,001 2,816 747,062 $ 525,172 $ 173,073 46,001 2,816 747,062 $ 473,679 $ 148,263 55,387 5,597 682,926 $ 506,702 $ 200 110,107 140,000 3,100 760,109 $ 18,470 (200) 62,966 (93,999) (284) (13,047) 3.5% N/A 36.4% -204.3% -10.1% -1.7% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ - $ 108,099 20,845 191,116 94,538 747,481 7,644 2,527 9,634 620,205 1,802,089 $ - $ 432,361 16,712 295,405 89,510 877,856 5,914 18,094 5,739 819,818 981 2,562,390 $ - $ 432,361 16,712 295,405 89,510 877,856 5,914 15,161 5,739 787,805 981 2,527,444 $ 104 $ 375,361 13,702 78,797 54,540 899,770 3,204 15,057 7,337 707,227 1,432 2,156,531 $ - $ 1,035,683 11,124 2,011,553 92,801 929,632 3,000 15,429 9,945 132 766,650 (562,832) 564,802 4,877,919 $ CAPITAL 0910 - LAND $ 0915 - BUILDINGS AND IMPROVEMENTS 0930 - VEHICLES & CONSTRUCTION EQUIP 0940 - INFRASTRUCTURE 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ 166,600 24,205 190,805 $ - $ 2,075,000 309,600 11,555 2,396,155 $ - $ 2,085,000 309,600 11,555 2,406,155 $ 300,000 $ 866,522 404,577 4,814 1,575,913 $ - $ 1,425,492 275,000 35,000 1,735,492 $ 659,508 34,600 (35,000) 11,555 670,663 N/A 31.6% 11.2% N/A 100.0% 27.9% ALL EXPENDITURES $ 7,414,792 $ 10,450,008 $ 10,563,532 $ 9,186,282 $ 12,086,924 $ (1,523,392) -14.4% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 125,000 $ 125,000 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL USES $ 7,539,792 $ 10,450,008 $ 10,563,532 $ 9,186,282 $ 12,086,924 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0806 - SUPPLIES-ALLOCATION IN $ 696 N/A (603,322) -139.5% 5,588 33.4% (1,716,148) -580.9% (3,291) -3.7% (51,776) -5.9% 2,914 49.3% (268) -1.8% (4,206) -73.3% (132) N/A 21,155 2.7% 562,832 N/A (563,821) -57474.1% (2,350,475) -93.0% (1,523,392) N/A N/A -14.4% Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 230 PARKS AND RECREATION GRANTS OPERATING NON RECURRING NON PROJECT FUND TOTAL 225 SPUR CROSS RANCH CONSERVATION OPERATING FUND TOTAL 239 PARKS SOUVENIR OPERATING FUND TOTAL 240 LAKE PLEASANT RECREATION SVCS OPERATING FUND TOTAL 241 PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT FUND TOTAL 243 PARKS DONATIONS OPERATING FUND TOTAL 900 ELIMINATIONS OPERATING FUND TOTAL FY 2012 ACTUAL $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % SOURCES $ - $ 4,820 4,820 $ - $ 10 10 $ - $ 10,010 10,010 $ 15 $ 10,010 10,025 $ - $ - $ $ SOURCES $ 158,178 $ 158,178 $ 266,411 $ 266,411 $ 266,411 $ 266,411 $ 266,370 $ 266,370 $ 266,411 $ 266,411 $ - 0.0% 0.0% $ SOURCES $ 255,240 $ 255,240 $ 220,000 $ 220,000 $ 220,000 $ 220,000 $ 222,792 $ 222,792 $ 220,000 $ 220,000 $ - 0.0% 0.0% $ SOURCES $ 2,067,082 $ 2,067,082 $ 1,997,617 $ 1,997,617 $ 1,997,617 $ 1,997,617 $ 2,105,331 $ 2,105,331 $ 2,377,083 $ 2,377,083 $ 379,466 379,466 19.0% 19.0% $ SOURCES $ 4,108,170 $ 4,108,170 $ 3,956,520 $ 3,956,520 $ 4,086,520 $ 4,086,520 $ 4,209,891 $ 1,616,298 5,826,189 $ 3,960,786 $ 3,960,786 $ (125,734) (125,734) -3.1% N/A -3.1% $ SOURCES $ 45,191 $ 45,191 $ 55,698 $ 55,698 $ 55,698 $ 55,698 $ 71,623 $ 71,623 $ 13,905 $ 13,905 $ (41,793) (41,793) -75.0% -75.0% $ SOURCES $ (61,082) $ (61,082) $ (35,050) $ (35,050) $ (165,050) $ (165,050) $ (35,050) $ (35,050) $ (37,371) $ (37,371) $ 127,679 127,679 -77.4% -77.4% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT PARKS PLAYGROUNDS UPGRADES PARKS RESTROOMS UPGRADES PARKS WATER UPGRADES FUND TOTAL USES 230 PARKS AND RECREATION GRANTS NON RECURRING NON PROJECT FUND TOTAL USES 225 SPUR CROSS RANCH CONSERVATION OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 239 PARKS SOUVENIR OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 240 LAKE PLEASANT RECREATION SVCS OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 241 PARKS ENHANCEMENT FUND OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 243 PARKS DONATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL USES 900 ELIMINATIONS OPERATING FUND TOTAL USES $ 6,572,779 $ 6,461,196 $ 4,820 $ 10 $ 6,577,599 $ 6,461,206 $ FY 2012 FY 2013 ACTUAL ADOPTED N/A (10,010) -100.0% (10,010) -100.0% 6,461,196 $ 6,840,972 $ 6,800,814 $ 339,618 5.3% 10,010 $ 1,626,308 $ - $ (10,010) -100.0% 6,471,206 $ 8,467,280 $ 6,800,814 $ 329,608 5.1% REVISED VS ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VAR % $ 1,097,785 $ 1,097,785 $ 1,038,769 $ 750,000 1,788,769 $ 1,038,769 $ 750,000 1,788,769 $ 942,369 $ 24,790 967,159 $ 564,802 $ 725,210 869,000 500,000 341,500 3,000,512 $ $ $ 2,907 $ 2,907 $ - $ - $ 10,000 $ 10,000 $ 10,000 $ 10,000 $ - $ - $ $ 242,325 $ 242,325 $ 260,800 $ 35,000 295,800 $ 260,800 $ 36,487 297,287 $ 246,892 $ 1,251 248,143 $ 260,960 $ 35,000 295,960 $ 255,233 $ 255,233 $ 220,000 $ 220,000 $ 350,000 $ 1,117 351,117 $ 242,549 $ 940 243,489 $ 220,000 $ 220,000 $ 130,000 1,117 131,117 37.1% 100.0% 37.3% 1,856,629 $ 148,599 2,005,228 $ 1,989,758 $ 964,600 2,954,358 $ 1,989,758 $ 984,973 2,974,731 $ 1,945,834 $ 834,219 2,780,053 $ 2,243,650 $ 1,041,200 3,284,850 $ (253,892) (56,227) (310,119) -12.8% -5.7% -10.4% 3,546,487 $ 430,231 3,976,718 $ 3,956,520 $ 1,093,555 5,050,075 $ 3,956,520 $ 1,174,102 5,130,622 $ 3,785,377 $ 1,118,891 4,904,268 $ 3,960,786 $ 1,300,282 5,261,068 $ (4,266) (126,180) (130,446) -0.1% -10.7% -2.5% $ 20,678 $ 20,678 $ 55,698 $ 120,358 176,056 $ 55,698 $ 120,358 176,056 $ 40,338 $ 27,882 68,220 $ 13,905 $ 48,000 61,905 $ 41,793 72,358 114,151 75.0% 60.1% 64.8% $ $ (61,082) $ (61,082) $ (35,050) $ (35,050) $ (165,050) $ (165,050) $ (35,050) $ (35,050) $ (37,371) $ (37,371) $ (127,679) (127,679) 77.4% 77.4% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 6,958,055 $ 581,737 $ 7,539,792 $ 7,486,495 $ 2,963,513 $ 10,450,008 $ 7,486,495 $ 3,077,037 $ 10,563,532 $ 7,168,309 $ 2,017,973 $ 9,186,282 $ 7,226,732 $ 4,860,192 $ 12,086,924 $ 259,763 (1,783,155) (1,523,392) 3.5% -58.0% -14.4% $ $ $ $ $ $ $ $ 697 473,967 24,790 (869,000) (500,000) (341,500) (1,211,743) 10,000 10,000 (160) 1,487 1,327 45.6% 3.3% N/A N/A N/A -67.7% 100.0% 100.0% -0.1% 4.1% 0.4% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM ACTIVITY ADMINISTRATIVE SERVICES BUDGETING EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL PARK EDUCATION AND RECREATION INTERPRETIVE SERVICES RECREATION PROGRAM TOTAL PARK SUPPORT DEVELOPMENT GENERAL MAINTENANCE PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 4.00 4.00 1.00 10.00 1.00 4.00 3.00 8.00 1.00 4.00 3.00 .00 8.00 1.00 4.00 3.00 8.00 1.00 2.00 3.00 6.00 (2.00) (2.00) 0.0% (50.0%) 0.0% N/A (25.0%) 13.00 31.00 44.00 13.00 24.00 37.00 13.00 25.00 38.00 13.00 25.00 38.00 11.10 28.50 39.60 (1.90) 3.50 1.60 (14.6%) 14.0% 4.2% 31.00 31.00 85.00 18.00 20.00 38.00 83.00 17.00 20.00 37.00 83.00 17.00 20.00 37.00 83.00 17.00 20.40 37.40 83.00 .40 .40 - 0.0% 2.0% 1.1% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Administrator Communicatn Ofcr/Govt Liaison Director - Parks & Recreation Electrician Engineering Associate 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 REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 1.00 1.00 1.00 1.00 0.0% 2.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 8.00 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 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% 24.00 22.00 22.00 22.00 22.00 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 12.00 12.00 12.00 12.00 12.00 0.0% 9.00 9.00 8.00 8.00 8.00 0.0% 2.00 2.00 3.00 3.00 3.00 0.0% 1.00 N/A 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% 7.00 7.00 7.00 7.00 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 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 85.00 83.00 83.00 83.00 83.00 0.0% 698 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Staffing by Fund DEPARTMENT/FUND 100 GENERAL 225 SPUR CROSS RANCH CONSERVATION 239 PARKS SOUVENIR 240 LAKE PLEASANT RECREATION SVCS 241 PARKS ENHANCEMENT FUND Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 (3.00) (100.0%) 2.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 18.00 17.00 18.00 18.00 22.00 4.00 22.2% 62.00 61.00 60.00 60.00 59.00 (1.00) (1.7%) 85.00 83.00 83.00 83.00 83.00 0.0% General Adjustments Base Adjustments: General Fund (100)  Decrease in expenditures of $550,108 associated with the reduction in General Fund expenditure authority.  The FY 2014 expenditure budget in Non Recurring Non Project includes $725,210 for the construction of White Tanks dump station.  The FY 2014 expenditure budget in the Non Recurring Major Maintenance projects program includes $809,000 for playground upgrades, $500,000 for restroom upgrades, and $341,500 in water system upgrades.  Increase in Other Benefits and Internal Services Charges by $74,180 for the impact of the changes in Risk Management charges. Spur Cross Fund (225)  Increase Regular Benefits $160 for the impact of changes in retirement contribution rates.  Increase in Other Benefits and Internal Services Charges by $1,078 for the impact of the changes in Risk Management charges. Parks Souvenir Fund (239)  Increase Regular Benefits $129 for the impact of changes in retirement contribution rates. Lake Pleasant Fund (240)  Increase Regular Benefits $3,251 for the impact of changes in retirement contribution rates.  Increase in Other Benefits and Internal Services Charges by $31,583 for the impact of the changes in Risk Management charges. Park Enhancement Fund (241)  Increase Regular Benefits $8,621 for the impact of changes in retirement contribution rates.  Increase in Other Benefits and Internal Services Charges by $43,843 for the impact of the changes in Risk Management charges. 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. 699 Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL (3.5%) FY 2013 FY 2013 REVISED FORECAST 4.2% (3.4%) FY 2014 ADOPTED 0.0% REV VS ADOPTED VAR % -4.2% -100.0% 8.8% 33.7% 33.2% 32.9% -0.8% -2.4% 0.1% 59.5% 59.5% 59.3% -0.1% -0.2% N/A 6.1% 6.1% 20.7% 14.6% 237.6% 8.8% 9.2% 10.0% 9.5% 0.4% 3.9% 93.9% 95.4% 99.3% 95.5% 0.1% 0.1% (12.7%) 0.9% 3.2% 0.0% -0.9% -100.0% Activities that comprise this program include:  Recreation  Interpretive Services Recreation Activity The purpose of the Parks Recreation Activity is to provide facilities and opportunities to park users so they can enjoy a healthy and exhilarating experience. Mandates: Not mandated. 700 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Output Output Output Demand Efficiency Department Strategic Plans and Budgets Parks and Recreation REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent change in park visitation numbers (3.5%) 4.2% (3.8%) 0.0% (4.2%) -100.0% compared to prior year, same period Rate of park visitation per residents of Maricopa 8.8% 33.7% 33.2% 32.9% (0.8%) -2.4% County Percent increase in regional park acreage over 0.1% 59.5% 59.5% 59.3% (0.1%) -0.2% previous year Number of regional park visitors 1,288,862 1,332,192 1,211,445 1,191,505 (140,687) (10.6%) Number of acres of land added to park system 150 71,000 71,000 150 (70,850) (99.8%) Number of trail miles added during the fiscal N/A 25 25 100 75 300.0% year Number of individuals expected to visit the parks 1,332,612 1,288,146 1,296,395 1,191,505 (96,641) (7.5%) Cost per regional park visitor for recreation $ 1.99 $ 1.62 $ 1.65 $ 2.13 $ (0.51) (31.8%) activity Revenue 230 - PARKS AND RECREATION GRANTS $ 4,820 $ - $ - $ - $ 225 - SPUR CROSS RANCH CONSERVATION 156,891 262,828 263,885 265,051 239 - PARKS SOUVENIR 254,883 219,885 222,702 220,000 240 - LAKE PLEASANT RECREATION SVCS 2,053,302 1,987,337 2,095,315 2,180,441 241 - PARKS ENHANCEMENT FUND 3,905,379 3,564,033 3,763,991 3,861,106 243 - PARKS DONATIONS 1,645 21,852 14,822 5,460 900 - ELIMINATIONS (61,082) (75,050) (35,050) (37,371) TOTAL SOURCES $ 6,315,838 $ 5,980,885 $ 6,325,665 $ 6,494,687 $ 2,223 115 193,104 297,073 (16,392) 37,679 513,802 N/A 0.8% 0.1% 9.7% 8.3% (75.0%) (50.2%) 8.6% 100 - GENERAL $ 452,878 $ 32,705 $ 87,345 $ 74,180 $ 230 - PARKS AND RECREATION GRANTS 2,907 225 - SPUR CROSS RANCH CONSERVATION 152,282 154,883 147,819 143,437 239 - PARKS SOUVENIR 255,233 250,125 242,334 208,029 240 - LAKE PLEASANT RECREATION SVCS 667,025 740,749 539,454 763,906 241 - PARKS ENHANCEMENT FUND 1,085,806 1,023,384 996,655 1,355,883 243 - PARKS DONATIONS 13,799 26,289 15,569 30,710 900 - ELIMINATIONS (61,082) (75,050) (35,050) (37,371) TOTAL USES $ 2,568,848 $ 2,153,085 $ 1,994,126 $ 2,538,774 $ (41,475) 11,446 42,096 (23,157) (332,499) (4,421) (37,679) (385,689) (126.8%) N/A 7.4% 16.8% (3.1%) (32.5%) (16.8%) 50.2% (17.9%) Expenditure Activity Narrative: The revenue increase in the Parks Enhancement Fund is due to the historical trend of exceeding the budgeted target. Revenue in the Lake Pleasant Recreations Services Fund is increasing because of trends in attendance. The expenditure increase in the Parks Enhancement Fund and the Lake Pleasant Recreation Services Fund is due non-recurring expenditures such as vehicle replacements, picnic area landscaping renovations, restroom renovations and trail development matching funds. The Lake Pleasant Recreation Services Fund now comprises both revenue and expenditures for the Desert Outdoor Center. 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. 701 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES FY 2012 ACTUAL 8.8% REV VS ADOPTED VAR % 0.4% 3.9% FY 2014 ADOPTED 9.5% 93.9% 95.4% 99.3% 95.5% 0.1% 0.1% (12.7%) 0.9% 3.2% 0.0% (0.9%) -100.0% 4,174 119,771 4,174 N/A N/A 74 317 103 N/A N/A 1.8% 0.3% 2.5% N/A N/A 160 N/A $ $ 4,252 114,409 4,556 171.03 6.36 $ - $ FY 2013 FY 2013 REVISED FORECAST 9.2% 10.0% $ $ 4,100 119,454 4,071 186.28 6.39 $ $ 4,325 125,169 4,179 172.78 5.97 $ - $ - (391) 189,777 27,067 216,453 $ 194,862 19,889 214,751 $ 191,245 43,780 235,025 55,690 237,619 427,490 6,413 727,212 55,695 241,511 445,492 21,036 763,734 $ 160 $ 188,342 1,400 4,845 194,747 $ $ 188,342 (193,462) (15,044) (20,004) N/A (99.3%) (75.6%) (9.3%) 27,049 (110,758) 197,331 (6,509) 107,113 48.6% (45.9%) 44.3% (30.9%) 14.0% Expenditure 225 - SPUR CROSS RANCH CONSERVATION $ 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL USES $ $ $ $ $ 55,952 247,126 426,003 18,214 747,295 $ $ 28,646 352,269 248,161 27,545 656,621 $ $ Activity Narrative: The FY 2014 budget supports the Department in meeting all the interpretive programs requested. Revenue and expenditures are increasing in the Lake Pleasant Recreations Services Fund and decreasing in the Parks Enhancement Fund due to the Desert Outdoor Center being reallocated between those funds. Expenditures in the Spur Cross Fund are decreasing due to allocating maintenance costs to the general maintenance activity. 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. 702 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 92.0% 92.0% FY 2014 ADOPTED 88.0% REV VS ADOPTED VAR % -4.0% -4.3% N/A 92.0% 92.0% 88.0% -4.0% -4.3% N/A 100.0% 91.7% 100.0% 0.0% 0.0% N/A 92.0% 75.4% 80.7% -11.3% -12.3% N/A 92.9% 77.0% 100.0% 7.1% 7.6% N/A 92.9% 84.6% 79.8% -13.1% -14.1% N/A 3.6% 3.6% 91.7% 88.1% 2466.7% N/A 100.0% 91.4% 80.4% -19.6% -19.6% N/A 93.3% 0.0% 95.0% 1.7% 1.8% 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. 703 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2014 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 FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 92.0% 92.0% FY 2014 ADOPTED 88.0% REV VS ADOPTED VAR % (4.0%) (4.3%) N/A 92.0% 92.0% 88.0% (4.0%) (4.3%) N/A N/A 100.0% 92.0% 91.7% 75.4% 100.0% 80.7% 0.0% (11.3%) 0.0% (12.3%) N/A 92.9% 77.0% 100.0% 7.1% 7.6% N/A 92.9% 84.6% 79.8% (13.1%) (14.1%) N/A 3.6% 3.6% 91.7% 88.1% 2466.7% 840 132 334 92 77 46 83 100 (251) 8 (75.1%) 8.7% 788 565 312 357 (208) (36.8%) 6 6 12 608 405 357 (251) (41.3%) N/A 100 84 83 (17) (17.0%) N/A 168 168 24 (144) (85.7%) N/A 100 50 100 N/A $ 3.28 $ 10,000 12,810 22,810 $ N/A 876 6 2.37 $ 2.58 $ 10,015 1,616,298 11,550 $ 1,637,863 $ $ $ 3,600 3,600 $ $ 100.0% - 0.0% 0.70 21.4% Revenue 230 - PARKS AND RECREATION GRANTS 241 - PARKS ENHANCEMENT FUND 243 - PARKS DONATIONS TOTAL SOURCES $ $ 16,479 16,479 $ $ $ (10,000) (9,210) (19,210) (100.0%) N/A (71.9%) (84.2%) 501,402 10,000 (1,414) 181,950 103,553 125,081 920,572 40.9% 100.0% (3.3%) 15.0% 6.7% 97.2% 22.1% Expenditure 100 - GENERAL $ 256,296 230 - PARKS AND RECREATION GRANTS 225 - SPUR CROSS RANCH CONSERVATION 3,281 240 - LAKE PLEASANT RECREATION SVCS 816,069 241 - PARKS ENHANCEMENT FUND 1,715,612 243 - PARKS DONATIONS 466 TOTAL USES $ 2,791,724 $ 1,226,612 10,000 42,652 1,209,975 1,539,888 128,731 $ 4,157,858 330,509 10,000 5,790 1,180,539 1,403,305 34,437 $ 2,964,580 725,210 44,066 1,028,025 1,436,335 3,650 $ 3,237,286 $ $ Activity Narrative: The FY 2014 budget supports the Department in maintaining the parks and trails as required. 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. 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. 704 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output 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 planned maintenance and repair assignments completed on time Number of routine maintenance and repair assignments requested Cost per park visitor for routine park maintenance and repair activity FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 100.0% 91.4% N/A 93.3% FY 2014 ADOPTED 80.4% 0.0% REV VS ADOPTED VAR % (19.6%) -19.6% 95.0% 1.7% 1.8% N/A 18,000 7,289 3,716 (14,284) -79.4% N/A 16,200 - 4,395 (11,805) -72.9% N/A 18,000 7,972 4,624 (13,376) -74.3% N/A $ 0.93 $ 1.15 $ 3.05 $ (2.13) -229.9% 230,000 230,000 $ 226 246,713 246,939 $ 85,530 85,530 $ (144,470) (144,470) N/A -62.8% -62.8% 1,519 393,172 838,054 $ 1,232,745 $ Revenue 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND TOTAL SOURCES $ $ - 100 - GENERAL $ 225 - SPUR CROSS RANCH CONSERVATION 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND TOTAL USES $ - $ $ $ $ $ Expenditure $ 59,585 468 483,044 891,969 $ 1,435,066 $ 2,201,122 34,909 780,244 821,188 $ 3,837,463 $ (2,201,122) N/A (33,390) -2198.2% (387,072) -98.4% 16,866 2.0% $ (2,604,718) -211.3% Activity Narrative: The General Maintenance Activity is showing a large increase in total expenditures due to the introduction of a major maintenance program. Some items like playgrounds or campsites have maintenance issues that are not frequent or require replacement. Municipal level playground equipment, for example, requires replacement due to safety issues rather than repair in some cases. Significant variances are expected in this activity going forward as projects are completed and then not necessary for a period of years. While routine maintenance and repair assignments are being completed in FY 2013, the Department has not started using the official tracking system which will allow them to measure if the assignments are being done on time. 705 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 1,038,769 $ - FY 2013 Revised Budget $ 1,038,769 $ - FY 2014 Budget Target $ 1,038,769 $ - $ 1,961 $ 1,961 (550,108) $ (550,108) - $ 490,622 $ -52.8% - $ 74,180 $ 74,180 - $ 564,802 $ -45.6% - Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Recategorization Between funds Agenda Item: $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 750,000 $ - FY 2013 Revised Budget $ 750,000 $ - $ (750,000) $ (750,000) - $ - $ - $ 725,210 $ 725,210 - $ 725,210 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward White Tank Dump Station Agenda Item: $ FY 2014 Adopted Budget 706 725,210 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation General Fund (100) (continued) Expenditures Revenue PARKS PLAYGROUNDS UPGRADES FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 869,000 $ 869,000 - Adjustments: Major Maintenance Projects Major Maintenance Program Cave Creek Estrella Lak e Pleasant McDowell Usery White Tank Agenda Item: $ 110,000 150,000 159,000 150,000 150,000 150,000 FY 2014 Adopted Budget $ 869,000 $ Expenditures Revenue - FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 500,000 $ 500,000 - PARKS RESTROOMS UPGRADES Adjustments: Major Maintenance Projects Major Maintenance Program Cave Creek Estrella McDowell Usery White Tank Agenda Item: $ 100,000 100,000 100,000 100,000 100,000 FY 2014 Adopted Budget $ 500,000 $ Expenditures Revenue - FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 341,500 $ 341,500 - $ 341,500 $ - PARKS WATER UPGRADES Adjustments: Major Maintenance Projects Major Maintenance Program Lak e Pleasant San Tan White Tank Agenda Item: $ FY 2014 Adopted Budget 707 26,500 190,000 125,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Spur Cross Ranch Conservation Fund (225) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 260,800 $ 266,411 FY 2013 Revised Budget $ 260,800 $ 266,411 FY 2014 Budget Target $ 260,800 $ 266,411 $ 160 $ 160 - $ 260,960 $ 0.1% 266,411 0.0% $ - $ (1,078) 1,078 - Adjustments: Employee Retirement and Benefits Retirement Contributions Agenda Item: FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 260,960 $ 266,411 0.1% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 1,487 $ 1,487 - $ 36,487 $ - $ (1,487) $ (1,487) (35,000) $ (35,000) - $ - $ - $ 35,000 $ 35,000 - $ 35,000 $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Base Adjustments Other Base Adjustments Maintenance and Repairs 35,000 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Non Recurring Carry Forward $ Agenda Item: $ FY 2014 Adopted Budget 708 35,000 Department Strategic Plans and Budgets Parks and Recreation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Spur Cross Ranch Conservation Fund (225) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 276,751 $ 175,360 $ 175,360 $ 192,610 $ 210,837 Sources: Operating Total Sources: $ $ 158,178 158,178 $ $ 266,411 266,411 $ $ 266,411 266,411 $ $ 266,370 266,370 $ $ 266,411 266,411 $ $ $ $ $ 246,892 1,251 248,143 $ $ 260,800 36,487 297,287 $ 260,960 35,000 295,960 Uses: Operating Non-Recurring Total Uses: $ 242,325 242,325 $ 260,800 35,000 295,800 Structural Balance $ (84,147) $ 5,611 $ 5,611 $ 19,478 $ 5,451 Accounting Adjustments $ 6 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 192,610 192,610 $ $ 145,971 145,971 $ $ 144,484 144,484 $ $ 210,837 210,837 $ $ 181,288 181,288 Expenditures Revenue Parks and Recreation Grant Fund (230) NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ 10 $ 10,000 $ 10,000 10,000 10,000 $ 10,000 $ 10,010 $ (10,000) $ (10,000) - (10,010) (10,000) (10) FY 2014 Budget Target $ - $ - FY 2014 Adopted Budget $ - $ - Adjustments: Grants Park s AZ Game and Fish Grant Agenda Item: C-30-12-042-3-00 FY 2013 Revised Budget Adjustments: Grants Park s AZ Game and Fish Grant Grant Reconciliation Agenda Item: C-30-12-042-3-00 709 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks and Recreation Grant Fund (230) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED (10) $ FY 2013 FORECAST Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 4,820 $ $ 10 $ $ 10,010 $ $ $ - $ $ 2,907 2,907 Structural Balance $ - $ Accounting Adjustments $ 3 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - Uses: Operating Non-Recurring Total Uses: (1,916) $ FY 2013 REVISED (10) $ FY 2014 ADOPTED - $ 25 $ $ 15 10,025 $ $ - $ $ 10,000 10,000 $ $ 10,000 10,000 $ - - $ - $ 15 $ - $ - $ - $ - $ - $ $ - $ $ - $ $ 25 25 $ $ 25 25 Expenditures Revenue Parks Souvenir Fund (239) OPERATING FY 2013 Adopted Budget Adjustments: Non Recurring Souvenir Funding Increase 2013 220,000 $ 40,000 $ 40,000 - $ 260,000 $ 220,000 $ (40,000) $ (40,000) - $ 220,000 $ 220,000 $ 129 $ 129 (129) $ (129) - 220,000 $ 0.0% 220,000 0.0% C-30-13-022-2-00 Agenda Item: C-30-13-022-2-00 FY 2014 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments 220,000 $ Agenda Item: FY 2013 Revised Budget Adjustments: Non Recurring Souvenir Funding Increase 2013 $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 710 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Souvenir Fund (239) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 33,271 $ 25,271 $ 25,271 $ 33,270 $ 12,573 Sources: Operating Total Sources: $ $ 255,240 255,240 $ $ 220,000 220,000 $ $ 220,000 220,000 $ $ 222,792 222,792 $ $ 220,000 220,000 $ $ $ 242,549 940 243,489 $ $ 260,000 1,117 261,117 $ $ 220,000 220,000 $ 220,000 220,000 $ - $ (40,000) $ (19,757) $ - (8) $ - $ 25,271 25,271 $ Uses: Operating Non-Recurring Total Uses: $ 255,233 255,233 Structural Balance $ 7 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 33,270 33,270 $ $ $ - $ $ - $ - - $ (15,846) (15,846) $ 12,573 12,573 $ $ 12,573 12,573 Expenditures Revenue Lake Pleasant Recreation Services Fund (240) OPERATING FY 2013 Adopted Budget $ 1,989,758 $ 1,997,617 FY 2013 Revised Budget $ 1,989,758 $ 1,997,617 FY 2014 Budget Target $ 1,989,758 $ 1,997,617 $ 3,251 $ 3,251 - $ 250,641 $ 250,641 163,536 163,536 215,930 215,930 $ 2,243,650 $ 12.8% 2,377,083 19.0% $ - $ (31,583) 31,583 - $ 2,243,650 $ 12.8% 2,377,083 19.0% Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds Agenda Item: $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 711 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Lake Pleasant Recreation Services Fund (240) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ 964,600 $ - $ 20,373 $ 20,373 - $ 984,973 $ - $ (20,373) $ (20,373) (964,600) $ (964,600) - $ - $ - $ 1,041,200 $ 290,000 - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Visitor Center Upgrades Other Non-Recurring Electric Gate at Entry Bypass Sign Upgrades Restroom Renovations Resort Project Consultant Yavapai County IGA Trail Development Matching Funds Maintenance and Repairs Agenda Item: $ 290,000 $ 100,000 25,000 175,000 75,000 76,200 200,000 100,000 751,200 FY 2014 Adopted Budget $ - 1,041,200 $ - Parks Lake Pleasant Fund (240) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 RECOMM Beginning Spendable Fund Balance $ 1,914,527 $ 1,366,875 $ 1,366,875 $ 1,976,380 $ 1,301,658 Sources: Operating Total Sources: $ $ 2,067,082 2,067,082 $ $ 1,997,617 1,997,617 $ $ 1,997,617 1,997,617 $ $ 2,105,331 2,105,331 $ $ 2,377,083 2,377,083 $ $ $ 1,945,834 834,219 2,780,053 $ $ 1,989,758 984,973 2,974,731 $ $ 1,989,758 964,600 2,954,358 $ $ 1,856,629 148,599 2,005,228 $ 2,243,650 1,041,200 3,284,850 Structural Balance $ 210,453 $ 7,859 $ 7,859 $ 159,497 $ 133,433 Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 410,134 410,134 $ $ 389,761 389,761 $ $ 1,301,658 1,301,658 $ $ 393,891 393,891 Uses: Operating Non-Recurring Total Uses: 1,976,380 1,976,380 $ $ 712 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Non Recurring Souvenir Funding Increase 2013 3,956,520 $ - $ - 40,000 40,000 $ 3,956,520 $ 3,996,520 $ - $ - $ 3,956,520 $ 3,956,520 $ 8,621 $ 8,621 246,286 $ (303,822) - C-30-13-022-2-00 Agenda Item: C-30-13-022-2-00 FY 2014 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Adjustments due to General Fund Reduction Recategorization Between funds Expenditures from General Fund Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation Between Funds 3,956,520 $ Agenda Item: FY 2013 Revised Budget Adjustments: Non Recurring Souvenir Funding Increase 2013 $ Agenda Item: $ $ (303,822) $ 550,108 550,108 $ - - $ (250,641) $ (250,641) 220,196 220,196 (215,930) (215,930) $ 3,960,786 $ 0.1% 3,960,786 0.1% $ - $ (43,843) 43,843 - $ 3,960,786 $ 0.1% 3,960,786 0.1% $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges (40,000) (40,000) Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 713 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Enhancement Fund (241) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ 1,093,555 $ - $ 80,547 $ 80,547 - $ 1,174,102 $ - $ (80,547) $ (80,547) (1,093,555) $ (1,093,555) - $ - $ - $ 1,300,282 $ 205,282 - 1,095,000 - 1,300,282 $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward ASU Visitor Survey White Tank Campground Electrical Project Other Non-Recurring Sign Upgrades Computer Replacements Relocation of Adminstrative Offices Vehicle Replacement Paradise Valley Waterline Relocation Picnic Area/Landscape Renovations Group Campground Improvements Website Redesign Cost of Service/Contract Audit Consultant Maintenance and Repairs Agenda Item: $ 15,000 190,282 $ 60,000 100,000 150,000 200,000 25,000 200,000 60,000 100,000 100,000 100,000 FY 2014 Adopted Budget $ Parks Enhancement Fund (241) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 1,802,967 $ 1,423,788 $ 1,423,788 $ 1,934,383 $ 2,856,304 $ 4,108,170 4,108,170 $ 3,956,520 3,956,520 $ 3,996,520 3,996,520 $ 4,209,891 1,616,298 5,826,189 $ 3,960,786 3,960,786 $ $ $ 3,546,487 430,231 3,976,718 Structural Balance $ 561,683 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ 3,956,520 1,093,555 5,050,075 $ (36) $ 1,934,383 1,934,383 $ $ $ $ $ $ 3,956,520 1,174,102 5,130,622 - $ - 330,233 330,233 714 $ $ $ $ 3,785,377 1,118,891 4,904,268 $ $ 3,960,786 1,300,282 5,261,068 40,000 $ 424,514 $ - $ - $ - $ - $ $ 289,686 289,686 $ $ 2,856,304 2,856,304 $ $ 1,556,022 1,556,022 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Parks and Recreation Parks Donations Fund (243) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 55,698 $ 55,698 FY 2013 Revised Budget $ 55,698 $ 55,698 FY 2014 Budget Target $ 55,698 $ 55,698 $ (41,793) $ (41,793) (41,793) (41,793) Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 13,905 $ 13,905 -75.0% -75.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 120,358 $ - FY 2013 Revised Budget $ 120,358 $ - $ (120,358) $ (120,358) - $ - $ - $ 48,000 $ 48,000 - $ 48,000 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Recreation and Interpretive Program Enhancements Agenda Item: $ 48,000 FY 2014 Adopted Budget Parks Donations Fund (243) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 614,135 $ 559,375 $ 559,375 $ 638,650 $ 642,053 Sources: Operating Total Sources: $ $ 45,191 45,191 $ $ 55,698 55,698 $ $ 55,698 55,698 $ $ 71,623 71,623 $ $ 13,905 13,905 $ $ $ $ 40,338 27,882 68,220 $ $ 55,698 120,358 176,056 $ $ 55,698 120,358 176,056 $ 13,905 48,000 61,905 Uses: Operating Non-Recurring Total Uses: $ 20,678 20,678 Structural Balance $ 24,513 $ - $ - $ 31,285 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 638,650 638,650 $ $ 439,017 439,017 $ $ 439,017 439,017 $ $ 642,053 642,053 $ $ 594,053 594,053 715 Maricopa County Annual Business Strategies FY 2014 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 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. 716 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES CODE - CODE ENFORCEMENT CPLG - COMPREHENSIVE PLANNING CSVC - CUSTOMER SERVICES PINS - PERMIT INSPECTIONS PLCS - PLANNING AND ZONING PREV - PLAN REVIEW ZONA - ZONING ADJUDICATION 44SH - ONE STOP SHOP $ FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 474,011 $ 83,345 46,457 4,190,927 321,975 3,203,495 24,160 8,344,370 $ 122,893 $ 91,031 40,839 4,490,675 432,400 2,821,223 50,215 8,049,276 $ 122,893 $ 91,031 40,839 4,490,675 432,400 2,821,223 50,215 8,049,276 $ 182,104 $ 58,806 51,645 4,809,432 350,136 3,486,810 33,372 8,972,305 $ 170,424 $ 81,628 45,500 4,213,967 315,341 3,118,753 23,662 7,969,275 $ 47,531 (9,403) 4,661 (276,708) (117,059) 297,530 (26,553) (80,001) 38.7% -10.3% 11.4% -6.2% -27.1% 10.5% -52.9% -1.0% $ - $ - $ - $ 20,000 20,000 $ - $ 20,000 20,000 $ - $ 16,922 16,922 $ 35,000 $ 35,000 $ 35,000 (20,000) 15,000 N/A -100.0% 75.0% $ $ 24,294 $ 24,294 $ - $ - $ - $ - $ 518,720 $ 518,720 $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 8,368,664 $ 8,069,276 $ 8,069,276 $ 9,507,947 $ 8,004,275 $ (65,001) -0.8% CODE - CODE ENFORCEMENT CPLG - COMPREHENSIVE PLANNING CSVC - CUSTOMER SERVICES PINS - PERMIT INSPECTIONS PLCS - PLANNING AND ZONING PREV - PLAN REVIEW ZONA - ZONING ADJUDICATION 44SH - ONE STOP SHOP $ 502,796 $ 255,868 493,776 1,661,620 549,803 2,183,370 180,140 5,827,373 $ 572,041 $ 278,438 497,741 1,692,947 607,215 2,355,205 180,037 6,183,624 $ 564,486 $ 285,477 577,460 1,619,157 581,367 2,344,598 174,775 6,147,320 $ 527,146 $ 303,269 580,107 1,589,064 537,690 2,030,539 173,753 5,741,568 $ 462,374 $ 364,472 621,784 1,715,244 481,078 1,948,068 128,257 5,721,277 $ 102,112 (78,995) (44,324) (96,087) 100,289 396,530 46,518 426,043 18.1% -27.7% -7.7% -5.9% 17.3% 16.9% 26.6% 6.9% FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 133,193 $ 1,093,682 1,226,875 $ 136,815 $ 1,234,418 1,371,233 $ 136,815 $ 151,174 1,247,726 1,535,715 $ 141,301 $ 1,335,520 1,476,821 $ 814,767 $ 1,671,811 2,486,578 $ (677,952) 151,174 (424,085) (950,863) -495.5% 100.0% -34.0% -61.9% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ $ 468,009 $ 55,212 523,221 $ 542,690 $ 70,412 613,102 $ 542,690 $ 70,412 613,102 $ 542,651 $ 518,720 70,421 1,131,792 $ 655,453 $ 62,730 718,183 $ (112,763) 7,682 (105,081) -20.8% N/A 10.9% -17.1% TOTAL PROGRAMS $ 7,577,469 $ 8,167,959 $ 8,296,137 $ 8,350,181 $ 8,926,038 $ (629,901) -7.6% $ USES $ $ Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ SUBTOTAL $ 3,853,302 3,853,302 $ $ 4,211,752 4,211,752 $ $ 4,211,752 4,211,752 $ $ 4,440,800 4,440,800 $ $ 3,854,625 $ 3,854,625 $ (357,127) (357,127) -8.5% -8.5% CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ 4,111,784 4,111,784 $ $ 3,733,716 3,733,716 $ $ 3,733,716 3,733,716 $ $ 4,415,225 4,415,225 $ $ 4,025,970 $ 4,025,970 $ 292,254 292,254 7.8% 7.8% $ SUBTOTAL $ 359,998 359,998 $ $ 60,309 60,309 $ $ 60,309 60,309 $ $ 98,097 98,097 $ $ 88,680 88,680 $ $ 28,371 28,371 47.0% 47.0% $ $ $ 15,000 20,000 35,000 $ $ 21,372 13,733 35,105 $ $ 26,608 36,891 63,499 $ $ 26,608 36,891 63,499 $ SUBTOTAL $ 24,294 19,286 43,580 $ (11,608) (16,891) (28,499) -43.6% -45.8% -44.9% ALL REVENUES $ 8,368,664 $ 8,069,276 $ 8,069,276 $ 8,989,227 $ 8,004,275 $ (65,001) -0.8% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ - $ $ - $ - $ 518,720 518,720 $ $ - $ $ - N/A N/A TOTAL SOURCES $ 8,368,664 $ 8,069,276 $ 9,507,947 $ 8,004,275 $ FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE 717 8,069,276 $ (65,001) -0.8% Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED 3,942,573 $ 530 1,387,667 10,186 (652,138) 628,730 5,317,548 $ 4,113,104 $ 1,528,250 100 (802,373) 779,477 5,618,558 $ 4,123,227 $ 8,172 1,519,890 151,274 (809,865) 779,477 5,772,175 $ 3,949,510 $ 2,158 1,457,646 107,453 (802,371) 779,476 5,493,872 $ 4,163,153 $ 1,493,761 (891,115) 1,456,469 6,222,268 $ (39,926) 8,172 26,129 151,274 81,250 (676,992) (450,093) -1.0% 100.0% N/A 1.7% 100.0% 10.0% -86.9% -7.8% SUBTOTAL $ 27,009 $ 295 85,725 5,699 118,728 $ 24,422 $ 73,750 (13,102) 13,102 98,172 $ 24,422 $ 73,750 (13,102) 13,102 98,172 $ 81,005 $ 78,101 (5,459) 5,459 159,106 $ 57,401 $ 92,000 53,120 202,521 $ (32,979) (18,250) (13,102) (40,018) (104,349) -135.0% N/A -24.7% N/A -100.0% -305.4% -106.3% 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 $ 23,009 $ 732,750 645,923 2,204 723,739 6,299 17,206 7,205 (17,142) 2,141,193 $ 51,000 $ 812,473 696,991 700 785,377 8,500 102,648 10,682 (92,797) 75,655 2,451,229 $ 51,000 $ 787,034 696,991 700 785,377 8,500 102,648 10,682 (92,797) 75,655 2,425,790 $ 30,106 $ 594,987 681,888 409 782,502 6,048 85,080 6,889 (39,903) 30,477 2,178,483 $ 24,000 $ 511,650 711,708 26,800 881,399 12,650 25,500 10,245 (131,317) 223,760 2,296,395 $ CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP $ 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ - $ - $ - $ - $ - $ - $ - $ - $ 130,000 $ 74,854 204,854 $ (130,000) (74,854) (204,854) N/A N/A N/A ALL EXPENDITURES $ 7,577,469 $ 8,167,959 $ 8,296,137 $ 7,831,461 $ 8,926,038 $ (629,901) -7.6% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ - $ - $ - $ - $ - $ - $ 518,720 $ 518,720 $ - $ - $ TOTAL USES $ 7,577,469 $ 8,167,959 $ 8,296,137 $ 8,350,181 $ 8,926,038 $ SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 718 27,000 52.9% 275,384 35.0% (14,717) -2.1% (26,100) -3728.6% (96,022) -12.2% (4,150) -48.8% 77,148 75.2% 437 4.1% 38,520 41.5% (148,105) -195.8% 129,395 5.3% (629,901) N/A N/A -7.6% Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FY 2012 FUND / FUNCTION CLASS ACTUAL 226 PLANNING AND DEVELOPMENT FEES OPERATING $ 8,304,513 NON-RECURRING 60,430 8,364,943 FUND TOTAL SOURCES $ 235 DEL WEBB OPERATING $ 3,721 3,721 FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2013 ADOPTED $ FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ 7,874,883 $ 185,285 8,060,168 $ 7,874,883 $ 185,285 8,060,168 $ 9,354,483 $ 147,828 9,502,311 $ 7,874,883 $ 129,392 8,004,275 $ (55,893) (55,893) $ $ 9,108 $ 9,108 $ 9,108 $ 9,108 $ 5,636 $ 5,636 $ - $ - $ (9,108) -100.0% (9,108) -100.0% 8,308,234 $ 60,430 $ 8,368,664 $ FY 2012 ACTUAL 7,883,991 $ 185,285 $ 8,069,276 $ FY 2013 ADOPTED 7,883,991 $ 185,285 $ 8,069,276 $ FY 2013 REVISED 9,360,119 $ 147,828 $ 9,507,947 $ FY 2013 FORECAST 7,874,883 $ 129,392 $ 8,004,275 $ FY 2014 ADOPTED (9,108) -0.1% (55,893) -30.2% (65,001) -0.8% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 226 PLANNING AND DEVELOPMENT FEES OPERATING $ NON-RECURRING FUND TOTAL USES $ 235 DEL WEBB OPERATING $ FUND TOTAL USES $ 632,430 $ 632,430 $ 868,232 $ 868,232 $ 868,232 $ 868,232 $ 815,411 $ 815,411 $ 868,232 $ 868,232 $ 6,817,240 $ 127,571 6,944,811 $ 7,114,183 $ 185,285 7,299,468 $ 7,091,187 $ 336,459 7,427,646 $ 6,868,103 $ 147,828 7,015,931 $ 7,677,875 $ 379,931 8,057,806 $ 228 $ 228 $ 259 $ 259 $ 259 $ 259 $ 518,839 $ 518,839 $ - $ - $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 7,449,898 $ 127,571 $ 7,577,469 $ 7,982,674 $ 185,285 $ 8,167,959 $ 7,959,678 $ 336,459 $ 8,296,137 $ 8,202,353 $ 147,828 $ 8,350,181 $ 8,546,107 $ 379,931 $ 8,926,038 $ (586,688) (43,472) (630,160) 259 259 (586,429) (43,472) (629,901) 0.0% -30.2% -0.7% 0.0% 0.0% -8.3% -12.9% -8.5% 100.0% 100.0% -7.4% -12.9% -7.6% 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 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 6.00 3.00 8.00 17.00 3.00 3.00 6.00 5.00 3.00 8.00 5.00 3.00 8.00 5.00 3.00 8.00 - 0.0% 0.0% N/A 0.0% .60 .20 .20 1.00 - - - - - N/A N/A N/A N/A 9.00 2.00 4.00 4.00 1.00 20.00 - - - - - N/A N/A N/A N/A N/A N/A 5.57 3.25 10.00 1.38 8.00 7.00 11.00 14.00 7.00 2.80 70.00 108.00 7.90 3.10 9.00 23.00 21.00 7.70 2.30 74.00 80.00 6.90 3.10 11.00 21.00 20.00 5.90 2.10 70.00 78.00 7.90 3.90 11.00 21.00 22.00 7.10 2.10 75.00 83.00 6.00 3.10 12.00 20.00 20.00 6.10 1.80 69.00 77.00 (.90) 1.00 (1.00) .20 (.30) (1.00) (1.00) (13.0%) 0.0% 9.1% N/A N/A N/A (4.8%) 0.0% 3.4% (14.3%) (1.4%) (1.3%) 719 Maricopa County Annual Business Strategies FY 2014 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 Applications Development Supv Assistant County Manager Business/Systems Analyst Code Enforcement Officer Deputy Director Deputy Director - Plng & Devel Development Svcs Specialist Development Svcs Technician Director - Plng & Development Engineer Engineering Associate Engineering Drainage Mgr Engineering Supervisor Executive Assistant Finance Manager Financial Supervisor - Dept GIS Programmer/Analyst GIS Technician Help Desk Coordinator - Sr/Ld Human Resources Analyst Human Resources Specialist Human Resources Supervisor Inspection Division Manager Inspection Supervisor Inspector IS Project Manager (Senior/Lead) 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 REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 N/A 2.00 N/A 4.00 5.00 4.00 5.00 4.00 0.0% 2.00 N/A 2.00 2.00 2.00 2.00 0.0% 13.00 14.00 15.00 14.00 13.00 (2.00) (13.3%) 3.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 4.00 4.00 4.00 5.00 4.00 0.0% 2.00 2.00 2.00 2.00 2.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 3.00 N/A 1.00 N/A 1.00 N/A 1.00 N/A 2.00 N/A 1.00 N/A 1.00 1.00 1.00 0.0% 3.00 4.00 4.00 4.00 4.00 0.0% 13.00 16.00 15.00 16.00 15.00 0.0% 2.00 N/A 1.00 N/A 1.00 N/A 1.00 N/A 3.00 3.00 2.00 2.00 2.00 0.0% 5.00 4.00 4.00 4.00 4.00 0.0% 3.00 2.00 N/A 3.00 N/A 7.00 7.00 6.00 8.00 6.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 N/A 2.00 N/A 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 N/A 1.00 N/A 108.00 80.00 78.00 83.00 77.00 (1.00) (1.3% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 226 PLANNING AND DEVELOPMENT FEES Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 N/A 107.00 80.00 78.00 83.00 77.00 (1.00) (1.3%) 108.00 80.00 78.00 83.00 77.00 (1.00) (1.3% ) 720 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Planning and Development Significant Variance Analysis The Planning & Development Department is decreasing its staff due to increased efficiencies. The FY 2013 Forecast is slightly higher than the FY 2014 Adopted due to the changing of a few positions where both the new and old positions are counted in the Forecast total. General Adjustments Planning and Development Fees Fund (226)  Increase Regular Benefits by $18,212 for the retirement contribution rate increase.  Decrease Other Benefits and Internal Services Charges by $7,686 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 violation complaint inspections provided within 30 days of receipt of Percent of Development Master Plans/Comprehensive Plan Amendment cases taken to the Technical Advisory Committee meeting within 60 days of applicaton. Percent of All Customers Served within 30 minutes. Percent of Inspections provided the same day as Requested. Percent of Subdivision/Entitlement Cases reviewed in a Technical Advisory Committee meeting within 60 days of application. Percent of plan reviews provided through First Plan Review within 20 business days of application. Percent of Variance and Other Board of Adjustment cases recommended to public hearing or approved administratively within 75 days of application. FY 2012 ACTUAL 89.2% FY 2013 FY 2013 REVISED FORECAST 95.0% 78.5% FY 2014 ADOPTED 98.0% REV VS ADOPTED VAR % 3.0% 3.2% 112.5% 100.0% 95.0% 100.0% 0.0% 0.0% 104.7% 100.0% 99.8% 97.9% (2.1%) -2.1% 96.8% 100.0% 96.0% 99.7% (0.3%) -0.3% 100.0% 100.0% 99.9% 100.0% 0.0% 0.0% N/A N/A 95.0% 91.1% N/A N/A 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include:  Code Enforcement  Comprehensive Planning  Customer Services  Zoning and Adjudication    721 Permit Inspections Plan Review Planning and Zoning Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2014 Adopted Budget Code Enforcement Activity The purpose of the Code Enforcement Activity is to provide inspection and enforcement services to Maricopa County property owners so they can experience resolution of complaint issues in a timely manner. Mandates: A.R.S. §11-808 establishes the County zoning ordinance enforcement within a zoned territory and establishes the position of the County zoning inspector and deputy inspectors. The statute also states it is unlawful to erect, construct, reconstruct, alter or use any building or other structures without obtaining a zoning clearance from the County in the unincorporated areas of the county; A.R.S. §11-808 also establishes the County to appoint hearing officers to hear and determine zoning violations; A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans. Measure Type Result Output Demand Efficiency Measure Description Percent of violation complaint inspections provided within 30 days of receipt of complaint. Total number of violation complaint inspections provided. Number of violation complaints received. Total expenditure per violation complaint inspection provided. FY 2012 ACTUAL 89.2% FY 2013 FY 2013 REVISED FORECAST 95.0% 78.5% 1,364 1,590 REV VS ADOPTED VAR % 3.0% 3.2% FY 2014 ADOPTED 98.0% 1,296 1,600 10 0.6% $ 1,732 368.62 $ 1,650 360.56 $ 1,637 406.75 $ 1,800 288.98 $ 150 71.58 9.1% 19.9% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 474,011 474,011 $ $ 122,893 122,893 $ $ 182,104 182,104 $ $ 170,424 170,424 $ $ 47,531 47,531 38.7% 38.7% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 257,957 244,839 502,796 $ 458,508 114,785 573,293 $ 411,499 115,647 527,146 $ 344,105 118,269 462,374 $ 114,403 (3,484) 110,919 25.0% -3.0% 19.3% Revenue Expenditure $ $ $ $ $ Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand for violation complaint investigations, including completion of backlogged violation complaints. Demand exceeds output for this measure as some complaints are not code violations which require an inspection. 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 an increase in market activity. Comprehensive Planning Activity The purpose of the Comprehensive Planning Activity is to provide and maintain planning elements and provide information to various private and public entities of Maricopa County so they can make informed decisions concerning growth, development and investment in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-806 establishes that the commission shall act in an advisory capacity to the Board and shall, when requested, make a report or recommendation in matters under the jurisdiction of the Board. Further, the 722 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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/ Comprehensive Plan Amendment cases taken to the Technical Advisory Committee meeting within 60 days of applicaton. Total Number of Development Master Plans/Comprehensive Plan Admendments taken to the Technical Advisory Committee. Number of Development Master Plans/ Comprehensive Plan Amendments Received that require a Technical Advisory Committee meeting. Total expenditure per plan amendment activity taken to the Technical Advisory Committee. FY 2012 ACTUAL 110.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 11 12 9 28 16 133.3% 10 12 9 28 16 133.3% $ 23,260.73 $ 23,789.75 $ 33,696.56 $ 13,016.86 $ 10,772.89 45.3% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 83,345 83,345 $ $ 91,031 91,031 $ $ 58,806 58,806 $ $ 81,628 81,628 $ $ (9,403) (9,403) -10.3% -10.3% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 198,203 57,665 255,868 $ 191,797 93,680 285,477 $ 189,949 113,320 303,269 $ 281,983 82,489 364,472 $ (90,186) 11,191 (78,995) -47.0% 11.9% -27.7% Revenue Expenditure $ $ $ $ $ Activity Narrative: The FY 2014 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. 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 Output Demand Efficiency Revenue Measure Description Percent of all customers served within 30 minutes. Total number of customers served. Number of customers requesting service at the One Stop Shop counter. Total expenditure per customer served. FY 2012 ACTUAL 94.1% FY 2013 FY 2013 REVISED FORECAST 95.9% 93.6% $ 56.10 $ 69.57 $ 61.61 $ 70.98 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 46,457 46,457 $ $ 40,839 40,839 $ $ 51,645 51,645 $ $ 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL USES $ 493,776 493,776 $ 577,358 102 577,460 $ 580,106 1 580,107 $ 8,801 8,801 8,300 8,300 FY 2014 ADOPTED 97.9% 9,416 9,416 REV VS ADOPTED VAR % 2.0% 2.1% 8,760 8,760 460 460 5.5% 5.5% $ (1.41) -2.0% 45,500 45,500 $ $ 4,661 4,661 11.4% 11.4% 621,784 621,784 $ (44,426) 102 (44,324) -7.7% 100.0% -7.7% Expenditure $ 723 $ $ $ $ Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The FY 2014 budget supports the Department in meeting 100% of the demand. The Department continues to experience low demand for planning and development services but there is an expectation that demand will increase nearing the end of FY 2013 and continuing into FY 2014. The Department continues to improve its performance in serving customers in 30 minutes or less. Expenditures are increasing due to the reallocation of personnel resources within the Department to meet the increased demand. Permit Inspections Activity The purpose of the Permit Inspections Activity is to provide building inspection services to builders so they can complete construction in compliance with approved building codes in a timely manner. Mandates: A.R.S. §11-321 requires a building permit for any construction of a building or an addition thereto exceeding a cost of one thousand dollars within its jurisdiction. It also establishes requirements for issuance and distribution of permit copies as well as responsibilities of the subsequent owner of property on which construction was undertaken without a permit. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of inspections provided the same day as requested. Total number of inspections provided. Number of inspections scheduled/requested. Total expenditure per inspection provided. FY 2012 ACTUAL 96.8% $ 226 - PLANNING AND DEVELOPMENT FEES 235 - DEL WEBB TOTAL SOURCES $ 4,190,927 $ 4,190,927 $ 4,481,567 9,108 $ 4,490,675 $ 4,803,796 5,636 $ 4,809,432 $ 4,213,967 $ 4,213,967 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 1,661,620 $ 1,661,620 $ 1,619,157 $ 1,619,157 $ 1,589,064 $ 1,589,064 $ 1,715,244 $ 1,715,244 29,581 29,581 56.17 FY 2013 FY 2013 REVISED FORECAST 100.0% 95.2% $ 20,181 20,190 80.23 $ 30,657 30,664 70.86 FY 2014 ADOPTED 99.7% $ 24,924 25,056 68.82 REV VS ADOPTED VAR % (0.3%) -0.3% $ $ 4,743 4,866 11.41 23.5% 24.1% 14.2% $ (267,600) (9,108) (276,708) -6.0% -100.0% -6.2% $ $ (96,087) (96,087) -5.9% -5.9% Expenditure Activity Narrative: The FY 2014 budget supports the Department in meeting 99.5% 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. The Department has budgeted for an additional inspector to support the demand for inspections. 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. 724 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of plan reviews provided through First Plan Review within 20 business days of application. Total number of plan reviews provided. Number of plan reviews requested. Total expenditure per plan review provided. FY 2012 ACTUAL 91.2% $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ 3,203,495 $ 3,203,495 $ 2,821,223 $ 2,821,223 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 2,183,370 $ 2,183,370 $ 2,356,116 $ 2,344,598 5,676 6,066 384.67 FY 2013 FY 2013 REVISED FORECAST 90.0% 96.6% $ 7,642 8,028 306.80 10,800 11,940 180.38 $ 3,486,810 $ 3,486,810 $ 2,030,539 $ 2,030,539 $ 5,701 5,777 356.17 REV VS ADOPTED VAR % 1.1% 1.2% FY 2014 ADOPTED 91.1% $ 3,158 3,912 126.43 41.3% 48.7% 41.2% $ 3,118,753 $ 3,118,753 $ $ 297,530 297,530 10.5% 10.5% $ 1,948,068 $ 1,948,068 $ $ 408,048 396,530 17.3% 16.9% $ Expenditure Activity Narrative: The FY 2014 budget supports the Department in meeting 91.1% of non-expedited plan reviews processed within 20 business days of application. Revised building plans are typically submitted in response to initial review comments. The Department has a fewer large projects, including various solar energy plants, which impact the plan review workload. The FY 2014 budget also includes a decrease in expected revenue for County funded large capital projects scheduled for completion in FY 2014. The jump in the number of plan reviews is from combining drainage reviews and building reviews into the same activity in an effort to streamline reporting. The expenditure reduction in FY 2014 is due to a reduction in use of outside resources to provide plan review services. Planning and Zoning Activity The purpose of the Planning and Zoning Activity is to provide information, support, report services, and recommendations to the Planning Commission so they can make planning and land-use recommendations to the Board of Supervisors in a timely manner. Mandates: A.R.S. §11-802 establishes the Board of Supervisors’ authority to form a planning and zoning commission to consult with and advise the Board in matters regarding planning, zoning, and subdivision platting, adopt and enforce rules, regulations, ordinances and plans; A.R.S. §11-805 authorizes the Board to contract with consultants or employ persons for services as may be required to carry on the work of the commission and the enforcement. A consultant, employees, or both, are provided to carry on County planning work, the regularly appointed planning and zoning commission of an incorporated city or town within the county may request the services of the consultant, staff, or both, for consultation and advice including the preparation or review of comprehensive plans, zoning ordinances, and subdivision regulations within the boundaries of the incorporated city or town; A.R.S. §11-806 establishes the powers and duties 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. 725 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Subdivision/Entitlement Cases reviewed in a Technical Advisory Committee meeting within 60 days of application. Total Number of Subdivision/Entitlement Cases reviewed in a Technical Advisory Committee meeting. Number of Subdivision/Entitlement Cases Received where a Technical Advisory Committee is required. Total expenditure per Subdivision/Entitlement case reviewed in a Technical Advisory Committee meeting. FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 688 415 280 60 (355) -85.5% 765 415 322 120 (295) -71.1% $ 799.13 $ 1,400.88 $ 1,920.32 $ 8,017.97 $ (6,617.08) -472.4% 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 321,975 321,975 $ $ 432,400 432,400 $ $ 350,136 350,136 $ $ 315,341 315,341 $ $ (117,059) (117,059) -27.1% -27.1% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 2,169 547,634 549,803 $ 168,548 421,314 581,367 $ 166,074 371,616 537,690 $ 171,319 309,759 481,078 $ (2,771) 111,555 100,289 -1.6% 26.5% 17.3% Revenue Expenditure $ $ $ $ $ Activity Narrative: The Planning and Zoning Activity reporting scheme was modified heavily through FY 2012 and FY 2013 to better represent the activity as a whole. Pre-application cases and public record requests still exist and have consistent demand. Subdivision and entitlement/special use issues are more noteworthy to the general public and in some cases require approval from the Board of Supervisors. Historically, approximately one-half of applicants for subdivision/entitlement cases decide not to proceed with their request. The Department has appropriate budget in this Activity to meet the initial demand of applications and follow through with appropriate review committee action for those applicants wishing to continue through the process. The reduction in expenditures for FY 2014 is a result of the decreased demand, and associated revenue, and the reallocation of Departmental resources to areas experiencing an increase in demand. 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. 726 Department Strategic Plans and Budgets Planning and Development Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Variance and Other Board of Adjustment cases recommended to public hearing or approved administratively within 75 days of application. Total number of Variance and Other Board of Adjustment Cases resolved. Total Number of Variance and Other Board of Adjustment Cases Requested. Total expenditure per Variance and Other Board of Adjustment Cases Resolved. FY 2012 ACTUAL 90.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 86.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 41 39 24 42 3 7.7% 41 39 24 42 3 7.7% 1,427.67 31.9% $ 4,393.66 $ 4,481.41 $ 7,239.71 $ 3,053.74 $ 226 - PLANNING AND DEVELOPMENT FEES TOTAL SOURCES $ $ 24,160 24,160 $ $ 50,215 50,215 $ $ 33,372 33,372 $ $ 23,662 23,662 $ $ (26,553) (26,553) -52.9% -52.9% 100 - GENERAL 226 - PLANNING AND DEVELOPMENT FEES TOTAL USES $ 174,101 6,039 180,140 $ 49,379 125,396 174,775 $ 47,889 125,864 173,753 $ 70,825 57,432 128,257 $ (21,446) 67,964 46,518 -43.4% 54.2% 26.6% Revenue Expenditure $ $ $ $ $ Activity Narrative: The FY 2014 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 due to an increase in real estate market activity. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 868,232 $ - FY 2013 Revised Budget $ 868,232 $ - FY 2014 Budget Target $ 868,232 $ - FY 2014 Adopted Budget Percent Change from Target Amount $ 868,232 $ 0.0% - 727 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 7,832,382 $ 7,874,883 FY 2013 Revised Budget $ 7,832,382 $ 7,874,883 FY 2014 Budget Target $ 7,832,382 $ 7,874,883 $ 18,212 $ 18,212 (172,719) $ 68,668 - (241,387) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Additional Inspector Request Over or Under Target Agenda Item: $ $ 68,668 FY 2014 Tentative Budget $ 7,677,875 $ -2.0% 7,874,883 0.0% $ - $ 7,686 (7,686) - Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 7,677,875 $ 7,874,883 -2.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj 185,285 $ 151,174 $ 151,174 - $ 508,316 $ 185,285 $ (151,174) $ (151,174) (184,925) $ (184,925) (172,217) $ (172,217) (185,285) (185,285) - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 $ $ FY 2014 Budget Target Adjustments: Base Adjustments Vehicle Replacement Fees and Other Revenues ProgRevenue Volume Inc/Dec MCSO Headquarters Inspections Information and Communications Technology Other IT Non-Recurring 357,142 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Fees and Other Revenues ProgRevenue Volume Inc/Dec Non Recurring Other Non-Recurring $ $ - $ - $ 130,000 $ 130,000 129,392 $ 129,392 129,392 129,392 $ 120,539 $ 120,539 - $ 379,931 $ 129,392 Agenda Item: $ $ FY 2014 Adopted Budget 728 129,392 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Planning and Development Planning and Development Fees Fund (226) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 2,127,013 $ 2,335,680 $ 2,335,680 $ 2,815,909 $ 4,249,807 $ 8,304,513 60,430 8,364,943 $ 7,874,883 185,285 8,060,168 $ 7,874,883 185,285 8,060,168 $ 9,354,483 147,828 9,502,311 $ 7,874,883 129,392 8,004,275 $ $ 7,830,012 238,401 8,068,413 $ $ 7,832,382 508,316 8,340,698 $ $ 7,832,382 357,142 8,189,524 $ $ 7,243,885 432,163 7,676,048 $ 7,677,875 379,931 8,057,806 Structural Balance $ 1,060,628 $ 42,501 $ 42,501 $ 1,524,471 $ 197,008 Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ $ 2,815,909 2,815,909 $ $ 2,206,324 2,206,324 $ $ 2,055,150 2,055,150 $ $ 4,249,807 4,249,807 $ $ 4,196,276 4,196,276 Expenditures Revenue Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ $ $ $ Del Webb Fund (235) OPERATING FY 2013 Adopted Budget $ 259 $ 9,108 FY 2013 Revised Budget $ 259 $ 9,108 FY 2014 Budget Target $ 259 $ 9,108 $ (259) $ (259) (9,108) (9,108) $ - $ -100.0% -100.0% Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Del Webb Special Fund (235) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 509,712 $ 515,166 $ 515,166 $ 513,203 $ - Sources: Operating Total Sources: $ $ 3,721 3,721 $ $ 9,108 9,108 $ $ 9,108 9,108 $ $ 5,636 5,636 $ $ - Uses: Operating Total Uses: $ $ 228 228 $ $ 259 259 $ $ 259 259 $ $ 518,839 518,839 $ $ - Structural Balance $ 3,493 $ 8,849 $ 8,849 $ (513,203) $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 524,015 524,015 $ $ 524,015 524,015 $ $ - $ $ - 513,203 513,203 $ $ 729 Maricopa County Annual Business Strategies FY 2014 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 place. 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: The Department has exceeded this goal as the latest customer satisfaction survey showed that 93% of customers are satisfied with Procurement Services. Sustainable Environment By June 30, 2015, the Office of 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: In FY 2013, the Department created and filled a Business Intelligence Analyst position to begin the process of turning data into actionable business intelligence. This will allow the Department to identify opportunities to aggregate demands and to contract for value. The Department expects to meet this goal by target date. 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: The Department is currently working with the County Attorney’s Office to revise contract templates to include language consistent with the Environmentally Preferred Purchasing policy (A1514) for commodities. 730 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sustainable Environment By June 30, 2016, 80% of new construction project contracts will include acceptable environmental sustainability standards consistent with Board policy. Status: The Department is currently working with the County Attorney’s Office to revise contract templates to include language consistent with the Environmentally Preferred Purchasing policy (A1514) for construction and non-construction contracts. The Department expects to meet goal by target date. Sustainable Environment By June 30, 2016, 80% of requests for records services will be completed within 7 business days. Status: In FY 2013, the Department began to increase services provided to departments and the public through reallocation of work responsibilities and have been able to become proactive in providing agency support and training; and as this level of awareness increases, so does the demand for services. The Department expects to meet this goal by target date. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % PCPT - PROCUREMENT SERVICES 73BS - BUSINESS SERVICES $ $ 861,962 $ 861,962 $ 282,000 $ 282,000 $ 282,000 $ 282,000 $ 520,112 $ 520,112 $ 282,000 $ 282,000 $ - 0.0% 0.0% PRNT - PRINTING SERVICES 73PR - PRINTING SERVICES PROGRAM $ $ 811,836 $ 811,836 $ 761,464 $ 761,464 $ 761,464 $ 761,464 $ 785,926 $ 785,926 $ 788,689 $ 788,689 $ 27,225 27,225 3.6% 3.6% TOTAL PROGRAMS $ 1,673,798 $ 1,043,464 $ 1,043,464 $ 1,306,038 $ 1,070,689 $ 27,225 2.6% - $ 2,250,404 2,250,404 $ - $ 2,203,058 2,203,058 $ - $ 1,853,571 1,853,571 $ - $ 2,102,817 2,102,817 $ 100,241 100,241 N/A 4.6% 4.6% USES BENT - SMALL BUSINESS ENTERPRISE PCPT - PROCUREMENT SERVICES 73BS - BUSINESS SERVICES $ $ 35,268 $ 1,647,949 1,683,217 $ PRNT - PRINTING SERVICES 73PR - PRINTING SERVICES PROGRAM $ $ 645,560 $ 645,560 $ 679,479 $ 679,479 $ 679,479 $ 679,479 $ 690,145 $ 690,145 $ 702,742 $ 702,742 $ (23,263) (23,263) -3.4% -3.4% RMPT - RECORDS MANAGEMENT 73RM - RECORDS MANAGEMENT $ $ 13,997 $ 13,997 $ 20,458 $ 20,458 $ 70,153 $ 70,153 $ 43,159 $ 43,159 $ 53,380 $ 53,380 $ 16,773 16,773 23.9% 23.9% ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ 208,296 $ 208,296 $ 209,995 $ 209,995 $ 218,125 $ 218,125 $ 230,092 $ 230,092 $ 202,703 $ 202,703 $ 15,422 15,422 7.1% 7.1% CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 42,977 $ 28,477 71,454 $ 54,904 $ 27,506 82,410 $ 54,904 $ 27,506 82,410 $ 54,904 $ 27,888 82,792 $ 60,652 $ 33,658 (23,930) 70,380 $ (5,748) (6,152) 23,930 12,030 TOTAL PROGRAMS $ 2,622,524 $ 3,242,746 $ 3,253,225 $ 2,899,759 $ 3,132,022 $ 121,203 -10.5% -22.4% N/A 14.6% 3.7% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0636 - INTERNAL SERVICE CHARGES $ SUBTOTAL $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 811,836 $ 811,836 $ 761,464 $ 761,464 $ 761,464 $ 761,464 $ 785,926 $ 785,926 $ 788,689 788,689 $ $ 27,225 27,225 3.6% 3.6% 861,962 $ 861,962 $ 282,000 $ 282,000 $ 282,000 $ 282,000 $ 520,112 $ 520,112 $ 282,000 282,000 $ $ - 0.0% 0.0% ALL REVENUES $ 1,673,798 $ 1,043,464 $ 1,043,464 $ 1,306,038 $ 1,070,689 $ 27,225 2.6% TOTAL SOURCES $ 1,673,798 $ 1,043,464 $ 1,043,464 $ 1,306,038 $ 1,070,689 $ 27,225 2.6% 731 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 1,580,965 $ 684 554,223 2,135,872 $ 1,952,978 $ 150 714,655 (47,174) 21,984 2,642,593 $ 1,917,869 $ 150 710,153 10,479 (41,331) 21,984 2,619,304 $ 1,791,134 $ 192 643,551 8,921 (19,584) 25,546 2,449,760 $ 1,897,296 $ 150 712,911 (44,152) 19,152 2,585,357 $ 20,573 (2,758) 10,479 2,821 2,832 33,947 1.1% 0.0% -0.4% 100.0% 6.8% 12.9% 1.3% SUBTOTAL $ 287,586 $ 486 15,453 303,525 $ 226,660 $ 900 227,560 $ 226,660 $ 900 227,560 $ 157,447 $ 745 (78) 158,114 $ 259,579 $ 750 260,329 $ (32,919) 150 (32,769) -14.5% 16.7% N/A -14.4% 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 $ - $ 79,520 2,808 17,099 71,039 5,810 4,798 2,053 183,127 $ 2,622,524 $ 3,000 $ 75,200 14,900 128,486 102,180 13,029 32,464 3,334 372,593 $ 3,242,746 $ 3,000 $ 108,968 14,900 128,486 102,180 13,029 32,464 3,334 406,361 $ 3,253,225 $ 1,250 $ 150,007 3,534 22,620 91 90,326 12,083 9,861 2,113 291,885 $ 2,899,759 $ - $ 127,500 4,000 33,485 98,984 8,000 11,027 3,340 286,336 $ 3,132,022 $ 3,000 (18,532) 10,900 95,001 3,196 5,029 21,437 (6) 120,025 121,203 100.0% -17.0% 73.2% 73.9% N/A 3.1% 38.6% 66.0% -0.2% 29.5% 3.7% TOTAL USES $ 2,622,524 $ 3,242,746 $ 3,253,225 $ 2,899,759 $ 3,132,022 $ 121,203 SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 3.7% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 861,962 $ 861,962 $ 282,000 $ 282,000 $ 282,000 $ 282,000 $ 520,112 $ 520,112 $ 282,000 $ 282,000 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 811,836 $ 811,836 $ 761,464 $ 761,464 $ 761,464 $ 761,464 $ 785,926 $ 785,926 $ 788,689 $ 788,689 $ 27,225 27,225 3.6% 3.6% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,673,798 $ 1,673,798 $ FY 2012 ACTUAL 1,043,464 $ 1,043,464 $ FY 2013 ADOPTED 1,043,464 $ 1,043,464 $ FY 2013 REVISED 1,306,038 $ 1,306,038 $ FY 2013 FORECAST 1,070,689 $ 1,070,689 $ FY 2014 ADOPTED 673 REPROGRAPHICS OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ 27,225 2.6% 27,225 2.6% REVISED VS ADOPTED VAR % 1,856,307 $ 74,783 1,931,090 $ 2,371,282 $ 110,000 2,481,282 $ 2,371,282 $ 110,000 2,481,282 $ 2,032,324 $ 81,509 2,113,833 $ 2,283,206 $ 60,127 2,343,333 $ FUND TOTAL USES $ 691,434 $ 691,434 $ 761,464 $ 761,464 $ 761,464 $ 10,479 771,943 $ 785,926 $ 785,926 $ 788,689 $ 788,689 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,547,741 $ 74,783 $ 2,622,524 $ 3,132,746 $ 110,000 $ 3,242,746 $ 3,132,746 $ 120,479 $ 3,253,225 $ 2,818,250 $ 81,509 $ 2,899,759 $ 3,071,895 $ 60,127 $ 3,132,022 $ FUND TOTAL USES $ 673 REPROGRAPHICS OPERATING NON-RECURRING $ 732 88,076 49,873 137,949 3.7% 45.3% 5.6% (27,225) 10,479 (16,746) -3.6% 100.0% -2.2% 60,851 60,352 121,203 1.9% 50.1% 3.7% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Procurement Services Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT PROGRAM TOTAL BUSINESS SERVICES CONTRACT PRINTING SERVICES PRINTING SERVICES PROCUREMENT SERVICES SMALL BUSINESS ENTERPRISE PROGRAM TOTAL PRINTING SERVICES PROGRAM PRINTING SERVICES PROGRAM TOTAL RECORDS MANAGEMENT RECORDS MANAGEMENT PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.65 1.65 1.65 1.65 1.50 1.50 1.50 1.50 1.50 1.50 - 0.0% 0.0% .85 8.15 22.80 .35 32.15 28.15 28.15 26.75 26.75 27.75 27.75 27.75 27.75 1.00 1.00 N/A N/A 3.7% N/A 3.7% - 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 - 0.0% 0.0% .20 .20 34.00 .20 .20 39.00 .75 .75 38.00 .75 .75 39.00 .75 .75 39.00 1.00 0.0% 0.0% 2.6% Staffing by Market Range Title MARKET RANGE TITLE Administrative Services Mgr Administrative Staff Supv 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 Procurement Officer - County Procurement Officer Lead - County Procurement Specialist Procurement Supervisor -County Program Coordinator Programmer/Analyst Reprographic Supervisor Reprographic Technician Strategic Procurement Consultant - County Training Officer Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 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 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 5.00 4.00 4.00 4.00 0.0% 9.50 11.50 9.50 10.50 10.50 1.00 10.5% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 3.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% .50 .50 .50 .50 .50 0.0% 1.00 1.00 1.00 0.0% 34.00 39.00 38.00 39.00 39.00 1.00 2.6% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 673 REPROGRAPHICS Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 25.00 30.00 29.00 30.00 30.00 1.00 3.4% 9.00 9.00 9.00 9.00 9.00 0.0% 34.00 39.00 38.00 39.00 39.00 1.00 2.6% Significant Variance Analysis One FTE Procurement Officer was added with the consolidation of the Procurement Activity to include Article 5. 733 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Procurement Services General Adjustments Base Adjustments: General Fund (100)  Increase Regular Benefits by $6,505 for the impact of changes in retirement contribution rates.  Decrease Education and Training by $21,339 based on historical actuals.  Decrease expenditures by $404 due to the net change in Supplies and Services.  Decrease expenditures by $12,086 due a decrease in Internal Service Charges.  Decrease expenditures by $45,724 to more accurately reflect Personnel Savings.  Increase Personnel Savings by $23,930 based on the Chairman’s Office request.  Increase Other Benefits and Internal Service Charges by $1,802 for the impact of the changes in Risk Management charges. Reprographics (673)   Increase Regular Benefits by $1,368 for the impact of changes in retirement contribution rates. Increase revenue and expenditures by $27,225 due to an increase in reprographic costs and subsequent rate charged to County departments. Programs and Activities Procurement Services The purpose of the Procurement Services Program is to provide procurement services to County departments so they can continue to provide mission critical services to the general public. 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 consistent with Board policy. Percent of new construction project contracts which contain acceptable environmental standards consistent with Board policy. FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 95.7% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 4.3% 4.5% N/A 100.0% 69.1% 100.0% 0.0% 0.0% N/A 50.0% 92.9% 98.1% 48.1% 96.2% N/A 50.0% 123.5% 97.5% 47.5% 94.9% Activities that comprise this program include:  Procurement Services Procurement Services Activity The purpose of the Procurement Services Activity is to provide value, guidance and support service to County departments so they can have the goods/services they need to operate in fulfillment of their mission while maintaining statutory compliance, and supporting the principles of public procurement. Mandates: A.R.S. §11-254.01 establishing County purchasing procedures. 734 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 consistent with Board policy. 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. FY 2012 ACTUAL N/A 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 2013 FY 2013 REVISED FORECAST 95.7% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 4.3% 4.5% N/A 100.0% 69.1% 100.0% 0.0% 0.0% N/A 50.0% 92.9% 98.1% 48.1% 96.2% N/A 50.0% 123.5% 97.5% 47.5% 94.9% (138,314,520) -43.2% N/A 320,000,000 179,685,840 181,685,480 N/A 60 63 70 10 16.7% N/A 60 63 70 10 16.7% N/A N/A 150 100 154 170 159 164 9 64 6.0% 64.0% N/A 150 168 173 23 15.3% N/A 100 100 117 17 17.0% N/A 500,000,000 471,332,890 471,732,800 N/A $ 14,687.05 $ 12,036.18 $ 13,225.26 $ 1,461.79 10.0% $ $ $ $ 282,000 282,000 $ $ - 0.0% 0.0% $ 2,102,817 $ 2,102,817 $ $ 100,241 100,241 4.6% 4.6% 100 - GENERAL TOTAL SOURCES $ $ 861,962 861,962 100 - GENERAL TOTAL USES $ 1,647,949 $ 1,647,949 $ $ 282,000 282,000 520,112 520,112 (28,267,200) -5.7% Expenditure $ 2,203,058 $ 2,203,058 $ 1,853,571 $ 1,853,571 Activity Narrative: Budgeted performance in FY 2013 was misestimated as the measures were new and benchmarks were not available at the time. In FY 2014, the Department anticipates the transition of Article 5 will be complete and plans on diligently developing programs and policies to increase the quality of Countywide procurement. Revenue is decreasing from FY 2013 Forecast to FY 2014 due to the new office supplies contract and the bonus from US Bank expiring. Expenditures are increasing from FY 2013 Forecast to FY 2014 due to five vacant positions that are expected to be filled in FY 2014. This activity also includes $60,127 in Non-Recurring expenditures for a Contract Monitor position. This position is responsible for reviewing contracts in order to recover overpayments and supports its own costs with the funds recovered. Base Adjustments: General Fund (100) Operating  Decrease Rent and Operating leases by $10,900 based on historical actuals.  Increase General Supplies by $18,000 based on historical actuals. General Fund (100) Non Recurring Non Project  Increase expenditures $60,127 for a Contract Monitor position. 735 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Print Services The purpose of the Print Services Program is to provide printed and published materials to County agencies so they can effectively market, communicate, and promote value added services to the citizens of Maricopa County. Program Results Measure Description Percent of respondents indicating very satisfied or satisfied on the Graphics Services Customer Satisfaction survey. FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 87.0% 89.1% FY 2014 ADOPTED 91.3% REV VS ADOPTED VAR % 4.3% 5.0% Activities that comprise this program include:  Print Services Print Services Activity The purpose of the Print Services Activity is to provide printed materials to County departments so they can support mission critical objectives. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 87.0% 89.1% N/A 500 N/A N/A $ FY 2014 ADOPTED 91.3% 2,125 REV VS ADOPTED VAR % 4.3% 5.0% 2,208 1,708 341.6% 500 1,358.96 $ 2,125 324.77 $ 2,208 318.27 $ 1,708 1,040.69 341.6% 76.6% 673 - REPROGRAPHICS TOTAL SOURCES $ $ 811,836 811,836 $ $ 761,464 761,464 $ $ 785,926 785,926 $ $ 788,689 788,689 $ $ 27,225 27,225 3.6% 3.6% 673 - REPROGRAPHICS TOTAL USES $ $ 645,560 645,560 $ $ 679,479 679,479 $ $ 690,145 690,145 $ $ 702,742 702,742 $ $ (23,263) (23,263) -3.4% -3.4% Expenditure Activity Narrative: Budgeted performance in FY 2013 was misestimated as the measures were new and benchmarks were not available at the time. In FY 2014, revenue is expected to increase as the rates in printing services will be increasing due to a sudden increase in the price of paper. Records Management The purpose of the Records Management Program is to provide guidance and direction to County agencies so they can serve the information needs of Maricopa County residents in compliance with state statute. Program Results Measure Description Percentage of requests for service fulfilled within 7 days. FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 72.0% 72.3% 736 FY 2014 ADOPTED 73.2% REV VS ADOPTED VAR % 1.2% 1.7% Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activities that comprise this Program include:  Records Management Records Management Activity The purpose of the Records Management Activity is to provide guidance and direction to the County agencies so they can service the information needs of Maricopa County residents in compliance with state statute. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 72.0% 72.3% FY 2014 ADOPTED 73.2% REV VS ADOPTED VAR % 1.2% 1.7% N/A 72 105 112 40 55.6% N/A 100 155 168 68 68.0% 68 383.79 68.0% 54.7% 6,294 10,479 16,773 10.5% 100.0% 23.9% N/A N/A $ 100 701.53 $ 155 278.45 $ 168 317.74 $ Expenditure 100 - GENERAL 673 - REPROGRAPHICS TOTAL USES $ $ 13,997 13,997 $ $ 59,674 10,479 70,153 $ $ 43,159 43,159 $ $ 53,380 53,380 $ $ Activity Narrative: In FY 2014, the Department expects demand, output, and efficiency to increase as they will continue to educate County agencies on records management, as well as the new Essential Records Management Program that was initiated by the State of Arizona, which holds agencies responsible in identifying records that are essential for continuity of County operations in the event of a crisis. 737 Department Strategic Plans and Budgets Procurement Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 2,371,282 $ 282,000 FY 2013 Revised Budget $ 2,371,282 $ 282,000 FY 2014 Budget Target $ 2,371,282 $ 282,000 $ 6,505 $ 6,505 (72,453) $ (14,643) - (12,086) (45,724) (23,930) $ (23,930) - $ 2,281,404 $ -3.8% 282,000 0.0% $ 1,802 $ 1,802 - $ 2,283,206 $ -3.7% 282,000 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reduce Education and Training to reflect historical actuals Reduce Rent and Operating leases Increase General Supplies based on historical actuals Net change in Supplies and Services Internal Service Charges Personnel Savings Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ (21,339) (10,900) 18,000 (404) $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 110,000 $ - FY 2013 Revised Budget $ 110,000 $ - $ (110,000) $ (110,000) - $ - $ - $ 60,127 $ 60,127 - $ 60,127 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Contract Monitor Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 738 60,127 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Procurement Services Reprographics Fund (673) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 761,464 $ 761,464 FY 2013 Revised Budget $ 761,464 $ 761,464 FY 2014 Budget Target $ 761,464 $ 761,464 $ 1,368 $ 1,368 25,857 $ 25,857 27,225 27,225 788,689 $ 3.6% 788,689 3.6% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ Reprographics Fund (673) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 98,320 $ 98,320 $ 98,320 $ 218,724 $ 218,724 Sources: Operating Total Sources: $ $ 811,836 811,836 $ $ 761,464 761,464 $ $ 761,464 761,464 $ $ 785,926 785,926 $ $ 788,689 788,689 $ $ $ 785,926 785,926 $ $ 761,464 10,479 771,943 $ $ 761,464 761,464 $ $ 691,434 691,434 $ 788,689 788,689 Structural Balance $ 120,402 $ - $ - $ - $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Committed Total Ending Spendable Fund Balance $ 218,724 218,724 $ 98,320 98,320 $ 87,841 87,841 $ 218,724 218,724 $ 218,724 218,724 Uses: Operating Non-Recurring Total Uses: 739 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Protective Services Analysis by Karina Araiza, Management and Budget Analyst Summary Mission The mission of Protective Services is to provide security and parking, and transportation services to the public, Maricopa County elected officials, departments, employees, visitors, and jurors so they can conduct County and Court business and receive County services in a safe and secure environment. Strategic Goals Safe Communities By 2017, ensure that fewer than 10% of group involved demonstrations in County buildings on County property disrupt County business. Status: New goal for FY 2014. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES SCRT - SECURITY 70PS - PROTECTIVE SERVICES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 125,930 $ 125,930 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 287,864 $ 287,864 $ 235,141 $ 235,141 $ - 0.0% 0.0% TOTAL PROGRAMS $ 125,930 $ 235,141 $ 235,141 $ 287,864 $ 235,141 $ - 0.0% 114,070 $ 3,539,986 3,654,056 $ 115,863 $ 3,549,548 3,665,411 $ 115,863 $ 3,510,667 3,626,530 $ 111,712 $ 3,381,748 3,493,460 $ 112,126 $ 3,684,768 3,796,894 $ 3,737 (174,101) (170,364) 3.2% -5.0% -4.7% $ - $ - $ - $ - $ - $ - $ - $ - $ 11,569 $ (39,764) (28,195) $ (11,569) 39,764 28,195 N/A N/A N/A TOTAL PROGRAMS $ 3,654,056 $ 3,665,411 $ 3,626,530 $ 3,493,460 $ 3,768,699 $ (142,169) -3.9% USES PKMT - PARKING MANAGEMENT SCRT - SECURITY 70PS - PROTECTIVE SERVICES $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 740 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 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 $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 125,930 $ 125,930 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 287,864 $ 287,864 $ 235,141 235,141 $ $ - 0.0% 0.0% 125,930 $ 235,141 $ 235,141 $ 287,864 $ 235,141 $ - 0.0% 125,930 $ 235,141 $ FY 2012 FY 2013 ACTUAL ADOPTED 235,141 $ 287,864 $ 235,141 FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED $ 0.0% REVISED VS ADOPTED VAR % 2,292,913 $ 157,353 1,059,867 45,242 (75,852) 34,442 3,513,965 $ 2,398,040 $ 1,111,172 42,769 (48,942) 48,942 3,551,981 $ 2,358,664 $ 6,240 1,105,427 42,769 (48,942) 48,942 3,513,100 $ 2,223,188 $ 3,545 184,361 1,017,384 48,457 (150,445) 48,942 3,375,432 $ 2,351,225 $ 7,830 150,500 1,105,014 42,769 (120,942) 48,942 3,585,338 $ SUBTOTAL $ 42,960 $ 24,921 5,711 73,592 $ 39,000 $ 26,000 65,000 $ 39,000 $ 26,000 65,000 $ 39,196 $ 24,142 63,338 $ 36,000 $ 26,000 62,000 $ 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 $ ALL EXPENDITURES $ 102 $ 39,172 2,836 5,603 18,094 150 340 202 66,499 $ 3,654,056 $ - $ 41,666 3,964 800 1,000 1,000 48,430 $ 3,665,411 $ - $ 41,666 3,964 800 1,000 1,000 48,430 $ 3,626,530 $ 144 $ 1,780 2,951 334 46,860 462 2,025 134 54,690 $ 3,493,460 $ - $ 39,000 2,500 1,015 76,988 714 1,000 144 121,361 $ 3,768,699 $ N/A 2,666 6.4% 1,464 36.9% (215) -26.9% (76,988) N/A 286 28.6% 0.0% (144) N/A (72,931) -150.6% (142,169) -3.9% TOTAL USES $ 3,654,056 $ 3,665,411 $ 3,626,530 $ 3,493,460 $ 3,768,699 $ (142,169) SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ 7,439 (1,590) (150,500) 413 72,000 (72,238) 3,000 3,000 0.3% -25.5% N/A 0.0% 0.0% 147.1% 0.0% -2.1% 7.7% 0.0% N/A 4.6% -3.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ FUND TOTAL SOURCES $ 125,930 $ 125,930 $ 235,141 $ 235,141 $ 235,141 $ 235,141 $ 287,864 $ 287,864 $ 235,141 $ 235,141 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 125,930 $ 125,930 $ FY 2012 ACTUAL 235,141 $ 235,141 $ FY 2013 ADOPTED 235,141 $ 235,141 $ FY 2013 REVISED 287,864 $ 287,864 $ FY 2013 FORECAST 235,141 $ 235,141 $ FY 2014 ADOPTED FUND / FUNCTION CLASS 100 GENERAL OPERATING REVISED VS ADOPTED VAR % - 0.0% 0.0% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 3,602,595 $ 3,602,595 $ 3,616,469 $ 3,616,469 $ 3,577,588 $ 3,577,588 $ 3,444,518 $ 3,444,518 $ 3,719,757 $ 3,719,757 $ $ FUND TOTAL USES $ 51,461 $ 51,461 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ 48,942 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 3,654,056 $ 3,654,056 $ 3,665,411 $ 3,665,411 $ 3,626,530 $ 3,626,530 $ 3,493,460 $ 3,493,460 $ 3,768,699 $ 3,768,699 $ 255 DETENTION OPERATIONS OPERATING 741 0.0% 0.0% (142,169) (142,169) (142,169) (142,169) -4.0% -4.0% 0.0% 0.0% -3.9% -3.9% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Protective Services Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM/ACTIVITY PROTECTIVE SERVICES PARKING MANAGEMENT SECURITY PROGRAM TOTAL DEPARTMENT TOTAL - 2.00 71.50 73.50 73.50 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 70.50 72.50 72.50 2.00 70.50 72.50 72.50 2.00 72.50 74.50 74.50 2.00 2.00 2.00 0.0% 2.8% 2.8% 2.8% Staffing by Market Range Title MARKET RANGE TITLE Admin/Operations Specialist Executive Assistant IT Services Supv Office Assistant Specialized PC/LAN Tech Support Security Division Manager Security Officer Security Officer Manager Security Officer Supervisor Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 63.50 61.50 61.50 61.50 0.0% 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 4.00 0.0% 73.50 72.50 72.50 74.50 2.00 2.8% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 73.50 72.50 72.50 74.50 2.00 2.8% 73.50 72.50 72.50 74.50 2.00 2.8% Significant Variance Analysis Two (2) FTE positions were moved from the Office of Enterprise Technology to Protective Services in FY 2014. These positions support the technological infrastructure of the Department including the badge system. General Adjustments Target Adjustments: General Fund (100)  Restate personnel and supplies expenditures of $3,689,882 from Human Resources to Protective Services.  Restate revenue payments from Central Arizona Shelter Services, Inc. (CASS) of $235,141 from Human Resources to Protective Services. Detention Fund (255)  Restate personnel expenditures of $48,942 from Human Resources to Protective Services. Base Adjustments: General Fund (100)  Increase Regular Benefits by $9,549 for the impact of changes in retirement contribution rates.  Decrease expenditures by $3,299 due to net changes to Supplies and Services.  Increase expenditures by $19,472 due to an increase in Internal Service Charges.  Increase Personnel Savings by $39,764 based on the Chairman’s Office request.  Decrease Other Benefits and Internal Services Charges by $36,823 for the impact of the changes in Risk Management charges. 742 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Programs and Activities Protective Services Program The purpose of the Protective Services Program is to provide security and parking and transportation services to the public, Maricopa County elected officials, department, employees, visitors, and jurors so they can conduct County and Court business and receive County services 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 2012 ACTUAL 62.2% FY 2013 FY 2013 REVISED FORECAST 61.1% 72.7% 9.5% 100.0% 10.2% 100.0% Activities that comprise this program include:  Parking Management FY 2014 ADOPTED 67.0% 9.3% 100.0%  REV VS ADOPTED VAR % 5.9% 9.7% 9.5% 100.0% -0.7% 0.0% -6.9% 0.0% Security Parking Management Activity The purpose of the Parking Management Activity is to provide parking and transportation services to Maricopa County elected officials, departments, employees, visitors, and jurors so they can have convenient access to County facilities to conduct County and Court 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 2012 ACTUAL 62.2% FY 2013 FY 2013 REVISED FORECAST 61.1% 72.7% FY 2014 ADOPTED 67.0% REV VS ADOPTED VAR % 5.9% 9.7% 9.5% 904,082 10.2% 893,052 9.3% 761,483 9.5% 930,408 (0.7%) 37,356 -6.9% 4.2% 904,082 912,636 761,483 930,408 17,772 1.9% $ 0.13 $ 0.13 $ 0.15 $ 0.12 $ 0.01 7.1% $ $ 114,070 114,070 $ $ 115,863 115,863 $ $ 111,712 111,712 $ $ 112,126 112,126 $ $ 3,737 3,737 3.2% 3.2% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: Currently, Maricopa County Sheriff’s Office parking is not part of the County garages and lots that are monitored by Protective Services. The number of vehicles needing to park in County garages and lots is expected to increase in FY 2014 due to the new Maricopa County Sheriff’s Office headquarters building and the additional parking being built for MCSO employees. The Department will reevaluate their measures during the FY 2015 Strategic Business Plan update. Security Activity The purpose of the Security Activity is to provide public safety and protection to the public, elected officials, departments, employees, visitors, and jurors so they can conduct County business and receive County services in a safe and secure environment. 743 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Mandates: Administrative mandate. Measure Type Result Output Demand Efficiency Measure Description Percent of safety and security issues responded to by Protective Services to secure the County's work and business environment. Number of crimes reported on County properties that were responded to by Protective Services. Number of crime responses needed. Total expenditure per crime response by Protective Services. FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 4,827 6,552 FY 2014 ADOPTED 100.0% 8,215 REV VS ADOPTED VAR % 0.0% 0.0% 6,100 $ 4,827 733.37 $ 6,552 535.82 $ 8,215 411.66 $ 6,100 604.06 $ 100 - GENERAL TOTAL SOURCES $ $ 125,930 125,930 $ $ 235,141 235,141 $ $ 287,864 287,864 $ $ 235,141 235,141 $ $ 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ 3,488,525 51,461 $ 3,539,986 $ 3,635,826 48,942 $ 3,684,768 $ (452) -6.9% (452) (68.24) -6.9% -12.7% Revenue - 0.0% 0.0% Expenditure $ 3,461,725 48,942 $ 3,510,667 $ 3,332,806 48,942 $ 3,381,748 $ (174,101) (174,101) -5.0% 0.0% -5.0% Activity Narrative: In FY 2013, Protective Services stopped providing oversight of the contract security company for the Human Services Workforce Connection sites, decreasing their demand and output. Expenditures are expected to increase in FY 2014 due to budgeting for actual use of overtime and for an additional 2.0 FTE that were located in the Office of Enterprise Technology (OET) in FY 2013. The PC/LAN position was transferred in its current title. The former IT Operations Manager was changed to an IT Services Supervisor to more accurately reflect the work performed. The Department will reevaluate their measures during the FY 2015 Strategic Business Plan update. Base Adjustments: General Fund (100)  Increase expenditures by $150,000 to meet actual use of Overtime.  Increase Allocation Out by $72,000 to match charges for special security assignments provided to departments.  Increase expenditures by $161,369 in order to appropriately budget for Personnel Savings.  Increase salary and benefits by $112,646 for an IT Services Supervisor position.  Increase salary and benefits by $51,463 for a PC/LAN Tech Support position. 744 Department Strategic Plans and Budgets Protective Services Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - $ 3,689,882 $ 3,689,882 235,141 235,141 $ 3,689,882 $ 235,141 $ 9,549 $ 9,549 96,913 $ 238,810 - 19,472 (161,369) (39,764) $ (39,764) - $ 3,756,580 $ 1.8% 235,141 0.0% $ (36,823) $ (36,823) - $ 3,719,757 $ 0.8% 235,141 0.0% Adjustments: Restatements Human Resources to Protective Services Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Overtime to meet actual use Increase Allocation Out to match charges to departments Net of changes in Supplies and Services Increase salary and benefits for an IT Services Supervisor Increase salary and benefits for a PC/LAN Tech Support Internal Service Charges Personnel Savings Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ 150,000 (72,000) (3,299) 112,646 51,463 $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Detention Fund (255) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - $ 48,942 $ 48,942 - FY 2014 Budget Target $ 48,942 $ - FY 2014 Adopted Budget $ 48,942 $ 0.0% - Adjustments: Restatements Human Resources to Protective Services Agenda Item: Percent Change from Target Amount 745 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense System Analysis by Lauren M. Cochran, Management and Budget Supervisor Summary Mission The mission of Public Defense Services 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 Public Defense Services is to Deliver America’s Promise of Justice for All. Strategic Goals Fiscal Strength By July 2019, 100% of capital trial and capital post-conviction relief 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: The Public Defense System (PDS) projects that 64% of all capital and capital post-conviction relief cases that do not have representation conflicts will be assigned to staffed offices in FY 2014. Four cases have been assigned to outside counsel in FY 2013 due to capacity limitations in the staffed offices. Capital case resolution has slowed and as a result staffed offices are at or near capacity. If this slowing continues, ongoing assignments to outside counsel will almost certainly be required. Fiscal Strength By July 2019, 75% or more 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 various 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: PDS projects that 62% 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. Dependency representation continues to have the lowest level of staffed office representation. For the criminal program total, PDS is meeting the 75% goal. 746 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % NCFR - NON CAPITAL FELONY REP 52CR - ADULT CRIMINAL REPRESENTATION $ $ 1,436,746 1,436,746 $ $ 1,847,315 1,847,315 $ $ 1,847,315 1,847,315 $ $ 1,222,935 1,222,935 $ $ 1,209,827 1,209,827 $ $ JDIR - JUV DEL INCORR REPRESENTATION 52JR - JUVENILE REPRESENTATION $ $ 15,581 15,581 $ $ - $ $ - $ $ - $ $ - $ $ - N/A N/A HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 436,302 81,852 518,154 $ $ $ 424,932 71,452 496,384 $ $ 440,988 56,577 497,565 $ $ 424,932 71,452 496,384 $ $ 424,932 71,452 496,384 $ - 0.0% 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ (4,376) $ (4,376) $ - $ $ - $ $ - $ $ - $ $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ - $ $ - $ $ - $ $ - $ $ 394,797 394,797 $ $ 394,797 394,797 N/A N/A TOTAL PROGRAMS $ 1,966,105 $ 2,343,699 $ 2,343,699 $ 1,720,500 $ 2,101,008 $ (242,691) -10.4% 813,936 1,299,024 269,014 201,264 2,583,238 $ 842,577 1,267,092 259,479 205,269 2,574,417 $ 842,577 1,360,291 259,479 205,269 2,667,616 $ 915,279 1,333,119 361,589 176,834 2,786,821 $ 1,205,279 1,439,081 372,589 253,722 3,270,671 $ (362,702) (78,790) (113,110) (48,453) (603,055) -43.0% -5.8% -43.6% -23.6% -22.6% 7,652,140 15,312,878 461,220 36,075,872 1,579,030 51,022 61,132,162 $ 9,507,184 15,021,645 502,388 35,421,641 1,587,065 60,979 62,100,902 $ 9,505,189 14,802,695 441,952 35,436,357 1,826,258 60,979 62,073,430 $ 8,026,582 15,609,872 493,013 37,177,857 1,742,987 36,566 63,086,877 $ 4,648,127 15,401,986 3,651,045 490,017 38,100,627 2,032,580 34,956 64,359,338 $ 4,857,062 (599,291) (3,651,045) (48,065) (2,664,270) (206,322) 26,023 (2,285,908) 51.1% -4.0% N/A -10.9% -7.5% -11.3% 42.7% -3.7% 36,604 200,581 (1,880) (2,708,277) (31,693) (1,128) (3,496) (4,365,169) (6,874,458) 4.9% 6.5% -111.1% -43.9% -7.3% -4.2% -0.7% -61.6% -38.2% $ (637,488) (637,488) -34.5% -34.5% 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 NC PCR REPRESENTATION CAPP - CAPITAL REPRESENTATION CPCR - CAPITAL POST CONVICTION RELIEF 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 $ IRSS - INDIGENT REP SUPPORT SVCS 52SS - INDIGENT REP SUPPORT SVCS $ $ $ $ 603,122 3,198,558 1,645 6,426,630 422,082 28,905 484,337 7,104,065 18,269,344 $ $ 881,275 881,275 BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ 750,346 3,257,659 1,692 6,174,042 432,220 27,072 494,497 6,918,519 18,056,047 $ $ 1,004,741 1,004,741 129,167 411,473 1,215,673 3,133,399 97,342 14,735 5,001,789 $ 50,290 50,290 $ $ $ 1,005,797 89,049 1,094,846 TOTAL PROGRAMS $ 89,012,944 $ $ $ $ $ $ 750,346 3,064,659 1,692 6,167,814 432,897 27,072 472,448 7,086,827 18,003,755 $ $ 1,004,741 1,004,741 126,105 406,883 1,467,787 3,659,922 95,426 13,769 5,769,892 $ 187,763 187,763 $ $ $ 1,210,467 86,209 1,296,676 $ 90,990,438 $ $ 747 $ $ $ $ 713,742 2,891,936 3,572 7,440,991 427,544 28,200 449,733 8,803,090 20,758,808 $ $ 679,474 679,474 121,561 403,793 1,471,776 3,689,122 95,426 13,769 5,795,447 $ 187,763 187,763 $ $ $ 1,210,467 86,209 1,296,676 $ 91,029,428 $ $ $ $ $ $ 713,742 2,864,078 3,572 8,876,091 464,590 28,200 475,944 11,451,996 24,878,213 $ $ 679,758 679,758 $ $ 324,983 324,983 32.3% 32.3% 129,097 408,968 1,250,982 3,830,050 94,482 14,006 5,727,585 $ 130,726 408,331 1,486,479 3,822,166 91,910 13,782 5,953,394 $ $ (9,165) (4,538) (14,703) (133,044) 3,516 (13) (157,947) -7.5% -1.1% -1.0% -3.6% 3.7% -0.1% -2.7% 108,593 108,593 $ 306,274 $ (632,046) (325,772) $ (118,511) 632,046 513,535 -63.1% N/A 273.5% $ $ 641,285 86,684 727,969 12.4% -1.7% 11.5% $ 93,876,127 -9.8% $ $ $ $ $ $ $ 1,060,433 87,665 1,148,098 $ 150,034 (1,456) 148,578 $ 99,963,700 $ (8,934,272) Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category FY 2012 CATEGORY ACTUAL INTERGOVERNMENTAL 0615 - GRANTS $ 820,189 0620 - OTHER INTERGOVERNMENTAL 4,443 824,632 SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2013 ADOPTED $ 827,756 827,756 1,129,295 1,129,295 $ $ $ SUBTOTAL $ 6,503 5,675 12,178 ALL REVENUES $ TOTAL SOURCES $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 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 SUBTOTAL CAPITAL 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ $ $ FY 2013 REVISED $ FY 2013 FORECAST $ 827,756 827,756 1,510,268 1,510,268 $ $ $ $ 5,675 5,675 1,966,105 $ 1,966,105 FY 2012 ACTUAL $ $ FY 2014 ADOPTED $ 736,754 11,900 748,654 1,510,268 1,510,268 $ $ $ $ 5,675 5,675 2,343,699 $ 2,343,699 FY 2013 ADOPTED $ $ REVISED VS ADOPTED VAR % $ 721,269 721,269 963,167 963,167 $ $ $ $ 1,779 6,900 8,679 2,343,699 $ 2,343,699 FY 2013 REVISED $ $ $ (106,487) (106,487) -12.9% N/A -12.9% 1,372,839 1,372,839 $ $ (137,429) (137,429) -9.1% -9.1% $ $ 6,900 6,900 1,720,500 $ 2,101,008 1,720,500 FY 2013 FORECAST $ 2,101,008 FY 2014 ADOPTED $ 1,225 1,225 N/A 21.6% 21.6% $ (242,691) -10.4% $ (242,691) -10.4% REVISED VS ADOPTED VAR % 41,426,549 $ 53,804 2,361 13,795,197 755,787 (307,804) 298,987 56,024,881 $ 41,903,677 $ 210,408 14,120,202 965,469 (366,533) 358,007 57,191,230 $ 41,864,119 $ 252,592 14,035,173 965,469 (366,533) 358,007 57,108,827 $ 41,709,069 $ 213,926 673 14,093,907 768,091 (339,981) 349,559 56,795,244 $ 41,766,491 $ 217,301 14,694,669 959,094 (355,645) 343,020 57,624,930 $ 97,628 35,291 (659,496) 6,375 (10,888) 14,987 (516,103) 0.2% 14.0% N/A -4.7% 0.7% -3.0% 4.2% -0.9% 492,101 33,772 20,894 546,767 $ 534,066 42,084 42,300 618,450 $ 534,066 42,084 42,300 618,450 $ 568,855 32,163 79,188 680,206 $ 561,686 34,441 21,000 617,127 $ (27,620) 7,643 21,300 1,323 -5.2% 18.2% 50.4% 0.2% 29,497,531 763,324 855,364 13,915 594,959 169,048 198,736 79,607 32,172,484 $ 29,144,549 1,077,473 900,975 88,973 1,226,614 176,579 486,756 78,839 33,180,758 $ 29,164,935 1,178,480 900,975 88,973 1,226,614 176,579 486,756 78,839 33,302,151 $ 33,104,411 544,688 908,943 88,122 1,228,006 170,892 276,350 79,265 36,400,677 $ 37,953,146 804,825 906,523 209,431 1,095,369 169,470 510,098 72,781 41,721,643 $ $ $ $ $ 265,307 3,505 268,812 ALL EXPENDITURES $ TOTAL USES $ $ $ $ $ - 89,012,944 $ 89,012,944 $ $ $ $ $ - 90,990,438 $ 90,990,438 $ 748 $ $ $ $ - 91,029,428 $ 91,029,428 $ $ $ (8,788,211) -30.1% 373,655 31.7% (5,548) -0.6% (120,458) -135.4% 131,245 10.7% 7,109 4.0% (23,342) -4.8% 6,058 7.7% (8,419,492) -25.3% $ $ - 93,876,127 $ 99,963,700 $ (8,934,272) -9.8% 93,876,127 $ 99,963,700 $ (8,934,272) -9.8% $ - N/A N/A N/A Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ FUND TOTAL SOURCES $ 86,295 86,295 $ $ 71,452 71,452 $ $ 71,452 71,452 $ $ 68,477 68,477 $ $ 71,452 71,452 $ $ $ $ 390,783 390,783 $ $ 408,499 408,499 $ $ 408,499 408,499 $ $ 303,237 303,237 $ $ 303,237 303,237 $ $ $ $ 436,302 436,302 $ $ 424,932 424,932 $ $ 424,932 424,932 $ $ 440,988 440,988 $ $ 424,932 424,932 $ $ $ $ $ 840,228 394,797 1,235,025 $ $ 841,436 841,436 $ $ 981,081 391,373 1,372,454 $ $ 981,081 391,373 1,372,454 $ $ 993,669 993,669 $ $ 59,056 59,056 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,966,105 1,966,105 FY 2012 ACTUAL $ $ $ 1,952,326 391,373 2,343,699 FY 2013 ADOPTED $ $ $ 1,952,326 391,373 2,343,699 FY 2013 REVISED $ $ $ 1,720,500 1,720,500 FY 2013 FORECAST $ $ $ 1,706,211 394,797 2,101,008 FY 2014 ADOPTED $ $ $ 233 PUBLIC DEFENDER GRANTS OPERATING FUND TOTAL SOURCES 209 PUBLIC DEFENDER TRAINING OPERATING FUND TOTAL SOURCES 262 PUBLIC DEFENDER FILL THE GAP OPERATING NON-RECURRING FUND TOTAL SOURCES 263 LEGAL DEFENDER FILL THE GAP OPERATING FUND TOTAL SOURCES FUND / FUNCTION CLASS 100 GENERAL OPERATING NON RECURRING NON PROJECT 233 PUBLIC DEFENDER GRANTS OPERATING 209 PUBLIC DEFENDER TRAINING OPERATING NON RECURRING NON PROJECT $ $ (105,262) (105,262) (140,853) 3,424 (137,429) - 0.0% 0.0% -25.8% -25.8% 0.0% 0.0% -14.4% 0.9% -10.0% 0.0% 0.0% (246,115) -12.6% 3,424 0.9% (242,691) -10.4% REVISED VS ADOPTED VAR % FUND TOTAL USES $ 81,843,639 $ 4,678,808 86,522,447 $ 82,118,288 $ 5,885,195 88,003,483 $ 82,157,278 $ 5,885,195 88,042,473 $ 87,399,039 $ 4,536,329 91,935,368 $ 92,988,933 $ 4,330,965 97,319,898 $ $ FUND TOTAL USES $ 389,671 $ 389,671 $ 408,499 $ 408,499 $ 408,499 $ 408,499 $ 296,250 $ 296,250 $ 303,237 $ 303,237 $ 105,262 105,262 25.8% 25.8% $ 281,424 $ 73,187 354,611 $ 424,932 $ 260,097 685,029 $ 424,932 $ 260,097 685,029 $ 347,689 $ 90,230 437,919 $ 424,932 $ 285,226 710,158 $ (25,129) (25,129) 0.0% -9.7% -3.7% 869,379 $ 817,835 1,687,214 $ 981,081 $ 845,984 1,827,065 $ 981,081 $ 845,984 1,827,065 $ 840,228 $ 300,000 1,140,228 $ 840,228 $ 723,817 1,564,045 $ 140,853 122,167 263,020 14.4% 14.4% 14.4% 59,001 $ 59,001 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ 66,362 $ - 0.0% 0.0% 83,443,114 $ 83,443,114 $ 83,999,162 $ 83,999,162 $ 84,038,152 $ 84,038,152 $ 88,949,568 $ 88,949,568 $ 94,623,692 $ 94,623,692 $ FUND TOTAL USES $ 262 PUBLIC DEFENDER FILL THE GAP OPERATING $ PDS CASE MANAGEMENT SYSTEM FUND TOTAL USES $ 263 LEGAL DEFENDER FILL THE GAP OPERATING $ FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ 749 (10,831,655) 1,554,230 (9,277,425) (10,585,540) (10,585,540) -13.2% 26.4% -10.5% -12.6% -12.6% Maricopa County Annual Business Strategies FY 2014 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 NC PCR REPRESENTATION CAPITAL POST CONVICTION RELIEF CAPITAL REPRESENTATION MISDEMEANOR REPRESENTATION NON CAPITAL FELONY REP PROBATION REPRESENTATION WITNESS REPRESENTATION PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP DATA CENTER 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 2012 ADOPTED FY 2013 ADOPTED FY 2013 REVISED FY 2013 FY 2014 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % 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 46.62 7.23 13.47 1.88 0.27 71.00 1.53 45.12 7.33 13.97 1.88 0.27 70.10 1.53 44.72 7.33 13.97 1.88 0.27 69.70 (1.90) 0.10 0.50 (1.30) 0.0% (4.1%) 1.4% 3.7% 0.0% 0.0% (1.9%) 11.65 1.00 12.65 11.65 1.00 12.65 12.65 1.00 13.65 12.65 1.00 13.65 12.65 1.00 13.65 - 0.0% 0.0% 0.0% 29.97 107.90 3.00 370.22 17.23 0.01 528.33 42.57 101.76 4.00 347.56 17.23 0.01 513.13 42.37 101.50 4.00 363.11 19.73 0.01 530.72 42.87 100.70 4.00 362.91 19.73 0.01 530.22 32.28 10.30 102.50 4.00 359.82 19.72 528.62 (10.09) 1.00 (3.29) (0.01) 0.01 (2.10) (24.7% N/A 1.0% 0.0% (0.7%) 0.0% (100.0%) (2.2%) 2.80 1.00 3.80 2.80 1.00 3.80 1.90 1.00 2.90 2.80 1.00 3.80 2.80 1.00 3.80 0.90 0.90 0.474 0 0.31 34.93 0.50 36.80 5.37 32.00 109.60 705.43 30.86 0.50 35.60 5.44 40.00 112.40 708.43 28.55 0.75 34.60 4.95 44.00 112.85 731.12 28.12 0.75 34.60 4.88 45.00 113.35 731.12 27.81 0.75 35.60 5.19 44.00 113.35 729.12 (0.74) 1.00 0.24 (2.00) (2.00) (2.6%) 0.0% 2.9% 4.7% 0.0% (0.4%) (0.3%) 750 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Administrator Attorney Attorney -Capital Co-Counsel Attorney -Capital Lead Counsel Attorney Manager Attorney Supervisor Business/Systems Analyst Database Administrator Deputy Director Deputy Director - Legal Defense Director - Legal Defense Director - Public Defense Services Finance Manager Finance Manager - Large Finance/Business Analyst Financial Supervisor - Dept Human Resources Analyst Human Resources Associate Human Resources Specialist Investigations Supv - Defense Investigator - Defense IS Project Manager (Senior/Lead) Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv 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 Programmer/Analyst Programmer/Analyst - Sr/Ld Social Worker Social Worker Supervisor Trainer DEPARTMENT TOTAL FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED 4.00 4.00 4.00 4.00 4.00 7.00 7.00 6.00 6.00 6.00 1.00 1.00 1.00 1.00 2.00 2.00 1.00 2.00 2.00 4.00 4.00 4.00 4.00 4.00 2.00 2.00 2.00 2.00 2.00 264.79 337.43 350.12 351.12 350.12 18.00 28.50 4.00 20.14 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 3.00 3.00 3.00 3.00 5.00 4.00 4.00 4.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 2.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 5.00 5.00 5.00 5.00 5.00 43.00 43.00 43.00 43.00 42.00 1.00 1.00 1.00 1.00 1.00 37.50 38.50 43.50 39.50 37.50 2.00 2.00 1.00 4.00 3.00 3.00 39.00 39.00 40.00 39.00 40.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 5.00 5.00 4.00 4.00 4.00 67.00 69.00 71.00 71.00 71.00 12.00 12.00 12.00 12.00 12.00 1.00 14.00 13.00 15.00 15.00 15.00 2.00 2.00 2.00 2.00 1.00 1.00 1.00 1.00 22.00 20.00 20.00 20.00 20.00 38.00 35.00 35.00 38.00 38.00 18.50 19.50 19.50 21.50 22.50 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 16.00 16.00 16.00 16.00 16.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 705.43 708.43 731.12 731.12 729.12 REVISED TO ADOPTED VARIANCE VAR % 0.0% 1.00 N/A 1.00 100.0% 0.0% 0.0% N/A N/A N/A N/A (1.00) (100.0%) 0.0% N/A 0.0% 0.0% 0.0% N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% 0.0% (1.00) (2.3%) 0.0% (6.00) (13.8%) (100.0%) (1.00) (25.0%) 0.0% 0.0% N/A 0.0% 0.0% 0.0% (100.0%) 0.0% 0.0% 0.0% 0.0% 3.00 (8.6%) 3.00 15.4% 0.0% N/A 0.0% 1.00 N/A 0.0% 0.0% 0.0% (2.00) (0.3%) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 209 PUBLIC DEFENDER TRAINING 233 PUBLIC DEFENDER GRANTS 262 PUBLIC DEFENDER FILL THE GAP Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 688.43 691.43 716.12 714.12 714.12 (2.00) (0.4%) 3.00 3.00 3.00 3.00 3.00 0.0% 4.00 4.00 3.00 3.00 3.00 0.0% 10.00 10.00 9.00 9.00 9.00 0.0% 705.43 708.43 731.12 729.12 729.12 (2.00) (0.4%) 751 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System General Adjustments Target Adjustments: General Fund (100) Operating  Increase expenditures by $42,422 to annualize the Justice System Clerks Pay Adjustment. Base Adjustments: Public Defense System General Fund (100)  Increase Regular Benefits by $173,538 for the impact of changes in retirement contribution rates.  Increase Personnel Savings by $632,046 based on the Chairman’s Office request.  Increase Other Benefits and Internal Services Charges by $118,413 for the impact of the changes in Risk Management charges. Public Defense System Training Fund (209) Operating  Increase Regular Benefits by $513 for the impact of changes in retirement contribution rates.  Decrease expenditures by $513 to maintain structural balance. Public Defense Training Fund (209) Non Recurring Non Project  Increase Non-Recurring expenditures to $285,226 for training costs associated with Continuing Legal Education. Public Defender Grants Fund (233) Decrease revenues by $105,262 due to a reduction in DEA grant revenues. This is the only grant in the fund and it is a federal pass through grant.  Increase Regular Benefits by $933 for the impact of changes in retirement contribution rates.  Decrease expenditures by $106,195 to maintain structural balance. Public Defender (520) Fill the Gap Fund (262) Operating  Decrease revenues by $140,853 due to a decline in the local revenue stream that comes from fines and fees collected by the court.  Increase Regular Benefits by $1,871 for the impact of changes in retirement contribution rates.  Decrease expenditures by $142,724 to maintain structural balance. Public Defender (520) Fill the Gap Fund (262) Non Recurring Non Project  Increase revenues in the amount of $394,797 due to a drawdown from fund balance held in Treasurer’s Fund 713 for funding the PDS case management system project. Public Defender (520) Fill the Gap Fund (262) PDS Case Management System  Increase expenditures to $723,817 for carry-forward of funding for the replacement of the PDS case management system project. 752 Maricopa County Annual Business Strategies FY 2014 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 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 Non-Capital Felony Cases Resolved to Concludion in the Regional Court Center or Early Disposition Courts Percent of Capital Post-Conviction Relief Cases in Which the Outcome is Other than Affirmed Percent of Appeal and Non-Capital Trial/PostConviction Relief Cases in Which the Outcome is Beneficial to the Client FY 2012 ACTUAL 82.8% FY 2013 REVISED 84.8% FY 2013 FORECAST 100.0% FY 2014 ADOPTED 92.9% 82.8% 82.6% 81.9% 81.9% (0.7%) -0.9% 105.9% 104.0% 105.1% 95.2% (8.8%) -8.5% 95.2% 94.2% 94.2% 94.2% 0.0% 0.0% 39.3% 39.6% 36.8% 36.8% (2.8%) -7.1% 91.4% 92.1% 90.1% 90.8% (1.3%) -1.4% 75.8% 76.1% 75.5% 75.5% (0.6%) -0.8% 66.4% 66.3% 68.0% 67.9% 1.6% 2.4% N/A N/A N/A 0.0% N/A N/A N/A N/A N/A 6.0% N/A N/A Activities that comprise this program include:  Capital Representation  Non-Capital Felony Representation  Witness Representation  Misdemeanor Representation  Probation Representation   REV VS ADOPTED VAR % 8.1% 9.6% Appeal and Non-Capital Post-Conviction Relief Representation Capital 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. The United States and Arizona Constitutions, as well as A.R.S. §13-4234 establish that all indigent capital defendants are entitled to court-appointed counsel. 753 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Output Demand Efficiency Expenditure Measure Description Percent of Capital Cases with Disposition Less than Capital Number of Capital Cases Resolved to Conclusion Average Capital Cases Open/Active Monthly Net Capital Cases Assigned Cost per Open/Active Capital Case FY 2012 ACTUAL 82.8% FY 2013 REVISED 84.8% FY 2013 FORECAST 100.0% FY 2014 ADOPTED 92.9% 29 33 12 14 (19) -57.6% 79 35 $ 193,344.42 75 30 $ 196,582.93 83 26 $ 188,821.48 83 26 $ 186,306.83 7 (4) $ 10,276.10 9.8% -13.3% 5.2% 100 - GENERAL TOTAL USES $ 15,312,878 $ 15,312,878 $ 14,802,695 $ 14,802,695 $ 15,609,872 $ 15,609,872 $ 15,401,986 $ 15,401,986 $ $ REV VS ADOPTED VAR % 8.1% 9.6% (599,291) (599,291) -4.0% -4.0% 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 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. Fewer cases than expected have resolved in FY 2013. To deal with the backlog, $4,071,284 is included in the Office of Contract Counsel Non Recurring Non Project budget. Capital Representation 40 120% 35 100% Cases 30 80% 25 20 60% 15 40% 10 20% 5 0 0% FY 12 Actual FY 13 Revised FY 13 Forecast FY 14 Adopted Demand‐ Net Capital Cases Assigned Output‐ Number of Capital Cases Resolved to Conclusion Result‐ % Capital Cases with Disposition less than Capital Base Adjustments: Public Defense System General Fund (100) Operating  Increase Legal Services by $752,038. Legal Services includes not only outside contract counsel but also process of service, expert witnesses, transcript costs and other trial costs. Public Defense System General Fund (100) Non Recurring Non Project  Increase expenditures to $3,224,965 to alleviate the capital case backlog caused by the Ring decision and the FY 2006 spike in caseloads as well as the failure of cases to resolve. 754 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Non-Capital Felony Representation Activity The purpose of the Non-Capital Felony Representation Activity is to provide effective legal representation to assigned indigent adults charged with non-capital felonies so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Result Result Result Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Non-Capital Complex Felony Cases 39.3% 39.6% 36.8% 36.8% (2.8%) (7.1%) Resolved Within 270 Days of Arraignment/Assignment (whichever is later) Percent Of Non-Capital Felony Cases with 91.4% 92.1% 90.1% 90.6% (1.5%) (1.6%) Disposition to Lesser Charges or Fewer Counts Percent of Non-Complex Felony Cases 75.8% 76.1% 75.5% 75.5% (0.6%) (0.8%) Resolved Within 180 Days of Arraignment/Assignment (whichever is later) Percent of Non-Capital Felony Cases Resolved 66.4% 66.3% 68.0% 67.9% 1.6% 2.4% to Conclusion in the Regional Court Centers or Early Disposition Courts Non-Capital Felony Cases Resolved to 25,999 25,382 25,178 25,178 (204) (0) Conclusion Net Non-Capital Felony Cases Assigned 27,714 27,422 27,476 27,476 54 0.2% Cost per Non-Capital Felony Case Resolved to $ 1,387.59 $ 1,396.12 $ 1,476.60 $ 1,513.25 $ (117.13) -8.4% Conclusion Revenue 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL SOURCES $ 4,443 384,860 988,443 59,000 $ 1,436,746 $ 408,499 1,372,454 66,362 $ 1,847,315 $ 11,900 303,237 841,436 66,362 $ 1,222,935 $ 303,237 981,081 66,362 $ 1,350,680 $ (105,262) (391,373) (496,635) N/A -25.8% -28.5% 0.0% -26.9% 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS 262 - PUBLIC DEFENDER FILL THE GAP 263 - LEGAL DEFENDER FILL THE GAP TOTAL USES $ 35,001,521 381,494 633,856 59,001 $ 36,075,872 $ 34,258,488 408,499 703,008 66,362 $ 35,436,357 $ 36,234,433 296,250 580,812 66,362 $ 37,177,857 $ 37,103,406 303,237 627,622 66,362 $ 38,100,627 $ (2,844,918) 105,262 75,386 $ (2,664,270) -8.3% 25.8% 10.7% 0.0% -7.5% $ Expenditure Activity Narrative: Demand (cases filed) is expected to remain fairly steady compared to FY 2013 Revised level, but Output (cases resolved) is declining. As a result, cost-per-case resolved is increasing. The Public Defense departments report that while case filings have declined, those that are being filed are more serious. Additionally, cases are not resolving in as timely a manner as seen previously. A longer case length results in increased costs and higher cost-per-case. Further, lesstimely resolutions have resulted in an elevated volume of ongoing workload. Expenditures have been increased to handle the increased workload not reflected in the measures. 755 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Non‐Capital Felony Representation 28000 27500 27000 26500 26000 25500 25000 24500 24000 23500 100% 80% Cases 60% 40% 20% 0% FY 12 Actual FY 13 Revised FY 13 Forecast FY 14 Adopted Demand‐ Net Non‐Capital Felony Cases Assigned Output‐ Non‐Capital Felony Cases Resolved to Conclusion Result‐ Cases with Disposition to Lesser Charges or Fewer Counts Base Adjustments: Public Defense System General Fund (100)  Increase Legal Services costs by $2,721,184. Legal Services includes not only outside contract counsel but also 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 Expenditure Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent Of Witness Representation Cases 105.9% 104.0% 105.1% 95.2% (8.8%) -8.5% Closed Witness Representation Cases Closed 102 100 118 118 18 18.0% Net Witness Representation Cases Assigned 108 104 124 124 20 19.2% Cost per Witness Representation Case Closed $ 500.22 $ 609.79 $ 309.88 $ 296.24 $ 313.55 51.4% 100 - GENERAL TOTAL USES $ $ 51,022 51,022 $ $ 60,979 60,979 $ $ 36,566 36,566 $ $ 34,956 34,956 $ $ 26,023 26,023 42.7% 42.7% Activity Narrative: Expenditures have declined since FY 2012. The Department is able to handle the increased demand with fewer resources. 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. 756 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 91.0% FY 2013 REVISED 87.5% 2,334 $ 2,330 197.61 FY 2013 FORECAST 92.5% 2,140 $ 2,042 206.52 1,942 $ 2,152 253.87 REV VS ADOPTED VAR % 5.0% 5.7% FY 2014 ADOPTED 92.5% 1,942 2,152 252.33 $ $ (198) -9.3% 110 (45.81) 5.4% -22.2% (89,166) 41,101 (48,065) -22.2% Expenditure 100 - GENERAL 262 - PUBLIC DEFENDER FILL THE GAP TOTAL USES $ $ 356,498 104,722 461,220 $ $ 400,851 41,101 441,952 $ $ 478,656 14,357 493,013 $ $ 490,017 490,017 $ $ -10.9% Activity Narrative: Expenditures are increasing due to increased demand in this activity. Cases are not resolving causing a backlog in workload. 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 2012 ACTUAL 54.1% FY 2013 REVISED 59.3% 565 FY 2013 FORECAST 49.7% 582 REV VS ADOPTED VAR % (9.7%) -16.3% FY 2014 ADOPTED 49.7% 526 536 (46) -7.9% $ 1,045 476.13 $ 974 445.84 $ 1,058 687.43 $ 1,079 695.13 $ 105 (249.29) 10.8% -55.9% $ $ 269,014 269,014 $ $ 259,479 259,479 $ $ 361,589 361,589 $ $ 372,589 372,589 $ $ (113,110) (113,110) -43.6% -43.6% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: Expenditures are increasing due to an increase in Probation Representation cases assigned. Base Adjustments: Public Defense System General Fund (100)  Increase Legal Services costs by $255,000. Legal Services includes not only outside contract counsel but also process of service, expert witnesses, transcript costs and other trial costs. Appeal and Non-Capital Post-Conviction Relief Representation Activity The purpose of the Appeal and Non-Capital 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. 757 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Appeal and Non-Capital Trial/PostConviction Relief Cases in Which the Outcome is Beneficial to the Client Number of Appeal and Non-Capital PostConviction Relief Cases in Which Representation is Terminated Net Appeal and Non-Capital Post-Conviction Relief Cases Assigned Cost per Appeal/Non-Capital Post-Conviction Relief Case in Which Representation is Terminated FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 6.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 1,626 N/A N/A N/A N/A N/A 1,136 N/A N/A N/A N/A N/A $ 2,858.63 N/A N/A Expenditure 100 - GENERAL TOTAL USES $ 7,652,140 $ 7,652,140 $ 9,505,189 $ 9,505,189 $ 8,026,582 $ 8,026,582 $ 4,648,127 $ 4,648,127 $ 4,857,062 $ 4,857,062 51.1% 51.1% Activity Narrative: The former activity “Appeal and Post-Conviction Relief” has been split into two activities for FY 2014, “Appeal and Non-Capital Post-Conviction Relief” and “Capital Post-Conviction Relief. This will enable the departments to report on data and expenditures separately. Data for these two new activities is not available for prior periods. Previous years expenditures are shown for both activities, which is why it appears that there is a reduction in expenditures from FY 2013 to FY 2014. Capital Post-Conviction Relief Representation Activity The purpose of the Capital Post-Conviction Relief Representation Activity is to provide effective legal representation to assigned indigent adults in capital post-conviction relief matters so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Adult Criminal Representation Program. Measure Type Result Output Output Output Demand Efficiency FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 0.0% REV VS ADOPTED VAR % N/A N/A Measure Description Percent of Capital Post-Conviction Relief Cases in Which the Outcome is Other than Affirmed Number of Capital Post-Conviction Relief Cases in Which Representation is Terminated FY 2012 ACTUAL N/A N/A N/A N/A 2 N/A N/A Average Capital Post-Conviction Relief Cases Open/Active Monthly Number of Capital Post-Conviction Relief Decisions Received Net Capital Post-Conviction Relief Cases Assigned Cost per Open/Active Capital Post-Conviction Relief Case N/A N/A N/A 34 N/A N/A N/A N/A N/A 2 N/A N/A N/A N/A N/A 3 N/A N/A N/A N/A N/A $ 106,073.36 N/A N/A $ (3,651,045) $ (3,651,045) N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ - $ $ - $ $ - $ 3,651,045 $ 3,651,045 Activity Narrative: The former activity “Appeal and Post-Conviction Relief” has been split into two activities for FY 2014, “Appeal and Non-Capital Post-Conviction Relief” and “Capital Post-Conviction Relief”. This will enable the departments to report on data and expenditures separately. Measures in this activity are new for FY 2014. A previous back-log in Capital cases has now reached the postconviction phase, resulting in a need for increased funding in Capital Post-Conviction Relief. Expenditures were divided between Appeal and Non-Capital Post-Conviction Relief and Capital Post Conviction Relief for FY 2014. 758 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Base Adjustments: Public Defense System General Fund (100) Non Recurring Non Project  Increase Legal Services costs by $1,106,000. Legal Services includes not only outside contract counsel but also process of service, expert witnesses, transcript costs and other trial costs. 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 REV VS ADOPTED VAR % (23.4%) -64.3% FY 2012 ACTUAL 22.0% FY 2013 REVISED 36.4% FY 2013 FORECAST 13.6% FY 2014 ADOPTED 13.0% 20.0% 30.0% 25.0% 25.0% (5.0%) -16.7% 68.8% 68.7% 58.2% 57.6% (11.1%) -16.2% 43.2% 41.1% 43.8% 44.4% 3.3% 8.0% 55.6% 50.0% 50.0% 50.0% 0.0% 0.0% 78.8% 78.6% 76.6% 76.6% (2.0%) -2.5% 68.7% 68.6% 65.8% 65.8% (2.8%) -4.1% 85.3% 82.9% 91.4% 91.1% 8.2% 9.9% 66.7% 100.0% 100.0% 100.0% 0.0% 0.0% Activities that comprise this program include: Juvenile Appeal Representation  Child Dependency Representation  Parental Dependency  Representation Juvenile Guardian ad Litem  Representation     759 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 2014 Adopted Budget Juvenile Appeal Representation Activity The purpose of the Juvenile Appeal Representation Activity is to provide effective legal representation to assigned indigent persons appealing their Juvenile Court matters so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §8-221 establishes that a juvenile, parent, or guardian who is indigent is entitled to counsel appointed by the juvenile court. A.R.S. §8-235 establishes that the court must appoint an attorney to any indigent party appealing a decision in juvenile court. Measure Type Result Result Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Juvenile Dependency Appeal Cases 22.0% 36.4% 13.6% 13.0% (23.4%) -64.3% in Which the Court Adopts the Position Advocated in the Appeal Percent of Juvenile Delinquency/Incorrigibility 20.0% 30.0% 25.0% 25.0% (5.0%) -16.7% Appeal Cases in Which the Outcome is Other Than Affirmed Number of Juvenile Appeal Cases in Which 187 139 30 31 (108) -77.7% Representation is Terminated Net Juvenile Appeal Cases Assigned 265 269 288 308 39 14.5% Cost per Juvenile Appeal Cases in Which $ 2,257.12 $ 3,114.37 $ 14,251.47 $ 14,986.77 $ (11,872.41) -381.2% Representation is Terminated Expenditure 100 - GENERAL TOTAL USES $ $ 422,082 422,082 $ $ 432,897 432,897 $ $ 427,544 427,544 $ $ 464,590 464,590 $ $ (31,693) (31,693) -7.3% -7.3% Activity Narrative: The departments report that the reduction in output is most likely the result of delayed/deficient case resolution reporting from contract attorneys. The low output numbers make it appear that cost-per-case has increased dramatically. However, it should be noted that cost-per-case assigned is holding steady. The funding increase for FY 2014 is for a demand increase anticipated for dependency appeals. Juvenile Appeal Representation 400 100% 80% Cases 300 60% 200 40% 100 20% 0% 0 FY 12 Actual FY 13 Revised FY 13 Forecast FY 14 Adopted Demand‐ Net Appeal Cases Assigned Output‐ Number of Appeal Cases in which Rep. is Term. Result‐ % of Juv. Dependency Appeal Cases in which Court Adopts Position Advocated 760 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Base Adjustments Public Defense System General Fund (100)  Increase Legal Services costs by $30,000. Legal Services includes not only outside contract counsel but also process of service, expert witnesses, transcript costs and other trial costs. Child Dependency Representation Activity The purpose of the Child Dependency Representation Activity is to provide legal representation, when appointed by the Court, to indigent children in Juvenile Court dependency and severance matters so they can be assured the advocacy required by law. Mandates: A.R.S. §8-841 establishes that the court must appoint counsel to indigent parties in child dependency cases. Measure Type Result Output Demand Efficiency Expenditure Measure Description Percent Of Dependency Child/Cases in Which the Court Finds in Conformity with Client Position on the Dependency Matter Number of Dependency Child/Cases Resolved Net Child/Case Dependency Assignments Cost per Dependency Child/Case Resolved 100 - GENERAL TOTAL USES FY 2012 ACTUAL 68.8% $ 1,207 1,643 499.69 $ $ 603,122 603,122 FY 2013 REVISED 68.7% $ 1,266 1,512 592.69 $ $ 750,346 750,346 FY 2013 FORECAST 58.2% $ 987 1,602 723.14 $ $ 713,742 713,742 REV VS ADOPTED VAR % (11.1%) -16.2% FY 2014 ADOPTED 57.6% $ 1,004 1,620 735.82 $ (262) 108 (143.13) $ $ 713,742 713,742 $ $ 36,604 36,604 -20.7% 7.1% -24.1% 4.9% 4.9% Activity Narrative: Demand in FY 2014 is expected to return to FY 2012 levels. Expenditures remain higher than FY 2012 due to previous years’ increased volume and the duration of these cases. Child Dependency cases can continue for many years and this longevity is not captured in the demand. The departments’ workload is continually increasing as more cases are added and fewer close, leading to decreased results. Child Dependency Representation 2000 100% 80% Cases 1500 60% 1000 40% 500 20% 0% 0 FY 12 Actual FY 13 Revised FY 13 Forecast FY 14 Adopted Demand‐ Net Child/Case Dependency Assignments Output‐ Number of Dependency Child/Cases Resolved Result‐ % Dependency Child.Cases in which the Court Finds in Confomity with Client Position 761 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Parental Dependency Representation Activity The purpose of the Parental Dependency Representation Activity is to provide legal representation, when appointed by the court, to indigent parents in juvenile court dependency and severance matters involving their parental rights so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §8-843 establishes that the court must appoint counsel to indigent parents in child dependency cases. Measure Type Result Output Demand Efficiency Measure Description Percent Of Parent/Child/Case Dependency Petitions not Granted Number of Dependency Parent/Child/Cases Resolved Net Parent/Child/Case Dependency Assignments Cost per Dependency Parent/Child/Case Resolved FY 2012 ACTUAL 43.2% $ FY 2013 REVISED 41.1% FY 2013 FORECAST 43.8% FY 2014 ADOPTED 44.4% REV VS ADOPTED VAR % 3.3% 8.0% 7,464 7,322 6,434 7,782 460 6.3% 11,422 9,488 12,480 14,352 4,864 51.3% (503.72) -52.0% $ (4,365,169) $ (4,365,169) -61.6% -61.6% 951.78 $ 967.88 $ 1,368.21 $ 1,471.60 $ Expenditure 100 - GENERAL TOTAL USES $ 7,104,065 $ 7,104,065 $ 7,086,827 $ 7,086,827 $ 8,803,090 $ 8,803,090 $ 11,451,996 $ 11,451,996 Activity Narrative: The duration and complexity of the cases are 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. As shown in the demand, the incoming caseload is expected to increase causing an even greater need for resources. There was an expectation that demand would taper off in FY 2013 as reflected in revised, but this has not come to fruition as demonstrated by the increased demand in FY 2013 forecast. Parental Dependency Representation 20000 100% 15000 80% Cases 60% 10000 40% 5000 20% 0% 0 FY 12 Actual FY 13 Revised FY 13 Forecast FY 14 Adopted Demand‐ Net Parent/Child/Case Dependency Assignments Output‐ Number of Dependency Parent/Child/Cases Resolved Result‐ % of Parent/Child/Case Dependency Petitions not Granted Base Adjustments: Public Defense System General Fund (100)  Increase Legal Services costs by $4,286,513. Legal Services includes not only outside contract counsel but also process of service, expert witnesses, transcript costs and other trial costs. 762 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Juvenile Guardian ad Litem Representation Activity The purpose of the Juvenile Guardian ad Litem Representation Activity is to provide effective advocacy, when appointed by the Court, for indigent persons in Juvenile Court so they can be assured that their best interests are presented. Mandates: A.R.S. §8-221 requires that a guardian ad litem (GAL) be appointed to represent the child in any case involving allegations of abuse or other threats to the child’s well-being. Measure Type Result Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % 85.3% 82.9% 91.4% 91.1% 8.2% 9.9% 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) 10,314 9,650 8,718 9,689 39 0.4% Child/Cases Resolved Net Juvenile Guardian Ad Litem (at law) 13,745 10,734 12,780 14,314 3,580 33.4% Child/Case Assignments Cost per Juvenile Guardian Ad Litem (at law) $ 623.10 $ 497.08 $ 769.59 $ 863.20 $ (366.11) -73.7% Child/Case Resolved Expenditure 100 - GENERAL TOTAL USES $ 6,426,630 $ 6,426,630 $ 6,175,764 $ 6,175,764 $ 7,440,991 $ 7,440,991 $ 8,876,091 $ 8,876,091 $ (2,700,327) $ (2,700,327) -43.7% -43.7% Activity Narrative: An increase in the number of case assignments is causing expenditures to increase. Further, these cases have a long duration and the open caseload continues to increase because cases are not closing in a timely manner. This furthers the need for additional resources. Juvenile Guardian ad Litem Representation 20000 100% 80% 15000 Cases 60% 10000 40% 5000 20% 0 0% FY 12 Actual FY 13 Revised FY 13 Forecast FY 14 Adopted Demand‐ Net Juvenile JGAL Child/Case Assignments Output‐ Number of JGAL Child/Cases Resolved Result‐ % of JGAL Child/Cases in which the Court Finds in Conformity with Position Advocated Base Adjustments: Public Defense System General Fund (100)  Increase Legal Services costs by $2,693,593. Legal Services includes not only outside contract counsel but also process of service, expert witnesses, transcript costs and other trial costs. 763 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Juvenile Notification Representation Activity The purpose of the Juvenile Notification Representation Activity is to provide legal representation, when appointed by the court, to juveniles with abortion issues involving their rights so they can be assured that their legal rights are protected as required by law. Mandates: A.R.S. §36-2152 establishes that a pregnant unemancipated minor has a right to courtappointed legal counsel if she is not otherwise represented or waives that right. Measure Type Result Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Juvenile Notification Cases in Which 55.6% 50.0% 50.0% 50.0% 0.0% 0.0% the Court Grants the Petition Number of Juvenile Notification Cases 36 36 18 18 (18) -50.0% Resolved to Conclusion Net Juvenile Notification Cases Assigned 41 36 42 42 6 16.7% Cost per Juvenile Notification Case Resolved $ 802.92 $ 752.00 $ 1,566.67 $ 1,566.67 $ (814.67) -108.3% to Conclusion Expenditure 100 - GENERAL TOTAL USES $ $ 28,905 28,905 $ $ 27,072 27,072 $ $ 28,200 28,200 $ $ 28,200 28,200 $ $ (1,128) (1,128) -4.2% -4.2% Activity Narrative: The department reports that the reduction in resolutions is most likely the result of delayed/deficient case resolution reporting from contract attorneys. The low output numbers make it appear that cost-per-case has increased dramatically. However, it should be noted that cost-per-case assigned is holding steady. Juvenile Delinquency and Incorrigibility Representation Activity The purpose of the Juvenile Delinquency and Incorrigibility Representation Activity is to provide effective legal representation to assigned indigent juveniles charged with incorrigible or delinquent acts so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. Measure Type Result Output Demand Efficiency Measure Description Percent Of Juvenile Delinquency and Incorrigibility Cases with Disposition to Lesser Charges or Fewer Counts Number of Juvenile Delinquency and Incorrigibility Cases Resolved to Conclusion Net Juvenile Delinquency and Incorrigibility Cases Assigned Cost per Juvenile Delinquency and Incorrigibility Case Resolved to Conclusion FY 2012 ACTUAL 78.8% FY 2013 REVISED 78.6% FY 2013 FORECAST 76.6% REV VS ADOPTED VAR % (2.0%) -2.5% FY 2014 ADOPTED 76.6% 6,620 6,792 5,130 5,130 (1,662) -24.5% 6,433 6,418 5,712 5,712 (706) -11.0% -23.7% $ 483.17 233 - PUBLIC DEFENDER GRANTS TOTAL SOURCES $ $ 15,581 15,581 100 - GENERAL 233 - PUBLIC DEFENDER GRANTS TOTAL USES $ 3,190,381 $ 8,177 $ 3,198,558 $ 451.22 $ 563.73 $ 558.30 $ (107.08) Revenue Expenditure $ 3,064,659 $ 2,891,936 $ 2,864,078 $ 200,581 6.5% $ 3,064,659 $ 2,891,936 $ 2,864,078 $ 200,581 6.5% Activity Narrative: Funding from the Status Offender Court grant was eliminated in FY 2013. The requirement for Public Defense staffing for the Status Offender Court has also been eliminated, so there is no negative business impact. Demand is expected to continue downward in FY 2014 causing a decreased need for resources. These expenditures have been reprogrammed into areas with increased demand. 764 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Juvenile Delinquency and Incorrigibility (JDIR) 100% 8000 80% Cases 6000 60% 4000 40% 2000 20% 0 0% FY 12 Actual FY 13 Revised FY 13 Forecast FY 14 Adopted Demand‐ Net JDIR Cases Assigned Output‐ Number of JDIR Cases Resolved to Conclusion Result‐ % of JDIR Cases with Disposition to Lesser Charges of Fewer Counts Juvenile Probation Representation Activity The purpose of the Juvenile Probation Representation Activity is to provide effective legal representation to assigned indigent juveniles with pending probation matters, who do not have other accompanying delinquency or incorrigibility matters so they can be assured that their rights are protected as required by law. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. Measure Type Result Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent Of Juvenile Probation Cases with 68.7% 68.6% 65.8% 65.8% (2.8%) -4.1% Disposition Less than Revocation to Confinement Number of Juvenile Probation Cases Resolved 1,832 1,757 1,536 1,536 (221) -12.6% to Conclusion Net Juvenile Probation Cases Assigned 1,859 1,806 1,510 1,510 (296) -16.4% Cost per Juvenile Probation Cases Resolved to $ 264.38 $ 268.89 $ 292.79 $ 309.86 $ (40.96) -15.2% Conclusion Expenditure 100 - GENERAL TOTAL USES $ $ 484,337 484,337 $ $ 472,448 472,448 $ $ 449,733 449,733 $ $ 475,944 475,944 $ $ (3,496) (3,496) -0.7% -0.7% Activity Narrative: Output and demand are decreasing; however a continued backlog of cases is causing expenditures to increase. Juvenile Emancipation Representation Activity The purpose of the Juvenile Emancipation Representation Activity is to provide legal representation, when appointed by the court, to juveniles pursuing legal emancipation so they can obtain emancipation. Mandates: This activity supports the overall mandate of the Juvenile Representation Program. 765 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Expenditure Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Juvenile Emancipation Cases in 66.7% 100.0% 100.0% 100.0% 0.0% 0.0% Which Emancipation is Granted Number of Juvenile Emancipation Cases 3 2 2 2 0.0% Resolved Net Juvenile Emancipation Cases Assigned 7 6 14 14 8 133.3% Cost per Juvenile Emancipation Case Resolved $ 548.33 $ 846.00 $ 1,786.00 $ 1,786.00 $ (940.00) -111.1% 100 - GENERAL TOTAL USES $ $ 1,645 1,645 $ $ 1,692 1,692 $ $ 3,572 3,572 $ $ 3,572 3,572 $ $ (1,880) (1,880) -111.1% -111.1% 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 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 Fournd to be SVP During the Time Period FY 2012 ACTUAL 144.1% FY 2013 REVISED 134.0% FY 2013 FORECAST 138.6% FY 2014 ADOPTED 138.7% 54.1% 59.3% 49.7% 49.7% (9.7%) -16.3% 78.2% 80.1% 89.9% 89.7% 9.6% 12.0% 50.0% 33.3% 33.3% 33.3% 0.0% 0.0% Activities that comprise this program include: Adult Guardian ad Litem  Representation Probate Representation    REV VS ADOPTED VAR % 4.7% 3.5% Sexually Violent Person Representation Mental Health Representation Adult Guardian ad Litem Representation Activity The purpose of the Adult Guardian ad Litem Representation Activity is to provide effective legal advocacy to assigned indigent persons in adult court so they can be assured that their best interests are presented. Mandates: Per A.R.S. §11-584(j) the Public Defender shall perform the following duties:…“as attorneys (pursuant to A.R.S. §14-5401) of adults who are unable to effectively manage their affairs or preserve their estates if the court appoints the public defender and the board of supervisors has advised the presiding judge of the county that the public defender is authorized to accept the appointment.” A.R.S. §14-5401 also provides for the appointment of a “conservator or other protective order” for children (subsection 1) and for incapacitated adults (subsection 2). 766 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Adult Guardian ad Litem (at law) Cases in Which Court Rules in Conformity with Position Advocated Number of Adult Guardian Ad Litem (at law) Cases Resolved to Conclusion Number of Adult Guardian Ad Litem (at law) Cases Assigned Cost per Guardian Ad Litem (at law) Case Resolved to Conclusion FY 2012 ACTUAL 144.1% FY 2013 REVISED 134.0% FY 2013 FORECAST 138.6% FY 2014 ADOPTED 138.7% REV VS ADOPTED VAR % 4.7% 3.5% 358 300 352 463 163 54.3% 1,036 800 1,362 1,791 991 123.9% 7.3% $ 2,273.56 $ 2,808.59 $ 2,600.22 $ $ 813,936 813,936 $ $ 842,577 842,577 $ $ 915,279 915,279 $ 2,603.19 $ 205.40 $ 1,205,279 $ 1,205,279 $ $ (362,702) (362,702) Expenditure 100 - GENERAL TOTAL USES -43.0% -43.0% Activity Narrative: Adult Guardian ad-Litem cases stay open for multiple years and continue to generate costs. The duration and complexity of these cases result in higher costs per case. Demand is also expected to increase in FY 2014 leading to an increased need for resources. Adult Guardian ad Litem 2000 100% 80% Cases 1500 60% 1000 40% 500 20% 0 0% FY 12 Actual FY 13 Revised FY 13 Forecast FY 14 Adopted Demand‐ Number of AGLR Cases Assigned Output‐ Number of AGLR Cases Resolved to Conclusion Result‐ % of AGLR Cases in which Court Rules in Conformity with Position Advocated Base Adjustments: Public Defense System General Fund (100)  Increase Legal Services costs by $290,000. Legal Services includes not only outside contract counsel but also process of service, expert witnesses, transcript costs and other trial costs. 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. 767 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 54.1% FY 2013 REVISED 59.3% 565 FY 2013 FORECAST 49.7% 582 FY 2014 ADOPTED 49.7% 526 REV VS ADOPTED VAR % (9.7%) -16.3% 536 (46) -7.9% $ 1,045 476.13 $ 974 445.84 $ 1,058 687.43 $ 1,079 695.13 $ 105 (249.29) 10.8% -55.9% $ $ 269,014 269,014 $ $ 259,479 259,479 $ $ 361,589 361,589 $ $ 372,589 372,589 $ $ (113,110) (113,110) -43.6% -43.6% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: Demand is continuing to increase in the activity. 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 between the rate cases terminate (output) and the rate cases open (demand), costs will continue to increase. Probate Representation 1200 100% 1000 80% Cases 800 60% 600 40% 400 20% 200 0 0% FY 12 Actual FY 13 Revised FY 13 Forecast FY 14 Adopted Demand‐ Net Mental Health Cases Assigned Output‐ Number of Mental Health in Which a Termination is Made as to Commitment Base Adjustments: Public Defense System General Fund (100)  Increase Legal Services costs by $11,000. Legal Services includes not only outside contract counsel but also process of service, expert witnesses, transcript costs and other trial costs. 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. 768 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of Mental Health Cases in Which a Determination is Made as to Commitment within 30 Days Number of Mental Health Cases in Which a Determination is Made as to Commitment Net Mental Health Cases Assigned Cost per Mental Health Case in Which a Determination is Made as to Commitment FY 2012 ACTUAL 78.2% FY 2013 REVISED 80.1% 5,964 $ 3,869 217.81 FY 2013 FORECAST 89.9% 5,592 $ 3,991 243.26 FY 2014 ADOPTED 89.7% 5,518 $ 4,106 241.59 REV VS ADOPTED VAR % 9.6% 12.0% 5,556 (36) -0.6% 4,373 259.01 $ 382 (15.76) 9.6% -6.5% $ 1,439,081 $ 1,439,081 $ $ (78,790) (78,790) -5.8% -5.8% $ Expenditure 100 - GENERAL TOTAL USES $ 1,299,024 $ 1,299,024 $ 1,360,291 $ 1,360,291 $ 1,333,119 $ 1,333,119 Activity Narrative: An increase in mental health cases assigned is causing an increased need for resources. Base Adjustments: Public Defense System General Fund (100) Increase Legal Services costs by $90,000. Legal Services includes not only outside contract counsel but also process of service, expert witnesses, transcript costs and other trial costs. Sexually Violent Person Representation Activity The purpose of the Sexually Violent Person Representation Activity is to provide effective legal representation to assigned indigent persons who are at risk of loss of liberty in sexually violent person matters so they can be assured that their rights are protected as required by law. Mandates: A.R.S. §36-3704 establishes that any indigent defendant in a sexually violent criminal case is entitled to court-appointed representation. Measure Type Result Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of People with Secually Violent Person 50.0% 33.3% 33.3% 33.3% 0.0% 0.0% (SVP) Petitions Found to be SVP During the Time Perios Number of Sexually Violent Person Petitions 10 6 6 6 0.0% Resolved During the Time Period Net Sexually Violent Person Cases Assigned 17 20 8 8 (12) -60.0% $ 20,126.40 $ 34,211.50 $ 29,472.33 $ 42,287.00 $ (8,075.50) -23.6% Cost per Sexually Violent Person Case in Which a Determination is Made as to Commitment Expenditure 100 - GENERAL TOTAL USES $ $ 201,264 201,264 $ $ 205,269 205,269 $ $ 176,834 176,834 $ $ 253,722 253,722 $ $ (48,453) (48,453) -23.6% -23.6% Activity Narrative: While fewer new case assignments are expected and case resolutions remain steady, costs are continuing to grow due to the long-term nature of these cases. Further, less restrictive alternatives to incarceration are being used less frequently by the Court. As a result, the number of hearings on each case has increased significantly. 769 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Support Services Program The purpose of the Support Services Program is to provide funds for legally required Support Services for indigent persons who represent themselves or who are represented by private counsel so they can be assured that their rights are protected as required by law. Program Results Measure Description Percent of Payments Processed Within 30 Days of Receipt FY 2012 ACTUAL 100.0% FY 2013 REVISED 99.4% FY 2013 FORECAST 96.3% FY 2014 ADOPTED 96.3% REV VS ADOPTED VAR % (3.1%) -3.1% 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 derived from 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 2012 ACTUAL 100.0% FY 2013 REVISED 99.4% FY 2013 FORECAST 96.3% FY 2014 ADOPTED 96.3% REV VS ADOPTED VAR % (3.1%) -3.1% 557 624 536 536 (88) -14.1% 557 749 536 536 (213) -28.4% $ 1,582.18 $ $ 881,275 881,275 $ 1,610.16 $ 1,267.68 $ 1,268.21 $ 341.96 21.2% $ 1,004,741 $ 1,004,741 $ $ 679,474 679,474 $ $ 679,758 679,758 $ $ 324,983 324,983 32.3% 32.3% Expenditure 100 - GENERAL TOTAL USES 770 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations Public Defense System Summary General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Justice System Clerks Pay Adjustment 71,452 $ 38,990 38,990 $ - $ 82,157,278 $ 71,452 $ 42,422 42,422 $ - $ 82,199,700 $ 71,452 $ 173,538 173,538 11,129,328 11,129,328 $ - Agenda Item: C-49-13-055-2-00 Agenda Item: $ $ 752,038 2,721,184 1,293,593 1,686,513 290,000 90,000 11,000 255,000 1,400,000 30,000 2,600,000 (632,046) $ (632,046) - $ 92,870,520 $ 13.0% 71,452 0.0% $ 118,413 118,413 $ - $ 92,988,933 $ 13.1% 71,452 0.0% $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges $ C-49-13-055-2-00 FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Forecasted Increases Capital Trial Non-Capital Felony Juvenile Guardian ad-litem Parental Dependency Increased demand for FY2014 Adult Guardian ad-litem Mental health Probate representation Probation representation Juvenile Guardian ad-litem Juvenile Appeal Representation Parental Dependency Budget Balancing Budget Balancing Adjustment for Chairman's Budget 82,118,288 Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Justice System Clerks Pay Adjustment $ Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 771 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense System Summary General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 5,885,195 $ - FY 2013 Revised Budget $ 5,885,195 $ - (5,885,195) $ (5,885,195) - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: $ FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Capital Trial Backlog costs Capital PCR Backlog costs $ - $ - $ 4,330,965 4,330,965 $ - $ 4,330,965 $ - Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 3,224,965 1,106,000 Public Defender (520) General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment $ $ C-49-13-055-2-00 $ $ C-49-13-055-2-00 33,284,375 $ 71,452 6,205 6,205 - $ 33,290,580 $ 71,452 $ 95,375 $ 95,375 864,781 $ 864,781 (348,746) $ (348,746) - $ 33,901,990 $ 1.8% 71,452 0.0% $ 72,477 $ 72,477 - $ 33,974,467 $ 2.1% 71,452 0.0% Agenda Item: $ MEMO $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges 5,702 5,702 Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Reallocations IRS Interdepartmental Reallocation Budget Balancing Budget Balancing Adjustment for Chairman's Budget 71,452 Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment 33,278,673 $ Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 772 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Legal Defender (540) General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment $ $ C-49-13-055-2-00 $ $ C-49-13-055-2-00 10,351,622 $ - 6,463 6,463 - $ 10,358,085 $ - $ 29,140 $ 29,140 19,985 $ 19,985 (105,828) $ (105,828) - $ 10,301,382 $ -0.5% - $ 22,852 $ 22,852 - $ 10,324,234 $ -0.3% - Agenda Item: $ MEMO $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges 5,940 5,940 Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Reallocations IRS Interdepartmental Reallocation Budget Balancing Budget Balancing Adjustment for Chairman's Budget - Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment 10,345,682 $ Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 773 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Legal Advocate (550) General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment - $ 3,113 $ 3,113 - $ 9,179,678 $ - $ 3,387 $ 3,387 - $ 9,183,065 $ - $ 24,206 $ 24,206 (3,077) $ (3,077) (87,477) $ (87,477) - $ 9,116,717 $ -0.7% - $ 6,618 $ 6,618 - $ 9,123,335 $ -0.7% - C-49-13-055-2-00 Agenda Item: C-49-13-055-2-00 FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Reallocations IRS Interdepartmental Reallocation Budget Balancing Budget Balancing Adjustment for Chairman's Budget 9,176,565 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment $ Agenda Item: $ MEMO $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 774 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment 22,508,120 $ - $ 13,389 13,389 - $ 22,521,509 $ - $ 14,566 14,566 - $ 22,536,075 $ - $ 5,595 $ 5,595 11,129,328 $ 11,129,328 - (973,457) $ (973,457) (20,795) $ (20,795) - $ 32,676,746 $ 45.0% - $ 1,984 $ 1,984 - $ 32,678,730 $ 45.0% - Agenda Item: C-49-13-055-2-00 FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment $ Agenda Item: C-49-13-055-2-00 FY 2014 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Legal Services costs in Capital Trial Increase Legal Services costs in Non-Capital Felony Increase Legal Services costs in Juvenile Guardian ad-Litem Increase Legal Services costs in Parental Dependency Increase Legal Services costs in Adult Guardian ad-Litem Increase Legal Services costs in Mental Health Increase Legal Services costs in Probate Representation Increase Legal Services costs in Probation Representation Increase Legal Services costs in Junvenile Appeal Representation Reallocations IRS Interdepartmental Reallocation MEMO Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Tentative Budget $ $ 752,038 2,721,184 2,693,593 4,286,513 290,000 90,000 11,000 255,000 30,000 $ $ Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 775 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Office of Contract Counsel (560) General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 5,627,186 $ - FY 2013 Revised Budget $ 5,627,186 $ - $ (5,627,186) $ (5,627,186) - $ - $ - $ 4,330,965 $ 4,330,965 - $ 4,330,965 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Capital Trial Back log costs Capital PCR Back log costs Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 3,224,965 1,106,000 Public Advocate (570) General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment - $ 10,846 10,846 - $ 6,820,094 $ - $ 11,801 11,801 - $ 6,831,895 $ - $ 19,222 $ 19,222 91,768 $ 91,768 (69,200) $ (69,200) - $ 6,873,685 $ 0.6% - $ 14,482 $ 14,482 - $ 6,888,167 $ 0.8% - C-49-13-055-2-00 Agenda Item: C-49-13-055-2-00 FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Reallocations IRS Interdepartmental Reallocation Budget Balancing Budget Balancing Adjustment for Chairman's Budget 6,809,248 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Justice System Clerk s Pay Adjustment $ Agenda Item: $ MEMO $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 776 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Summary Training Fund (209) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 424,932 $ 424,932 FY 2013 Revised Budget $ 424,932 $ 424,932 FY 2014 Budget Target $ 424,932 $ 424,932 $ 513 $ 513 (513) $ (513) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Structural Balance Structural Balance Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 424,932 $ 424,932 0.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 260,097 $ - FY 2013 Revised Budget $ 260,097 $ - $ (260,097) $ (260,097) - $ - $ - $ 285,226 $ 285,226 - $ 285,226 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring One-Time Training Costs Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 777 285,226 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Training Fund (209) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 335,562 $ 335,562 FY 2013 Revised Budget $ 335,562 $ 335,562 FY 2014 Budget Target $ 335,562 $ 335,562 $ 513 $ 513 (513) $ (513) - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Structural Balance Structural Balance Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 335,562 $ 335,562 0.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 144,143 $ - FY 2013 Revised Budget $ 144,143 $ - $ (144,143) $ (144,143) - $ - $ - $ 215,135 $ 215,135 - $ 215,135 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring One-Time Training costs Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 215,135 Legal Defender (540) Training Fund (209) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 66,374 $ 66,374 FY 2013 Revised Budget $ 66,374 $ 66,374 FY 2014 Budget Target $ 66,374 $ 66,374 FY 2014 Adopted Budget Percent Change from Target Amount $ 66,374 $ 0.0% 66,374 0.0% 778 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender (540) Training Fund (209) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 78,186 $ - FY 2013 Revised Budget $ 78,186 $ - $ (78,186) $ (78,186) - $ - $ - $ 39,364 $ 39,364 - $ 39,364 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring One-Time Training costs Agenda Item: $ 39,364 FY 2014 Adopted Budget Percent Change from Target Amount Legal Advocate (550) Training Fund (209) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 22,996 $ 22,996 FY 2013 Revised Budget $ 22,996 $ 22,996 FY 2014 Budget Target $ 22,996 $ 22,996 FY 2014 Adopted Budget Percent Change from Target Amount $ 22,996 $ 22,996 0.0% 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 37,768 $ - FY 2013 Revised Budget $ 37,768 $ - $ (37,768) $ (37,768) - $ - $ - $ 30,727 $ 30,727 - $ 30,727 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring One-Time Training costs Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 779 30,727 Department Strategic Plans and Budgets Public Defense System Maricopa County Annual Business Strategies FY 2014 Adopted Budget Public Defense Training Fund (209) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 203,083 $ 263,677 $ 263,677 $ 284,773 $ 287,842 Sources: Operating Total Sources: $ $ 436,302 436,302 $ $ 424,932 424,932 $ $ 424,932 424,932 $ $ 440,988 440,988 $ $ 424,932 424,932 $ $ $ $ 347,689 90,230 437,919 $ $ 424,932 260,097 685,029 $ $ 424,932 260,097 685,029 $ 424,932 285,226 710,158 $ - $ - $ 93,299 $ - (1) $ - $ - $ - $ - 3,580 3,580 $ $ 3,580 3,580 $ $ 287,842 287,842 $ $ 2,616 2,616 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ 281,424 73,187 354,611 Structural Balance $ 154,878 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 284,773 284,773 $ $ Public Defender (520) Grants Fund (233) OPERATING FY 2013 Adopted Budget $ 408,499 $ 408,499 FY 2013 Revised Budget $ 408,499 $ 408,499 FY 2014 Budget Target $ 408,499 $ 408,499 $ 933 $ 933 (106,195) $ (106,195) (105,262) (105,262) 303,237 $ -25.8% 303,237 -25.8% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 780 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defense Grants Fund (233) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 390,783 390,783 Uses: Operating Total Uses: $ $ Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2013 FORECAST 13,253 $ 13,253 $ $ $ 408,499 408,499 $ $ 408,499 408,499 $ $ 389,671 389,671 $ $ 408,499 408,499 $ $ 408,499 408,499 1,112 $ - $ $ (1) $ - $ - $ (6,944) (6,944) $ 13,253 13,253 $ (8,055) $ FY 2013 REVISED FY 2014 ADOPTED $ 43 303,237 303,237 $ $ 303,237 303,237 $ $ 296,250 296,250 $ $ 303,237 303,237 - $ 6,987 $ - $ - $ - $ - $ 13,253 13,253 $ 43 43 $ $ 43 43 Expenditures Revenue $ (6,944) $ Public Defender (520) Fill the Gap Fund (262) OPERATING FY 2013 Adopted Budget $ 981,081 $ 981,081 FY 2013 Revised Budget $ 981,081 $ 981,081 FY 2014 Budget Target $ 981,081 $ 981,081 $ 1,871 $ 1,871 (142,724) $ (142,724) (140,853) (140,853) Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 840,228 $ 840,228 -14.4% -14.4% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ 391,373 FY 2013 Revised Budget $ - $ 391,373 $ - $ - (391,373) (391,373) $ - $ - $ - $ - 394,797 394,797 $ - $ 394,797 Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 781 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Public Defender (520) Fill the Gap Fund (262) Expenditures Revenue PDS CASE MANAGEMENT SYSTEM FY 2013 Adopted Budget $ 845,984 $ - FY 2013 Revised Budget $ 845,984 $ - $ (845,984) $ (845,984) - $ - $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Information and Communications Technology Other IT Non-Recurring PDS Case Management System Agenda Item: $ $ 723,817 723,817 - 723,817 $ - 723,817 FY 2014 Adopted Budget Percent Change from Target Amount $ Public Defender Fill the Gap Fund (262) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 1,321,357 $ 462,559 $ 462,559 $ 627,812 $ 329,020 $ 993,669 993,669 $ 981,081 391,373 1,372,454 $ 981,081 391,373 1,372,454 $ 841,436 841,436 $ 840,228 394,797 1,235,025 $ $ $ 869,379 817,835 1,687,214 Structural Balance $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ $ $ 981,081 845,984 1,827,065 124,290 $ 627,812 627,812 $ $ $ $ $ $ $ 981,081 845,984 1,827,065 - $ 7,948 7,948 $ $ $ $ $ 840,228 300,000 1,140,228 $ 840,228 723,817 1,564,045 - $ 1,208 $ - 7,948 7,948 $ $ 329,020 329,020 $ $ - Expenditures Revenue Legal Defender (540) Fill the Gap Fund (263) OPERATING FY 2013 Adopted Budget $ 66,362 $ 66,362 FY 2013 Revised Budget $ 66,362 $ 66,362 FY 2014 Budget Target $ 66,362 $ 66,362 FY 2014 Adopted Budget Percent Change from Target Amount $ 66,362 $ 0.0% 66,362 0.0% 782 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Defense System Legal Defender Fill the Gap Fund (263) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 2,187 $ 2,187 $ 2,187 $ 2,243 $ 2,243 $ 59,056 59,056 $ 66,362 66,362 $ 66,362 66,362 $ 66,362 66,362 $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 66,362 66,362 $ $ 59,001 59,001 $ 66,362 66,362 Structural Balance $ 55 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,243 2,243 $ $ 2,187 2,187 $ $ 2,187 2,187 $ $ 2,243 2,243 $ $ 2,243 2,243 Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: $ $ $ 783 $ $ $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary Public Fiduciary Analysis by Lauren M. Cochran, Management and Budget Supervisor 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 2019, 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: In FY 2012, 55.3% of appointed cases were stabilized within 18 months. With the addition of several new staff members, the Department expects to increase their performance to 62.0% in FY 2013. Individual Empowerment By July 2019, 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: The Department is currently developing a data collection and analysis process in order to measure achievement of this goal. Fiscal Strength By July 2015, 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 2014. Cost changes that may result from the new contracts may make sustaining this level of achievement difficult. 784 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ FY 2013 ADOPTED $ FY 2013 REVISED $ FY 2013 FORECAST $ FY 2014 ADOPTED $ REVISED VS ADOPTED VAR % $ 803,607 371,384 1,174,991 $ 623,210 345,252 968,462 $ 623,210 345,252 968,462 $ 781,746 402,718 1,184,464 $ 828,000 322,000 1,150,000 $ $ 204,790 (23,252) 181,538 32.9% -6.7% 18.7% TOTAL PROGRAMS $ 1,174,991 $ 968,462 $ 968,462 $ 1,184,464 $ 1,150,000 $ 181,538 18.7% BURY - INDIGENT BURIAL SERVICES 34BS - BURIAL SERVICES $ $ 348,543 348,543 $ $ 364,330 364,330 $ $ 364,330 364,330 $ $ 338,512 338,512 $ $ 361,187 361,187 $ $ 3,143 3,143 0.9% 0.9% EADM - ESTATE ADMINISTRATION GARD - GUARDIANSHIP ADMINISTRATION 34FS - FIDUCIARY SERVICES $ 769,671 1,250,822 2,020,493 $ 862,812 1,373,381 2,236,193 $ 862,812 1,373,381 2,236,193 $ 765,128 1,227,815 1,992,943 $ 826,701 1,334,059 2,160,760 $ 36,111 39,322 75,433 4.2% 2.9% 3.4% BDGT - BUDGETING HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 7,873 19,200 372,988 400,061 $ 7,701 18,273 270,378 296,352 $ USES $ $ $ $ $ $ $ $ 7,701 18,273 270,378 296,352 $ $ $ $ $ $ 39,771 31,542 284,535 355,848 $ $ $ $ 5,514 30,958 395,410 431,882 $ $ 17,197 $ (26,007) (8,810) $ 2,187 (12,685) (125,032) (135,530) 28.4% -69.4% -46.2% -45.7% 866 26,007 26,873 4.8% N/A 148.8% ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ 7,464 7,464 $ 18,063 18,063 $ 18,063 18,063 $ 18,196 18,196 $ BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 39,828 39,828 $ $ 39,826 39,826 $ $ 39,826 39,826 $ $ 39,828 39,828 $ $ 46,823 46,823 $ $ (6,997) (6,997) -17.6% -17.6% TOTAL PROGRAMS $ 2,816,389 $ 2,954,764 $ 2,954,764 $ 2,745,327 $ 2,991,842 $ (37,078) -1.3% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 1,174,991 1,174,991 $ $ 968,462 968,462 $ $ 968,462 968,462 $ $ 1,184,464 1,184,464 $ $ 1,150,000 1,150,000 $ $ 181,538 181,538 18.7% 18.7% ALL REVENUES $ 1,174,991 $ 968,462 $ 968,462 $ 1,184,464 $ 1,150,000 $ 181,538 18.7% TOTAL SOURCES $ 1,174,991 FY 2012 ACTUAL $ 968,462 FY 2013 ADOPTED $ 968,462 FY 2013 REVISED $ 1,184,464 FY 2013 FORECAST $ 1,150,000 FY 2014 ADOPTED 1,683,767 25,151 701,787 10,020 48,352 2,469,077 $ 1,685,928 25,151 699,626 10,020 48,352 2,469,077 $ 1,531,753 23,958 2,117 635,948 51,054 52,412 2,297,242 $ 1,609,618 25,151 696,068 30,000 58,823 2,419,660 $ 40,000 6,000 2,000 48,000 $ 40,000 6,000 2,000 48,000 $ 39,197 3,538 2,000 44,735 $ 40,000 6,000 2,000 48,000 $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0845 - SUPPORT AND CARE OF PERSONS SUBTOTAL CAPITAL 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ 1,591,479 15,719 8,105 617,079 2,692 47,793 2,282,867 $ 64,198 3,976 54,461 122,635 $ $ $ $ $ 7,093 14,997 43,105 17,526 57,092 45,262 4,173 15,501 189,446 394,195 $ $ $ $ $ $ 7,000 15,000 44,112 27,600 69,475 45,000 15,000 14,500 200,000 437,687 16,692 16,692 $ $ ALL EXPENDITURES $ 2,816,389 TOTAL USES $ 2,816,389 $ $ $ $ 7,000 15,000 44,112 27,600 69,475 45,000 15,000 14,500 200,000 437,687 - $ $ $ 2,954,764 $ 2,954,764 785 $ $ $ $ 7,000 26,213 42,168 13,308 54,840 42,549 15,000 16,431 185,841 403,350 - $ $ $ 2,954,764 $ 2,954,764 $ 181,538 18.7% REVISED VS ADOPTED VAR % $ $ 76,310 4.5% N/A 0.0% 3,558 0.5% (19,980) -199.4% (10,471) -21.7% 49,417 2.0% - 0.0% 0.0% 0.0% 0.0% $ $ 7,000 95,000 45,000 27,600 74,082 45,000 15,000 15,500 200,000 524,182 - $ $ - $ $ $ 2,745,327 $ 2,991,842 $ (37,078) -1.3% $ 2,745,327 $ 2,991,842 $ (37,078) -1.3% $ 0.0% (80,000) -533.3% (888) -2.0% 0.0% (4,607) -6.6% 0.0% 0.0% (1,000) -6.9% 0.0% (86,495) -19.8% - N/A N/A Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST $ FUND TOTAL SOURCES $ 1,174,991 1,174,991 $ $ 968,462 968,462 $ $ 968,462 968,462 $ $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 1,174,991 1,174,991 FY 2012 ACTUAL $ $ 968,462 968,462 FY 2013 ADOPTED $ $ 968,462 968,462 FY 2013 REVISED $ $ FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FUND TOTAL USES $ 2,750,147 66,242 2,816,389 DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 2,750,147 66,242 2,816,389 $ $ 2,954,764 2,954,764 $ $ $ 2,954,764 2,954,764 $ $ 2,954,764 2,954,764 $ $ $ 2,954,764 2,954,764 1,184,464 1,184,464 $ $ 1,150,000 1,150,000 1,184,464 $ 1,184,464 $ FY 2013 FORECAST $ REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ 2,745,327 2,745,327 $ $ $ 2,745,327 2,745,327 $ $ 1,150,000 $ 1,150,000 $ FY 2014 ADOPTED $ $ 2,911,842 80,000 2,991,842 $ $ $ 2,911,842 80,000 2,991,842 181,538 181,538 18.7% 18.7% 181,538 18.7% 181,538 18.7% REVISED VS ADOPTED VAR % $ $ 42,922 (80,000) (37,078) 1.5% N/A -1.3% $ $ $ 42,922 (80,000) (37,078) 1.5% N/A -1.3% Staffing by Program and Activity FY 2012 ADOPTED 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 2013 ADOPTED FY 2013 REVISED FY 2013 FY 2014 FORECAST ADOPTED REVISED TO ADOPTED VARIANCE VAR % .05 .90 .20 1.15 .05 1.20 .40 1.65 .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% 3.17 3.17 3.32 3.32 3.32 3.32 3.32 3.32 3.32 3.32 - 0.0% 0.0% 15.08 21.91 36.98 41.30 14.28 22.06 36.33 41.30 14.28 22.06 36.33 41.30 14.27 22.05 36.32 41.29 14.28 22.06 36.33 41.30 - 0.0% 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Director - Public Fiduciary Executive Assistant Guardian/Estate Admin Supv Guardian/Estate Administrator Guardian/Estate Benefits Specialist Human Resources Specialist Legal Support Specialist Office Assistant Office Assistant Specialized Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 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 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 24.30 24.30 24.30 24.29 24.30 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 2.00 2.00 2.00 2.00 2.00 41.30 41.30 41.30 41.29 41.30 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% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 41.30 41.30 41.30 41.29 41.30 0.0% 41.30 41.30 41.30 41.29 41.30 0.0% 786 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Fiduciary General Adjustments Target Adjustments:  Increase expenditures by $20,000 for operating costs associated with maintenance of the Case Management System. Base Adjustments (Operating):       Increase Regular Benefits by $6,747 for the impact of changes in retirement contribution rates. Decrease Other Benefits and Internal Services Charges by $866 for the impact of the changes in Risk Management charges. Increase Personnel Savings by $26,007 based on the Chairman’s Office request. Decrease expenditures by $56,822 due to a reduction in the average hourly rate of personnel. Increase expenditures by $6,997 due to increased costs associated with Computrust Support. Increase expenditures by $3,555 due to the net impact of changes in supplies and services. Base Adjustments (Non Recurring Non Project):  Increase expenditures $80,000 for the carry-forward of the Public Fiduciary Case Management purchase. Programs and Activities Indigent Burial Services Program The purpose of the Indigent Burial Program is to provide cost-effective burials for qualified indigent decedents so they can receive a proper interment in a timely manner. Program Results Measure Description Percentage of Determinations for Indigent Burial Service Eligibility Completed Within Five Business Days of the Referral Percentage of Referred Persons Determined to be Eligible for Indigent Burial Services FY 2012 ACTUAL 100.0% FY 2013 REVISED 98.1% FY 2013 FORECAST 99.8% FY 2014 ADOPTED 99.7% 44.5% 43.6% 45.3% 44.6% REV VS ADOPTED VAR % 1.6% 1.7% 1.0% 2.3% Activities that comprise this program include:  Indigent Burial Services Indigent Burial Services Activity The purpose of the Indigent Burial Services 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. 787 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Expenditure Measure Description Percentage of Determinations for Indigent Burial Service Eligibility Completed Within Five Business Days of the Referral Percentage of Referred Persons Determined to be Eligible for Indigent Burial Services Number of 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 Expenditure per Indigent Burial Completed FY 2012 ACTUAL 100.0% FY 2013 REVISED 98.1% FY 2013 FORECAST 99.8% FY 2014 ADOPTED 99.7% 44.5% 43.6% 45.3% 44.6% 1.0% 2.3% 852 840 803 776 (64) -7.6% 379 366 364 346 (20) -5.5% $ 849 919.64 $ 840 995.44 $ 804 929.98 $ 786 1,043.89 $ (54) (48.46) -6.4% -4.9% 100 - GENERAL TOTAL USES $ $ 348,543 348,543 $ $ 364,330 364,330 $ $ 338,512 338,512 $ $ 361,187 361,187 $ $ 3,143 3,143 0.9% 0.9% REV VS ADOPTED VAR % 1.6% 1.7% Activity Narrative: A late year increase in demand has led to increased outputs, resulting in FY 2013 forecasted measures being higher than expected. The Department anticipates the increase is temporary and will make every effort to gain efficiencies and reduce demand and output in FY 2014. The Burial Services contract expires on October 31, 2013. Depending on the results of the bid process, the department may need to seek additional funding mid-year. Fiduciary Services Program The purpose of the Fiduciary Services Program is to provide timely guardianship, investigation, conservatorship, and probate services to persons or estates, when no other person or corporation is qualified and willing to serve, so they can have their well-being, property, and other interests protected. Mandates: A.R.S. §14-5602 mandates that the Public Fiduciary provide guardianship for estates mandated by the court to be in receivership of the Public Fiduciary, as well as protect the estate and receive all outstanding warrants owed to that estate. A.R.S. §14-5603 establishes the Public Fiduciary as custodian of estate funds. A.R.S. §14-5604 establishes that the Public Fiduciary has a claim against the estate of the ward, protected person, or decedent, for reasonable expenses of guardianship, conservatorship, or public administration and reasonable compensation for the Public Fiduciary’s services and attorney. Program Results Measure Description Percentage of Financial Exploitation Investigations Completed Within 180 Days of Referral Percentage of Estate Administration Cases Stabilized or Closed Within 18 Months of Referral Percentage of Wards Whose Cases are Stabilized or Closed Within 18 Months of Referral Percentage of 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 2012 ACTUAL 63.2% FY 2013 REVISED 50.0% FY 2013 FORECAST N/A FY 2014 ADOPTED 63.2% 63.9% 44.6% 74.9% 87.1% 42.4% 95.0% 40.5% 43.5% 37.3% 32.0% -11.6% -26.6% N/A 46.4% 72.5% 74.6% 28.2% 60.8% N/A 91.7% 63.0% 70.4% -21.2% -23.2% 788 REV VS ADOPTED VAR % 13.2% 26.3% Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percentage of Financial Exploitation 63.2% 50.0% N/A 63.2% 13.2% 26.3% Investigations Completed Within 180 Days of Referral Percentage of Estate Administration Cases 63.9% 44.6% 74.9% 87.1% 42.4% 95.0% Stabilized or Closed Within 18 Months of Referral Number of Financial Exploitation Investigations 19 24 19 (5) -20.8% Completed Number of Estate Administration Cases 252 224 255 232 8 3.6% Stabilized or Closed Average Number of Estate Administration 445 470 318 325 (145) -30.9% Cases Open/Active Monthly Number of Conservatorship and Probate 196 142 164 166 24 16.9% Cases Referred for Administration Number of Referrals for Financial Exploitation 19 34 19 (15) -44.1% Investigations Expenditure Per Estate Administration Case $ 432.40 $ 458.94 $ 602.46 $ 635.92 $ (176.98) -38.6% Open/Active Revenue 100 - GENERAL TOTAL SOURCES $ $ 803,607 803,607 $ $ 623,210 623,210 $ $ 781,746 781,746 $ $ 828,000 828,000 $ $ 204,790 204,790 32.9% 32.9% 100 - GENERAL TOTAL USES $ $ 769,671 769,671 $ $ 862,812 862,812 $ $ 765,128 765,128 $ $ 826,701 826,701 $ $ 36,111 36,111 4.2% 4.2% Expenditure Activity Narrative: The Financial Exploitation function was put “on hold” in the first half of FY 2013 pending the hiring of a new director. These functions are expected to return in FY 2014. All other measures are expected to follow FY 2013 Forecast. Revenues have been increasing due to improved internal processes that more carefully track client funds. This allows for better collection of the appropriate fees. Results are expected to increase to FY 2012 levels now that a critical Financial Investigator position has been filled. Although the Department is spending less in salaries, causing a reduction in expenditures, they are struggling to hire and retain qualified staff due to an outdated salary structure. There is concern that results and output will begin to suffer if salaries are not addressed. This issue is under review by the County’s Employee Compensation Division. Base Adjustments (Operating):  Increase revenue by $204,790 due to internal process improvement to more carefully track client funds and, consequently, assess fees when appropriate.  Increase expenditures by $3,474 due to increased use of process servers. 789 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 Expenditure Per Guardianship Administration Case Open/Active FY 2012 ACTUAL 40.5% FY 2013 REVISED 43.5% FY 2013 FORECAST 37.3% FY 2014 ADOPTED 32.0% N/A 46.4% 72.5% 74.6% 28.2% 60.8% N/A 91.7% 63.0% 70.4% (21.2%) -23.2% 236 168 265 284 116 69.0% 148 124 217 194 70 56.5% 640 580 643 655 75 12.9% 302 196 244 272 76 38.8% 254 154 239 254 100 64.9% REV VS ADOPTED VAR % (11.6%) -26.6% $ 488.60 $ 591.97 $ 477.75 $ 509.18 $ 82.79 14.0% 100 - GENERAL TOTAL SOURCES $ $ 371,384 371,384 $ $ 345,252 345,252 $ $ 402,718 402,718 $ $ 322,000 322,000 $ $ (23,252) (23,252) -6.7% -6.7% 100 - GENERAL TOTAL USES $ 1,250,822 $ 1,250,822 $ 1,334,059 $ 1,334,059 $ $ 39,322 39,322 2.9% 2.9% Revenue Expenditure $ 1,373,381 $ 1,373,381 $ 1,227,815 $ 1,227,815 Activity Narrative: Changes to procedures regarding the referral process, implemented in previous years, continue to keep demand below FY 2012 levels. 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 require service. However, the demand is increasing over FY 2013 budget. With several vacancies due to the salary structure causing recruitment delays, the department will have difficulties meeting this demand. The reduction in expenditures from FY 2013 is due to a decrease in the average hourly pay rate of employees. The Department received one-time fee revenues in FY 2013 from the closure of large cases. This revenue is not expected to be received in FY 2014 and therefore revenues are budgeted at a lower level. Ongoing revenues have also been slightly lower than expected. Outputs and demands in FY 2013 Revised are artificially low due to a data entry back log at the time of budget development. Although the Department is spending less in salaries, they are struggling to hire and retain qualified staff due to an outdated salary structure. There is concern that results and output will begin to suffer if salaries are not addressed. This issue is under review by the County’s Employee Compensation Division. Base Adjustments (Operating):  Decrease revenue by $23,252 due to lower than expected ongoing receipts. 790 Department Strategic Plans and Budgets Public Fiduciary Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 2,954,764 $ 968,462 FY 2013 Revised Budget $ 2,954,764 $ 968,462 $ 20,000 20,000 $ - $ 2,974,764 $ 968,462 6,747 $ 6,747 (42,796) $ (42,796) - Adjustments: Information and Communications Technology Technology Projects Other Technology Projects Public Fiduciary Case Management System Agenda Item: $ 20,000 FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Reduction in average hourly rate Increased costs of Computrust support Net impact of changes in Supplies and Services Increased use of process servers Fees and Other Revenues ProgRevenue Volume Inc/Dec Increased revenue in Estate Administration Decreased revenue in Guardianship Administration Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ $ $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges (56,822) 6,997 3,555 3,474 - $ 181,538 181,538 $ (26,007) $ (26,007) - $ 2,912,708 $ -2.1% 1,150,000 18.7% $ (866) $ (866) - $ 2,913,574 $ -2.1% 1,150,000 18.7% 204,790 (23,252) Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 80,000 $ 80,000 - $ 80,000 $ - Adjustments: Non Recurring Public Fiduciary Case Management System Agenda Item: C-56-13-004-2-00 FY 2014 Adopted Budget Percent Change from Target Amount 791 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Analysis by Jacqueline M. Edwards, Senior 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, 2018, establish a public health district or other funding mechanism to provide necessary resources for an adequate public health infrastructure. Status: This is a new goal for the Department in FY 2014. Public Health By June, 2018, obtain accreditation from the Public Health Accreditation Board. Status: The Public Health Accreditation Board (PHAB) released the final accreditation standards in FY 2012. In FY 2014, the Department intends to work with at least ten programs to ensure those programs are in 100% compliance with the applicable accreditation standards. This is an updated goal for the Department in FY 2014. Public Health By June, 2018, develop and implement a community health improvement plan that includes affecting policies across a broad range of sectors to impact five (5) public health priority issues as defined by the community. Status: This is a new goal for the Department in FY 2014. 792 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % RWPC - RYAN WHITE PLNG COUNCIL SUPP 39RW - RYAN WHITE HIV AIDS PART A $ $ 110,355 $ 110,355 $ 180,296 $ 180,296 $ 180,296 $ 180,296 $ 151,296 $ 151,296 $ - $ - $ (180,296) (180,296) -100.0% -100.0% HICT - HIV COUNSELING AND TESTING HISV - HIV SURVEILLANCE AMD INV 86CM - HIV HCV SERVICES $ $ 531,882 $ 83,056 614,938 $ 477,737 $ 373,270 851,007 $ 438,122 $ 373,270 811,392 $ 644,554 $ 112,998 757,552 $ 734,187 $ 101,006 835,193 $ 296,065 (272,264) 23,801 67.6% -72.9% 2.9% PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ $ 12,268 $ 12,268 $ 13,000 $ 13,000 $ 13,000 $ 13,000 $ 12,615 $ 12,615 $ 13,000 $ 13,000 $ EPIR - EPIDEMIOLOGICAL REPORTING 86EG - EPI AND GEN DISEASE SURVEILL $ $ 30,895 $ 30,895 $ - $ - $ 17,479 $ 17,479 $ 17,479 $ 17,479 $ - $ - $ (17,479) (17,479) -100.0% -100.0% EMRT - PUB HLTH PREPAREDNESS RESPONSE 86EM - PUBLIC HEALTH EMERGENCY MGMT $ $ 5,028,967 $ 5,028,967 $ 2,822,131 $ 2,822,131 $ 3,370,306 $ 3,370,306 $ 3,267,895 $ 3,267,895 $ 2,799,288 $ 2,799,288 $ (571,018) (571,018) -16.9% -16.9% 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 TNPP - TEEN PREGNANCY PREVENTION WWHC - WELL WOMAN HEALTHCHECK 86FH - FAMILY HEALTH $ $ 2,292,743 $ 547,987 319,082 858,078 116,976 370,255 1,029,477 985,344 1,048,003 7,567,945 $ 2,544,538 $ 1,467,499 363,636 988,684 98,127 398,716 1,108,005 933,553 682,000 8,584,758 $ 1,086,781 $ 1,062,312 298,101 989,434 102,908 424,832 1,435,692 1,054,200 682,000 7,136,260 $ 1,052,224 $ 1,018,876 277,631 949,617 106,556 424,832 1,426,976 1,039,515 824,000 7,120,227 $ 1,115,646 $ 1,327,543 295,455 989,108 100,756 424,832 1,513,548 981,742 1,032,000 7,780,630 $ 28,865 265,231 (2,646) (326) (2,152) 77,856 (72,458) 350,000 644,370 2.7% 25.0% -0.9% 0.0% -2.1% 0.0% 5.4% -6.9% 51.3% 9.0% HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS INDVDL $ $ 3,035,133 $ 3,035,133 $ 2,810,297 $ 2,810,297 $ 2,422,525 $ 2,422,525 $ 2,385,115 $ 2,385,115 $ 2,449,903 $ 2,449,903 $ 27,378 27,378 1.1% 1.1% CCSS - CHILD PASSENGER SAFETY DTIN - DIETETIC INTERNSHIP PHPD - PUBLIC HEALTH POLICY DEVELOP SCNT - NUTRITION ED AND OBESITY PREV WICC - WOMEN INFANTS AND CHILDREN 86HL - PROMOTING HEALTHY LIFESTYLES $ 1,080,650 $ 461,888 351,511 9,342,715 11,236,764 $ 948,829 $ 667,085 375,853 9,613,444 11,605,211 $ 857,409 $ 1,146,183 2,130,530 10,075,261 14,209,383 $ 851,989 $ 1,096,160 1,786,729 10,256,057 13,990,935 $ 807,269 $ 98,606 1,002,366 2,803,294 9,684,415 14,395,950 $ (50,140) 98,606 (143,817) 672,764 (390,846) 186,567 -5.8% N/A -12.5% 31.6% -3.9% 1.3% 31,850 $ 1,184,558 325,469 400,741 5,466 635,616 2,583,700 $ 32,998 $ 1,433,742 330,668 368,940 216,094 592,399 2,974,841 $ 27,721 $ 1,348,525 336,838 336,779 197,606 597,162 2,844,631 $ 23,395 $ 1,411,143 351,027 338,571 174,717 584,697 2,883,550 $ 33,255 $ 1,228,956 344,919 343,247 270,734 629,420 2,850,531 $ 5,534 (119,569) 8,081 6,468 73,128 32,258 5,900 20.0% -8.9% 2.4% 1.9% 37.0% 5.4% 0.2% $ HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES STEX - STD EXAMINATIONS AMD TREATMENT STSV - STD CASE SURV INVESTIGATION TBIN - TB SURVEILLANCE AMD INVEST TBTE - TB TESTING AMD TREATMENT 86ID - INFECTIOUS DISEASE CONTROL $ ADIM - ADULT IMMUN FOREIGN TRVL SVCS $ - 0.0% 0.0% $ 285,369 $ 250,000 $ 250,000 $ 241,738 $ 286,000 $ 36,000 14.4% CHIM - CHILDHOOD IMMUNIZATIONS 86IS - IMMUNIZATION SERVICES $ 1,451,376 1,736,745 $ 2,482,493 2,732,493 $ 3,240,193 3,490,193 $ 3,596,633 3,838,371 $ 3,640,089 3,926,089 $ 399,896 435,896 12.3% 12.5% OPIP - PERFORMANCE IMPROVEMENT 86PI - PERFORMANCE IMPROVEMENT $ $ 201,402 $ 201,402 $ 257,069 $ 257,069 $ 316,049 $ 316,049 $ 301,836 $ 301,836 $ 259,068 $ 259,068 $ (56,981) (56,981) -18.0% -18.0% DTIS - RYAN WHITE DENTAL INSURANCE 86RW - RYAN WHITE TITLE I SERV $ $ 1,371,870 $ 1,371,870 $ 1,373,850 $ 1,373,850 $ 1,254,157 $ 1,254,157 $ 1,254,903 $ 1,254,903 $ 1,373,745 $ 1,373,745 $ 119,588 119,588 9.5% 9.5% SFAZ - SMOKE FREE ARIZONA INSPECTIONS TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS $ 126,647 $ 1,560,311 (5,556) 185,187 $ 1,883,867 38,679 728,767 $ 1,809,263 48,678 704,591 $ 1,588,943 48,678 781,186 $ 1,877,196 50,104 52,419 67,933 1,426 7.2% 3.8% 2.9% 86TP - TOBACCO USE PREVENTION $ 1,681,402 $ 2,107,733 $ 2,586,708 $ 2,342,212 $ 2,708,486 $ 121,778 4.7% $ 3,608,734 $ 3,798,771 $ 3,798,771 $ 3,434,271 $ 3,839,983 $ 41,212 1.1% $ 3,608,734 $ 3,798,771 $ 3,798,771 $ 3,434,271 $ 3,839,983 $ 41,212 1.1% FSAC - FINANCIAL SERVICES 99AS - ADMINISTRATIVE SERVICES $ $ 4,630,494 $ 4,630,494 $ 4,738,824 $ 4,738,824 $ 5,190,058 $ 5,190,058 $ 4,771,630 $ 4,771,630 $ 4,653,352 $ 4,653,352 $ (536,706) (536,706) GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ (268,207) $ (268,207) $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 29,259 $ 29,259 $ 50,000 $ 50,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 43,183,405 $ 44,900,281 $ 47,691,208 $ 46,559,146 $ 47,935,218 $ 244,010 0.5% BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION 793 -10.3% -10.3% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2012 ACTUAL PROGRAM / ACTIVITY USES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % RWPC - RYAN WHITE PLNG COUNCIL SUPP 39RW - RYAN WHITE HIV AIDS PART A $ $ 119,181 $ 119,181 $ 180,840 $ 180,840 $ 180,840 $ 180,840 $ 151,296 $ 151,296 $ - $ - $ HICT - HIV COUNSELING AND TESTING HISV - HIV SURVEILLANCE AMD INV 86CM - HIV HCV SERVICES $ 404,981 $ 299,014 703,995 $ 479,445 $ 375,700 855,145 $ 438,122 $ 373,270 811,392 $ 644,554 $ 112,998 757,552 $ 267,806 $ 303,561 571,367 $ 259,107 $ 358,461 617,568 $ 259,107 $ 429,320 688,427 $ 1,007,297 $ 1,046,480 2,053,777 $ $ 180,840 180,840 100.0% 100.0% 734,187 $ 101,006 835,193 $ (296,065) 272,264 (23,801) -67.6% 72.9% -2.9% 262,199 $ 406,309 668,508 $ 217,161 $ 429,854 647,015 $ 41,946 (534) 41,412 16.2% -0.1% 6.0% 1,024,776 $ 1,050,238 2,075,014 $ 987,801 $ 869,574 1,857,375 $ 863,336 $ 1,534,817 2,398,153 $ 161,440 (484,579) (323,139) 15.8% -46.1% -15.6% MDRC - MEDICAL RECORDS PHPM - PUBLIC HEALTH PHARMACY 86CS - CLINIC SUPPORT SERVICES $ EPIR - EPIDEMIOLOGICAL REPORTING SCII - SINGLE CASE INV INTERVENTIONS 86EG - EPI AND GEN DISEASE SURVEILL $ $ 926,144 $ 984,460 1,910,604 $ EMRT - PUB HLTH PREPAREDNESS RESPONSE 86EM - PUBLIC HEALTH EMERGENCY MGMT $ $ 3,691,887 $ 3,691,887 $ 2,819,039 $ 2,819,039 $ 3,370,306 $ 3,370,306 $ 3,267,895 $ 3,267,895 $ 2,799,288 $ 2,799,288 $ 571,018 571,018 16.9% 16.9% 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 TNPP - TEEN PREGNANCY PREVENTION WWHC - WELL WOMAN HEALTHCHECK 86FH - FAMILY HEALTH $ $ 1,941,714 $ 1,088,827 1,118,457 879,332 103,180 434,496 1,028,214 1,148,877 885,304 8,628,401 $ 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 $ 1,086,781 $ 1,160,825 961,574 989,434 102,908 424,832 1,435,692 1,054,200 683,527 7,899,773 $ 1,052,224 $ 1,121,899 906,321 949,617 106,556 424,832 1,426,976 1,039,515 824,000 7,851,940 $ 1,115,646 $ 1,425,711 945,963 989,108 100,756 424,832 1,513,548 981,742 1,032,000 8,529,306 $ (28,865) (264,886) 15,611 326 2,152 (77,856) 72,458 (348,473) (629,533) -2.7% -22.8% 1.6% 0.0% 2.1% 0.0% -5.4% 6.9% -51.0% -8.0% HCHL - HEALTHCARE FOR THE HOMELESS 86HI - HEALTHCARE FOR HOMELESS INDVDL $ $ 3,056,939 $ 3,056,939 $ 2,785,327 $ 2,785,327 $ 2,422,525 $ 2,422,525 $ 2,385,115 $ 2,385,115 $ 2,449,903 $ 2,449,903 $ (27,378) (27,378) -1.1% -1.1% CCSS - CHILD PASSENGER SAFETY DTIN - DIETETIC INTERNSHIP PHPD - PUBLIC HEALTH POLICY DEVELOP SCNT - NUTRITION ED AND OBESITY PREV WICC - WOMEN INFANTS AND CHILDREN 86HL - PROMOTING HEALTHY LIFESTYLES $ 1,101,739 $ 826,138 696,756 9,344,561 11,969,194 $ 1,095,728 $ 1,465,726 684,802 9,664,039 12,910,295 $ 964,632 $ 1,855,040 2,437,580 10,075,261 15,332,513 $ 969,243 $ 1,549,942 2,059,003 10,256,057 14,834,245 $ 921,853 $ 98,606 1,670,988 3,104,001 9,684,415 15,479,863 $ 42,779 (98,606) 184,052 (666,421) 390,846 (147,350) 4.4% N/A 9.9% -27.3% 3.9% -1.0% 27,127 $ 1,443,794 525,655 1,438,903 1,088,744 293,015 2,115,713 6,932,951 $ 32,998 $ 1,547,630 589,205 1,426,018 1,101,531 534,044 2,043,475 7,274,901 $ 27,721 $ 1,456,056 589,205 1,495,406 1,067,506 514,981 1,996,555 7,147,430 $ 23,395 $ 1,519,995 626,881 1,400,923 1,137,602 443,820 1,969,044 7,121,660 $ 33,255 $ 1,337,918 602,624 1,511,634 1,034,114 587,746 2,008,266 7,115,557 $ (5,534) 118,138 (13,419) (16,228) 33,392 (72,765) (11,711) 31,873 -20.0% 8.1% -2.3% -1.1% 3.1% -14.1% -0.6% 0.4% 250,953 $ 3,414,971 102,170 3,768,094 $ 250,953 $ 4,165,618 102,170 4,518,741 $ 241,738 $ 4,450,241 55,960 4,747,939 $ 286,000 $ 4,479,832 73,429 4,839,261 $ (35,047) (314,214) 28,741 (320,520) -14.0% -7.5% 28.1% -7.1% 56,981 56,981 18.0% 18.0% $ $ HANS - HANSENS DISEASE TREATMENT HERF - PHYS HEALTH SCREENING REFUGEES PHLB - PUBLIC HEALTH LABORATORY STEX - STD EXAMINATIONS AMD TREATMENT STSV - STD CASE SURV INVESTIGATION TBIN - TB SURVEILLANCE AMD INVEST TBTE - TB TESTING AMD TREATMENT 86ID - INFECTIOUS DISEASE CONTROL $ ADIM - ADULT IMMUN FOREIGN TRVL SVCS CHIM - CHILDHOOD IMMUNIZATIONS IMED - IMMUNIZATION EDUCATION 86IS - IMMUNIZATION SERVICES $ $ 265,765 $ 2,755,916 100,873 3,122,554 $ OPIP - PERFORMANCE IMPROVEMENT 86PI - PERFORMANCE IMPROVEMENT $ $ 220,880 $ 220,880 $ 258,625 $ 258,625 $ 316,049 $ 316,049 $ 301,836 $ 301,836 $ 259,068 $ 259,068 $ DTIS - RYAN WHITE DENTAL INSURANCE 86RW - RYAN WHITE TITLE I SERV $ $ 1,645,878 $ 1,645,878 $ 1,374,511 $ 1,374,511 $ 1,254,157 $ 1,254,157 $ 1,254,903 $ 1,254,903 $ 1,373,745 $ 1,373,745 $ (119,588) (119,588) -9.5% -9.5% SFAZ - SMOKE FREE ARIZONA INSPECTIONS TUPV - TOBACCO USE PREVENTION TUTR - TOB USE PREV TRNG DENTAL PROS 86TP - TOBACCO USE PREVENTION $ $ 182,763 $ 1,660,251 36,687 1,879,701 $ 186,439 $ 1,868,607 38,915 2,093,961 $ 755,535 $ 1,782,495 48,678 2,586,708 $ 704,591 $ 1,588,943 48,678 2,342,212 $ 781,186 $ 1,877,196 50,104 2,708,486 $ (25,651) (94,701) (1,426) (121,778) -3.4% -5.3% -2.9% -4.7% BDCT - BIRTH AND DEATH CERTIFICATES 86VR - VITAL REGISTRATION $ $ 3,573,790 $ 3,573,790 $ 3,808,539 $ 3,808,539 $ 3,853,220 $ 3,853,220 $ 3,466,571 $ 3,466,571 $ 4,154,336 $ 4,154,336 $ (301,116) (301,116) -7.8% -7.8% BDGT - BUDGETING 86VR - VITAL REGISTRATION $ $ (378) $ 3,573,790 $ 17,328 $ 3,808,539 $ 17,328 $ 3,853,220 $ 16,775 $ 3,466,571 $ 15,478 $ 4,154,336 $ 1,850 (301,116) 10.7% -7.8% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ (378) $ 2,874,658 130,690 446,279 97,391 3,548,640 $ 17,328 $ 3,134,258 93,414 319,849 13,580 3,578,429 $ 17,328 $ 3,583,261 98,261 363,079 13,580 4,075,509 $ 16,775 $ 3,197,018 51,167 268,933 12,498 3,546,391 $ 15,478 $ 3,155,768 82,090 258,647 63,508 3,575,491 $ 1,850 427,493 16,171 104,432 (49,928) 500,018 10.7% 11.9% 16.5% 28.8% -367.7% 12.3% $ $ 794 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2012 ACTUAL PROGRAM / ACTIVITY CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ ENIT - ENTERPRISE IT COLLABORATION 99IT - INFORMATION TECHNOLOGY FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ 1,788,338 $ 6,685 184,409 1,979,432 $ 1,720,825 $ 36,259 213,721 1,970,805 $ 1,720,827 $ 36,259 213,721 1,970,807 $ 1,719,486 $ 17,614 257,764 1,994,864 $ 1,602,534 $ 50,000 162,533 (107,333) 1,707,734 $ $ $ 56,399 $ 56,399 $ 148,713 $ 148,713 $ 148,713 $ 148,713 $ 162,127 $ 162,127 $ 134,752 $ 134,752 $ TOTAL PROGRAMS $ 53,611,793 $ 55,803,560 $ 58,652,124 $ 56,712,429 $ 59,007,151 $ 118,293 (13,741) 51,188 107,333 263,073 6.9% -37.9% 24.0% N/A 13.3% 13,961 13,961 9.4% 9.4% (355,027) -0.6% Sources and Uses by Category FY 2012 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ SUBTOTAL $ 37,965,278 37,965,278 $ $ 39,304,018 39,304,018 $ $ 42,502,528 42,502,528 $ $ 41,495,365 41,495,365 $ $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ 0638 - PATIENT SERVICES REVENUE SUBTOTAL $ 3,596,988 1,427,319 5,024,307 $ 3,786,263 1,693,000 5,479,263 $ 3,786,263 1,285,417 5,071,680 $ 3,421,690 1,544,175 4,965,865 $ $ $ 50,000 37,000 87,000 $ $ 50,000 37,000 87,000 $ SUBTOTAL $ 40,800 123,834 164,634 $ ALL REVENUES $ 43,154,219 $ 44,870,281 $ 47,661,208 $ 46,529,146 $ 47,905,218 $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ 29,186 29,186 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 30,000 30,000 $ $ 30,000 30,000 43,183,405 $ 44,900,281 $ 47,691,208 $ 46,559,146 MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 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 $ $ $ $ 41,059,259 41,059,259 REVISED VS ADOPTED VAR % $ $ $ 3,827,475 $ 2,041,984 5,869,459 $ 29,259 $ 38,657 67,916 $ 50,000 $ 926,500 976,500 $ (1,443,269) (1,443,269) 41,212 756,567 797,779 -3.4% -3.4% 1.1% 58.9% 15.7% 0.0% 889,500 2404.1% 889,500 1022.4% 244,010 0.5% $ $ - 0.0% 0.0% $ 47,935,218 $ 244,010 0.5% 23,572,054 $ 17,193 133,500 9,249,102 29,096 (7,792,388) 8,374,878 33,583,435 $ 26,338,860 $ 106,381 88,643 10,671,443 203,204 (7,168,219) 7,673,602 37,913,914 $ 25,787,217 $ 84,836 136,447 10,473,067 242,775 (7,191,689) 7,622,388 37,155,041 $ 24,197,463 $ 79,196 161,140 10,011,080 528,705 (7,068,360) 7,359,502 35,268,726 $ 26,489,186 $ 137,128 105,843 10,707,759 51,341 (7,648,131) 8,448,861 38,291,987 $ (701,969) (52,292) 30,604 (234,692) 191,434 456,442 (826,473) (1,136,946) -2.7% -61.6% 22.4% -2.2% 78.9% 6.3% -10.8% -3.1% SUBTOTAL $ 1,881,592 $ 1,761,130 21,416 168,288 (1,538,895) 1,438,404 3,731,935 $ 1,326,081 $ 1,941,638 28,830 73,781 (906,727) 825,167 3,288,770 $ 1,754,440 $ 2,777,715 28,700 220,514 (914,660) 1,288,468 5,155,177 $ 1,693,044 $ 3,780,618 23,498 232,046 (2,274,053) 2,173,658 5,628,811 $ 2,143,578 $ 3,658,692 27,560 130,543 (2,068,382) 1,991,182 5,883,173 $ (389,138) (880,977) 1,140 89,971 1,153,722 (702,714) (727,996) -22.2% -31.7% 4.0% 40.8% 126.1% -54.5% -14.1% 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 0855 - INTEREST EXPENSE 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 1,050 $ 3,368,278 6,294,060 2,015,064 300,012 307 2,754,251 416,801 163,517 65,771 250,181 (1,182,707) 1,213,734 15,660,319 $ 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 $ 150 $ 2,699,663 7,287,785 2,140,161 230,645 1,016 2,767,152 514,489 287,516 85,002 (1,000) 273,814 (1,799) (1,212,700) 1,119,012 16,190,906 $ 51 $ 2,828,410 6,622,886 2,173,414 197,744 897 2,865,787 487,977 264,047 68,671 267,027 (1,081,984) 968,965 15,663,892 $ 150 $ 2,718,830 5,726,106 2,153,058 177,576 2,782,821 521,625 213,810 79,751 375 319,259 (1,209,651) 1,294,281 14,777,991 $ 0.0% (19,167) -0.7% 1,561,679 21.4% (12,897) -0.6% 53,069 23.0% 1,016 100.0% (15,669) -0.6% (7,136) -1.4% 73,706 25.6% 5,251 6.2% (1,375) -137.5% (45,445) -16.6% (1,799) -100.0% (3,049) -0.3% (175,269) -15.7% 1,412,915 8.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 795 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category (continued) FY 2012 ACTUAL CATEGORY FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE 0955 - CAPITAL-ALLOCATION OUT 0956 - CAPITAL-ALLOCATION IN SUBTOTAL $ 46,126 $ 370,568 188,973 1,251 (41,377) 41,377 606,918 $ 100,000 $ 7,000 107,000 $ 100,000 $ 21,000 121,000 $ 100,000 $ 21,000 121,000 $ - $ 24,000 24,000 $ 100,000 21,000 (24,000) 97,000 100.0% 100.0% N/A N/A N/A N/A 80.2% ALL EXPENDITURES $ 53,582,607 $ 55,773,560 $ 58,622,124 $ 56,682,429 $ 58,977,151 $ (355,027) -0.6% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 29,186 $ 29,186 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ TOTAL USES $ 53,611,793 $ 55,803,560 $ 58,652,124 $ 56,712,429 $ 59,007,151 $ (355,027) 0.0% 0.0% -0.6% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 532 PUBLIC HEALTH GRANTS OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ NON-RECURRING $ $ 38,694,091 $ - $ 38,694,091 $ 40,041,018 $ - $ 40,041,018 $ 42,831,945 $ - $ 42,831,945 $ 41,718,735 $ - $ 41,718,735 $ 42,185,759 $ - $ 42,185,759 $ (646,186) (646,186) -1.5% N/A -1.5% OPERATING $ 4,489,314 $ 4,859,263 $ 4,859,263 $ 4,840,411 $ 5,749,459 $ 890,196 18.3% 43,183,405 $ 44,900,281 $ 47,691,208 $ 46,559,146 $ 47,935,218 $ DEPARTMENT OPERATING TOTAL SOURCES $ 43,183,405 $ 44,900,281 $ 47,691,208 $ 46,559,146 $ 47,935,218 $ DEPARTMENT TOTAL SOURCES $ 100 GENERAL OPERATING $ 10,467,965 $ 10,903,279 $ 10,903,279 $ 10,171,986 $ 10,757,580 10,467,965 $ 10,903,279 $ 10,903,279 $ 10,171,986 $ 10,757,580 FUND TOTAL USES $ 532 PUBLIC HEALTH GRANTS OPERATING $ 38,769,823 $ 40,041,018 $ 42,831,945 $ 41,718,735 $ 42,185,759 38,769,823 $ 40,041,018 $ 42,831,945 $ 41,718,735 $ 42,185,759 FUND TOTAL USES $ 265 PUBLIC HEALTH FEES OPERATING $ 4,132,080 $ 4,859,263 $ 4,859,263 $ 4,821,708 $ 5,749,459 NON-RECURRING 241,925 57,637 314,353 4,374,005 $ 4,859,263 $ 4,916,900 $ 4,821,708 $ 6,063,812 FUND TOTAL USES $ 244,010 244,010 0.5% 0.5% $ $ 145,699 145,699 1.3% 1.3% $ $ 646,186 646,186 1.5% 1.5% FUND TOTAL SOURCES 265 PUBLIC HEALTH FEES DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 53,369,868 $ 241,925 $ 53,611,793 $ 55,803,560 $ - $ 55,803,560 $ 796 58,594,487 $ 57,637 $ 58,652,124 $ 56,712,429 $ - $ 56,712,429 $ $ $ (890,196) -18.3% (256,716) -445.4% (1,146,912) -23.3% 58,692,798 $ 314,353 $ 59,007,151 $ (98,311) -0.2% (256,716) -445.4% (355,027) -0.6% Maricopa County Annual Business Strategies FY 2014 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 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 PERFORMANCE IMPROVEMENT PERFORMANCE IMPROVEMENT PROGRAM TOTAL PROMOTING HEALTHY LIFESTYLES CHILD PASSENGER SAFETY DIETETIC INTERNSHIP NUTRITION ED AND OBESITY PREV PUBLIC HEALTH POLICY DEVELOP WOMEN INFANTS AND CHILDREN PROGRAM TOTAL PUBLIC HEALTH EMERGENCY MGMT PUB HLTH PREPAREDNESS RESPONSE PROGRAM TOTAL FY 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % .90 9.50 5.10 7.00 7.00 29.50 .90 9.00 5.10 6.00 6.00 27.00 .90 9.00 5.10 6.00 6.00 27.00 .90 9.00 5.10 6.00 6.00 27.00 .90 9.00 5.10 6.00 6.00 27.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 6.00 3.25 9.25 5.00 3.90 8.90 5.00 4.50 9.50 5.00 4.50 9.50 5.00 4.50 9.50 - 0.0% 0.0% 0.0% 6.50 9.50 16.00 7.50 10.50 18.00 6.50 11.50 18.00 7.50 10.50 18.00 6.50 16.00 22.50 4.50 4.50 0.0% 39.1% 25.0% 29.50 2.35 11.00 15.50 2.00 4.40 6.40 8.60 5.00 84.75 29.00 7.50 8.00 16.50 2.00 4.40 6.00 9.35 5.00 87.75 11.80 8.35 10.75 15.00 1.00 4.40 12.00 8.35 5.00 76.65 11.80 8.35 10.75 15.00 1.00 4.40 11.00 9.35 5.00 76.65 11.80 8.35 10.75 15.00 1.00 4.40 11.00 8.35 5.00 75.65 (1.00) (1.00) 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% (8.3%) 0.0% 0.0% (1.3%) 33.60 33.60 32.10 32.10 27.10 27.10 27.10 27.10 27.10 27.10 - 0.0% 0.0% 4.00 7.50 11.50 5.75 7.25 13.00 10.25 2.75 13.00 10.25 2.75 13.00 10.25 2.75 13.00 - 0.0% 0.0% 0.0% 2.00 26.00 1.00 29.00 2.00 29.00 1.00 32.00 2.00 28.00 1.00 31.00 2.00 29.00 1.00 32.00 2.00 28.00 1.00 31.00 - 0.0% 0.0% 0.0% 0.0% 12.75 7.25 19.00 13.75 4.50 23.75 81.00 12.50 7.25 20.00 14.00 5.50 23.00 82.25 11.50 7.25 20.00 14.00 7.50 22.50 82.75 12.50 7.25 20.00 14.00 6.50 22.50 82.75 11.50 7.25 20.00 14.00 6.50 22.50 81.75 (1.00) (1.00) 0.0% 0.0% 0.0% 0.0% (13.3%) 0.0% (1.2%) 2.00 2.00 3.00 3.00 4.00 4.00 3.00 3.00 3.00 3.00 (1.00) (1.00) (25.0%) (25.0%) 15.00 10.50 6.00 185.70 217.20 14.00 8.50 10.00 163.85 196.35 12.50 19.75 15.00 166.55 213.80 12.50 19.75 15.00 167.55 214.80 12.50 1.00 18.75 15.00 166.55 213.80 1.00 (1.00) - 0.0% N/A (5.1%) 0.0% 0.0% 0.0% 30.95 30.95 24.50 24.50 25.00 25.00 26.00 26.00 25.00 25.00 - 0.0% 0.0% 797 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Program and Activity (continued) PROGRAM ACTIVITY RYAN WHITE HIV AIDS PART A RYAN WHITE PLNG COUNCIL SUPP PROGRAM TOTAL RYAN WHITE TITLE I SERV RYAN WHITE DENTAL INSURANCE PROGRAM TOTAL TOBACCO USE PREVENTION SMOKE FREE ARIZONA INSPECTIONS TOB USE PREV TRNG DENTAL PROS TOBACCO USE PREVENTION PROGRAM TOTAL VITAL REGISTRATION BIRTH AND DEATH CERTIFICATES PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - (1.00) (1.00) (100.0%) (100.0%) 1.60 1.60 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 - 0.0% 0.0% 3.00 .65 19.00 22.65 2.55 .50 19.45 22.50 10.00 .65 19.00 29.65 10.00 .65 19.00 29.65 10.00 .65 19.00 29.65 - 0.0% 0.0% 0.0% 0.0% 44.00 44.00 614.00 51.00 51.00 601.35 51.00 51.00 611.45 51.00 51.00 613.45 52.00 52.00 612.95 1.00 1.00 1.50 2.0% 2.0% 0.2% 798 Maricopa County Annual Business Strategies FY 2014 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 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 Princpl Dietitian/Nutritionist Supv Director - Public Health Epidemiologist Epidemiologist - Principal Epidemiology Manager Epidemiology Supervisor Executive Assistant Finance Manager - Large Finance/Business Analyst Financial Supervisor - Dept General Laborer Grant/Contract Admin Supervisor 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 Inventory Specialist Media Specialist Medical Assistant Medical Director Medical Records Manager Nurse - Public Health Nurse Pract/Phys Asst Nursing Manager Nursing Supervisor Office Assistant Office Assistant Specialized Operations/Program Manager Operations/Program Supervisor Pharmacist FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 8.00 7.00 8.00 8.00 9.00 1.00 12.5% 5.50 5.00 6.00 6.00 6.00 0.0% 14.60 20.00 16.00 19.00 16.00 0.0% 3.00 3.00 2.00 3.00 2.00 0.0% 16.00 15.00 14.00 14.00 14.00 0.0% 18.00 18.00 23.00 22.00 23.00 0.0% 3.00 3.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 2.00 2.00 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 N/A 1.00 1.00 1.00 1.00 0.0% 18.20 19.35 24.60 24.60 25.60 1.00 4.1% 1.00 (1.00) (100.0%) 4.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 12.40 14.50 16.00 15.00 18.50 2.50 15.6% 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 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 28.10 30.35 41.35 40.35 40.35 (1.00) (2.4%) 9.00 9.00 9.00 9.00 9.00 0.0% 115.10 107.10 109.80 109.80 109.80 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 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 31.00 32.00 32.00 32.00 32.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 6.25 6.25 6.25 6.25 6.25 0.0% 8.00 7.00 10.00 7.00 10.00 0.0% 4.00 5.00 8.00 7.00 7.00 (1.00) (12.5%) 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 8.00 10.00 8.00 9.00 7.00 (1.00) (12.5%) 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 63.10 62.30 48.60 49.60 49.60 1.00 2.1% 9.00 9.00 8.00 9.00 9.00 1.00 12.5% 2.00 2.00 2.00 2.00 2.00 0.0% 9.00 9.00 10.00 10.00 10.00 0.0% 47.00 41.10 34.60 34.60 34.60 0.0% 77.00 69.00 70.25 71.25 70.25 0.0% 2.00 1.00 1.00 1.00 1.00 0.0% 17.00 17.00 16.00 16.00 16.00 0.0% 2.00 2.40 3.00 3.00 3.00 0.0% 799 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Health Staffing by Market Range Title (continued) MARKET RANGE TITLE 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 Policy Consultnt 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 Training Officer Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.75 1.00 1.00 (1.00) (100.0%) 3.00 2.00 2.00 2.00 2.00 0.0% 1.00 N/A 3.00 3.00 3.00 3.00 3.00 0.0% 8.00 11.00 17.00 18.00 16.00 (1.00) (5.9%) 2.00 1.00 N/A 1.00 1.00 N/A .50 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 2.00 3.00 3.00 3.00 3.00 0.0% 2.00 2.00 1.00 1.00 1.00 0.0% .50 N/A 12.00 13.00 11.00 12.00 11.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 2.00 2.00 2.00 3.00 1.00 50.0% 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 0.0% 614.00 601.35 611.45 613.45 612.95 1.50 0.2% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 265 PUBLIC HEALTH FEES 532 PUBLIC HEALTH GRANTS Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 131.25 131.15 130.25 130.25 134.75 4.50 3.5% 53.00 63.00 62.00 63.00 63.00 1.00 1.6% 429.75 407.20 419.20 420.20 415.20 (4.00) (1.0%) 614.00 601.35 611.45 613.45 612.95 1.50 0.2% Significant Variance Analysis The Department has decreased their staff by a net of 1.5 positions to meet changing needs. Four positions are being inactivated in the Public Health Grant Fund in FY 2014 as a result of changes in funded. Grant-funded position changes may occur throughout FY 2014 based on the actual grant awards received. The Department is adding one Special Project Manager position that will work as a Health Economist in Single Case Investigations and Interventions activity. Additional positions new in FY 2014 are three and a half Epidemiologists who will increase the number of investigations and interventions for the prevention of communicable diseases in Maricopa County. General Adjustments: Base Adjustments: General Fund (100)  Increase Salary and Benefits Savings by $261,774 based on prior years’ actuals and FY 2013 Forecast. This results in changing the budgeted personnel savings rate from 0% in FY 2013 to 2.65% in FY 2014.  Increase Regular Benefits by $28,295 for the impact of changes in retirement contribution rates.  Right-size Repairs and Maintenance by decreasing expenditures by $41,602 based on the FY 2012 Actuals and the FY 2013 Forecast.  A net decrease of Postage, Utilities, and Services Allocation In by $25,303 based on the FY 2013 forecasted expenditures. 800 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget   Increase personnel savings by $107,333 based on the Chairman’s Office request. Decrease Other Benefits and Internal Services Charges by $38,366 for the impact of the changes in Risk Management charges. Public Health Fee Fund (265) Operating  Increase Regular Benefits by $9,357 for the impact of changes in retirement contribution rates. Public Health Grant Fund (532)  Increase Regular Benefits by $67,251 for the impact of changes in retirement contribution rates.  Decrease expenditures by $155,687 as result of reallocating the Ryan White Planning Council Support Activity from Public Health to Business Strategies and Health Care.  Decrease revenues by $490,499 and expenditures by $557,750 to reflect an expected reduction in grant awards for FY 2014. 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 2012 ACTUAL 93.4% FY 2013 FY 2013 REVISED FORECAST 90.9% 90.0% FY 2014 ADOPTED 90.1% REV VS ADOPTED VAR % -0.8% -0.9% 77.7% 76.1% 77.0% 77.8% 1.6% 2.1% 58.0% 61.4% 57.9% 42.6% -18.7% -30.5% 85.1% 87.1% 87.4% 81.0% -6.2% -7.1% 68.6% 74.6% 66.2% 69.4% -5.2% -6.9% 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. Measure Type Result Output Demand Efficiency Expenditure REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent registrations provided with a wait time 93.4% 90.9% 90.0% 90.1% (0.8%) -0.9% of 15 minutes or less Number registrations provided 25,039 27,500 27,337 25,200 (2,300) -8.4% Anticipated number registrations requested 25,039 27,500 27,337 25,200 (2,300) -8.4% Cost per registration $ 10.70 $ 9.42 $ 9.59 $ 8.62 $ 0.80 8.5% 100 - GENERAL TOTAL USES $ $ 267,806 267,806 $ $ 801 259,107 259,107 $ $ 262,199 262,199 $ $ 217,161 217,161 $ $ 41,946 41,946 16.2% 16.2% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 77.7% FY 2013 FY 2013 REVISED FORECAST 76.1% 77.0% REV VS ADOPTED VAR % 1.6% 2.1% FY 2014 ADOPTED 77.8% 58.0% 61.4% 57.9% 42.6% (18.7%) -30.5% 85.1% 87.1% 87.4% 81.0% (6.2%) -7.1% 68.6% 74.6% 66.2% 69.4% (5.2%) -6.9% 30.4% 30.4% 23.2% 0.0% 0.0% $ 19,785 19,785 15.34 $ 17,000 17,000 25.25 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 12,268 12,268 100 - GENERAL 265 - PUBLIC HEALTH FEES TOTAL USES $ $ 20,165 20,165 20.15 $ $ 319,866 $ (16,305) 303,561 $ $ 22,175 22,175 19.38 $ 5,175 5,175 5.87 13,000 13,000 $ $ 12,615 12,615 $ $ 13,000 13,000 $ $ - 416,320 13,000 429,320 $ 397,448 8,861 406,309 $ 416,854 13,000 429,854 $ Expenditure $ $ $ (534) (534) $ -0.1% 0.0% -0.1% Activity Narrative: The costs of prescriptions are increasing for the Department, which is reflected in three of the four decreased result measures. The Department is offsetting the increase in prescription costs by controlling other expenditures. Epidemiology and General Disease Surveillance Program The purpose of the Epidemiology and General Disease Surveillance Program is to provide timely data and reporting to County residents and interested stakeholders so they can halt the spread of disease and increase the overall health of Maricopa County residents. Program Results Measure Description Percent of disease reports completed within the appropriate time frame Percent of required reports provided Percent of communicable disease reports investigated according to guidelines FY 2012 ACTUAL 90.7% FY 2013 FY 2013 REVISED FORECAST 92.1% 85.1% 98.2% 12.4% 95.0% 13.9% Activities that comprise this program include:  Epidemiological Reporting 96.8% 14.5%  FY 2014 ADOPTED 89.4% 94.0% 31.3% REV VS ADOPTED VAR % -2.7% -3.0% -1.0% 17.4% -1.1% 125.0% 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. 802 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 90.7% FY 2013 FY 2013 REVISED FORECAST 92.1% 85.1% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 30,895 30,895 $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 902,872 23,272 926,144 $ 98.2% 872 888 1,062.09 $ 95.0% 950 1,000 1,064.73 $ FY 2014 ADOPTED 89.4% 96.8% 992 1,025 995.77 $ REV VS ADOPTED VAR % (2.7%) -3.0% 94.0% 1,175 1,250 734.75 $ (1.0%) 225 250 329.98 -1.1% 23.7% 25.0% 31.0% 17,479 17,479 $ $ 17,479 17,479 $ $ - $ $ (17,479) (17,479) -100.0% -100.0% 994,017 17,479 $ 1,011,496 $ 970,322 17,479 987,801 $ 863,336 863,336 $ 130,681 17,479 148,160 13.1% 100.0% 14.6% Expenditure $ $ $ $ Activity Narrative: Funding from the Center for Disease Control used in FY 2012 and FY 2013 will not be renewed in FY 2014. However, efficiency is expected to increase because of a realignment of responsibilities and resources. Base Adjustments: General Fund (100)  Decrease expenditures by $143,961 for a realignment of resources between this activity and the Single Case Investigations & Intervention activity. Single Case Investigations & Interventions Activity The purpose of the Single Case Investigations and Interventions Activity is to provide timely investigations and interventions to the residents of Maricopa County so they can experience minimal disease burden in the community. Mandates: ARS §36-186 mandates the powers and duties of the Director of the County Department of Public Health including a requirement that the Public Health submit an annual report of all activities, diseases reported, expenditures of the department, condition of the public health in the county, and recommendations for the protection of the public health to the State, Board of Supervisors, each city in the county, and the local board of health. Measure Type Result Output Demand Efficiency Measure Description Percent of communicable disease reports investigated according to guidelines Number of reports investigated according to guidelines Anticipated number disease reports received for investigation Cost per report investigated according to guidelines FY 2012 ACTUAL 12.4% FY 2013 FY 2013 REVISED FORECAST 13.9% 14.5% FY 2014 ADOPTED 31.3% 10,501 10,000 10,454 10,000 84,642 72,000 71,968 32,000 $ 93.75 $ $ 984,460 984,460 $ 105.81 $ 83.18 $ 1,058,072 $ 1,058,072 $ $ 869,574 869,574 $ REV VS ADOPTED VAR % 17.4% 125.0% - 0.0% (40,000) -55.6% 153.48 $ (47.67) -45.1% $ 1,534,817 $ 1,534,817 $ $ (476,745) (476,745) -45.1% -45.1% Expenditure 100 - GENERAL TOTAL USES 803 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Health Activity Narrative: The transition to the State Medical Electronic Disease Surveillance Intelligence System (MEDSIS) automates a number of disease reports, which consequently reduces the demand by about 56% in FY 2014. This system along with the additional staff will allow a greater percentage of reports to be reviewed and investigated by the Department. Base Adjustments: General Fund (100)  Increase expenditures by $484,579 to fund one (1) Health Economist and 3.5 Epidemiologists as well as to reflect a shift in resources from Epidemiological Reporting activity. Family Health Program The purpose of the Family Health Program is to provide assessment, education and services to women, children and their families and community organizations so they can be healthy and so that health disparities among women and children may be reduced. Program Results Measure Description Percent women with abnormal screening results receiving diagnostic services within 60 days Percent of coalition members who report that there is progress towards implementation of plan goals Percent of women receiving adequate number of prenatal care visits (as per American College of Obstetrics & Gynecology (ACOG) standards) Percent of infants receiving adequate immunizations (as per American Academy of Pediatrics (AAP) standards) Percent of eligible community members receiving educational services Percent of children needing sealants who receive them Percent of families who have increased knowledge of lead hazards Percent families who take at least one new lead hazard reduction action Percent families contacted within 7 days of referral being received Percent of families contacted who are visited within 14 days of referral being received Percent of children with suspicious developmental screenings that are referred to early intervention services Percent 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 clients initiating breastfeeding at birth FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 78.9% 80.0% 80.0% 80.0% 0.0% 0.0% 82.7% 92.0% 87.0% 92.0% 0.0% 0.0% 78.6% 87.5% 80.6% 87.5% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 53.7% 50.0% 53.3% 50.0% 0.0% 0.0% 79.4% 67.3% 82.1% 70.0% 2.7% 4.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 86.4% 85.0% 88.1% 90.0% 5.0% 5.9% 59.0% 58.8% 52.9% N/A N/A N/A 83.1% 77.1% 92.9% 100.0% 22.9% 29.6% 77.3% 109.3% 109.3% 82.9% -26.3% -24.1% 75.0% 80.0% 69.2% 80.0% 0.0% 0.0% N/A N/A N/A 72.1% N/A N/A 804 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activities that comprise this program include:  Child Care Health Consultations  Dental Sealants  Newborn Intensive Care  Well Women Health Checks  Lead Hazard Reduction     Nurse-Family Partnerships Family Health Partnerships Teen Pregnancy Prevention Healthy Start Child Care Health Consultations Activity The purpose of the Child Care Health Consultations Activity is to provide nurse consultation 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. 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 2012 ACTUAL 75.0% $ FY 2013 FY 2013 REVISED FORECAST 80.0% 69.2% FY 2014 ADOPTED 80.0% 4,392 1,520 1,687 1,660 80 25 15 6 4,392 1,520 1,687 1,660 442.10 $ 727.30 $ 623.72 $ REV VS ADOPTED VAR % 0.0% 0.0% 140 (19) 9.2% -75.0% 140 9.2% 672.08 $ 55.23 7.6% Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 2,292,743 $ 2,292,743 $ 1,086,781 $ 1,086,781 $ 1,052,224 $ 1,052,224 $ 1,115,646 $ 1,115,646 $ $ 28,865 28,865 2.7% 2.7% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,941,714 $ 1,941,714 $ 1,105,498 $ 1,105,498 $ 1,052,224 $ 1,052,224 $ 1,115,646 $ 1,115,646 $ $ (10,148) (10,148) -0.9% -0.9% Expenditure Activity Narrative: The number of child care providers in case management is anticipated to decrease by 75% based on the FY 2013 downward trend. Although this output is decreasing, the number of nurse consultation service contacts provided are increasing based on the FY 2013 Forecast amount. 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. 805 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 53.7% $ 215.23 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 547,987 547,987 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ FY 2013 FY 2013 REVISED FORECAST 50.0% 53.3% 5,059 9,428 4,800 9,600 $ 242.44 FY 2014 ADOPTED 50.0% 4,393 8,245 $ 255.38 REV VS ADOPTED VAR % 0.0% 0.0% 5,000 10,000 $ 200 400 285.14 $ (42.70) 4.2% 4.2% -17.6% $ 1,062,312 $ 1,062,312 $ 1,018,876 $ 1,018,876 $ 1,327,543 $ 1,327,543 $ $ 265,231 265,231 25.0% 25.0% $ $ $ $ 345 (262,323) (261,978) 0.4% -24.6% -22.5% Expenditure 87,256 1,001,571 $ 1,088,827 98,513 1,065,220 $ 1,163,733 103,023 1,018,876 $ 1,121,899 98,168 1,327,543 $ 1,425,711 $ Activity Narrative: The additional grant funds expected in FY 2014 are for fluoride varnish services and will not affect the Activity’s result measures. Consequently, these additional grant funds cause the efficiency to appear as decreasing in FY 2014, but in fact the cost for children receiving sealants is not expected to change from 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 FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of coalition members who report that 78.9% 80.0% 80.0% 80.0% 0.0% 0.0% there is progress towards implementation of plan goals Number of partnerships developed or retained 16 10 31 20 10 100.0% Anticipated number of partnerships to be 16 10 31 20 10 100.0% developed or retained Cost per partnership developed $ 69,903.56 $ 96,157.40 $ 29,236.16 $ 47,298.15 $ 48,859.25 50.8% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 319,082 319,082 $ $ 298,101 298,101 $ $ 277,631 277,631 $ $ 295,455 295,455 $ $ (2,646) (2,646) -0.9% -0.9% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS $ 777,876 340,581 $ 663,473 298,101 $ 628,690 277,631 $ 650,508 295,455 $ 12,965 2,646 2.0% 0.9% Expenditure Activity Narrative: In FY 2013, the Department expected the number of partnerships to decrease based on an expected decline in community resources funding. The decline in funding did not materialize, which is reflected in the FY 2013 Forecast. Due to the stability of funding, it is expected that the number the partnerships developed or retained in FY 2014 will be 20. 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. 806 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Output Output Demand Demand Efficiency Revenue REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % 82.7% 92.0% 87.0% 92.0% 0.0% 0.0% Percent of women receiving adequate number of prenatal care visits (as per American College of Obstetrics & Gynecology (ACOG) standards) Percent of infants receiving adequate 78.6% 87.5% 80.6% 87.5% 0.0% 0.0% 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 466 400 406 400 0.0% received Number of maternal/child health educational 105 110 91 110 0.0% sessions received Anticipated number case management 466 400 406 400 0.0% services requested Anticipated number community based 105 110 91 110 0.0% maternal/child health educational sessions requested Cost per case management service received $ 1,886.98 $ 2,473.59 $ 2,338.96 $ 2,472.77 $ 0.82 0.0% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 858,078 858,078 $ $ 989,434 989,434 $ $ 949,617 949,617 $ $ 989,108 989,108 $ $ (326) (326) -0.0% -0.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 879,332 879,332 $ $ 989,434 989,434 $ $ 949,617 949,617 $ $ 989,108 989,108 $ $ 326 326 0.0% 0.0% Expenditure 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. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of families who have increased knowledge of lead hazards Percent families who take at least one new lead hazard reduction action Number of educational home visits Anticipated number of educational home visits cost per educational home visit FY 2012 ACTUAL 79.4% FY 2013 FY 2013 REVISED FORECAST 67.3% 82.1% 100.0% $ 63 63 1,637.78 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 100.0% $ 52 52 1,979.00 116,976 116,976 $ $ 103,180 103,180 $ $ 100.0% $ 39 41 2,732.21 102,908 102,908 $ $ 102,908 102,908 $ $ REV VS ADOPTED VAR % 2.7% 4.0% FY 2014 ADOPTED 70.0% 100.0% 0.0% 0.0% -3.8% -3.8% -1.8% $ 50 50 2,015.12 $ (2) (2) (36.12) 106,556 106,556 $ $ 100,756 100,756 $ $ (2,152) (2,152) -2.1% -2.1% 106,556 106,556 $ $ 100,756 100,756 $ $ 2,152 2,152 2.1% 2.1% Expenditure 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. 807 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Output Demand Efficiency Revenue Measure Description Percent families contacted within 7 days of referral being received Percent of families contacted who are visited within 14 days of referral being received Percent of children with suspicious developmental screenings that are referred to early intervention services Number of home visits provided Number of home visits anticipated Cost per home visit FY 2012 ACTUAL 86.4% FY 2013 FY 2013 REVISED FORECAST 85.0% 88.1% REV VS ADOPTED VAR % 5.0% 5.9% FY 2014 ADOPTED 90.0% 59.0% 58.8% 52.9% N/A N/A N/A 83.1% 77.1% 92.9% 100.0% 22.9% 29.6% $ 400 400 35.40 20.0% 20.0% 16.7% $ 2,379 2,379 182.64 $ 2,000 2,000 212.42 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ $ 2,148 2,148 197.78 $ 2,400 2,400 177.01 370,255 370,255 $ $ 424,832 424,832 $ $ 424,832 424,832 $ $ 424,832 424,832 $ $ - 0.0% 0.0% 434,496 434,496 $ $ 424,832 424,832 $ $ 424,832 424,832 $ $ 424,832 424,832 $ $ - 0.0% 0.0% Expenditure Activity Narrative: All measures have changed in FY 2014 and the new methodology will result in data that is not comparable to previous years. Nurse-Family Partnerships Activity The purpose of the Nurse-Family Partnerships Activity is to provide nurse home visits to low income, first-time pregnant women in South & Central Phoenix so they can successfully initiate breastfeeding at birth. Mandates: Not mandated. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of clients initiating breastfeeding at birth Number of home visits received Anticipated number of home visits requested Expenditure per home visit received FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,029,477 $ 1,029,477 $ 1,435,692 $ 1,435,692 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,028,214 $ 1,028,214 $ 1,454,852 $ 1,454,852 2,890 2,890 355.78 $ 2,800 2,800 519.59 2,800 2,800 540.55 $ 1,426,976 $ 1,426,976 $ 1,426,976 $ 1,426,976 $ 2,294 2,294 622.05 REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED 72.1% $ (20.96) 0.0% 0.0% -4.0% $ 1,513,548 $ 1,513,548 $ $ 77,856 77,856 5.4% 5.4% $ 1,513,548 $ 1,513,548 $ $ (58,696) (58,696) -4.0% -4.0% $ Expenditure Activity Narrative: This activity’s purpose was modified in FY 2014 and the result measure is new. 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. 808 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % 77.3% 109.3% 91.9% 82.9% (26.3%) -24.1% Percent youth who report an increased ability to make healthy decisions as measured by the pre- and post-Youth Development Inventory Number youth educated 242 200 298 381 181 90.5% Anticipated number youth to be educated 242 200 298 381 181 90.5% Cost per youth educated $ 4,747.43 $ 5,219.14 $ 3,488.31 $ 2,576.75 $ 2,642.38 50.6% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 985,344 985,344 $ 1,054,200 $ 1,054,200 $ 1,039,515 $ 1,039,515 $ $ 981,742 981,742 $ $ (72,458) (72,458) -6.9% -6.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,148,877 $ 1,148,877 $ 1,043,827 $ 1,043,827 $ 1,039,515 $ 1,039,515 $ $ 981,742 981,742 $ $ 62,085 62,085 5.9% 5.9% Expenditure Activity Narrative: This program has experienced an upward trend in the number of youth educated since FY 2011. It is anticipated the trend will continue into FY 2014. Well Woman Health Check Activity The purpose of the Well Woman Health Check 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 2012 ACTUAL 100.0% $ 4,807 4,807 184.17 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 532 - PUBLIC HEALTH GRANTS TOTAL USES FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 3,000 3,000 227.84 $ 4,284 4,284 192.34 $ 1,048,003 $ 1,048,003 $ $ 682,000 682,000 $ $ $ $ $ $ 683,527 683,527 $ $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 3,000 3,000 344.00 $ (116.16) 0.0% 0.0% -51.0% 824,000 824,000 $ 1,032,000 $ 1,032,000 $ $ 350,000 350,000 51.3% 51.3% 824,000 824,000 $ 1,032,000 $ 1,032,000 $ $ (348,473) (348,473) -51.0% -51.0% $ Expenditure 885,304 885,304 Activity Narrative: The additional funding received from the State of Arizona requires conducting additional exams/screenings which are not reflected in the demand or output. The Department will review this activity description and measures in the FY 2015 Strategic Business Plan Update process. 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 2012 ACTUAL 75.7% FY 2013 FY 2013 REVISED FORECAST 58.0% 77.5% Activities that comprise this program include:  Healthcare for the Homeless 809 FY 2014 ADOPTED 90.8% REV VS ADOPTED VAR % 32.8% 56.6% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 75.7% 58.0% 77.5% 90.8% 32.8% 56.6% 11,875 28,160 24,732 25,254 (2,906) -10.3% 12,022 28,927 26,590 28,019 (908) -3.1% $ 257.43 $ 85.91 $ 96.44 $ 97.01 $ (11.10) -12.9% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 3,035,133 $ 3,035,133 $ 2,422,525 $ 2,422,525 $ 2,385,115 $ 2,385,115 $ 2,449,903 $ 2,449,903 $ $ 27,378 27,378 1.1% 1.1% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 3,056,939 $ 3,056,939 $ 2,419,256 $ 2,419,256 $ 2,385,115 $ 2,385,115 $ 2,449,903 $ 2,449,903 $ $ (30,647) (30,647) -1.3% -1.3% Expenditure Activity Narrative: The Department inaccurately estimated the percent of visits made in the clinic while planning for the FY 2013 Revised budget. Consequently, the FY 2013 Forecast result measure was increased to correctly represent the percent of visits made in the clinic. Based on the upward trend of FY 2013 actual results, the Department anticipates the percent of visits made in the clinic to continue to increase throughout FY 2014. 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 2012 ACTUAL 83.3% FY 2013 FY 2013 REVISED FORECAST 90.4% 84.6% FY 2014 ADOPTED 85.7% REV VS ADOPTED VAR % -4.7% -5.2% 74.4% 96.0% 89.5% 82.1% -13.9% -14.5% 50.2% 46.0% 51.7% 56.4% 10.4% 22.6% 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 810 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 of client visits Anticipated number of client visits Cost per client visit FY 2012 ACTUAL 83.3% $ 2,234 2,234 181.28 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2013 FY 2013 REVISED FORECAST 90.4% 84.6% $ 2,600 2,600 181.14 $ 1,980 1,980 325.53 531,882 531,882 $ $ 438,122 438,122 $ $ 404,981 404,981 $ $ 470,962 470,962 $ $ FY 2014 ADOPTED 85.7% REV VS ADOPTED VAR % (4.7%) -5.2% $ 1,368 1,368 536.69 $ (1,232) (1,232) (355.55) -47.4% -47.4% -196.3% 644,554 644,554 $ $ 734,187 734,187 $ $ 296,065 296,065 67.6% 67.6% 644,554 644,554 $ $ 734,187 734,187 $ $ (263,225) (263,225) -55.9% -55.9% Expenditure Activity Narrative: Revenue and expenditures are increasing in FY 2014 due to an increase 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. Mandates: AZ Admin Code R9-6-339 mandates the procedures that the State Department of Health expects from the county, if the county selects to engage in HIV testing. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of cases closed within 30 business days Percent of cases where at least one contact was notified of exposure Number of positive HIV cases investigated Number of positive HIV case reports received Cost per positive HIV case investigated FY 2012 ACTUAL 74.4% FY 2013 FY 2013 REVISED FORECAST 96.0% 89.5% 50.2% $ 484 950 617.80 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 46.0% $ 500 1,000 680.86 83,056 83,056 $ $ 299,014 299,014 $ $ FY 2014 ADOPTED 82.1% 51.7% $ 474 875 238.39 373,270 373,270 $ $ 340,430 340,430 $ $ REV VS ADOPTED VAR % (13.9%) -14.5% 56.4% 10.4% 22.6% -6.4% -24.4% 68.3% $ 468 756 215.82 $ (32) (244) 465.04 112,998 112,998 $ $ 101,006 101,006 $ $ (272,264) (272,264) -72.9% -72.9% 112,998 112,998 $ $ 101,006 101,006 $ $ 239,424 239,424 70.3% 70.3% Expenditure Activity Narrative: Revenue and expenditures are decreasing in FY 2014 due to a decrease 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. 811 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 88.0% FY 2013 FY 2013 REVISED FORECAST 87.3% 93.4% FY 2014 ADOPTED 88.1% REV VS ADOPTED VAR % 0.8% 0.9% 44.6% 49.0% 51.8% 50.0% 1.0% 2.0% 94.3% 90.7% 98.1% 89.7% -0.9% -1.0% 93.4% 94.4% 94.4% 94.0% -0.4% -0.4% Activities that comprise this program include:  Adult Immunization & Foreign Travel Services  Immunization Education  Childhood Immunizations Adult Immunization & Foreign Travel Services Activity The purpose of the Adult Immunization and Foreign Travel Services Activity is to provide recommended immunizations to individuals so they can avoid contracting a variety of preventable diseases. Mandates: Not mandated. 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 2012 ACTUAL 88.0% $ 2,857 2,857 93.02 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ 265 - PUBLIC HEALTH FEES TOTAL USES $ $ FY 2013 FY 2013 REVISED FORECAST 87.3% 93.4% $ 2,762 2,762 90.86 $ 2,344 2,344 103.13 285,369 285,369 $ $ 250,000 250,000 $ $ 265,765 265,765 $ $ 250,953 250,953 $ $ FY 2014 ADOPTED 88.1% $ 2,800 2,800 102.14 241,738 241,738 $ $ 241,738 241,738 $ $ REV VS ADOPTED VAR % 0.8% 0.9% $ 38 38 (11.28) 1.4% 1.4% -12.4% 286,000 286,000 $ $ 36,000 36,000 14.4% 14.4% 286,000 286,000 $ $ (35,047) (35,047) -14.0% -14.0% Expenditure Activity Narrative: As the economy continues to recover the need for adult immunizations is expected to increase to meet the demand for those travelling abroad. Consequently, personnel expenses are anticipated to increase in FY 2014 to provide the increased number of immunizations. Base Adjustments: Public Health Fee Fund (265)  Increase revenues by $36,000 and operating expenditures by $36,000 as a result of the expected increase in the number of immunizations provided. 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 812 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 44.6% $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,292,848 158,528 $ 1,451,376 $ 2,880,193 360,000 $ 3,240,193 $ 2,860,687 735,946 $ 3,596,633 $ 2,507,105 1,132,984 $ 3,640,089 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ 138,596 138,596 19.88 FY 2013 FY 2013 REVISED FORECAST 49.0% 51.8% $ 175,000 175,000 23.67 $ 126,257 126,257 35.25 FY 2014 ADOPTED 50.0% $ 175,000 175,000 25.60 REV VS ADOPTED VAR % 1.0% 2.0% $ $ (1.93) 0.0% 0.0% -8.1% (373,088) 772,984 399,896 -13.0% 214.7% 12.3% 84,474 357,413 (779,165) (337,278) 9.1% 12.5% -220.2% -8.1% Expenditure 848,389 1,682,416 225,111 $ 2,755,916 924,217 2,864,518 353,819 $ 4,142,554 918,884 2,860,687 670,670 $ 4,450,241 839,743 2,507,105 1,132,984 $ 4,479,832 $ Activity Narrative: The funding structure for this Activity is changing because of the Affordable Healthcare Act. In FY 2014, grant funds are decreasing as private insurance companies are now required to cover all childhood vaccinations free-of-charge to the client. As a result, the Department is able to seek more immunization reimbursements from insurance companies. Thus, it is anticipated the Public Health Fee fund revenue will increase 214.7% from the FY 2013 Revised budget. Base Adjustments: Public Health Fee Fund (265)  Increase revenues by $772,984 and operating expenditures by $771,776 as a result of fee collection from third parties (e.g. insurance companies). Immunization Education Activity The purpose of the Immunization Education Activity is to provide education and training to school staff, day care providers, immunization providers and members of the community so they can increase immunization rates for their clients. Mandates: ARS §36-673 mandates that the local health department provide all required immunizations for school children attending school, train school nurses upon request of schools to administer immunizations, and coordinate with schools to ensure compliance with required immunizations. Measure Type Result Result Output Demand Efficiency Expenditure REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of children aged 2-5 in child care 94.3% 90.7% 98.1% 89.7% (0.9%) -1.0% facilities that are up-to-date with all required immunizations 93.4% 94.4% 94.4% 94.0% (0.4%) -0.4% Percent of children >5 in schools that are up-todate with all the immunizations required to attend school Number individuals educated 1,525 2,000 1,545 2,000 0.0% Anticipated number individuals to be educated 1,525 2,000 1,545 2,000 0.0% Cost per individual educated $ 66.15 $ 51.09 $ 36.22 $ 36.71 $ 14.37 28.1% 100 - GENERAL TOTAL USES $ $ 100,873 100,873 $ $ 813 102,170 102,170 $ $ 55,960 55,960 $ $ 73,429 73,429 $ $ 28,741 28,741 28.1% 28.1% Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The demand for this activity is hard to determine because it is conducted primarily through community events. Funding for this activity is adjusted downward in FY 2014 based on the FY 2013 Forecast demand and expenditures. 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 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 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% 21.5% 96.8% 21.7% 96.0% 20.9% 96.8% 21.1% 96.0% -0.6% 0.0% -2.8% 0.0% 75.0% 70.0% 71.7% 70.0% 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:  Public Health Laboratory  Hansen’s Disease Treatment  STD Examinations & Treatments  Tuberculosis Surveillance & Investigations    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. 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 2012 ACTUAL 100.0% $ 159,826 159,826 3.29 $ $ 525,655 525,655 FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 155,000 155,000 3.80 $ $ 589,205 589,205 $ 160,233 160,233 3.91 $ $ 626,881 626,881 FY 2014 ADOPTED 100.0% $ 165,000 165,000 3.65 $ $ 602,624 602,624 REV VS ADOPTED VAR % 0.0% 0.0% $ 10,000 10,000 0.15 6.5% 6.5% 3.9% $ $ (13,419) (13,419) -2.3% -2.3% Activity Narrative: The increase in lab tests requested is the result of inmate testing services in the jail and also due to the express testing offered in the Sexually Transmitted Disease (STD) Clinic. 814 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Although testing is expected to increase based on the trends of FY 2013, the Department has increased efficiency by decreasing costs through purchasing equipment that enables quicker processing times. 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 Number of people receiving treatment Number of people requesting treatment Cost per person treated FY 2012 ACTUAL 100.0% $ 53 53 511.83 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 63 63 440.02 $ 46 46 508.59 31,850 31,850 $ $ 27,721 27,721 $ $ 27,127 27,127 $ $ 27,721 27,721 $ $ FY 2014 ADOPTED 100.0% $ 57 57 583.42 23,395 23,395 $ $ 23,395 23,395 $ $ REV VS ADOPTED VAR % 0.0% 0.0% $ (6) (6) (143.41) -9.5% -9.5% -32.6% 33,255 33,255 $ $ 5,534 5,534 20.0% 20.0% 33,255 33,255 $ $ (5,534) (5,534) -20.0% -20.0% Expenditure Activity Narrative: There were no incident cases reported in calendar year 2012 for Hansen’s Disease. Therefore, the Department expects to see only continuing cases of patients receiving treatment in FY 2014. 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 1,183,276 1,282 $ 1,184,558 $ 1,343,525 5,000 $ 1,348,525 $ 1,410,052 1,091 $ 1,411,143 $ 1,223,956 5,000 $ 1,228,956 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ $ $ $ 1,844 1,850 782.97 $ 1,739 1,750 842.74 $ 2,123 2,127 715.97 FY 2014 ADOPTED 100.0% $ 1,978 1,998 676.40 REV VS ADOPTED VAR % 0.0% 0.0% $ $ 239 248 166.34 13.7% 14.2% 19.7% (119,569) (119,569) -8.9% 0.0% -8.9% (1,431) 129,033 127,602 -1.3% 9.5% 0.0% 8.7% Expenditure 118,828 1,324,966 $ 1,443,794 107,531 1,352,989 5,000 $ 1,465,520 108,871 1,410,052 1,072 $ 1,519,995 108,962 1,223,956 5,000 $ 1,337,918 $ Activity Narrative: Based on the actual number of refugees screened in FY 2012, it is anticipated that the demand will increase in FY 2014. Even with the anticipated increase in demand and the decrease in grant funding, the Department does expect to screen all refugees within 30 days of arrival in the country by achieving efficiencies in health care services and medical supplies. 815 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget STD Examinations and Treatment Activity The purpose of the STD Examinations & Treatment Activity is to provide exams, diagnosis and treatment services to people who have or may have contracted an STD so that they can be disease free. Mandates: AZ Admin Code R9-6-312 requires that the local health agency treat anyone potentially exposed to Chlamydia for the disease. R9-6-330 requires that the local health agency treat anyone potentially exposed to gonorrhea for the disease. R9-6-368 requires that the local health agency treat anyone potentially exposed to syphilis for the disease. Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of clients who test positive for a STD Percent of clients testing positive who received treatment Number of STD client visits Anticipated number of STD client visits Cost per client visit FY 2012 ACTUAL 21.5% 96.8% $ $ 20,522 21,042 70.12 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES 26,069 299,400 325,469 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,118,590 23,515 296,798 $ 1,438,903 FY 2013 FY 2013 REVISED FORECAST 21.7% 20.9% 96.0% 96.8% $ $ $ 18,500 19,000 80.83 46,838 290,000 336,838 $ $ $ 20,029 20,244 69.94 46,996 304,031 351,027 FY 2014 ADOPTED 21.1% 96.0% $ $ $ 20,100 20,250 75.21 44,919 300,000 344,919 REV VS ADOPTED VAR % (0.6%) -2.8% 0.0% 0.0% $ $ $ 1,600 1,250 5.63 8.6% 6.6% 7.0% (1,919) 10,000 8,081 -4.1% 3.4% 2.4% (12,788) 2,077 (5,517) (16,228) -1.1% 4.4% -1.9% -1.1% Expenditure $ 1,153,927 46,996 294,483 $ 1,495,406 $ 1,052,638 46,996 301,289 $ 1,400,923 $ 1,166,715 44,919 300,000 $ 1,511,634 $ $ Base Adjustments: Public Health Fee Fund (265)  Increase revenues by $10,000 and operating expenditures by $5,517 based on the FY 2012 Actuals and FY 2013 forecasted revenue and expenditures. 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. 816 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent case investigations closed within 7 business days Number of cases investigated Number of positive STD case reports received Cost per case investigate FY 2012 ACTUAL 75.0% FY 2013 FY 2013 REVISED FORECAST 70.0% 71.7% $ 177.52 $ 204.37 $ 185.52 $ 196.97 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 400,741 400,741 $ $ 336,779 336,779 $ $ 338,571 338,571 $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 655,245 386,983 46,516 $ 1,088,744 $ 736,173 336,779 $ 1,072,952 $ 799,031 338,571 $ 1,137,602 $ 6,133 27,067 5,250 23,000 FY 2014 ADOPTED 70.0% 6,132 22,308 REV VS ADOPTED VAR % 0.0% 0.0% 5,250 23,000 - 0.0% 0.0% $ 7.40 3.6% 343,247 343,247 $ $ 6,468 6,468 1.9% 1.9% 690,867 343,247 $ 1,034,114 $ 45,306 (6,468) 38,838 6.2% -1.9% N/A 3.6% 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 2012 ACTUAL 100.0% $ 101 459 2,901.14 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 61 402 8,565.66 $ 65 424 6,828.00 5,466 5,466 $ $ 197,606 197,606 $ $ 263,858 29,157 293,015 $ 317,375 205,130 522,505 $ FY 2014 ADOPTED 100.0% $ 67 464 8,772.33 174,717 174,717 $ $ 269,103 174,717 443,820 $ REV VS ADOPTED VAR % 0.0% 0.0% $ 6 62 (206.67) 9.8% 15.4% -2.4% 270,734 270,734 $ $ 73,128 73,128 37.0% 37.0% 317,012 270,734 587,746 $ 363 (65,604) (65,241) 0.1% -32.0% -12.5% Expenditure $ $ $ $ $ Activity Narrative: Funding increase is reflective of the grant-funded Tuberculosis Research program. 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. 817 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 100.0% 7,928 7,928 266.87 $ $ FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES 570,122 65,494 635,616 $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ 1,552,405 498,005 65,303 $ 2,115,713 $ $ $ 7,818 7,818 255.38 522,162 75,000 597,162 $ $ $ 7,411 7,411 265.69 520,656 64,041 584,697 FY 2014 ADOPTED 100.0% $ $ 7,851 7,851 255.80 REV VS ADOPTED VAR % 0.0% 0.0% $ 524,420 105,000 629,420 $ $ 1,378,846 524,420 105,000 $ 2,008,266 $ $ $ 33 33 (0.42) 0.4% 0.4% -0.2% 2,258 30,000 32,258 0.4% 40.0% 5.4% 10,262 (2,258) (19,715) (11,711) 0.7% -0.4% -23.1% -0.6% Expenditure $ 1,389,108 522,162 85,285 $ 1,996,555 $ 1,385,948 520,656 62,440 $ 1,969,044 $ Base Adjustments: Public Health Fee Fund (265)  Increase revenues by $30,000 and operating expenditures by $19,715 due to an expected increase in the number of clients served. Performance Improvement Program The purpose of the Performance Improvement Program is to provide technical assistance to Maricopa County Department of Public Health program managers so they can increase program effectiveness as evidenced by successfully gaining accreditation. Program Results Measure Description Percent of programs completing accreditation prerequisites FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A Activities that comprise this program include:  Performance Improvement Performance Improvement Activity The purpose of the Performance Improvement Activity is to provide technical assistance to Maricopa County Department of Public Health program managers so they can increase program effectiveness as evidenced by successfully gaining accreditation. Mandates: Not mandated. 818 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Measure Description Percent of programs completing accreditation prerequisites Number of technical assistance sessions provided Anticipated number of technical assistance sessions requested Cost per technical assistance session provided FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 10 N/A N/A N/A N/A N/A 10 N/A N/A N/A N/A N/A $ 25,906.80 N/A N/A Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 201,402 201,402 $ $ 316,049 316,049 $ $ 301,836 301,836 $ $ 259,068 259,068 $ $ (56,981) (56,981) -18.0% -18.0% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 220,880 220,880 $ $ 326,308 326,308 $ $ 301,836 301,836 $ $ 259,068 259,068 $ $ 67,240 67,240 20.6% 20.6% Expenditure Activity Narrative: This is a new activity in FY 2014. 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 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 Percent of dietetic interns who successfully complete the internship Percent of classroom students eating more fruits & vegetables post nutrition education session FY 2012 ACTUAL 84.4% 94.6% FY 2013 FY 2013 REVISED FORECAST 84.0% 81.7% 94.0% 94.0% FY 2014 ADOPTED 84.0% 94.6% REV VS ADOPTED VAR % -0.0% -0.0% 0.6% 0.6% N/A N/A N/A N/A N/A N/A N/A 88.9% N/A N/A N/A N/A N/A N/A N/A 75.0% N/A N/A Activities that comprise this program include:  Women Infants and Children  Child Passenger Safety  Dietetic Internship   Nutrition Education and Obesity Prevention Activity Public Health Policy Development 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. 819 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of people who indicate they always use a car seat to protect their child(ren) from injury Number of people educated Anticipated number of people to be educated Cost per person educated FY 2012 ACTUAL 94.6% $ 7,277 7,277 151.40 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES FY 2013 FY 2013 REVISED FORECAST 94.0% 94.0% $ 5,000 5,000 188.38 $ 13,293 13,293 72.91 $ 1,080,650 $ 1,080,650 $ $ 857,409 857,409 $ $ $ $ 107,223 834,675 941,898 $ FY 2014 ADOPTED 94.6% $ 2,700 2,700 341.43 851,989 851,989 $ $ 117,254 851,989 969,243 $ REV VS ADOPTED VAR % 0.6% 0.6% $ (2,300) (2,300) (153.05) -46.0% -46.0% -81.2% 807,269 807,269 $ $ (50,140) (50,140) -5.8% -5.8% 114,584 807,269 921,853 $ (7,361) 27,406 20,045 -6.9% 3.3% 2.1% Expenditure 172,272 929,467 $ 1,101,739 $ $ $ $ Activity Narrative: The variance in the number of people educated is due to the level of attendance in the community outreach events. Based on the expected number of community outreach events in FY 2014, the number of people educated is anticipated to decrease by 2,300 people. Dietetic Internship Activity The purpose of the Dietetic Internship Activity is to provide a quality public health focused, supervised practice program to baccalaureate trained dietetic graduates so they can become competent entry level dietetic practitioners who will serve the public as Registered Dietitians. Mandates: Not mandated. Measure Type Result Output Demand Efficiency Measure Description Percent of dietetic interns who successfully complete the internship Number of dietetic graduates matched to participate Number of dietetic graduates who apply for selection Cost per dietetic graduate matched to participate FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 88.9% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 9 N/A N/A N/A N/A N/A 90 N/A N/A N/A N/A N/A $ 10,956.22 N/A N/A 81,114 17,492 98,606 N/A N/A N/A (81,114) (17,492) (98,606) N/A N/A N/A Revenue 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ $ - $ $ - $ $ - $ $ 81,114 17,492 98,606 $ $ Expenditure 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ - $ $ - $ $ - $ $ 81,114 17,492 98,606 $ $ Activity Narrative: This is a new activity in FY 2014. Base Adjustments: Public Health Fee Fund (265)  Increase revenues by $17,492 and operating expenditures by $17,492 as this is a new activity in FY 2014. Nutrition Education and Obesity Prevention Activity The purpose of the Nutrition Education and Obesity Prevention Activity is to provide nutrition education, interventions and resources to individuals, groups and agencies so they can adopt healthier lifestyles and reduce chronic disease. 820 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Mandates: Not mandated. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of classroom students eating more fruits & vegetables post nutrition education session Number of nutrition education interventions provided Anticipated number of nutrition education interventions requested Cost per nutrition education intervention FY 2012 ACTUAL N/A 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 100 - GENERAL 532 - PUBLIC HEALTH GRANTS 265 - PUBLIC HEALTH FEES TOTAL USES $ $ FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 75.0% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 37,000 N/A N/A N/A N/A N/A 37,000 N/A N/A N/A N/A N/A $ 83.89 N/A N/A 334,071 17,440 351,511 $ 2,113,038 17,492 $ 2,130,530 $ 1,769,310 17,419 $ 1,786,729 $ 2,803,294 $ 2,803,294 $ 690,256 (17,492) 672,764 32.7% -100.0% 31.6% 327,996 350,837 17,923 696,756 $ $ $ $ 6,343 (692,807) 17,492 (668,972) 2.1% -32.8% 100.0% -27.5% $ Expenditure $ 307,050 2,110,487 17,492 $ 2,435,029 277,519 1,769,310 12,174 $ 2,059,003 300,707 2,803,294 $ 3,104,001 $ Activity Narrative: This activity has been repurposed for FY 2014 and all new measures have been created. Due to a program change, this activity’s grant funding is increasing by 32.7% in FY 2014. Base Adjustments: Public Health Fee Fund (265)  Decrease Nutrition Education and Obesity Prevention Activity by $17,492 because the revenue and expenditures were transferred to the new Dietetic Internship activity. 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. Measure Type Result Output Demand Efficiency Revenue Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Rate of (disease) per 100,000 population N/A N/A N/A N/A N/A N/A Number of new policies developed 4 24 8 10 (14) -58.3% Number of new policies anticipated 4 24 8 10 (14) -58.3% Total activity expenditure per policy developed $ 206,534.50 $ 77,274.21 $ 193,742.75 $ 167,098.80 $ (89,824.59) -116.2% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 461,888 461,888 $ 1,146,183 $ 1,146,183 $ 1,096,160 $ 1,096,160 $ 1,002,366 $ 1,002,366 $ $ (143,817) (143,817) -12.5% -12.5% 100 - GENERAL 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 405,669 420,469 826,138 $ $ $ $ 40,235 143,358 183,593 5.7% 12.5% 9.9% Expenditure $ 708,857 1,145,724 $ 1,854,581 453,782 1,096,160 $ 1,549,942 668,622 1,002,366 $ 1,670,988 $ Activity Narrative: Policy development continues to be an essential activity for the Department as policies and policy guidance provided have assisted in achieving results in other Departmental activities, such as with childhood obesity and tobacco use. Based on policy development in FY 2013, it is anticipated that the Department will develop ten new policies in FY 2014. 821 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Base Adjustments: General Fund (100)  Decrease Public Health Policy Development Activity by $40,235 based on lower than anticipated expenditures in FY 2013. 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 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 84.4% 84.0% 81.7% 84.0% (0.0%) -0.0% 885,146 912,000 876,929 900,000 (12,000) -1.3% 885,146 912,000 876,929 900,000 (12,000) -1.3% $ 10.56 $ 11.04 $ 11.70 $ 10.76 $ 0.28 2.6% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 9,342,715 $ 9,342,715 $ 10,075,261 $ 10,075,261 $ 10,256,057 $ 10,256,057 $ 9,684,415 $ 9,684,415 $ $ (390,846) (390,846) -3.9% -3.9% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 9,344,561 $ 9,344,561 $ 10,071,592 $ 10,071,592 $ 10,256,057 $ 10,256,057 $ 9,684,415 $ 9,684,415 $ $ 387,177 387,177 3.8% 3.8% Expenditure Public Health Preparedness and Response Program The purpose of the Public Health Preparedness and Response Program is to provide preparedness plans, training, exercises and education to Maricopa County residents and community partners so they can successfully respond to a public health emergency. Program Results Measure Description Percent of those trained who indicate understanding of their roles and responsibilities in a public health emergency Percent of exercise evaluations rated as good or excellent FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 94.1% 95.0% 94.9% FY 2014 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 5.0% 5.3% 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. 822 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Demand Efficiency Revenue Measure Description Percent of those trained who indicate understanding of their roles and responsibilities in a public health emergency Percent of exercise evaluations rated as good or excellent Number of people trained Number of people requiring training Cost per person trained FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 5,028,967 $ 5,028,967 $ 3,370,306 $ 3,370,306 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 3,691,887 $ 3,691,887 $ 3,361,004 $ 3,361,004 94.1% 95.0% 3,562 3,562 1,036.46 $ 3,500 3,500 960.29 FY 2014 ADOPTED 100.0% 94.9% 100.0% 5.0% 5.3% -28.6% -28.6% -16.6% 2,500 2,500 1,119.72 $ (1,000) (1,000) (159.43) $ 3,267,895 $ 3,267,895 $ 2,799,288 $ 2,799,288 $ $ (571,018) (571,018) -16.9% -16.9% $ 3,267,895 $ 3,267,895 $ 2,799,288 $ 2,799,288 $ $ 561,716 561,716 16.7% 16.7% $ 3,704 3,704 882.26 REV VS ADOPTED VAR % 0.0% 0.0% $ Expenditure Activity Narrative: The decrease in the number of people trained in FY 2014 is due to no remaining funds to carry forward from FY 2013 as compared to prior fiscal years. It is expected that this funding will continue to decrease in future years. 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 FY 2012 ACTUAL 71.7% FY 2013 FY 2013 REVISED FORECAST 55.9% 55.9% FY 2014 ADOPTED 73.0% REV VS ADOPTED VAR % 17.1% 30.6% Activities that comprise this program include:  Ryan White Dental Insurance 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. 823 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 71.7% $ FY 2013 FY 2013 REVISED FORECAST 55.9% 55.9% FY 2014 ADOPTED 73.0% REV VS ADOPTED VAR % 17.1% 30.6% 825 900 612 825 (75) -8.3% 825 900 612 825 (75) -8.3% -19.5% 1,995.00 $ 1,393.51 $ 2,050.50 $ 1,665.15 $ (271.64) Revenue 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,371,870 $ 1,371,870 $ 1,254,157 $ 1,254,157 $ 1,254,903 $ 1,254,903 $ 1,373,745 $ 1,373,745 $ $ 119,588 119,588 9.5% 9.5% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,645,878 $ 1,645,878 $ 1,254,157 $ 1,254,157 $ 1,254,903 $ 1,254,903 $ 1,373,745 $ 1,373,745 $ $ (119,588) (119,588) -9.5% -9.5% Expenditure Activity Narrative: As a result of the grantor moving from a fully insured dental insurance program to a self-funded dental insurance program, there is a programmatic change to cost share dental expenses with applicants. Consequently, the Department expects a decrease in enrollment in FY 2014. However, based on the results achieved in FY 2012 the Department anticipates the percent of clients enrolled for the entire plan year who had a dental exam to increase by 30.6%. Tobacco Use Prevention Program The purpose of the Tobacco Use Prevention program is to provide education and technical assistance to children and adults in Maricopa County so they can avoid tobacco use and secondhand smoke. Program Results Measure Description Rate of tobacco use among adults in Maricopa County Percent of trained dental practices referring tobacco-using patients to community services Percentage of inspected facilities in compliance FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 16.0% 16.0% FY 2014 ADOPTED 13.0% REV VS ADOPTED VAR % -3.0% -19.0% N/A 84.4% 71.8% 66.7% -17.8% -21.1% 76.1% 59.5% 70.2% 59.3% -0.3% -0.4% 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. 824 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 16.0% 16.0% $ 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ 1,560,311 $ 1,560,311 $ 1,809,263 $ 1,809,263 532 - PUBLIC HEALTH GRANTS TOTAL USES $ 1,660,251 $ 1,660,251 $ 1,782,495 $ 1,782,495 22,731 22,731 73.04 20,000 20,000 $ 89.12 FY 2014 ADOPTED 13.0% 20,186 20,186 $ 78.72 REV VS ADOPTED VAR % (3.0%) -19.0% 20,000 20,000 $ (4.74) 0.0% 0.0% 93.86 $ -5.3% $ 1,588,943 $ 1,588,943 $ 1,877,196 $ 1,877,196 $ $ 67,933 67,933 3.8% 3.8% $ 1,588,943 $ 1,588,943 $ 1,877,196 $ 1,877,196 $ $ (94,701) (94,701) -5.3% -5.3% Expenditure Activity Narrative: The expected decrease in the rate of tobacco use among adults in FY 2014 is the positive impact of anti-smoking campaigns on the campuses of Arizona State University and Maricopa Community Colleges. 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. Measure Type Result Measure Description Percent of trained dental practices referring tobacco-using patients to community services FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 84.4% 71.8% Output Demand Number of dental practices trained Number of dental practices requesting training Efficiency Revenue Cost per dental practice trained $ 198.31 $ 1,081.73 $ 1,248.15 $ 1,670.13 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ (5,556) $ (5,556) $ 48,678 48,678 $ $ 48,678 48,678 $ $ 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 36,687 36,687 48,678 48,678 $ $ 48,678 48,678 $ $ 185 185 45 45 FY 2014 ADOPTED 66.7% 39 39 REV VS ADOPTED VAR % (17.8%) -21.1% 30 30 (15) (15) -33.3% -33.3% $ (588.40) -54.4% 50,104 50,104 $ $ 1,426 1,426 2.9% 2.9% 50,104 50,104 $ $ (1,426) (1,426) -2.9% -2.9% Expenditure $ $ Activity Narrative: The requests for training from dental practices have decreased due to the availability of webcast seminars. Based on the FY 2013 Forecast, it is anticipated that the demand for training will continue to decrease in FY 2014. 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. 825 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of inspected facilities in compliance Number of inspections completed Number of inspections needed Cost per inspection REV VS ADOPTED FY 2012 FY 2013 FY 2013 FY 2014 ACTUAL REVISED FORECAST ADOPTED VAR % 76.1% 59.5% 70.2% 59.3% (0.3%) -0.4% 589 630 1,260 1,350 720 114.3% 589 630 1,260 1,350 720 114.3% $ 310.29 $ 1,199.26 $ 559.20 $ 578.66 $ 620.61 51.7% 532 - PUBLIC HEALTH GRANTS TOTAL SOURCES $ $ 126,647 126,647 $ $ 728,767 728,767 $ $ 704,591 704,591 $ $ 781,186 781,186 $ $ 52,419 52,419 7.2% 7.2% 532 - PUBLIC HEALTH GRANTS TOTAL USES $ $ 182,763 182,763 $ $ 755,535 755,535 $ $ 704,591 704,591 $ $ 781,186 781,186 $ $ (25,651) (25,651) -3.4% -3.4% Expenditure Activity Narrative: After receiving a substantial increase of grant funding in FY 2013, the Department was able to increase the number of inspections completed. It is expected that with an additional $52,419 in funding, the Department will be able to double their output in FY 2014 in comparison to FY 2013 Revised amount. 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 2012 ACTUAL 65.5% FY 2013 FY 2013 REVISED FORECAST 66.1% 63.2% FY 2014 ADOPTED 66.1% REV VS ADOPTED VAR % 0.0% 0.0% Activities that comprise this program include:  Birth and Death Certificates Birth and Death Certificates Activity The purpose of the Birth and Death Certificates Activity is to provide copies of birth and death certificates on request to individuals who are entitled to have them so that they can conduct their personal business in a timely manner. Mandates: AZ Admin Code R9-19-104 mandates that the local registrar of births and deaths promptly register certificates, be available for registrations, provide deposit transit permits, keep accurate records, and report all deaths to the medical examiner as required. ARS §36-302 mandates that the director of the State Department of Health be the state registrar of vital records and appoint local registrars to perform the duties and procedures proscribed by the director. ARS §36-322 requires the state registrar to seal a certificate and evidentiary documents when the state registrar amends the registered certificate. ARS §36-327 mandates that a permit is required to disinter human remains and establishes that the state registrar follow a specified priority in obtaining written consent prior to issuing the permit. ARS §36-329 mandates that every hospital, abortion clinic, physician or midwife provide the state registrar with a completed Fetal Death Certificate if the unborn child weighs more than 350 grams. ARS §36-338 set forth requirements and documentation necessary for the state registrar to issue a certificate of foreign birth. 826 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 65.5% $ FY 2013 FY 2013 REVISED FORECAST 66.1% 63.2% FY 2014 ADOPTED 66.1% REV VS ADOPTED VAR % 0.0% 0.0% 270,648 280,000 267,472 280,000 - 0.0% 270,648 280,000 267,472 280,000 - 0.0% 13.20 $ 13.79 $ 12.96 $ 14.84 $ (1.05) -7.6% Revenue 265 - PUBLIC HEALTH FEES TOTAL SOURCES $ 3,608,734 $ 3,608,734 $ 3,798,771 $ 3,798,771 $ 3,434,271 $ 3,434,271 $ 3,839,983 $ 3,839,983 $ $ 41,212 41,212 1.1% 1.1% 265 - PUBLIC HEALTH FEES TOTAL USES $ 3,573,790 $ 3,573,790 $ 3,860,609 $ 3,860,609 $ 3,466,571 $ 3,466,571 $ 4,154,336 $ 4,154,336 $ $ (293,727) (293,727) -7.6% -7.6% Expenditure Activity Narrative: Although not reflected in the output or demand, there will be a decrease in free copy issuance with the audits provided in the new State system. This will increase productivity on paid services and consequently increase revenue. Fund balance will be used to create a West Valley Vital Registration satellite office using the Mesa satellite office as the model. This satellite is expected to increase the number of certified copies of birth and death certificates requested as the location provides West Valley residents and partners a local, in-person option rather than using the State mail-in request form. Base Adjustments: Public Health Fee Fund (265)  Increase revenues by $41,212 and operating expenditures by $44,400 based on anticipated fee collection in FY 2013. Public Health Fee Fund (265) Non Recurring Non Project  Increase expenditures by $314,353 in order to use fund balance for the development of the Vital Registration West Valley satellite office. 827 Department Strategic Plans and Budgets Public Health Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 10,903,279 $ - FY 2013 Revised Budget $ 10,903,279 $ - FY 2014 Budget Target $ 10,903,279 $ - $ 28,295 $ 28,295 (28,295) $ (28,295) - $ (107,333) $ (107,333) - $ 10,795,946 $ -1.0% - $ (38,366) $ (38,366) - $ 10,757,580 $ -1.3% - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase Personnel Savings from 0% to 2.65% Right-size Epidemiological Reporting Activity Right-size Repairs and Maintenance Decrease Public Health Policy Development Activity Net decrease of Postage, Utilities, and Services Allocation In Increase Single Case Investigations and Interventions Activity Budget Balancing Budget Balancing Adjustment for Chairman's Budget FY 2014 Tentative Budget $ $ (261,773) (143,961) (41,602) (40,235) (25,303) 484,579 Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 828 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 4,859,263 $ 4,859,263 FY 2013 Revised Budget $ 4,859,263 $ 4,859,263 FY 2014 Budget Target $ 4,859,263 $ 4,859,263 $ 9,357 $ 9,357 880,839 $ 880,839 890,196 890,196 Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Nutrition Education and Obesity Prevention Activty Increase STD Examinations and Treatment Activty Increase Dietetic Internship Activty Increase Tuberculosis Testing and Treatment Activty Increase Adult Immunization Foreign Travel Services Activty Increase Birth and Death Certificates Activty Increase Childhood Immunizations Activty Agenda Item: $ $ (17,492) 10,000 17,492 30,000 36,000 41,212 772,984 FY 2014 Adopted Budget Percent Change from Target Amount $ 5,749,459 $ 5,749,459 18.3% 18.3% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 57,637 $ 57,637 - $ 57,637 $ - $ (57,637) $ (57,637) - $ - $ - $ 314,353 $ 314,353 - $ 314,353 $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Vital Registration West Valley Satellite Office - $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 829 314,353 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Fee Fund (265) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 5,248,170 $ 5,526,976 $ 5,526,976 $ 5,363,480 $ 5,382,183 Sources: Operating Total Sources: $ $ 4,489,314 4,489,314 $ $ 4,859,263 4,859,263 $ $ 4,859,263 4,859,263 $ $ 4,840,411 4,840,411 $ $ 5,749,459 5,749,459 $ $ $ 4,821,708 4,821,708 $ $ 4,859,263 57,637 4,916,900 $ $ 4,859,263 4,859,263 $ $ 4,132,080 241,925 4,374,005 $ 5,749,459 314,353 6,063,812 Structural Balance $ 357,234 $ - $ - $ 18,703 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 5,363,480 5,363,480 $ $ 5,526,976 5,526,976 $ $ 5,469,339 5,469,339 $ $ 5,382,183 5,382,183 $ $ 5,067,830 5,067,830 Uses: Operating Non-Recurring Total Uses: 830 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Public Health Public Health Grant Fund (532) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 40,041,018 $ 40,041,018 $ 2,790,927 $ 2,790,927 2,790,927 2,790,927 FY 2013 Revised Budget $ 42,831,945 $ 42,831,945 FY 2014 Budget Target $ 42,831,945 $ 42,831,945 $ 67,251 $ 67,251 - $ (557,750) $ (557,750) (155,687) $ (155,687) (490,499) (490,499) (155,687) (155,687) 42,185,759 $ -1.5% 42,185,759 -1.5% Adjustments: Grants, Donations and Intergovernmental Agreements Grants Public Health Grant Budget Appropriation Adjustment Agenda Item: C-86-13-038-M-00 Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Reallocations Reallocation Between Depts Reallocate Ryan White Planning Council Support to Business Strategies $ $ (155,687) FY 2014 Adopted Budget Percent Change from Target Amount $ Public Health Grant Fund (532) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ (4,688,246) $ (4,688,246) $ (4,688,246) $ (5,241,793) $ (5,241,793) Sources: Operating Total Sources: $ $ 44,584,412 44,584,412 $ $ 47,064,553 47,064,553 $ $ 49,855,480 49,855,480 $ $ 48,379,878 48,379,878 $ $ 49,590,797 49,590,797 $ 45,137,977 45,137,977 $ $ $ 48,379,878 48,379,878 $ $ 49,855,480 16,443 49,871,923 $ $ 47,064,553 47,064,553 $ 49,590,797 49,590,797 (553,565) $ - $ - $ - $ - - $ - $ - $ - Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Accounting Adjustments $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ 18 $ (5,241,793) (5,241,793) $ (4,688,246) (4,688,246) $ 831 (4,704,689) (4,704,689) $ (5,241,793) (5,241,793) $ (5,241,793) (5,241,793) Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder Analysis by Idamarie C. Flaherty, 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 2015, increase the percentage of documents recorded from digital and electronic sources to 80% 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 five operating Kiosks – Surprise NW Regional Library, Fountain Hills Library, Anthem North Valley Regional Library, White Tanks Branch Library and Queen Creek Branch Library. 832 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ 7,685,927 $ 51,676 143,461 7,881,064 $ 6,809,997 $ 50,000 140,000 6,999,997 $ 6,809,997 $ 50,000 140,000 6,999,997 $ 8,017,646 $ 58,621 153,804 8,230,071 $ 7,509,809 $ 50,000 140,000 7,699,809 $ 699,812 699,812 10.3% 0.0% 0.0% 10.0% $ $ - $ - $ 3 $ 3 $ 3 $ 3 $ - $ - $ 3 $ 3 $ - 0.0% 0.0% GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 27,261 $ 27,261 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A BUAS - BUSINESS APPLICATION DEV SUPP 99IT - INFORMATION TECHNOLOGY $ $ 4,258,798 $ 4,258,798 $ 4,167,000 $ 4,167,000 $ 4,167,000 $ 4,167,000 $ 4,492,741 $ 4,492,741 $ 4,575,000 $ 4,575,000 $ 408,000 408,000 9.8% 9.8% TOTAL PROGRAMS $ 12,167,123 $ FY 2012 ACTUAL 11,167,000 $ FY 2013 ADOPTED $ 788,481 $ 253,744 249,906 1,292,131 $ 897,932 $ 197,080 306,393 1,401,405 $ 897,932 $ 197,080 306,393 1,401,405 $ 811,224 $ 173,444 270,623 1,255,291 $ 892,999 $ 330,503 303,281 1,526,783 $ 4,933 (133,423) 3,112 (125,378) 0.5% -67.7% 1.0% -8.9% 116,826 $ 68,375 551,071 69,482 805,754 $ 117,100 $ 68,036 734,983 68,535 988,654 $ 117,100 $ 111,433 734,983 68,535 1,032,051 $ 116,806 $ 68,932 699,722 70,833 956,293 $ 117,862 $ 68,491 752,401 66,924 1,005,678 $ (762) 42,942 (17,418) 1,611 26,373 -0.7% 38.5% -2.4% 2.4% 2.6% $ 19,728 $ - 19,732 $ - 19,732 $ - 19,733 $ - 39,992 $ (20,718) (20,260) 20,718 -102.7% N/A $ 19,728 $ 19,732 $ 19,732 $ 19,733 $ 19,274 $ $ $ 5,078,772 $ 487,427 5,566,199 $ 4,145,800 $ 657,403 4,803,203 $ 4,145,800 $ 657,403 4,803,203 $ 3,811,227 $ 613,810 4,425,037 $ 4,649,508 $ 634,584 5,284,092 $ (503,708) 22,819 (480,889) -12.1% 3.5% -10.0% TOTAL PROGRAMS $ 7,683,812 $ 7,212,994 $ 7,256,391 $ 6,656,354 $ 7,835,827 $ (579,436) -8.0% PROGRAM / ACTIVITY USES DCOP - DOCUMENT OPERATIONS MCRO - MICROGRAPHICS MOUT - MAILOUT 36RP - RECORDER $ FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT BUAS - BUSINESS APPLICATION DEV SUPP HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY 11,167,000 $ 12,722,812 $ FY 2013 FY 2013 REVISED FORECAST 12,274,812 $ 1,107,812 9.9% FY 2014 REVISED VS ADOPTED ADOPTED VAR % 458 2.3% Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2012 ACTUAL 11,745,888 11,745,888 FY 2013 ADOPTED $ $ 27,261 $ 393,974 421,235 $ FY 2013 REVISED 10,781,803 $ 10,781,803 $ 15,000 370,197 385,197 $ $ 10,781,803 10,781,803 FY 2013 FORECAST $ $ 15,000 $ 370,197 385,197 $ 12,298,038 12,298,038 FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 11,889,615 11,889,615 $ $ 1,107,812 1,107,812 10.3% 10.3% 16,393 $ 408,381 424,774 $ 15,000 370,197 385,197 $ $ - 0.0% 0.0% 0.0% ALL REVENUES $ 12,167,123 $ 11,167,000 $ 11,167,000 $ 12,722,812 $ 12,274,812 $ 1,107,812 9.9% TOTAL SOURCES $ 12,167,123 $ 11,167,000 $ 11,167,000 $ 12,722,812 $ 12,274,812 $ 1,107,812 9.9% 833 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category (continued) CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 2,513,307 $ 43,354 916,084 13,939 3,486,684 $ 2,757,961 $ 53,022 1,044,907 4,140 3,860,030 $ 2,756,605 $ 53,022 1,046,263 47,537 3,903,427 $ 2,582,739 $ 49,626 977,426 41,365 3,651,156 $ 2,725,670 $ 26,500 1,050,457 3,802,627 $ 30,935 26,522 (4,194) 47,537 100,800 1.1% 50.0% -0.4% 100.0% 2.6% 311,693 $ 404,784 30,356 746,833 $ 651,712 $ 400,000 30,624 1,082,336 $ 651,712 $ 400,000 30,624 1,082,336 $ 600,882 $ 414,737 30,243 1,045,862 $ 1,300,500 $ 480,000 30,692 1,811,192 $ (648,788) (80,000) (68) (728,856) -99.6% -20.0% -0.2% -67.3% 314,745 $ 30,919 104,312 211,009 17,534 63,776 34,679 2,493 779,467 $ 783,726 $ 46,085 140,500 363,442 37,800 74,475 86,000 3,600 1,535,628 $ 783,726 $ 46,085 140,500 363,442 37,800 74,475 86,000 3,600 1,535,628 $ 828,595 $ 24,200 135,292 350,273 35,604 74,128 50,920 3,422 1,502,434 $ 464,891 $ 13,585 150,250 453,145 40,962 134,475 86,100 3,600 1,347,008 $ 318,835 32,500 (9,750) (89,703) (3,162) (60,000) (100) 188,620 40.7% 70.5% -6.9% -24.7% -8.4% -80.6% -0.1% 0.0% 12.3% $ - $ 2,670,828 2,670,828 $ 150,000 $ 585,000 735,000 $ 150,000 $ 585,000 735,000 $ 156,902 $ 300,000 456,902 $ 300,000 $ 575,000 875,000 $ ALL EXPENDITURES $ 7,683,812 $ 7,212,994 $ 7,256,391 $ 6,656,354 $ 7,835,827 $ (579,436) -8.0% TOTAL USES $ 7,683,812 $ 7,212,994 $ 7,256,391 $ 6,656,354 $ 7,835,827 $ (579,436) -8.0% 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 $ $ $ (150,000) -100.0% 10,000 1.7% (140,000) -19.0% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 7,881,064 $ 7,881,064 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 8,230,071 $ 8,230,071 $ 7,699,812 $ 7,699,812 $ 699,812 699,812 10.0% 10.0% $ FUND TOTAL SOURCES $ 4,286,059 $ 4,286,059 $ 4,167,000 $ 4,167,000 $ 4,167,000 $ 4,167,000 $ 4,492,741 $ 4,492,741 $ 4,575,000 $ 4,575,000 $ 408,000 408,000 9.8% 9.8% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 12,167,123 $ 12,167,123 $ FY 2012 ACTUAL 11,167,000 $ 11,167,000 $ FY 2013 ADOPTED 11,167,000 $ 11,167,000 $ FY 2013 REVISED 12,722,812 $ 12,722,812 $ FY 2013 FORECAST 12,274,812 $ 12,274,812 $ FY 2014 ADOPTED 236 RECORDERS SURCHARGE OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING 1,107,812 9.9% 1,107,812 9.9% REVISED VS ADOPTED VAR % $ FUND TOTAL USES $ 1,838,036 $ 1,838,036 $ 2,191,256 $ 2,191,256 $ 2,191,256 $ 2,191,256 $ 2,031,807 $ 2,031,807 $ 2,077,838 $ 2,077,838 $ 113,418 113,418 $ FUND TOTAL USES $ 2,782,246 $ 3,063,530 5,845,776 $ 3,486,738 $ 1,535,000 5,021,738 $ 3,486,738 $ 1,578,397 5,065,135 $ 3,374,547 $ 1,250,000 4,624,547 $ 3,557,989 $ 2,200,000 5,757,989 $ (71,251) (621,603) (692,854) -2.0% -39.4% -13.7% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 4,620,282 $ 3,063,530 $ 7,683,812 $ 5,677,994 $ 1,535,000 $ 7,212,994 $ 5,677,994 $ 1,578,397 $ 7,256,391 $ 5,406,354 $ 1,250,000 $ 6,656,354 $ 5,635,827 $ 2,200,000 $ 7,835,827 $ 42,167 (621,603) (579,436) 0.7% -39.4% -8.0% 236 RECORDERS SURCHARGE OPERATING NON-RECURRING 834 5.2% 5.2% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Recorder Staffing by Program and Activity PROGRAM/ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROCUREMENT PROGRAM TOTAL INFORMATION TECHNOLOGY BUSINESS APPLICATION DEV SUPP HELP DESK SUPPORT PROGRAM TOTAL RECORDER DOCUMENT OPERATIONS MAILOUT MICROGRAPHICS PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 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 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 21.00 5.00 26.00 22.00 5.00 27.00 23.00 5.00 28.00 21.00 5.00 26.00 (1.00) (1.00) (4.5%) 0.0% (3.7%) 25.00 4.00 1.00 30.00 63.00 24.00 4.00 1.00 29.00 62.00 24.00 4.00 1.00 29.00 63.00 24.00 4.00 1.00 29.00 64.00 24.00 4.00 1.00 29.00 62.00 (1.00) 0.0% 0.0% 0.0% 0.0% (1.6%) Staffing by Market Range Title MARKET RANGE TITLE Accounting Specialist Admin/Operations Specialist Administrative Manager Administrative Staff Supv Administrative Supervisor Applications Development Mgr Applications Development Supv Business/Systems Analyst Chief Deputy - Recorder Elected Executive Assistant Executive Assistant - Elected Official Help Desk Coordinator Help Desk Coordinator - Sr/Ld IS Architect 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 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 2.00 2.00 2.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 1.00 (1.00) (100.0%) 4.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 2.00 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% 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 4.00 4.00 4.00 4.00 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% 21.00 20.00 20.00 20.00 20.00 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% 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 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% 63.00 62.00 63.00 64.00 62.00 (1.00) (1.6% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 236 RECORDERS SURCHARGE Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 36.00 35.00 35.00 35.00 35.00 0.0% 27.00 27.00 28.00 29.00 27.00 (1.00) (3.6%) 63.00 62.00 63.00 64.00 62.00 (1.00) (1.6% ) 835 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Recorder General Adjustments General Fund (100) Personnel:   Increase Regular Benefits by $10,773 for the impact of changes in retirement contribution rates. Increase personnel savings by $20,718 based on the Chairman’s Office request. Base Adjustments:    Increase in Program Revenue $699,812. Decrease in expenditures due to reallocation of Internal Service Fund Charges $111,507. Increase Other Benefits and Internal Services Charges by $8,034 for the impact of the changes in Risk Management charges. Recorder’s Surcharge Fund (236) Personnel:   Increase Regular Benefits by $6,611 for the impact of changes in retirement contribution rates. Decrease in expenditures due to Personnel Savings adjustment $59,093. Base Adjustments:    Increase in Program Revenue $408,000. Increase in expenditures due to reallocation of Internal Service Fund Charges $111,507. Increase Other Benefits and Internal Services Charges by $12,226 for the impact of the changes in Risk Management charges. 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 90.0% 92.2% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 10.0% 11.1% 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% 100.0% 100.0% 3.0% 3.1% Activities that comprise this program include:  Document Operations  Micrographics  836 Mail out Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2014 Adopted Budget Document Operations Activity The purpose of the Document Operations Activity is to provide a public record of transactions for the general public so that they can conduct their personal and business activities expeditiously with the assurance that their transactions were executed in accordance with the law. Mandates: A.R.S. §11-461 establishes that the Recorder shall have custody of and shall keep all records, maps and papers deposited in the Recorder's Office, instruments offered for Recording, record identification to uniquely identify each instrument and to fix its position within the sequence of recordings, and record location to enable each instrument to be retrieved for purposes of inspection; A.R.S. §11-462 establishes the numeration of indices; A.R.S. §11-463 establishes the manner of keeping indices; A.R.S. §11-464 establishes that the Recorder shall record master forms in the official records, indexing the forms in such manner that they can be easily located; A.R.S. §11-465 establishes that the Recorder shall record, without fee, the discharge papers of officers and enlisted personnel of the military and naval forces of the United States; A.R.S. §11-466 establishes the Recorder shall file and record the certified copies of judgments affecting real property; A.R.S. §11-468 establishes place of recording instruments; A.R.S. §11-469 establishes the instruments are deemed recorded by indicating the time (hour, day, month and year of recording) and the record identification of the instrument; A.R.S. §11-470 establishes when an instrument authorized by law to be recorded is deposited in the recorder's office for record, the recorder shall give to the person depositing the instrument, if required, a receipt specifying the particulars thereof; A.R.S. §11-471 establishes the manner of recording; A.R.S. §11-472 establishes keeping of blotter; A.R.S. §11-473 establishes the inspection of records by any person; A.R.S. §11-474 establishes certification of copies of documents; A.R.S. §11-475 establishes the Recorder’s fees; A.R.S. §11-476 establishes the preservation of County records, transcription and certification; A.R.S. §11-477 establishes the liability for neglect or misfeasance; A.R.S. §11-478 establishes the reproduction and microphotography of records; A.R.S. §11-479 establishes the requirements and exceptions for destruction of records; A.R.S. §11-480 establishes the requirements for form of instruments; A.R.S. §11-481 establishes title and size prerequisites for recording maps and plats, recording fees, and exceptions; A.R.S. §11-482 establishes any recorded instrument may be incorporated by reference and that a legal description be sufficient to determine the physical location of real property; A.R.S. §11-483 establishes definitions for confidentiality for records maintained by County Recorder. Measure Type Result Result Output Output Demand Demand Efficiency Revenue REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % 100.0% 90.0% 92.2% 100.0% 10.0% 11.1% Percentage of customers satisfied with the 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. 1,101,879 850,000 1,189,668 1,130,000 280,000 32.9% Number of documents recorded digitally 862,210 595,000 885,576 880,000 285,000 47.9% Number of documents presented for recording 1,101,879 850,000 706,592 1,130,000 280,000 32.9% Number of documents presented for digital 862,210 595,000 885,576 880,000 285,000 47.9% recording Expenditure per document recorded $ 0.72 $ 1.06 $ 0.68 $ 0.79 $ 0.27 25.2% 100 - GENERAL TOTAL SOURCES $ 7,685,927 $ 7,685,927 $ 6,809,997 $ 6,809,997 $ 8,017,646 $ 8,017,646 $ 7,509,809 $ 7,509,809 $ $ 699,812 699,812 10.3% 10.3% 100 - GENERAL TOTAL USES $ $ $ $ $ $ $ $ $ $ 4,933 4,933 0.5% 0.5% Expenditure 788,481 788,481 837 897,932 897,932 811,224 811,224 892,999 892,999 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The FY 2014 revenue increase is based on the last three years of recordings. The increase in FY 2014 expenditures, as compared to FY 2013 Forecast, is due to the replacement of supplies and necessary staff training requirements. Mail Out Activity The purpose of the Mail Out Activity is to provide and prepare outgoing recorded documents for businesses and the general public so they can receive original documents in a timely manner for business and/or personal use. Mandates: A.R.S. §11-469 establishes that instrument shall be considered recorded from the time it is accepted for record. The recorder shall certify every instrument so recorded, indicating the hour, day, month and year of recording and the record identification of the instrument. The recorder upon demand shall make and deliver certified copies of instruments recorded in the Recorder’s Office. Measure Type Result Output Demand Efficiency Measure Description Percent of documents prepared for delivery within timeliness standards Number of documents prepared for delivery Number of documents recorded for delivery Expenditure per document prepared for delivery FY 2012 ACTUAL 100.0% $ 162,739 162,739 1.54 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ $ FY 2013 FY 2013 REVISED FORECAST 97.0% 100.0% $ 660,000 725,000 0.46 $ 160,034 160,034 1.69 143,461 143,461 $ $ 140,000 140,000 $ $ 249,906 249,906 $ $ 306,393 306,393 $ $ FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 3.0% 3.1% $ 165,000 165,000 1.84 (495,000) (560,000) (1.37) -75.0% -77.2% -295.9% $ 153,804 153,804 $ $ 140,000 140,000 $ $ - 0.0% 0.0% 270,623 270,623 $ $ 303,281 303,281 $ $ 3,112 3,112 1.0% 1.0% Revenue Expenditure Activity Narrative: The decrease in FY 2014 Mail Out Activity revenue, as compared to FY 2013 Forecast, is due to an increase in electronic filings which can be done by citizens at a reduced rate. The FY 2014 expenditure budget is increasing, as compared to the FY 2013 Forecast, due to the increased cost of retirement contributions. The current resources support the Department in meeting 100% of the documents delivered within the time standards. The FY 2013 Revised Output and Demand were recorded incorrectly, in that pages were counted instead of number of documents. Not all documents recorded for delivery are fully complete and correct which often creates a gap between the demand and output. 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. 838 Department Strategic Plans and Budgets Recorder Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 100.0% $ 299,533 299,533 0.85 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 236 - RECORDERS SURCHARGE TOTAL USES $ FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% $ 77,500 77,500 2.54 $ 251,592 251,592 0.69 51,676 51,676 $ $ 50,000 50,000 $ $ 43,649 210,095 253,744 $ 47,080 150,000 197,080 $ REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% $ 260,000 260,000 1.27 $ 182,500 182,500 1.27 235.5% 235.5% 50.0% 58,621 58,621 $ $ 50,000 50,000 $ $ - 0.0% 0.0% 44,767 128,677 173,444 $ 47,342 283,161 330,503 $ Expenditure $ $ $ $ $ (262) (133,161) (133,423) -0.6% -88.8% -67.7% Activity Narrative: The FY 2014 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 2013 Revised. The increase in expenditures for this activity is due to the conversion of old silver nitrate microfilm to polyester microfilm. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 2,191,256 $ 7,000,000 FY 2013 Revised Budget $ 2,191,256 $ 7,000,000 FY 2014 Budget Target $ 2,191,256 $ 7,000,000 $ 10,773 $ 10,773 - $ (111,507) $ (111,507) 699,812 699,812 - $ (20,718) $ (20,718) - $ 2,069,804 $ -5.5% 7,699,812 10.0% $ 8,034 $ 8,034 - $ 2,077,838 $ -5.2% 7,699,812 10.0% Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation of ISF Charges Between Funds Adjustments: Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ Agenda Item: FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 839 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 3,486,738 $ 4,167,000 FY 2013 Revised Budget $ 3,486,738 $ 4,167,000 FY 2014 Budget Target $ 3,486,738 $ 4,167,000 $ 6,611 6,611 (59,093) (59,093) 111,507 111,507 Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Personnel Savings Fees and Other Revenues ProgRevenue Volume Inc/Dec Reallocations Reallocation of ISF Charges Between Funds Agenda Item: $ $ $ FY 2014 Tentative Budget $ $ $ 408,000 408,000 - $ 3,545,763 $ 1.7% 4,575,000 9.8% $ 12,226 $ 12,226 - $ 3,557,989 $ 2.0% 4,575,000 9.8% Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges $ Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 43,397 $ 43,397 - $ 1,578,397 $ - $ (43,397) $ (43,397) - $ (935,000) (600,000) $ (600,000) - $ - $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 FY 2014 Budget Target Adjustments: Information and Communications Technology Other IT Non-Recurring 1,535,000 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Information and Communications Technology Other IT Non-Recurring Non Recurring Non Recurring Carry Forward $ Agenda Item: FY 2014 Adopted Budget $ 840 2,200,000 - 2,200,000 $ - Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Recorder Recorder’s Surcharge Fund (236) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 5,435,543 $ 3,245,771 $ 3,245,771 $ 3,875,824 $ 3,744,018 Sources: Operating Total Sources: $ $ 4,286,059 4,286,059 $ $ 4,167,000 4,167,000 $ $ 4,167,000 4,167,000 $ $ 4,492,741 4,492,741 $ $ 4,575,000 4,575,000 $ $ $ $ 3,374,547 1,250,000 4,624,547 $ $ 3,486,738 1,578,397 5,065,135 $ $ 3,486,738 1,535,000 5,021,738 $ 3,557,989 2,200,000 5,757,989 $ 680,262 $ 680,262 $ 1,118,194 $ 1,017,011 (2) $ - $ - $ - $ - 2,391,033 2,391,033 $ $ 2,347,636 2,347,636 $ $ 3,744,018 3,744,018 $ $ 2,561,029 2,561,029 Uses: Operating Non-Recurring Total Uses: $ 2,782,246 3,063,530 5,845,776 Structural Balance $ 1,503,813 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 3,875,824 3,875,824 $ $ 841 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Research and Reporting Research and Reporting Analysis by Jacqueline M. Edwards, Senior Management and Budget Analyst Summary Mission The mission of the Research & Reporting Department is to provide survey data services to county managers so they can more effectively manage for results using statistically reliable data. Strategic Goals Citizen Satisfaction By 2016, 90% of respondents will report satisfaction with the Customer Satisfaction Survey. Status: The Department is currently meeting this goal and is currently revising this survey based upon feedback received from departments. This goal will be revised during the FY 2015 Strategic Plan update process. Quality Workforce By 2016, 90% of respondents will report satisfaction with the Employee Satisfaction Survey (ESS). Status: The Department is currently meeting this goal and is currently revising this survey based upon feedback received from departments. This goal will be revised during the FY 2015 Strategic Plan update process. Quality Workforce By 2016, 90% of respondents will report satisfaction with the Exit Interview Survey. Status: The Department has revised this survey based upon feedback from other County departments and is now meeting the 90% goal. This goal will be revised during the FY 2015 Strategic Plan update process. 842 Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES OACS - OUTSIDE AGENCY CONTRACT SURVEY 46RR - RESEARCH AND REPORTING FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 60,000 $ 60,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,537 $ 72,537 $ 72,000 $ 72,000 $ - 0.0% 0.0% TOTAL PROGRAMS $ 60,000 $ 72,000 $ 72,000 $ 72,537 $ 72,000 $ - 0.0% (23,000) $ 220,673 197,673 $ - $ 72,000 196,200 268,200 $ - $ 72,000 196,200 268,200 $ - $ 72,000 137,024 209,024 $ - $ 72,000 172,421 244,421 $ 23,779 23,779 N/A 0.0% 12.1% 8.9% 9,320 $ 9,320 63,981 82,621 $ 8,904 $ 8,904 71,921 89,729 $ 8,904 $ 8,904 71,921 89,729 $ 8,810 $ 8,810 63,172 80,792 $ 9,665 $ 9,665 64,379 83,709 $ (761) (761) 7,542 6,020 -8.5% -8.5% 10.5% 6.7% $ 2,100 $ 2,100 $ 4,351 $ 4,351 $ 4,351 $ 4,351 $ 4,344 $ 4,344 $ 2,638 $ (3,825) (1,187) $ 1,713 3,825 5,538 39.4% N/A 127.3% TOTAL PROGRAMS $ 282,394 $ 362,280 $ 362,280 $ 294,160 $ 326,943 $ 35,337 9.8% 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 $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ Sources and Uses by Category FY 2012 CATEGORY ACTUAL INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ 60,000 60,000 SUBTOTAL $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 72,000 72,000 $ $ 72,000 72,000 $ $ 72,537 72,537 $ $ 72,000 72,000 $ $ - 0.0% 0.0% ALL REVENUES $ 60,000 $ 72,000 $ 72,000 $ 72,537 $ 72,000 $ - 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 $ 60,000 $ 72,000 $ 72,000 $ 72,537 $ 72,000 $ - 0.0% 17,927 20,913 (15,173) 4,000 (8,851) 6,000 24,816 7.9% 48.5% N/A -17.8% 100.0% -7.7% 6.3% 7.3% 205,943 $ 20,778 83 66,121 486 (15,000) (8,000) 270,411 $ 225,985 $ 46,062 85,267 4,000 (118,000) 95,000 338,314 $ 225,985 $ 43,139 85,041 4,000 (114,851) 95,000 338,314 $ 202,133 $ 25,101 127 78,918 2,499 (118,000) 95,000 285,778 $ 208,058 $ 22,226 100,214 (106,000) 89,000 313,498 $ SUBTOTAL $ 1,264 $ 1,264 $ 5,939 $ 9,720 15,659 $ 5,939 $ 9,720 15,659 $ 1,274 $ 1,274 $ 3,000 $ 3,000 $ 2,939 9,720 12,659 49.5% 100.0% 80.8% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING SUBTOTAL $ ALL EXPENDITURES $ 650 $ 3,861 5,097 1,111 10,719 $ 282,394 $ - $ 3,000 750 3,257 1,000 300 8,307 $ 362,280 $ - $ 3,000 750 3,257 1,000 300 8,307 $ 362,280 $ - $ 2,502 150 3,509 647 300 7,108 $ 294,160 $ - $ 3,000 750 5,395 1,000 300 10,445 $ 326,943 $ (2,138) (2,138) 35,337 N/A 0.0% 0.0% -65.6% 0.0% 0.0% -25.7% 9.8% TOTAL USES $ 282,394 $ 362,280 $ 362,280 $ 294,160 $ 326,943 $ 35,337 SUPPLIES 0801 - GENERAL SUPPLIES 0804 - NON-CAPITAL EQUIPMENT $ 843 9.8% Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 100 GENERAL OPERATING $ FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT TOTAL USES $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 60,000 $ 60,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,537 $ 72,537 $ 72,000 $ 72,000 $ - 0.0% 0.0% 60,000 $ 60,000 $ 72,000 $ 72,000 $ 72,000 $ 72,000 $ 72,537 $ 72,537 $ 72,000 $ 72,000 $ - 0.0% 0.0% 282,394 $ 282,394 $ 362,280 $ 362,280 $ 362,280 $ 362,280 $ 294,160 $ 294,160 $ 326,943 $ 326,943 $ 35,337 35,337 9.8% 9.8% 282,394 $ 282,394 $ 362,280 $ 362,280 $ 362,280 $ 362,280 $ 294,160 $ 294,160 $ 326,943 $ 326,943 $ 35,337 35,337 9.8% 9.8% Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED PROGRAM ACTIVITY ADMINISTRATIVE SERVICES EXECUTIVE MANAGEMENT FINANCIAL SERVICES HUMAN RESOURCES PROGRAM TOTAL RESEARCH AND REPORTING COUNTY SPONSORED SURVEYS PROGRAM TOTAL DEPARTMENT TOTAL FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % .80 .20 .20 1.20 .50 .20 .20 .90 .50 .20 .20 .90 .50 .20 .20 .90 .50 .20 .20 .90 - 0.0% 0.0% 0.0% 0.0% 4.55 4.55 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 4.85 4.85 5.75 - 0.0% 0.0% 0.0% Staffing by Market Range Title MARKET RANGE TITLE Director - Research & Report Office Assistant Office Assistant Specialized Program Coordinator Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.25 1.25 1.25 1.25 1.25 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% .50 .50 .50 .50 .50 0.0% 5.75 5.75 5.75 5.75 5.75 0.0% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 5.75 5.75 5.75 5.75 5.75 0.0% 5.75 5.75 5.75 5.75 5.75 0.0% General Adjustments Base Adjustments: General Fund (100)  Increase Regular Benefits by $987 for the impact of changes in retirement contribution rates.  Decrease Non-Capital Equipment by $9,720 as the computer replacement process will be managed by the Office of Enterprise Technology.  Decrease General Supplies & Internal Services Charges by $1,163 to right-size expenditures based on FY 2012 Actuals.  Increase personnel savings by $3,825 based on the Chairman’s Office request.  Decrease Other Benefits and Internal Services Charges by $1,713 for the impact of the changes in Risk Management charges. 844 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Research and Reporting 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 2012 ACTUAL 96.9% FY 2013 FY 2013 REVISED FORECAST 91.8% 91.8% REV VS ADOPTED VAR % 3.4% 3.7% FY 2014 ADOPTED 95.2% 86.2% 89.1% 89.1% 85.2% -3.9% -4.4% 95.2% 99.2% 99.2% 99.5% 0.2% 0.2% 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 FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED 96.9% 91.8% 91.8% 95.2% Percent of eligible respondents who are interviewed for a county-departmentcontracted survey project (Rate of Response or Participation Rate) Number of county-department-contracted 17 17 17 4 survey projects completed Number of county-department-contracted17 17 17 4 survey projects requested Expenditure per county-department-contracted $ (1,352.94) $ - $ - $ survey project completed REV VS ADOPTED VAR % 3.4% 3.7% (13) -76.5% (13) -76.5% - N/A - N/A N/A Expenditure 100 - GENERAL TOTAL USES $ $ (23,000) $ (23,000) $ - $ $ - $ $ - $ $ Activity Narrative: Expenditures for this activity are reimbursed by various County departments that contract for survey services, which results in a net impact of zero in expenditures. In FY 2014 the demand for services is decreasing by 76.5% as the Human Resources Training surveys will no longer be completed by Research and Reporting. The great decrease in requested survey projects has reduced the need for temporary employees in FY 2014. Due to the decrease in the number of surveys, it is expected that the participation rate for the remaining surveys can be increased by 3.7% in FY 2014. 845 Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2014 Recommended Budget Base Adjustments: General Fund (100)  Decrease Salaries and Benefits to County Department Contracted Surveys Activity and consequently transferred to other County Departments by $6,000.  Decrease Temporary Pay and Benefits by $13,903 for the demand decrease as well as to right-size based on FY 2012 Actuals and the FY 2013 Forecast. 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: Not mandated. 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 2012 ACTUAL 86.2% FY 2013 FY 2013 REVISED FORECAST 89.1% 89.1% FY 2014 ADOPTED 85.2% REV VS ADOPTED VAR % (3.9%) -4.4% 59 60 54 64 4 6.7% 59 60 53 64 4 6.7% $ 3,740.22 $ 3,270.00 $ 2,537.48 $ 2,694.08 $ 575.92 17.6% $ $ 220,673 220,673 $ $ 196,200 196,200 $ $ 137,024 137,024 $ $ 172,421 172,421 $ $ 23,779 23,779 12.1% 12.1% Expenditure 100 - GENERAL TOTAL USES Activity Narrative: The demand for county-sponsored surveys is increasing in FY 2014 as four more elected and court departments are expected to participate in the Employee Satisfaction Survey. However, the response rate is expected to decrease by 4.4% as the Department is unable to achieve high participation rate for these additional departments. 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. 846 Department Strategic Plans and Budgets Research and Reporting Maricopa County Annual Business Strategies FY 2014 Recommended Budget Measure Type Result Output Demand Efficiency Measure Description Percent of eligible respondents who are interviewed for outside agency survey projects (Rate of Response or Participation Rate) Number of outside-agency survey projects completed Number of outside-agency survey projects requested Expenditure per outside-agency survey project completed FY 2012 ACTUAL 95.2% FY 2013 FY 2013 REVISED FORECAST 99.2% 99.2% FY 2014 ADOPTED 99.5% REV VS ADOPTED VAR % 0.2% 0.2% 1 1 1 1 - 0.0% 1 1 1 1 - 0.0% N/A $ 72,000.00 $ 72,000.00 $ 72,000.00 - 0.0% Revenue 100 - GENERAL TOTAL SOURCES $ $ 60,000 60,000 $ $ 72,000 72,000 $ $ 72,537 72,537 $ $ 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 2013, the Department conducted one survey for the State of Arizona Department of Economic Security for $72,000 for which the survey response rate was 99.2%. In FY 2014, it is expected that the response rate will increase by 0.2% to 99.5%. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 362,280 $ 72,000 FY 2013 Revised Budget $ 362,280 $ 72,000 FY 2014 Budget Target $ 362,280 $ 72,000 $ 987 $ 987 (30,786) $ (30,786) - $ (3,825) $ (3,825) - $ 328,656 $ -9.3% 72,000 0.0% $ (1,713) $ (1,713) - $ 326,943 $ -9.8% 72,000 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Right-size General Supplies & Internal Service Charges Decrease County Department Contracted Surveys Activity Decrease Non-Capital Equipment Decrease Temporary Pay and Benefits Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ FY 2014 Tentative Budget (1,163) (6,000) (9,720) (13,903) Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 847 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Analysis by Karina Araiza, Management and Budget Analyst Summary Mission The mission of Risk Management is to provide safety and loss control programs, insurance, environmental, and claims management services to the Board of Supervisors, Maricopa County departments, Districts, and Trust Members so they can reduce, or eliminate loss. Vision The Risk Management Department will be recognized as a leader in public entity risk management practices throughout the State of Arizona and be relied upon for unsurpassed commitment to excellence in Countywide risk management philosophy, standards, processes, and direction. Strategic Goals Fiscal Strength By 2015, 100% of all known volunteers will be reviewed for coverage under the trust. Status: This is a new goal for FY 2014 By 2015, the cost of risk will be 2.0% or less of County expenditures. Status: This is a new goal for FY 2014. By 2015, there will be 100% departmental participation in the environmental issues committee led by the Risk Management Department. Status: This is a new goal for FY 2014. The current injury rate for FY 2012 is 3.37. By 2015, the injury incident rate will be reduced to at least 3.35 based on industry standard calculation. Status: This is a new goal for FY 2014. 848 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 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 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 491,712 $ 320,027 7,518,740 3,403,379 668,002 684,984 2,911,534 15,998,378 $ 849,607 $ 528,509 7,021,940 4,755,226 253,323 140,343 1,054,068 6,198,341 20,801,357 $ 849,607 $ 528,509 7,021,940 4,755,226 253,323 140,343 1,054,068 6,198,341 20,801,357 $ 846,942 $ 526,927 19,149,322 2,468,065 241,099 135,743 929,144 5,375,830 29,673,072 $ 1,152,874 $ 423,506 18,366,208 2,418,918 286,490 30,404 621,425 5,248,214 28,548,039 $ 303,267 (105,003) 11,344,268 (2,336,308) 33,167 (109,939) (432,643) (950,127) 7,746,682 35.7% -19.9% 161.6% -49.1% 13.1% -78.3% -41.0% -15.3% 37.2% - $ - $ 611,575 $ 587,068 1,198,643 $ 611,575 $ 587,068 1,198,643 $ 604,764 $ 582,139 1,186,903 $ 1,135,870 $ 429,580 1,565,450 $ 524,295 (157,488) 366,807 85.7% -26.8% 30.6% 500,000 $ 9,620,415 10,120,415 $ 500,000 $ 22,005,415 22,505,415 $ 401,641 $ 4,571,393 4,973,034 $ 400,000 $ 5,049,022 5,449,022 $ (100,000) (16,956,393) (17,056,393) -20.0% -77.1% -75.8% ODIR - EXECUTIVE MANAGEMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ - $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 387,920 $ 387,920 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL PROGRAMS $ 16,386,298 $ 32,120,415 $ 44,505,415 $ 35,833,009 $ 35,562,511 $ (8,942,904) -20.1% $ 1,550,185 $ 828,639 9,421,298 5,361,523 606,490 205,642 1,533,517 5,328,533 24,835,827 $ 1,550,475 $ 828,933 21,760,924 5,328,065 606,330 205,642 1,533,024 5,368,366 37,181,759 $ 1,222,154 $ 480,249 14,125,434 19,306,081 1,422,094 206,255 877,527 5,519,512 43,159,306 $ 1,230,445 $ 462,499 8,973,791 2,478,802 319,462 55,780 886,655 5,052,125 19,459,559 $ 320,030 366,434 12,787,133 2,849,263 286,868 149,862 646,369 316,241 17,722,200 20.6% 44.2% 58.8% 53.5% 47.3% 72.9% 42.2% 5.9% 47.7% USES 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 $ 2,140,939 $ (1,019,328) 6,559,855 2,873,302 1,490,463 1,647,299 8,139,455 21,831,985 $ INSC - INSURANCE AND COVERAGE 75IN - INSURANCE AND COVERAGE $ $ - $ - $ 3,296,840 $ 3,296,840 $ 3,352,233 $ 3,352,233 $ 5,392,580 $ 5,392,580 $ 5,114,108 $ 5,114,108 $ (1,761,875) (1,761,875) -52.6% -52.6% ENLI - ENVIRONMENTAL LIABILITY ENPD - ENVIRON PROPERY DAMAGE CLAIMS ENSS - ENVIRONMENTAL MANAGEMENT SVCS LOSS - LOSS CONTROL SAMA - SAFETY MANAGEMENT SERVICES 75LC - LOSS CONTROL $ - $ 83,491 669,060 752,551 $ 841,970 $ 575,856 514,415 22,350 708,079 2,662,670 $ 841,970 $ 575,856 502,674 22,350 697,754 2,640,604 $ 1,612,129 $ 447,757 324,415 16,759 732,328 3,133,388 $ 1,211,000 $ 450,000 268,576 790,268 2,719,844 $ (369,030) 125,856 234,098 22,350 (92,514) (79,240) -43.8% 21.9% 46.6% 100.0% -13.3% -3.0% 38,868 $ 98,144 55,175 516,449 23,520 732,156 $ 74,064 $ 111,153 57,227 455,475 44,760 9,620,415 10,363,094 $ 112,575 $ 112,445 106,240 427,536 33,019 9,620,415 10,412,230 $ 81,242 $ 163,365 68,625 518,873 27,361 4,571,393 5,430,859 $ 108,362 $ 116,853 57,397 430,349 33,899 5,049,022 5,795,882 $ 4,213 (4,408) 48,843 (2,813) (880) 4,571,393 4,616,348 3.7% -3.9% 46.0% -0.7% -2.7% 47.5% 44.3% $ 2,123,924 $ 932,189 3,056,113 $ 1,893,954 $ 1,893,954 $ 1,893,954 $ 1,893,954 $ 1,893,953 $ 1,893,953 $ 1,800,658 $ 1,800,658 $ 93,296 93,296 4.9% N/A 4.9% TOTAL PROGRAMS $ 26,372,805 $ 43,052,385 $ 55,480,780 $ 59,010,086 $ 34,890,051 $ 20,590,729 37.1% 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 $ $ $ $ 849 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category FY 2012 CATEGORY ACTUAL CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 42,384 0635 - OTHER CHARGES FOR SERVICES 3,468,264 0636 - INTERNAL SERVICE CHARGES 12,245,565 15,756,213 SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ SUBTOTAL $ FY 2013 ADOPTED $ $ 387,920 $ 242,165 630,085 $ FY 2013 REVISED 66,134 6,139,131 15,794,735 22,000,000 $ FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ 66,134 $ 6,139,131 15,794,735 22,000,000 $ 178,096 $ 2,607,482 15,680,920 18,466,498 $ 182,815 $ 19,987,974 20,170,789 $ 500,000 $ 500,000 $ 500,000 $ 500,000 $ 400,000 $ 12,395,118 12,795,118 $ 400,000 $ 400,000 $ 116,681 176.4% (6,139,131) -100.0% 4,193,239 26.5% (1,829,211) -8.3% (100,000) (100,000) -20.0% N/A -20.0% ALL REVENUES $ 16,386,298 $ 22,500,000 $ 22,500,000 $ 31,261,616 $ 20,570,789 $ (1,929,211) -8.6% OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ - $ $ 9,620,415 9,620,415 $ $ 22,005,415 22,005,415 $ $ 4,571,393 4,571,393 $ $ 14,991,722 14,991,722 $ $ (7,013,693) (7,013,693) -31.9% -31.9% 16,386,298 FY 2012 ACTUAL $ 32,120,415 FY 2013 ADOPTED $ 44,505,415 FY 2013 REVISED $ 35,833,009 FY 2013 FORECAST $ 35,562,511 FY 2014 ADOPTED TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ $ (8,942,904) -20.1% REVISED VS ADOPTED VAR % 1,425,774 $ 21,434 2,242 458,236 43,553 1,951,239 $ 1,576,035 $ 74,053 4,500 533,268 2,187,856 $ 1,587,534 $ 81,919 4,500 531,044 43,395 2,248,392 $ 1,575,625 $ 61,933 2,330 563,929 37,266 2,241,083 $ 1,710,108 $ 21,633 6,000 587,099 2,324,840 $ SUBTOTAL $ 94,955 $ 4,261 23,539 122,755 $ 122,500 $ 6,000 25,000 153,500 $ 105,359 $ 6,000 25,000 136,359 $ 122,500 $ 5,000 25,000 152,500 $ 121,900 $ 5,000 55,672 182,572 $ (16,541) -15.7% 1,000 16.7% (30,672) -122.7% (46,213) -33.9% SERVICES 0810 - LEGAL SERVICES $ 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING SUBTOTAL $ 3,987,512 $ 17,708,198 30,770 1,018 408,092 2,149,950 3,401 2,541 811 24,292,293 $ 12,124,930 $ 25,949,646 36,000 2,500 650,000 1,934,453 6,000 5,500 2,000 40,711,029 $ 12,124,930 $ 38,334,646 36,000 2,500 650,000 1,934,453 6,000 5,500 2,000 53,096,029 $ 7,596,343 $ 46,527,607 36,000 2,500 500,000 1,930,553 16,000 5,500 2,000 56,616,503 $ 7,079,512 $ 22,898,869 41,000 2,500 500,000 1,837,258 16,000 5,500 2,000 32,382,639 $ 5,045,418 41.6% 15,435,777 40.3% (5,000) -13.9% 0.0% 150,000 23.1% 97,195 5.0% (10,000) -166.7% 0.0% 0.0% 20,713,390 39.0% ALL EXPENDITURES $ 26,366,287 $ 43,052,385 $ 55,480,780 $ 59,010,086 $ 34,890,051 $ 20,590,729 37.1% OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 6,518 $ 6,518 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A TOTAL USES $ 26,372,805 $ 43,052,385 $ 55,480,780 $ 59,010,086 $ 34,890,051 $ 20,590,729 37.1% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ (122,574) 60,286 (1,500) (56,055) 43,395 (76,448) -7.7% 73.6% -33.3% -10.6% 100.0% N/A -3.4% Note: The FY 2013 Forecast erroneously reflected Miscellaneous Revenue of $12.4 million. This amount should actually be reflected as a Non-Recurring Fund Transfer In from the General Fund. 850 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING NON-RECURRING FY 2012 ACTUAL $ FUND TOTAL SOURCES $ 676 COUNTY MANAGER RISK MANAGEMENT NON-RECURRING $ FUND TOTAL SOURCES $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ FUND / FUNCTION CLASS 675 RISK MANAGEMENT OPERATING NON-RECURRING $ FUND TOTAL USES $ 676 COUNTY MANAGER RISK MANAGEMENT NON-RECURRING $ FUND TOTAL USES $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 16,386,298 $ 16,386,298 $ 22,500,000 $ 22,500,000 $ 22,500,000 $ 12,385,000 34,885,000 $ 31,261,616 $ 31,261,616 $ 20,570,789 $ 9,942,700 30,513,489 $ (1,929,211) (2,442,300) (4,371,511) -8.6% -19.7% -12.5% - $ - $ 9,620,415 $ 9,620,415 $ 9,620,415 $ 9,620,415 $ 4,571,393 $ 4,571,393 $ 5,049,022 $ 5,049,022 $ (4,571,393) (4,571,393) -47.5% -47.5% 16,386,298 $ - $ 16,386,298 $ FY 2012 ACTUAL 22,500,000 $ 9,620,415 $ 32,120,415 $ FY 2013 ADOPTED 22,500,000 $ 22,005,415 $ 44,505,415 $ FY 2013 REVISED 31,261,616 $ 4,571,393 $ 35,833,009 $ FY 2013 FORECAST 20,570,789 $ 14,991,722 $ 35,562,511 $ FY 2014 ADOPTED (1,929,211) -8.6% (7,013,693) -31.9% (8,942,904) -20.1% REVISED VS ADOPTED VAR % 26,372,805 $ 26,372,805 $ 33,431,970 $ 33,431,970 $ 33,431,970 $ 12,428,395 45,860,365 $ 54,438,693 $ 54,438,693 $ 29,841,029 $ 29,841,029 $ 3,590,941 12,428,395 16,019,336 10.7% 100.0% 34.9% - $ - $ 9,620,415 $ 9,620,415 $ 9,620,415 $ 9,620,415 $ 4,571,393 $ 4,571,393 $ 5,049,022 $ 5,049,022 $ 4,571,393 4,571,393 47.5% 47.5% 26,372,805 $ - $ 26,372,805 $ 33,431,970 $ 9,620,415 $ 43,052,385 $ 33,431,970 $ 22,048,810 $ 55,480,780 $ 54,438,693 $ 4,571,393 $ 59,010,086 $ 29,841,029 $ 5,049,022 $ 34,890,051 $ 3,590,941 16,999,788 20,590,729 10.7% 77.1% 37.1% 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 PROFESSIONAL LIABILITY PROPERTY DAMAGE UNEMPLOYMENT WORKERS COMPENSATION PROGRAM TOTAL INSURANCE AND COVERAGE INSURANCE AND COVERAGE PROGRAM TOTAL LOSS CONTROL ENVIRONMENTAL MANAGEMENT SVCS SAFETY MANAGEMENT SERVICES PROGRAM TOTAL DEPARTMENT TOTAL FY 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % .53 1.55 1.03 .68 .57 4.35 .52 2.60 1.03 .73 .77 5.65 1.12 2.30 1.03 .73 .57 5.75 1.12 2.35 1.03 .78 .57 5.85 1.12 2.30 1.03 .73 .57 5.75 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% .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 4.15 2.10 .20 .70 .30 1.80 10.40 .53 .62 4.45 2.40 .20 .70 .30 2.10 11.30 .53 .62 4.15 2.10 .20 .70 .30 3.80 12.40 2.00 2.00 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 111.1% 19.2% - - .50 .50 .50 .50 .50 .50 - 0.0% 0.0% 1.95 7.80 9.75 23.00 2.40 7.35 9.75 26.00 2.20 7.15 9.35 26.00 2.20 7.15 9.35 27.00 2.20 8.15 10.35 29.00 1.00 1.00 3.00 0.0% 14.0% 10.7% 11.5% 851 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Risk Management Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist 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 Office Assistant Specialized Risk Mgmt Supervisor Safety Representative Special Projects Manager Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 4.00 4.00 4.00 4.00 4.00 0.0% 4.00 4.00 5.00 5.00 6.00 1.00 20.0% 1.00 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 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 1.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 N/A 1.00 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 6.00 6.00 6.00 6.00 7.00 1.00 16.7% 1.00 1.00 1.00 1.00 0.0% 23.00 26.00 26.00 27.00 29.00 3.00 11.5% Staffing by Fund DEPARTMENT/FUND 675 RISK MANAGEMENT Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 23.00 26.00 26.00 27.00 29.00 3.00 11.5% 23.00 26.00 26.00 27.00 29.00 3.00 11.5% Significant Variances The Department will add a Workers Compensation Accounting Specialist and a Workers Compensation Claims Adjustor, as Workers Compensation will be managed in-house and not by a third party administrator. A contract Safety Representative position will become a regular full-time position in FY 2014. General Adjustments Base Adjustments: County Manager Risk Management Fund (676) Non Recurring Non Project  Carry-forward $5,049,022 to cover the remaining claims related to special litigation settlements. Monies will be transferred in from the General Fund on an as-needed basis. Programs and Activities Claims Management Program The purpose of the Claims Management 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. 852 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Percent of AL claims closed in the year FY 2012 ACTUAL N/A 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 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 62.5% REV VS ADOPTED VAR % N/A N/A N/A N/A N/A 1.1% N/A 1.1% 81.6% 2.0% N/A 0.9% N/A 89.7% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 80.0% 62.5% 77.8% 0.0% 50.0% 37.5% 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:  General Liability  Auto Liability  Medical Malpractice    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 Risk 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 Claim Closed FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 1.1% 1.1% FY 2014 ADOPTED 2.0% N/A 80.0% N/A 320 N/A 400 N/A $ 28,043.10 REV VS ADOPTED VAR % 0.9% 89.7% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 675 - RISK MANAGEMENT TOTAL SOURCES $ 7,518,740 $ 7,518,740 $ 7,021,940 $ 7,021,940 $ 19,149,322 $ 19,149,322 $ 18,366,208 $ 18,366,208 $ 11,344,268 $ 11,344,268 161.6% 161.6% 675 - RISK MANAGEMENT TOTAL USES $ 6,559,855 $ 6,559,855 $ 21,760,924 $ 21,760,924 $ 14,125,434 $ 14,125,434 $ 8,973,791 $ 8,973,791 $ 12,787,133 $ 12,787,133 58.8% 58.8% Expenditure Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. The FY 2013 budget included non-recurring expenditures of almost $12.4 million associated with settlement of several large claims. The FY 2014 budget reflects an anticipated return to more normal levels of general liability claims and claims-related expenditures. FY 2013 Forecast and FY 2014 Adopted sources reflect anticipated fund transfers into the Risk Trust Fund from the General and Detention Funds to cover any cash shortages associated with settlement of large claims. 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 Risk 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. 853 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of AL claims Closed in the Year Number of AL Claims Closed Number of AL Claims Opened and Pending Cost per AL Claims Closed FY 2012 ACTUAL N/A N/A N/A N/A 675 - RISK MANAGEMENT TOTAL SOURCES $ $ 491,712 491,712 675 - RISK MANAGEMENT TOTAL USES $ 2,140,939 $ 2,140,939 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED N/A N/A 62.5% N/A N/A 100 N/A N/A 160 N/A N/A $ 12,304.45 $ $ 849,607 849,607 $ $ 846,942 846,942 $ 1,152,874 $ 1,152,874 $ $ 303,267 303,267 35.7% 35.7% $ 1,222,154 $ 1,222,154 $ 1,230,445 $ 1,230,445 $ $ 320,030 320,030 20.6% 20.6% Expenditure $ 1,550,475 $ 1,550,475 Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. The FY 2014 budget reflects reduced spending and associated internal service revenue as a result of fewer auto liability claims. 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 Risk Trust members so they can reduce or manage the cost of claims, expenses, and obtain medical malpractice insurance at the best possible cost to the County. Mandates: Administrative mandate as required by County governance. Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of MM Claims Closed Number of Claims Closed Number of MM Claims Opened and Pending Cost per MM Claim Closed FY 2012 ACTUAL N/A N/A N/A N/A FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED N/A N/A 62.5% N/A N/A 100 N/A N/A 160 N/A N/A $ 24,788.02 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 $ 3,403,379 $ 3,403,379 $ 4,755,226 $ 4,755,226 $ 2,468,065 $ 2,468,065 $ 2,418,918 $ 2,418,918 $ (2,336,308) $ (2,336,308) -49.1% -49.1% 675 - RISK MANAGEMENT TOTAL USES $ 2,873,302 $ 2,873,302 $ 5,328,065 $ 5,328,065 $ 19,306,081 $ 19,306,081 $ 2,478,802 $ 2,478,802 $ 2,849,263 $ 2,849,263 53.5% 53.5% Expenditure Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. MIHS withdrew from the County’s Risk Trust in FY 2013, resulting in reduced claims and claims related medical malpractice expenditures in FY 2014. Revenues, which are reimbursement for these expenditures from Trust Pool participants, will also decline as a result of MIHS departure from the Risk Trust. 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 Risk 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. 854 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of APD Claims Closed Number of APD Claims Closed Number of APD Claims Opened and Pending Cost per APD claim closed FY 2012 ACTUAL N/A N/A N/A N/A 320,027 320,027 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED N/A N/A 81.6% N/A N/A 320 N/A N/A 392 N/A N/A $ 1,445.31 675 - RISK MANAGEMENT TOTAL SOURCES $ $ $ $ 528,509 528,509 $ $ 526,927 526,927 $ $ 423,506 423,506 $ $ (105,003) (105,003) -19.9% -19.9% 675 - RISK MANAGEMENT TOTAL USES $ (1,019,328) $ $ (1,019,328) $ 828,933 828,933 $ $ 480,249 480,249 $ $ 462,499 462,499 $ $ 366,434 366,434 44.2% 44.2% Expenditure Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. Expenditures are expected to decrease when compared to FY 2013 Revised, as FY 2013 included expenditures associated with an unusually high volume of hail damage claims. FY 2014 represents a more normal claim volume and related expenditures. 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: Administrative mandate as required by County governance. 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 per PL Claim Closed FY 2012 ACTUAL N/A N/A N/A N/A FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED N/A N/A 37.5% N/A N/A 12 N/A N/A 32 N/A N/A $ 4,648.33 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 $ $ 135,743 135,743 $ $ 30,404 30,404 $ $ (109,939) (109,939) -78.3% -78.3% 675 - RISK MANAGEMENT TOTAL USES $ $ - $ $ 205,642 205,642 $ $ 206,255 206,255 $ $ 55,780 55,780 $ $ 149,862 149,862 72.9% 72.9% Expenditure Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. In FY 2014, revenues and expenditures are expected to decrease as fewer claims associated with the defense of employees’ professional licenses challenged by a third party are expected. 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 Risk 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. 855 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL N/A N/A N/A N/A FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED N/A N/A 77.8% N/A N/A 140 N/A N/A 180 N/A N/A $ 2,281.87 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 $ $ 668,002 668,002 $ $ 253,323 253,323 $ $ 241,099 241,099 $ $ 286,490 286,490 $ $ 33,167 33,167 13.1% 13.1% 675 - RISK MANAGEMENT TOTAL USES $ 1,490,463 $ 1,490,463 $ $ 606,330 606,330 $ 1,422,094 $ 1,422,094 $ $ 319,462 319,462 $ $ 286,868 286,868 47.3% 47.3% Expenditure Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. Prior year expenditures were unusually high due to multi-year payments associated with a large number of 2010 hail damage claims. In FY 2014 expenditures are reduced to reflect a more normalized number of property damage claims. Environmental Management The purpose of the Environmental Management Program is to provide environmental technical services to Maricopa County departments, districts, and Risk Trust members so they can minimize or eliminate liabilities. Environmental Management Activity The purpose of the Environmental Management Activity is to provide environmental management services for Maricopa County departments, districts and Risk Trust members so they can mitigate environmental liabilities. Mandates: A.R.S. 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 Reduction/Increase in possible Environmental Liability exposures Difference in value of Liability Exposures Dollar Value of Environmental Liability Exposures Cost per Environmental Exposure 675 - RISK MANAGEMENT TOTAL USES FY 2012 ACTUAL N/A $ $ FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 10.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A $ 83,491 83,491 $ $ 502,674 502,674 $ $ 324,415 324,415 $ $ REV VS ADOPTED VAR % N/A N/A 500,000 5,000,000 N/A N/A N/A N/A 0.54 N/A N/A 268,576 268,576 $ $ 234,098 234,098 46.6% 46.6% Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. Expenditures are decreasing in FY 2014 due to funding being reallocated to the new Environmental Liability Claims Activity and the Environmental Property Damage Claims Activity. Environmental Liability Claims Activity The purpose of the Environmental Liability Claims Activity is to provide environmental liability claims services to Maricopa County departments, districts and Risk Trust members so they can reduce or manage the cost of claims and expenses. 856 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Mandates: A.R.S. 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 EL Claims Closed in the Fiscal Year Number of EL Claims Closed Number of EL Claims Opened and Pending Cost per EL Claim Closed FY 2012 ACTUAL N/A FY 2013 FY 2013 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 2014 ADOPTED 95.7% N/A 44 N/A 46 N/A $ 27,522.73 N/A N/A N/A N/A N/A N/A 675 - RISK MANAGEMENT TOTAL SOURCES $ $ - $ $ 611,575 611,575 $ $ 604,764 604,764 $ 1,135,870 $ 1,135,870 $ $ 524,295 524,295 85.7% 85.7% 675 - RISK MANAGEMENT TOTAL USES $ $ - $ $ 841,970 841,970 $ 1,612,129 $ 1,612,129 $ 1,211,000 $ 1,211,000 $ $ (369,030) (369,030) -43.8% -43.8% Expenditure Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. Revenue and expenditures are higher in FY 2014 due to the reallocation of some claims and funding from the Environmental Management Activity. Environmental Property Damage Claims Activity 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: A.R.S. 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 Measure Description Percent of EPD Claims Closed Number of EPD Claims Closed Number of EPD Claims Opened and Pending Efficiency Revenue Cost per EPD Claim Closed FY 2012 ACTUAL N/A N/A N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A FY 2014 ADOPTED 50.0% 1 2 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A $ 450,000.00 N/A N/A 675 - RISK MANAGEMENT TOTAL SOURCES $ $ - $ $ 587,068 587,068 $ $ 582,139 582,139 $ $ 429,580 429,580 $ $ (157,488) (157,488) -26.8% -26.8% 675 - RISK MANAGEMENT TOTAL USES $ $ - $ $ 575,856 575,856 $ $ 447,757 447,757 $ $ 450,000 450,000 $ $ 125,856 125,856 21.9% 21.9% Expenditure Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. Revenues and expenditures are expected to decrease in FY 2014 due to a decrease in the number of environmental property damage claims. Workers Compensation and Insurance The purpose of the Workers Compensation and Insurance Program is to provide administration of the self-insured Workers Compensation Program and insurance coverage to Maricopa County departments, districts and Risk Trust members so they can protect assets through appropriate risk transfer, and risk retention. 857 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% N/A 100.0% Activities that comprise this Program include:  Unemployment  Worker’s Compensation FY 2014 ADOPTED 100.0% 100.0%  REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 0.0% 0.0% Insurance and Coverage Unemployment Activity The purpose of the Unemployment Activity is to provide unemployment claims oversight and insurance services to Maricopa County departments, districts and Risk 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 UN claims Number of UN Claims Cost per non-protestable UN claim FY 2012 ACTUAL N/A N/A N/A N/A FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED N/A N/A 0.0% N/A N/A 548 N/A N/A 876 N/A N/A $ 1,617.98 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 $ $ 684,984 684,984 $ 1,054,068 $ 1,054,068 $ $ 929,144 929,144 $ $ 621,425 621,425 $ $ (432,643) (432,643) -41.0% -41.0% 675 - RISK MANAGEMENT TOTAL USES $ 1,647,299 $ 1,647,299 $ 1,533,024 $ 1,533,024 $ $ 877,527 877,527 $ $ 886,655 886,655 $ $ 646,369 646,369 42.2% 42.2% Expenditure Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. Fewer claims are expected in FY 2014 as a result of MIHS withdrawing from the Trust Pool. Expenditures and revenues will decline as a result of the reduction in claims. 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 Risk 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 WC Claims Opened and Pending Cost per WC Claim Closed FY 2012 ACTUAL N/A N/A N/A N/A FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED N/A N/A 50.0% N/A N/A 400 N/A N/A 800 N/A N/A $ 12,630.31 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 $ 2,911,534 $ 2,911,534 $ 6,198,341 $ 6,198,341 $ 5,375,830 $ 5,375,830 $ 5,248,214 $ 5,248,214 $ $ (950,127) (950,127) 675 - RISK MANAGEMENT TOTAL USES $ 8,139,455 $ 8,139,455 $ 5,368,366 $ 5,368,366 $ 5,519,512 $ 5,519,512 $ 5,052,125 $ 5,052,125 $ $ 316,241 316,241 -15.3% -15.3% Expenditure 858 5.9% 5.9% Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. Revenues and expenditures are expected to decrease in FY 2014 as Workers Compensation claims will be handled in-house rather than by a third party administrator and MIHS claims will no longer be covered. This change is expected to increase efficiency. 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: Administrative mandate as required by County governance. Measure Type Result Result Output Output Demand Demand Efficiency Efficiency Expenditure 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 volunteer programs requiring review Number of insurance policies required/requested Cost of volunteer programs reviewed Cost of insurance policies purchased/renewed 675 - RISK MANAGEMENT TOTAL USES FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 833.3% 833.3% N/A $ $ 200.0% 200.0% FY 2014 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % (733.3%) -88.0% (100.0%) -50.0% N/A N/A 50 12 50 12 40 12 (10) - -20.0% 0.0% N/A 50 50 40 (10) -20.0% N/A 12 12 12 N/A $ 67,044.66 N/A $ 279,352.75 $ 107,851.60 $ 449,381.67 $ 127,852.70 $ 426,175.67 $ (60,808.04) $(146,822.92) -90.7% -52.6% $ 5,392,580 $ 5,392,580 $ 5,114,108 $ 5,114,108 $ (1,761,875) $ (1,761,875) -52.6% -52.6% - $ 3,352,233 $ 3,352,233 - 0.0% Activity Narrative: FY 2013 Revised and Forecast performance data is not accurate, so a year-toyear comparison of results is not meaningful. Expenditures are increasing in FY 2014, primarily as a result of increases in general liability excess coverage insurance. Safety Management Program The purpose of the Safety Management Program is to provide innovatively developed safety programs to assist in meeting strategic goals of risk mitigation, loss reduction and compliance utilizing a variety of proven safety strategies reducing negative outcomes and increasing productivity to Maricopa County departments, districts, and Risk Trust members so they can mitigate exposures and minimize preventable injuries/accidents. 859 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Percent reduction/increase in possible Environmental Liability exposures Percent reduction/increase of County injury incident rate compared to a 3 year average rate Percent of auto accidents per miles driven Percent of County employees not injured Percent of EL claims closed in the fiscal year Percent of EPD claims closed FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED 10.0% REV VS ADOPTED VAR % N/A N/A 9.9% 105.7% 105.7% 3.7% -102.0% -96.5% N/A N/A N/A N/A 0.0% N/A N/A N/A 0.0% N/A N/A N/A 0.0% 99.3% 95.7% 50.0% -0.0% N/A N/A N/A -10.9% N/A N/A N/A Activities that comprise this Program include:  Safety Management Activity Safety Management Activity The purpose of the Safety Management Activity is to provide assistance in innovatively developing safety programs to the Maricopa County departments, districts and Risk Trust members so they can mitigate risk, exposures, reduce loss and negative outcomes and increase productivity thus minimizing preventable injuries/accidents. 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 auto accidents per miles driven Percent of County employees not Injured Number of County Employees not Injured Number of County Employees Cost per County employee not injured 675 - RISK MANAGEMENT TOTAL USES FY 2012 ACTUAL 9.9% FY 2013 FY 2013 REVISED FORECAST 105.7% 105.7% N/A N/A N/A N/A N/A $ $ 669,060 669,060 0.0% N/A N/A N/A N/A $ $ 697,754 697,754 FY 2014 ADOPTED 3.7% 0.0% N/A N/A N/A N/A $ $ $ 732,328 732,328 $ $ REV VS ADOPTED VAR % (102.0%) -96.5% 0.0% 99.3% 14,890 15,000 53.07 790,268 790,268 $ $ (0.0%) N/A N/A N/A N/A -10.9% N/A N/A N/A N/A (92,514) (92,514) -13.3% -13.3% Activity Narrative: Historical performance data is not available as activity measures are new in FY 2014. Expenditures are expected to increase in FY 2014 to support additional training of County and Special District employees. 860 Department Strategic Plans and Budgets Risk Management Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliation Risk Management Fund (675) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 33,431,970 $ 22,500,000 FY 2013 Revised Budget $ 33,431,970 $ 22,500,000 FY 2014 Budget Target $ 33,431,970 $ 22,500,000 $ (3,590,941) $ (3,590,941) (1,929,211) (1,929,211) Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount $ 29,841,029 $ 20,570,789 -10.7% -8.6% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Transfer for Risk Mngt Self-Insured Trust Fund - $ 43,395 $ 43,395 12,385,000 $ 12,385,000 12,385,000 12,385,000 $ 12,428,395 $ 12,385,000 $ (43,395) $ (43,395) (12,385,000) $ (12,385,000) (12,385,000) (12,385,000) C-49-13-036-2-00 $ C-75-13-025-2-00 Agenda Item: C-49-13-036-2-00 $ C-75-13-025-2-00 FY 2014 Budget Target Adjustments: Base Adjustments Risk Management Transfer - $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Transfer for Risk Mngt Self-Insured Trust Fund $ $ - $ - $ - $ - 9,942,700 9,942,700 $ - $ 9,942,700 Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 861 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Risk Management Risk Management Fund (675) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: FY 2013 ADOPTED FY 2013 FORECAST FY 2014 ADOPTED $ 23,796,324 $ 4,082,126 $ 4,082,126 $ 14,629,084 $ (8,547,993) $ 16,386,298 16,386,298 $ 22,500,000 22,500,000 $ 22,500,000 12,385,000 34,885,000 $ 31,261,616 31,261,616 $ 20,570,789 9,942,700 30,513,489 $ $ Uses: Operating Non-Recurring Total Uses: $ 26,372,805 26,372,805 Structural Balance $ (9,986,507) $ Accounting Adjustments $ 819,267 $ $ 14,629,084 14,629,084 $ Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2013 REVISED $ $ $ $ $ 33,431,970 33,431,970 $ $ $ (10,931,970) $ - 33,431,970 12,428,395 45,860,365 $ $ (10,931,970) $ $ - $ (6,849,844) (6,849,844) $ $ - 54,438,693 54,438,693 $ 29,841,029 29,841,029 (23,177,077) $ (9,270,240) $ - $ (6,893,239) (6,893,239) $ $ - (8,547,993) (8,547,993) $ $ - $ (7,875,533) (7,875,533) $ Note: The forecasted spending for FY 2013 is too high. Spending is anticipated to be much lower and the ending fund balance is expected to be positive. County Manager Risk Management Fund (676) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 9,620,415 $ 9,620,415 FY 2013 Revised Budget $ 9,620,415 $ 9,620,415 $ (9,620,415) $ (9,620,415) (9,620,415) (9,620,415) $ - $ - $ 5,049,022 $ 5,049,022 5,049,022 5,049,022 $ 5,049,022 $ 5,049,022 Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount County Manager Risk Management Fund (676) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Sources: Non-Recurring Total Sources: $ 2,716,417 2,716,417 $ 9,620,415 9,620,415 $ 9,620,415 9,620,415 $ 4,571,393 4,571,393 $ 5,049,022 5,049,022 Uses: Non-Recurring Total Uses: $ 2,716,417 2,716,417 $ 9,620,415 9,620,415 $ 9,620,415 9,620,415 $ 4,571,393 4,571,393 $ 5,049,022 5,049,022 Ending Spendable Fund Balance: 862 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Analysis by Timothy C. 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 the community. Vision The Maricopa County Sheriff’s Office is a fully-integrated law enforcement agency committed to being the leader in establishing the standard and delivering 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: The Sheriff’s Office is achieving this goal. As of February 2013, MCSO has responded to 53.9% of Priority 1 calls within 5 minutes or less. At the time of this analysis, MCSO had responded to a total of 983 Priority 1 calls in FY 2013. Safe Communities By 2015, 93.5% of Priority 1 emergency calls for service will be dispatched to field Officers within two minutes. Status: The Sheriff’s Office is striving to reach this goal. It is anticipated that the transition to the new Sheriff’s headquarters and 911 dispatch center will have a positive impact on this measure. 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: The Sheriff’s Office is meeting this goal. Presently, 99.6% of inmates in custody are not assaulted. The Sheriff’s Office expects to continue achieving this goal. 863 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Specific By FY 2014, the Sheriff's Office will begin the first phase of implementing a multi-year plan for the replacement, refurbishment, updating/upgrading of 100% mission-critical infrastructure items that have been identified. Status: The Sheriff’s Office is on schedule to meet this goal. The new Sheriff’s Headquarters/911 building will be completed in FY 2014 with occupancy anticipated in November 2013. Other projects underway include: replacing the recording systems in the jail facilities; field reporting and record management systems for law enforcement; Jail Management System (JMS) replacement; and jail master plan development for detention facilities. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % CVPR - CIVIL PROCESS 50CC - COURT COMPLIANCE AND SECURITY $ $ 636,612 $ 636,612 $ 639,000 $ 639,000 $ 639,000 $ 639,000 $ 667,747 $ 667,747 $ 639,000 $ 639,000 $ - 0.0% 0.0% IARP - INMATE SUBST ABUSE RECOVERY IEPA - INMATE EDUCATION $ 55,785 $ 390,329 77,143 $ 524,403 77,143 $ 464,700 78,338 $ 469,657 167,952 $ 574,843 90,809 110,143 117.7% 23.7% 173,902 12,322,361 19,296 48,500 33,476,797 46,642,402 $ 205,239 12,322,361 19,296 46,679 33,476,797 46,612,215 $ 197,125 12,492,519 21,090 46,679 30,272,126 43,577,534 $ 188,320 11,622,000 19,296 48,500 29,668,456 42,289,367 $ 132,029 $ 132,029 $ 128,015 $ 266,441 $ 134,412 101.8% 276,479 74,523 242,600 54,290 228,600 (20,234) 1632.9% -27.2% 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 $ 167,461 11,115,675 17,782 28,982,125 40,729,157 $ MCSI - INFO AND COMM TECHNOLOGY $ 195,475 $ PPEV - PROPERTY AND EVIDENCE TRAG - MANDATED ENF AND DET TRAINING 50CO - ENF AND DET OPERATION RESOURCE DISP - DISPATCH 47,019 75,038 14,000 74,167 14,000 74,524 (16,919) (700,361) 1,821 (3,808,341) (4,322,848) -8.2% -5.7% 0.0% 3.9% -11.4% -9.3% $ 317,532 $ 220,196 $ 220,553 $ 479,017 $ 563,331 $ 342,778 155.4% $ 260,425 $ 258,664 $ 258,664 $ 251,105 $ 293,091 $ 34,427 13.3% (446,839) (273,720) (99,739) (335,218) (52,121) -24.6% -10.9% -1.7% -3.2% -59.8% DSTR - DISAST AND COMM THRE DISR RESP ENFO - ENFORCEMENT SUPPORT INVT - INVESTIGATIONS PATR - PATROL WRNT - WARR AND RECOR INFO PROCESSING 2,167,148 2,464,721 4,678,722 10,355,280 230,157 1,994,121 2,207,551 5,275,993 10,017,023 75,000 1,814,887 2,511,646 5,935,978 10,591,963 87,121 1,814,889 2,183,870 4,847,536 10,088,745 74,600 1,368,048 2,237,926 5,836,239 10,256,745 35,000 $ 20,156,453 $ 19,828,352 $ 21,200,259 $ 19,260,745 $ 20,027,049 $ (1,173,210) -5.5% $ 331,000 $ 693 438,768 $ - 438,768 $ - 426,009 $ - 425,568 $ - (13,200) - -3.0% N/A 227 331,920 $ 438,768 $ 438,768 $ 209 426,218 $ 425,568 $ (13,200) N/A -3.0% $ 14,393,700 $ - 15,580 $ 34,783 15,580 $ 34,783 19,594 $ - 15,580 $ - (34,783) 0.0% -100.0% $ 14,393,700 $ 50,363 $ 50,363 $ 19,594 $ 15,580 $ (34,783) -69.1% TOTAL PROGRAMS $ 76,565,374 $ 67,819,081 $ 69,161,158 $ 64,430,855 $ 63,959,895 $ (5,201,263) -7.5% 50EN - ENFORCEMENT FSAC - FINANCIAL SERVICES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES 99GV - GENERAL GOVERNMENT $ 864 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2012 ACTUAL PROGRAM / ACTIVITY 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 $ 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 $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % - $ 4,162,599 1,895,726 14,876,038 20,934,363 $ 3,187,704 $ 4,548,522 1,743,465 13,262,375 22,742,066 $ 3,457,314 $ 4,569,176 1,738,914 12,718,704 22,484,108 $ 3,309,243 $ 4,310,009 1,676,865 12,689,058 21,985,175 $ 3,459,377 $ 4,653,463 1,790,654 13,029,092 22,932,586 $ (2,063) (84,287) (51,740) (310,388) (448,478) -0.1% -1.8% -3.0% -2.4% -2.0% 1,072,962 $ 1,431,802 18,495,538 405,858 4,658,505 675,761 2,347,104 5,854,061 97,126,327 132,067,918 $ 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 $ 2,369,042 $ 2,513,017 19,859,660 417,326 3,822,802 1,813,153 2,382,038 12,402,274 100,230,304 145,809,616 $ 1,415,349 $ 1,763,412 19,467,230 392,423 4,063,123 1,367,182 2,348,697 12,666,657 97,648,737 141,132,810 $ 1,436,979 $ 2,428,951 19,669,178 397,366 4,373,100 1,622,183 2,407,312 13,607,706 98,040,676 143,983,451 $ 932,063 84,066 190,482 19,960 (550,298) 190,970 (25,274) (1,205,432) 2,189,628 1,826,165 39.3% 3.3% 1.0% 4.8% -14.4% 10.5% -1.1% -9.7% 2.2% 1.3% - $ 348,091 3,991,809 1,000,069 2,907,314 3,847,854 12,095,137 $ 2,291,656 $ 341,061 2,563,459 1,001,863 3,301,741 4,623,849 14,123,629 $ 2,311,773 $ 345,503 2,499,338 1,092,880 3,420,175 5,810,025 15,479,694 $ 2,374,588 $ 359,045 1,809,524 1,060,702 3,424,045 4,931,777 13,959,681 $ 2,812,392 $ 358,256 3,105,276 1,240,862 3,586,118 6,419,133 17,522,037 $ (500,619) (12,753) (605,938) (147,982) (165,943) (609,108) (2,042,343) -21.7% -3.7% -24.2% -13.5% -4.9% -10.5% -13.2% $ 2,767,027 $ 2,007,126 10,858,871 16,979,293 33,964,269 1,582 1,671,364 68,249,532 $ 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 $ 3,149,890 $ 2,780,507 5,937,543 18,992,036 35,507,065 151,470 3,080,682 1,832,045 71,431,238 $ 3,066,584 $ 1,792,351 5,893,442 17,412,235 34,780,899 101,562 3,100,972 1,704,496 67,852,541 $ 3,165,050 $ 2,277,248 6,056,519 19,690,315 37,856,514 150,096 3,353,084 1,832,147 74,380,973 $ (15,160) 503,259 (118,976) (698,279) (2,349,449) 1,374 (272,402) (102) (2,949,735) -0.5% 18.1% -2.0% -3.7% -6.6% 0.9% -8.8% 0.0% -4.1% BLDR - BUILDINGS AND GROUNDS 70OM - BLDG OPERATIONS AND MAINT $ $ 2,603,011 $ 2,603,011 $ 2,343,084 $ 2,343,084 $ 2,324,940 $ 2,324,940 $ 2,547,247 $ 2,547,247 $ 2,328,006 $ 2,328,006 $ (3,066) (3,066) -0.1% -0.1% BDGT - BUDGETING FSAC - FINANCIAL SERVICES HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RMGT - RISK MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ 137,240 $ 1,092,654 2,610,605 5,020,005 496,223 519,387 9,876,114 $ 176,597 $ 1,165,499 2,547,183 5,712,027 515,030 513,416 10,629,752 $ 114,862 $ 1,211,825 2,701,235 5,151,712 522,279 487,515 10,189,428 $ 117,553 $ 1,223,690 2,550,447 4,927,813 540,194 478,097 9,837,794 $ 128,758 $ 1,328,893 2,649,590 5,414,589 531,089 540,170 10,593,089 $ (13,896) (117,068) 51,645 (262,877) (8,810) (52,655) (403,661) -12.1% -9.7% 1.9% -5.1% -1.7% -10.8% -4.0% CSCA - CENTRAL SERVICE COST ALLOC GGOV - GENERAL GOVERNMENT ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ - $ 23,707,932 7,466,166 31,174,098 $ - $ 10,800,005 10,800,005 $ - $ 10,800,005 10,800,005 $ - $ 10,675,791 10,675,791 $ 14,863 $ 8,453,855 12,271,414 (2,442,537) 18,297,595 $ (14,863) (8,453,855) (1,471,409) 2,442,537 (7,497,590) N/A N/A -13.6% N/A -69.4% $ 2,174,763 $ 2,411,493 576,740 490,895 359,964 277,163 6,291,018 $ 2,056,743 $ 1,751,479 760,773 514,154 354,246 392,985 5,830,380 $ 2,608,561 $ 1,797,812 754,962 514,154 346,558 386,435 6,408,482 $ 2,226,813 $ 1,854,191 759,523 513,136 347,528 407,333 6,108,524 $ 2,793,098 $ 3,479,537 768,963 483,604 345,754 397,672 8,268,628 $ (184,537) (1,681,725) (14,001) 30,550 804 (11,237) (1,860,146) -7.1% -93.5% -1.9% 5.9% 0.2% -2.9% -29.0% TOTAL PROGRAMS $ 283,291,191 $ 280,009,387 $ 284,927,511 $ 274,099,563 $ 298,306,365 $ (13,378,854) -4.7% 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 $ $ $ $ $ $ 865 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 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 $ SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED 3,594,428 5,685,755 9,280,183 $ 37,550,381 11,679,441 49,395,591 $ $ $ 52,280 $ 516,881 569,161 $ FY 2013 REVISED 4,039,026 5,177,467 9,216,493 $ 41,728,655 12,880,361 54,774,076 $ $ $ 16,608 $ 468,404 485,012 $ FY 2013 FORECAST 4,528,146 5,330,424 9,858,570 $ 41,728,655 12,880,361 54,774,076 $ $ $ 16,608 $ 468,404 485,012 $ FY 2014 ADOPTED 4,437,292 5,370,759 9,808,051 $ 38,173,575 13,042,129 51,386,615 $ $ $ 20,643 $ 394,209 414,852 $ 3,255,550 5,516,942 8,772,492 $ (1,272,596) 186,518 (1,086,078) -28.1% 3.5% -11.0% 38,033,731 12,271,500 50,470,291 $ $ (3,694,924) (608,861) (4,303,785) -8.9% -4.7% -7.9% 16,608 $ 337,004 353,612 $ (131,400) (131,400) 0.0% -28.1% -27.1% (5,201,263) -7.5% ALL REVENUES $ 61,550,115 $ 67,819,081 $ 69,161,158 $ 64,430,855 $ 63,959,895 TOTAL SOURCES $ 76,565,374 FY 2012 ACTUAL $ 67,819,081 FY 2013 ADOPTED $ 69,161,158 FY 2013 REVISED $ 64,430,855 FY 2013 FORECAST $ 63,959,895 FY 2014 ADOPTED CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ REVISED VS ADOPTED VAR % $ $ $ (5,201,263) -7.5% REVISED VS ADOPTED VAR % 148,941,082 $ 63,404 3,208,835 61,026,428 1,102,569 (17,617,212) 15,843,606 212,568,712 $ 155,404,490 $ 216,805 2,422,611 69,793,719 1,812,159 (20,894,320) 19,348,222 228,103,686 $ 155,228,663 $ 222,114 2,588,509 70,351,124 1,918,817 (20,894,320) 19,602,402 229,017,309 $ 153,110,357 $ 286,378 3,502,736 68,300,366 1,884,454 (22,335,739) 20,404,358 225,152,910 $ 152,112,620 $ 190,732 2,771,687 74,134,984 1,855,620 (25,853,129) 24,300,286 229,512,800 $ 15,319,156 $ 49,919 4,267,248 665,931 (1,597,198) 1,177,010 19,882,066 $ 17,209,633 $ 254,377 4,654,275 604,476 (1,916,914) 1,475,141 22,280,988 $ 18,084,129 $ 254,377 4,654,275 694,114 (1,916,914) 1,475,141 23,245,122 $ 18,436,299 $ 71,925 4,240,059 411,276 (1,792,103) 1,496,417 22,863,873 $ 19,180,790 $ 249,125 4,520,048 1,915,698 (2,351,613) 1,933,325 25,447,373 $ (1,096,661) -6.1% 5,252 2.1% 134,227 2.9% (1,221,584) -176.0% 434,699 22.7% (458,184) -31.1% (2,202,251) -9.5% 361,874 $ 1,068,652 1,199,492 2,990,946 5,337,942 24,215,006 10,901,741 901,034 238,563 313,338 436,417 (1,655,082) 1,655,082 47,965,005 $ 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 $ 342,971 $ 1,069,767 2,877,517 3,206,420 5,483,568 389,112 11,257,116 1,018,553 1,268,905 329,722 545,407 (1,481,657) 1,481,657 27,789,058 $ 386,630 $ 1,058,897 917,397 3,021,714 4,330,646 247,291 11,491,973 757,292 813,171 240,301 432,230 (1,498,955) 1,498,955 23,697,542 $ 422,199 $ 1,066,809 10,914,415 3,220,685 6,258,173 690,024 11,976,083 1,061,837 1,284,521 331,183 622,411 (1,753,534) 1,753,534 37,848,340 $ (79,228) -23.1% 2,958 0.3% (8,036,898) -279.3% (14,265) -0.4% (774,605) -14.1% (300,912) -77.3% (718,967) -6.4% (43,284) -4.2% (15,616) -1.2% (1,461) -0.4% (77,004) -14.1% 271,877 18.3% (271,877) -18.3% (10,059,282) -36.2% $ 65,576 $ 1,880,052 929,780 2,875,408 $ - $ 1,670,000 271,524 1,941,524 $ - $ 4,230,489 645,533 4,876,022 $ - $ 2,101,746 283,492 2,385,238 $ - $ 5,116,328 381,524 5,497,852 $ (885,839) 264,009 (621,830) N/A -20.9% 40.9% -12.8% ALL EXPENDITURES $ 283,291,191 $ 280,009,387 $ 284,927,511 $ 274,099,563 $ 298,306,365 $ (13,378,854) -4.7% TOTAL USES $ 283,291,191 $ 280,009,387 $ 284,927,511 $ 274,099,563 $ 298,306,365 $ (13,378,854) -4.7% SUPPLIES 0801 - GENERAL SUPPLIES 0802 - MEDICAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0830 - INTERGOVERNMENTAL PAYMENTS 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP SUBTOTAL $ $ $ 866 3,116,043 31,382 (183,178) (3,783,860) 63,197 4,958,809 (4,697,884) (495,491) 2.0% 14.1% -7.1% -5.4% 3.3% 23.7% -24.0% -0.2% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FY 2012 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL SOURCES $ 11,599,996 $ 4,415 11,604,411 $ 11,423,534 $ 11,423,534 $ 11,423,534 $ 11,423,534 $ 10,988,003 $ 10,988,003 $ 11,181,951 $ 11,181,951 $ (241,583) (241,583) -2.1% N/A -2.1% $ FUND TOTAL SOURCES $ 8,790,003 $ 8,790,003 $ 8,494,509 $ 8,494,509 $ 9,836,586 $ 9,836,586 $ 9,661,664 $ 9,661,664 $ 8,565,508 $ 8,565,508 $ (1,271,078) (1,271,078) -12.9% -12.9% $ $ 19,578 $ 19,578 $ 26,300 $ 26,300 $ 26,300 $ 26,300 $ 24,805 $ 24,805 $ 26,300 $ 26,300 $ - 0.0% 0.0% $ $ 32,224 $ 32,224 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 57,538 $ 57,538 $ 60,000 $ 60,000 $ - 0.0% 0.0% $ $ 954,940 $ 954,940 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 903,161 $ 903,161 $ 2,500,000 $ 2,500,000 $ 500,000 500,000 25.0% 25.0% $ $ 1,413,310 $ 1,413,310 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,477,044 $ 1,477,044 $ 1,482,444 $ 1,482,444 $ - 0.0% 0.0% $ $ 11,165,926 $ 15,015,259 26,181,185 $ 12,337,361 $ 12,337,361 $ 12,337,361 $ 12,337,361 $ 12,511,200 $ 12,511,200 $ 11,637,000 $ 11,637,000 $ $ $ 166,677 $ 166,677 $ 165,640 $ 165,640 $ 165,640 $ 165,640 $ 171,824 $ 171,824 $ 165,640 $ 165,640 $ $ $ 27,402,957 $ 89 27,403,046 $ 31,829,293 $ 31,829,293 $ 31,829,293 $ 31,829,293 $ 28,635,616 $ 28,635,616 $ 28,112,452 $ 28,112,452 $ $ $ - $ - $ - $ - $ - $ - $ - $ - $ 228,600 $ 228,600 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 61,545,611 $ 15,019,763 $ 76,565,374 $ 67,819,081 $ - $ 67,819,081 $ 69,161,158 $ - $ 69,161,158 $ 64,430,855 $ - $ 64,430,855 $ 63,959,895 $ - $ 63,959,895 $ 251 SHERIFF GRANTS OPERATING $ FY 2013 ADOPTED 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 258 SHERIFF TOWING AND IMPOUND OPERATING FUND TOTAL SOURCES 867 (700,361) (700,361) (3,716,841) (3,716,841) 228,600 228,600 (5,201,263) (5,201,263) -5.7% N/A -5.7% 0.0% 0.0% -11.7% N/A -11.7% N/A N/A -7.5% N/A -7.5% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Sources and Uses by Fund and Function (continued) FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING 251 SHERIFF GRANTS OPERATING 203 SHERIFF DONATIONS OPERATING 206 OFFICER SAFETY EQUIPMENT OPERATING 212 SHERIFF RICO OPERATING 214 SHERIFF JAIL ENHANCEMENT OPERATING NON-RECURRING FY 2012 ACTUAL $ 254 INMATE HEALTH SERVICES OPERATING 255 DETENTION OPERATIONS OPERATING NON-RECURRING FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 75,844,802 $ 75,844,802 $ 76,263,918 $ 317,940 76,581,858 $ 77,013,918 $ 833,401 77,847,319 $ 74,766,818 $ 506,576 75,273,394 $ 82,943,096 $ 4,091,783 87,034,879 $ $ FUND TOTAL USES $ 7,831,791 $ 7,831,791 $ 8,494,509 $ 8,494,509 $ 9,836,586 $ 9,836,586 $ 7,606,639 $ 7,606,639 $ 8,565,508 $ 8,565,508 $ 1,271,078 1,271,078 12.9% 12.9% $ FUND TOTAL USES $ 19,721 $ 19,721 $ 26,300 $ 26,300 $ 26,300 $ 26,300 $ 10,955 $ 10,955 $ 26,300 $ 26,300 $ - 0.0% 0.0% $ FUND TOTAL USES $ - $ - $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 23,500 $ 23,500 $ 60,000 $ 60,000 $ - 0.0% 0.0% $ FUND TOTAL USES $ 953,566 $ 953,566 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 2,000,000 $ 877,189 $ 877,189 $ 2,500,000 $ 2,500,000 $ (500,000) (500,000) -25.0% -25.0% $ 317,094 $ 2,000,000 2,317,094 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 1,482,444 $ 369,974 $ 369,974 $ 1,482,444 $ 1,482,444 $ - 0.0% N/A 0.0% FUND TOTAL USES $ 8,200,607 $ 21,707,932 29,908,539 $ 12,337,361 $ 12,337,361 $ 12,337,361 $ 98,058 12,435,419 $ 10,310,447 $ 10,310,447 $ 11,637,000 $ 11,637,000 $ 700,361 98,058 798,419 5.7% 100.0% 6.4% $ FUND TOTAL USES $ - $ - $ 165,640 $ 165,640 $ 165,640 $ 165,640 $ 14,015 $ 14,015 $ 165,640 $ 165,640 $ - 0.0% 0.0% FUND TOTAL USES $ 252 INMATE SERVICES OPERATING NON-RECURRING FY 2013 ADOPTED $ (6,047,384) 451,284 (5,596,100) -3.4% 23.6% -3.1% 194,691 $ 194,691 $ (194,691) (194,691) N/A N/A DEPARTMENT OPERATING TOTAL USES $ 259,583,259 $ 279,691,447 $ 282,082,768 $ 273,111,918 $ 292,782,582 $ 23,707,932 $ 317,940 $ 2,844,743 $ 987,645 $ 5,553,783 $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 283,291,191 $ 280,009,387 $ 284,927,511 $ 274,099,563 $ 298,336,365 $ (10,699,814) (2,709,040) (13,408,854) -3.8% -95.2% -4.7% 258 SHERIFF TOWING AND IMPOUND OPERATING $ 166,415,678 $ 178,861,275 $ 179,160,519 $ 179,132,381 $ 185,207,903 $ 1,913,284 481,069 1,462,000 FUND TOTAL USES $ 166,415,678 $ 178,861,275 $ 181,073,803 $ 179,613,450 $ 186,669,903 $ (5,929,178) -7.7% (3,258,382) -391.0% (9,187,560) -11.8% $ FUND TOTAL USES $ - $ - $ - $ - $ 868 - $ - $ - $ - $ Maricopa County Annual Business Strategies FY 2014 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 FINGERPRINT IDENT INMATE INTAKE AND RELEASE INMATE LABOR INMATE MEALS INMATE RELATED MANDATES INMATE RELEASE INMATE SKILLS AND TRAINING INMATE SUBST ABUSE RECOVERY INTAKE 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 INTELLIGENCE 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 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 46.00 17.00 33.00 8.00 106.00 2.00 45.00 19.00 37.00 9.00 7.00 119.00 1.00 39.00 19.75 39.00 9.00 6.00 113.75 1.00 40.00 20.75 40.00 9.00 6.00 116.75 1.00 40.00 21.00 40.00 9.00 6.00 117.00 1.00 1.25 1.00 3.25 0.0% 2.6% 6.3% 2.6% 0.0% 0.0% 2.9% 39.00 39.00 42.00 42.00 42.00 42.00 42.00 42.00 42.00 42.00 - 0.0% 0.0% 52.00 3.00 267.00 322.00 55.00 36.00 14.00 228.00 333.00 55.00 36.00 16.00 221.00 328.00 55.00 36.00 15.00 221.00 327.00 55.00 36.00 15.00 221.00 327.00 (1.00) (1.00) 0.0% 0.0% (6.3%) 0.0% (0.3%) 29.00 1,447.00 34.00 36.00 7.00 174.00 122.00 104.00 7.00 222.00 2,182.00 20.00 1,522.00 36.00 352.00 7.00 190.00 12.00 11.00 36.00 2,186.00 20.00 1,493.00 35.00 350.00 7.00 222.00 16.00 16.00 35.00 2,194.00 20.00 1,492.00 35.00 350.00 7.00 223.00 16.00 16.00 35.00 2,194.00 20.00 1,492.00 35.00 350.00 7.00 224.00 16.00 16.00 35.00 2,195.00 (1.00) 2.00 1.00 0.0% (0.1%) 0.0% N/A 0.0% 0.0% N/A 0.9% N/A 0.0% 0.0% N/A 0.0% 0.0% 31.00 8.00 49.00 14.00 4.00 106.00 20.00 46.00 10.00 48.00 14.00 4.00 142.00 20.00 46.00 9.00 54.00 16.00 5.00 150.00 20.00 46.00 11.00 53.00 16.00 4.00 150.00 20.00 47.00 10.00 53.00 17.00 4.00 151.00 1.00 1.00 (1.00) 1.00 (1.00) 1.00 0.0% 2.2% 11.1% (1.9%) 6.3% (20.0%) 0.7% 11.00 44.00 104.00 44.00 162.00 345.00 36.00 746.00 12.00 47.00 54.00 148.00 357.00 1.00 33.00 36.00 688.00 11.00 47.00 52.00 .00 153.00 350.00 1.00 33.00 36.00 683.00 10.00 48.00 54.00 154.00 352.00 1.00 33.00 36.00 688.00 10.00 48.00 54.00 149.00 352.00 1.00 33.00 36.00 683.00 (1.00) 1.00 2.00 (4.00) 2.00 - (9.1%) 2.1% 3.8% N/A (2.6%) 0.6% 0.0% 0.0% 0.0% 0.0% 19.00 13.00 9.00 6.00 5.00 4.00 56.00 3,557.00 19.00 19.00 9.00 6.00 5.00 4.00 62.00 3,572.00 27.00 13.00 9.00 6.00 5.00 4.00 64.00 3,574.75 27.00 13.00 9.00 6.00 5.00 4.00 64.00 3,581.75 26.00 13.00 9.00 6.00 5.00 4.00 63.00 3,578.00 (1.00) (1.00) 3.25 (3.7%) 0.0% 0.0% 0.0% 0.0% 0.0% (1.6%) 0.1% 869 Maricopa County Annual Business Strategies FY 2014 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 Applications Development Supv 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 Criminal Intelligence Analyst 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 Support Supervisor 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 REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 4.00 4.00 3.00 4.00 4.00 1.00 33.3% 12.00 12.00 11.00 11.00 11.00 0.0% 2.00 2.00 1.00 1.00 N/A 19.00 19.00 20.00 20.00 20.00 0.0% 1.00 1.00 N/A 1.00 1.00 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 5.00 6.00 6.00 6.00 6.00 0.0% 3.00 3.00 1.00 2.00 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 0.0% 2.00 4.00 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 2.00 2.00 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% 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 4.00 4.00 8.00 8.00 8.00 0.0% 8.00 8.00 8.00 8.00 9.00 1.00 12.5% 3.00 3.00 3.00 3.00 3.00 0.0% 5.00 5.00 5.00 0.0% 2.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 0.0% 8.00 N/A 1,848.00 1,887.00 1,894.00 1,895.00 1,894.00 0.0% 11.00 11.00 13.00 13.00 13.00 0.0% 65.00 65.00 65.00 65.00 65.00 0.0% 201.00 202.00 203.00 203.00 203.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 N/A 17.00 17.00 17.00 17.00 17.00 0.0% 14.00 14.00 14.00 14.00 14.00 0.0% 1.00 1.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 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% 1.00 N/A 4.00 4.00 4.00 4.00 4.00 0.0% 3.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 N/A 15.00 16.00 16.00 16.00 16.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 15.00 14.00 14.00 14.00 14.00 0.0% 10.00 10.00 10.00 10.00 10.00 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% 12.00 12.00 12.00 12.00 12.00 0.0% 870 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) Food Services Supervisor General Laborer 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 (Senior/Lead) 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 Special Projects Manager Systems Admin & Analysis Mgr 1.00 34.00 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 - 1.00 37.00 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 - 871 1.00 37.00 5.00 1.00 1.00 1.00 3.00 2.00 8.00 2.00 1.00 1.00 2.00 1.00 2.00 63.00 7.00 4.00 22.00 30.00 550.00 88.00 12.00 1.00 1.00 1.00 1.00 1.00 1.00 18.00 2.00 1.00 1.00 55.75 27.00 3.00 1.00 4.00 3.00 4.00 5.00 3.00 3.00 1.00 5.00 1.00 3.00 5.00 4.00 5.00 2.00 49.00 3.00 8.00 44.00 11.00 1.00 1.00 1.00 37.00 5.00 1.00 1.00 1.00 3.00 2.00 8.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 63.00 7.00 4.00 22.00 30.00 554.00 88.00 12.00 1.00 1.00 1.00 1.00 1.00 1.00 18.00 2.00 1.00 1.00 55.75 27.00 3.00 1.00 4.00 3.00 4.00 5.00 3.00 3.00 1.00 5.00 1.00 3.00 5.00 4.00 5.00 2.00 48.00 3.00 8.00 44.00 11.00 1.00 1.00 1.00 37.00 5.00 1.00 1.00 1.00 3.00 2.00 8.00 2.00 1.00 1.00 2.00 1.00 2.00 63.00 7.00 4.00 22.00 30.00 550.00 88.00 12.00 1.00 1.00 1.00 1.00 1.00 1.00 18.00 2.00 1.00 1.00 56.00 27.00 3.00 1.00 4.00 3.00 4.00 5.00 3.00 3.00 1.00 5.00 1.00 3.00 5.00 4.00 5.00 2.00 49.00 3.00 8.00 44.00 11.00 1.00 1.00 .25 - 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% 0.0% N/A 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% N/A 0.0% 0.0% N/A 0.0% 0.0% 0.0% N/A 0.0% 0.4% 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% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Staffing by Market Range Title (continued) 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 3,557.00 3.00 5.00 2.00 1.00 3.00 7.00 1.00 2.00 3,572.00 3.00 5.00 2.00 1.00 3.00 7.00 1.00 1.00 2.00 3,574.75 3.00 5.00 2.00 1.00 3.00 7.00 1.00 1.00 2.00 3,581.75 3.00 5.00 2.00 1.00 3.00 7.00 1.00 1.00 2.00 3,578.00 3.25 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% Staffing by Fund DEPARTMENT/FUND 100 GENERAL 251 SHERIFF GRANTS 252 INMATE SERVICES 255 DETENTION OPERATIONS 258 SHERIFF TOWING AND IMPOUND Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 971.00 1,046.00 1,042.75 1,045.75 1,044.00 1.25 0.1% 29.00 29.00 24.00 28.00 24.00 0.0% 95.00 112.00 118.00 118.00 118.00 0.0% 2,462.00 2,385.00 2,390.00 2,390.00 2,390.00 0.0% 2.00 2.00 N/A 3,557.00 3,572.00 3,574.75 3,581.75 3,578.00 3.25 0.1% Significant Variance Analysis o o o Create one Crime Lab Analyst. The net impact is an increase to expenditures of $63,787. Reallocate one Law Enforcement Officer and one Detention Officer from General Fund (100) to the Sheriff Towing and Impound Fund (258). Section 3511 towing and impound revenue and expenditures have been reallocated. It is important to note the staffing tables do not reflect additional positions associated with the MGT staffing and best practice studies, but funding for these positions is included in the budget. General Adjustments Target Adjustments: General Fund (100) o Decrease operating expenditure budget by $967,686 pertaining to the expiration of the Wells Fargo Lease agreement and subsequent occupation of the newly constructed MCSO Headquarters. Funding for six months of this lease, totaling $483,843, is appropriated in General Fund (100) Non Recurring Non Project to cover leasing costs for the Wells Fargo building until the new headquarters is ready for use. o Reallocate $64,580 from the Finance Department to the Sheriff’s Office for one Financial/Business Analyst position. This position is responsible for the Jail per Diem billing function. While the long-term plan is to move this function to MCSO, the Office has requested that the move be delayed until after they hire a Chief Financial Officer and relocate to their new headquarters. Base Adjustments: General Fund (100) o Increase Regular Benefits by $2,238,771 for the impact of changes in retirement contribution rates. o Increase Overtime and Overtime Benefits by $375,483 to reflect an increase in overtime usage in FY 2013. o Increase Travel $19,444 to accommodate trips necessary to attend trainings at various locations nationally. o Reduce Utilities by $17,500 to right-size expenditures based on FY 2013 Forecast. 872 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Adjust Other Benefits and Internal Service Charges by $523,214 for the reallocation of Risk Management charges from FY 2013. o Increase Other Services $74,417 for temporary IT personnel to satisfy data storage needs. o Right-size allocations for shared support activities, Dispatch and Custodial Activities. Net expenditure increase of $56,829. o Net decrease from other adjustments by $104,568. o Increase personnel savings to 3.3% in FY 2014, resulting in a net decrease in expenditures of $122,644. FY 2013 personnel savings was budgeted at 3%, but actual savings was 5.2%. Anticipated increases in hiring should result in a lower actual personnel savings rate in FY 2014. o Increase revenues and expenditures by $113,417 stemming from contracted law enforcement services provided to local cities and towns. o Decrease expenditures by $4,030,469 due to the administrative allocations from the General Fund (100) to the Detention Fund (255). The indirect cost rate utilized increased from 14% in FY 2013 to 16.35% in FY 2014, accounting for the increased figure. o Increase Personnel Savings by $924,765 based on the Chairman’s Office request. o Increase Other Benefits and Internal Service Charges by $507,085 for the impact of the changes in Risk Management charges. Risk Management charges across the Office increased by $1,392,333 largely due to increases in worker’s compensation and general liability expenses. o Restate $64,580 from the Sheriff’s Office for one Financial/Business Analyst position back to the Finance Department. This position is responsible for the Jail per Diem billing function. While the long-term plan is to move this function to MCSO, the Office has requested that the move be delayed until after they hire a Chief Financial Officer and relocate to their new headquarters. General Fund (100) Non Recurring Non Project  Increase expenditure budget by $483,843 for six months of leasing and parking at the Wells Fargo building. This is necessary until the Sheriff Headquarters is operational.  Increase expenditures by $317,940 for two 18-month contract IT positions for the implementation and maintenance of the Computer Aided Dispatch (CAD), Field Reporting (FR), and Records Management Systems (RMS). These positions are carried forward from FY 2013. Sheriff Grants Fund (251)  Increase Other Benefits by $5,968 for the impact of the changes in Risk Management charges. This results from increases to worker’s compensation and unemployment risk charges.  Decrease net expenditure budget $5,968 to offset increases in Risk Management charges in FY 2014. Inmate Services Fund (252)  Increase Regular Benefits by $42,243 for the impact of changes in retirement contribution rates.  Increase Other Benefits by $41,643 for the impact of the changes in Risk Management charges. This results from increases to worker’s compensation and unemployment risk charges.  Decrease net expenditure budget $41,643 to offset increases in Risk Management charges in FY 2014. Detention Fund (255)  Increase Regular Benefits by $2,096,420 for the impact of changes in retirement contribution rates.  Right-size allocations for shared support activities, Dispatch and Custodial Activities. Net decrease in expenditures of $91,384.  Decrease Rent and Operating Lease expenditures $124,589 to reflect FY 2013 Forecast levels.  Reduce expenditure budget $531,687 as a result of reallocating FY 2013 Risk Management charges to other funds.  Right-size Regular Over-Budget Pay and Benefits by $1,023,291. This funding created substantial Personnel Savings in the Detention Fund (255) in FY 2013. The savings realized from this reduction are repurposed to other expenditure increases. o 873 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget          Decrease Regular Pay $408,949 as a result of the average pay rate decreasing by $0.0441 per hour from FY 2013 to FY 2014. Increase Repairs and Maintenance $378,638 to account for increases in Jail Management System (JMS) preservation and other critical detention facility IT systems. Decrease General Supplies by $189,269 to reflect actual usage in FY 2013. The savings from this reduction are repurposed to fund the increase in inmate food expenditures. Net decrease from other adjustments by $49,824. Increase Personnel Savings by $15,819. In FY 2014, Personnel Savings is budgeted at 5.54%. Net increase to expenditure budget of $1,269,118 for the implementation of the MGT staffing and best practice study. Increase operating expenditures by $4,030,469 as a result of increased administrative cost allocations from the General Fund (100) to the Detention Fund (255). The administrative cost rate charged to the Detention Fund (255) for FY 2014 has increased to 16.35% from 14% in FY 2013. Increase Personnel Savings by $1,517,772 based on the Chairman’s Office request. Increase Other Benefits and Internal Service Charges by $837,641 for the impact of the changes in Risk Management charges. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 100.0% FY 2014 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A N/A 70.0% 70.3% 69.9% -0.1% -0.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% N/A N/A 100.0% 100.0% 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 the fees to be collected by the Sheriff’s Office for service of process. 874 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Output Demand Efficiency Measure Description Percent of successful court paper service attempts Court papers served Court paper service attempts (served and unserved) Number of court papers requiring service Total activity expenditure per court paper served FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 70.0% 70.3% 25,487 N/A 28,024 39,776 FY 2014 ADOPTED 69.9% 24,358 34,559 REV VS ADOPTED VAR % (0.1%) -0.2% 24,004 34,348 $ 36,566 163.32 $ 45,204 163.05 $ 37,261 176.94 $ 36,932 193.86 $ 100 - GENERAL TOTAL SOURCES $ $ 636,612 636,612 $ $ 639,000 639,000 $ $ 667,747 667,747 $ $ 639,000 639,000 $ $ 100 - GENERAL 212 - SHERIFF RICO TOTAL USES $ 4,162,599 $ 4,162,599 $ 4,653,353 110 $ 4,653,463 $ (4,020) (5,428) -14.3% -13.6% (8,272) (30.82) -18.3% -18.9% Revenue - 0.0% 0.0% Expenditure $ 4,569,176 $ 4,569,176 $ 4,309,972 37 $ 4,310,009 $ (84,177) (110) (84,287) -1.8% N/A -1.8% Activity Narrative: During a slow economy, civil process tends to have reduced demand. The Office expected the Activity to rebound in FY 2013; however, the forecast does not reflect this coming to fruition. The Office expects FY 2014 to follow the FY 2013 Forecast as the economy is making a slower than expected rebound. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 100.0% N/A N/A N/A N/A N/A N/A N/A N/A $ 980 438 438 7,555.35 FY 2014 ADOPTED 100.0% $ REV VS ADOPTED VAR % N/A N/A 1,028 544 544 6,359.15 N/A N/A N/A N/A N/A N/A N/A N/A (2,063) (2,063) -0.1% -0.1% Expenditure 100 - GENERAL TOTAL USES $ $ - $ 3,457,314 $ 3,457,314 $ 3,309,243 $ 3,309,243 $ 3,459,377 $ 3,459,377 $ $ 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. 875 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES FY 2012 ACTUAL 100.0% $ 394 394 4,811.49 $ 1,895,726 $ 1,895,726 FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 412 412 4,220.67 $ $ 1,738,914 $ 1,738,914 $ 506 506 3,313.96 $ 1,422 1,675,443 $ 1,676,865 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% $ 508 508 3,524.91 $ 7,260 1,783,394 $ 1,790,654 $ $ $ 96 96 695.76 23.3% 23.3% 16.5% (7,260) (44,480) (51,740) N/A -2.6% -3.0% Activity Narrative: The FY 2013 Forecasted number of subjects returned exceeded budgeted levels by 22.81%. FY 2014 Adopted output and demand levels have been increased to reflect the current experience. Extraditions were often performed by cities and towns in FY 2011 and FY 2012. This responsibility has now been returned to the Sheriff’s Office causing and increased demand and output. Base Adjustments: Detention Fund (255)  Reduce travel by $47,268. It is expected that increases in fuel and maintenance for Office aircraft (reflected in the Aviation Activity) will result in greater availability to conduct extradition missions with MCSO units, reducing the need for commercial air travel. 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 2012 ACTUAL N/A $ FY 2013 FY 2013 REVISED FORECAST N/A 100.0% 103,516 N/A 103,516 143.71 $ 100,548 N/A 100,548 126.49 $ 124,514 103,778 124,909 101.91 FY 2014 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A $ 138,828 N/A 140,028 93.85 $ $ $ 38,280 N/A 39,480 32.64 38.1% N/A 39.3% 25.8% 95,760 (406,148) (310,388) N/A 75.9% -3.2% -2.4% Expenditure 100 - GENERAL 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 2,639,524 52,734 12,183,780 $ 14,876,038 $ 126,135 12,592,569 $ 12,718,704 $ 44,769 12,644,289 $ 12,689,058 30,375 12,998,717 $ 13,029,092 $ Activity Narrative: The pre-trial inmate population in Sheriff’s custody continues to grow year over year. A greater number of pre-trial inmates necessitate a greater number of inmate transports causing demand and output to increase. New result measures will be developed during the FY 2015 Strategic Business Planning process. 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. 876 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Mandates: A.R.S. §§11-441 and 31-121 establish that the Sheriff’s Office is responsible for the operation of County jails and detention, including receiving and providing food, clothing, and bedding for all persons who are committed to jail. Program Results Measure Description Percent of ALPHA program graduates who do not return to jail within 2 years on substance abuse charges 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 jail intelligence items forwarded to law enforcement for action Percent of inmates assigned to housing or released within 24 hours Percent of inmates accurately released FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 ADOPTED N/A REV VS ADOPTED VAR % N/A N/A 3.9% 18.0% 12.0% 5.0% -13.0% -72.2% N/A N/A 73.4% N/A N/A N/A N/A N/A N/A 91.5% N/A N/A N/A N/A N/A N/A N/A N/A N/A 99.6% N/A 99.7% 4.2% 99.7% 4.0% 99.9% N/A 0.2% N/A 0.2% 4.6% 4.5% 3.0% 2.3% -2.2% -50.0% N/A 99.7% 99.8% 99.8% 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 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. 877 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 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 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED 91.5% N/A N/A N/A 10,731,580 N/A N/A N/A N/A 375,924 10,799,770 397,462 10,799,770 411,836 11,728,500 35,912 928,730 9.6% 8.6% N/A 375,924 397,462 411,836 35,912 9.6% N/A $ 0.35 $ 0.38 $ 0.37 $ (0.02) -5.3% Revenue 252 - INMATE SERVICES TOTAL SOURCES $ 11,115,675 $ 11,115,675 $ 12,322,361 $ 12,322,361 $ 12,492,519 $ 12,492,519 $ 11,622,000 $ 11,622,000 $ $ (700,361) (700,361) -5.7% -5.7% 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 4,658,368 137 $ 4,658,505 $ 3,822,802 $ 3,822,802 $ 4,063,123 $ 4,063,123 $ 4,373,100 $ 4,373,100 $ (550,298) (550,298) -14.4% N/A -14.4% Expenditure $ Activity Narrative: Revenues are budgeted flat from FY 2013 to FY 2014, except for a decline in inmate phone revenue. Inmate phone revenue has declined from $3,889,470 in FY 2011, to $3,508,298 in FY 2012, to $3,416,441 to date in FY 2013. Base Adjustments: Inmate Services Fund (252)  Decrease revenue by $608,861 to account for a decline in inmate phone usage.  Transfer revenue of $91,500 from the Inmate Services Fund (252) to the Detention Fund (255). These revenues are reimbursements received from Treatment Assessment Screening Center (TASC) for individuals participating in Maricopa County Attorney Office’s Diversion and Possession of Marijuana programs who have been photographed or fingerprinted by the Sheriff’s Office.  Reduce expenditures by $91,500 to balance expenditures and revenues as a result of TASC reimbursements being moved to the Detention Fund (255).  Decrease expenditures by $651,104 to maintain structural balance. Detention Fund (255)  Transfer revenue of $91,500 from the Inmate Services Fund (252) to the Detention Fund (255) for TASC reimbursements. 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. 878 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Output Output Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of inmates not assaulted by other 99.6% 99.7% 99.7% 99.9% 0.2% 0.2% inmates while in custody Cumulative inmate daily population served in N/A N/A N/A 34,156 N/A N/A Sheriff's detention facilities Number of inmate meals served N/A 10,105,620 10,045,040 10,398,440 292,820 2.9% Number of pounds of items laundered N/A 3,552,168 3,949,963 4,243,324 691,156 19.5% Number of inmates assigned to Sheriff's 7,496 7,670 7,670 8,214 544 7.1% detention facilities Total activity expenditure per inmate housed in $ 3,239.49 $ 35.80 $ 135.06 $ 2,870.38 $ (2,834.58) -7917.3% Sheriff's detention facilities Revenue 214 - SHERIFF JAIL ENHANCEMENT 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL SOURCES $ 1,413,310 165,769 27,403,046 $ 28,982,125 $ 1,482,444 165,060 31,829,293 $ 33,476,797 $ 1,477,044 170,911 28,624,171 $ 30,272,126 $ 1,482,444 165,060 28,020,952 $ 29,668,456 $ (3,808,341) $ (3,808,341) 0.0% 0.0% -12.0% -11.4% 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 254 - INMATE HEALTH SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ $ $ $ 1,055,968 1,295,738 165,640 95,523,330 $ 98,040,676 $ 10.4% 6.2% 0.0% 2.0% 2.2% Expenditure 140,444 131,432 96,854,451 $ 97,126,327 1,179,100 1,380,844 165,640 97,504,720 $100,230,304 202,915 1,073,176 14,015 96,358,631 $ 97,648,737 123,132 85,106 1,981,390 $ 2,189,628 Activity Narrative: The booking rate charged to cities and towns for taking inmates into County detention facilities increased in FY 2014 to $251.53. Conversely, the jail per diem rate decreased from FY 2013 to FY 2014, to $78.94. Due to increased jail population and longer average lengths of stay, meals served and pounds of items laundered are increasing as well. Jail Housing Rates FY 2013 FY 2014 Change Booking $ 236.78 $ 251.53 $ 14.75 Per Diem $ 85.91 $ 78.94 $ (6.97) % Var 6.23% ‐8.11% Base Adjustments: Detention Fund (255)  Decrease Booking and Jail per Diem revenue $3,808,341 to reflect current collection patterns and new rates. Local cities and towns and, to a lesser extent, the State of Arizona and the Federal government pay MCSO booking and per diem rates for assuming custody of inmates.  Create one Sheriff Record Specialist to fulfill mandated duties outlined by the Prison Rape Elimination Act (PREA). The operating cost of this position is $41,770. This position will be influential in conducting the necessary background checks of the employees and contractors to ensure compliance and maintain compliance with Federal law.  Increase General Supplies by $1,365,180 for inmate food while right-sizing General Supplies in other areas of the Inmate Detention Housing Activity for a net increase of $514,743. A growing inmate population necessitates increases in the amount of food purchased for distribution, as mandated meals must be provided to inmates. Further, the cost of food provisions (i.e. peanut butter, bread, milk) has risen, resulting in elevated expenditures.  Increase Non Capital Expenditures by $28,000 to fund various as-needed repairs and improvements at jail facilities. Detention Fund (255) Non Recurring Non Project  Carry-forward $1,462,000 from FY 2013 to FY 2014 for jail kitchen equipment purchases. Although originally budgeted in FY 2013, these items will be received and paid for in FY 2014. 879 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of adult inmate participants who 3.9% 18.0% 8.4% 5.0% (13.0%) -72.2% receive GEDs Number of inmates participating in education N/A 3,156 1,212 1,600 (1,556) -49.3% classes Number of inmates for which education N/A 11,980 1,192 1,600 (10,380) -86.6% classes are mandated Number of adult inmates eligible to participate N/A 11,980 N/A 1,200 (10,780) -90.0% in general education programs Number of qualifying inmates participating in N/A N/A 240 400 N/A N/A mandatory special education classes Total activity expenditure per inmate education $ 468.37 $ 796.27 $ 1,454.96 $ 1,518.09 $ (721.83) -90.7% participant Revenue 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 390,329 390,329 $ $ 251 - SHERIFF GRANTS 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 464,700 464,700 $ $ 395,195 952,505 84,102 $ 1,431,802 $ 469,657 469,657 $ $ 440,926 2,071,623 468 $ 2,513,017 $ 574,843 574,843 $ $ 110,143 110,143 326,072 1,427,545 9,795 $ 1,763,412 $ 558,956 1,865,543 4,452 $ 2,428,951 $ (118,030) 206,080 (3,984) 84,066 23.7% 23.7% Expenditure $ -26.8% 9.9% -851.3% 3.3% Activity Narrative: The measures of this Activity were changed for FY 2013. The Office is making efforts to determine realistic measures and ensure accurate recordkeeping. This Activity should be revisited during the strategic planning update process during FY 2014. 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. 880 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 99.7% 99.8% REV VS ADOPTED VAR % 0.1% 0.1% FY 2014 ADOPTED 99.8% N/A N/A 100.0% 108,316 100.0% 106,882 100.0% 112,160 0.0% 3,844 0.0% 3.5% N/A N/A N/A N/A N/A N/A N/A N/A $ 108,588 108,588 109,424 N/A 108,588 109,424 108,588 183.35 $ 106,950 128,978 107,159 17 106,950 107,159 106,950 182.14 112,160 127,992 110,952 8 112,160 110,952 112,160 175.37 3,572 19,404 1,528 N/A 3,572 1,528 3,572 7.98 3.3% 17.9% 1.4% N/A 3.3% 1.4% 3.3% 4.4% 205,239 205,239 185,680 11,445 197,125 (16,919) (16,919) -8.2% N/A -8.2% 18,142 11,734 160,606 190,482 8.8% N/A 11.8% N/A 0.8% 1.0% $ $ Revenue 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES $ $ 167,461 167,461 $ $ $ $ $ $ 188,320 188,320 $ $ Expenditure 251 - SHERIFF GRANTS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 167,255 1,804 8,604 18,376 18,299,499 $ 18,495,538 $ 205,239 99,167 19,555,254 $ 19,859,660 $ 198,323 290 49,647 19,218,970 $ 19,467,230 $ 187,097 87,433 19,394,648 $ 19,669,178 $ $ 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 73.4% REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED N/A N/A N/A N/A N/A N/A 405,790 640,000 N/A N/A N/A N/A N/A N/A N/A N/A 846,388 N/A N/A (0.50) -422.1% $ 0.12 $ 0.12 $ 0.33 $ 0.62 $ $ $ 405,858 405,858 $ $ 417,326 417,326 $ $ 392,423 392,423 $ $ 397,366 397,366 $ $ Expenditure 255 - DETENTION OPERATIONS TOTAL USES 19,960 19,960 4.8% 4.8% Activity Narrative: Changes in measures for FY 2013 and staff turnover in the Inmate Labor Activity precluded the Office from gathering meaningful data for FY 2014. It is anticipated that this Activity will be evaluated during the strategic planning process and the Office make improvements in recording data in FY 2014. 881 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL N/A 7,496 FY 2013 FY 2013 REVISED FORECAST N/A 4.2% 7,670 7,955 N/A 7,496 N/A N/A $ N/A 7,670 N/A 404.25 $ 10,362 7,955 10,362 398.07 REV VS ADOPTED VAR % N/A N/A 544 7.1% FY 2014 ADOPTED 4.0% 8,214 $ 10,128 8,214 10,128 414.16 N/A 544 N/A (9.92) N/A 7.1% N/A -2.5% (5,436) (78,773) (1,121,223) $ (1,205,432) N/A -12.3% -9.5% -9.7% $ Expenditure 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 425 599,873 5,253,763 $ 5,854,061 $ 640,255 11,762,019 $ 12,402,274 $ 5,568 683,829 11,977,260 $ 12,666,657 $ 5,436 719,028 12,883,242 $ 13,607,706 $ Activity Narrative: Some measures for this Activity were new in FY 2013. The Office continues to evaluate data in order to determine appropriate measures. Demand and output are expected to increase as the average lengths of stay and inmate population continue to increase. Inmate Skills and Training Activity The purpose of the Inmate Skills and Training Activity is to provide vocational, coping, 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED N/A 7,101 N/A 7,296 N/A 7,143 5,319 7,296 7,296 N/A 0.0% N/A 7,128 7,296 7,143 7,296 - 0.0% $ 95.16 $ 248.51 $ 191.40 $ 222.34 $ 26.17 10.5% 203 - SHERIFF DONATIONS TOTAL SOURCES $ $ 17,782 17,782 $ $ 19,296 19,296 $ $ 21,090 21,090 $ $ 19,296 19,296 $ $ - 0.0% 0.0% 203 - SHERIFF DONATIONS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES TOTAL USES $ 19,721 656,040 675,761 $ 19,299 1,793,854 $ 1,813,153 $ 8,040 179 1,358,963 $ 1,367,182 $ 19,299 1,690 1,601,194 $ 1,622,183 $ Revenue Expenditure $ 882 $ (1,690) 192,660 190,970 0.0% N/A 10.7% 10.5% Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: Although FY 2013 Forecasted levels of eligible inmates was below FY 2013 budgeted levels, the number of inmates eligible for skills and training programs anticipated in FY 2014 is expected to increase slightly above the FY 2013 Forecast. 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: Not mandated. Measure Type Result Output Output Demand Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of ALPHA program graduates who do N/A N/A N/A N/A N/A N/A not return to jail within 2 years on substance abuse charges Number of ALPHA program participants 1,030 1,044 1,060 1,044 0.0% Number of inmates graduating from ALPHA 311 356 135 140 (216) -60.7% classes Number of inmates screened for program N/A 676 427 456 (220) -32.5% admission Number of qualified inmates for ALPHA N/A 1,044 423 438 (606) -58.0% program Total activity expenditure per ALPHA program $ 1,041.71 $ 2,269.20 $ 1,335.23 $ 1,376.42 $ 892.78 39.3% participant Revenue 251 - SHERIFF GRANTS 255 - DETENTION OPERATIONS TOTAL SOURCES $ 55,785 55,785 $ 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 55,428 1,017,534 $ 1,072,962 $ $ 77,143 77,143 $ 35,110 2,333,332 600 $ 2,369,042 $ $ $ 78,338 78,338 $ 76,452 91,500 167,952 $ 75,903 6,759 1,354,317 $ 1,436,979 $ $ $ (691) 91,500 90,809 -0.9% N/A 117.7% (40,793) (6,759) 979,015 600 932,063 -116.2% N/A 42.0% 100.0% 39.3% Expenditure 50,625 716 1,363,707 301 $ 1,415,349 $ $ Activity Narrative: The result measure for this Activity is expected to be replaced during the upcoming strategic planning process. Reporting errors in the data make year over year comparisons difficult. The Office expects this to improve with the most recent reorganization. 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. 883 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 4.6% FY 2013 FY 2013 REVISED FORECAST 4.5% 3.0% REV VS ADOPTED VAR % (2.2%) -50.0% FY 2014 ADOPTED 2.3% 59,502 49,424 52,769 53,676 4,252 8.6% N/A 59,502 N/A 49,424 13 52,769 N/A 53,676 N/A 4,252 N/A 8.6% $ 39.45 $ 48.20 $ 44.51 $ 44.85 $ 3.35 6.9% 251 - SHERIFF GRANTS TOTAL SOURCES $ $ - $ $ 46,679 46,679 $ $ 46,679 46,679 $ $ 48,500 48,500 $ $ 1,821 1,821 3.9% 3.9% 251 - SHERIFF GRANTS 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 4,105 2,342,999 $ 2,347,104 $ 46,679 54,327 2,281,032 $ 2,382,038 $ 39,075 9,817 2,299,805 $ 2,348,697 $ 48,019 14,197 2,345,096 $ 2,407,312 $ (1,340) 40,130 (64,064) (25,274) -2.9% 73.9% -2.8% -1.1% Revenue Expenditure $ Activity Narrative: The Office started tracking the threats detected/identified in January 2013. The Office may modify measures for this Activity next year. As the jail population and average length of stay increase, the number of jail intelligence requests and jail intelligence items processed will continue to increase. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 57.2% FY 2014 ADOPTED 81.6% REV VS ADOPTED VAR % N/A N/A N/A 99.5% 99.7% 99.6% 0.1% 0.1% N/A N/A 21.0% N/A 48.6% N/A 59.2% 100.0% 38.3% N/A 182.6% N/A N/A N/A 100.0% 100.0% N/A N/A N/A N/A N/A 66.0% 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. Mandates: Not mandated. 884 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A 1,040 144 N/A N/A N/A $ 600 2,222.86 41 1,264 115 80 $ 886 1,878.63 REV VS ADOPTED VAR % N/A N/A FY 2014 ADOPTED 66.0% 80 1,516 112 120 $ 944 1,855.14 N/A 476 (32) N/A $ N/A 45.8% -22.2% N/A 344 367.72 57.3% 16.5% (449,485) (51,134) (500,619) -19.4% N/A -21.7% Expenditure 100 - GENERAL 212 - SHERIFF RICO TOTAL USES $ - $ $ 2,311,773 $ 2,311,773 $ 2,371,895 2,693 $ 2,374,588 $ 2,761,258 51,134 $ 2,812,392 $ $ Activity Narrative: On occasion, the Office receives calls for Aviation support or search and rescue, but is unable to respond because aircraft are not flight-ready. By increasing expenditures for Fuel and Repairs and Maintenance in the General Fund (100), the Office expects to increase aircraft availability, which is anticipated to positively impact patrols and other air support missions. Base Adjustments: General Fund (100)  Increase Fuel by $100,053 to reflect FY 2013 forecasted usage and an increase to fund additional flight hours. By increasing flight hours, the Office should be able to provide additional pro-active policing or more effective patrol due to the air support.  Increase Repairs and Maintenance by $ 241,900 in order to fund required overhauls and other major maintenance for aircraft. These maintenance projects should also result in increased aircraft availability supporting the Office’s goal to increase flight hours. General Fund (100) Non Recurring Non Project  Increase expenditures $100,000 for one-time Aviation equipment such as pilot suits, rescue equipment and additional training. 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’s Office 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. 885 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL N/A N/A N/A N/A FY 2013 FY 2013 REVISED FORECAST 21.0% 53.4% 830 625 N/A N/A 2,000 773 N/A N/A N/A N/A $ 2,286,980 4,119 1,358 614,857 $ 2,907,314 $ 3,420,175 $ 3,420,175 REV VS ADOPTED VAR % 38.3% 182.6% (202) -24.3% N/A N/A (1,204) -60.2% FY 2014 ADOPTED 59.2% 628 38 796 N/A 70 N/A $ 94,371.53 N/A N/A N/A N/A (165,943) (165,943) -4.9% N/A N/A N/A -4.9% Expenditure 100 - GENERAL 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 3,424,045 $ 3,424,045 $ 3,586,118 $ 3,586,118 $ $ Activity Narrative: As part of the MGT staffing study recommendations, it is anticipated that the Office will engage in a wide-scale hiring effort to fill vacant and newly created positions as recommended. Base Adjustments: General Fund (100)  Increase operating expenditure budget $30,000 to fund on-going licensing and other fees for OnBase Document Management workflows.  Increase Health Care Services by $89,282 to facilitate increased pre-employment physicals related to increases in hiring. MCSO plans to conduct law enforcement academies in FY 2014 to fill vacancies in law enforcement positions. Additionally, the MGT of America staffing and best practice studies completed in FY 2013 recommend numerous new positions to be filled. General Fund (100) Non Recurring Non Project  Increase expenditure budget $150,000 to fund one-time expenses to incorporate OnBase Document Management into the Office’s pre-employment practices. Currently, the Office utilizes a paper-based method to conduct applicant reviews and other pre-employment processes. OnBase is expected to provide a workflow to the Office, enhancing accuracy and timeliness in the recruitment process. 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. 886 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Demand Demand Efficiency Revenue Measure Description Percent of information system availability (24x7) Number of days information and telecommunications systems are operational (24x7) Number of days information and telecommunications systems are required Number of radio units supported Number of PC units supported Total activity expenditure per operational day FY 2012 ACTUAL 0.0% FY 2013 FY 2013 REVISED FORECAST 99.5% 99.7% FY 2014 ADOPTED 99.6% REV VS ADOPTED VAR % 0.1% 0.1% 364 365 365 365 - 0.0% 365 365 365 365 - 0.0% N/A N/A $ 10,962.59 $ 17,756 14,160 6,847.50 $ 17,472 9,750 4,957.60 $ 17,260 12,392 8,507.61 100 - GENERAL TOTAL SOURCES $ $ 132,029 132,029 $ $ 128,015 128,015 $ $ 100 - GENERAL 252 - INMATE SERVICES 255 - DETENTION OPERATIONS TOTAL USES $ 3,130,124 139,381 722,304 $ 3,991,809 195,475 195,475 $ $ $ (496) (1,768) (1,660.10) -2.8% -12.5% -24.2% 266,441 266,441 $ $ 134,412 134,412 101.8% 101.8% $ 2,934,501 142,413 28,362 $ 3,105,276 $ (655,676) (2,323) 52,061 (605,938) -28.8% -1.7% 64.7% -24.2% Expenditure $ 2,278,825 140,090 80,423 $ 2,499,338 $ 1,666,072 109,942 33,510 $ 1,809,524 $ Activity Narrative: With the opening of the new Sheriff’s headquarters in FY 2014, MCSO IT will consolidate existing data centers. It is expected that the consolidation of these operations and hardware will allow the Office to achieve economies of scale and further solidify the reliability of mission-critical systems. Base Adjustments: General Fund (100)  Increase operating expenditure budget $903,050 to fund recommended staffing and best practices from the MGT staffing study for MCSO IT. Some recommendations include: modifying organizational structure; creating new positions; filling vacant positions; developing backup redundancies; and establishing succession planning for critical operations. 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. 887 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 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 of 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A 3,573 N/A N/A 180 FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A N/A 2,656 N/A N/A 180 180 - 0.0% N/A N/A N/A 23 N/A N/A 2,629 2,768 2,612 2,506 (262) -9.5% 260 260 260 - 0.0% 35 N/A N/A 2,416.84 N/A N/A (20,234) (20,234) N/A -27.2% -27.2% (344,646) 20,406 3,096 (54,894) (233,070) (609,108) -8.9% 27.4% 100.0% -293.3% -12.6% -10.5% N/A N/A N/A N/A N/A N/A N/A $ Revenue 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ $ 16,264 58,774 75,038 $ $ 74,524 74,524 $ $ 74,523 74,523 $ $ 54,290 54,290 $ $ Expenditure 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO 214 - SHERIFF JAIL ENHANCEMENT 255 - DETENTION OPERATIONS TOTAL USES $ 253,216 48,951 4,775 100,359 3,440,553 $ 3,847,854 $ 3,856,873 74,524 3,096 18,715 1,856,817 $ 5,810,025 $ 2,886,441 45,638 1,290 43,970 1,954,438 $ 4,931,777 $ 4,201,519 54,118 73,609 2,089,887 $ 6,419,133 $ $ Activity Narrative: In FY 2014, the Office expects to conduct two law enforcement (sworn) training academies, which is consistent with recommendations from MGT. In addition, in accord with the Office’s initiative to increase training opportunities for staff, sworn personnel will receive firearms certification twice annually. Base Adjustments: General Fund (100) Non Recurring Non Project o Increase expenditures by $180,000 for one-time improvements to MCSO training facilities. These improvements include updating training classrooms and auditorium with new projection equipment accommodating evolving instruction methods. o Increase expenditures by $180,000 for a one-time purchase of ammunition. This funding was budgeted in FY 2013, but due to the backorder status of the purchase, the ammunition is expected to be paid for and received in FY 2014. o Increase expenditures $80,000 to fund upgrades to MCSO firing range. This includes repairing and upgrading the range communication system and improvements to the target operation system. 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 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. Further, A.R.S. § 28-3513 requires that any administrative costs 888 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget recovered from vehicle impounds be deposited into a special fund for the purpose of implementing A.R.S. § 28-872 and A.R.S § 28-3513. 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 100.0% N/A 12,520 FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % N/A N/A 9,360 7,908 (4,612) -36.8% N/A N/A 43,577 57,384 N/A N/A N/A N/A N/A N/A 8,663 34,445 11,168 34,464 N/A N/A N/A N/A N/A N/A 5,585 11,168 N/A N/A N/A N/A 1,502 2,040 N/A N/A N/A N/A $ 24.34 $ 21.62 N/A N/A 276,479 276,479 $ 14,000 228,600 242,600 228,600 228,600 0.0% N/A 1632.9% Revenue 100 - GENERAL 258 - SHERIFF TOWING AND IMPOUND TOTAL SOURCES $ 100 - GENERAL 212 - SHERIFF RICO 255 - DETENTION OPERATIONS 258 - SHERIFF TOWING AND IMPOUND TOTAL USES $ $ 47,019 47,019 $ $ 14,000 14,000 $ $ $ $ $ Expenditure 532,045 1,940 466,084 $ 1,000,069 $ 1,092,880 $ 1,092,880 $ 1,060,702 $ 1,060,702 $ 1,046,171 194,691 $ 1,240,862 $ $ 46,709 (194,691) (147,982) 4.3% N/A N/A N/A -13.5% Activity Narrative: A new, dedicated fund for vehicle impoundment revenues and expenditures has been created in FY 2014 as required by State statute. The new fund is titled Sheriff Towing and Impound Fund (258). Revenues for this fund originate from the recovery of administrative charges relating to tows and impounds that are performed by the Office. In FY 2013, revenues and expenditures were budgeted in the Enforcement Support (ENFO) Activity. Base Adjustments: Sheriff Towing and Impound Fund (258) o Transfer revenue of $228,600 from the General Fund (100) to the Sheriff Towing and Impound Fund (258). o Transfer expenditures of $194,691 from the General Fund (100) to the Sheriff Towing and Impound Fund (258). These expenditures cover the administrative expenses of towing and impounding vehicles. 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. 889 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 57.2% 738 742 726 117.96 $ 730 116.41 $ FY 2014 ADOPTED 81.6% 590 $ 731 152.20 REV VS ADOPTED VAR % N/A N/A 538 $ 730 166.48 $ (204) -27.5% (50.07) -43.0% (12,753) (12,753) -3.7% N/A -3.7% Expenditure 100 - GENERAL 255 - DETENTION OPERATIONS TOTAL USES $ $ 194,345 153,746 348,091 $ 345,503 345,503 $ $ $ 359,045 359,045 $ $ 358,256 358,256 $ $ Activity Narrative: As part of the best practice and staffing study, MGT recommended an increase to the Office’s fleet. Currently, some patrol vehicles run almost 24 hours a day. Such extended use, in conjunction with harsh environmental elements (i.e. oppressive heat and dust) present in the County results in the vehicles requiring maintenance in short succession and quickly reaching end of life. Funding for additional patrol vehicles is in the General Government Activity and will be transferred to other activities mid-year. 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: This Activity supports the overall mandate of the Sheriff’s Office under A.R.S. §11-441. Also, A.R.S. §41-4258 establishes that the Sheriff’s Office is responsible for coordinating, developing, and implementing homeland security strategies. Program Results Measure Description Percent of Priority 1 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 92.0% 92.6% FY 2014 ADOPTED 92.0% REV VS ADOPTED VAR % 0.0% 0.0% N/A 100.0% 100.0% 100.0% 0.0% 0.0% 18.1% 15.1% 17.2% 17.3% 2.2% 14.7% 50.2% 49.5% 52.1% 51.5% 2.0% 4.1% 69.4% N/A N/A 100.0% N/A N/A 100.0% N/A 98.3% 100.0% N/A 97.1% 0.0% N/A N/A 0.0% N/A N/A Activities that comprise this Program include:  Disaster and Community Threat Disruption Response  Dispatch  Enforcement Support  Special Weapons and Tactics (SWAT)  Warrant and Records Information Processing 890    Investigations Patrol Search and Rescue Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. 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 2012 ACTUAL N/A $ FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 366 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 5,483.95 $ 7,617.83 $ 4,910.55 365 $ 6,239.04 $ 1,378.79 18.1% $ 1,814,889 $ 1,814,889 $ 1,368,048 $ 1,368,048 $ $ (446,839) (446,839) -24.6% -24.6% $ $ $ 1,350 501,909 503,259 0.1% 27.7% N/A 18.1% Revenue 251 - SHERIFF GRANTS TOTAL SOURCES $ 2,167,148 $ 2,167,148 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL USES $ $ 1,814,887 $ 1,814,887 Expenditure 734,815 $ 965,620 1,272,576 1,814,887 (265) $ 2,007,126 $ 2,780,507 798,627 993,724 $ 1,792,351 964,270 1,312,978 $ 2,277,248 $ Activity Narrative: The demands and outputs for this Activity are outdated and require updating during the FY 2015 strategic plan update process. 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 Priority 1 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 92.0% 92.6% REV VS ADOPTED VAR % 0.0% FY 2014 ADOPTED 92.0% 228,257 215,180 221,641 273,088 57,908 26.9% N/A 228,257 3,348 215,180 3,331 216,241 3,348 265,756 50,576 0.0% 23.5% $ 12.12 $ 14.64 $ 13.84 $ 11.59 $ 3.05 20.8% 100 - GENERAL TOTAL SOURCES $ $ 260,425 260,425 $ $ 258,664 258,664 $ $ 251,105 251,105 $ $ 293,091 293,091 $ $ 34,427 34,427 13.3% 13.3% 100 - GENERAL 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 1,291,547 532 1,474,948 $ 2,767,027 $ 1,907,015 1,258,035 $ 3,165,050 $ 11,973 (27,133) (15,160) 0.6% N/A -2.2% -0.5% Revenue Expenditure $ 1,918,988 1,230,902 $ 3,149,890 891 $ 1,815,150 1,251,434 $ 3,066,584 $ Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The newly-built 911 call center within the Sheriff’s headquarters will begin operation in November or December of FY 2014. It is predicted the new equipment and software should positively impact the Office’s ability to respond to calls quickly and efficiently. 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. 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 support-posse and reserves Total activity expenditure per enforcement support division response or assist FY 2012 ACTUAL N/A N/A N/A FY 2013 FY 2013 REVISED FORECAST 360 356 248 137 N/A N/A REV VS ADOPTED VAR % (20) -5.6% N/A N/A N/A N/A FY 2014 ADOPTED 340 N/A N/A N/A N/A N/A N/A 3,116 N/A N/A N/A 1,787 43 14 N/A N/A 48 20 N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A (340,000) 66,280 (273,720) -100.0% 3.1% 0.0% 0.0% -10.9% (47,888) (17,934) (53,154) (118,976) -1.3% -0.8% 0.0% 0.0% -50.3% 0.0% -2.0% Revenue 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 206 - OFFICER SAFETY EQUIPMENT TOTAL SOURCES $ 330,901 2,101,500 160 32,160 $ 2,464,721 $ 340,000 2,105,210 6,436 60,000 $ 2,511,646 $ 2,123,205 3,127 57,538 $ 2,183,870 $ 2,171,490 6,436 60,000 $ 2,237,926 $ 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS 206 - OFFICER SAFETY EQUIPMENT 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 8,994,092 1,794,720 61,645 8,414 $ 10,858,871 $ 3,586,502 2,178,278 7,001 60,000 105,604 158 $ 5,937,543 $ 3,829,423 1,996,240 2,915 23,500 41,297 67 $ 5,893,442 $ 3,634,390 2,196,212 7,001 60,000 158,758 158 $ 6,056,519 $ $ Expenditure $ Activity Narrative: The Office experienced issues in recording accurate, meaningful data in FY 2013. The new records management system (RMS) and field reporting system (FR) are expected to have a significant impact on the quality of data collected. Base Adjustments: General Fund (100) o Reduce towing and impound revenues by $113,417 based on the FY 2013 Forecast. o Reallocate revenue of $228,600 from the General Fund (100) to the Sheriff Towing and Impound Fund (258) in compliance with State statute requiring towing and impound revenues be deposit in a special fund. o Reallocate expenditures of $194,691 from the General Fund (100) to the Sheriff Towing and Impound Fund (258). 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. 892 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. 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 2012 ACTUAL 18.1% FY 2013 FY 2013 REVISED FORECAST 15.1% 17.2% 6,024 4,631 5,552 10,680 N/A $ 3,420.76 5,347 7,048 $ 3,256.45 REV VS ADOPTED VAR % 2.2% 14.7% FY 2014 ADOPTED 17.3% 4,840 5,700 $ (712) (4,980) -12.8% -46.6% 4,068.25 $ (647.49) -18.9% (599,739) 500,000 (99,739) -15.2% 25.0% -1.7% (953,621) 596,484 (341,142) (698,279) -7.2% 15.2% -18.1% N/A -3.7% 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL SOURCES $ 3,723,782 954,940 $ 4,678,722 $ 3,935,978 2,000,000 $ 5,935,978 $ 3,944,375 903,161 $ 4,847,536 $ 3,336,239 2,500,000 $ 5,836,239 $ 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO 255 - DETENTION OPERATIONS TOTAL USES $ 8,016,356 3,608,499 853,910 4,500,528 $ 16,979,293 $ 13,183,054 3,928,717 1,880,265 $ 18,992,036 $ 13,502,190 3,094,920 815,125 $ 17,412,235 $ 14,136,675 3,332,233 2,221,407 $ 19,690,315 $ $ Expenditure $ Activity Narrative: In FY 2013, the Office began participation in the operation of the Southwest Family Advocacy Center, as part of an intergovernmental agreement with the Town of Buckeye, and the Cities of Goodyear and Avondale. This arrangement provides for collaborative efforts in the investigation, prosecution, and treatment of crimes against children. MCSO plans to participate in this agreement again in FY 2014. This collaboration allows for more effective investigation and contributed to increasing the percent of investigations cases cleared by arrest to 17.3% in FY 2014. Base Adjustments: General Fund (100) o Create one (1) Crime Lab Analyst and right-size another analyst’s salary. The net impact is an increase to expenditures of $90,000. o Decrease Fuel by $88,844 to reflect FY 2013 Forecast levels. o Increase revenues and expenditures by $500,000 to account for increased forfeitures received and to fund additional vehicle leases for the Sheriff’s narcotics team and new rifles, scopes, and training. 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: This Activity supports the overall mandate of the Enforcement Program. Additionally, A.R.S. §41-4258 establishes that the Sheriff’s Office is responsible for coordinating, developing, and implementing homeland securities strategies. 893 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 50.2% FY 2013 FY 2013 REVISED FORECAST 49.5% 52.1% 171,112 163,844 2,077 N/A N/A 1,552 N/A N/A 171,272 $ 163,912 N/A 198.49 $ REV VS ADOPTED VAR % 2.0% 4.1% FY 2014 ADOPTED 51.5% 175,601 172,732 8,888 5.4% 1,884 N/A 74,138 1,964 5,104 95,164 412 N/A N/A 26.5% N/A N/A 175,708 176,732 12,820 7.8% N/A 1,945,746 216.71 $ 198.07 $ 3,900,784 219.16 $ N/A (2.45) N/A -1.1% Revenue 100 - GENERAL 251 - SHERIFF GRANTS 203 - SHERIFF DONATIONS TOTAL SOURCES $ 9,734,714 619,566 1,000 $ 10,355,280 $ 9,559,841 1,032,122 $ 10,591,963 $ 9,207,088 881,557 100 $ 10,088,745 $ 9,509,419 747,326 $ 10,256,745 $ $ (50,422) (284,796) (335,218) -0.5% -27.6% N/A -3.2% 100 - GENERAL 251 - SHERIFF GRANTS 212 - SHERIFF RICO TOTAL USES $ 33,558,225 391,938 14,106 $ 33,964,269 $ 34,474,943 1,032,122 $ 35,507,065 $ 33,970,410 809,141 1,348 $ 34,780,899 $ 37,112,381 744,133 $ 37,856,514 $ (2,637,438) 287,989 $ (2,349,449) -7.7% 27.9% N/A -6.6% Expenditure Patrol Activity 180,000 52.70% 52.20% 175,000 Cases 51.70% 170,000 51.20% 165,000 50.70% 50.20% 160,000 49.70% 155,000 49.20% FY 13 Revised Calls for Service FY 13 Forecast Calls for Service Responses FY 14 Adopted Priority 1 Responses Within 5 Minutes or Less Activity Narrative: In FY 2013, MGT completed a staffing and best practice study focusing on MCSO law enforcement practices. In FY 2014 the Office will continue to implement recommendations contained within the final report. Additionally, a new field reporting system (FR) in conjunction with a new record management system (RMS) is expected to substantially enhance the data collected through patrolling activities, making law enforcement more intelligent and responsive to current trends and challenges. Base Adjustments: General Fund (100) o Reduce Patrol Fuel by $167,337 to reflect FY 2013 Forecast levels. 894 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget Increase revenue by $5,000 related to state land law enforcement. The Office anticipates delivering more law enforcement service on State lands in early FY 2014 (fall) than was delivered during FY 2013 (spring). General Fund (100) Non Recurring Non Project o Increase expenditures by $100,000 to purchase radars and portable breath tester (PBT) devices for law enforcement. o Increase expenditures $1,250,000 for the purchase of mobile data computers and necessary accessories. o Increase expenditures $1,250,000 to fund a refresh of the Office’s Tasers. o 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: This Activity supports the overall mandate of the Enforcement Program. 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 2012 ACTUAL 69.4% 59 FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 36 49 59 36 FY 2014 ADOPTED 100.0% 36 49 REV VS ADOPTED VAR % 0.0% 0.0% 36 - 0.0% $ 26.81 $ 4,207.50 $ 2,072.69 $ 4,169.33 $ 38.17 0.9% $ $ 1,582 1,582 $ $ 151,470 151,470 $ $ 101,562 101,562 $ $ 150,096 150,096 $ $ 1,374 1,374 0.9% 0.9% Expenditure 100 - GENERAL TOTAL USES 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 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. Mandates: This Activity supports the overall mandate of the Enforcement Program. 895 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A 98.3% FY 2014 ADOPTED 97.1% REV VS ADOPTED VAR % N/A N/A N/A N/A 116 140 N/A N/A N/A N/A N/A N/A 184 37 212 32 N/A N/A N/A N/A N/A N/A 116 140 N/A N/A N/A N/A 25 32 N/A N/A N/A N/A $ 26,732.52 $ 23,950.60 N/A N/A (229,861) (42,541) (272,402) -7.5% N/A -8.8% Expenditure 100 - GENERAL 212 - SHERIFF RICO TOTAL USES $ $ - $ 3,080,682 $ 3,080,682 $ 3,098,514 2,458 $ 3,100,972 $ 3,310,543 42,541 $ 3,353,084 $ $ 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 2012 ACTUAL N/A N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A 51,600 57,579 FY 2014 ADOPTED N/A 57,764 REV VS ADOPTED VAR % N/A N/A 6,164 11.9% N/A N/A 4,076 5,380 N/A N/A N/A 63,620 N/A 64,504 31,612 62,517 42,744 64,184 N/A (320) N/A -0.5% N/A N/A 4,076 5,380 N/A N/A N/A 3.79 N/A 10.7% (20,000) (32,121) (52,121) -36.4% -100.0% -59.8% (32,223) 32,121 (102) -1.8% 100.0% -0.0% N/A N/A $ N/A 35.50 $ N/A 29.60 $ 612,888 31.72 $ Revenue 100 - GENERAL 251 - SHERIFF GRANTS TOTAL SOURCES $ 51,081 179,076 230,157 $ 100 - GENERAL 251 - SHERIFF GRANTS TOTAL USES $ 1,583,219 88,145 $ 1,671,364 $ $ 55,000 32,121 87,121 $ $ 42,479 32,121 74,600 $ 35,000 35,000 $ $ 1,832,147 $ 1,832,147 $ $ $ Expenditure $ 1,799,924 32,121 $ 1,832,045 $ 1,697,336 7,160 $ 1,704,496 $ Base Adjustments: General Fund (100) o Reduce revenue by $20,000 due to a decreased demand for fingerprinting services for which MCSO receives a fee. 896 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 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 safety data sheets (MSDS). 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 2012 ACTUAL N/A N/A N/A N/A $ 259,439 2,343,572 $ 2,603,011 FY 2013 FY 2013 REVISED FORECAST N/A N/A N/A N/A N/A N/A N/A N/A $ 155,383 2,169,557 $ 2,324,940 $ 270,398 2,276,849 $ 2,547,247 FY 2014 ADOPTED N/A N/A N/A N/A $ 265,374 2,062,632 $ 2,328,006 REV VS ADOPTED VAR % N/A N/A N/A N/A N/A N/A N/A N/A $ $ (109,991) 106,925 (3,066) -70.8% 4.9% -0.1% Activity Narrative: Data for this Activity was not collected in FY 2013. It is expected that the Office will make substantial progress in collecting this data in FY 2014 so that this Activity can be tracked. 897 Department Strategic Plans and Budgets Sheriff Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Funding for Ammunition and Target Range Equipment $ 76,263,918 $ 11,423,534 $ 750,000 750,000 77,013,918 $ 11,423,534 $ (903,106) $ (903,106) - $ 76,110,812 $ 11,423,534 $ 2,238,771 $ 2,238,771 8,517,883 $ 1,455,790 - Agenda Item: C-50-13-048-M-00 FY 2013 Revised Budget Adjustments: Agenda Item: Reallocations Reallocation Between Depts Reallocate Wells Fargo Lease Create Financial Business Analyst for Jail Per Diem collections $ (967,686) 64,580 FY 2014 Budget Target Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Increase overtime & overtime benefits Increase Aviation repairs & maintenance to accommodate overhauls Increase Aviation fuel to facilitate additional flight time Additional OnBase document management licensing Create one (1) Crime Lab Analyst and right-size another analyst Increase health care services for pre-employment physicals Increase travel for training purposes Reduce utilities to reflect actual usage Adjust risk allocations Reduce fuel for Patrol consistent with FY 2013 forecasted levels Reduce fuel for Investigations consistent with FY 2013 forecasted levels Increase other services for temporary IT staffing for Data Center activity Increase expenditures for contract law enforcement provided to cities and towns Right-size allocations for shared support activities (Dispatch and Custodial) Net impact of other adjustments Personnel Savings Increase peronnel savings MCSO Staffing Study Recommendations MGT staffing and best practice recommendations Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase IGA revenues for law enforcement services to cities and towns Rightsize anticipated Section 3511 impound revenues Rightsize anticipated fingerprinting fee revenue Shift state reimbursement from FY13 to FY14 for state land law enforcement Reallocations Reallocation Between Funds Reallocate Section 3511 impound expenses to Fund 258 Reallocate Section 3511 impound revenues to Fund 258 Reallocation of Sheriff General and Detention Funds Administrative cost allocations between Fund 100 and Fund 255 Budget Balancing Budget Balancing Adjustment for Chairman's Budget 898 $ $ 375,483 241,900 100,053 150,000 90,000 89,282 19,444 (17,500) 523,214 (167,337) (88,844) 74,417 113,417 56,829 (104,568) $ (122,644) (122,644) 7,184,737 $ $ - 7,184,737 $ - $ - (12,983) (12,983) $ (4,225,160) $ (194,691) (228,600) (228,600) 113,417 (111,400) (20,000) 5,000 $ (194,691) (228,600) $ (4,030,469) (4,030,469) $ (924,765) $ (924,765) - Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff General Fund (100) (continued) FY 2014 Tentative Budget $ 81,717,541 $ 7.4% 11,181,951 -2.1% $ 1,290,135 $ (120,000) - Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Transfer one-time OnBase expenditures to Non-recurring Internal Service Charges Increased Department risk charges MCSO Staffing Study Recommendations IT staffing study recommendation implementation Reallocations Reallocation Between Depts Return Jail per Diem Collection position to County Finance Agenda Item: $ (120,000) $ 507,085 $ 903,050 $ 507,085 - 903,050 - $ (64,580) $ (64,580) - $ 82,943,096 $ 9.0% 11,181,951 -2.1% (64,580) FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Information and Communications Technology Technology Projects Digital Record System and Server Upgrade Supplemental Funding Mid Year Adjustments Funding for Ammunition and Target Range Equipment $ 317,940 $ - $ 335,461 $ 335,461 - $ 180,000 $ 180,000 - $ 833,401 $ - $ (335,461) $ (335,461) (317,940) $ (317,940) - $ (180,000) $ (180,000) - $ - $ - $ 3,941,783 $ 483,843 - 3,457,940 - 3,941,783 $ - Agenda Item: C-50-13-037-M-00 C-50-13-048-M-00 FY 2013 Revised Budget Adjustments: Agenda Item: Information and Communications Technology Technology Projects Digital Record System and Server Upgrade C-50-13-037-M-00 Non Recurring Non Recurring Carry Forward Contract positions for implementation of CAD/RMS/FR systems Supplemental Funding Mid Year Adjustments Funding for Ammunition and Target Range Equipment C-50-13-048-M-00 $ $ (317,940) FY 2014 Budget Target Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward 6 months of office space leasing and park ing at Wells Fargo building Other Non-Recurring Contract positions for implementation of CAD/RMS/FR systems Ammunition funding carry-over from FY2013 Mobile data computers for law enforcement Taser refresh Radar and PBT funding Training academy upgrades One-time aviation equipment and training Firing range equipment FY 2014 Tentative Budget $ 483,843 $ 317,940 180,000 1,250,000 1,250,000 100,000 180,000 100,000 80,000 $ Percent Change from Target Amount 899 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff General Fund (100) (continued) Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Transfer one-time OnBase expenditures to non-recurring from operating budget Additional one-time OnBase expenses $ $ 150,000 $ 150,000 - $ 4,091,783 $ - 120,000 30,000 FY 2014 Adopted Budget Percent Change from Target Amount Sheriff Donations Fund (203) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 26,300 $ 26,300 FY 2013 Revised Budget $ 26,300 $ 26,300 FY 2014 Budget Target $ 26,300 $ 26,300 FY 2014 Adopted Budget Percent Change from Target Amount $ 26,300 $ 0.0% 26,300 0.0% Sheriff Donations Fund (203) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 108,136 $ 112,658 $ 112,658 $ 107,991 $ 121,841 Sources: Operating Total Sources: $ $ 19,578 19,578 $ $ 26,300 26,300 $ $ 26,300 26,300 $ $ 24,805 24,805 $ $ 26,300 26,300 Uses: Operating Total Uses: $ $ 19,721 19,721 $ $ 26,300 26,300 $ $ 26,300 26,300 $ $ 10,955 10,955 $ $ 26,300 26,300 Structural Balance $ (143) $ - $ - $ 13,850 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 112,658 112,658 $ $ 112,658 112,658 $ $ 121,841 121,841 $ $ 121,841 121,841 Expenditures Revenue 107,991 107,991 $ $ Sheriff Officer Safety Equipment Fund (206) OPERATING FY 2013 Adopted Budget $ 60,000 $ 60,000 FY 2013 Revised Budget $ 60,000 $ 60,000 FY 2014 Budget Target $ 60,000 $ 60,000 FY 2014 Adopted Budget Percent Change from Target Amount $ 60,000 $ 0.0% 60,000 0.0% 900 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Officer Safety Equipment Fund (206) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ - $ 20,164 $ 20,164 $ 32,225 $ 66,263 Sources: Operating Total Sources: $ $ 32,224 32,224 $ $ 60,000 60,000 $ $ 60,000 60,000 $ $ 57,538 57,538 $ $ 60,000 60,000 Uses: Operating Total Uses: $ $ - $ $ 60,000 60,000 $ $ 60,000 60,000 $ $ 23,500 23,500 $ $ 60,000 60,000 Structural Balance $ 32,224 $ - $ - $ 34,038 $ - Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 32,225 32,225 $ $ 20,164 20,164 $ $ 20,164 20,164 $ $ 66,263 66,263 $ $ 66,263 66,263 Expenditures Revenue Sheriff RICO Fund (212) OPERATING FY 2013 Adopted Budget $ 2,000,000 $ 2,000,000 FY 2013 Revised Budget $ 2,000,000 $ 2,000,000 FY 2014 Budget Target $ 2,000,000 $ 2,000,000 FY 2014 Tentative Budget $ 2,000,000 $ 0.0% 2,000,000 0.0% $ 500,000 $ 500,000 500,000 500,000 $ 2,500,000 $ 25.0% 2,500,000 25.0% Percent Change from Target Amount Adjustments: Fees and Other Revenues ProgRevenue Volume Inc/Dec Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 901 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff RICO Fund (212) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 954,940 954,940 Uses: Operating Total Uses: $ $ Structural Balance Accounting Adjustments Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance FY 2013 FORECAST 20 $ 20 $ $ $ 2,000,000 2,000,000 $ $ 2,000,000 2,000,000 $ $ 953,566 953,566 $ $ 2,000,000 2,000,000 $ $ 2,000,000 2,000,000 $ 1,374 $ - $ $ 4 $ - - $ (6,000) (6,000) $ 20 20 $ $ (7,378) $ FY 2013 REVISED FY 2014 ADOPTED $ 19,972 903,161 903,161 $ $ 2,500,000 2,500,000 $ $ 877,189 877,189 $ $ 2,500,000 2,500,000 - $ 25,972 $ - $ - $ - $ - $ 20 20 $ 19,972 19,972 $ $ 19,972 19,972 Expenditures Revenue $ (6,000) $ Sheriff Jail Enhancement Fund (214) OPERATING FY 2013 Adopted Budget $ 1,482,444 $ 1,482,444 FY 2013 Revised Budget $ 1,482,444 $ 1,482,444 FY 2014 Budget Target $ 1,482,444 $ 1,482,444 FY 2014 Adopted Budget Percent Change from Target Amount $ 1,482,444 $ 0.0% 1,482,444 0.0% Sheriff Jail Enhancement Fund (214) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 2,597,706 $ 1,591,852 $ 1,591,852 $ 1,693,933 $ 2,801,003 Sources: Operating Total Sources: $ $ 1,413,310 1,413,310 $ $ 1,482,444 1,482,444 $ $ 1,482,444 1,482,444 $ $ 1,477,044 1,477,044 $ $ 1,482,444 1,482,444 Uses: Operating Total Uses: $ $ 317,094 2,317,094 $ $ 1,482,444 1,482,444 $ $ 1,482,444 1,482,444 $ $ 369,974 369,974 $ $ 1,482,444 1,482,444 Structural Balance $ 1,096,216 $ - $ - $ 1,107,070 $ - Accounting Adjustments $ 11 $ - $ - $ - $ - $ 1,693,933 1,693,933 $ 1,591,852 1,591,852 $ 1,591,852 1,591,852 $ 2,801,003 2,801,003 $ 2,801,003 2,801,003 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 902 $ $ $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Grants Fund (251) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sheriff FY 2013 Grant Reconciliation $ 8,494,509 $ 8,494,509 $ 1,342,077 $ 1,342,077 1,342,077 1,342,077 $ 9,836,586 $ 9,836,586 $ (1,342,077) $ (1,342,077) (1,342,077) (1,342,077) $ 8,494,509 $ 8,494,509 $ 54,830 $ 54,830 - $ 16,169 $ 16,169 70,999 70,999 $ 8,565,508 $ 0.8% 8,565,508 0.8% $ - $ (5,968) 5,968 - $ 8,565,508 $ 0.8% 8,565,508 0.8% Agenda Item: C-50-13-062-M-00 FY 2013 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Sheriff FY 2013 Grant Reconciliation Agenda Item: C-50-13-062-M-00 FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Grants, Donations and Intergovernmental Agreements Grants Grant Reconciliation Agenda Item: FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Other Base Adjustments Internal Service Charges Increased Risk Management charges Agenda Item: $ 5,968 FY 2014 Adopted Budget Percent Change from Target Amount Sheriff Grants Fund (251) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED $ Sources: Operating Total Sources: $ $ 8,790,003 8,790,003 $ $ 8,494,509 8,494,509 $ $ 9,836,586 9,836,586 $ $ Uses: Operating Total Uses: $ $ 7,831,791 7,831,791 $ $ 8,494,509 8,494,509 $ $ 9,836,586 9,836,586 Structural Balance $ 958,212 $ - $ Accounting Adjustments $ 18 $ - $ $ $ - $ (742,205) (742,205) $ (1,700,435) $ FY 2013 FORECAST Beginning Spendable Fund Balance Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance (1,700,435) $ FY 2013 REVISED - $ (1,700,435) (1,700,435) $ 903 (1,700,435) $ FY 2014 ADOPTED (742,205) $ 1,312,820 9,661,664 9,661,664 $ $ 8,565,508 8,565,508 $ $ 7,606,639 7,606,639 $ $ 8,565,508 8,565,508 - $ 2,055,025 $ - - $ - $ - - $ (1,700,435) (1,700,435) $ 1,312,820 1,312,820 $ 1,312,820 1,312,820 $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Services Fund (252) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 12,337,361 $ 12,337,361 FY 2013 Revised Budget $ 12,337,361 $ 12,337,361 FY 2014 Budget Target $ 12,337,361 $ 12,337,361 $ 42,243 $ 42,243 - $ - Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Decrease Inmate Phone revenues Structural Balance Structural Balance Agenda Item: $ $ 608,861 FY 2014 Tentative Budget $ (651,104) $ (651,104) - $ 11,728,500 $ -4.9% 11,728,500 -4.9% $ - $ (41,643) - Percent Change from Target Amount Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Decrease expenditures to absorb increased Risk Management charges Internal Service Charges Increased Risk Management charges Reallocations Reallocation Between Funds Reallocate TASC reimbursements to Detention Fund Structural Balance Structural Balance Decrease corresponding TASC expenditures resulting from reallocation (608,861) (608,861) $ (41,643) $ 41,643 41,643 $ - $ - $ - (91,500) (91,500) $ (91,500) $ (91,500) - 11,637,000 $ -5.7% 11,637,000 -5.7% (91,500) $ (91,500) FY 2014 Adopted Budget Percent Change from Target Amount $ Inmate Services Fund (252) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 8,694,090 $ 6,100,001 $ 6,100,001 $ 4,966,734 $ 7,167,487 Sources: Operating Total Sources: $ $ 11,165,926 26,181,185 $ $ 12,337,361 12,337,361 $ $ 12,337,361 12,337,361 $ $ 12,511,200 12,511,200 $ $ 11,637,000 11,637,000 Uses: Operating Total Uses: $ $ 8,200,607 29,908,539 $ $ 12,337,361 12,337,361 $ $ 12,337,361 12,435,419 $ $ 10,310,447 10,310,447 $ $ 11,637,000 11,637,000 Structural Balance $ 2,965,319 $ - $ - $ 2,200,753 $ - Accounting Adjustments $ (2) $ - $ - $ - $ - 6,100,001 6,100,001 $ 6,001,943 6,001,943 $ 7,167,487 7,167,487 $ 7,167,487 7,167,487 Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 4,966,734 4,966,734 $ $ 904 $ $ $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Inmate Health Services Fund (254) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 165,640 $ 165,640 FY 2013 Revised Budget $ 165,640 $ 165,640 FY 2014 Budget Target $ 165,640 $ 165,640 FY 2014 Adopted Budget Percent Change from Target Amount $ 165,640 $ 0.0% 165,640 0.0% Inmate Health Services Fund (254) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 88,233 $ 216,422 $ 216,422 $ 254,912 $ 412,721 Sources: Operating Total Sources: $ $ 166,677 166,677 $ $ 165,640 165,640 $ $ 165,640 165,640 $ $ 171,824 171,824 $ $ 165,640 165,640 Uses: Operating Total Uses: $ $ - $ $ 165,640 165,640 $ $ 165,640 165,640 $ $ 14,015 14,015 $ $ 165,640 165,640 Structural Balance $ 166,677 $ - $ - $ 157,809 $ - Accounting Adjustments $ 2 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 254,912 254,912 $ $ 216,422 216,422 $ $ 216,422 216,422 $ $ 412,721 412,721 $ $ 412,721 412,721 905 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Supplemental Funding Mid Year Adjustments Sheriff Jail Management System Disaster Recovery $ 178,861,275 $ 31,829,293 Agenda Item: 299,244 299,244 C-50-13-006-M-00 - FY 2013 Revised Budget $ 179,160,519 $ 31,829,293 FY 2014 Budget Target $ 179,160,519 $ 31,829,293 $ 2,096,420 $ 2,096,420 600,626 $ (652,673) - (15,819) 1,269,118 - Adjustments: Agenda Item: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Right-size shared support activity allocation (Dispatch & Custodial) Reduce Rent and Operating Leases to reflect actual usage Reduce commercial travel for Extraditions Create PREA Compliance position Risk Management adjustment Reduce regular over-budget pay and benefits Increase Non-Capital expenditures Lower average salary and benefits Increase Repairs and Maintenance to facilitate JMS and other maintenance Increase General Supplies to accommodate increased inmate food costs Net decrease to General Supplies Net impact of other adjustments Internal Service Charges Personnel Savings MCSO Staffing Study Recommendations MGT staffing and best practice study recommendation implemenation Fees and Other Revenues ProgRevenue Volume Inc/Dec Right-size Jail Per Diem revenues consistent with current practices Reallocations Reallocation of Sheriff General and Detention Funds Administrative cost allocations between General and Detention Funds Budget Balancing Budget Balancing Adjustment for Chairman's Budget $ $ $ $ $ (91,384) (124,589) (47,268) 41,770 (531,687) (1,023,291) 28,000 (408,949) 378,638 1,365,180 (189,269) (49,824) 1,269,118 - $ - (3,808,341) (3,808,341) $ 4,030,469 $ 4,030,469 - $ (1,517,772) $ (1,517,772) - $ 184,370,262 $ 2.9% 28,020,952 -12.0% $ 837,641 $ 837,641 - $ 185,207,903 $ 3.4% 28,112,452 -11.7% (3,808,341) 4,030,469 FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Increased Risk Management charges $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 906 837,641 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Detention Fund (255) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Information and Communications Technology Technology Projects Livescan Replacement Equipment Non Recurring Jail Kitchen Equipment - $ 451,284 $ 451,284 1,462,000 $ 1,462,000 - $ 1,913,284 $ - $ (451,284) $ (451,284) (1,462,000) $ (1,462,000) - $ - $ - $ 1,462,000 $ 1,462,000 - $ 1,462,000 $ - C-50-13-035-M-00 $ C-50-13-049-M-00 Agenda Item: C-50-13-035-M-00 $ C-50-13-049-M-00 FY 2014 Budget Target Adjustments: Non Recurring Jail Kitchen Equipment - $ Agenda Item: FY 2013 Revised Budget Adjustments: Information and Communications Technology Technology Projects Livescan Replacement Equipment Non Recurring Jail Kitchen Equipment $ Agenda Item: C-50-13-049-M-00 FY 2014 Adopted Budget Percent Change from Target Amount Sheriff Towing & Impound Fund (258) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 194,691 $ 194,691 228,600 228,600 $ 194,691 $ 228,600 Adjustments: Agenda Item: Reallocations Reallocation Between Funds Reallocate towing and impound revenue from General Fund Reallocate towing and impound expenditures from General Fund FY 2014 Adopted Budget Percent Change from Target Amount 907 $ 228,600 194,691 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Sheriff Sheriff Towing & Impound Fund (258) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Sources: Operating Total Sources: $ $ - $ $ - $ $ - $ $ - $ $ 228,600 228,600 Uses: Operating Total Uses: $ $ - $ $ - $ $ - $ $ - $ $ 194,691 194,691 Structural Balance $ - $ - $ - $ - $ 33,909 Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ - $ $ - $ $ - $ $ - $ $ 33,909 33,909 908 Maricopa County Annual Business Strategies FY 2014 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 were resolved within 18 months, and 96% within 24 months. Though the resolution rates remained stable during FY 2013, the Civil Division is still adjusting to a large increase in filings that began in FY 2011. The Court will update this goal during the Strategic Business Plan review for FY 2015. 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 mid-FY 2013, the Superior Court resolved 80% of its criminal felony cases within 180 days and 95% within one year. With continued improvements in case management, the Court anticipates that it will fully meet this goal by the end of FY 2013. The Court will update this goal during the Strategic Business Plan review for FY 2015. 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 met this goal in FY 2012, and has since maintained it. The Court will update this goal during the Strategic Business Plan review for FY 2015. 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: The Probate Court began operating under newly adopted Rules of 909 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Procedure in FY 2012, and has since worked to measure case monitoring compliance. The Court anticipates implementing the measurements in FY 2013, though they may not be fully operational until the implementation of iCISng. Citizen Satisfaction By June 30, 2014, 85% of the Superior Court users surveyed agree that the Court treats its customers with fairness, equality and respect. Status: The Superior Court conducted a public survey in mid-FY 2013, achieving the goal of 85% in agreement. The Court will be updating this goal to achieve a score of 86% by June 30, 2017. Citizen Satisfaction By June 30, 2014, 90% of the Superior Court users surveyed agree that the Court is accessible. Status: The Superior Court conducted a public survey in mid-FY 2013, achieving a score of 86% in agreement. The Court will be updating this goal to achieve a score of 90% by June 30, 2017. Department Specific By June 30, 2014, voluntary workforce turnover will be at 10% or lower. Status: Voluntary workforce turnover of 7.9% was achieved in FY 2013, a rate that is anticipated to continue through FY 2014. 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 2013. As various modules are deployed, the Superior Court surveys 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. 910 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES CPAD - CAPITAL ADJUDICATION FELA - FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ CVAD - CIVIL ADJUDICATION 80CV - CIVIL AND TAX JUSTICE FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ 154,362 $ 2,728,282 2,882,644 $ 186,705 $ 2,962,907 3,149,612 $ 186,705 $ 2,731,772 2,918,477 $ 180,026 $ 2,499,217 2,679,243 $ 186,705 $ 2,765,932 2,952,637 $ 34,160 34,160 0.0% 1.3% 1.2% $ $ 3,165,181 $ 3,165,181 $ 3,045,460 $ 3,045,460 $ 3,045,460 $ 3,045,460 $ 2,853,551 $ 2,853,551 $ 2,818,103 $ 2,818,103 $ (227,357) (227,357) -7.5% -7.5% FPRE - FAMILY PRE DECREE JUDGMENT FPST - FAMILY POST DECREE JUDGMENT 80FA - FAMILY ADJUDICATION $ 2,755,691 $ 1,859,593 4,615,284 $ 2,643,879 $ 1,679,589 4,323,468 $ 2,643,879 $ 1,679,589 4,323,468 $ 2,590,653 $ 1,725,307 4,315,960 $ 2,931,879 $ 1,698,031 4,629,910 $ 288,000 18,442 306,442 10.9% 1.1% 7.1% JDEL - JUV DELINQUENCY ADJUDICATION JDEP - JUV DEPENDENCY ADJUDICATION 80JJ - JUVENILE JUSTICE $ 582,543 $ 844,775 1,427,318 $ 336,326 $ 798,223 1,134,549 $ 336,326 $ 798,223 1,134,549 $ 402,903 $ 894,051 1,296,954 $ 444,004 $ 1,075,000 1,519,004 $ 107,678 276,777 384,455 32.0% 34.7% 33.9% CITR - CT INTERPRETATION TRANSLATION CSEC - COURT SECURITY JURR - JURORS OCRK - COURT RECORD KEEPING PICO - PUB INFO AND COMMUNITY OUTRCH 80OS - COURT OPERATIONS SUPPORT $ 825 $ 3,434 715,306 60,774 1,565,517 2,345,856 $ 500 $ 600 677,100 65,040 1,584,000 2,327,240 $ 500 $ 600 677,100 65,040 1,584,000 2,327,240 $ 660 $ 2,561 755,851 59,402 1,457,316 2,275,790 $ 500 $ 600 728,177 65,040 1,525,224 2,319,541 $ 51,077 (58,776) (7,699) 0.0% 0.0% 7.5% 0.0% -3.7% -0.3% 463,946 $ 2,000 465,946 $ 464,531 $ 100,000 564,531 $ 464,531 $ 100,000 564,531 $ 467,480 $ 50,000 517,480 $ 464,531 $ 56,974 521,505 $ (43,026) (43,026) 0.0% -43.0% -7.6% 1,000 $ 50,000 100 51,100 $ 1,000 $ 50,000 100 51,100 $ 178 $ 178 $ 1,000 $ 100 1,100 $ (50,000) (50,000) 0.0% -100.0% 0.0% -97.8% $ $ $ EPTA - ESTATE PROB AND TRUST ADMIN PBMH - PROBATE AND MENTAL HEALTH 80PM - PROBATE MENTAL HEALTH COURT $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT 99AS - ADMINISTRATIVE SERVICES $ $ - $ 197 197 $ GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 31,989 $ 31,989 $ - $ - $ - $ - $ - $ - $ - $ - $ - N/A N/A DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ 1,360,339 $ 1,360,339 $ 1,380,000 $ 1,380,000 $ 1,380,000 $ 1,380,000 $ 1,239,271 $ 1,239,271 $ 1,685,960 $ 1,685,960 $ 305,960 305,960 22.2% 22.2% TOTAL PROGRAMS $ 16,294,754 $ 15,975,960 $ 15,744,825 $ 15,178,427 $ 16,447,760 $ 702,935 4.5% $ 911 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2012 ACTUAL PROGRAM / ACTIVITY USES CPAD - CAPITAL ADJUDICATION FELA - FELONY ADJUDICATION 80CJ - CRIMINAL JUSTICE $ CVAD - CIVIL ADJUDICATION TAXA - TAX ADJUDICATION 80CV - CIVIL AND TAX JUSTICE $ FPRE - FAMILY PRE DECREE JUDGMENT FPST - FAMILY POST DECREE JUDGMENT 80FA - FAMILY ADJUDICATION $ CTCS - CRADLES TO CRAYONS 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 $ ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 444,098 $ 17,475,904 17,920,002 $ 466,267 $ 17,142,368 17,608,635 $ 459,596 $ 16,992,483 17,452,079 $ 460,254 $ 17,012,314 17,472,568 $ 569,750 $ 16,856,252 17,426,002 $ (110,154) 136,231 26,077 -24.0% 0.8% 0.1% 9,224,338 $ 497,904 9,722,242 $ 9,057,183 $ 468,924 9,526,107 $ 9,054,830 $ 473,516 9,528,346 $ 9,163,125 $ 499,316 9,662,441 $ 9,260,746 $ 523,000 9,783,746 $ (205,916) (49,484) (255,400) -2.3% -10.5% -2.7% 9,901,442 $ 4,528,025 14,429,467 $ 10,185,828 $ 4,401,849 14,587,677 $ 10,020,111 $ 4,386,957 14,407,068 $ 9,858,078 $ 4,502,553 14,360,631 $ 10,159,945 $ 4,631,429 14,791,374 $ (139,834) (244,472) (384,306) -1.4% -5.6% -2.7% - $ 4,636,640 4,788,152 9,424,792 $ 2,024,588 $ 4,555,043 4,478,706 11,058,337 $ 2,024,588 $ 4,542,566 4,549,422 11,116,576 $ 611,815 $ 4,588,232 4,631,713 9,831,760 $ 1,413,473 $ 4,571,628 4,725,341 10,710,442 $ 611,115 (29,062) (175,919) 406,134 30.2% -0.6% -3.9% 3.7% 3,656,503 $ 6,673,498 4,100,472 4,615,492 3,321,832 22,367,797 $ 3,687,190 $ 7,047,837 4,348,420 4,523,743 3,444,764 23,051,954 $ 3,639,767 $ 7,062,760 4,322,457 4,528,090 3,725,399 23,278,473 $ 3,613,769 $ 6,808,561 3,796,455 4,788,929 3,462,972 22,470,686 $ 3,629,145 $ 7,079,769 4,248,676 4,748,711 3,473,454 23,179,755 $ 10,622 (17,009) 73,781 (220,621) 251,945 98,718 0.3% -0.2% 1.7% -4.9% 6.8% 0.4% 2,165,364 $ 1,553,856 3,719,220 $ 2,132,732 $ 1,893,453 4,026,185 $ 2,086,220 $ 1,856,736 3,942,956 $ 2,179,985 $ 1,805,559 3,985,544 $ 1,857,092 $ 2,077,337 3,934,429 $ 229,128 (220,601) 8,527 11.0% -11.9% 0.2% 88,995 $ 180,881 1,714,776 3,471,873 334,994 313,452 6,104,971 $ 69,037 $ 346,597 1,634,391 3,499,306 350,942 313,452 6,213,725 $ 188,218 $ 175,854 1,788,812 3,466,853 318,766 313,452 6,251,955 $ 92,137 $ 128,915 1,703,900 3,408,370 308,748 305,164 5,947,234 $ 96,352 $ 192,005 2,965,366 3,456,410 367,441 313,452 7,391,026 $ 91,866 (16,151) (1,176,554) 10,443 (48,675) (1,139,071) 48.8% -9.2% -65.8% 0.3% -15.3% 0.0% -18.2% 1,262,805 $ 1,262,805 $ 1,537,694 $ 1,537,694 $ 1,537,694 $ 1,537,694 $ 1,381,871 $ 1,381,871 $ 1,419,034 $ (898,028) 521,006 $ 118,660 898,028 1,016,688 7.7% N/A 66.1% $ 3,286,766 $ 1,055,368 359,812 446,675 5,148,621 $ 2,740,337 $ 1,037,081 310,480 499,741 4,587,639 $ 2,957,675 $ 1,002,561 410,932 494,713 4,865,881 $ 1,078,375 $ 902,344 301,950 329,972 2,612,641 $ 3,586,260 $ 1,026,275 346,091 490,106 5,448,732 $ (628,585) (23,714) 64,841 4,607 (582,851) -21.3% -2.4% 15.8% 0.9% -12.0% TOTAL PROGRAMS $ 90,099,917 $ 92,197,953 $ 92,381,028 $ 87,725,376 $ 93,186,512 $ (805,484) -0.9% $ BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT HDSP - HELP DESK SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ $ $ $ $ $ $ 912 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category FY 2012 ACTUAL CATEGORY INTERGOVERNMENTAL 0615 - GRANTS FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED $ SUBTOTAL $ 1,185,579 1,185,579 $ $ 1,500,861 1,500,861 $ $ 1,500,861 1,500,861 $ $ 1,289,394 1,289,394 $ $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ 0635 - OTHER CHARGES FOR SERVICES SUBTOTAL $ 2,161,014 12,880,009 15,041,023 $ $ $ 2,251,083 11,570,021 13,821,104 $ $ 2,436,363 11,741,201 14,177,564 $ $ 2,346,628 12,060,471 14,407,099 $ SUBTOTAL $ 1,829 1,829 $ $ 1,850 1,850 $ $ 1,850 1,850 $ $ 2,181 2,181 $ $ 1,850 1,850 $ $ - 0.0% 0.0% $ $ $ 47,650 18,500 66,150 $ $ 36,428 29,320 65,748 $ $ 46,050 18,500 64,550 $ $ 47,650 18,500 66,150 $ SUBTOTAL $ 43,282 23,041 66,323 $ 1,600 1,600 3.5% 0.0% 2.5% ALL REVENUES $ 16,294,754 $ 15,975,960 $ 15,744,825 $ 15,178,427 $ 16,447,760 $ 702,935 4.5% 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 $ 16,294,754 $ 15,975,960 $ 15,744,825 $ 15,178,427 $ 16,447,760 $ 702,935 4.5% FINES & FOREFEITS 0637 - FINES & FORFEITS MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ 1,500,861 1,500,861 $ $ 2,405,628 $ 12,473,271 14,878,899 $ - (30,735) 732,070 701,335 0.0% 0.0% -1.3% 6.2% 4.9% 59,725,572 $ 103,965 200,534 21,532,710 30,621 (14,476,318) 8,327,780 75,444,864 $ 60,109,694 $ 371,080 194,672 22,644,917 22,639 (13,908,735) 8,109,975 77,544,242 $ 60,274,565 $ 337,275 194,672 22,705,868 76,164 (14,049,660) 8,220,660 77,759,544 $ 59,040,830 $ 335,663 251,127 22,475,921 105,607 (14,189,739) 7,005,864 75,025,273 $ 60,258,025 $ 400,000 248,504 23,823,917 38,500 (14,319,495) 8,535,975 78,985,426 $ 16,540 (62,725) (53,832) (1,118,049) 37,664 269,835 (315,315) (1,225,882) 0.0% -18.6% -27.7% -4.9% 49.5% 1.9% -3.8% -1.6% 2,233,031 $ 14,114 316,430 2,563,575 $ 2,254,644 $ 12,500 16,875 2,284,019 $ 2,254,644 $ 12,500 16,875 2,284,019 $ 2,190,578 $ 15,951 63,357 2,269,886 $ 2,210,770 $ 24,500 2,235,270 $ 43,874 (12,000) 16,875 48,749 1.9% -96.0% 100.0% 2.1% 4,833,035 $ 219,592 3,015,204 170,512 744,133 1,401,916 194,193 117,735 440,871 313,452 11,450,643 $ 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 $ 4,773,799 $ 256,188 2,483,133 172,620 866,700 1,507,527 136,019 73,324 426,993 960 313,452 11,010,715 $ 4,579,650 $ 202,354 1,784,511 187,119 746,113 1,371,278 167,762 101,979 459,606 305,164 9,905,536 $ 4,788,306 $ 225,588 3,339,002 216,537 854,795 1,499,567 204,759 95,224 428,586 313,452 11,965,816 $ (14,507) 30,600 (855,869) (43,917) 11,905 7,960 (68,740) (21,900) (1,593) 960 (955,101) -0.3% 11.9% -34.5% -25.4% 1.4% 0.5% -50.5% -29.9% -0.4% 100.0% 0.0% -8.7% $ - $ 593,859 46,976 640,835 $ 25,000 $ 1,301,750 1,326,750 $ 25,000 $ 1,301,750 1,326,750 $ - $ 524,681 524,681 $ - $ - $ ALL EXPENDITURES $ 90,099,917 $ 92,197,953 $ 92,381,028 $ 87,725,376 $ 93,186,512 $ (805,484) -0.9% TOTAL USES $ 90,099,917 $ 92,197,953 $ 92,381,028 $ 87,725,376 $ 93,186,512 $ (805,484) -0.9% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT $ SUBTOTAL $ SERVICES 0810 - LEGAL SERVICES 0811 - HEALTH CARE SERVICES 0812 - OTHER SERVICES 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0873 - SERVICES-ALLOCATION IN SUBTOTAL CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS 0920 - CAPITAL EQUIPMENT 0950 - DEBT SERVICE SUBTOTAL $ $ $ 913 25,000 1,301,750 1,326,750 100.0% 100.0% N/A 100.0% Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ FUND TOTAL SOURCES $ 2,101,712 $ 2,101,712 $ 1,696,300 $ 1,696,300 $ 1,696,300 $ 1,696,300 $ 1,877,428 $ 1,877,428 $ 1,880,100 $ 1,880,100 $ 183,800 183,800 10.8% 10.8% $ FUND TOTAL SOURCES $ 2,039,642 $ 2,039,642 $ 2,599,319 $ 2,599,319 $ 2,599,319 $ 2,599,319 $ 2,104,778 $ 2,104,778 $ 2,599,319 $ 2,599,319 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 546,929 $ 546,929 $ 521,600 $ 521,600 $ 521,600 $ 521,600 $ 495,423 $ 495,423 $ 521,600 $ 521,600 $ - 0.0% 0.0% $ FUND TOTAL SOURCES $ 466,180 $ 466,180 $ 464,531 $ 464,531 $ 464,531 $ 464,531 $ 467,480 $ 467,480 $ 464,531 $ 464,531 $ - 0.0% 0.0% $ $ 1,677,073 $ 1,677,073 $ 1,390,000 $ 1,390,000 $ 1,390,000 $ 1,390,000 $ 1,535,257 $ 1,535,257 $ 1,678,000 $ 1,678,000 $ 288,000 288,000 20.7% 20.7% $ $ 4,953,177 $ 4,953,177 $ 4,900,000 $ 4,900,000 $ 4,900,000 $ 4,900,000 $ 4,504,378 $ 4,504,378 $ 4,900,000 $ 4,900,000 $ - 0.0% 0.0% $ $ 1,342,444 $ 1,342,444 $ 1,296,000 $ 1,296,000 $ 1,296,000 $ 1,296,000 $ 1,231,778 $ 1,231,778 $ 1,296,000 $ 1,296,000 $ - 0.0% 0.0% $ $ 2,007,812 $ 2,007,812 $ 2,101,600 $ 2,101,600 $ 1,870,465 $ 1,870,465 $ 1,871,430 $ 1,871,430 $ 2,101,600 $ 2,101,600 $ 231,135 231,135 12.4% 12.4% $ $ 660,737 $ 660,737 $ 585,000 $ 585,000 $ 585,000 $ 585,000 $ 624,738 $ 624,738 $ 585,000 $ 585,000 $ - 0.0% 0.0% $ $ 119,377 $ 119,377 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 110,158 $ 110,158 $ 115,921 $ 115,921 $ - 0.0% 0.0% $ $ 631 $ 631 $ - $ - $ - $ - $ 314 $ 314 $ - $ - $ - N/A N/A $ $ 177,333 $ 177,333 $ 115,007 $ 115,007 $ 115,007 $ 115,007 $ 167,336 $ 167,336 $ 115,007 $ 115,007 $ - 0.0% 0.0% $ $ 201,707 $ 201,707 $ 190,682 $ 190,682 $ 190,682 $ 190,682 $ 187,929 $ 187,929 $ 190,682 $ 190,682 $ - 0.0% 0.0% DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 16,294,754 $ 16,294,754 $ 15,975,960 $ 15,975,960 $ 15,744,825 $ 15,744,825 $ 15,178,427 $ 15,178,427 $ 16,447,760 $ 16,447,760 $ 702,935 702,935 4.5% 4.5% 238 SUPERIOR COURT GRANTS OPERATING 208 JUDICIAL ENHANCEMENT OPERATING 256 PROBATE FEES OPERATING 257 CONCILIATION COURT FEES OPERATING FUND TOTAL SOURCES 259 SUPERIOR COURT SPECIAL REVENUE OPERATING FUND TOTAL SOURCES 261 LAW LIBRARY OPERATING FUND TOTAL SOURCES 264 SUPERIOR COURT FILL THE GAP OPERATING FUND TOTAL SOURCES 271 EXPEDITED CHILD SUPPORT OPERATING FUND TOTAL SOURCES 276 SPOUSAL MAINT ENF ENHANCEMENT OPERATING FUND TOTAL SOURCES 277 EMANCIPATION ADMINISTRATION OPERATING FUND TOTAL SOURCES 281 CHILDRENS ISSUES EDUCATION OPERATING FUND TOTAL SOURCES 282 DOM REL MEDIATION EDUCATION OPERATING FUND TOTAL SOURCES 914 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Sources and Uses by Fund and Function (continued) FY 2012 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % FUND TOTAL USES $ 73,278,754 $ 2,261,638 75,540,392 $ 73,531,080 $ 3,332,413 76,863,493 $ 73,531,080 $ 3,332,413 76,863,493 $ 72,871,888 $ 1,828,640 74,700,528 $ 74,589,379 $ 1,503,773 76,093,152 $ $ FUND TOTAL USES $ 2,052,956 $ 2,052,956 $ 2,599,319 $ 2,599,319 $ 2,599,319 $ 2,599,319 $ 2,104,778 $ 2,104,778 $ 2,599,319 $ 2,599,319 $ - 0.0% 0.0% $ 470,103 $ 298,758 768,861 $ 521,600 $ 521,600 $ 521,600 $ 12,329 533,929 $ 481,575 $ 10,378 491,953 $ 521,600 $ 521,600 $ 12,329 12,329 0.0% 100.0% 2.3% 464,531 $ 100,000 564,531 $ 464,531 $ 150,000 614,531 $ 464,531 $ 157,031 621,562 $ 464,531 $ 157,031 621,562 $ 464,531 $ 150,000 614,531 $ 7,031 7,031 0.0% 4.5% 1.1% 1,390,000 $ 312,500 1,702,500 $ 1,390,000 $ 400,000 1,790,000 $ 1,390,000 $ 421,040 1,811,040 $ 1,390,000 $ 331,040 1,721,040 $ 1,678,000 $ 300,000 1,978,000 $ (288,000) 121,040 (166,960) -20.7% 28.7% -9.2% 5,098,892 $ 38,250 5,137,142 $ 4,900,000 $ 4,900,000 $ 4,900,000 $ 4,900,000 $ 3,641,855 $ 3,641,855 $ 4,900,000 $ 1,575,000 6,475,000 $ (1,575,000) (1,575,000) 0.0% N/A -32.1% 1,061,437 $ 1,061,437 $ 1,296,000 $ 1,296,000 $ 1,296,000 $ 250,000 1,546,000 $ 1,225,432 $ 1,225,432 $ 1,296,000 $ 1,296,000 $ 250,000 250,000 0.0% 100.0% 16.2% 1,894,014 $ 161,074 2,055,088 $ 2,101,600 $ 2,101,600 $ 1,870,465 $ 110,685 1,981,150 $ 1,837,771 $ 110,685 1,948,456 $ 2,101,600 $ 2,101,600 $ (231,135) 110,685 (120,450) -12.4% 100.0% -6.1% 446,000 $ 149,400 595,400 $ 585,000 $ 200,000 785,000 $ 585,000 $ 206,744 791,744 $ 446,000 $ 206,744 652,744 $ 585,000 $ 200,000 785,000 $ 6,744 6,744 0.0% 3.3% 0.9% $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 115,921 $ 1,755 117,676 $ 110,158 $ 1,755 111,913 $ 115,921 $ 115,921 $ 1,755 1,755 0.0% 100.0% 1.5% $ $ - $ - $ 4,800 $ 4,800 $ 4,800 $ 4,800 $ 4,800 $ 4,800 $ 700 $ 700 $ 4,100 4,100 85.4% 85.4% $ 115,007 $ 115,007 $ 115,007 $ 300,000 415,007 $ 115,007 $ 301,740 416,747 $ 115,007 $ 191,740 306,747 $ 115,007 $ 300,000 415,007 $ 1,740 1,740 0.0% 0.6% 0.4% $ 190,682 $ 200,000 390,682 $ 190,682 $ 190,682 $ 190,682 $ 2,886 193,568 $ 190,682 $ 2,886 193,568 $ 190,682 $ 190,682 $ 2,886 2,886 0.0% 100.0% 1.5% DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 86,578,297 $ 3,521,620 $ 90,099,917 $ 87,810,740 $ 4,387,213 $ 92,197,953 $ 87,579,605 $ 4,801,423 $ 92,381,028 $ 84,879,677 $ 2,845,699 $ 87,725,376 $ 89,157,039 $ 4,029,473 $ 93,186,512 $ 238 SUPERIOR COURT GRANTS OPERATING $ FY 2013 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 USES 259 SUPERIOR COURT SPECIAL REVENUE OPERATING NON-RECURRING FUND TOTAL USES 261 LAW LIBRARY OPERATING NON-RECURRING FUND TOTAL USES 264 SUPERIOR COURT FILL THE GAP OPERATING NON-RECURRING FUND TOTAL USES 271 EXPEDITED CHILD SUPPORT OPERATING NON-RECURRING FUND TOTAL USES 276 SPOUSAL MAINT ENF ENHANCEMENT OPERATING NON-RECURRING FUND TOTAL USES 277 EMANCIPATION ADMINISTRATION NON-RECURRING FUND TOTAL USES 281 CHILDRENS ISSUES EDUCATION OPERATING NON-RECURRING FUND TOTAL USES 282 DOM REL MEDIATION EDUCATION OPERATING NON-RECURRING FUND TOTAL USES $ $ $ $ $ $ $ $ $ $ $ $ $ 915 (1,058,299) 1,828,640 770,341 (1,577,434) 771,950 (805,484) -1.4% 54.9% 1.0% -1.8% 16.1% -0.9% Maricopa County Annual Business Strategies FY 2014 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 CRADLES TO CRAYONS 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 2012 FY 2013 ADOPTED ADOPTED REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 5.00 41.00 33.00 30.50 12.00 121.50 5.00 42.00 31.00 32.00 10.00 120.00 5.00 41.00 28.00 34.00 9.00 117.00 5.00 41.00 28.00 34.00 9.00 117.00 5.00 41.00 29.00 34.00 10.00 119.00 1.00 1.00 2.00 0.0% 0.0% 3.6% 0.0% 11.1% 1.7% 106.00 5.00 111.00 105.00 5.00 110.00 107.00 5.00 112.00 108.00 5.00 113.00 106.00 5.00 111.00 (1.00) (1.00) (0.9%) 0.0% (0.9%) 44.50 133.00 41.00 15.00 35.50 269.00 54.50 151.00 41.00 15.00 35.50 297.00 55.50 153.00 41.00 14.00 35.50 299.00 54.50 152.00 41.00 14.00 35.50 297.00 55.50 152.00 41.00 14.00 35.50 298.00 (1.00) (1.00) 0.0% (0.7%) 0.0% 0.0% 0.0% (0.3%) 5.00 235.00 240.00 5.00 229.00 234.00 5.00 225.00 230.00 5.00 226.00 231.00 6.00 224.00 230.00 1.00 (1.00) - 20.0% (0.4%) 0.0% 54.00 122.00 176.00 54.00 118.00 172.00 57.00 117.00 174.00 55.00 116.00 171.00 57.00 117.00 174.00 - 0.0% 0.0% 0.0% 38.00 11.00 14.00 12.00 75.00 38.00 11.00 14.00 12.00 75.00 41.00 11.00 16.00 12.00 80.00 41.00 11.00 16.00 12.00 80.00 41.00 11.00 16.00 12.00 80.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 62.00 62.00 124.00 12.00 66.00 62.00 140.00 15.00 67.00 65.00 147.00 15.00 67.00 67.00 149.00 17.00 64.00 64.00 145.00 2.00 (3.00) (1.00) (2.00) 13.3% (4.5%) (1.5%) (1.4%) 26.00 23.00 49.00 1,165.50 27.00 28.00 55.00 1,203.00 26.00 27.00 53.00 1,212.00 26.00 27.00 53.00 1,211.00 23.00 30.00 53.00 1,210.00 (3.00) 3.00 (2.00) (11.5%) 11.1% 0.0% (0.2%) 916 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title MARKET RANGE TITLE Accountant Accounting Specialist Admin/Operations Specialist Admin/Operations Supv Administrative Staff Supv Administrative Supervisor Administrator Applications Development Mgr Applications Development Supv Attorney 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 Judicial Assistant Judicial Assistant Coordinator Justice System Administrator Justice System Clerk Justice System Clerk Lead Justice System Clerk Supv Justice System Manager REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 7.00 7.00 7.00 7.00 7.00 0.0% 18.00 16.00 16.00 16.00 16.00 0.0% 19.00 17.00 15.00 15.00 15.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 3.00 3.00 3.00 0.0% 2.00 N/A 2.00 2.00 3.00 3.00 3.00 0.0% 2.00 3.00 1.00 1.00 1.00 0.0% 2.00 2.00 3.00 3.00 3.00 0.0% 4.00 4.00 6.00 6.00 6.00 0.0% 114.00 116.00 117.00 117.00 117.00 0.0% 4.00 4.00 2.00 2.00 2.00 0.0% 3.00 4.00 4.00 4.00 4.00 0.0% 5.00 7.00 7.00 7.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 2.00 2.00 2.00 0.0% 2.00 1.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 13.00 13.00 13.00 13.00 13.00 0.0% 11.00 11.00 4.00 4.00 4.00 0.0% 59.00 59.00 59.00 59.00 59.00 0.0% 4.00 11.00 11.00 11.00 0.0% 32.00 33.00 33.00 33.00 33.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 3.00 3.00 3.00 3.00 0.0% 6.00 6.00 6.00 0.0% 51.50 51.50 51.50 51.50 51.50 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% 5.00 N/A 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 6.00 6.00 6.00 6.00 0.0% 1.00 1.00 N/A 3.00 3.00 3.00 3.00 0.0% 3.00 2.00 2.00 2.00 0.0% 4.00 3.00 3.00 3.00 3.00 0.0% 3.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 7.00 7.00 7.00 7.00 7.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 6.00 6.00 6.00 0.0% 6.00 7.00 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 0.0% 5.00 4.00 5.00 5.00 5.00 0.0% 1.00 1.00 N/A 4.00 N/A 1.00 3.00 3.00 3.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 3.00 2.00 3.00 3.00 3.00 0.0% 2.00 2.00 3.00 3.00 3.00 0.0% 158.00 155.00 158.00 156.00 156.00 (2.00) (1.3%) 4.00 4.00 4.00 4.00 0.0% 7.00 8.00 9.00 8.00 8.00 (1.00) (11.1%) 162.00 158.00 150.00 152.00 151.00 1.00 0.7% 19.00 21.00 21.00 21.00 21.00 0.0% 29.00 30.00 29.00 29.00 29.00 0.0% 11.00 10.00 13.00 13.00 13.00 0.0% 917 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Staffing by Market Range Title (continued) MARKET RANGE TITLE Legal Assistant Librarian Library Clerk Library Manager Library Paraprofessional Management Analyst Management Assistant Materials Inventory Specialist Media Specialist Mental Health Director – Juvenile Office Assistant Office Assistant Specialized Operations Support Anlst-Sr/Ld Operations/Program Manager Operations/Program Supervisor PC/LAN Analyst PC/LAN Tech Support Polygraph Examiner Procurement Specialist Procurement Supervisor - Dept Program Coordinator Programmer/Analyst Programmer/Analyst - Sr/Ld Psychologist Quality Assurance Anlyst-Sr/Ld Security Asst Division Mgr Security Division Manager Security Inspector Security Officer Security Officer Manager Security Officer Supervisor Social Worker Social Worker Supervisor 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 Training Officer Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 VAR % ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE 14.00 14.00 12.00 12.00 12.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% .50 .50 .50 .50 .50 0.0% 1.00 N/A 5.00 5.00 5.00 5.00 5.00 0.0% 9.00 10.00 9.00 9.00 9.00 0.0% 2.00 2.00 2.00 0.0% 5.00 4.00 5.00 5.00 5.00 0.0% 1.00 N/A 1.00 1.00 1.00 0.0% 4.50 3.00 3.00 3.00 3.00 0.0% 18.00 19.00 18.00 18.00 18.00 0.0% 2.00 2.00 1.00 1.00 1.00 0.0% 3.00 2.00 2.00 2.00 2.00 0.0% 1.00 N/A 2.00 2.00 2.00 0.0% 10.00 10.00 9.00 9.00 9.00 0.0% 1.00 1.00 1.00 1.00 0.0% 6.00 5.00 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 4.00 8.00 9.00 9.00 9.00 0.0% 9.00 7.00 5.00 5.00 5.00 0.0% 5.00 5.00 12.00 12.00 12.00 0.0% 1.00 3.00 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 2.00 2.00 2.00 0.0% 113.00 130.00 132.00 131.00 131.00 (1.00) (0.8%) 4.00 4.00 4.00 4.00 4.00 0.0% 11.00 11.00 11.00 11.00 11.00 0.0% 7.00 10.00 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 0.0% 1.00 1.00 2.00 2.00 1.00 100.0% 95.00 95.00 95.00 95.00 95.00 0.0% 1.00 1.00 N/A 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 7.00 6.00 6.00 6.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 8.00 8.00 5.00 5.00 5.00 0.0% 1.00 1.00 1.00 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% 1.00 1.00 N/A 1,165.50 1,203.00 1,212.00 1,211.00 1,210.00 (2.00) (0.2% ) Staffing by Fund DEPARTMENT/FUND 100 GENERAL 208 JUDICIAL ENHANCEMENT 238 SUPERIOR COURT GRANTS 264 SUPERIOR COURT FILL THE GAP Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1,103.50 1,140.00 1,145.00 1,143.00 1,145.00 0.0% 7.00 8.00 8.00 8.00 6.00 (2.00) (25.0%) 23.00 23.00 26.00 27.00 26.00 0.0% 32.00 32.00 33.00 33.00 33.00 0.0% (2.00) (0.2% ) 1,165.50 1,203.00 1,212.00 1,211.00 1,210.00 918 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court General Adjustments Target Adjustments: General Fund (100)  Increase Regular Pay and Benefits by $401,678 to annualize the reallocation of Judicial Branch information technology staffing needs from Adult Probation ($160,596) and Juvenile Probation ($241,082). Fill the Gap Fund (264)  Increase operating revenue and expenditures by $231,135 per the FY 2013 funding agreement with the Administrative Office of the Supreme Court. Base Adjustments: General Fund (100) Operating  Increase Regular Benefits by $1,179,325 for the impact of changes in retirement contribution rates.  Increase Regular Pay by $1,050,000 to raise the salary rate of Court Commissioners from 80% to 90% of the salary rate of Superior Court Judges.  Increase Personal Services Allocations-Out by $410,760 to the Superior Court’s special revenue funds.  Decrease Salary Savings by $160,000 based on the FY 2013 Forecast.  Increase personnel savings by $898,028 based on the Chairman’s Office request.  Decrease Other Benefits and Internal Service Charges by $118,660 for the impact of changes in Risk Management charges.  Decrease Personal Salaries and Benefits by $36,888 to account for net changes in pay rates assigned to newly filled positions.  Decrease Supplies by $49,748 including a net reduction of $90,000 in the Information Technology Program, and increases of $33,552 in the Court Operations Support Program and $6,700 in the Administrative Services Program.  Decrease Services by a net of $24,923 based on the FY 2013 Forecast. General Fund (100) Integrated Court Information Rewrite  Increase Services by $91,000 to support the rewrite of the Integrated Court Information System (iCIS), allowing the Superior Court to address data center upgrades, case management systems, and electronic courtroom support. Superior Court Judicial Enhancement Fund (208)  Increase Regular Benefits by $1,128 for the impact of changes in retirement contribution rates.  Decrease expenditures by $1,128 to maintain structural balance. Superior Court Grants Fund (238)  Increase Regular Benefits by $3,939 for the impact of changes in retirement contribution rates.  Decrease Grant Fund expenditures by $3,939 to maintain structural balance. Superior Court Special Revenue Fund (259) Operating  Increase revenue by $394,000 due to an increase in the Court Automation Fee of $10, starting May 15, 2013.  Reduce total revenue by $394,000 due to a decline in other fee proceeds. 919 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) Integrated Court Information Rewrite Project  Increase Other Services by $1,500,000, including $200,000 for contracted consultants to supplement existing and transitioning Court Technology Services staff; and $1,300,000 to support the rewrite of the Integrated Court Information System (iCIS), allowing the Superior Court to address data center upgrades, case management systems, and electronic courtroom support. Superior Court Fill the Gap Fund (264)  Increase Regular Benefits by $27,333 for the impact of changes in retirement contribution rates.  Decrease other Personal Services by $27,333 to maintain structural balance. 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 FY 2012 ACTUAL 92.6% 49.5% FY 2013 FY 2013 REVISED FORECAST 94.9% 92.1% 89.5% 40.7% Activities that comprise this program include:  Civil Adjudication  FY 2014 ADOPTED 90.0% 43.4% REV VS ADOPTED VAR % -4.8% -5.1% -46.1% -51.5% 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 REV VS ADOPTED FY 2012 FY 2013 FY 2013 FY 2014 ACTUAL REVISED FORECAST ADOPTED VAR % 92.6% 94.9% 92.1% 90.0% (4.8%) -5.1% 54,671 70,542 46,756 46,500 (24,042) -34.1% 49,734 68,964 46,107 48,240 (20,724) -30.1% $ 168.72 $ 128.36 $ 195.98 $ 199.16 $ (70.79) -55.2% 100 - GENERAL 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ 3,165,181 $ 3,165,181 $ 3,045,460 $ 3,045,460 $ 7,878 2,845,673 $ 2,853,551 $ 6,603 2,811,500 $ 2,818,103 $ 6,603 (233,960) $ (227,357) N/A -7.7% -7.5% 100 - GENERAL 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL USES $ 5,685,088 65,298 3,473,952 $ 9,224,338 $ 5,990,849 65,646 2,998,335 $ 9,054,830 $ 6,099,259 65,532 2,998,334 $ 9,163,125 $ 6,196,356 66,055 2,998,335 $ 9,260,746 $ (205,507) (409) $ (205,916) -3.4% -0.6% 0.0% -2.3% Expenditure 920 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: An increase in civil case filings during the economic downturn ended in FY 2012 when the number of civil cases declined by 29.9% from the prior fiscal year. 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. 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; 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 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 REV VS ADOPTED FY 2012 FY 2013 FY 2013 FY 2014 ACTUAL REVISED FORECAST ADOPTED VAR % 49.5% 89.5% 40.7% 43.4% (46.1%) -51.5% 1,286 1,034 1,136 800 (234) -22.6% 939 849 775 790 (59) -6.9% 2,244 1,883 1,911 1,590 (293) -15.6% 978 1,426 746 900 (526) -36.9% 854 985 825 700 (285) -28.9% $ 221.88 $ 251.47 $ 261.29 $ 328.93 $ (77.46) -30.8% 100 - GENERAL TOTAL USES $ $ 497,904 497,904 $ $ 473,516 473,516 $ $ 499,316 499,316 $ $ 523,000 523,000 $ $ (49,484) (49,484) -10.5% -10.5% Activity Narrative: An improved economy has contributed to a decline in the number of tax cases filed and resolved. The percent of tax cases resolved within nine months in the FY 2013 Revised budget was over-estimated since complex major tax disputes with businesses were not taken into account when calculating this measure. Court Operations Support Program The purpose of the Court Operations Support Program is to provide ancillary support services to defendants, justice partners, and the public so they can receive timely and just resolutions. Program Results Measure Description Percent of Spanish Interpretations Percent of people screened without incident Percent of Jurors reporting for service Percent of hearings recorded electronically Percent of user satisfaction FY 2012 ACTUAL 96.5% 96.5% 9.6% N/A 97.1% FY 2013 FY 2013 REVISED FORECAST 89.6% 92.7% 96.4% 98.3% 10.0% 8.7% N/A N/A 11152.6% 98.7% Activities that comprise this program include:  Court Interpretation & Translation  Jurors  Public Information & Community Outreach   921 FY 2014 ADOPTED 94.0% 98.0% 43.7% 0.0% 98.0% Court Security Court Record Keeping REV VS ADOPTED VAR % 4.4% 4.9% 1.6% 1.7% 33.7% 336.5% N/A N/A -11054.6% -99.1% Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. 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 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 96.5% 89.6% 92.7% 94.0% 4.4% 4.9% 32,209 36,251 45,656 47,499 11,248 31.0% 32,225 38,236 45,206 47,500 9,264 24.2% $ 113.52 $ 100.40 $ 79.15 $ 76.40 $ 24.00 23.9% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 3,436,201 220,302 $ 3,656,503 825 825 $ $ 500 500 $ $ 660 660 $ $ 500 500 $ $ - 0.0% 0.0% $ 3,400,205 228,940 $ 3,629,145 $ 9,001 1,621 10,622 0.3% 0.7% 0.3% Expenditure $ 3,409,206 230,561 $ 3,639,767 $ 3,406,404 207,365 $ 3,613,769 $ Activity Narrative: A revised and improved method of collecting court interpreter data was implemented during FY 2013. Due to a change in the data collection methodology for this activity, a comparison of historical data is not possible. 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: Administrative mandate. 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 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 96.5% 96.4% 98.3% 98.0% 1.6% 1.7% 3,142,833 3,138,307 3,125,579 3,176,719 38,412 1.2% 3,142,833 3,138,307 3,125,579 3,176,719 38,412 1.2% $ 2.12 $ 2.25 $ 2.18 $ 2.23 $ 0.02 1.0% 100 - GENERAL TOTAL SOURCES $ $ 100 - GENERAL TOTAL USES $ 6,673,498 $ 6,673,498 3,434 3,434 $ $ 600 600 $ $ 2,561 2,561 $ $ 600 600 $ $ $ 7,079,769 $ 7,079,769 $ $ - 0.0% 0.0% Expenditure $ 7,062,760 $ 7,062,760 $ 6,808,561 $ 6,808,561 (17,009) (17,009) -0.2% -0.2% Base Adjustments: General Fund (100)  Increase Overtime Pay and Benefits by $61,738 to ensure full security coverage of judicial facilities. Jurors Activity The purpose of the Jurors Activity is to provide impartial jury panels to defendants and litigants so that they can benefit from informed decisions in court cases. 922 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Mandates: A.R.S. §21-301 establishes that the jury commissioner of the Superior Court is responsible for the maintenance of the master juror list. A.R.S. §21-331 establishes that the Superior Court is responsible for issuing summons to juror candidates for service in the Superior Court or, if authorized by intergovernmental agreements, for service in Justice Courts or municipal courts. Juries are to be conducted as prescribed by A.R.S. §§21-101 through 21-351. A.R.S. §21-402 establishes that the Presiding Judge of the Superior Court shall summon a grand jury three times per year (or additional times, per a petition from the County Attorney). Grand juries are to be conducted as prescribed by A.R.S. §§21-401 through 21-416. Measure Type Result Output Demand Efficiency Revenue Measure Description 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 REV VS ADOPTED FY 2012 FY 2013 FY 2013 FY 2014 ACTUAL REVISED FORECAST ADOPTED VAR % 9.6% 10.0% 8.7% 43.7% 33.7% 336.5% 43,411 42,513 37,026 38,000 (4,513) -10.6% 48,477 49,667 40,152 38,500 (11,167) -22.5% $ 94.46 $ 101.67 $ 102.53 $ 111.81 $ (10.13) -10.0% 100 - GENERAL $ 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ 646,264 69,042 715,306 $ $ 615,600 61,500 677,100 $ $ 663,552 92,299 755,851 $ $ 666,677 61,500 728,177 $ $ 51,077 51,077 8.3% 0.0% 7.5% Expenditure 100 - GENERAL $ 4,026,598 259 - SUPERIOR COURT SPECIAL REVENUE 73,874 TOTAL USES $ 4,100,472 $ 4,249,857 72,600 $ 4,322,457 $ 3,716,649 79,806 $ 3,796,455 $ 4,112,837 135,839 $ 4,248,676 $ $ 137,020 (63,239) 73,781 3.2% -87.1% 1.7% Activity Narrative: The data reported is only for the downtown Superior Court. The percent of jurors reporting for service continues to hover at or below 10%. The Superior Court proposes holding hearings for jurors who do not respond to summons in order to improve the result for FY 2014. FY 2013 Revised data was over-estimated. The calculation for percent of jurors reporting for service in FY 2014 is incorrect and should read “9.0%”. Base Adjustments: General Fund (100)  Decrease in Services by a net of $112,609 based on the FY 2013 Forecast.  Increase in Revenue by $51,077 based on trend analysis. Superior Court Special Revenue Fund (259) Non-Recurring Non-Project  Increase Supplies by $75,000 to improve the juror experience, and may include the purchase of electric carts to address accessibility issues. 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. 923 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Output Demand Efficiency Revenue Department Strategic Plans and Budgets Superior Court REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of hearings recorded electronically N/A N/A N/A 0.0% N/A N/A Number of hours of Court proceedings that were 225,900 221,652 223,400 224,000 2,348 1.1% recorded Number of hearings recorded by reporters and 224,000 224,000 N/A electronically Number of hours of Court proceedings that need 225,900 221,652 223,400 224,000 2,348 1.1% to be recorded Cost per hour of Court proceedings recorded $ 20.43 $ 20.43 $ 21.44 $ 21.20 $ (0.77) -3.8% 259 - SUPERIOR COURT SPECIAL REVENUE TOTAL SOURCES $ $ 60,774 60,774 $ $ 65,040 65,040 $ $ 59,402 59,402 $ $ 65,040 65,040 $ $ - 0.0% 0.0% Expenditure 100 - GENERAL $ 4,550,452 259 - SUPERIOR COURT SPECIAL REVENUE 65,040 TOTAL USES $ 4,615,492 $ 4,463,050 65,040 $ 4,528,090 $ 4,723,889 65,040 $ 4,788,929 $ 4,683,671 65,040 $ 4,748,711 $ (220,621) $ (220,621) -4.9% 0.0% -4.9% Activity Narrative: The department is striving to develop appropriate data for this activity. The Court will include this activity in its Strategic Business Plan review for FY 2015. Base Adjustments: General Fund (100)  Increase Repairs and Maintenance by $102,066 based upon the FY 2013 Forecast. 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. 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 2012 FY 2013 ACTUAL REVISED 97.1% 11152.6% 346,657,490 299,296,540 348,782,400 307,110,930 $ 0.01 $ 0.01 $ FY 2013 FY 2014 REV VS ADOPTED FORECAST ADOPTED VAR % 98.7% 98.0% (11054.6%) -99.1% 488,292,860 599,518,800 300,222,260 100.3% 496,583,870 602,548,800 295,437,870 96.2% $ 0.01 $ 0.01 $ 0.01 53.5% 238 - SUPERIOR COURT GRANTS $ 259 - SUPERIOR COURT SPECIAL REVENUE 236,876 261 - LAW LIBRARY 1,328,641 TOTAL SOURCES $ 1,565,517 288,000 1,296,000 $ 1,584,000 $ 10,675 214,863 1,231,778 $ 1,457,316 $ 13,224 216,000 1,296,000 $ 1,525,224 100 - GENERAL $ 1,987,327 238 - SUPERIOR COURT GRANTS 259 - SUPERIOR COURT SPECIAL REVENUE 273,068 261 - LAW LIBRARY 1,061,437 TOTAL USES $ 3,321,832 $ 1,915,374 264,025 1,546,000 $ 3,725,399 $ 2,019,158 10,675 207,707 1,225,432 $ 3,462,972 $ 1,951,668 10,000 215,786 1,296,000 $ 3,473,454 $ $ 13,224 (72,000) (58,776) N/A -25.0% 0.0% -3.7% (36,294) (10,000) 48,239 250,000 251,945 -1.9% N/A 18.3% 16.2% 6.8% Expenditure $ $ Activity Narrative: The number of completed website sessions exceeded expectations for FY 2012 and FY 2013 due to an upgrade to the Judicial Branch website. The Superior Court anticipates that the number of website sessions in FY 2014 will increase by 100%. The percent of user satisfaction in FY 2013 Revised is incorrectly calculated. 924 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 21.1% 81.0% FY 2013 FY 2013 REVISED FORECAST 30.0% 6.7% 81.4% 78.7% Activities that comprise this program include:  Capital Adjudication  FY 2014 REV VS ADOPTED ADOPTED VAR % 31.6% 1.6% 5.3% 80.3% -1.1% -1.4% 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: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction in any cases that are not specifically assigned to another court in statute. A.R.S. §13-751 et.seq. provide Arizona courts with the parameters for the sentence of death. 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 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED ACTUAL REVISED FORECAST ADOPTED VAR % 21.1% 30.0% 6.7% 31.6% 1.6% 5.3% 28 40 15 19 (21) -52.5% 23 20 23 22 2 10.0% $ 15,860.64 $ 11,489.90 $ 30,683.60 $ 29,986.84 $ (18,496.94) -161.0% 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 154,362 154,362 $ $ 186,705 186,705 $ 180,026 $ 180,026 $ $ 186,705 186,705 $ $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL USES $ 291,467 152,631 444,098 $ 271,603 187,993 459,596 $ 280,050 180,204 $ 460,254 $ 382,520 187,230 569,750 $ - 0.0% 0.0% Expenditure $ $ $ $ (110,917) 763 (110,154) -40.8% 0.4% -24.0% Activity Narrative: The number of capital cases filed can vary significantly from year to year. The number of resolved cases is a factor of the length of time to resolve, the backlog of cases, and the number of new filings. Though the backlog declined from a high of 146 cases in 2007 to 74 in 2012, it increased to 84 cases by May, 2013. An FY 2014 increase in expenditures and the cost per capital case resolved is due in part to the transfer of a Court Reporter from the Felony Adjudication Activity. 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: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction in any cases that are not specifically assigned to another court in statute. Chapter 13 of the Arizona Revised Statutes establishes the Criminal Code for courts to follow in the State of Arizona. 925 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue Measure Description Percent of General Felony cases resolved within 180 days Number of General Felony cases resolved Number of General Felony cases filed Cost per General Felony case resolved Department Strategic Plans and Budgets Superior Court FY 2012 ACTUAL 81.0% $ 32,986 33,072 529.80 FY 2013 FY 2013 REVISED FORECAST 81.4% 78.7% $ 31,200 31,600 544.63 $ 30,491 29,426 557.95 FY 2014 ADOPTED 80.3% $ 29,100 29,215 579.25 REV VS ADOPTED VAR % (1.1%) -1.4% $ (2,100) (2,385) (34.62) -6.7% -7.5% -6.4% 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL SOURCES $ 92 129,607 531,408 59,363 2,007,812 $ 2,728,282 $ 100 279,607 521,600 60,000 1,870,465 $ 2,731,772 $ 104 79,390 495,423 52,870 1,871,430 $ 2,499,217 $ 100 82,632 521,600 60,000 2,101,600 $ 2,765,932 $ (196,975) 231,135 $ 34,160 0.0% -70.4% 0.0% 0.0% 12.4% 1.3% 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 259 - SUPERIOR COURT SPECIAL REVENUE 264 - SUPERIOR COURT FILL THE GAP TOTAL USES $ 15,551,817 128,425 61,950 60,000 1,673,712 $ 17,475,904 $ 14,908,738 221,492 56,149 60,000 1,746,104 $ 16,992,483 $ 15,077,092 79,390 56,611 60,000 1,739,221 $ 17,012,314 $ 14,788,739 82,850 56,488 60,000 1,868,175 $ 16,856,252 $ 0.8% 62.6% -0.6% 0.0% -7.0% 0.8% Expenditure 119,999 138,642 (339) (122,071) $ 136,231 Activity Narrative: The Superior Court reports that criminal case filings have declined, mirroring national trends. The FY 2014 budget reflects stabilization in the number of felony case filings. A reduction in grant funding for this activity has been offset by an increase in expenditures from the Fill the Gap Fund. Base Adjustments: General Fund (100)  The FY 2014 budget includes an increase of $37,801 in expenditures for Temporary Pay. 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 2012 ACTUAL 96.4% FY 2013 FY 2013 REVISED FORECAST 96.3% 97.0% 76.2% 95.7% Activities that comprise this program include:  Family Pre-Decree/Judgment 80.2%  FY 2014 ADOPTED 96.0% 80.0% REV VS ADOPTED VAR % -0.3% -0.3% -15.7% -16.4% 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 statues regarding Martial and Domestic Relations, including Marriage; Husband and Wife, Property and Contract Rights; Dissolution of marriage; Child Custody and Visitation; Family 926 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Support Duties; Maternity and Paternity Proceedings; Covenant Marriage; Uniform Child Custody Jurisdiction and Enforcement Act; and Uniform Interstate Family Support Act. Measure Type Result Output Demand Efficiency Revenue 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 2012 ACTUAL 96.4% FY 2013 FY 2013 REVISED FORECAST 96.3% 97.0% 31,822 $ 31,759 311.15 31,318 $ 31,390 319.95 FY 2014 ADOPTED 96.0% 32,531 $ 32,110 303.04 REV VS ADOPTED VAR % (0.3%) -0.3% 31,500 $ 31,800 322.54 $ 182 0.6% 410 (2.59) 1.3% -0.8% 100 - GENERAL 238 - SUPERIOR COURT GRANTS 257 - CONCILIATION COURT FEES 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION TOTAL SOURCES $ 789,223 1,672,931 118,618 174,919 $ 2,755,691 $ 100 1,022,851 1,390,000 115,921 115,007 $ 2,643,879 $ 777,902 1,535,257 110,158 167,336 $ 2,590,653 $ 100 1,022,851 1,678,000 115,921 115,007 $ 2,931,879 $ 288,000 $ 288,000 0.0% 0.0% 20.7% 0.0% 0.0% 10.9% 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT 257 - CONCILIATION COURT FEES 259 - SUPERIOR COURT SPECIAL REVENUE 271 - EXPEDITED CHILD SUPPORT 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION 282 - DOM REL MEDIATION EDUCATION TOTAL USES $ 7,089,809 768,712 66,535 1,702,500 42,958 115,921 115,007 $ 9,901,442 $ 6,544,296 1,018,844 66,413 1,790,000 60,000 6,744 115,921 415,007 2,886 $ 10,020,111 $ 6,846,845 777,902 66,568 1,700,000 41,968 6,744 110,158 305,007 2,886 $ 9,858,078 $ 6,503,487 1,020,501 67,029 1,978,000 60,000 115,921 415,007 $ 10,159,945 $ 0.6% -0.2% -0.9% -10.5% 0.0% 100.0% 0.0% 0.0% 100.0% -1.4% Expenditure 40,809 (1,657) (616) (188,000) 6,744 2,886 $ (139,834) Base Adjustments: General Fund (100)  Increase Temporary Pay and Benefits by $37,307 based on the FY 2013 Forecast. Conciliation Court Fees Fund (257) Operating  Increase Revenue by $288,000 due to an increase in the number of annulment, dissolution of marriage, legal separation, and maternity/paternity cases filed.  Increase Personal Services Allocations-In from the General Fund by $288,000 to maintain structural balance. Conciliation Court Fees Fund (257) Non-Recurring Non-Project  Increase Services by $300,000 for outside vendors contracted to provide parenting conferences for litigants in Family Court. 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. 927 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Demand Efficiency Revenue 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 Department Strategic Plans and Budgets Superior Court FY 2012 ACTUAL 76.2% FY 2013 FY 2013 REVISED FORECAST 95.7% 80.2% 27,702 $ 18,278 163.45 $ 18,400 20,100 238.42 $ $ FY 2014 REV VS ADOPTED ADOPTED VAR % 80.0% (15.7%) -16.4% 29,964 $ 21,346 150.27 $ 23,000 $ 24,000 201.37 $ $ $ 4,600 25.0% 3,900 37.06 19.4% 15.5% 18,442 18,442 2.2% 0.0% 0.0% 0.0% 1.1% 100 - GENERAL 238 - SUPERIOR COURT GRANTS 271 - EXPEDITED CHILD SUPPORT 282 - DOM REL MEDIATION EDUCATION TOTAL SOURCES 935,088 64,839 659,035 200,631 $ 1,859,593 829,300 74,607 585,000 190,682 $ 1,679,589 875,336 37,304 624,738 187,929 $ 1,725,307 847,742 74,607 585,000 190,682 $ 1,698,031 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 257 - CONCILIATION COURT FEES 271 - EXPEDITED CHILD SUPPORT 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION 282 - DOM REL MEDIATION EDUCATION TOTAL USES $ 3,482,949 58,994 595,400 390,682 $ 4,528,025 $ 3,312,133 74,607 21,040 785,000 1,755 1,740 190,682 $ 4,386,957 $ 3,604,032 37,304 21,040 646,000 1,755 1,740 190,682 $ 4,502,553 $ 3,581,140 74,607 785,000 190,682 $ 4,631,429 $ (269,007) -8.1% 0.0% 21,040 100.0% 0.0% 1,755 100.0% 1,740 100.0% 0.0% $ (244,472) -5.6% Expenditure Activity Narrative: The Superior Court only recently began tracking post-decree cases, and as a result the FY 2013 Revised data was not fully estimated. The number of cases filed and cases resolved are anticipated to more closely mirror one another in FY 2014. Base Adjustments: Expedited Child Support Fund (271) Non Recurring Non Project  Increase Other Services by $200,000 for outside vendors contracted to provide parenting conferences for litigants in Family Court. Children’s Issues Education Fund (281) Non Recurring Non Project  Increase Other Services by $300,000 for outside vendors contracted to provide parenting conferences for litigants in Family Court. 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 nondetained juveniles held within 30 days Percent of preliminary protective hearings held within 7 business days after removal from home Percent of Cradles to Crayons youth with petitions filed who had a permanency hearing within 6 months of the petition filing Percent of Cradles to Crayons youth with petitions filed who had a permanency established within 365 days of the petition filing FY 2012 ACTUAL 97.0% FY 2013 FY 2013 REVISED FORECAST 95.0% 76.5% FY 2014 ADOPTED 77.1% REV VS ADOPTED VAR % -17.9% -18.9% 84.2% 97.6% 96.6% 90.8% -6.8% -7.0% N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A N/A 928 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activities that comprise this program include:  Cradles to Crayons  Juvenile Delinquency Adjudication ● Juvenile Dependency Adjudication Juvenile Delinquency Adjudication Activity The purpose of the Juvenile Delinquency Adjudication Activity is to provide adjudicated dependency and delinquency matters to juveniles so they can receive timely and just legal resolutions. Mandates: A.R.S. §8-202 establishes that the Juvenile Division of the Superior Court shall have jurisdiction in all offenses related to delinquency of a minor. A.R.S. §8-302 allows for the transfer of any criminal case to Juvenile Court as long as the juvenile is not being tried as an adult pursuant to A.R.S. §13-501. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of adjudication hearings for nondetained juveniles held within 30 days Number of Delinquency cases resolved Number of hearings Number of Delinquency cases filed Cost per Delinquency case resolved FY 2012 ACTUAL 97.0% $ 6,730 531 6,727 688.95 100 - GENERAL 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 4,478,026 64,334 94,280 $ 4,636,640 $ FY 2013 FY 2013 REVISED FORECAST 95.0% 76.5% 515,812 66,731 582,543 $ $ $ 10,400 10,800 10,800 436.79 250,000 86,326 336,326 $ $ $ 6,938 4,912 7,418 661.32 327,337 75,566 402,903 REV VS ADOPTED VAR % (17.9%) -18.9% FY 2014 ADOPTED 77.1% $ $ 7,050 4,900 7,560 648.46 $ 357,678 86,326 444,004 $ $ 4,430,633 86,323 54,672 $ 4,571,628 $ $ $ (3,350) (5,900) (3,240) (211.67) -32.2% -54.6% -30.0% -48.5% 107,678 107,678 43.1% 0.0% 32.0% (68,941) 451 39,428 (29,062) -1.6% 0.5% 41.9% -0.6% Expenditure $ 4,361,692 86,774 94,100 $ 4,542,566 $ 4,424,014 69,495 94,723 $ 4,588,232 $ Activity Narrative: FY 2013 Revised data is over-estimated because the performance data methodology was not fully developed until after the FY 2013 budget was completed. FY 2014 Delinquency filings and hearings are expected to remain relatively steady compared to the FY 2013 Forecast, while the Superior Court expects to resolve 1.6% more cases in FY 2014. Cradles to Crayons Activity The purpose of the Cradles to Crayons Activity is to provide permanency hearings to youth aged 0 to 3 so they can be placed in a permanent environment in a timely manner. Mandates: This activity supports the overall adjudication of dependency cases involving children 0 to 3 within specified case management time guidelines mandated by A.R.S. §8-824. 929 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Output Demand Efficiency Measure Description Percent of Cradles to Crayons youth with petitions filed who had a permanency hearing within 6 months of the petition filing Percent of Cradles to Crayons youth with petitions filed who had a permanency established within 365 days of the petition filing Number of assignments to Cradles to Crayons judges Number of Cradles to Crayons youth who receive comprehensive services and referrals Number of Dependency petitions filed for youth aged 0 to 3 within the year Total activity expenditure per youth receiving Cradles to Crayons services. Cost per youth receiving Cradles to Crayons services. FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST N/A N/A FY 2014 REV VS ADOPTED 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 - $ 2,019,788 4,800 $ 2,024,588 $ 1,412,773 700 $ 1,413,473 $ 607,015 4,100 $ 611,115 30.1% 85.4% 30.2% Expenditure 100 - GENERAL 277 - EMANCIPATION ADMINISTRATION TOTAL USES $ $ $ $ 607,015 4,800 611,815 Activity Narrative: A midyear status report indicated that newly-hired staff had implemented the twoyear pilot project “Cradles to Crayons (C2C)” in a repurposed facility, and that 972 children had been assigned to C2C judges since July 1, 2012. Preliminary data indicated that permanency planning compliance for C2C children was 97% compared to the 85% compliance rate of non-C2C children at the Durango Juvenile Division. Additionally, C2C children averaged 52 days to dependency adjudication, compared to a figure of 62 days for children not assigned to C2C. Lastly, 39% of children assigned to a C2C judge between July 1, 2011 and December 31, 2012 were reunified, compared to a figure of 29% of children not assigned to a C2C judge. Base Adjustments: General Fund (100) Non-Recurring Non Project  Carry-forward $1,412,773 from the FY 2013 two-year appropriation of $2,019,788 for the Cradles to Crayons pilot project. The funding provides for salaries, benefits, supplies and services for 17.0 FTE contract staff. Emancipation Administration Fund (277) Non-Recurring Non Project  Increase Other Services by $700 for the Cradles to Crayons pilot project. 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. This activity supports the overall adjudication of dependency cases in compliance with case processing guidelines pursuant to Title Eight of A.R.S. 930 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of preliminary protective hearings held within 7 business days after removal from home Number of Dependency cases resolved Number of preliminary protective hearings Number of Dependency cases filed Cost per Dependency case resolved FY 2012 ACTUAL 84.2% 8,737 3,029 9,753 548.03 $ 238 - SUPERIOR COURT GRANTS 277 - EMANCIPATION ADMINISTRATION TOTAL SOURCES $ 844,172 603 844,775 $ 100 - GENERAL 238 - SUPERIOR COURT GRANTS 208 - JUDICIAL ENHANCEMENT TOTAL USES $ 3,802,255 872,411 113,486 $ 4,788,152 FY 2013 FY 2013 REVISED FORECAST 97.6% 96.6% $ $ $ 8,400 8,400 9,200 541.60 798,223 798,223 $ $ 13,624 4,404 14,103 339.97 $ 13,400 4,420 14,400 352.64 893,737 314 894,051 $ 1,075,000 $ 1,075,000 $ 3,606,999 893,737 130,977 $ 4,631,713 $ 3,573,503 1,077,394 74,444 $ 4,725,341 $ REV VS ADOPTED VAR % (6.8%) -7.0% FY 2014 ADOPTED 90.8% 5,000 (3,980) 5,200 188.96 $ $ $ 59.5% -47.4% 56.5% 34.9% 276,777 276,777 34.7% N/A 34.7% (10,318) (218,785) 53,184 (175,919) -0.3% -25.5% 41.7% -3.9% Expenditure $ 3,563,185 858,609 127,628 $ 4,549,422 $ $ Activity Narrative: Increased funding and staffing of Arizona Child Protective Services resulted in a substantial increase in hearings, cases filed and cases resolved since FY 2012 which is expected to continue in FY 2014. 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 2012 ACTUAL 0.0% FY 2013 FY 2013 REVISED FORECAST 96.0% 90.0% 0.0% 97.0% Activities that comprise this program include:  Estate Probates & Trust Administration 0.0%  FY 2014 ADOPTED 96.4% REV VS ADOPTED VAR % 0.4% 0.5% 96.4% -0.6% -0.6% 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. 931 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 0.0% $ 32,156 32,156 67.34 256 - PROBATE FEES TOTAL SOURCES $ $ 463,946 463,946 100 - GENERAL 256 - PROBATE FEES TOTAL USES $ 1,600,833 564,531 $ 2,165,364 FY 2013 FY 2013 REVISED FORECAST 97.0% 0.0% $ 36,000 36,000 57.95 $ $ 464,531 464,531 $ 28,343 28,343 76.91 $ $ 467,480 467,480 FY 2014 ADOPTED 96.4% REV VS ADOPTED VAR % (0.6%) -0.6% $ 28,700 28,700 64.71 (7,300) (7,300) (6.76) -20.3% -20.3% -11.7% $ $ $ 464,531 464,531 $ $ - 0.0% 0.0% $ 1,242,561 614,531 $ 1,857,092 $ 229,128 229,128 15.6% 0.0% 11.0% Expenditure $ 1,471,689 614,531 $ 2,086,220 $ 1,565,454 614,531 $ 2,179,985 $ Activity Narrative: The number of cases requiring review was anticipated to increase in FY 2013. Instead, the number of cases requiring review has declined from 35,963 in FY 2011 to 28,343 in the FY 2013 Forecast, and is expected to remain flat in FY 2014. Newly adopted Probate Rules of Procedure require more intensive judicial involvement in and management of probate cases. FY 2013 Revised data were overstated. The FY 2013 Result Forecast contains a calculation error. For FY 2014, a Superior Court Judge and a Bailiff were transferred to the Probate and Mental Health Activity. Base Adjustments: Probate Fees Fund (256) Non-Recurring Non-Project  Budget $150,000 for payment to contract accountants and investigators for complex forensic probate case work. Probate and Mental Health Activity The purpose of the Probate and Mental Health Activity is to provide resolved probate, mental health, and competency issues to litigants and defendants so they can receive timely and just legal resolutions. Mandates: Arizona Constitution, Article VI, Section 14 gives the Superior Court jurisdiction to hold criminal proceedings for all felony cases including issues of mental health. Measure Type Result Output Output Demand Efficiency Revenue Measure Description Percent of probate cases in compliance with case-processing standards Number of Mental Health cases resolved Number of Probate cases Number of Mental Health cases filed Cost per Mental Health case resolved FY 2012 ACTUAL 0.0% $ 3,880 32,156 3,904 400.48 238 - SUPERIOR COURT GRANTS TOTAL SOURCES $ $ 2,000 2,000 100 - GENERAL 238 - SUPERIOR COURT GRANTS 256 - PROBATE FEES TOTAL USES $ 1,551,856 2,000 $ 1,553,856 FY 2013 FY 2013 REVISED FORECAST 96.0% 90.0% $ 2,600 36,000 3,100 714.13 $ $ 100,000 100,000 $ 2,268 28,343 4,246 796.10 $ $ 50,000 50,000 FY 2014 ADOPTED 96.4% $ 3,600 28,700 4,200 577.04 $ $ REV VS ADOPTED VAR % 0.4% 0.5% $ 1,000 (7,300) 1,100 137.09 38.5% -20.3% 35.5% 19.2% 56,974 56,974 $ $ (43,026) (43,026) -43.0% -43.0% $ 2,021,147 56,190 $ 2,077,337 $ (271,442) 43,810 7,031 (220,601) -15.5% 43.8% 100.0% -11.9% Expenditure $ 1,749,705 100,000 7,031 $ 1,856,736 $ 1,748,528 50,000 7,031 $ 1,805,559 $ Activity Narrative: Although the FY 2013 Revised budget anticipated a decline in the number of cases filed, the number forecast for FY 2013 is 8.8% higher than those filed in FY 2012. However, the number of cases resolved is decreasing due to newly adopted Probate Rules of Procedure which require more intensive judicial involvement in and management of probate cases. The FY 2014 budget includes the transfer of a Superior Court Judge and a Bailiff from the Estate Probates and Trust Administration Activity. 932 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 73,531,080 $ 1,696,300 FY 2013 Revised Budget $ 73,531,080 $ 1,696,300 $ 401,678 $ 401,678 - $ 73,932,758 $ 1,696,300 $ 1,179,325 $ 1,179,325 493,984 $ 493,984 - - $ (898,028) $ (898,028) 183,800 183,800 - $ 74,708,039 $ 1.0% 1,880,100 10.8% $ (118,660) $ (118,660) - $ 74,589,379 $ 0.9% 1,880,100 10.8% Adjustments: Reallocations Reallocation Between Depts Agenda Item: FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Commissioner Pay Allocations Out to Special Revenue Funds Additional Temporary Pay in Felony and Family Adjudication Additional Overtime in Court Security Personnel Savings Other Personnel Adjustments Reduction in Supplies Net Reduction in Services in Jurors Activity Increase in Services for Court Record Keeping Activity Net Reduction in all other Services Fees and Other Revenues ProgRevenue Volume Inc/Dec Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ 1,050,000 (410,760) 75,108 61,738 (160,000) (36,888) (49,748) (112,609) 102,066 (24,923) $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 933 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 2,030,663 $ - FY 2013 Revised Budget $ 2,030,663 $ - $ (2,030,663) $ (2,030,663) - $ - $ - $ 1,412,773 $ 1,412,773 - - 1,412,773 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Non Recurring Carry Forward Other Non-Recurring Cradles to Crayons Pilot Project - Year 2 Agenda Item: $ 1,412,773 FY 2014 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue Integrated Court Info Rewrite FY 2013 Adopted Budget $ 1,301,750 $ - FY 2013 Revised Budget $ 1,301,750 $ - $ (1,301,750) $ (1,301,750) - $ - $ - $ 91,000 $ 91,000 - 91,000 $ - Adjustments: Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Budget Target Adjustments: Agenda Item: Non Recurring Non Recurring Carry Forward iCIS-ng (Integrated Court Information System - Next Generation) FY 2014 Adopted Budget Percent Change from Target Amount $ 91,000 $ Superior Court Judicial Enhancement Fund (208) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 521,600 $ 521,600 FY 2013 Revised Budget $ 521,600 $ 521,600 FY 2014 Budget Target $ 521,600 $ 521,600 $ 1,128 $ 1,128 (1,128) $ (1,128) - 521,600 $ 0.0% 521,600 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Structural Balance Structural Balance Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 934 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Judicial Enhancement Fund (208) Fund Balance Summary FY 2012 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 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 1,921,296 $ 2,141,713 $ 2,141,713 $ 2,257,673 $ 2,432,461 $ 1,037,380 546,929 1,584,309 1,584,309 $ 1,000,000 521,600 1,521,600 1,521,600 $ 1,000,000 521,600 1,521,600 1,521,600 $ 986,597 495,423 1,482,020 1,482,020 $ 1,000,000 521,600 1,521,600 1,521,600 479,062 470,103 949,165 $ 1,000,000 521,600 1,521,600 $ $ $ $ $ 100,000 100,000 1,621,600 $ (9) $ $ $ $ $ Clerk of the Superior Court (160) Superior Court (800) Non-Recurring Total Uses: $ $ $ 298,758 298,758 1,247,923 Structural Balance $ 635,144 Accounting Adjustments $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,257,673 2,257,673 $ $ $ $ $ $ $ $ $ 1,000,000 521,600 1,521,600 $ $ $ $ 386,379 12,329 398,708 1,920,308 - $ - 2,041,713 2,041,713 $ $ 537,611 481,575 1,019,186 $ $ $ $ 277,668 10,378 288,046 1,307,232 $ $ 1,178,994 - $ 462,834 $ 342,606 $ - $ - $ - $ $ 1,743,005 1,743,005 $ $ 2,432,461 2,432,461 $ $ 2,775,067 2,775,067 Expenditures Revenue $ $ $ 657,394 521,600 1,178,994 Superior Court Grants Fund (238) OPERATING FY 2013 Adopted Budget $ 2,599,319 $ 2,599,319 FY 2013 Revised Budget $ 2,599,319 $ 2,599,319 FY 2014 Budget Target $ 2,599,319 $ 2,599,319 $ 3,939 $ 3,939 (3,939) $ (3,939) - 2,599,319 $ 0.0% 2,599,319 0.0% Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Structural Balance Structural Balance Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 935 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Grants Fund (238) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED (29,570) $ FY 2013 REVISED (29,570) $ FY 2013 FORECAST Beginning Spendable Fund Balance $ Sources: Operating Total Sources: $ $ 2,039,642 2,039,642 $ $ 2,599,319 2,599,319 $ $ 2,599,319 2,599,319 $ $ 2,104,778 2,104,778 $ $ 2,599,319 2,599,319 Uses: Operating Total Uses: $ $ 2,052,956 2,052,956 $ $ 2,599,319 2,599,319 $ $ 2,599,319 2,599,319 $ $ 2,104,778 2,104,778 $ $ 2,599,319 2,599,319 Structural Balance $ (13,314) $ - $ - $ - $ - Accounting Adjustments $ (3) $ - $ - $ - $ - Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ (42,887) (42,887) $ (29,570) (29,570) $ (29,570) $ FY 2014 ADOPTED (29,570) (29,570) $ (42,887) (42,887) (42,887) $ (42,887) (42,887) (42,887) $ Probate Fees Fund (256) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 464,531 $ 464,531 FY 2013 Revised Budget $ 464,531 $ 464,531 FY 2014 Budget Target $ 464,531 $ 464,531 FY 2014 Adopted Budget Percent Change from Target Amount $ 464,531 $ 0.0% 464,531 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 7,031 $ 7,031 - $ 157,031 $ - $ (7,031) $ (7,031) (150,000) $ (150,000) - $ - $ - $ 150,000 $ 150,000 - 150,000 $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Contract Accountants and Investigators 150,000 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 150,000 $ 936 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Probate Fees Fund (256) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 483,530 $ 340,858 $ 340,858 $ 385,179 $ 231,097 Sources: Operating Total Sources: $ $ 466,180 466,180 $ $ 464,531 464,531 $ $ 464,531 464,531 $ $ 467,480 467,480 $ $ 464,531 464,531 $ $ $ 464,531 157,031 621,562 $ $ 464,531 157,031 621,562 $ $ 464,531 150,000 614,531 $ $ 464,531 100,000 564,531 $ 464,531 150,000 614,531 Structural Balance $ 1,649 $ - $ - $ 2,949 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 385,179 385,179 $ $ 190,858 190,858 $ $ 183,827 183,827 $ $ 231,097 231,097 $ $ 81,097 81,097 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Conciliation Court Fees Fund (257) OPERATING FY 2013 Adopted Budget $ 1,390,000 $ 1,390,000 FY 2013 Revised Budget $ 1,390,000 $ 1,390,000 FY 2014 Budget Target $ 1,390,000 $ 1,390,000 $ 288,000 $ 288,000 - $ - $ - 288,000 288,000 1,678,000 $ 20.7% 1,678,000 20.7% Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Increase in Family Pre-Decree revenue based on trend analysis Fees and Other Revenues ProgRevenue Volume Inc/Dec Increase personnel transfer from the General Fund FY 2014 Adopted Budget Percent Change from Target Amount $ $ 288,000 288,000 $ 937 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Conciliation Court Fees Fund (257) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ 400,000 $ - $ 21,040 $ 21,040 - $ 421,040 $ - $ (21,040) $ (21,040) (400,000) $ (400,000) - - $ - 300,000 $ 300,000 - 300,000 $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring Parent Conference Reports Agenda Item: C-49-13-036-2-00 $ $ (400,000) FY 2014 Budget Target $ Adjustments: Non Recurring Other Non-Recurring Parent Conference Reports Agenda Item: $ $ 300,000 FY 2014 Adopted Budget Percent Change from Target Amount $ Conciliation Court Fees Fund (257) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 647,985 $ 481,161 $ 481,161 $ 622,557 $ 436,774 Sources: Operating Total Sources: $ $ 1,677,073 1,677,073 $ $ 1,390,000 1,390,000 $ $ 1,390,000 1,390,000 $ $ 1,535,257 1,535,257 $ $ 1,678,000 1,678,000 $ $ $ 1,390,000 331,040 1,721,040 $ $ 1,390,000 421,040 1,811,040 $ $ 1,390,000 400,000 1,790,000 $ $ 1,390,000 312,500 1,702,500 $ 1,678,000 300,000 1,978,000 Structural Balance $ 287,073 $ - $ - $ 145,257 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 81,161 81,161 $ $ 60,121 60,121 $ $ 436,774 436,774 $ $ 136,774 136,774 Uses: Operating Non-Recurring Total Uses: 622,557 622,557 $ $ 938 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 4,900,000 $ 4,900,000 FY 2013 Revised Budget $ 4,900,000 $ 4,900,000 FY 2014 Budget Target $ 4,900,000 $ 4,900,000 $ - $ - $ 4,900,000 $ 0.0% 4,900,000 0.0% Adjustments: Agenda Item: Revenues: Increase in revenue associated with increase in Court Automation Fee Reduction in revenue based on trend analysis $ 394,000 (394,000) FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 275,000 $ 275,000 - 275,000 $ - Adjustments: Non Recurring Other Non-Recurring Juror Expenses Contract Programmers Agenda Item: $ 75,000 200,000 FY 2014 Adopted Budget Percent Change from Target Amount $ Expenditures Revenue Integrated Court Info Rewrite FY 2013 Adopted Budget $ - $ - FY 2013 Revised Budget $ - $ - FY 2014 Budget Target $ - $ - $ 1,300,000 $ 1,300,000 - 1,300,000 $ - Adjustments: Agenda Item: Non Recurring Other Non-Recurring iCIS-ng (Integrated Court Information System - Next Generation FY 2014 Adopted Budget Percent Change from Target Amount $ 1,300,000 $ 939 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Special Revenue Fund (259) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 1,061,809 $ 123,138 $ 123,138 $ 877,844 $ 1,740,367 Sources: Operating Total Sources: $ $ 4,953,177 4,953,177 $ $ 4,900,000 4,900,000 $ $ 4,900,000 4,900,000 $ $ 4,504,378 4,504,378 $ $ 4,900,000 4,900,000 $ 5,098,892 38,250 5,137,142 $ $ $ 3,641,855 3,641,855 $ $ 4,900,000 4,900,000 $ $ 4,900,000 4,900,000 $ 4,900,000 1,575,000 6,475,000 (145,715) $ - $ - $ 862,523 $ - 123,138 123,138 $ $ 123,138 123,138 $ $ 1,740,367 1,740,367 $ $ 165,367 165,367 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: $ Structural Balance $ Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 877,844 877,844 $ $ Law Library Fees Fund (261) OPERATING FY 2013 Adopted Budget $ 1,296,000 $ 1,296,000 FY 2013 Revised Budget $ 1,296,000 $ 1,296,000 FY 2014 Budget Target $ 1,296,000 $ 1,296,000 FY 2014 Adopted Budget Percent Change from Target Amount $ 1,296,000 $ 0.0% 1,296,000 0.0% Law Library Fees Fund (261) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 1,747,800 $ 1,873,469 $ 1,873,469 $ 2,028,812 $ 2,035,158 Sources: Operating Total Sources: $ $ 1,342,444 1,342,444 $ $ 1,296,000 1,296,000 $ $ 1,296,000 1,296,000 $ $ 1,231,778 1,231,778 $ $ 1,296,000 1,296,000 $ $ $ 1,225,432 1,225,432 $ $ 1,296,000 250,000 1,546,000 $ $ 1,296,000 1,296,000 $ $ 1,061,437 1,061,437 $ 1,296,000 1,296,000 Structural Balance $ 281,007 $ - $ - $ 6,346 $ - Accounting Adjustments $ 5 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 2,028,812 2,028,812 $ $ 1,873,469 1,873,469 $ $ 1,623,469 1,623,469 $ $ 2,035,158 2,035,158 $ $ 2,035,158 2,035,158 Uses: Operating Non-Recurring Total Uses: 940 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Superior Court Fill the Gap Fund (264) Expenditures Revenue OPERATING FY 2013 Adopted Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Fill the Gap Plan $ 2,101,600 $ 2,101,600 $ (231,135) $ (231,135) $ 1,870,465 $ 1,870,465 $ 231,135 $ 231,135 231,135 231,135 $ 2,101,600 $ 2,101,600 $ 27,333 $ 27,333 (27,333) $ (27,333) - 2,101,600 $ 0.0% 2,101,600 0.0% Agenda Item: C-80-13-008-2-00 FY 2013 Revised Budget Adjustments: Grants, Donations and Intergovernmental Agreements Grants Fill the Gap Plan (231,135) (231,135) Agenda Item: C-80-13-008-2-00 FY 2014 Budget Target Adjustments: Employee Compensation and Benefits Employee Retirement and Benefits Retirement Contributions Structural Balance Structural Balance Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ Superior Court Fill the Gap Fund (264) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 158,944 $ 58,944 $ 58,944 $ 111,671 $ 34,645 Sources: Operating Total Sources: $ $ 2,007,812 2,007,812 $ $ 2,101,600 2,101,600 $ $ 1,870,465 1,870,465 $ $ 1,871,430 1,871,430 $ $ 2,101,600 2,101,600 $ $ $ 1,837,771 110,685 1,948,456 $ $ 1,870,465 110,685 1,981,150 $ $ 2,101,600 2,101,600 $ $ 1,894,014 161,074 2,055,088 $ 2,101,600 2,101,600 Structural Balance $ 113,798 $ - $ - $ 33,659 $ - Accounting Adjustments $ 3 $ - $ - $ - $ - $ 111,671 111,671 $ 58,944 58,944 $ - $ (51,741) (51,741) $ 34,645 34,645 $ 34,645 34,645 Uses: Operating Non-Recurring Total Uses: Ending Spendable Fund Balance: Restricted Unassigned Total Ending Spendable Fund Balance $ $ 941 $ $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Expedited Child Support Fund (271) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 585,000 $ 585,000 FY 2013 Revised Budget $ 585,000 $ 585,000 FY 2014 Budget Target $ 585,000 $ 585,000 FY 2014 Adopted Budget Percent Change from Target Amount $ 585,000 $ 0.0% 585,000 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj $ 200,000 $ - $ 6,744 $ 6,744 - $ 206,744 $ - $ (6,744) $ (6,744) (200,000) $ (200,000) - - $ - 200,000 $ 200,000 - 200,000 $ - Agenda Item: C-49-13-036-2-00 FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring Parent Conference Reports Agenda Item: C-49-13-036-2-00 $ $ (200,000) FY 2014 Budget Target $ Adjustments: Non Recurring Other Non-Recurring Parent Conference Reports Agenda Item: $ $ 200,000 FY 2014 Adopted Budget Percent Change from Target Amount $ Expedited Child Support Fund (271) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 338,770 $ 306,545 $ 306,545 $ 404,107 $ 376,101 Sources: Operating Total Sources: $ $ 660,737 660,737 $ $ 585,000 585,000 $ $ 585,000 585,000 $ $ 624,738 624,738 $ $ 585,000 585,000 $ $ $ 446,000 206,744 652,744 $ $ 585,000 206,744 791,744 $ $ 585,000 200,000 785,000 $ $ 446,000 149,400 595,400 $ 585,000 200,000 785,000 Structural Balance $ 214,737 $ - $ - $ 178,738 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 404,107 404,107 $ $ 106,545 106,545 $ $ 99,801 99,801 $ $ 376,101 376,101 $ $ 176,101 176,101 Uses: Operating Non-Recurring Total Uses: 942 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Spousal Maintenance Enforcement Enhancement (276) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 115,921 $ 115,921 FY 2013 Revised Budget $ 115,921 $ 115,921 FY 2014 Budget Target $ 115,921 $ 115,921 FY 2014 Adopted Budget Percent Change from Target Amount $ 115,921 $ 0.0% 115,921 0.0% Spousal Maintenance Enforcement Enhancement (276) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 143,249 $ 129,648 $ 129,648 $ 146,708 $ 144,953 Sources: Operating Total Sources: $ $ 119,377 119,377 $ $ 115,921 115,921 $ $ 115,921 115,921 $ $ 110,158 110,158 $ $ 115,921 115,921 $ $ $ $ 110,158 1,755 111,913 $ $ 115,921 1,755 117,676 $ $ 115,921 115,921 $ 115,921 115,921 Uses: Operating Non-Recurring Total Uses: $ 115,921 115,921 Structural Balance $ 3,456 $ - $ - $ - $ - Accounting Adjustments $ 3 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 146,708 146,708 $ $ 129,648 129,648 $ $ 127,893 127,893 $ $ 144,953 144,953 $ $ 144,953 144,953 Expenditures Revenue Emancipation Administration (277) NON RECURRING NON PROJECT FY 2013 Adopted Budget $ 4,800 $ - FY 2013 Revised Budget $ 4,800 $ - $ (4,800) $ (4,800) - $ - $ - $ 700 $ 700 - 700 $ - Adjustments: Non Recurring Other Non-Recurring Agenda Item: FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Administrative Costs Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 700 $ 943 Department Strategic Plans and Budgets Superior Court Maricopa County Annual Business Strategies FY 2014 Adopted Budget Emancipation Administration (277) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 4,561 $ 4,876 $ 4,876 $ 5,191 $ 705 Sources: Operating Total Sources: $ $ 631 631 $ $ - $ $ - $ $ 314 314 $ $ - Uses: Non-Recurring Total Uses: $ - $ 4,800 4,800 $ 4,800 4,800 $ 4,800 4,800 $ 700 700 Structural Balance $ 631 $ - $ - $ 314 $ - Accounting Adjustments $ (1) $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 76 76 $ $ 76 76 $ $ 705 705 $ $ 5 5 Expenditures Revenue 5,191 5,191 $ $ Children’s Issues Education Fund (281) OPERATING FY 2013 Adopted Budget $ 115,007 $ 115,007 FY 2013 Revised Budget $ 115,007 $ 115,007 FY 2014 Budget Target $ 115,007 $ 115,007 FY 2014 Adopted Budget Percent Change from Target Amount $ 115,007 $ 0.0% 115,007 0.0% Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 1,740 $ 1,740 - $ 301,740 $ - $ (1,740) $ (1,740) (300,000) $ (300,000) - $ - $ - $ 300,000 $ 300,000 - 300,000 $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 $ FY 2014 Budget Target Adjustments: Non Recurring Other Non-Recurring Parent Conference Reports 300,000 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Compensation and Benefits Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Non Recurring Other Non-Recurring $ Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount 300,000 $ 944 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Superior Court Children’s Issues Education Fund (281) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 405,397 $ 465,419 $ 465,419 $ 467,723 $ 328,312 Sources: Operating Total Sources: $ $ 177,333 177,333 $ $ 115,007 115,007 $ $ 115,007 115,007 $ $ 167,336 167,336 $ $ 115,007 115,007 $ $ $ 115,007 191,740 306,747 $ $ 115,007 301,740 416,747 $ $ 115,007 300,000 415,007 $ $ 115,007 115,007 $ 115,007 300,000 415,007 Structural Balance $ 62,326 $ - $ - $ 52,329 $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 467,723 467,723 $ $ 165,419 165,419 $ $ 163,679 163,679 $ $ 328,312 328,312 $ $ 28,312 28,312 Expenditures Revenue Uses: Operating Non-Recurring Total Uses: Domestic Relation Mediation Education Fund (282) OPERATING FY 2013 Adopted Budget $ 190,682 $ 190,682 FY 2013 Revised Budget $ 190,682 $ 190,682 FY 2014 Budget Target $ 190,682 $ 190,682 FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 285,437 $ 72,031 $ 72,031 $ 96,463 $ 90,824 Sources: Operating Total Sources: $ $ 201,707 201,707 $ $ 190,682 190,682 $ $ 190,682 190,682 $ $ 187,929 187,929 $ $ 190,682 190,682 $ $ $ $ 190,682 2,886 193,568 $ $ 190,682 2,886 193,568 $ $ 190,682 190,682 $ 190,682 190,682 $ - Uses: Operating Non-Recurring Total Uses: $ 190,682 200,000 390,682 Structural Balance $ 11,025 $ - $ - $ Accounting Adjustments $ 1 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 96,463 96,463 $ $ 72,031 72,031 $ $ 69,145 69,145 $ $ 90,824 90,824 $ $ 90,824 90,824 945 (2,753) Maricopa County Annual Business Strategies FY 2014 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, 2014, 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: Maricopa County Department of Transportation (MCDOT) is working to achieve this goal by 2014. In FY 2012, 91.5% 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 that they are receiving direction from one Supervisor and as a result performance has significantly improved, resulting in the completion of 100% of the critical maintenance tasks within 90 days. 946 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Safe Communities Department Strategic Plans and Budgets Transportation Transportation will enhance public safety for Maricopa County residents and visitors whereby by June 30, 2014, 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 our roads is very important to our citizens, remaining steadfastly in at least 3rd place in importance over the past five years in our external customer survey. In FY 2012, 87.8% of roadway conditions were rated as very good or better. As of January 2012, the forecasted pavement condition rating for County arterial roads and highways is 88.1%, an improvement from the performance in FY 2012. In the past, MCDOT has only reported the pavement condition rating for arterial roads and county highways. In the recent year, Transportation has updated its pavement condition rating to include Maricopa County’s Total Road Network. This extends the total road network to include Sun City, Sun City West and the east valley subdivisions. Quality Workforce 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 2012 ESS, MCDOT achieved an overall satisfaction score of 5.45. In support of this goal, MCDOT continues the Results Recognition Program to promote high performance, strong citizen satisfaction, and continue on-going improvements to meet citizen demand. The awards are limited to a small value per employee and are intended to recognize demonstrable performance as evidenced by numerically superior performance on Scoreboards. Transportation has 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. 947 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES RDCS - ROADWAY CONSTRUCTION SRVY - LAND SURVEYING SERVICES 64BT - BUILD ROADS AND STRUCT $ REGU - RIGHT OF WAY REGULATION UREL - UTILITIES ENGINEERING 64ER - ENGINEER ROADS AND STRUCTURES $ TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT $ ROAD - ROAD AND ROW MAINTENANCE TROP - TRAFFIC OPERATIONS 64RB - ROADWAY MAINTENANCE $ FACI - FACILITIES MGMT PROF SUPP SVCS ODIR - EXECUTIVE MANAGEMENT PROC - PROCUREMENT RWAY - REAL ESTATE SERVICES 99AS - ADMINISTRATIVE SERVICES $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 20,306,281 $ 8,058 20,314,339 $ 54,977,725 $ 54,977,725 $ 54,977,725 $ 54,977,725 $ 41,151,464 $ 41,151,464 $ 17,979,963 $ 17,979,963 $ 494,604 $ 261,277 755,881 $ 700,000 $ 250,000 950,000 $ 700,000 $ 250,000 950,000 $ 750,796 $ 231,708 982,504 $ 700,000 $ 250,000 950,000 $ 86,931 $ 237,922 324,853 $ 21,214 $ 404,676 425,890 $ 21,214 $ 404,676 425,890 $ 38,933 $ 356,601 395,534 $ 20,250 $ 636,122 656,372 $ 800,446 $ 10,272 810,718 $ 230,000 $ 5,000 235,000 $ 230,000 $ 5,000 235,000 $ 574,291 $ 8,501 582,792 $ 239,800 $ 5,000 244,800 $ 9,800 9,800 $ 85,363 $ 47,134 4,263 187,660 324,420 $ 42,835 $ 1,600 1,000 64,092 109,527 $ 174,957 $ 1,600 1,000 64,092 241,649 $ 84,747 $ 1,068 1,096 59,949 146,860 $ 81,555 $ 1,600 1,000 64,092 148,247 $ (93,402) (93,402) GGOV - GENERAL GOVERNMENT 99GV - GENERAL GOVERNMENT $ $ 87,669,410 $ 87,669,410 $ 93,565,496 $ 93,565,496 $ 93,565,496 $ 93,565,496 $ 93,397,305 $ 93,397,305 $ 93,565,496 $ 93,565,496 $ - 0.0% 0.0% BUAS - BUSINESS APPLICATION DEV SUPP DESK - DESKTOP SUPPORT 99IT - INFORMATION TECHNOLOGY $ $ - $ - $ - $ - $ - $ - $ - $ - $ 30,455 $ 8,590 39,045 $ 30,455 8,590 39,045 N/A N/A N/A TOTAL PROGRAMS $ 110,199,621 $ 150,263,638 $ 150,395,760 $ 136,656,459 $ 113,583,923 $ $ $ $ $ 948 (36,997,762) (36,997,762) (964) 231,446 230,482 (36,811,837) -67.3% N/A -67.3% 0.0% 0.0% 0.0% -4.5% 57.2% 54.1% 4.3% 0.0% 4.2% -53.4% 0.0% 0.0% 0.0% -38.7% -24.5% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Program and Activity (continued) FY 2012 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 $ DSGN - ROADS STRUCTURES STDS DSGN IMPR - IMPROVEMENT DISTRICT ADMIN REGU - RIGHT OF WAY REGULATION UREL - UTILITIES ENGINEERING 64ER - ENGINEER ROADS AND STRUCTURES $ TRFC - TRAFF SIGNAL AND ITS FIELD SVS TRFE - TRAFF DESIGN AND STUDIES TRIN - EMERGENCY TRAFFIC MANAGEMENT TRMG - REAL TIME TRAFFIC MANAGEMENT TRRS - REGIONAL TRAFFIC MGT SUPPORT 64MT - TRAFFIC MANAGEMENT $ ROAD - ROAD AND ROW MAINTENANCE TROP - TRAFFIC OPERATIONS 64RB - ROADWAY MAINTENANCE $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 234,014 $ 543,994 178,620 78,636,416 475,852 388,730 80,457,626 $ 438,776 $ 684,825 569,170 103,932,010 698,357 106,323,138 $ 448,626 $ 684,825 580,612 103,932,010 696,529 106,342,602 $ 348,718 $ 618,991 681,977 86,123,718 683,693 88,457,097 $ 445,255 $ 730,836 585,268 82,089,011 732,032 84,582,402 $ 1,034,243 $ 57 1,022,004 568,266 2,624,570 $ 1,357,912 $ 1,058,740 542,688 2,959,340 $ 1,363,398 $ 1,078,515 527,825 2,969,738 $ 1,159,165 $ 1,178,578 544,037 2,881,780 $ 1,355,376 $ 1,068,599 520,102 2,944,077 $ 8,022 9,916 7,723 25,661 1,496,919 $ 1,384,443 349,616 608,570 252,950 4,092,498 $ 1,540,919 $ 1,583,816 378,597 667,323 668,750 4,839,405 $ 1,524,655 $ 1,587,157 378,597 673,986 668,750 4,833,145 $ 1,628,935 $ 1,533,080 308,691 717,342 535,144 4,723,192 $ 1,529,038 $ 1,591,792 371,128 681,419 900,196 5,073,573 $ (4,383) (4,635) 7,469 (7,433) (231,446) (240,428) -0.3% -0.3% 2.0% -1.1% -34.6% -5.0% 28,693,615 $ 4,702,085 33,395,700 $ 32,159,948 $ 4,854,017 37,013,965 $ 32,184,807 $ 4,855,480 37,040,287 $ 29,390,478 $ 4,702,114 34,092,592 $ 30,435,136 $ 5,253,559 35,688,695 $ 1,749,671 (398,079) 1,351,592 5.4% -8.2% 3.6% 71,227 $ 329,186 439,651 387,614 245,021 1,472,699 $ 80,459 $ 411,826 491,193 414,320 374,161 1,771,959 $ 159,203 $ 411,826 494,963 406,284 293,661 1,765,937 $ 131,604 $ 342,048 310,102 427,558 418,712 1,630,024 $ 159,683 $ 405,223 447,189 437,056 369,852 1,819,003 $ (480) 6,603 47,774 (30,772) (76,191) (53,066) -0.3% 1.6% 9.7% -7.6% -25.9% -3.0% 71,751 $ 1,649,736 471,919 351,865 2,090,662 621,602 78,969 564,243 5,900,747 $ 71,270 $ 1,201,876 656,186 252,423 1,830,754 686,899 91,415 737,760 5,528,583 $ 71,270 $ 1,319,090 674,609 767,060 1,861,505 686,899 92,084 737,760 6,210,277 $ 68,784 $ 1,281,268 585,106 167,912 1,583,319 856,695 101,174 384,876 5,029,134 $ 85,052 $ 1,152,975 538,126 209,091 2,064,478 601,967 84,527 862,784 5,599,000 $ (13,782) 166,115 136,483 557,969 (202,973) 84,932 7,557 (125,024) 611,277 -19.3% 12.6% 20.2% 72.7% -10.9% 12.4% 8.2% -16.9% 9.8% 2,131,209 $ 352,425 2,483,634 $ 2,227,936 $ 617,991 2,845,927 $ 2,227,936 $ 617,991 2,845,927 $ 2,227,936 $ 618,823 2,846,759 $ 2,262,353 $ 753,558 3,015,911 $ (34,417) (135,567) (169,984) -1.5% -21.9% -6.0% $ 933,239 $ 307,487 326,781 583,885 61,852 2,213,244 $ 982,428 $ 413,702 383,712 696,975 62,683 2,539,500 $ 982,428 $ 413,702 383,440 696,975 62,683 2,539,228 $ 785,048 $ 372,624 365,132 431,963 57,866 2,012,633 $ 961,134 $ 194,287 305,887 710,267 67,453 2,239,028 $ 21,294 219,415 77,553 (13,292) (4,770) 300,200 2.2% 53.0% 20.2% -1.9% -7.6% 11.8% TOTAL PROGRAMS $ 132,640,718 $ 163,821,817 $ 164,547,141 $ 141,673,211 $ 140,961,689 $ $ $ $ $ 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 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 $ $ $ $ $ 949 3,371 (46,011) (4,656) 21,842,999 (35,503) 21,760,200 23,585,452 0.8% -6.7% -0.8% 21.0% -5.1% N/A 20.5% 0.6% N/A 0.9% 1.5% 0.9% 14.3% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category CATEGORY LICENSES AND PERMITS 0610 - LICENSES AND PERMITS FY 2012 ACTUAL $ SUBTOTAL $ FY 2013 ADOPTED 754,044 $ 754,044 $ INTERGOVERNMENTAL 0615 - GRANTS $ 0626 - STATE SHARED HIGHWAY USER REV 0630 - STATE SHARED VEHICLE LICENSE SUBTOTAL $ 15,769,362 78,928,601 8,648,248 103,346,211 $ CHARGES FOR SERVICE 0634 - INTERGOV CHARGES FOR SERVICES $ SUBTOTAL $ 4,741,256 4,741,256 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 $ $ $ $ $ 8,811,293 8,811,293 $ 452,475 $ 5,500 457,975 $ 110,199,621 950,000 $ 950,000 $ 46,590,822 84,652,860 8,412,636 139,656,318 416,490 $ 483,645 900,135 $ 109,741,646 FY 2013 REVISED $ FY 2013 FORECAST 950,000 $ 950,000 $ $ $ 46,722,944 84,652,860 8,412,636 139,788,440 $ $ 8,811,293 8,811,293 500,000 $ 146,027 646,027 $ 150,063,638 $ 200,000 $ 200,000 $ 150,263,638 950 $ $ $ $ $ $ 14,457,292 84,652,860 8,412,636 107,522,788 $ $ 9,980,698 9,980,698 $ $ 331,809 $ 245,253 577,062 $ $ $ REVISED VS ADOPTED VAR % 950,000 950,000 $ 200,000 $ 200,000 $ 150,395,760 982,504 $ 982,504 $ 31,539,152 84,652,860 8,412,636 124,604,648 500,000 $ 146,027 646,027 $ 150,195,760 FY 2014 ADOPTED - 0.0% 0.0% $ (32,265,652) (32,265,652) -69.1% 0.0% 0.0% -23.1% 4,178,843 4,178,843 $ $ (4,632,450) (4,632,450) -52.6% -52.6% 500,000 232,292 732,292 $ $ 511,547 $ 511,547 $ 136,144,912 136,656,459 $ $ 86,265 86,265 0.0% 59.1% 13.4% 113,383,923 $ (36,811,837) -24.5% 200,000 200,000 $ $ - 0.0% N/A 0.0% 113,583,923 $ (36,811,837) -24.5% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % 21,691,066 $ 68,296 532,429 8,049,369 183,022 (11,116,789) 6,903,070 26,310,463 $ 19,701,310 $ 45,515 507,430 7,496,924 357,345 (4,485,939) 4,714,100 28,336,685 $ 19,315,017 $ 45,515 507,430 7,401,154 1,073,676 (4,272,782) 4,734,100 28,804,110 $ 18,578,863 $ 46,362 486,870 7,193,771 864,413 (4,254,495) 3,793,383 26,709,167 $ 19,539,191 $ 71,657 573,153 7,793,109 193,473 (4,172,776) 4,138,760 28,136,567 $ (224,174) (26,142) (65,723) (391,955) 880,203 (100,006) 595,340 667,543 -1.2% -57.4% -13.0% -5.3% 82.0% -2.3% 12.6% 2.3% 1,456,179 $ 1,829,924 494,934 (494,730) 130,262 3,416,569 $ 1,158,802 $ 1,725,600 682,600 (54,045) 89,072 3,602,029 $ 1,225,153 $ 1,725,600 682,600 (54,045) 89,072 3,668,380 $ 1,068,743 $ 1,859,984 391,299 (174,810) 75,968 3,221,184 $ 1,150,350 $ 1,827,609 117,180 (142,143) 98,530 3,051,526 $ 74,803 (102,009) 565,420 88,098 (9,458) 616,854 6.1% -5.9% 82.8% 163.0% -10.6% 16.8% 17,375,495 $ 309,594 13,996,215 6,431,942 34,935 163,599 56,978 992,626 (107,340) 157,571 39,411,615 $ 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 $ 26,442,589 $ 322,069 15,229,943 6,644,238 37,880 141,317 58,100 965,000 (29,566) 26,899 49,838,469 $ 21,226,080 $ 248,792 13,090,530 6,659,752 35,553 135,060 50,950 952,969 (19,520) 15,633 42,395,799 $ 17,576,746 $ 319,036 15,796,479 5,448,111 62,968 155,032 51,100 1,000,000 (85,756) 152,150 40,475,866 $ 8,865,843 3,033 (566,536) 1,196,127 (25,088) (13,715) 7,000 (35,000) 56,190 (125,251) 9,362,603 33.5% 0.9% -3.7% 18.0% -66.2% -9.7% 12.0% -3.6% 190.0% -465.6% 18.8% $ 1,712,482 $ 222,878 4,346,112 57,223,457 12,268 (15,126) 63,502,071 $ 6,020,000 $ 290,900 5,880,172 73,070,780 208 85,262,060 $ 8,576,000 $ 132,122 290,900 5,880,172 67,356,780 208 82,236,182 $ 10,414,344 $ 329,995 5,425,975 53,176,539 208 69,347,061 $ 12,500,000 $ 600,000 182,800 3,805,000 52,208,511 1,419 69,297,730 $ (3,924,000) (467,878) 108,100 2,075,172 15,148,269 (1,211) 12,938,452 -45.8% -354.1% 37.2% 35.3% 22.5% N/A N/A -582.2% 15.7% ALL EXPENDITURES $ 132,640,718 $ 163,821,817 $ 164,547,141 $ 141,673,211 $ 140,961,689 $ 23,585,452 14.3% TOTAL USES $ 132,640,718 $ 163,821,817 $ 164,547,141 $ 141,673,211 $ 140,961,689 $ 23,585,452 14.3% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 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 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL 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 $ $ $ 951 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FUND / FUNCTION CLASS 223 TRANSPORTATION GRANTS NON RECURRING NON PROJECT FUND TOTAL 232 TRANSPORTATION OPERATIONS OPERATING NON RECURRING NON PROJECT FUND TOTAL 234 TRANSPORTATION CAPITAL PROJECT OPERATING NON RECURRING NON PROJECT MAG ALCP PROJECTS COUNTY ARTERIALS BRIDGE PRESERVATION DUST MITIGATION APS ES ESCO IMPROVEMENTS INTELLIGENT TRANS SYST ITS PAVEMENT PRESERVATION PARTNERSHIP SUPPORT RIGHT-OF-WAY TRANSPORTATION ADMINISTRATION TRAFFIC IMPROVEMENTS FUND TOTAL 900 ELIMINATIONS NON RECURRING NON PROJECT FUND TOTAL FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ SOURCES $ 79,018 $ 79,018 $ 404,676 $ 404,676 $ 536,798 $ 536,798 $ 356,601 $ 356,601 $ 636,122 $ 636,122 $ 99,324 99,324 18.5% 18.5% $ 89,660,616 $ 103,871 89,764,487 $ 94,881,237 $ 94,881,237 $ 94,881,237 $ 94,881,237 $ 95,119,782 $ 95,119,782 $ 94,967,838 $ 94,967,838 $ 86,601 86,601 0.1% N/A 0.1% (7,856,725) $ - $ - $ 28,411,416 48,134,797 48,134,797 23,968,701 51,804,929 51,804,929 125,370 2,000,000 2,000,000 1,511,466 470,924 49,835 1,610,162 756,129 756,129 416,665 416,667 416,667 7,500 52,218 48,767,532 $ 103,112,522 $ 103,112,522 $ - $ 48,134,797 35,758,124 2,624,380 780 1,172,215 28,612 756,129 325,000 416,667 9,648 15,739 72,782 89,314,873 $ - $ 48,134,797 16,863,296 416,667 700,000 66,114,760 $ N/A 0.0% (34,941,633) -67.4% (2,000,000) -100.0% N/A N/A N/A (756,129) -100.0% N/A 0.0% N/A N/A 700,000 N/A (36,997,762) -35.9% (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ - SOURCES $ $ SOURCES $ $ SOURCES $ (28,411,416) $ (28,411,416) $ 81,803,891 DEPARTMENT OPERATING TOTAL SOURCES $ 28,395,730 DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 110,199,621 FY 2012 FUND / FUNCTION CLASS ACTUAL 223 TRANSPORTATION GRANTS NON RECURRING NON PROJECT $ 63,264 63,264 FUND TOTAL USES $ 232 TRANSPORTATION OPERATIONS OPERATING $ 52,440,133 NON RECURRING NON PROJECT 29,893,867 82,334,000 FUND TOTAL USES $ 234 TRANSPORTATION CAPITAL PROJECT MAG ALCP PROJECTS $ 17,049,299 COUNTY ARTERIALS 7,522,811 BRIDGE PRESERVATION 8,085,076 DUST MITIGATION 3,498,418 APS ES ESCO IMPROVEMENTS 231,543 INTELLIGENT TRANS SYST ITS 2,243,396 PAVEMENT PRESERVATION 28,077,711 PARTNERSHIP SUPPORT 2,376,641 RIGHT-OF-WAY 142,436 SAFETY PROJECTS 3,131,209 TRANSPORTATION ADMINISTRATION 1,141,980 TRAFFIC IMPROVEMENTS 3,717,013 TRANSPORTATION PLANNING 1,437,337 78,654,870 FUND TOTAL USES $ 900 ELIMINATIONS NON RECURRING NON PROJECT $ (28,411,416) FUND TOTAL USES $ (28,411,416) (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ 0.0% 0.0% $ 94,881,237 $ 94,881,237 $ 95,119,782 $ 94,967,838 $ 86,601 0.1% $ 55,382,401 $ 55,514,523 $ 41,536,677 $ 18,616,085 $ (36,898,438) -66.5% $ 150,263,638 $ 150,395,760 $ 136,656,459 $ 113,583,923 $ (36,811,837) -24.5% REVISED VS ADOPTED FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED REVISED FORECAST ADOPTED VAR % $ $ 404,676 $ 404,676 $ 536,798 $ 536,798 $ 356,601 $ 356,601 $ 636,122 $ 636,122 $ (99,324) (99,324) -18.5% -18.5% 58,019,131 $ 58,019,131 $ 54,637,151 $ 58,236,556 $ 49,600,797 50,193,999 48,690,538 48,134,797 $ 107,619,928 $ 108,213,130 $ 103,327,689 $ 106,371,353 $ (217,425) 2,059,202 1,841,777 -0.4% 4.1% 1.7% 21,352,661 2,067,500 (1,030,000) 3,620,800 743,019 (2,913,000) 1,624,789 700,000 (3,309,000) (1,376,270) 262,500 100,000 21,842,999 39.1% 20.5% -74.1% 54.9% N/A 29.5% -33.1% 51.3% 71.4% -145.1% -24.5% 4.3% 5.5% 21.0% $ $ 56,214,030 $ 54,637,191 $ 7,580,000 10,082,500 2,635,000 1,390,000 4,255,750 6,595,800 1,346,000 2,517,000 6,773,000 8,812,000 2,140,000 3,164,789 280,000 980,000 2,560,000 2,281,000 11,678,230 5,607,230 6,640,000 6,034,500 1,830,000 1,830,000 $ 103,932,010 $ 103,932,010 $ $ $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ 52,392,920 $ 6,984,888 1,331,610 4,667,394 1,403,454 6,772,930 1,878,465 160,931 1,894,627 1,791,249 5,238,932 1,606,318 86,123,718 $ 33,284,530 $ 8,015,000 2,420,000 2,975,000 1,773,981 11,725,000 1,540,000 280,000 5,590,000 6,983,500 5,772,000 1,730,000 82,089,011 $ (48,134,797) $ (48,134,797) $ (48,134,797) $ (48,134,797) $ 52,440,133 $ 58,019,131 $ 58,019,131 $ 54,637,151 $ 58,236,556 $ DEPARTMENT OPERATING TOTAL USES $ 80,200,585 $ 105,802,686 $ 106,528,010 $ 87,036,060 $ 82,725,133 $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 132,640,718 $ 163,821,817 $ 164,547,141 $ 141,673,211 $ 140,961,689 $ 952 (217,425) 23,802,877 23,585,452 0.0% 0.0% -0.4% 22.3% 14.3% Maricopa County Annual Business Strategies FY 2014 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 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 20.00 5.00 8.00 9.00 12.00 28.00 1.00 84.00 1.00 6.00 4.00 9.00 3.00 11.00 1.00 35.00 1.00 6.00 4.00 7.00 0 11.00 1.00 30.00 1.00 6.00 4.00 8.00 11.00 1.00 31.00 1.00 6.00 4.00 8.00 11.00 1.00 31.00 1.00 1.00 0.0% 0.0% 0.0% 14.3% N/A 0.0% N/A 0.0% 3.3% 16.00 12.00 8.00 11.00 4.00 51.00 17.00 12.00 11.00 11.00 51.00 17.00 12.00 11.00 11.00 51.00 17.00 12.00 11.00 11.00 51.00 17.00 12.00 11.00 11.00 51.00 - 0.0% 0.0% N/A 0.0% 0.0% 0.0% 2.00 16.00 13.00 9.00 40.00 1.00 15.00 14.00 9.00 39.00 1.00 14.00 15.00 9.00 39.00 1.00 14.00 15.00 9.00 39.00 1.00 15.00 14.00 9.00 39.00 1.00 (1.00) - 0.0% 7.1% (6.7%) 0.0% 0.0% 18.00 2.00 7.00 17.00 2.00 46.00 18.00 2.00 4.50 2.00 26.50 18.00 2.00 4.50 2.00 26.50 18.00 2.00 4.50 2.00 26.50 18.00 2.00 4.50 2.00 26.50 - 0.0% 0.0% 0.0% N/A 0.0% 0.0% 153.00 54.00 207.00 150.00 54.00 204.00 152.00 54.00 206.00 150.00 54.00 204.00 154.00 54.00 208.00 2.00 2.00 1.3% 0.0% 1.0% 2.00 5.00 1.00 20.00 10.00 38.00 2.00 5.00 1.00 20.00 10.00 38.00 2.00 5.00 1.00 20.00 10.00 38.00 2.00 5.00 1.00 20.00 10.00 38.00 2.00 5.00 1.00 20.00 10.00 38.00 - 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 2.00 5.00 7.00 6.00 4.00 24.00 490.00 2.00 5.00 6.00 6.00 4.00 23.00 416.50 3.00 5.00 6.00 6.00 3.00 23.00 413.50 3.00 5.00 6.00 6.00 3.00 23.00 412.50 3.00 5.00 6.00 6.00 3.00 23.00 416.50 3.00 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.7% 953 Maricopa County Annual Business Strategies FY 2014 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 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 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 Highway/Flood Operations Supt Human Resources Analyst Human Resources Specialist Human Resources Supervisor Inspection Supervisor Inspector IS Project Management Manager IS Project Manager IS Project Manager (Senior/Lead) IT Division Manager Legislative Analyst Management Analyst Materials Inventory Specialist Materials Testing Supervisor Materials Testing Technician Media Specialist FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 3.00 3.00 3.00 3.00 3.00 0.0% 3.00 3.00 2.00 2.00 2.00 0.0% 12.00 10.00 12.00 12.00 12.00 0.0% 4.00 2.00 2.00 2.00 2.00 0.0% 2.00 1.00 2.00 1.00 2.00 0.0% N/A 2.00 1.00 1.00 1.00 1.00 0.0% 2.00 N/A 1.00 1.00 N/A 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 4.00 5.00 5.00 5.00 6.00 1.00 20.0% 2.00 2.00 2.00 2.00 2.00 0.0% 8.00 8.00 9.00 8.00 9.00 0.0% 11.00 11.00 11.00 11.00 11.00 0.0% 3.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 2.00 3.00 3.00 3.00 0.0% 1.00 1.00 N/A 1.00 N/A 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 20.00 20.00 21.00 21.00 21.00 0.0% 15.00 15.00 14.00 14.00 14.00 0.0% 4.00 3.00 3.00 3.00 3.00 0.0% 22.00 19.00 21.00 21.00 21.00 0.0% 6.00 6.00 6.00 6.00 6.00 0.0% 27.00 21.00 20.00 20.00 20.00 0.0% 49.00 49.00 49.00 49.00 49.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 10.00 10.00 10.00 10.00 10.00 0.0% 1.00 1.00 1.00 1.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 3.00 3.00 3.00 3.00 3.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 48.00 48.00 48.00 48.00 48.00 0.0% 9.00 N/A 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 26.00 26.00 26.00 26.00 26.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 (3.00) (100.0%) 5.00 2.00 N/A 3.00 1.00 N/A 1.00 N/A 3.00 3.00 3.00 3.00 3.00 0.0% 20.00 18.00 16.00 17.00 17.00 1.00 6.3% 1.00 1.00 1.00 1.00 1.00 0.0% 3.00 3.00 2.00 3.00 3.00 1.00 50.0% 1.00 (1.00) (100.0%) 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 (1.00) (100.0%) 7.00 3.00 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 5.00 5.00 5.00 0.0% 3.00 3.00 2.00 2.00 2.00 0.0% 954 Maricopa County Annual Business Strategies FY 2014 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 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 Specialist Road Technician Roadway Operations Division Manager Systems/Network Administrator Systems/Network Admin-Sr/Ld Technical Program Supv Technical Support Mgr Telecomm Engineer Telecomm Engineer - Sr/Ld Traffic Signal Technician Warehouse/Inventory Supervisor Web Designer/Developer Web Designer/Developer-Sr/Ld Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 21.00 13.00 12.00 12.00 12.00 0.0% 6.00 4.00 5.00 5.00 5.00 0.0% 10.00 7.00 6.00 7.00 7.00 1.00 16.7% 4.00 3.00 2.00 3.00 3.00 N/A 1.00 1.00 0.0% 7.00 5.50 5.50 5.50 5.50 0.0% 3.00 3.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 5.00 4.00 4.00 4.00 4.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 5.00 5.00 4.00 4.00 4.00 0.0% 4.00 4.00 4.00 4.00 4.00 0.0% 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 N/A 10.00 N/A 21.00 21.00 21.00 21.00 21.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 2.00 2.00 2.00 2.00 2.00 0.0% 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 9.00 9.00 9.00 9.00 9.00 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% 490.00 416.50 413.50 412.50 416.50 3.00 0.7% Staffing by Fund DEPARTMENT/FUND 223 TRANSPORTATION GRANTS 232 TRANSPORTATION OPERATIONS Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 1.00 0.0% 489.00 415.50 412.50 411.50 415.50 3.00 0.7% 490.00 416.50 413.50 412.50 416.50 3.00 0.7% General Adjustments Transportation Operations Fund (232)      Increase Regular Benefits by $81,858 for the impact of changes in retirement contribution rates. Increase in supplies of $67,497 is due to rise in fuel cost. Decrease in services of $160,637 is due to lower internal services charges. Increase Other Benefits and Internal Services Charges by $135,567 for the impact of the changes in Risk Management charges. Decrease in capital of $116,061 is due a reduction in vehicle replacements for FY 2014. 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. 955 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Transportation 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 2012 ACTUAL 73.3% FY 2013 FY 2013 REVISED FORECAST 83.3% 83.3% FY 2014 ADOPTED 83.3% REV VS ADOPTED VAR % 0.0% 0.0% 63.6% 83.3% 83.3% 83.3% 0.0% 0.0% 0.5% 5.0% 5.0% 5.0% 0.0% 0.0% 89.1% 84.0% 84.0% 84.0% 0.0% 0.0% 85.7% 87.0% 87.0% 87.0% 0.0% 0.0% 85.7% 87.0% 87.0% 87.0% 0.0% 0.0% 85.7% 87.0% 87.0% 87.0% 0.0% 0.0% 85.7% 83.3% 83.3% 83.3% 0.0% 0.0% N/A 83.3% 83.3% 83.3% 0.0% 0.0% 83.0% 85.0% 85.0% 85.0% 0.0% 0.0% 95.8% 87.1% 87.7% 87.1% 0.0% 0.0% 0.0% 1.7% 1.4% 1.7% 0.0% 0.0% N/A 90.0% 94.2% 90.0% 0.0% 0.0% Activities that comprise this program include:  Land Surveying Services  Materials Technology  Roadway Construction    Transportation Construction Management Transportation Improvement Program Management Transportation Project Management Land Surveying Activity The purpose of the Land Surveying Services Activity is to provide land boundary identification and information services to internal project delivery teams and the professional engineering and land surveying community so they can receive timely information and tools needed to properly design infrastructure projects. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 956 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure Description Percent of design surveys delivered to project delivery teams within the agreed upon timeframe Percent of construction project delay claims due to survey not meeting the schedule Number of Land Survey Requests completed Number of Land Survey Requests submitted Total expenditure per Land Survey Request completed FY 2012 ACTUAL 95.8% FY 2013 FY 2013 REVISED FORECAST 87.1% 87.7% 0.0% $ 167 226 2,849.41 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 1.7% $ 194 257 3,590.36 8,058 8,058 $ $ 475,852 475,852 $ $ FY 2014 ADOPTED 87.1% 1.4% $ 171 233 3,998.20 - $ $ 696,529 696,529 $ $ REV VS ADOPTED VAR % 0.0% 0.0% 1.7% $ 194 257 3,773.36 $ - $ $ - $ $ 683,693 683,693 $ $ 732,032 732,032 $ $ 0.0% 0.0% (183.01) 0.0% 0.0% -5.1% Revenue - N/A N/A Expenditure (35,503) (35,503) -5.1% -5.1% Activity Narrative: The performance measures in this activity are remaining constant compared to FY 2013. Expenditures are increasing in FY 2014 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 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of Quality Assurance (QA) tests N/A 90.0% 94.2% 90.0% 0.0% 0.0% completed within 48-hour turnaround time for a given month Number of quality assurance tests completed 4,163 2,634 2,763 2,634 0.0% Number of design projects serviced 54 44 50 44 0.0% Number of Quality Assurance Tests completed N/A 2,371 2,603 2,371 0.0% within a 48-hour period Number of quality assurance tests requested 4,193 2,664 2,763 2,664 0.0% Total expenditure per design project serviced $ 10,073.96 $ 15,564.20 $ 12,379.82 $ 16,609.91 $ (1,045.70) -6.7% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 543,994 543,994 $ $ 684,825 684,825 $ $ 618,991 618,991 $ $ 730,836 730,836 $ $ (46,011) (46,011) -6.7% -6.7% Activity Narrative: This Activity started 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 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 will remain the same from FY 2013 Revised to FY 2014. This number fluctuates from year to year as staff supports the engineering design, construction, and maintenance efforts of the department. Expenditures are increasing due to the purchase of replacement of an International Roughness Index pavement profiler. 957 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 83.0% FY 2013 REVISED 85.0% FY 2013 FORECAST 85.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 85.0% 1 0 0 5 2 318 1 2 318 $124,819,707.94 1 48 0 1 48 $3,464,400,333.33 1 48 0 1 48 $2,870,790,600.00 1 48 5 1 48 $17,845,437.17 0.0% 0.0% 5 15233.3% 0.0% 0.0% $3,446,554,896.16 99.5% $ $ $ $ 1,710,187.73 $ 247,284.33 2,165,250.21 1,794,244.13 5 15233.3% 455,062.48 21.0% Revenue 234 - TRANSPORTATION CAPITAL PROJECT $ 900 - ELIMINATIONS TOTAL SOURCES $ 48,717,697 $ (28,411,416) 20,306,281 $ 103,112,522 $ (48,134,797) 54,977,725 $ 89,286,261 $ 66,114,760 $ (48,134,797) (48,134,797) 41,151,464 $ 17,979,963 $ (36,997,762) (36,997,762) -35.9% 0.0% -67.3% 232 - TRANSPORTATION OPERATIONS $ 234 - TRANSPORTATION CAPITAL PROJECT 900 - ELIMINATIONS TOTAL USES $ 28,411,416 $ 78,636,416 (28,411,416) 78,636,416 $ 48,134,797 $ 103,932,010 (48,134,797) 103,932,010 $ 48,134,797 $ 48,134,797 $ 86,123,718 82,089,011 (48,134,797) (48,134,797) 86,123,718 $ 82,089,011 $ 21,842,999 21,842,999 0.0% 21.0% 0.0% 21.0% Expenditure Activity Narrative: The demand and output regarding bridge lane miles scheduled, constructed and upgraded are increasing as the Department continues work on Miller Road Bridge and will start construction on 79th Place Bridge in FY 2014. Demand and output regarding road lane miles scheduled and constructed is unchanged for FY 2014 as the Department continues work on current projects that are multiyear in scope. In addition, the Department will begin Phase II of Northern Parkway in FY 2014. Revenues are decreasing in FY 2014 as reimbursements from cost sharing partners for Phase I of Northern Parkway are fulfilled. Expenditures are decreasing in FY 2014 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. 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. 958 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 73.3% FY 2013 FY 2013 REVISED FORECAST 83.3% 83.3% FY 2014 ADOPTED 83.3% 34,980,980 30 33 $ 7,800.47 46,705,750 12 12 $ 37,385.50 46,705,750 12 12 $ 29,059.83 46,705,750 12 12 $ 37,104.58 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ $ $ $ $ $ $ REV VS ADOPTED VAR % 0.0% 0.0% 63.6% 83.3% 83.3% 83.3% 0.0% 0.0% 0.5% 5.0% 5.0% 5.0% 0.0% 0.0% 89.1% 84.0% 84.0% 84.0% 0.0% 0.0% 234,014 234,014 448,626 448,626 348,718 348,718 445,255 445,255 $ 280.92 0.0% 0.0% 0.0% 0.8% $ $ 3,371 3,371 0.8% 0.8% 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 2014, construction projects scheduled and delivered will remain the same 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. Three vacant positions have led to a decrease in expenditure for the FY 2013 Forecast, but are expected to be filled in FY 2014. 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. 959 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Result Result Output Output Demand Demand Efficiency Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of design projects executed per 85.7% 87.0% 87.0% 87.0% 0.0% 0.0% approved schedule Percent of design projects executed per 85.7% 87.0% 87.0% 87.0% 0.0% 0.0% approved budget Percent of design projects executed per 85.7% 87.0% 87.0% 87.0% 0.0% 0.0% approved scope Percent of contracts awarded that are within 85.7% 83.3% 83.3% 83.3% 0.0% 0.0% 10% of the Engineer’s estimate Percent of Transportation Improvement N/A 83.3% 83.3% 83.3% 0.0% 0.0% projects planned for completion that are completed on time Number of design projects managed 21 23 23 23 0.0% Number of projects PLANNED to be N/A 12 12 12 0.0% completed as submitted in the budget Number of design projects to be managed this 24 23 23 23 0.0% fiscal year Number of Transportation Improvement N/A 12 12 12 0.0% Program projects scheduled for completion by end of Fiscal Year Total activity expenditure per design project $ 8,505.71 $ 25,244.00 $ 29,651.17 $ 25,446.43 $ (202.43) -0.8% managed Total expenditure per project in Transportation N/A $ 25,244.00 $ 29,651.17 $ 25,446.43 $ (202.43) -0.8% Improvement Program project completed by end of the fiscal year Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 178,620 178,620 $ $ 580,612 580,612 $ $ 681,977 681,977 $ $ 585,268 585,268 $ $ (4,656) (4,656) -0.8% -0.8% Activity Narrative: This Activity had several new performance measures 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 2014. 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. 960 Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 90.6% FY 2013 FY 2013 REVISED FORECAST 96.9% 92.5% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 3.1% 3.2% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 50.0% 42.9% 42.9% 50.0% 7.1% 16.7% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 97.6% 98.1% 98.0% 98.1% 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% 2448.4% 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. 961 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of unincorporated Maricopa County 50.0% 42.9% 42.9% 50.0% 7.1% 16.7% 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 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% through funding options offered by Maricopa County Number of improvement district petitions 2 3 3 4 1 33.3% processed Number of improvement options and/or district 3 7 7 8 1 14.3% petition requests received Total activity expenditure per improvement $ 53,756.00 $ 46,687.33 $ 45,246.67 $ 32,636.25 $ 14,051.08 30.1% district petition processed Expenditure 100 - GENERAL TOTAL USES $ $ 107,512 107,512 $ $ 140,062 140,062 $ $ 135,740 135,740 $ $ 130,545 130,545 $ $ 9,517 9,517 6.8% 6.8% Activity Narrative: During FY 2013 the Department moved an Accountant from the Improvement District to their Administrative group and allocated only 50% of the Accountant’s time to the District, resulting in a decrease in expenditures. In addition, the Department purchased an upgrade to their software system in FY 2013. FY 2014 will experience a decrease in expenditures as the Accountant will continue to only allocate 50% of their time to the Improvement District. 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. 962 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 97.6% FY 2013 FY 2013 REVISED FORECAST 98.1% 98.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 98.1% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 1,514 471 1,216 500 1,059 500 1,216 500 - 0.0% 0.0% 961 656 1,200 400 1,200 400 1,200 400 - 0.0% 0.0% 32 160 160 160 - 0.0% 471 500 500 500 - 0.0% 1,514 961 1,216 1,200 1,059 1,200 1,216 1,200 - 0.0% 0.0% 656 400 400 400 - 0.0% $ 32 675.04 $ 160 886.94 $ 160 1,112.92 $ 160 878.78 $ 8.15 0.0% 0.9% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 494,604 494,604 $ $ 700,000 700,000 $ $ 750,796 750,796 $ $ 700,000 700,000 $ $ - 0.0% 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,022,004 $ 1,022,004 $ 1,068,599 $ 1,068,599 $ $ 9,916 9,916 0.9% 0.9% Revenue Expenditure $ 1,078,515 $ 1,078,515 $ 1,178,578 $ 1,178,578 Activity Narrative: The Department is expecting a similar experience in demand and output in FY 2014 for the majority of the measures. Revenues for permit fees are projected to remain at the same levels in FY 2014 as the economy continues to improve. 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. 963 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Output Output Output Demand Demand Demand Efficiency REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of document reviews completed within 90.6% 96.9% 92.5% 100.0% 3.1% 3.2% 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 318 224 307 380 156 69.6% (small, medium, large) Number of project plans provided (small, 43 30 37 24 (6) -20.0% medium, large) Number of bridges and structures inspected 214 200 200 200 0.0% Number of project reviews required (small, 329 231 307 380 149 64.5% medium, large) Number of project plans required (small, 43 30 37 24 (6) -20.0% medium, large) Number of bridges and structures to be 214 200 200 200 0.0% inspected this fiscal year Total expenditure per project plan provided $ 24,052.16 $ 45,446.60 $ 31,328.78 $ 56,474.00 $ (11,027.40) -24.3% (small, medium, large) Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,034,243 $ 1,034,243 $ 1,363,398 $ 1,363,398 $ 1,159,165 $ 1,159,165 $ 1,355,376 $ 1,355,376 $ $ 8,022 8,022 0.6% 0.6% Activity Narrative: For FY 2014 the Department is experiencing an increase in demand and output for project reviews due to an updated definition, while experiencing a decrease in project plans. The activity’s efficiency increase is due to the reduced number of project plans. Although there is a decrease in the number of project plans, the projects for FY 2014 are larger in scope. Personnel costs are decreasing for FY 2014. 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 2012 ACTUAL 2448.4% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 759 900 900 900 - 0.0% 759 900 900 900 - 0.0% $ 748.70 $ 586.47 $ 604.49 $ 577.89 $ 8.58 1.5% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 261,277 261,277 $ $ 250,000 250,000 $ $ 231,708 231,708 $ $ 250,000 250,000 $ $ - 0.0% 0.0% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 568,266 568,266 $ $ 527,825 527,825 $ $ 544,037 544,037 $ $ 520,102 520,102 $ $ 7,723 7,723 1.5% 1.5% Revenue Expenditure Activity Narrative: The number of miles of utility relocation and construction required and completed is expected to stay consistent in FY 2014 at approximately 900 miles. However, total expenditures and 964 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Transportation the efficiency are decreasing because one staff member is providing utility relocation and construction support to the MCSO Headquarters Building Project. The cost for personnel services will be charged to the project, reducing the efficiency and expenditures for this activity in FY 2014. 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 2012 ACTUAL 97.3% FY 2013 FY 2013 REVISED FORECAST 94.6% 97.3% FY 2014 ADOPTED 94.6% REV VS ADOPTED VAR % 0.0% 0.0% 99.6% 100.0% 93.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 97.2% 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% 64.8% 72.6% 83.8% 72.6% 0.0% 0.0% 9.1% 9.8% 9.8% 9.8% 0.0% 0.0% N/A 100.0% 96.4% 100.0% 0.0% 0.0% Activities that comprise this program include:  Emergency Traffic Management  Real Time Traffic Management  Regional Traffic Management Support   Traffic Design and Studies Traffic Signals and Intelligent Transportation System Field Services Emergency Traffic Management Activity The purpose of the Emergency Traffic Management Activity is to provide Incident Safety and Mobility Services to traveling public so they can experience less delay and no secondary accidents while traveling through or approaching an incident. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax 965 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Measure Description Percent of roadway traffic incidents responded to within 30 minutes of notification Result 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 Output Demand Efficiency FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% 134 100.0% 160 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 100.0% 163 0.0% 160 0.0% - 0.0% $ 146 2,609.07 $ 180 2,366.23 $ 183 1,893.81 $ 180 2,319.55 $ 46.68 0.0% 2.0% $ $ 349,616 349,616 $ $ 378,597 378,597 $ $ 308,691 308,691 $ $ 371,128 371,128 $ $ 7,469 7,469 2.0% 2.0% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 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 slightly higher for the FY 2013 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 2014 to be at the same levels as FY 2013 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 REV VS ADOPTED Measure FY 2012 FY 2013 FY 2013 FY 2014 Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of traffic signals on Maricopa County 64.8% 72.6% 83.8% 72.6% 0.0% 0.0% roadways that provide optimum “green” time to achieve efficient traffic flow Percent of travel time saved on major 9.1% 9.8% 9.8% 9.8% 0.0% 0.0% Maricopa County corridors as measured through the most current before and after study Number of Maricopa County traffic signal 107 160 160 80 (80) -50.0% plans optimized Number of Maricopa County traffic signal 107 160 120 80 (80) -50.0% plans requiring optimization Total activity expenditure per Maricopa County $ 5,687.57 $ 4,212.41 $ 4,483.39 $ 8,517.74 $ (4,305.33) -102.2% traffic signal optimized Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 608,570 608,570 $ $ 673,986 673,986 $ $ 717,342 717,342 $ $ 681,419 681,419 $ $ (7,433) (7,433) -1.1% -1.1% Activity Narrative: The Department will experience yearly fluctuations, resulting in a decrease in the number of Maricopa County traffic signals requiring optimization for FY 2014 based on maintenance schedule and immediate need. Increase in expenditures are due to increased personnel benefits and rates. 966 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 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 traveler information messages verified and posted Number of requests for incident information dissemination received Total expenditure per incident information dissemination provided FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% N/A 4,800 9,877 30,000 25,200 525.0% N/A 4,800 3,603 4,800 - 0.0% N/A 4,800 4,800 30,500 25,700 535.4% N/A $ 139.32 $ 54.18 $ 30.01 $ 109.32 78.5% Revenue 223 - TRANSPORTATION GRANTS TOTAL SOURCES $ $ 237,922 237,922 $ $ 404,676 404,676 $ $ 356,601 356,601 $ $ 636,122 636,122 $ $ 231,446 231,446 57.2% 57.2% 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 63,264 189,686 252,950 $ 404,676 264,074 668,750 $ 356,601 178,543 535,144 $ 636,122 264,074 900,196 $ (231,446) (231,446) -57.2% 0.0% -34.6% Expenditure $ $ $ $ $ Activity Narrative: This Activity measures were revised for FY 2013. Grant revenues and expenditures are increasing in FY 2014 based on the funding requirements for three grants: (1) the Regional Emergency Action Coordinating Team (REACT) expansion program, (2) Upgrade of the Regional Archived Data Server system, and (3) Region Wide ATIS Enhancement System. Operating expenditures are expected to stay the same in FY 2014. The Department changed their criteria for incident information during FY 2013 by including police and fire emergency incidents, resulting in an increase in output and demands. 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. 967 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 100.0% 100.0% 0.0% 0.0% 96 105 67 105 - 0.0% 172 175 96 153 153 105 112 113 67 153 153 105 - 0.0% 0.0% 0.0% $ 8,049.09 $ 14,421.28 $ 10,373.58 $ 15,115.78 $ 13,688.21 $ 22,881.79 $ 10,403.87 $ 15,159.92 $ $ (30.29) (44.14) -0.3% -0.3% $ 1,384,443 $ 1,384,443 $ 1,587,157 $ 1,587,157 $ 1,533,080 $ 1,533,080 $ 1,591,792 $ 1,591,792 $ $ (4,635) (4,635) -0.3% -0.3% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES Activity Narrative: The Department is expecting a similar demand and output for the measures in this Activity for FY 2014 as compared to FY 2013 Revised. Expenditures are higher for FY 2014 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 2012 ACTUAL 97.3% FY 2013 FY 2013 REVISED FORECAST 94.6% 97.3% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 94.6% 99.6% 100.0% 93.0% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 173 181 181 181 - 0.0% $ 1,431 2,160.06 $ 1,870 2,111.71 $ 1,766 2,249.91 $ 1,870 2,117.78 $ (6.07) 0.0% -0.3% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 86,931 86,931 $ $ 21,214 21,214 $ $ 38,933 38,933 $ $ 20,250 20,250 $ $ (964) (964) -4.5% -4.5% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 1,496,919 $ 1,496,919 $ 1,529,038 $ 1,529,038 $ $ (4,383) (4,383) -0.3% -0.3% Revenue Expenditure $ 1,524,655 $ 1,524,655 $ 1,628,935 $ 1,628,935 Activity Narrative: New traffic signals were added in FY 2013 increasing demand and outputs compared to FY 2012. The Department does not anticipate any new traffic signals to be installed in FY 2014 leaving demand and output levels unchanged from FY 2013. Revenues are slightly decreasing in 968 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Transportation FY 2014 due to decreased intergovernmental traffic signal maintenance while expenditures are increasing due to an increase in personnel cost. 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 2012 ACTUAL 84.2% FY 2013 FY 2013 REVISED FORECAST 85.0% 85.0% FY 2014 ADOPTED 85.0% REV VS ADOPTED VAR % 0.0% 0.0% 91.5% 90.0% 90.0% 90.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.1% 100.0% 96.2% 100.0% 0.0% 0.0% 95.9% 30.0% 30.0% 30.0% 0.0% 0.0% 104.6% 215.1% 215.1% 100.0% -115.1% -53.5% 104.6% 60.9% 60.9% 100.0% 39.1% 64.1% 100.0% 100.0% 242.7% 100.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 100.0% 100.0% 83.3% 100.0% 0.0% 0.0% Activities that comprise this program include:  Road and Right-of-Way Maintenance  Traffic Operations Road and Right-of-Way Maintenance Activity The purpose of the Road and Right-of-Way Maintenance Activity is to provide transportation infrastructure installation, inspection, repair and emergency response services to the traveling public so they can safely and efficiently transport goods, services and people on well maintained roadways. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. 969 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Result Result Output Demand Efficiency Measure Description Percent of paved roadway system mileage with pavement condition rating of “very good or better” Percent of critical maintenance tasks that directly impact the immediate safety of Maricopa County residents and visitors completed within an average of 14 days Percent of critical maintenance projects to sustain maintenance of our transportation infrastructure to federal, state, and local safety and operational standards completed within an average of 90 days Percent of hazardous potholes responded to and safety hazard mitigated within 24 hours of notification to MCDOT Operations Percent of road maintenance program dollars used to extend the life of roads Number of paved lane miles maintained with surface treatments Number of street inventory (paved lane miles) scheduled to be maintained with surface treatments Total activity expenditure per paved lane mile maintained with surface treatments FY 2012 ACTUAL 84.2% FY 2013 FY 2013 REVISED FORECAST 85.0% 85.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 85.0% 91.5% 90.0% 90.0% 90.0% 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 99.1% 100.0% 96.2% 100.0% 0.0% 0.0% 95.9% 30.0% 30.0% 30.0% 0.0% 0.0% 781 560 547 560 - 0.0% 781 560 623 560 - 0.0% $ 36,759.35 $ 57,483.13 $ 53,743.08 $ 54,358.16 $ 3,124.97 5.4% 223 - TRANSPORTATION GRANTS 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ $ $ $ 9,800 9,800 N/A 4.3% 4.3% 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 28,693,615 $ 28,693,615 $ 1,749,671 $ 1,749,671 5.4% 5.4% Revenue $ 165,025 635,421 800,446 $ 230,000 230,000 $ 574,291 574,291 $ 239,800 239,800 $ Expenditure $ 32,184,807 $ 32,184,807 $ 29,390,478 $ 29,390,478 $ 30,435,136 $ 30,435,136 Activity Narrative: 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. FY 2014 levels will be unchanged from FY 2013 as demand has not increased over the year. Revenues are expected to increase due to a small increase in sign manufacturing for other departments within the County. Replacement equipment was purchased in FY 2013 decreasing the need for these items in FY 2014. 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. 970 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Result Result Result Result Result Output Output Output Output Output Output Demand Demand Demand Efficiency Efficiency Efficiency Revenue Measure Description Percent of County lane miles striped within operating targets for visibility Percent of County lane miles with Raised Pavement Markers Percent of emergency signs replaced within 3 hours of notification Percent of regional emergency hazard event responses to mitigate immediate safety hazards deployed within 15 minutes of notification to MCDOT Operations Percent of work zone jobsites completed within prescribed completion time limit Number of non-working hour emergency sign replacements Number of traffic signs installed, maintained, and repaired Number of Regional Emergency Event responses provided Number of work zone jobsites completed Number of County lane miles striped Number of County lane miles with Raised Pavement Markers installed Number of County lane miles requiring striping FY 2012 ACTUAL 104.6% FY 2013 FY 2013 REVISED FORECAST 215.1% 215.1% REV VS ADOPTED VAR % (115.1%) -53.5% FY 2014 ADOPTED 100.0% 104.6% 60.9% 60.9% 100.0% 39.1% 64.1% 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% 83.3% 100.0% 0.0% 0.0% (20) -20.0% 81 100 103 80 14,449 10,000 9,220 10,000 - 0.0% 6 20 35 20 - 0.0% 4,749 3,748 24,864 5,000 4,000 1,530 5,111 3,323 850 5,000 4,000 400 (1,130) 0.0% 0.0% -73.9% 13,800 6,000 4,323 3,600 (2,400) -40.0% $ $ 11,086 4,749 1,254.66 325.43 $ $ 10,000 5,000 1,213.87 485.55 $ $ 12,380 4,257 145.02 509.99 $ $ 6,000 4,800 1,313.39 525.36 $ $ (4,000) (200) (99.52) (39.81) -40.0% -4.0% -8.2% -8.2% $ 990.12 $ 971.10 $ 920.00 $ 1,050.71 $ (79.62) -8.2% 232 - TRANSPORTATION OPERATIONS TOTAL SOURCES $ $ 10,272 10,272 $ $ 5,000 5,000 $ $ 8,501 8,501 $ $ 5,000 5,000 $ $ 232 - TRANSPORTATION OPERATIONS TOTAL USES $ 4,702,085 $ 4,702,085 $ 5,253,559 $ 5,253,559 $ $ 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 - 0.0% 0.0% Expenditure $ 4,855,480 $ 4,855,480 $ 4,702,114 $ 4,702,114 (398,079) (398,079) -8.2% -8.2% Activity Narrative: FY 2014 output and demands reflect current FY 2013 Revised levels. Demand in the number of County lane miles striped is decreasing due to a new methodology on counting the number of lane miles. Decrease in the demand for “traffic signs requiring work activity” is attributed to a change in focus from sign replacement to work order turnaround, ultimately reducing overall sign replacement. In addition, the demand for emergency sign requested is decreasing due to an update in calculating used to count the number of work zones. Increase in expenditures are due to the purchase of several pieces of heavy duty equipment such as a five ton tractor and a paint striper vehicle. 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. 971 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Program Results Measure Description Percent of environmental clearances delivered prior to 70% project design completion Percent of intergovernmental agreements completed on time based on a schedule mutually agreed upon with the Project Manager Percent of customers reporting satisfaction with Department of Transportation projects and services Percent of 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 2012 ACTUAL 54.5% FY 2013 FY 2013 REVISED FORECAST 60.0% 60.0% FY 2014 ADOPTED 50.0% REV VS ADOPTED VAR % -10.0% -16.7% 100.0% 86.7% 86.7% 86.7% 0.0% 0.0% 71.9% 80.0% 80.0% 80.0% 0.0% 0.0% 73.9% 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 Communications   Transportation Project Programming Transportation System Planning Environmental Clearance Activity The purpose of the Environmental Clearance Activity is to provide environmental recommendations, requirements, and permits to project managers so they can deliver Department of Transportation projects on schedule. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of environmental clearances delivered 54.5% 60.0% 60.0% 50.0% (10.0%) -16.7% prior to 70% project design completion Number of environmental clearances provided 22 20 20 24 4 20.0% Number of projects requiring environmental 25 20 20 24 4 20.0% clearance Total activity expenditure per environmental $ 3,237.59 $ 7,960.15 $ 6,580.20 $ 6,653.46 $ 1,306.69 16.4% clearance provided Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ 71,227 71,227 $ $ 159,203 159,203 $ $ 131,604 131,604 $ $ 159,683 159,683 $ $ (480) (480) -0.3% -0.3% Activity Narrative: Planned projects for FY 2014 will require more permits increasing the demand and output for the Activity. The efficiency and expenditures are increasing slightly due to personnel services allocations. 972 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Project Partnerships Activity The purpose of the Project Partnerships Activity is to provide legislative, policy, and intergovernmental services to management, the Board of Supervisors, and other jurisdictions so they can leverage resources to fulfill their transportation mission. Mandates: Arizona Constitution Article 9, Section 14 defines the use and distribution of vehicle, user, and gasoline and diesel tax receipts to local jurisdictions; A.R.S. §28 establishes rules for tax distributions to counties, establishes the Regional Transportation Plan, and establishes regulations regarding the building of county highways and bridges. Measure Type Result Output Demand Efficiency Measure Description Percent of intergovernmental agreements completed on time based on a schedule mutually agreed upon with the Project Manager Number of partnership agreements completed Number of partnership agreements required Total activity expenditure per partnership agreement completed FY 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 86.7% 86.7% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 86.7% $ 44 30 7,481.50 30 30 $ 13,727.53 30 30 $ 11,401.60 30 30 $ 13,507.43 $ $ 329,186 329,186 $ $ $ $ $ $ $ 220.10 0.0% 0.0% 1.6% $ $ 6,603 6,603 1.6% 1.6% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 411,826 411,826 342,048 342,048 405,223 405,223 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 2014. Lower expenditures in Forecast FY 2013 are due vacant positions that are expected to be filled in FY 2014. Transportation Outreach and Communications Activity The purpose of the Transportation Outreach and 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 2012 ACTUAL 71.9% FY 2013 FY 2013 REVISED FORECAST 80.0% 80.0% 22 35 $ 19,984.14 35 35 $ 14,141.80 232 - TRANSPORTATION OPERATIONS TOTAL USES $ $ $ $ 73.9% 439,651 439,651 80.0% 973 494,963 494,963 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 80.0% 80.0% 80.0% $ 32 32 9,690.69 35 35 $ 12,776.83 $ $ 310,102 310,102 $ $ 447,189 447,189 0.0% 0.0% $ 1,364.97 0.0% 0.0% 9.7% $ $ 47,774 47,774 9.7% 9.7% Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: The Department is expecting a similar experience in demand in FY 2014 as in FY 2013 Revised. All public outreach events required for FY 2014 are expected to be completed. Expenditures for FY 2014 are decreasing due lower personnel costs. 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 3 3 $ 129,204.67 6 6 $ 67,714.00 6 6 $ 71,259.67 3 3 $ 145,685.33 (3) (3) $ (77,971.33) $ $ $ $ $ $ $ $ $ $ -50.0% -50.0% -115.1% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 387,614 387,614 406,284 406,284 427,558 427,558 437,056 437,056 (30,772) (30,772) -7.6% -7.6% Activity Narrative: The Department is expecting a decrease in the number of analytical reports in FY 2014. The number of analytical reports varies in scope and fluctuates yearly. In addition, personnel cost are increasing causing the Activity’s efficiency to increase. 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 2012 ACTUAL 100.0% FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 41 157 REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% 32 272 32 272 28 272 (4) - -12.5% 0.0% $ 5,976.12 $ 9,176.91 $ 13,084.75 $ 13,209.00 $ (4,032.09) -43.9% $ $ 245,021 245,021 $ $ 293,661 293,661 $ $ $ $ $ $ (76,191) (76,191) -25.9% -25.9% Expenditure 232 - TRANSPORTATION OPERATIONS TOTAL USES 974 418,712 418,712 369,852 369,852 Department Strategic Plans and Budgets Transportation Maricopa County Annual Business Strategies FY 2014 Adopted Budget Activity Narrative: Study requirements vary each year, depending on corridor studies completed, corridor miles remaining in the plan requiring a study, and new corridor addition. FY 2013 Forecast is experiencing an increase in expenditure due to a vacant position being filled and a reduction in allocations to Transportation Improvement Projects (TIP). FY 2014 will experience similar expenditure levels as FY 2013 Forecast with an increase in allocations to the TIP reducing expenditures. Appropriated Budget Reconciliations Transportation Grants Fund (223) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Grants ARRA Dept of Energy Grant $ 404,676 $ 404,676 $ 132,122 $ 132,122 132,122 132,122 $ 536,798 $ 536,798 $ (536,798) $ (132,122) (404,676) (536,798) (132,122) (404,676) $ - $ - $ 127 $ 127 635,995 $ 635,995 636,122 636,122 636,122 $ 636,122 Agenda Item: C-70-13-004-G-00 FY 2013 Revised Budget Adjustments: Grants ARRA Dept of Energy Grant Grant Reconciliation Agenda Item: C-70-13-004-G-00 FY 2014 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Grants Grant Reconciliation Agenda Item: $ FY 2014 Adopted Budget $ Transportation Grants Fund (223) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED Beginning Spendable Fund Balance $ (15,751) $ Sources: Non-Recurring Total Sources: $ 79,018 79,018 Uses: Non-Recurring Total Uses: $ 63,264 63,264 Accounting Adjustments $ Ending Spendable Fund Balance: Unassigned Total Ending Spendable Fund Balance $ FY 2013 REVISED FY 2013 FORECAST (15,751) $ (15,751) $ $ 404,676 404,676 $ 536,798 536,798 $ 404,676 404,676 $ (3) $ - $ - $ (15,751) (15,751) $ FY 2014 ADOPTED - $ - $ 356,601 356,601 $ 636,122 636,122 536,798 536,798 $ 356,601 356,601 $ 636,122 636,122 - $ - $ - (15,751) (15,751) $ - $ - Grant revenue is received as a reimbursement which results in a deficit balance at the close of fiscal year-end. 975 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 58,019,131 $ 94,881,237 FY 2013 Revised Budget $ 58,019,131 $ 94,881,237 FY 2014 Budget Target $ 58,019,131 $ 94,881,237 $ 81,858 $ 81,858 - $ - $ - 81,701 81,701 4,900 4,900 $ 58,100,989 $ 0.1% 94,967,838 0.1% $ 135,567 $ 135,567 - $ 58,236,556 $ 0.4% 94,967,838 0.1% Adjustments: Employee Retirement and Benefits Retirement Contributions Fees and Other Revenues ProgRevenue Volume Inc/Dec Grants Grant Reconciliation Agenda Item: $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj - $ 593,202 $ 593,202 - $ 50,193,999 $ - $ (593,202) $ (593,202) (48,134,797) $ (48,134,797) (1,466,000) $ (1,466,000) - $ - $ - $ 48,134,797 $ 48,134,797 - $ 48,134,797 $ - C-49-13-036-2-00 Agenda Item: C-49-13-036-2-00 $ $ FY 2014 Budget Target Adjustments: Capital Improvement Program Transfer to Capital Proj Fund 49,600,797 $ Agenda Item: FY 2013 Revised Budget Adjustments: Employee Salary Adjustments Spcl Rev Fund Perf Incntve Awrd Bdgt Adj Capital Improvement Program Transfer to Capital Proj Fund Non Recurring Other Non-Recurring $ Agenda Item: FY 2014 Adopted Budget 976 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Operations Fund (232) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance Sources: Operating Non-Recurring Total Sources: Uses: Operating Non-Recurring Total Uses: FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 29,952,817 $ 31,615,843 $ 31,615,843 $ 37,383,320 $ 29,175,413 $ 89,660,616 103,871 89,764,487 $ 94,881,237 94,881,237 $ 94,881,237 94,881,237 $ 95,119,782 95,119,782 $ 94,967,838 94,967,838 $ $ $ $ $ 52,440,133 29,893,867 82,334,000 Structural Balance $ Accounting Adjustments Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ $ 58,019,131 49,600,797 107,619,928 37,220,483 $ $ 16 $ $ 37,383,320 37,383,320 $ $ $ 58,019,131 50,193,999 108,213,130 36,862,106 $ $ - $ $ 18,877,152 18,877,152 $ $ $ 54,637,151 48,690,538 103,327,689 $ 58,236,556 48,134,797 106,371,353 36,862,106 $ 40,482,631 $ 36,731,282 $ - $ - $ - $ $ 18,283,950 18,283,950 $ $ 29,175,413 29,175,413 $ $ 17,771,898 17,771,898 Expenditures Revenue Transportation Capital Projects Fund (234) CAPITAL IMPROVEMENTS FY 2013 Adopted Budget $ 103,932,010 $ 54,977,725 FY 2013 Revised Budget $ 103,932,010 $ 54,977,725 Adjustments: Capital Improvement Program Capital Improvement Prog Adj Agenda Item: $ (103,932,010) $ (103,932,010) FY 2014 Budget Target Adjustments: Capital Improvement Program Capital Improvement Prog Adj (54,977,725) (54,977,725) $ - $ - $ 82,089,011 $ 82,089,011 17,979,963 17,979,963 $ 82,089,011 $ 17,979,963 $ 33,284,530 $ 8,015,000 2,420,000 2,975,000 1,773,981 11,725,000 1,540,000 280,000 5,590,000 6,983,500 5,772,000 1,730,000 16,863,296 416,667 700,000 - $ 82,089,011 $ 17,979,963 Agenda Item: FY 2014 Adopted CIP Projects MAG ALCP PROJECTS (ACLP) 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 PLANNIN (TPLN) FY 2014 Adopted CIP Projects 977 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Transportation Transportation Capital Projects Fund (234) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget $ - $ 48,134,797 FY 2013 Revised Budget $ - $ 48,134,797 $ - $ - (48,134,797) (48,134,797) $ - $ - $ - $ - 48,134,797 48,134,797 $ - $ 48,134,797 Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2014 Budget Target Adjustments: Capital Improvement Program Transfer to Capital Proj Fund Agenda Item: FY 2014 Adopted Budget Transportation Capital Projects Fund (234) Fund Balance Summary FY 2012 ACTUAL Beginning Spendable Fund Balance FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ 42,670,405 $ 9,459,544 $ 9,459,544 $ 12,783,096 $ 15,974,251 $ 103,112,522 103,112,522 $ $ 89,314,873 89,314,873 $ $ 103,112,522 103,112,522 $ $ (7,856,725) $ 56,624,257 48,767,532 $ $ 66,114,760 66,114,760 Uses: Non-Recurring Total Uses: $ 78,654,870 78,654,870 $ 103,932,010 103,932,010 $ 103,932,010 103,932,010 $ 86,123,718 86,123,718 $ 82,089,011 82,089,011 Structural Balance $ (7,856,725) $ - $ - $ - $ - Accounting Adjustments $ 29 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 12,783,096 12,783,096 $ $ 8,640,056 8,640,056 $ $ 8,640,056 8,640,056 $ $ 15,974,251 15,974,251 $ $ - Sources: Operating Non-Recurring Total Sources: 978 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2014 Adopted Budget Treasurer Analysis by Idamarie C. Flaherty, Management and Budget Analyst Summary Mission The mission of the Maricopa County Treasurer is to provide both the administration of property taxation for the County's residents and the accounting and investment of public monies for County agencies, school districts and other sub-political jurisdictions, as mandated by state and federal law, so that they can provide appropriate services to the County's residents. Vision Citizens serving citizens by working collaboratively, innovatively, efficiently and effectively. We will be responsive to our customers while being fiscally prudent. Sources and Uses by Program and Activity FY 2012 ACTUAL PROGRAM / ACTIVITY SOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ $ 45,311 $ 45,311 $ 364,341 $ 364,341 $ 364,341 $ 364,341 $ 304,613 $ 304,613 $ 335,341 $ 335,341 $ (29,000) (29,000) -8.0% -8.0% TOTAL PROGRAMS $ 45,311 $ 364,341 $ 364,341 $ 304,613 $ 335,341 $ (29,000) -8.0% $ 114,117 $ 303,692 417,809 $ 113,320 $ 321,932 435,252 $ 113,320 $ 321,932 435,252 $ 113,708 $ 322,725 436,433 $ 114,057 $ 323,966 438,023 $ (737) (2,034) (2,771) -0.7% -0.6% -0.6% 661,943 $ 607,427 1,269,370 $ 728,634 $ 1,093,386 1,822,020 $ 619,274 $ 1,162,716 1,781,990 $ 619,212 $ 816,883 1,436,095 $ 611,446 $ 1,492,684 2,104,130 $ 7,828 (329,968) (322,140) 1.3% -28.4% -18.1% 227,920 $ 53,090 995,022 17,443 1,293,475 $ 264,276 $ 52,355 923,603 17,310 1,257,544 $ 264,276 $ 52,355 947,051 17,310 1,280,992 $ 267,631 $ 52,668 1,130,698 17,352 1,468,349 $ 240,576 $ 52,676 741,687 17,416 1,052,355 $ 23,700 (321) 205,364 (106) 228,637 9.0% -0.6% 21.7% -0.6% 17.8% 1,324 44,463 0.0% 7.9% N/A 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 POOL - POOLED COSTS $ 228,449 $ 7,200 - 228,449 $ 16,748 - 228,449 $ 16,748 - 228,449 $ 16,748 - 228,449 $ 15,424 (44,463) 99GV - GENERAL GOVERNMENT BUAS - BUSINESS APPLICATION DEV SUPP DACR - DATA CENTER DESK - DESKTOP SUPPORT $ $ 235,649 $ 924,294 $ 44,844 72,507 245,197 $ 1,087,800 $ 38,969 69,187 245,197 $ 1,176,226 $ 69,187 245,197 $ 1,149,063 $ 70,639 199,410 $ 1,147,868 $ 70,311 45,787 28,358 (1,124) 18.7% 2.4% N/A -1.6% TOTAL PROGRAMS $ 4,257,948 $ 4,955,969 $ 4,988,844 $ 4,805,776 $ 5,012,097 $ (23,253) -0.5% 979 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category CATEGORY CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ FY 2012 ACTUAL FY 2013 ADOPTED $ $ 60,000 60,000 $ $ $ SUBTOTAL $ - $ - $ 304,341 304,341 $ $ ALL REVENUES $ 45,311 $ 364,341 $ 45,311 $ 364,341 FY 2012 FY 2013 ACTUAL ADOPTED $ MISCELLANEOUS 0650 - MISCELLANEOUS REVENUE TOTAL SOURCES $ CATEGORY PERSONAL SERVICES 0701 - REGULAR PAY $ 0705 - TEMPORARY PAY 0710 - OVERTIME 0750 - FRINGE BENEFITS 0790 - OTHER PERSONNEL SERVICES 0795 - PERSONNEL SERVICES ALLOC-OUT 0796 - PERSONNEL SERVICES ALLOC-IN SUBTOTAL $ 45,311 45,311 FY 2013 REVISED FY 2013 FORECAST 60,000 60,000 $ $ REVISED VS ADOPTED VAR % FY 2014 ADOPTED 50,988 50,988 $ $ 31,000 31,000 $ $ 304,341 $ 304,341 $ 253,625 $ 253,625 $ 304,341 304,341 $ $ 364,341 $ 304,613 $ 335,341 $ 364,341 $ 304,613 $ 335,341 FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED (29,000) (29,000) - -48.3% -48.3% 0.0% 0.0% (29,000) -8.0% $ (29,000) -8.0% REVISED VS ADOPTED VAR % 2,782,888 $ 15,986 5,832 959,533 3,764,239 $ 2,987,822 $ 85,082 6,336 1,059,090 18,000 (43,570) 43,570 4,156,330 $ 2,969,223 $ 91,411 6,336 1,058,603 30,757 (43,570) 43,570 4,156,330 $ 2,919,916 $ 103,566 2,805 1,037,492 15,635 (43,570) 43,570 4,079,414 $ 2,898,296 $ 44,503 6,336 1,045,603 3,994,738 $ SUBTOTAL $ 24,510 $ 189 24,699 $ 13,500 $ 500 14,000 $ 13,500 $ 500 14,000 $ 19,779 $ 392 20,171 $ 21,900 $ 500 22,400 $ (8,400) (8,400) -62.2% 0.0% -60.0% 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 $ (2,663) $ 98,809 7,009 4,604 228,449 87,457 1,863 17,991 25,491 469,010 $ 4,257,948 $ - $ 258,752 8,000 166,111 228,449 86,327 3,000 5,000 30,000 785,639 $ 4,955,969 $ - $ 258,752 8,000 198,986 228,449 86,327 3,000 5,000 30,000 818,514 $ 4,988,844 $ - $ 123,207 6,324 183,804 228,449 89,349 1,807 44,779 28,472 706,191 $ 4,805,776 $ - $ 330,424 7,008 297,855 228,449 99,323 1,000 3,000 27,900 994,959 $ 5,012,097 $ (71,672) 992 (98,869) (12,996) 2,000 2,000 2,100 (176,445) (23,253) N/A -27.7% 12.4% -49.7% 0.0% -15.1% 66.7% 40.0% 7.0% -21.6% -0.5% TOTAL USES $ 4,257,948 $ 4,955,969 $ 4,988,844 $ 4,805,776 $ 5,012,097 $ (23,253) -0.5% SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL $ 70,927 2.4% 46,908 51.3% 0.0% 13,000 1.2% 30,757 100.0% (43,570) -100.0% 43,570 100.0% 161,592 3.9% Sources and Uses by Fund and Function FUND / FUNCTION CLASS 100 GENERAL OPERATING FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED $ FUND TOTAL SOURCES $ 45,311 $ 45,311 $ 60,000 $ 60,000 $ 60,000 $ 60,000 $ 50,988 $ 50,988 $ 31,000 $ 31,000 $ $ FUND TOTAL SOURCES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 253,625 $ 253,625 $ 304,341 $ 304,341 $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 45,311 $ 45,311 $ FY 2012 ACTUAL 364,341 $ 364,341 $ FY 2013 ADOPTED 364,341 $ 364,341 $ FY 2013 REVISED 304,613 $ 304,613 $ FY 2013 FORECAST 335,341 $ 335,341 $ FY 2014 ADOPTED 741 TAXPAYER INFORMATION OPERATING FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING (29,000) (29,000) - FUND TOTAL USES $ 4,458,058 $ 193,570 4,651,628 $ 4,458,058 $ 226,445 4,684,503 $ 4,437,638 $ 76,445 4,514,083 $ 4,504,386 $ 203,370 4,707,756 $ $ FUND TOTAL USES $ - $ - $ 304,341 $ 304,341 $ 304,341 $ 304,341 $ 291,693 $ 291,693 $ 304,341 $ 304,341 $ DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ 4,257,948 $ - $ 4,257,948 $ 4,762,399 $ 193,570 $ 4,955,969 $ 4,762,399 $ 226,445 $ 4,988,844 $ 4,729,331 $ 76,445 $ 4,805,776 $ 4,808,727 $ 203,370 $ 5,012,097 $ 980 -48.3% -48.3% 0.0% 0.0% (29,000) -8.0% (29,000) -8.0% REVISED VS ADOPTED VAR % 4,257,948 $ 4,257,948 $ 741 TAXPAYER INFORMATION OPERATING $ REVISED VS ADOPTED VAR % (46,328) 23,075 (23,253) (46,328) 23,075 (23,253) -1.0% 10.2% -0.5% 0.0% 0.0% -1.0% 10.2% -0.5% Maricopa County Annual Business Strategies FY 2014 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 2012 FY 2013 ADOPTED ADOPTED FY 2013 FY 2013 FY 2014 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% 8.92 1.00 .90 .30 11.12 7.92 2.00 .90 .30 11.12 5.92 1.00 .90 .30 8.12 5.92 2.00 .90 .30 9.12 5.92 2.00 .90 .30 9.12 1.00 1.00 0.0% 100.0% 0.0% 0.0% 12.3% 11.00 1.00 1.00 13.00 12.00 1.00 13.00 12.00 .00 1.00 13.00 12.00 1.00 13.00 12.00 1.00 13.00 - 0.0% N/A 0.0% 0.0% 11.00 11.00 22.00 52.00 11.00 12.00 23.00 53.00 11.00 14.00 25.00 52.00 11.00 14.00 25.00 53.00 11.00 14.00 25.00 53.00 1.00 0.0% 0.0% 0.0% 1.9% 981 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Treasurer 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-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 (Senior/Lead) IT Consultant Legal Assistant Management Analyst Management Assistant Office Assistant Office Assistant Specialized Operations/Program Manager PC/LAN Analyst PC/LAN Tech Support Programmer/Analyst Programmer/Analyst - Sr/Ld Treasurer Manager Treasurer Supervisor Treasurer’s Portfolio Manager Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 1.00 1.00 1.00 1.00 N/A 4.00 4.00 5.00 4.00 4.00 (1.00) (20.0%) 3.00 3.00 6.00 3.00 3.00 (3.00) (50.0%) 1.00 1.00 N/A 3.00 3.00 1.00 3.00 3.00 2.00 200.0% 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 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 N/A 1.00 N/A 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 N/A 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 2.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 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 0.0% 1.00 1.00 1.00 1.00 0.0% 8.00 8.00 6.00 8.00 8.00 2.00 33.3% 7.00 6.00 4.00 6.00 6.00 2.00 50.0% 2.00 2.00 1.00 3.00 3.00 2.00 200.0% 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% 3.00 3.00 2.00 2.00 2.00 0.0% 3.00 (3.00) (100.0%) 2.00 (2.00) (100.0%) 1.00 1.00 1.00 1.00 N/A 52.00 53.00 52.00 53.00 53.00 1.00 1.9% Staffing by Fund DEPARTMENT/FUND 100 GENERAL Department Total REVISED TO ADOPTED FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 52.00 53.00 52.00 53.00 53.00 1.00 1.9% 52.00 53.00 52.00 53.00 53.00 1.00 1.9% General Adjustments Personnel:  Increase Regular Benefits by $13,046 for the retirement contribution rate increase. Base Adjustments: General Fund (100)  Increase Supplies and Services due to increased cost of office supplies, information technology maintenance and internal service operating costs of $63,957.  Decrease Other Benefits and Internal Services Charges by $1,324 for the impact of the changes in Risk Management charges. 982 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Treasurer Programs and Activities Accounting Program The purpose of the Accounting Program is to provide accounting and investment services for the Treasurer and Maricopa County and its political subdivisions so that there is fiscal accountability to County residents. Program Results Measure Description Month-end Closings - Percent of time monthend balance/close by due date FY 2012 ACTUAL N/A FY 2013 FY 2013 REVISED FORECAST 100.0% 120.0% Activities that comprise this program include:  Agency Accounting  FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% Treasurer Accounting Agency Accounting Activity The purpose of the Agency Accounting Activity is to apportion tax collections and provide timely and accurate accounting and investment services for county agencies so that they can conduct their operations and make informed decisions, manage resources and report results relative to their agency. Mandates: A.R.S. §42-18001 establishes the County Treasurer as ex officio tax collector and shall collect all property taxes, apportion the taxes to the respective funds on or before the end of each month, and execute to the state a bond; A.R.S. §11-275 establishes Tax levy to pay bonds and interest; 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. 983 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Treasurer Measure Type Result FY 2013 REVISED 100.0% Output Output Output Demand Demand Efficiency Efficiency Measure Description Month-end Closings -Percent of time monthend balance/close by due date Number of dollars actually apportioned Number of month-end balances/closes Number of days to balance or close monthend Number of apportionment dollars anticipated Number of days anticipated to balance or close month-end (historical) Expenditure per dollar apportioned Expenditure per days to balance or close month-end FY 2012 ACTUAL N/A FY 2013 FORECAST 120.0% REV VS ADOPTED VAR % 0.0% 0.0% FY 2014 ADOPTED 100.0% N/A N/A N/A 4,271,501,900 12 8 4,234,450,800 10 8 3,962,000,000 12 8 (309,501,900) - -7.2% 0.0% 0.0% N/A N/A 4,271,501,900 8 4,234,450,800 8 3,960,000,000 8 (311,501,900) - -7.3% 0.0% 0.00 14,165.00 $ $ 0.00 14,213.50 $ $ 0.00 14,257.13 $ $ (0.00) (92.13) -8.5% -0.7% 113,320 113,320 $ $ 113,708 113,708 $ $ 114,057 114,057 $ $ (737) (737) -0.7% -0.7% N/A $ N/A $ Expenditure 100 - GENERAL TOTAL USES $ $ 114,117 114,117 $ $ (In Millions) Dollars Apportioned Agency Accounting Activity 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 FY 12 Actual FY 13 Revised Demand FY 13 Forecast FY 14 Adopted Output Activity Narrative: The number of dollars apportioned decreased due to lower property values assessed in FY 2014. The expenditure variance in FY 2014 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. 984 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2014 Adopted Budget Measure Type Output Output Demand Demand Efficiency Efficiency Measure Description Number of Treasurer's JE's created Number of Cash Receipts Processed Number of Treasurer's JE's expected (historical) Number of Cash Receipts Anticipated to be Processed (historical) Cost per Treasurer's JE's Cost per Number of Cash Receipts Processed REV VS ADOPTED VAR % (1,090) -39.1% 300 2.8% (1,090) -39.1% FY 2012 ACTUAL N/A N/A N/A FY 2013 REVISED 2,790 10,900 2,790 FY 2013 FORECAST 2,442 9,013 2,442 FY 2014 ADOPTED 1,700 11,200 1,700 N/A 10,900 11,483 11,200 N/A $ N/A $ 115.39 29.54 $ $ 132.16 35.81 $ $ 190.57 28.93 $ $ (75.18) 0.61 -65.2% 2.1% 321,932 321,932 $ $ 322,725 322,725 $ $ 323,966 323,966 $ $ (2,034) (2,034) -0.6% -0.6% 300 2.8% Expenditure 100 - GENERAL TOTAL USES $ $ 303,692 303,692 $ $ Activity Narrative: The number of cash receipts processed in FY 2014 is anticipated to increase, resulting in a small increase in resources to accommodate the demand. Property Tax Program The purpose of the Property Tax Program is to provide tax information for owners of property in Maricopa County so that they may pay their taxes in an accurate and prompt fashion and that their payments are accurately posted (applied). Program Results Measure Description Payments Posted - Percent of Levy collected. Percentage of levy collected by LockBox (LB) facility. Percentage of Tax Bills Correctly Mailed Back Tax Sale - Percentage of BTX Collected FY 2012 ACTUAL N/A N/A N/A N/A FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% 33.0% 18.1% 100.0% 100.0% Activities that comprise this program include:  Client Services Activity 100.0% 100.0%  FY 2014 ADOPTED 100.0% 100.0% 100.0% 54.5% REV VS ADOPTED VAR % 0.0% 0.0% 67.0% 203.1% 0.0% -45.5% 0.0% -45.5% 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 985 Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2014 Adopted Budget resell the tax lien if the sale has not been closed. If the sale has been closed the Treasurer may either advertise for resale, or recovery on reneged bid; and the purchaser shall pay a processing fee; A.R.S. §42-18121 establishes payment of subsequent taxes by certificate holder; A.R.S. §42-18122 establishes if a tax lien is assigned to the state, the County Treasurer shall sell, assign and deliver the certificate of purchase to any person who pays to the County Treasurer the whole amount then due under the certificate, including interest, penalties and charges, and in addition the entire amount of subsequent taxes assessed on the property described in the certificate; A.R.S. §42-18151 establishes who may redeem real property tax liens; persons under disability; persons owning partial interest; A.R.S. §42-18152 establishes when a lien may be redeemed; A.R.S. §42-18153 establishes the amount required for redemption; A.R.S. §42-18154 establishes the process the County Treasurer shall issue to the person a certificate of redemption, issuance, the contents and fee. Measure Type Result Result Output Output Output Output Demand Demand Efficiency Efficiency Expenditure Measure Description Payments Posted - Percent of Levy collected. Percentage of levy collected by LockBox (LB) facility. Number of Lock Box payments posted. Amount of levy collected Amount of Levy Number of tax payments posted Number of payments anticipated (parcels x 2) Number of LB payments anticipated (historical) Cost per Number of tax payments posted Cost per Number of LB payments posted 100 - GENERAL TOTAL USES FY 2012 ACTUAL N/A N/A FY 2013 REVISED 100.0% 33.0% N/A N/A N/A N/A N/A N/A 757,223 5,317,672,869 5,317,672,869 3,345,908 3,345,638 757,223 N/A $ N/A $ $ $ 661,943 661,943 $ $ FY 2013 FORECAST 100.0% 18.1% FY 2014 ADOPTED 100.0% 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 67.0% 203.1% 760,701 4,900,067,669 4,900,067,669 3,303,821 3,303,821 760,701 782,000 3,962,000,000 3,962,000,000 2,755,000 2,755,000 782,000 24,777 (1,355,672,869) (1,355,672,869) (590,908) (590,638) 24,777 3.3% -25.5% -25.5% -17.7% -17.7% 3.3% 0.19 0.82 $ $ 0.19 0.81 $ $ 0.22 0.78 $ $ (0.04) 0.04 -19.9% 4.4% 619,274 619,274 $ $ 619,212 619,212 $ $ 611,446 611,446 $ $ 7,828 7,828 1.3% 1.3% Activity Narrative: The Client Services Activity is anticipating a decrease in the amount of the levy collected in FY 2014. Consequently, expenditures are projected to decrease 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 Output Demand Demand Efficiency Efficiency Expenditure Measure Description Percent of Tax Bills Correctly Mailed Back Tax Sale - Percent of BTX Collected Number of Tax Bills Correctly Mailed Number of BTX Liens Sold @ Sale Number of Tax Bills mailed Cost of of BTX Number of Total Taxable Parcels in County Number of Parcels with Delinquent BTX Cost per Number of Tax Bills Correctly Mailed Cost per Number of BTX Liens Sold @ Sale FY 2012 FY 2013 ACTUAL REVISED N/A 100.0% N/A 100.0% 1,477,804 1,672,819 6,695 33,204 1,569,162 1,672,819 N/A 82,252,594 1,684,586 1,672,819 128,534 215,646 $ 0.41 $ 0.70 $ 90.73 $ 35.02 FY 2013 FY 2014 REV VS ADOPTED FORECAST ADOPTED VAR % 100.0% 100.0% 0.0% 0.0% 100.0% 54.5% (45.5%) -45.5% 3,093,130 1,600,000 (72,819) -4.4% 66,407 20,000 (13,204) -39.8% 3,093,130 1,600,000 (72,819) -4.4% 111,319,460 101,000,000 18,747,406 22.8% 3,376,488 1,700,000 27,181 1.6% 127,010 215,000 (646) -0.3% $ 0.26 $ 0.93 $ (0.24) -34.2% $ 12.30 $ 74.63 $ (39.62) -113.1% 100 - GENERAL TOTAL USES $ $ $ $ 607,427 607,427 $ 1,162,716 $ 1,162,716 986 816,883 816,883 $ 1,492,684 $ 1,492,684 $ $ (329,968) (329,968) -28.4% -28.4% Department Strategic Plans and Budgets Treasurer Maricopa County Annual Business Strategies FY 2014 Adopted Budget Tax Services Activity 1,700,000 Bills Mailed 1,650,000 1,600,000 1,550,000 1,500,000 1,450,000 1,400,000 1,350,000 FY 12 Actual FY 13 Revised FY 13 Forecast FY 14 Adopted Output Activity Narrative: The number of taxable parcels and delinquent tax bills are both expected to increase slightly in FY 2014. There is an increase in the expenditure budget for the Activity of Tax Services as additional resources are utilized on this effort. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 4,458,058 $ 60,000 FY 2013 Revised Budget $ 4,458,058 $ 60,000 $ 3,227 $ 3,227 - $ 11,885 $ 11,885 - $ 4,473,170 $ 60,000 $ 13,046 $ 13,046 63,957 $ 63,957 - $ - Adjustments: Base Adjustments Other Base Adjustments Information and Communications Technology Technology Projects IT Maintenance Agenda Item: C-43-13-009-M-00 FY 2014 Budget Target Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Other Base Adjustments Fees and Other Revenues ProgRevenue Volume Inc/Dec Adjustments: Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ Agenda Item: FY 2014 Tentative Budget $ (44,463) $ (44,463) - $ 4,505,710 $ 0.7% 31,000 -48.3% $ (1,324) $ (1,324) - $ 4,504,386 $ 0.7% 31,000 -48.3% Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges (29,000) (29,000) Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 987 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Treasurer General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Technology Projects IT Maintenance $ 193,570 $ - $ 32,875 $ 32,875 - $ 226,445 $ - $ (32,875) $ (32,875) (193,570) $ (193,570) - $ - $ - $ 53,370 150,000 $ 150,000 - $ 203,370 $ - Agenda Item: C-43-13-009-M-00 FY 2013 Revised Budget Adjustments: Technology Projects IT Maintenance Non Recurring Other Non-Recurring Agenda Item: C-43-13-009-M-00 $ FY 2014 Budget Target Adjustments: Information and Communications Technology Other IT Non-Recurring Non Recurring Non Recurring Carry Forward Agenda Item: FY 2014 Adopted Budget Taxpayer Information Fund (741) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 304,341 $ 304,341 FY 2013 Revised Budget $ 304,341 $ 304,341 FY 2014 Budget Target $ 304,341 $ 304,341 FY 2014 Adopted Budget Percent Change from Target Amount $ 304,341 $ 0.0% 304,341 0.0% Taxpayer Information Fund (741) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 289,430 $ 289,430 $ 289,430 $ 330,563 $ 292,495 Sources: Operating Total Sources: $ $ - $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 253,625 253,625 $ $ 304,341 304,341 Uses: Operating Total Uses: $ $ - $ $ 304,341 304,341 $ $ 304,341 304,341 $ $ 291,693 291,693 $ $ 304,341 304,341 Structural Balance $ - $ - $ - $ (38,068) $ - Accounting Adjustments $ 41,133 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 330,563 330,563 $ $ 289,430 289,430 $ $ 289,430 289,430 $ $ 292,495 292,495 $ $ 292,495 292,495 988 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2014 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 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 recycled 100% of used motor oil and antifreeze from refrigerants that were brought to the WRR transfer stations. WRR will continue to find new ways to reprocess and reuse other accepted hazardous household waste such as electronics and batteries. Sustainable Environment By 2015, 50% of the total annual tons of green waste brought to WRR Transfer Stations will be diverted to composting. Status: WRR has not developed an approved plan at this moment and will continue studies on how best to meet this goal. 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: Currently, 66% of the total annual tons of waste received by WRR Transfer Stations are diverted from landfills to recycling centers. WRR will be increasing this percentage through the Erosion Control Soil Beneficiation (ECSB) program. The ECSB program will convert green waste into landfill capping material, in turn reducing the amount of green waste ending up in landfills. 989 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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: WRR developed and completed a public outreach and customer satisfaction survey in FY 2012 and the results showed 100% of WRR’s transfer station customers were satisfied with the public outreach efforts. 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: WRR developed and completed a public outreach and customer satisfaction survey in FY 2012 and the results showed 87% of WRR’s transfer station customers were satisfied with the services the Department provided. Sources and Uses by Program and Activity FY 2012 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 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED REVISED VS ADOPTED VAR % $ 44,330 $ 4,715,766 375,822 5,135,918 $ - $ 4,748,429 132,369 4,880,798 $ - $ 4,748,429 132,369 4,880,798 $ - $ 4,753,811 348,996 5,102,807 $ - $ 4,748,429 132,369 4,880,798 $ - N/A 0.0% 0.0% 0.0% $ $ 9,657 $ 9,657 $ 8,774 $ 8,774 $ 8,774 $ 8,774 $ 5,000 $ 5,000 $ 7,912 $ 7,912 $ (862) (862) -9.8% -9.8% TOTAL PROGRAMS $ 5,145,575 $ 4,889,572 $ 4,889,572 $ 5,107,807 $ 4,888,710 $ (862) 0.0% 1,110,801 $ 4,585,582 975,593 6,671,976 $ 1,186,760 $ 4,696,450 1,045,886 6,929,096 $ 1,134,156 $ 4,700,322 1,105,619 6,940,097 $ 1,070,479 $ 4,512,825 1,071,662 6,654,966 $ 2,524,226 $ 4,716,811 1,155,761 8,396,798 $ (1,390,070) (16,489) (50,142) (1,456,701) -122.6% -0.4% -4.5% -21.0% - $ 262,992 262,992 $ - $ 317,491 317,491 $ - $ 310,362 310,362 $ 1,660 $ 284,565 286,225 $ - $ 365,821 365,821 $ (55,459) (55,459) N/A -17.9% -17.9% $ 118,901 $ 22,629 141,530 $ 49,958 $ 146,493 196,451 $ 49,958 $ 146,493 196,451 $ 49,958 $ 145,626 195,584 $ 30,632 $ 1,195,381 (12,217) 1,213,796 $ 19,326 (1,048,888) 12,217 (1,017,345) 38.7% -716.0% N/A -517.9% TOTAL PROGRAMS $ 7,076,498 $ 7,443,038 $ 7,446,910 $ 7,136,775 $ 9,976,415 $ (2,529,505) -34.0% USES MONT - LANDFILL POST CLOSURE MAINT TIRE - WASTE TIRE COLLECT DISPOSAL TRAN - WASTE DISP AND RECYCLING COLL 67SW - SOLID WASTE MANAGEMENT $ $ HRAC - HUMAN RESOURCES ODIR - EXECUTIVE MANAGEMENT 99AS - ADMINISTRATIVE SERVICES $ CSCA - CENTRAL SERVICE COST ALLOC ISFC - INTERNAL SERVICE FUND CHARGES POOL - POOLED COSTS 99GV - GENERAL GOVERNMENT $ $ 990 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Category CATEGORY INTERGOVERNMENTAL 0620 - OTHER INTERGOVERNMENTAL $ SUBTOTAL $ CHARGES FOR SERVICE 0635 - OTHER CHARGES FOR SERVICES $ SUBTOTAL $ MISCELLANEOUS 0645 - INTEREST EARNINGS 0650 - MISCELLANEOUS REVENUE $ FY 2012 ACTUAL 4,531,883 4,531,883 FY 2013 ADOPTED $ $ 286,207 $ 286,207 $ $ SUBTOTAL $ 9,657 77,490 87,147 ALL REVENUES $ OTHER FINANCING SOURCES 0680 - TRANSFERS IN $ ALL OTHER FINANCING SOURCES $ TOTAL SOURCES $ 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 2013 REVISED 4,597,203 4,597,203 $ $ 236,226 $ 236,226 $ FY 2013 FORECAST 4,597,203 4,597,203 236,226 $ 236,226 $ $ $ 8,774 47,369 56,143 4,905,237 $ 4,889,572 $ 4,889,572 240,338 240,338 $ $ - $ $ 5,145,575 $ 4,889,572 $ $ $ $ 8,774 $ 47,369 56,143 $ REVISED VS ADOPTED VAR % FY 2014 ADOPTED 4,597,203 4,597,203 $ $ 4,597,203 4,597,203 $ $ - 0.0% 0.0% 260,401 $ 260,401 $ 236,226 236,226 $ $ - 0.0% 0.0% $ 7,912 242,291 250,203 $ $ 7,912 47,369 55,281 $ (862) (862) -9.8% 0.0% -1.5% $ 5,107,807 $ 4,888,710 $ (862) 0.0% - $ $ - $ $ - $ $ - N/A N/A 4,889,572 $ 5,107,807 $ 4,888,710 $ (862) 0.0% 105,130 4,580 50,165 3,610 (4,273) 26,870 186,082 11.6% 69.6% 12.3% 64.9% -4.5% 12.1% 12.8% 817,137 $ 4,872 370,394 (101,640) 295,729 1,386,492 $ 926,362 $ 6,580 443,930 1,950 (101,166) 228,903 1,506,559 $ 907,515 $ 6,580 409,207 5,560 (94,299) 222,036 1,456,599 $ 902,609 $ 3,605 407,112 4,537 (92,008) 168,422 1,394,277 $ 802,385 $ 2,000 359,042 1,950 (90,026) 195,166 1,270,517 $ SUBTOTAL $ 54,224 $ 111,995 22,679 2,451 191,349 $ 66,702 $ 165,765 2,536 235,003 $ 66,702 $ 165,765 2,536 235,003 $ 58,696 $ 137,180 6,296 202,172 $ 71,708 $ 160,000 61,984 (764) 13,491 306,419 $ (5,006) -7.5% 5,765 3.5% (61,984) N/A 764 N/A (10,955) -432.0% (71,416) -30.4% SERVICES 0812 - OTHER SERVICES $ 0820 - RENT & OPERATING LEASES 0825 - REPAIRS AND MAINTENANCE 0839 - INTERNAL SERVICE CHARGES 0841 - TRAVEL 0842 - EDUCATION AND TRAINING 0843 - POSTAGE/FREIGHT/SHIPPING 0850 - UTILITIES 0872 - SERVICES-ALLOCATION OUT 0873 - SERVICES-ALLOCATION IN SUBTOTAL $ 4,579,270 $ 17,482 284,400 367,933 554 2,279 319 12,346 4,038 5,268,621 $ 4,763,186 $ 32,820 430,000 1,129,547 13,960 100 18,000 (738,255) 618 5,649,976 $ 4,817,018 $ 32,820 430,000 1,129,547 13,960 100 18,000 (738,255) 618 5,703,808 $ 4,626,447 $ 32,820 221,754 1,128,719 13 10,046 260 16,743 (738,419) 423 5,298,806 $ 4,976,443 $ 31,105 396,000 1,464,889 7,360 100 18,000 (335) 5,917 6,899,479 $ (159,425) -3.3% 1,715 5.2% 34,000 7.9% (335,342) -29.7% N/A 6,600 47.3% 0.0% 0.0% (737,920) -100.0% (5,299) -857.4% (1,195,671) -21.0% CAPITAL 0915 - BUILDINGS AND IMPROVEMENTS $ 0920 - CAPITAL EQUIPMENT 0930 - VEHICLES & CONSTRUCTION EQUIP 0950 - DEBT SERVICE SUBTOTAL $ - $ 223,794 742 224,536 $ 20,000 $ 31,500 51,500 $ 20,000 $ 31,500 51,500 $ 20,000 $ 221,520 241,520 $ 1,500,000 $ 1,500,000 $ (1,480,000) ####### 31,500 100.0% N/A N/A (1,448,500) ####### ALL EXPENDITURES $ 7,070,998 $ 7,443,038 $ 7,446,910 $ 7,136,775 $ 9,976,415 $ (2,529,505) OTHER FINANCING USES 0880 - TRANSFERS OUT $ ALL OTHER FINANCING USES $ 5,500 $ 5,500 $ - $ - $ - $ - $ - $ - $ - $ - $ TOTAL USES $ 7,076,498 $ 7,443,038 $ 7,446,910 $ 7,136,775 $ 9,976,415 $ SUPPLIES 0801 - GENERAL SUPPLIES 0803 - FUEL 0804 - NON-CAPITAL EQUIPMENT 0805 - SUPPLIES-ALLOCATION OUT 0806 - SUPPLIES-ALLOCATION IN $ 991 (2,529,505) -34.0% N/A N/A -34.0% Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sources and Uses by Fund and Function FY 2012 ACTUAL FUND / FUNCTION CLASS 100 GENERAL OPERATING NON-RECURRING $ FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST REVISED VS ADOPTED VAR % FY 2014 ADOPTED - $ - $ 132,369 $ 132,369 $ 132,369 $ 132,369 $ 175,732 $ 172,126 347,858 $ 132,369 $ 132,369 $ $ FUND TOTAL SOURCES $ 580 SOLID WASTE MANAGEMENT OPERATING $ NON-RECURRING FUND TOTAL SOURCES $ 4,719,167 $ 4,719,167 $ 4,757,203 $ 4,757,203 $ 4,757,203 $ 4,757,203 $ 4,758,811 $ 4,758,811 $ 4,756,341 $ 4,756,341 $ 239,787 $ 186,621 426,408 $ - $ - $ - $ - $ - $ 1,138 1,138 $ - $ - $ DEPARTMENT OPERATING TOTAL SOURCES $ DEPARTMENT NON-RECURRING TOTAL SOURCES $ DEPARTMENT TOTAL SOURCES $ 100 GENERAL OPERATING $ NON-RECURRING FUND TOTAL USES $ 290 WASTE TIRE OPERATING $ NON-RECURRING FUND TOTAL USES $ 580 SOLID WASTE MANAGEMENT OPERATING $ NON-RECURRING FUND TOTAL USES $ 4,958,954 $ 186,621 $ 5,145,575 $ 4,889,572 $ - $ 4,889,572 $ 4,889,572 $ - $ 4,889,572 $ 4,934,543 $ 173,264 $ 5,107,807 $ 4,888,710 $ - $ 4,888,710 $ FUND TOTAL SOURCES $ 290 WASTE TIRE OPERATING DEPARTMENT OPERATING TOTAL USES $ DEPARTMENT NON-RECURRING TOTAL USES $ DEPARTMENT TOTAL USES $ - $ - $ 2,318,423 $ 376,500 2,694,923 $ 2,318,423 $ 376,500 2,694,923 $ 2,195,122 $ 376,500 2,571,622 $ 3,214,099 $ 2,013,984 5,228,083 $ 4,638,470 $ 4,638,470 $ 4,748,115 $ 4,748,115 $ 4,748,115 $ 3,872 4,751,987 $ 4,563,493 $ 1,660 4,565,153 $ 4,748,332 $ 4,748,332 $ 2,246,322 $ 191,706 2,438,028 $ - $ - $ - $ - $ - $ - $ - $ - $ 6,884,792 $ 191,706 $ 7,076,498 $ 7,066,538 $ 376,500 $ 7,443,038 $ 7,066,538 $ 380,372 $ 7,446,910 $ 6,758,615 $ 378,160 $ 7,136,775 $ 7,962,431 $ 2,013,984 $ 9,976,415 $ (862) (862) (862) (862) 0.0% N/A 0.0% 0.0% 0.0% N/A N/A N/A 0.0% N/A 0.0% (895,676) -38.6% (1,637,484) -434.9% (2,533,160) -94.0% (217) 3,872 3,655 - 0.0% 100.0% 0.1% N/A N/A N/A (895,893) -12.7% (1,633,612) -429.5% (2,529,505) -34.0% Staffing by Program and Activity FY 2012 FY 2013 ADOPTED ADOPTED 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 REVISED TO ADOPTED FY 2013 FY 2013 FY 2014 REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 2.00 1.80 1.80 1.80 1.80 1.80 1.80 2.70 2.70 .90 .90 50.0% 50.0% 9.00 7.00 10.50 26.50 28.50 12.00 10.50 3.70 26.20 28.00 9.20 13.40 3.60 26.20 28.00 9.20 13.40 3.60 26.20 28.00 7.75 9.15 3.40 20.30 23.00 (1.45) (4.25) (.20) (5.90) (5.00) (15.8%) (31.7%) (5.6%) (22.5%) (17.9%) Staffing by Market Range Title MARKET RANGE TITLE Construction Maintenance Supv Director - Solid Waste Engineering Associate Engineering Technician Equipment Operator Executive Assistant Field Operations Supervisor Finance/Business Analyst Heavy Equipment Operator Materials Inventory Specialist Office Assistant Office Assistant Specialized Operations/Program Manager Program Coordinator Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 2.00 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 1.00 N/A 1.00 1.00 1.00 0.0% 3.00 3.00 3.00 3.00 2.00 (1.00) (33.3%) 1.00 N/A 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 0.0% 4.00 4.00 3.00 3.00 3.00 0.0% 14.00 12.00 13.00 13.00 9.00 (4.00) (30.8%) 1.50 2.00 2.00 2.00 2.00 0.0% 1.00 1.00 1.00 1.00 1.00 0.0% 1.00 1.00 1.00 1.00 0.0% 1.00 N/A 28.50 28.00 28.00 28.00 23.00 (5.00) (17.9% ) 992 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling Staffing by Fund DEPARTMENT/FUND 100 GENERAL 290 WASTE TIRE 580 SOLID WASTE MANAGEMENT Department Total FY 2012 FY 2013 FY 2013 FY 2013 FY 2014 REVISED TO ADOPTED ADOPTED ADOPTED REVISED FORECAST ADOPTED VARIANCE VAR % 26.00 26.00 26.00 21.00 (5.00) (19.2%) 10.50 2.00 2.00 2.00 2.00 0.0% 18.00 N/A 28.50 28.00 28.00 28.00 23.00 (5.00) (17.9% ) Significant Variance Analysis Waste Resources and Recycling is experiencing lower demand for Transfer Station services. As a result, the Department is reducing the hours of operation at its Transfer Stations for FY 2014. With a reduction in hours of operations, the Department will reduce its work force by 5 full-time equivalents which include: 4 Transfer Station Attendant positions and 1 Equipment Operator position. General Adjustments The Waste Resources and Recycling budget for FY 2014 includes the full Risk Management charges within the General Fund (100) operating budget. The Waste Tire Fund (290) is dedicated to revenues and expenditures related to Waste Tire Collection and Recycling. Base Adjustments: General Fund (100)  Increase Regular Benefits by $3,769 for the impact of changes in retirement contribution rates.  Increase in Internal Services Charges by $738,255 is due to increased cost in Risk Management charges that had been budgeted for centrally.  Increase Other Benefits and Internal Service Charges by $310,340 for the impact of the changes in Risk Management charges. Waste Tire Fund (290)  Increase Regular Benefits by $217 for the impact of changes in retirement contribution rates. 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 and State regulations Percent of waste tires collected that are properly disposed in accordance with Arizona Statute Percent of waste tons collected that was recycled FY 2012 ACTUAL 90.0% FY 2013 FY 2013 REVISED FORECAST 90.0% 90.0% FY 2014 ADOPTED 90.0% REV VS ADOPTED VAR % 0.0% 0.0% 100.0% 100.0% 100.0% 100.0% 0.0% 0.0% 26.6% 20.0% 29.1% 24.0% 4.0% 20.0% 993 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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. Measure Type Result Output Demand Efficiency Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED 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% Number of closed landfills requiring 10 10 10 10 0.0% maintenance Total activity expenditure per closed landfill $ 111,080.10 $ 113,415.60 $ 107,047.90 $ 252,422.60 $(139,007.00) -122.6% maintained Revenue 580 - SOLID WASTE MANAGEMENT TOTAL SOURCES $ $ 100 - GENERAL 580 - SOLID WASTE MANAGEMENT TOTAL USES $ 44,330 44,330 $ $ - $ $ - $ $ - $ $ - N/A N/A Expenditure 1,110,801 $ 1,110,801 $ 1,134,156 $ 1,134,156 $ 1,070,479 $ 1,070,479 $ 2,524,226 $ 2,524,226 $ (1,390,070) $ (1,390,070) -122.6% N/A -122.6% Activity Narrative: The FY 2014 budget supports the Department in maintaining all of the County’s closed landfills. The FY 2014 expenditures include new safety equipment and a sheep’s foot roller for compacting green waste for landfill capping. The expenditures are increasing from FY 2013 Revised to FY 2014 due to one-time funding for the Gilbert Landfill Drainage construction. 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. 994 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2014 Adopted Budget 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 2012 ACTUAL 100.0% $ FY 2013 FY 2013 REVISED FORECAST 100.0% 100.0% FY 2014 ADOPTED 100.0% REV VS ADOPTED VAR % 0.0% 0.0% 54,461 54,000 53,192 54,000 - 0.0% 54,461 54,000 53,192 54,000 - 0.0% 84.20 $ 87.04 $ 84.84 $ 87.35 $ (0.31) -0.4% Revenue 290 - WASTE TIRE TOTAL SOURCES $ 4,715,766 $ 4,715,766 $ 4,748,429 $ 4,748,429 $ 4,753,811 $ 4,753,811 $ 4,748,429 $ 4,748,429 $ $ 290 - WASTE TIRE TOTAL USES $ 4,585,582 $ 4,585,582 $ 4,700,322 $ 4,700,322 $ 4,512,825 $ 4,512,825 $ 4,716,811 $ 4,716,811 $ $ - 0.0% 0.0% Expenditure (16,489) (16,489) -0.4% -0.4% Activity Narrative: FY 2014 revenues from the State of Arizona for tire disposal are expected to stay constant from FY 2013 Revised. Expenditures are increasing slightly due to allocations from personnel and central cost services. The FY 2014 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. Mandates: A.R.S. §49-741 requires the County to 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 Measure FY 2012 FY 2013 FY 2013 FY 2014 REV VS ADOPTED Description ACTUAL REVISED FORECAST ADOPTED VAR % Percent of waste tons collected that was 26.6% 20.0% 29.1% 24.0% 4.0% 20.0% recycled Number of Maricopa County residents served 31,990 20,000 27,953 25,000 5,000 25.0% Number of waste tons collected 3,078 2,000 2,829 2,500 500 25.0% Number of Maricopa County residents 31,990 20,000 27,829 25,000 5,000 25.0% requesting services Total activity expenditure per Maricopa County $ 30.50 $ 55.28 $ 38.34 $ 46.23 $ 9.05 16.4% resident served Revenue 100 - GENERAL 580 - SOLID WASTE MANAGEMENT TOTAL SOURCES $ $ 375,822 375,822 $ 132,369 132,369 $ 975,593 975,593 $ 1,105,619 $ 1,105,619 $ $ 347,858 1,138 348,996 $ $ 132,369 132,369 $ $ - 0.0% N/A 0.0% Expenditure 100 - GENERAL 580 - SOLID WASTE MANAGEMENT TOTAL USES $ $ $ 1,071,662 $ 1,071,662 $ 1,155,761 $ 1,155,761 $ $ (50,142) (50,142) -4.5% N/A -4.5% Activity Narrative: The FY 2014 expenditures include several one-time items such as: Cave Creek and Morristown access road repairs for $100,000, Rainbow Valley transfer station rust remediation for $46,000 and Americans with Disabilities Act compliance upgrades and permitting at various transfer stations for $120,000. As a result, the one-time items increased expenditures for the FY 2014 budget. In addition, the number of residents requesting services from Transfer Stations are decreasing. Vehicle 995 Department Strategic Plans and Budgets Waste Resources and Recycling Maricopa County Annual Business Strategies FY 2014 Adopted Budget and equipment replacements for this activity have been included in the General Fund, Non Recurring Non Project budget in Non Departmental. Appropriated Budget Reconciliations General Fund (100) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 2,318,423 $ 132,369 FY 2013 Revised Budget $ 2,318,423 $ 132,369 FY 2014 Budget Target $ 2,318,423 $ 132,369 $ 3,769 $ 3,769 593,784 $ 738,255 63,037 (207,508) (12,217) $ (12,217) - $ 2,903,759 $ 25.2% 132,369 0.0% $ 310,340 $ 310,340 - $ 3,214,099 $ 38.6% 132,369 0.0% Adjustments: Employee Retirement and Benefits Retirement Contributions Base Adjustments Internal Service Charges Personnel Savings Other Reductions Budget Balancing Budget Balancing Adjustment for Chairman's Budget Agenda Item: $ $ FY 2014 Tentative Budget Percent Change from Target Amount Adjustments: Base Adjustments Internal Service Charges Agenda Item: FY 2014 Adopted Budget Percent Change from Target Amount 996 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling General Fund (100) (continued) Expenditures Revenue NON RECURRING NON PROJECT FY 2013 Adopted Budget Adjustments: Non Recurring Transfer from General to Solid Waste Management Fund - $ 1,141 $ 1,141 - $ 377,641 $ - $ (377,641) $ (1,141) (376,500) - $ - $ - $ 2,513,984 $ 2,513,984 - $ 2,513,984 $ - $ (500,000) $ (500,000) - $ 2,013,984 $ - C-18-13-034-2-00 Agenda Item: C-18-13-034-2-00 FY 2014 Budget Target Adjustments: Agenda Item: Base Adjustments Other Base Adjustments Gilbert Landfill Drainage Construction Cave Creek Access Road Morristown Access Road Rainbow Valley Rust Remediation Rainbow Valley, Hassayampa & Aguila ADA Permitting and Construction Surveying/Topographic Mapping Queen Creek Well/Pump Replacements Water Truck Rental Hand Held Radios Sheeps Foot Roller Hydraulic Unit Water Level Recorder Tape $ 2,000,000 50,000 50,000 46,000 120,000 50,000 100,000 36,000 47,986 4,999 4,999 4,000 FY 2014 Tentative Budget Adjustments: Base Adjustments Other Base Adjustments Gilbert Landfill Drainage Construction 376,500 $ Agenda Item: FY 2013 Revised Budget Adjustments: Non Recurring Transfer from General to Solid Waste Management Fund Other Non-Recurring $ Agenda Item: $ FY 2014 Adopted Budget (500,000) Waste Tire Fund (290) Expenditures Revenue OPERATING FY 2013 Adopted Budget $ 4,748,115 $ 4,757,203 FY 2013 Revised Budget $ 4,748,115 $ 4,757,203 FY 2014 Budget Target $ 4,748,115 $ 4,757,203 $ 217 $ 217 - $ - (862) (862) 4,748,332 $ 0.0% 4,756,341 0.0% Adjustments: Employee Retirement and Benefits Retirement Contributions General Revenues Interest Revenue Agenda Item: $ FY 2014 Adopted Budget Percent Change from Target Amount $ 997 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Department Strategic Plans and Budgets Waste Resources and Recycling Waste Tire Fund (290) Fund Balance Summary FY 2012 ACTUAL FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECAST FY 2014 ADOPTED Beginning Spendable Fund Balance $ 1,103,319 $ 1,309,421 $ 1,309,421 $ 1,184,026 $ 1,377,684 Sources: Operating Total Sources: $ $ 4,719,167 4,719,167 $ $ 4,757,203 4,757,203 $ $ 4,757,203 4,757,203 $ $ 4,758,811 4,758,811 $ $ 4,756,341 4,756,341 $ $ $ 4,563,493 1,660 4,565,153 $ $ 4,748,115 3,872 4,751,987 $ $ 4,748,115 4,748,115 $ $ 4,638,470 4,638,470 $ 4,748,332 4,748,332 Structural Balance $ 80,697 $ 9,088 $ 9,088 $ 195,318 $ 8,009 Accounting Adjustments $ 10 $ - $ - $ - $ - Ending Spendable Fund Balance: Restricted Total Ending Spendable Fund Balance $ $ 1,184,026 1,184,026 $ $ 1,318,509 1,318,509 $ $ 1,314,637 1,314,637 $ $ 1,377,684 1,377,684 $ $ 1,385,693 1,385,693 Uses: Operating Non-Recurring Total Uses: 998 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 that 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. 999 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program The CIP spans a five-year period beginning with Fiscal Year 2014 and ending Fiscal Year 2018. The total anticipated cost for projects presented in the FY 2014 CIP is $1.15 billion. CAPITAL IMPROVEMENT PROGRAM FY 2014 through FY 2018 ALL FUNDS $455,972,020 $375,315,137 $144,957,676 FY2014 FY2015 $92,450,225 $88,928,175 FY2016 FY2017 FY2018 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 48.6% of the total. General Government Projects, including Technology, make up the second largest portion of the Capital Improvement Program, at 29.3% of the total. The remaining 22.1% encompasses funding for Transportation Projects (Highways and Streets) and Culture and Recreation. Uses of Capital Funds - FY 2014 $375,315,137 General Government 28.8% Culture & Recreation 0.2% Public Safety 48.9% Highways & Streets 22.0% 1000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 2013 Capital Improvement Program. FY 2014 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 2013 THROUGH FY 2017 ADOPTED FY 2014 THROUGH FY 2018 (Increase)/ Decrease 124,999 $ 209,661,967 233,701,535 443,488,501 $ 127,500 $ 236,237,250 279,266,054 515,630,804 $ (2,501) (26,575,283) (45,564,519) (72,142,303) $ 345,432,960 $ 124,512,503 41,426,549 511,372,012 $ 369,035,201 $ 204,871,669 68,085,559 641,992,429 $ (23,602,241) (80,359,166) (26,659,010) (130,620,417) TOTAL MARICOPA COUNTY $ 954,860,513 $ 1,157,623,233 $ (202,762,720) 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 $68,085,559 5.88% Technology Capital Improvement Fund $279,266,054 24.12% Intergovernmental Capital Projects Fund $127,500 0.01% Detention Fund $204,871,669 17.70% Transportation Capital Fund $369,035,201 31.88% General Fund County Improvement Fund $236,237,250 20.41% 1001 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Capital Projects Budget The capital projects budget is Year 1 of the Five-Year Capital Improvement Program. The FY 2014 Maricopa County Capital Projects Adopted budget is $375 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 2013 expenditures are shown in the table below. CAPITAL BUDGET BY FUND FUND FY 2013 ADOPTED FY 2013 REVISED FY 2013 FORECASTED FY 2014 ADOPTED General Fund 422 INTERGOVERNMENTAL CAPITAL PROJECTS $ 445 GENERAL FUND COUNTY IMPROVEMENT 460 TECHNOLOGY CAPITAL IMPROVEMENT Subtotal General Fund $ 124,999 $ 63,478,837 115,575,079 179,178,915 $ 124,999 $ 66,882,457 115,575,079 182,582,535 $ - $ 26,736,202 42,716,547 69,452,749 $ 127,500 51,076,289 162,185,773 213,389,562 Special Revenue 234 TRANSPORTATION CAPITAL PROJECT $ 455 DETENTION CAPITAL PROJECTS 461 DETENTION TECHNOLOGY IMPROVEMENT Subtotal Special Revenue $ 103,932,010 $ 66,512,503 37,174,214 207,618,727 $ 103,932,010 $ 66,512,503 39,674,214 210,118,727 $ 86,123,718 $ 16,977,403 2,468,734 105,569,855 $ 82,089,011 20,775,000 59,061,564 161,925,575 TOTAL MARICOPA COUNTY $ 386,797,642 $ 392,701,262 $ 175,022,604 $ 375,315,137 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. The Sheriff’s Headquarters’ leased space was previously fully funded through the general fund; however, the on-going operations and maintenance of the newly constructed facility will be shared by the detention fund, realizing a future savings to the general fund in on-going operating costs. 1002 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program NEW FACILITY OPERATING AND MAINTENANCE COST IMPACT FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 GENERAL FUND PROJECTS Maricopa Regional Trail System $ 113,983 $ 124,256 $ 117,478 $ 117,477 $ 119,562 Sheriff's Headquarters Project (182,122) (161,367) (139,560) (116,648) (92,574) General Fund Total $ (68,139) $ (37,111) $ (22,082) $ 829 $ 26,988 NEW FACILITY OPERATING AND MAINTENANCE COST IMPACT FY 2014 DETENTION FUND PROJECTS Sheriff's Headquarter Project $ Detention Fund Subtotal $ FY 2015 587,500 $ 587,500 $ 587,500 $ 1,175,000 $ 1003 FY 2016 587,500 $ 587,500 $ FY 2017 587,500 $ 587,500 $ FY 2018 587,500 587,500 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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. 1004 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Project Detail One capital project is budgeted for support from the Intergovernmental Capital Projects Fund (422), nine (9) projects are moving forward in FY 2014 with support from the General Fund (445), and three (3) capital projects in the Detention Capital Project Fund (455). The projects are as follows: Previous Actuals 422 INTERGOVERNMENTAL CAP PROJ MARICOPA REGIONAL TRAIL SYSTEM Projected FY 2013 Year 1 FY 2014 Year 2 FY 2015 Year 3 FY 2016 Year 4 FY 2017 Year 5 FY 2018 5-Year Total Total Project $ 996,937 $ - $ - $ - $ - $ - $ - $ - $ 996,937 TOTAL FUND 422 $ 50,001 1,046,938 $ - $ 127,500 127,500 $ - $ - $ - $ - $ 127,500 127,500 $ 177,501 1,174,438 Previous Actuals 2,216,874 $ 202,475,085 2,740,332 7,375,134 37,709 214,845,134 $ Projected FY 2013 7,245,141 $ 1,537,220 2,000,855 388,892 1,830,534 10,423,405 150,000 75,000 23,651,047 $ Year 1 FY 2014 915,002 $ 3,411,526 9,229,539 671,440 4,135,324 25,665,021 3,884,060 3,102,086 62,291 51,076,289 $ - $ 8,200,127 352,500 73,267,479 94,700,000 176,520,106 $ 5-Year Total 915,002 $ 3,411,526 9,229,539 7,039,749 1,870,776 8,601,897 352,500 4,135,324 25,665,021 3,884,060 3,102,086 62,291 73,267,479 94,700,000 236,237,250 $ Total Project 10,377,017 207,423,831 11,230,394 7,039,749 5,000,000 8,601,897 352,500 5,965,858 43,463,560 4,034,060 3,177,086 100,000 73,267,479 94,700,000 474,733,431 Year 5 FY 2018 5-Year Total Total Project - $ 587,500 183,509,169 184,096,669 $ - $ 2,410,000 3,365,000 15,000,000 587,500 183,509,169 204,871,669 $ 28,391,973 2,735,000 3,715,000 30,000,000 587,500 183,509,169 248,938,642 VULTURE MOUNTAIN STUDY 445 GENERAL FUND CTY IMPROV CLERK OF SUP COURT REMODEL $ COURT TOWER EAST COURT IMPROVEMENTS ELECTIONS RESERVE MARICOPA REGIONAL TRAIL SYSTEM PROJECT RESERVE COURT TOWER PROJECT RESERVE MCSO HQ SECURITY BUILDING SHERIFF HQ PROJECT SOUTHWEST JUSTICE COURTS SWAT COVERED PARKING VULTURE MOUNTAIN RESERVES OTHER TOTAL FUND 445 $ 455 DETENTION CAPITAL PROJECTS COURT TOWER $ FOURTH AVENUE JAIL PROJECTS LOWER BUCKEYE JAIL PROJECTS SHERIFF HQ PROJECT PROJECT RESERVE - SHERIFF'S HQ MM PROJECT RESERVE TOTAL FUND 455 $ Previous Actuals Projected FY 2013 28,391,973 $ 28,391,973 $ Year 1 FY 2014 - $ 325,000 350,000 15,000,000 15,675,000 $ Year 2 FY 2015 Year 3 FY 2016 - $ 7,039,749 582,886 7,622,635 $ Year 2 FY 2015 - $ 2,410,000 3,365,000 15,000,000 20,775,000 $ Year 3 FY 2016 - $ - $ Recently Completed Projects Previous Actuals ALL CAPITAL FUNDS MCSO Crime Lab Relocation $ Chambers Sw ing Space Remodel South Court Tow er Old Courthouse Remodel/Rehabilitation Southeast Facility Remodel Energy Conservation Projects Board of Supervisors Audio/Visual Upgrade $ Projected FY 2013 4,206,938 $ Total Project - $ Completion 4,206,938 Sep-11 Feb-12 2,045,860 - 2,045,860 325,643,120 4,948,746 330,591,866 Jun-12 1,897,024 153,281 2,050,305 Aug-12 1,676,718 808,438 2,485,156 Feb-13 25,899,116 3,436,843 29,335,959 Mar-13 979,453 May-13 - TOTAL $ 361,368,775 $ 979,453 $ 10,326,761 $ $ 371,695,536 1005 Year 4 FY 2017 - $ 503,807 401,770 905,577 $ Year 5 FY 2018 - $ 112,643 112,643 $ Year 4 FY 2017 - $ - $ - $ - $ Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 Clerk of the Superior Court July, 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. The first phase has been completed and the final phase is underway. 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, 2014, Facilities Management will meet the increasing demands for public works services by constructing 85% of County facilities improvement projects planned to be completed on time. Strategic Plan Programs Supported  Capital Facilities Development Strategic Plan Activities Supported  Facility Construction Management 1006 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Result Measures FY 2012 Actual RESULT MEASURE Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer FY 2013 Forecast 93% FY 2014 Projected with Capital Improvement 93% 93% Funding/Cost Summary CLERK OF SUP COURT REMODEL Previous Actuals 445 - GENERAL FUND CTY IMPROV $ 2,216,874 $ Project Total $ 2,216,874 $ Projected FY 2013 7,245,141 $ 7,245,141 $ Year 1 Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 915,002 $ - $ - $ - $ - $ 915,002 $ - $ - $ - $ - $ 5-Year Total 915,002 $ 915,002 $ 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. 1007 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Court Tower Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program 175 W. Madison Street - Phoenix 5 Facilities Management None February, 2012 - Completed 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 30, 2014, 85% of the Superior Court users surveyed agree that the Court treats its customers with fairness, equality and respect. By June 30, 2014, 90% of the Superior Court users surveyed agree that the Court is accessible. Strategic Plan Programs Supported  Criminal Justice  Felony Adjudication Strategic Plan Activities Supported 1008 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 COURT TOWER 440 - FINANCING SERIES 2007 $ 441 - FINANCING SERIES 2008 445 - GENERAL FUND CTY IMPROV 455 - DETENTION CAPITAL PROJECTS Project Total $ Previous Actuals 48,269,919 $ 46,506,143 202,475,085 28,391,973 325,643,120 $ Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total $ 1,537,220 1,537,220 $ $ 3,411,526 3,411,526 $ 1009 - $ - $ - $ - $ - $ - $ - $ - $ $ 3,411,526 3,411,526 $ Total Project 48,269,919 46,506,145 207,423,829 28,391,973 330,591,866 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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, 2015 Project Description This project provides for the demolition and asbestos abatement on Floors 6-9 of the East Court Building. It includes the design and build out of the 6th floor after abatement. This is the final abatement required in the East Court Building, which was constructed in 1965. It will result in open shelled space for three additional floors 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 Strategic Plan Activities Supported  Facility Construction Management Results Measures FY 2012 Actual RESULT MEASURE Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer FY 2014 Projected with Capital Improvement FY 2013 Forecast 93% 93% 93% Funding/Cost Summary EAST COURT IMPROVEMENTS GENERAL FUND CTY IMPROV $ Project Total $ Previous Projected Actuals - $ - $ FY 2013 2,000,855 $ 2,000,855 $ Year 1 Year 2 FY 2014 9,229,539 $ 9,229,539 $ Year 3 FY 2015 1010 Year 4 FY 2016 - $ - $ Year 5 FY 2017 - $ - $ 5-Year FY 2018 - $ - $ - $ - $ Total 9,229,539 $ 9,229,539 $ Total Project 11,230,394 11,230,394 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Fourth Avenue Jail Projects Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program 201 S. Fourth Avenue 5 Facilities Management Sheriff’s Office June, 2014 Project Description There are two adopted projects regarding jail improvements that will occur at the Fourth Avenue Jail. One is for cell door release modifications to upgrade obsolete components of the door release mechanism to current standards, and the other is to create safe cells to convert two cells to specialty segregated population requirements. Both these projects will also be occurring at the Lower Buckeye Jail. 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 Strategic Plan Activities Supported  Facility Construction Management Result Measures FY 2012 Actual RESULT MEASURE Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer FY 2013 Forecast 93% FY 2014 Projected with Capital Improvement 93% 93% Funding/Cost Summary Previous FOURTH AVENUE JAIL 5030 - Flat Cell Conversion $ 5031 - Cell Door Release 455 - Detention Capital Project Total $ Projected Actuals - $ - $ Year 1 Year 2 Year 3 Year 4 Year 5 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 75,000 $ 215,000 $ 250,000 2,195,000 325,000 $ 2,410,000 $ - $ - $ - $ - $ 1011 5-Year Total 215,000 $ 2,195,000 2,410,000 $ Total Project 290,000 2,445,000 2,735,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Lower Buckeye Jail Projects Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program 3250 W. Lower Buckeye Rd. 5 Facilities Management Sheriff’s Office June, 2014 Project Description There are two adopted projects regarding jail improvements that will occur at the Lower Buckeye Jail. One is for cell door release modifications to upgrade obsolete components of the door release mechanism to current standards and the other is to create safe cells by converting eight cells to specialty segregated population requirements. Both these projects will also be occurring at the Fourth Avenue Jail. 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 Strategic Plan Activities Supported  Facility Construction Management Result Measures FY 2012 Actual RESULT MEASURE Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer FY 2013 Forecast 93% FY 2014 Projected with Capital Improvement 93% 93% Funding/Cost Summary Previous LOWER BUCKEYE JAIL 5023 - Flat Cell Conversion $ 5022 - Cell Door Release 455 - Detention Capital Project Total $ Projected Actuals - $ - $ FY 2013 250,000 $ 100,000 350,000 $ Year 1 Year 2 Year 3 Year 4 Year 5 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 2,305,000 $ 1,060,000 3,365,000 $ - $ - $ - $ - $ 1012 5-Year Total 2,305,000 $ 1,060,000 3,365,000 $ Total Project 2,555,000 1,160,000 3,715,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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, 2017 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, tourism 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 in 2004. Early funding was utilized to purchase State trust land. In 2007, 8.8 miles of trail was built to link Spur Cross Ranch Conservation Area and Cave Creek Regional Park. Another 8 miles of trail was built in the area east of Anthem along Rodger Creek to connect to Cave Creek Park in 2008. In 2009, the County continued to build trails connecting Lake Pleasant to Anthem at Interstate 17. Parks completed the trail connecting Lake Pleasant to Anthem at Interstate 17 and built trailheads at Lake Pleasant, 7th Street and Linda Lane, and on the Flood Control District McMicken Dam in 2011. Parks also built one mile of trail on the west end of South Mountain Park. In 2012, Parks provided a connection from White Tank Mountain Park to McMicken Dam and outfall components connecting Queen Creek and Sonoqui Wash. In 2013, Parks completed 12.4 miles of trail in Tempe and the Town of Guadalupe. Parks also began work with the US Corps of Engineers to design a trailhead at Tres Rios and 115th Avenue. In 2014, Parks plans to build 21.2 miles of trail. 1013 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 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.  By the end of FY 2014, 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 Park Support Strategic Plan Activities Supported   Recreation Activity Development Activity Result Measures FY 2012 Actual 18.4% 89.4% RESULT MEASURE Percent Increase in Trail Miles over Previous Year Percent of Trail Enhancement Projects Completed FY 2013 Forecast 18.4% 87.3% FY 2014 Projected with Capital Improvement 20.7% 100.0% Funding/Cost Summary Previous MARICOPA REGIONAL TRAIL INTERGOVERNMENTAL CAP PROJ GENERAL FUND CTY IMPROV Project Total $ Actuals 996,937 2,740,332 3,737,269 $ Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total 388,892 388,892 $ 671,440 671,440 $ 582,886 582,886 $ 1014 503,807 503,807 $ 112,643 112,643 $ - $ 1,870,776 1,870,776 $ Total Project 996,937 5,000,000 5,996,937 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Operating Cost Summary Year 1 FY2014 FY 2013 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Total $ Year 2 FY 2015 Year 3 FY 2016 Year 4 FY 2017 Year 5 FY 2018 154,620 $ 600,000 754,620 $ 162,351 $ 500,000 662,351 $ 170,469 $ 500,000 670,469 $ 178,992 $ 200,000 378,992 $ 187,942 $ 200,000 387,942 $ 191,701 200,000 391,701 - $ 256,334 $ 520,000 776,334 $ 274,725 $ 520,000 794,725 $ 283,249 $ 213,221 496,470 $ 292,198 $ 213,221 505,419 $ 298,042 213,221 511,263 (154,620) $ (600,000) (754,620) $ 93,983 $ 20,000 113,983 $ 104,256 $ 20,000 124,256 $ 104,257 $ 13,221 117,478 $ 104,256 $ 13,221 117,477 $ 106,341 13,221 119,562 $ 1015 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Security Building Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program 234 N. Central Ave - Phoenix 5 Facilities Management None March, 2014 Project Description This project includes the build-out of 1st and 2nd floor, mezzanine, 8th, and 9th floor space in the historic Security Building. The first phase of the project will be to build out the 1st and 2nd 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 Strategic Plan Activities Supported  Facility Construction Management Results Measures FY 2012 Actual RESULT MEASURE Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer FY 2014 Projected with Capital Improvement FY 2013 Forecast 93% 93% 93% Funding/Cost Summary SECURITY BUILDING TENANT IMPROVEMENTS GENERAL FUND CTY IMPROV Project Total $ Previous Projected Actuals - $ FY 2013 1,830,534 1,830,534 $ Year 1 Year 2 FY 2014 4,135,324 4,135,324 $ Year 3 FY 2015 1016 Year 4 FY 2016 - $ Year 5 FY 2017 - $ 5-Year FY 2018 - $ - $ Total 4,135,324 4,135,324 $ Total Project 5,965,858 5,965,858 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Sheriff’s Headquarters Project Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program 550 West Jackson Street 5 Facilities Management None February, 2014 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 Strategic Plan Activities Supported  Facility Construction Management Result Measures FY 2012 Actual RESULT MEASURE Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer FY 2014 Projected with Capital Improvement FY 2013 Forecast 93% 93% 93% Funding/Cost Summary SHERIFF HQ PROJECT 445 - GENERAL FUND CTY IMPROV $ 455 - DETENTION CAPITAL PROJECTS Project Total $ Previous Actuals 7,375,134 $ 7,375,134 $ Projected FY 2013 10,423,405 $ 15,000,000 25,423,405 $ Year 1 FY 2014 25,665,021 $ 15,000,000 40,665,021 $ Year 2 Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 FY 2018 1017 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 25,665,021 $ 15,000,000 40,665,021 $ Total Project 43,463,560 30,000,000 73,463,560 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Operating Cost Summary The overall operating maintenance of the new building is offset by the reduction in lease expense costs that would have continued had the new construction not occurred. Year 1 FY2014 FY 2013 Current Managing Dept Operating Costs Personal Services Supplies & Services Capital Outlay $ Total $ Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ Net Operating Cost Increase (post less current) Personal Services Supplies & Services Capital Outlay $ Total $ Year 2 FY 2015 Year 3 FY 2016 Year 4 FY 2017 Year 5 FY 2018 $ $ $ $ $ 989,349 1,000,272 1,030,280 1,061,189 1,093,024 1,125,815 989,349 $ 1,000,272 $ 1,030,280 $ 1,061,189 $ 1,093,024 $ 1,125,815 - $ 134,097 $ 138,120 $ 142,264 $ 146,531 $ 150,927 1,271,553 1,318,293 1,366,865 1,417,345 1,469,814 940,000 940,000 940,000 940,000 940,000 $ 2,345,650 $ 2,396,413 $ 2,449,129 $ 2,503,876 $ 2,560,741 $ (989,349) (989,349) $ 1018 134,097 $ 271,281 405,378 $ 138,120 $ 288,013 426,133 $ 142,264 $ 305,676 447,940 $ 146,531 $ 324,321 470,852 $ 150,927 343,999 494,926 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 Strategic Plan Activities Supported  Facility Construction Management Result Measures FY 2012 Actual RESULT MEASURE Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer FY 2014 Projected with Capital Improvement FY 2013 Forecast 93% 93% 93% Funding/Cost Summary SOUTHWEST CO-LOCATED JUSTICE COURTS GENERAL FUND CTY IMPROV Project Total $ Previous Projected Actuals - $ FY 2013 150,000 150,000 $ Year 1 FY 2014 3,884,060 3,884,060 $ Year 2 Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 FY 2018 1019 - $ - $ - $ 5-Year - $ Total 3,884,060 3,884,060 $ Total Project 4,034,060 4,034,060 Maricopa County Annual Business Strategies FY 2014 Adopted Budget SWAT Covered Parking Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program Durango Complex 5 Facilities Management None March, 2014 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 Strategic Plan Activities Supported  Facility Construction Management Result Measures FY 2012 Actual RESULT MEASURE Percent of new, retrofitted, renovated or remodeled facility projects delivered according to the project schedule established with the customer FY 2014 Projected with Capital Improvement FY 2013 Forecast 93% 93% 93% Funding/Cost Summary Previous SHERIFF'S COVERED PARKING GENERAL FUND CTY IMPROV Project Total $ Projected Actuals - $ FY 2013 75,000 75,000 $ Year 1 Year 2 FY 2014 3,102,086 3,102,086 $ Year 3 FY 2015 1020 Year 4 FY 2016 - $ Year 5 FY 2017 - $ 5-Year FY 2018 - $ - $ Total 3,102,086 3,102,086 $ Total Project 3,177,086 3,177,086 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Vulture Mountain Study Project Location: County District: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program Wickenburg 4 Parks & Recreation Bureau of Land Management June 30, 2014 Project Description In January 2012, the Board of Supervisors approved Maricopa County Parks and Recreation’s Vulture Mountains Cooperative Recreation Area Master Plan. This is a multi-year and phased response to the public’s desire for additional access to park lands. When complete, this will add about 71,000 acres to the County Park system. Bureau of Land Management (BLM) requires an area master plan to be completed for the area prior to any patent action and Parks submitted land patent applications to BLM in mid-2012 to secure the areas needed for trailheads and campsites. The next step is to perform an environmental assessment on these areas. Parks is also working with The Nature Conservancy’s Hassayampa River Preserve to develop a cooperative management agreement prior to accepting the Preserve as a donation. This agreement will outline the details of how the Preserve will be managed, including what new facilities may be built. Funding will be required to begin implementation of park infrastructure for Phase 1 – Hassayampa River Day Use Area. At this time, initial infrastructure costs are estimated at approximately $3,850,000 for years FY 2014 – FY 2017. Purpose Statement The purpose of the Vulture Mountain Cooperative Recreation Area project is to move forward with acquiring and managing the area as a county-managed park for both residents and visitors so they will have natural open space preserved into the future. The area is currently being managed under BLM’s multiple use philosophy, which allows mining, cattle grazing, off-highway vehicle use and a wide variety of other recreational uses in a relatively unsupervised manner. As the County continues to grow in and around the Wickenburg area, more active management will be required to preserve the integrity of the area. Protecting the area as a County-managed recreation area 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 1021 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program life and economic benefits provided by the area will be enhanced through park development and management, while preserving the unique western flavor of the community. Strategic Goals Addressed By the end of FY 2014, 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 Park Support Strategic Plan Activities Supported   Recreation Activity Development Activity Result Measures FY 2012 Actual 0.13% 28.0% RESULT MEASURE Percent Increase Regional Park Acreage over Previous Year Percent of Capital Improvement Projects Initiated FY 2014 Projected FY 2013 with Capital Forecast Improvement 0.13% 59.31% 28.0% 50.0% Funding/Cost Summary Previous VULTURE MOUNTAIN 422 - INTERGOVERNMENTAL CAP PROJ 445 - GENERAL FUND CTY IMPROV Project Total $ Actuals 50,001 37,709 87,710 $ Projected Year 1 FY 2013 - $ FY 2014 127,500 62,291 189,791 $ Year 2 Year 3 Year 4 Year 5 5-Year FY 2015 FY 2016 FY 2017 FY 2018 Total - $ - $ - $ - $ 127,500 100,000 227,500 $ Total Project 177,501 100,000 277,501 Operating Cost Summary Operational costs associated with Vulture Mountain acquisition include funding various studies/research associated with the Hassayampa River Preserve, hiring a Park Supervisor, and beginning basic installation of park amenities including picnic tables, shade structures, restroom facilities, etc. 1022 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 13 capital projects are identified as follows: 460 TECHNOLOGY CAP IMPROVEMENT BIX ROOM BYTE INFO EXCHANGE $ COMPUTER AIDED MASS APPRAISAL CONTACT CENTER SYSTEM COUNTY TELEPHONE SYSTEM ENTERPRISE DATA CENTER INFRASTRUCTURE REFRESH PHASE 1 INFRASTRUCTURE REFRESH PHASE 2 MAXIMO MAINTENANCE MGMT UPGRADE PUBLIC SAFETY RADIO SYSTEM SHERIFF HQ PROJECT IT INFRA PROJ RES ENTERPRISE TECHNOLOGY PROJECT RESERVE TOTAL FUND 455 $ 461 DETENTION TECH CAP IMPROVEMENT CHS ELECTRONIC HEALTH RECORDS $ CORR HEALTH ZONE H INFRA JAIL MGMT INFORMATION SYSTEM JAIL SECURITY SYSTEM UPGRADE PROJECT RESERVE TOTAL FUND 455 $ Previous Actuals - $ 761,887 6,550,593 8,086,000 8,848,832 11,331,450 6,042,681 41,621,443 $ Year 1 FY 2014 200,000 $ 2,421,367 1,023,801 8,371,842 14,953,400 5,841,773 24,161,230 800,000 46,177,512 10,276,315 47,958,533 162,185,773 $ Year 2 FY 2015 - $ 2,674,060 5,086,100 11,601,545 8,324,024 6,907,428 2,501,486 37,094,643 $ Projected FY 2013 Previous Actuals 876,174 $ 1,614,269 170,105 2,660,548 $ Projected FY 2013 1,110,734 $ 743,000 115,000 500,000 2,468,734 $ Year 1 FY 2014 4,018,992 $ 820,276 2,385,000 25,000,000 26,837,296 59,061,564 $ Year 2 FY 2015 3,994,100 $ 5,029,895 9,023,995 $ - $ 3,755,374 13,447,776 24,822,396 9,620,000 18,000,000 69,645,546 $ 1023 Year 3 FY 2016 Year 4 FY 2017 - $ 3,755,374 21,062,044 24,817,418 $ Year 3 FY 2016 Year 5 FY 2018 - $ 1,566,917 13,949,385 15,516,302 $ Year 4 FY 2017 - $ - $ - $ 7,101,015 7,101,015 $ Year 5 FY 2018 - $ - $ - $ - $ 5-Year Total 200,000 $ 2,421,367 1,023,801 17,449,507 28,401,176 5,841,773 24,161,230 800,000 113,112,352 10,276,315 9,620,000 65,958,533 279,266,054 $ Total Project 200,000 2,421,367 4,459,748 29,086,200 48,088,721 5,841,773 41,334,086 800,000 131,351,230 18,820,482 9,620,000 65,958,533 357,982,140 5-Year Total 8,013,092 $ 820,276 2,385,000 30,029,895 26,837,296 68,085,559 $ Total Project 10,000,000 3,177,545 2,500,000 30,700,000 26,837,296 73,214,841 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program BIX Room Byte Info Exchange Project Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: 111 S. Third Avenue Enterprise Technology None June, 2014 Project Description Conduct a study of the BIX room to determine what tasks will need to be completed to bring this area up to current County standards for power, cooling, equipment racks, cabinets and wire management. Based upon the tasks to be completed, related costs will be developed to determine the total cost of ownership to refresh the BIX room. Purpose Statement The purpose of the BIX room study project is to identify tasks and costs associated with refreshing the BIX room in order to make an accurate budget request for the Fiscal Year 2015 budget. Strategic Goals Addressed By 2014, the Office of Enterprise Technology (OET) will ensure 95% of all OET-managed County technology infrastructures will be within current lifecycle standards to meet customer demands and industry best practices. Result Measures Not applicable. Funding/Cost Summary BIX ROOM BYTE INFO EXCHANGE 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Projected Actuals FY 2013 - $ - $ Year 1 - $ - $ FY 2014 200,000 $ 200,000 $ Year 2 Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 FY 2018 1024 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 200,000 $ 200,000 $ Total Project 200,000 200,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Computer Aided Mass Appraisal Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: 301 W. Jefferson Assessor June 30, 2014 Project Description The Computer Aided Mass Appraisal (CAMA) system project will provide the initial phase investment for a new system to perform core property appraisal needs. The system will be designed to provide accurate and justifiable property values, improve customer service and accountability, allow for data exchange with other government entities and reduce risk associated with custom and/or unsupported technology. Purpose Statement The purpose of the Computer Aided Mass Appraisal (CAMA) system is to give the Assessor’s Office the functionality, tools, integration and support needed to efficiently and effectively value all ad valorum properties in Maricopa County. Strategic Goals Addressed By March 1 of each year (2011-2015) for Real Property and by August 31 of each year (2011-2015) for Business Personal Property, 100 percent of properties within Maricopa County will be fairly and equitably valued. Result Measures Not applicable. Funding/Cost Summary COMPUTER AIDED MASS APPRAISAL 460 - TECHNOLOGY CAP IMPROVEMENT Project Total $ Previous Projected Actuals FY 2013 - $ Year 1 $ - $ FY 2014 2,421,367 2,421,367 $ Year 2 Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 FY 2018 1025 - $ - $ - $ 5-Year $ - $ Total 2,421,367 $ 2,421,367 $ Total Project 2,421,367 2,421,367 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Contact Call Center Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program County Departments (21); Contact Center Agents (480) Enterprise Technology None FY 2014 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 infrastructures will be within current lifecycle standards to meet customer demands and industry best practices. Result Measures RESULT MEASURE FY 2012 Actual FY 2013 Forecast FY 2014 Projected with Capital Improvement 84.0% 77.0% 82.5% Percent of help requests resolved during reporting period Funding/Cost Summary CONTACT CENTER SYSTEM 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 2,674,060 $ 2,674,060 $ Projected FY 2013 761,887 $ 761,887 $ Year 1 FY 2014 1,023,801 $ 1,023,801 $ Year 2 Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 FY 2018 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total Total 1,023,801 $ 1,023,801 $ Project 4,459,748 4,459,748 Operating Cost Summary Year 1 FY2014 FY 2013 Post-Deployment Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - $ $ 1026 $ 494,153 494,153 $ Year 2 FY 2015 $ 879,500 879,500 $ Year 3 FY 2016 $ 543,405 543,405 $ Year 4 FY 2017 $ 907,727 907,727 $ Year 5 FY 2018 572,478 572,478 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Correctional Health Zone H Infrastructure Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Correctional Health Services Correctional Health Services Enterprise Technology FY 2014 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. The project is scheduled to be completed in early fall of 2013. 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 CORR HEALTH ZONE H INFRA 461 - DETENTION TECH CAP IMPROVEMENT $ Project Total $ Previous Actuals 1,614,269 $ 1,614,269 $ Projected FY 2013 743,000 $ 743,000 $ Year 1 Year 2 FY 2014 820,276 $ 820,276 $ Year 3 FY 2015 Operating Cost Summary Operating costs have yet to be determined. 1027 Year 4 FY 2016 - $ - $ Year 5 FY 2017 - $ - $ 5-Year FY 2018 - $ - $ - $ - $ Total 820,276 $ 820,276 $ Total Project 3,177,545 3,177,545 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Telephone System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program All County Departments/Locations Enterprise Technology All County IT Groups FY 2016 Project Description The current telephone system is a Nortel SL-100 system that includes voice mail and call center systems. The County is replacing the system with Voice Over Internet Protocol (VoIP) technology. The initial phase of the County implementation requires upgrades to the infrastructure. After the completion of the infrastructure upgrade, County buildings and campuses are being brought on to the new phone system in phases. During FY 2013, 11 departments have successfully been transitioned to the new system. The remaining departments will be transitioned by FY 2016. 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 infrastructures will be within current lifecycle standards to meet customer demands and industry best practices. Result Measures RESULT MEASURE FY 2012 Actual FY 2013 Forecast FY 2014 Projected with Capital Improvement 84.0% 77.0% 82.5% Percent of help requests resolved during reporting period Funding/Cost Summary COUNTY TELEPHONE SYSTEM 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 5,086,100 $ 5,086,100 $ Projected FY 2013 6,550,593 $ 6,550,593 $ Year 1 Year 2 Year 3 FY 2014 8,371,842 $ 8,371,842 $ FY 2015 3,755,374 $ 3,755,374 $ FY 2016 3,755,374 $ 3,755,374 $ Year 4 Year 5 FY 2017 1,566,917 $ 1,566,917 $ 5-Year FY 2018 - $ - $ Total Total 17,449,507 $ 17,449,507 $ Project 29,086,200 29,086,200 Operating Cost Summary Year 1 FY2014 FY 2013 Post-Deployment Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - $ Year 2 FY 2015 Year 3 FY 2016 Year 4 FY 2017 Year 5 FY 2018 $ $ $ $ 1,359,574 1,451,100 1,451,100 1,706,749 1,542,299 $ 1,359,574 $ 1,451,100 $ 1,451,100 $ 1,706,749 $ 1,542,299 1028 Maricopa County Annual Business Strategies FY 2014 Adopted Budget CHS Electronic Health Records Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program Correctional Health Services Correctional Health Services Enterprise Technology FY 2015 Project Description The Electronic Health Records (EHR) project will convert Correctional Health Services from a paper-based medical record to a chartless integrated EHR system with required software, technology and interfaces. Purpose Statement The Electronic Health 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 Inpatient Mental Health Outpatient Treatment and Evaluation Clinical Support 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 CHS ELECTRONIC HEALTH RECORDS 461 - DETENTION TECH CAP IMPROVEMENT $ Project Total $ Previous Actuals 876,174 $ 876,174 $ Projected FY 2013 1,110,734 $ 1,110,734 $ Year 1 Year 2 FY 2014 4,018,992 $ 4,018,992 $ FY 2015 3,994,100 $ 3,994,100 $ Operating Cost Summary 1029 Year 3 Year 4 Year 5 FY 2016 FY 2017 FY 2018 - $ - $ - $ - $ 5-Year - $ - $ Total 8,013,092 $ 8,013,092 $ Total Project 10,000,000 10,000,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Operating costs have yet to be determined. Enterprise Data Center Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Phoenix Enterprise Technology None FY 2014 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. Options being explored are moving the data center to a 3rd party off-site hosted data center or moving it to the new South 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 infrastructures will be within current lifecycle standards to meet customer demands and industry best practices. Funding/Cost Summary ENTERPRISE DATA CTNR CT 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 11,601,545 $ 11,601,545 $ Projected FY 2013 8,086,000 $ 8,086,000 $ Year 1 Year 2 FY 2014 14,953,400 $ 14,953,400 $ FY 2015 13,447,776 $ 13,447,776 $ Year 3 Year 4 FY 2016 Year 5 FY 2017 - $ - $ 5-Year FY 2018 - $ - $ - $ - $ Total 28,401,176 $ 28,401,176 $ Total Project 48,088,721 48,088,721 Operating Cost Summary Year 1 FY2014 FY 2013 Post-Deployment Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ - $ Year 2 FY 2015 Year 3 FY 2016 Year 4 FY 2017 Year 5 FY 2018 $ $ $ $ 1,508,300 1,560,850 1,708,800 2,370,500 2,041,900 $ 1,508,300 $ 1,560,850 $ 1,708,800 $ 2,370,500 $ 2,041,900 1030 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Infrastructure Refresh Phase 1 Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Downtown Locations Enterprise Technology None FY 2016 Project Description The downtown campus infrastructure refresh Phase 1 for Zone 3 is complete. The remainder of the Phase 1 project will refresh the Zone 2 core network equipment, replace cabling, and ensure power, cooling, and monitoring capabilities within Zone 2 telecommunications rooms meet industry standards and are aligned with best practices. Purpose Statement The purpose of the Infrastructure Refresh Phase 1 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 downtown County locations. Strategic Goals Addressed By June 2014, the Office of Enterprise Technology (OET) will ensure 95% of all OET-managed County technology infrastructures will be within current lifecycle standards to meet customer demands and industry best practices. Result Measures FY 2012 Actual 84.0% RESULT MEASURE Percent of help requests resolved during reporting period FY 2014 Projected with Capital Improvement 82.5% FY 2013 Forecast 77.0% Funding/Cost Summary INFRASTRUCTURE REFRESH PH I 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Projected Actuals FY 2013 - $ - $ Year 1 - $ - $ FY 2014 5,841,773 $ 5,841,773 $ Year 2 Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 FY 2018 1031 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 5,841,773 $ 5,841,773 $ Total Project 5,841,773 5,841,773 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Infrastructure Refresh Phase 2 Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Durango Campus, Southeast Regional Facility and Remote County Locations Enterprise Technology None FY 2016 Project Description Infrastructure Refresh Phase 2 will refresh the core network equipment, replace cabling, and ensure the power, cooling, and monitoring capabilities within telecommunications rooms meet industry standards and are aligned with best practices. Durango Campus: The project will complete the Durango Campus Zone 3 refresh in FY 2014. Durango Campus Zone 2 is expected to be completed in FY 2014, provided outside contractors and FMD have the resources necessary to complete the required work on this project. If necessary resources cannot be obtained in a timely manner, this portion of the project could carry over into FY 2015. Southeast Regional Facility: The project will complete Southeast Region Zone 3 refresh in FY 2014. Southeast Region Zone 2 is expected to be completed in FY 14 provided outside contractors and FMD have the resources necessary to complete the required work on this project. If necessary resources cannot be obtained in a timely manner, this portion of the project could carry over into FY 2015. Remote County Locations: Remote sites Zone 2 and Zone 3 infrastructure studies will be completed in FY 2014. Contingent on future funding, the refresh of remote locations will be completed in FY 2016. 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 infrastructures will be within current lifecycle standards to meet customer demands and industry best practices. Result Measures FY 2012 Actual 84.0% RESULT MEASURE Percent of help requests resolved during reporting period 1032 FY 2013 Forecast 77.0% FY 2014 Projected with Capital Improvement 82.5% Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Funding/Cost Summary 460 TECHNOLOGY CAP IMPROVEMENT 2000 - PHASE 2001 - PHASE 2002 - PHASE 3000 - PHASE 3001 - PHASE 3002 - PHASE II ZONE II ZONE II ZONE II ZONE II ZONE II ZONE 2 DURANGO 2 SOUTHEAST 2 REMOTE 3 DURANGO 3 SOUTHEAST 3 REMOTE Project Total $ $ Previous Projected Actuals FY 2013 - $ 8,239,310 32,821 51,893 8,324,024 $ - $ 7,557,476 1,291,356 8,848,832 $ Year 1 FY 2014 9,644,000 $ 6,015,635 185,800 3,552,778 4,591,458 171,559 24,161,230 $ Year 2 Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 FY 2018 Durango Campus Map Southeast Campus Map 1033 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 9,644,000 $ 6,015,635 185,800 3,552,778 4,591,458 171,559 24,161,230 $ Total Project 9,644,000 6,015,635 185,800 19,349,564 5,915,635 223,452 41,334,086 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Jail Security System Upgrade Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program County Jail Facilities Facilities Management Sheriff’s Office FY 2015 Project Description The Jail Security System Upgrade Program will replace the current video surveillance system that is in place throughout the Maricopa County Jail System. The new system will accurately and reliably record 24 hours per day, 7 days per week and store approximately two 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 Jail Security System Upgrade Program 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 JAIL SECURITY SYSTEM UPGRADE 461 - DETENTION TECH CAP IMPROVEMENT $ Project Total $ Previous Actuals 170,105 $ 170,105 $ Projected FY 2013 500,000 $ 500,000 $ Year 1 Year 2 FY 2014 25,000,000 $ 25,000,000 $ FY 2015 5,029,895 $ 5,029,895 $ 1034 Year 3 Year 4 Year 5 FY 2016 FY 2017 FY 2018 - $ - $ - $ - $ 5-Year - $ - $ Total 30,029,895 $ 30,029,895 $ Total Project 30,700,000 30,700,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Jail Management Information System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: County Jail Facilities Sheriff’s Office None FY 2015 Project Description The Jail Management Information System project was approved by the Board in January 2013. The project funds the design phase and consultant work to allow for the selection of a replacement automation system for the management and classification of in-custody defendants and inmates by the Maricopa County Sheriff’s Office. Purpose Statement The purpose of the Jail Security System Upgrade Program is to ensure the accurate and reliable management of the classification and movement of defendants and inmates at the jail facilities so that staff and inmates’ activities can be safe and monitored. Strategic Goals Addressed Ensure safe communities and a streamlined, integrated justice system. Funding/Cost Summary JAIL MGMT INFORMATION SYSTEM 461 - DETENTION TECH CAP IMPROVEMENT $ Project Total $ Previous Projected Actuals - $ - $ FY 2013 115,000 $ 115,000 $ Year 1 Year 2 FY 2014 2,385,000 $ 2,385,000 $ Year 3 FY 2015 1035 Year 4 FY 2016 - $ - $ Year 5 FY 2017 - $ - $ 5-Year FY 2018 - $ - $ - $ - $ Total 2,385,000 $ 2,385,000 $ Total Project 2,500,000 2,500,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program MAXIMO Work Order System Upgrade Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: System-wide Facilities Management None March, 2014 Project Description The Maximo Work Order System Upgrade Project will eliminate obsolescence by converting the existing electronic work order system to the latest version allowing continued use of data collection tools, technology and interface capabilities to support the Facilities Management Department’s Operations and Maintenance Division. Purpose Statement The purpose of the Maximo Work Order System is to enable the Facilities Management Department to more efficiently provide building maintenance services and increase the reliability of our facilities. It will allow the collection of essential performance metrics and the availability of this information throughout the service delivery process. Strategic Goals Addressed By June 30, 2016, Facilities Management will enhance safety for Maricopa County residents and visitors by responding to 90% of all critical maintenance tasks that directly impact the immediate safety of Maricopa County employees and visitors within an average of 24 hours, and completing 95% of those tasks within an average of 30 days to sustain maintenance of our facilities' infrastructure according to Federal, State, and local safety and operational standards. Strategic Plan Programs Supported  Facilities Operations and Maintenance Strategic Plan Activities Supported  Facilities Maintenance Result Measures FY 2012 Actual RESULT MEASURE Percent of facilities maintenance performed on a time-based schedule or based on quantified material and equipment condition. FY 2014 Projected with Capital Improvement FY 2013 Forecast 40.7% 43.0% 42.8% Funding/Cost Summary MAXIMO MAINT MGMT SYSTEM 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Projected Actuals Year 1 FY 2013 - $ - $ - $ - $ Year 2 FY 2014 800,000 $ 800,000 $ Year 3 FY 2015 1036 Year 4 FY 2016 - $ - $ Year 5 FY 2017 - $ - $ 5-Year FY 2018 - $ - $ - $ - $ Total 800,000 $ 800,000 $ Total Project 800,000 800,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Public Safety Radio System Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: Capital Improvement Program Various locations around the County Enterprise Technology None FY 2018 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, radios were originally only 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 Public Safety 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 infrastructures will be within current lifecycle standards to meet customer demands and industry best practices. Result Measure FY 2012 Actual 99.9% RESULT MEASURE Percent of "Uptime" of Radio Network FY 2013 Forecast 99.4% FY 2014 Projected with Capital Improvement 99.0% Funding/Cost Summary PUBLIC SAFETY RADIO 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 6,907,428 $ 6,907,428 $ Projected FY 2013 11,331,450 $ 11,331,450 $ Year 1 Year 2 FY 2014 46,177,512 $ 46,177,512 $ FY 2015 24,822,396 $ 24,822,396 $ Year 3 FY 2016 21,062,044 $ 21,062,044 $ Year 4 Year 5 FY 2017 13,949,385 $ 13,949,385 $ 5-Year FY 2018 7,101,015 $ 7,101,015 $ Total Total 113,112,352 $ 113,112,352 $ Project 131,351,230 131,351,230 Operating Cost Summary FY 2013 Post-Construction Managing Dept Operating Costs Personal Services $ Supplies & Services Capital Outlay Total $ Year 1 FY2014 Year 2 FY 2015 Year 3 FY 2016 Year 4 FY 2017 Year 5 FY 2018 $ 178,786 $ 323,445 $ 397,222 $ 409,138 $ 421,412 205,920 205,920 462,251 2,225,702 3,537,738 3,750,002 42,000 678,000 2,798,000 3,940,000 3,798,000 247,920 $ 1,062,706 $ 3,583,696 $ 6,562,924 $ 7,744,876 $ 4,171,414 1037 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Sheriff Headquarters IT Infrastructure Project Location: Managing Department: Project Partner(s): Scheduled Completion Date: 550 W. Jackson Facilities Management Sheriff Information Technology March, 2014 Project Description The Maricopa County Sheriff’s Office will be relocating to a new facility at 5th Avenue and Madison in Phoenix. The facility will house a new state of the art data center and 911 Emergency Center. The project replaces end-of-life 911 equipment with leading edge technologies including the Voice over Internet Protocol (VoIP) telephone services, a new computer-aided dispatch/records management system (CAD/RMS) to manage emergency 911 calls, and a call logging system. 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 SHERIFF HQ PROJECT IT INFRA 460 - TECHNOLOGY CAP IMPROVEMENT $ Project Total $ Previous Actuals 2,501,486 $ 2,501,486 $ Projected FY 2013 6,042,681 $ 6,042,681 $ Year 1 FY 2014 10,276,315 $ 10,276,315 $ Year 2 Year 3 Year 4 Year 5 FY 2015 FY 2016 FY 2017 FY 2018 1038 - $ - $ - $ - $ - $ - $ 5-Year - $ - $ Total 10,276,315 $ 10,276,315 $ Total Project 18,820,482 18,820,482 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 $24,907,500 with the majority of the funding ($24.8 million) for the Northern Parkway project. 1039 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 2014 Transportation Improvement Program (TIP) expenditures planned over the next five years will be for projects from the Arterial Street Life Cycle Program (ALCP) of the Maricopa Association of Governments (MAG) Regional Transportation Plan (RTP). The TIP expenditure budget is $82,089,011. The major expenditure is for Northern Parkway ($25 million) which is 30% of the FY 2014 budget. Phase 1 is completing construction and Phase 2 projects are starting construction. Other major construction expenditures include improvements to County Arterials ($8 million); Pavement Preservation ($11.7 million); Safety Improvements ($5.6 million); Dust Mitigation ($3 million) and Traffic Improvements ($5.8 million). A total of 15 projects are planned to be completed in FY 2014. Project Detail A total of 12 capital project bins are budgeted for as follows: 234 TRANSPORTATION CAPITAL PROJECT ALCPP ‐ MAG ALCP PROJECTS ARTSP ‐ COUNTY ARTERIALS BRIGP ‐ BRIDGE PRESERVATION DMITP ‐ DUST MITIGATION INTLP ‐ INTELLIGENT TRANS SYST PAVEP ‐ PAVEMENT PRESERVATION PSUPP ‐ PARTNERSHIP SUPPORT RWAYP ‐ RIGHT‐OF‐WAY SAFEP ‐ SAFETY PROJECTS TADMP ‐ TRANSPORTATION ADMINISTRATION TIMPP ‐ TRAFFIC IMPROVEMENTS TPLNP ‐ TRANSPORTATION PLANNING Project Total Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total Project $ 78,576,929 $ 52,391,990 $ 33,284,530 $ 10,875,000 $ 7,785,000 $ 22,776,000 $ 48,111,000 $ 122,831,530 $ 253,800,449 88,811,685 6,984,888 8,015,000 15,740,000 16,119,000 3,105,000 6,580,000 49,559,000 145,355,573 74,633,749 1,331,610 2,420,000 530,000 530,000 530,000 530,000 4,540,000 80,505,359 26,050,313 4,667,394 2,975,000 2,555,000 30,000 30,000 30,000 5,620,000 36,337,707 7,068,963 1,403,454 1,773,981 1,520,000 30,000 30,000 30,000 3,383,981 11,856,398 76,863,069 6,772,930 11,725,000 5,540,000 4,030,000 4,030,000 4,030,000 29,355,000 112,990,999 22,679,627 1,878,465 1,540,000 1,540,000 1,540,000 1,540,000 1,540,000 7,700,000 32,258,092 2,663,745 160,931 280,000 180,000 180,000 980,000 1,080,000 2,700,000 5,524,676 4,510,000 510,000 25,955,000 35,336,668 7,486,111 1,895,557 5,590,000 6,920,000 8,425,000 5,873,162 1,791,249 6,983,500 3,606,500 20,498,230 28,208,230 18,253,230 77,549,690 85,214,101 36,253,406 5,238,932 5,772,000 7,829,000 5,730,000 5,730,000 5,730,000 30,791,000 72,283,338 10,079,048 1,606,318 1,730,000 1,730,000 1,830,000 1,830,000 1,830,000 8,950,000 20,635,366 $ 437,039,807 $ 86,123,718 $ 82,089,011 $ 58,565,500 $ 66,727,230 $ 73,299,230 $ 88,254,230 $ 368,935,201 $ 892,098,726 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 1040 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Supervisors so they can have the information available from which to make technically sound, timely, and informed decisions. Strategic Goal Transportation will enhance public safety for Maricopa County residents and visitors whereby by June 30, 2014, 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. 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 2012 RESULT MEASURE Percent of Transportation Improvement Program projects delivered on time Actual FY 2013 Forecast FY 2014 Budget N/A 83.3% 83.3% 1041 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Bridge Preservation Managing Department: Project Partner(s): Capital Improvement Program Transportation None Scheduled Completion Dates: Improvement District Scheduled Completion 4 2 4th Qtr FY 2014 4th Qtr FY 2014 Miller Road Bridge at Buckeye Irrigation Canal 79th Place south of Apache 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: T304 – Miller Road Bridge at Buckeye Irrigation Canal The canal bridge deck is cracking. The bridge will be rehabilitated to increase the load carrying capacity of the bridge to allow heavier vehicles to use the bridge. A total of $1,250,000 is budget in FY 2014 to complete the project. 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 $540,000 is budgeted to complete the study during FY 2014 and begin design. T428 – 79th Place south of Apache 79th Place provides access to the Desert Sage subdivision. It floods during storm events closing the road. The purpose of this project is to replace the existing low flow crossing with a box culvert so the residents have all weather access to the subdivision. A total of $400,000 is budgeted in FY 2014 to construct the culvert and make other improvements. Funding/Cost Summary: Previous Cost by Sub-Project T304 - MILLER RD BRIDGE AT BID CANAL T383 - 75th AVE BRIDGE AT SALT RIVER T428 - 79TH PL SOUTH OF APACHE TRAIL Project Total Projected Year 1 Year 2 Actuals FY 2013 FY 2014 FY 2015 $ 511,025 $ 33,012 $ 1,250,000 $ 315,140 536,896 540,000 13,453 138,999 400,000 $ 839,618 $ 708,907 $ 2,190,000 $ - Year 3 FY 2016 $ $ - Year 4 FY 2017 $ $ - Year 5 FY 2018 $ $ - 5-Year $ $ Total Total Project 1,250,000 $ 1,794,037 540,000 1,392,036 400,000 552,452 2,190,000 $ 3,738,525 Operating Cost Summary: No additional funds are being requested. It is expected that only minimal maintenance (striping, rightof-way maintenance) will be required for several years resulting no net increase. 1042 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Old US 80 Gillespie Dam Bridge 1043 Maricopa County Annual Business Strategies FY 2014 Adopted Budget County Arterials Managing Department: Project Partner(s): Capital Improvement Program Transportation T251 – Town of Queen Creek Scheduled Completion Dates: Improvement Deer Valley Road El Mirage to Lake Pleasant Riggs Ellsworth to Meridian Riggs Road Hawes to Ellsworth Riggs Rd 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. The project will construct 2 bridges, and 2 miles of a 5-Lane new pavement. The estimated cost is $26,000,000. A total of $1,925,000 is budgeted in FY 2014 for right-of-way acquisition and utility relocation. 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 interim roadway design in FY 2017. Both design and construction, which is tentatively planned for FY 2018, are contingent on obtaining a funding partnership. 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, a dual center turning lane, paved shoulders, drainage improvements and alignment improvements. A total of $3,860,000 is budgeted for construction in FY 2014. 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, acquiring funding partners and availability of funds. A total of $550,000 is budgeted in FY 2014 to complete the scoping study. 1044 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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. Construction is tentatively planned for FY 2016 with $650,000 budgeted in FY 2014 to complete design and begin right-of-way acquisition. T429 – Riggs Road from Recker to Power Riggs Road is expected to be a regional route once the segment from Ellsworth to Meridian is opened. In anticipation 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, acquiring funding partners and availability of funds. A total of $200,000 is budgeted in FY 2014 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 T404 - OLIVE AVE EL MIR TO WT TANKS T406 - RIGGS RD POWER TO HAWES T429 - RIGGS RD RECKER TO POWER Project Total Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total Project $ 3,096,323 $ 847,014 $ 1,925,000 $ 11,970,000 $ 12,149,000 $ $ $ 26,044,000 $ 29,987,337 123,505 1,447,278 2,075,000 5,550,000 7,625,000 9,195,783 103,380 2,685,762 3,860,000 3,860,000 6,649,142 313,836 497,913 550,000 550,000 1,361,749 486,794 207,094 650,000 2,740,000 2,940,000 6,330,000 7,023,888 971 321,964 200,000 200,000 522,935 $ 4,124,809 $ 6,007,025 $ 7,185,000 $ 14,710,000 $ 15,089,000 $ 2,075,000 $ 5,550,000 $ 44,609,000 $ 54,740,834 Operating Cost Summary: No additional funds are being requested. It is expected that only minimal maintenance (striping, rightof-way maintenance) will be required for several years resulting no net increase. 1045 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Dust Mitigation Managing Department: Project Partner(s): Transportation T249 Federal funds Scheduled Completion Dates: Improvement Low volume Roads CAT II Low volume Roads CAT III District Scheduled Completion 3,4,5 4th Qtr FY 2014 3,4,5 4th Qtr FY 2015 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: T410 – FY 12 Low Volume Roads Category II This project will pave 3.45 miles of dirt roads to reduce fugitive dust so that motorists will have a safer, less dusty route to travel. Construction is planned for FY 2014 with $2,035,000 budgeted to complete construction. T411 – FY 12 Low Volume Roads Category III This project will pave 3.67 miles of dirt roads to reduce fugitive dust so that motorists will have a safer, less dusty route to travel. Construction is planned for FY 2015 with $370,000 budgeted in FY 2014 to complete right-of-way acquisition and utility relocation. T433 – FY 14 Low Volume Roads Dove Valley Area This scoping study will determine the cost pave dirt roads in the Dove Valley area so travelers will have a healthier and safer route to travel. Construction is not currently planned and is dependent on the total project cost, acquiring funding partners and availability of funds. A total of $140,000 is budgeted in FY 2014 to complete the scoping study. Funding/Cost Summary: Previous Cost by Sub-Project T410 - FY 12 CAT II LVR T411 - FY 12 CAT III LVR T433 - FY 14 LVR DOVE VALLEY AREA Project Total Projected Year 1 Year 2 Year 3 Actuals FY 2013 FY 2014 FY 2015 FY 2016 $ 106,518 $ 309,658 $ 2,035,000 $ $ 6,907 7,228 370,000 2,525,000 38 32,575 140,000 $ 113,463 $ 349,461 $ 2,545,000 $ 2,525,000 $ - Year 4 FY 2017 $ $ - Year 5 FY 2018 $ $ - 5-Year $ $ Total Total Project 2,035,000 $ 2,451,176 2,895,000 2,909,135 140,000 172,613 5,070,000 $ 5,532,924 Operating Cost Summary: No additional funds are being requested. It is expected that only minimal maintenance (striping, rightof-way maintenance) will be required for several years resulting no net increase. 1046 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 West Valley Dynamic Message Signs District 4 5 4,5 Scheduled Completion 1st Qtr FY 2014 4th Qtr FY 2015 2nd Qtr FY 2015 Purpose Statement: The purpose of this Intelligent Transportation Systems (ITS) project is to install Intelligent Transportation System “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 State Route 101 The purpose of this project is to install fiber optic cable and wireless connections along Olive Avenue between Litchfield Road and State Route 101 as well as for other traffic signals not directly along the conduit route so that commuters will experience less delays and safer commute. A total of $33,000 is budgeted in FY 2014 to complete 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 experience less delays and safer commute. Construction for this project is planned for FY 2015. A total of $205,000 is budgeted in FY 2014 to complete design. T389 – E-IntelliDrive Study Phase III The purpose of this study is to test Emergency and Transit Vehicle Priority System and also an advanced Pedestrian Crossing System along Daisy Mountain Drive. A total of $60,000 is budgeted in FY 2014 for the study. T419 – West Valley Dynamic Message Signs The purpose of this project is to install five dynamic message signs along McDowell Road and MC 85 to provide commuters real time traffic information so they will experience less delays and safer commute. A total of $964,000 is budgeted in FY 2014 to start construction. 1047 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program T447 – Bell Road Adaptive Signals The purpose of this study is to determine the cost to install signal timing system to enable signal timing to systematically respond to the varying traffic conditions along Bell Road between Cotton Lane and 114th Avenue; 99th Avenue and 73rd Avenue; 35th Avenue and 19th Avenue as well as along Frank Lloyd Wright Boulevard between Scottsdale Road and Thompson Peak Parkway so that commuters will have a faster and safer commute. A total of $163,000 is budgeted in FY 2014 to complete the study. T448 – R H Johnson ITS Communications The purpose of this study is to determine the cost to install fiber optic cable and wireless connections along R H Johnson between Bell Road and Grand Avenue so that commuters will experience less delays and safer commute. A total of $103,000 is budgeted in FY 2014 to complete the study. Funding/Cost Summary: Sources T419 - WEST VALLEY DYNAMIC MSG SIGNS Project Total Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total Project $ - $ - $ - $ 943,000 $ - $ - $ - $ 943,000 $ 943,000 $ ‐ ‐ ‐ 943,000 $ ‐ ‐ ‐ 943,000 $ 943,000 Previous Cost by Sub-Project T292 - OLIVE AVE LTCHFLD TO LP101 ITS T352 - MC85 LITCHFIELD 83RD AV ITS T389 - E-INTELLIDRIVE STUDY PH III T419 - WEST VALLEY DYNAMIC MSG SIGNS T447 - INTELLIGENT TRANS SYST ITS T448 - INTELLIGENT TRANS SYST ITS Project Total $ Projected $ $ Year 1 Year 2 Year 3 Actuals FY 2013 FY 2014 FY 2015 FY 2016 $ 175,921 $ 774,133 $ 33,000 $ $ 96,019 118,618 205,000 1,430,000 128,180 47,761 60,000 60,000 48,783 143,557 964,000 163,000 103,000 $ 448,903 $ 1,084,069 $ 1,528,000 $ 1,490,000 $ - Operating Cost Summary: No additional funds are being requested. Smart Drive Demo at Daisy Mountain Drive 1048 $ Year 4 FY 2017 $ $ - $ $ Year 5 FY 2018 $ $ - 5-Year $ $ Total Total Project 33,000 $ 983,054 1,635,000 1,849,637 120,000 295,941 964,000 1,156,340 163,000 163,000 103,000 103,000 3,018,000 $ 4,550,972 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 T441, T442, T443 – City of Chandler Scheduled Completion Dates: Improvement Northern Avenue State Route 303 To Grand Power Road Pecos to Santan Freeway Gilbert Road Bridge El Mirage Picerne to Bell McKellips Road State Route 101 to Alma School Northern Parkway Phase II El Mirage Northern to Cactus El Mirage Northern to Peoria El Mirage Thunderbird to Grand Thunderbird El Mirage to Grand Northern Reems & Litchfield Overpasses Northern Parkway Northern at State Route 101 Dysart Avenue Overpass District 4 1 1,2 4 2 4 4 4 4 4 4 4 4 Scheduled Completion 4th Qtr FY 2014 4th Qtr FY 2014 To Be Determined 4th Qtr FY 2014 To Be Determined 4th Qtr FY 2019* 4th Qtr FY2015 4th Qtr FY 2015 To Be Determined To Be Determined 4th Qtr FY 2015 4th Qtr FY 2017* To Be Determined *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 that 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. 1049 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Project Descriptions: T195 – Northern Avenue State Route 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 State Route 303 so the traveling public has a safer and more efficient commute. The current estimate is $315,700,000 to construct with MAG providing $236,000,000. 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 $82,500,000 million with $10,220,000 budgeted for FY 2014 to complete close-out of Phase 1 construction and start landscaping construction of Phase 1. Also funding is provided for right-of-way acquisition to protect the future alignment. T305 – Power Road Pecos to San Tan Freeway The purpose of this project is to improve Power Road from Pecos Road to State Route 202 (Santan Freeway). Improvements will include widening the roadway to a six lane Urban Principal Arterial roadway with raised landscaped medians, dual left turn lanes at major intersections, bike lanes, curb and gutter, driveways, bus stops and pullouts, landscaped 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 limits of the Project and will be responsible for the operation and maintenance of the Project located within each of their respective jurisdictions. The total estimated cost of the roadway improvements is $28,704,431. The County’s estimated net cost share responsibility is $4,196,152 with the final payment of $2,065,030 planned for FY 2014 at the end of construction. T339 – Gilbert Road Bridge over the Salt River The bridge will replace the low flow crossing which becomes closed by large 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 $25,000,000 and shortened the length of the bridge. Now estimated to cost $39,200,000, 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 2014 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 $5.6 million, which is a significant reduction from the initial estimate of $18,800,000. A total of $2,570,000 is budgeted in FY 2014 for construction. The City of Surprise will contribute $1,000,000 toward the project. T342 – McKellips Road State Route 101 to Alma School This project will widen McKellips Road to six lanes creating a rural principal arterial with center median. Estimated cost is $45,800,000. 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. A total of $340,000 is budgeted to conduct a scoping study in FY 2014 to 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 1050 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program travel. Construction is not currently planned and is dependent on the total project cost, acquiring funding partners and availability of funds. T344 – El Mirage Road Northern to Cactus This project is one of five planned phased improvements being planned in partnership with the City of El Mirage and MAG along El Mirage Road from Northern to Bell. 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 $20,000 is budgeted in FY 2014 to complete design efforts. Construction is planned for FY 2015 as part of T367 El Mirage Northern to Peoria. T347 – Northern Parkway Phase II 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 $32,426,000 million with $5,396,000 budget for FY 2014. A total of $87,900,000 in federal funding is available for this phase with the majority of the funding scheduled to be available in FY 2017 timeframe. Advanced obligation authority has been received from the Federal Highway Authority (FHWA), which allows the costs for design, right-of-way acquisition, utility relocation and construction to be reimbursed when federal funds become available. T367 – El Mirage Road Northern to Peoria This project is one of the five planned phased improvements being planned in partnership with the City of El Mirage and MAG along El Mirage Road from Northern to Bell. 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 so travelers will have a safer route to travel. A total of $2,230,000 is budgeted in FY 2014 to finish the design, right-of-way acquisition and relocation of utilities. Construction is planned for FY 2015. T368 – El Mirage Road Thunderbird to Grand This project is one of the five planned phased improvements being planned in partnership with the City of El Mirage and MAG along El Mirage Road from Northern to Bell. 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 $6,000,000 total toward the projects in the El Mirage corridor. Construction is contingent on funding. T369 – Northern 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 $11,202,357 is budget for this phase with $9,258,500 budgeted for FY 2014 to start construction. Advanced obligation authority has been received from the Federal Highway Authority (FHWA), which allows project costs to be reimbursed when federal funds become available. T370 –Thunderbird Road El Mirage to Grand This project is one of the five planned phased improvements for the El Mirage Road corridor from Northern to Bell. The purpose of this project is to widen Thunderbird from two to four lanes with a dual left turn lane in the middle. The City of El Mirage will be the lead agency and the County will contribute up to $6,000,000 total toward the projects in the El Mirage corridor. The schedule is contingent on sufficient funding being available. 1051 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program T372 – Northern Parkway Northern at State Route 101 This project is part of the 20 year multi–phased project in partnership with the Maricopa Association of Governments, the Cities of El Mirage, Glendale, Peoria, and Surprise. A total of $6,124,722 is budget for this phase 2 project with $150,000 budgeted in FY 2014 to continue the design. T427 – Dysart Avenue 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 $32,426,000 is budgeted 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. T441 – Gilbert Road Queen Creek to Hunt Hwy The City of Chandler is the lead on this project which will widen a four mile stretch of Gilbert Road with additional through lanes, turning lanes, bike lanes, storm drains, traffic signals, and raised landscaped median. The County will contribute $1,037,000 in FY 2017 toward the project. T442 – McQueen Road Ocotillo to Riggs The City of Chandler is the lead on this project which will widen a two mile stretch of McQueen Road with additional through lanes, turning lanes, bike lanes, storm drains, traffic signals, and raised landscaped median. The County will contribute $309,000 in FY 2017 toward the project. T443 – Ocotillo Road Arizona Avenue to McQueen The City of Chandler is the lead on this project which will widen one mile stretch of Ocotillo Road with additional through lanes, turning lanes, bike lanes, storm drains, traffic signals, and raised landscaped median. The County will contribute $1,120,000 in FY 2017 toward the project. 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 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total Project - $ - $ 30,108,784 $ 98,208,840 T341 - EL MIRAGE PICERNE TO BELL $ 34,642,538 $ 33,457,518 $ 13,655,929 $ 13,655,929 $ - - 250,000 750,000 2,796,926 $ - - - 1,000,000 T344 - EL MIRAGE: NORTHERN TO CACTUS - 1,140,000 - - - - - - 1,140,000 T347 - NORTHERN PARKWAY PHASE II - 813,000 2,957,367 8,870,925 13,553,277 10,916,609 13,609,200 49,907,378 50,720,378 1,000,000 T367 - EL MIRAGE: NORTHERN TO PEORIA - - - 1,033,672 3,373,310 3,894,389 3,894,389 12,195,760 12,195,760 T369 - NORTHERN REEMS LTCHFLD OVRPS - 347,606 - 2,000,000 4,866,000 - - 6,866,000 7,213,606 T372 - NORTHERN PKWY NORTHERN AT L101 - - - - 3,108,784 3,000,000 - 6,108,784 6,108,784 T427 - DYSART AVE OVERPASS - - - - 200,000 12,449,000 10,707,000 23,356,000 23,356,000 Project Total $ 34,642,538 $ 35,758,124 $ 16,863,296 $ 26,310,526 $ 24,589,513 $ 14,810,998 $ 17,503,589 $ 129,542,706 $ 199,943,368 Previous Cost by Sub-Project T195 - NORTHERN AVE SR 303 TO GRAND 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 T372 - NORTHERN PKWY NORTHERN AT L101 T427 - DYSART AVE OVERPASS T441 - GILBERT RD QC TO HUNT HWY T442 - MCQUEEN RD OCOTILLO TO RIGGS T443 - OCOTILLO ARIZONA TO MCQUEEN Project Total Projected Year 1 Year 2 Year 3 Actuals FY 2013 FY 2014 FY 2015 FY 2016 $ 28,207,146 $ 42,900,566 $ 10,220,000 $ 1,575,000 $ 1,000,000 $ 42,107 2,089,015 2,065,030 10,082 9,011 5,000 666,844 2,543,476 2,570,000 91,515 340,000 565,161 387,251 20,000 20,000 1,412,810 3,567,109 5,396,000 960,000 595,529 339,226 2,230,000 5,050,000 594,179 249,678 9,258,500 1,100,000 214,722 150,000 1,580,000 3,450,000 520,000 2,305,000 $ 32,093,858 $ 52,391,569 $ 32,254,530 $ 9,845,000 $ 7,715,000 $ 1052 Year 4 Year 5 FY 2017 FY 2018 1,000,000 $ $ 12,700,000 730,000 10,020,000 19,581,000 1,037,000 309,000 1,120,000 26,916,000 $ 19,581,000 $ 5-Year Total Total Project 13,795,000 $ 84,902,712 2,065,030 4,196,152 5,000 24,093 2,570,000 5,780,320 340,000 431,515 40,000 992,412 19,056,000 24,035,919 7,280,000 8,214,755 10,358,500 11,202,357 5,910,000 6,124,722 32,426,000 32,426,000 1,037,000 1,037,000 309,000 309,000 1,120,000 1,120,000 96,311,530 $ 180,796,957 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program Operating Cost Summary: No additional funds are being requested. The projects on Northern, El Mirage and Power will be annexed by partners. Northern Parkway at Reems Road 1053 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Partnership Support Managing Department: Project Partner(s): Capital Improvement Program Transportation None Scheduled Completion Dates: Improvement Special Projects District Scheduled Payment Date TBD 4th Qtr FY 2014 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 $1,500,000 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. Funding/Cost Summary: Previous Cost by Sub-Project T003 - SPECIAL PROJECTS Project Total Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $ 5,216,333 $ 473,829 $ 1,510,000 $ 1,510,000 $ 1,510,000 $ 1,510,000 $ 1,510,000 $ $ 5,216,333 $ 473,829 $ 1,510,000 $ 1,510,000 $ 1,510,000 $ 1,510,000 $ 1,510,000 $ Operating Cost Summary: Not applicable 1054 5-Year Total Total Project 4,550,000 $ 9,688,178 4,550,000 $ 9,688,178 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Pavement Preservation Managing Department: Project Partner(s): Capital Improvement Program Transportation None Scheduled Completion Dates: Improvement Ft McDowell, Mohave, Yavapai Drainage Miller Road I-10 to One Mile North Buckeye Yard Improvements East Mesa Subdivision Rehabilitation Asphalt Restoration Overlay District Scheduled Completion 4th Qtr FY 2014 2 TBD 4 3rd Qtr FY 2014 4 4th Qtr FY 2014 2 4th Qtr FY 2014 All 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: T332 – Ft McDowell, Mohave, Yavapai Drainage The purpose of this project is to address drainage issues at four locations on Ft McDowell Road. Estimated cost is $914,410 with $660,000 budgeted in FY 2014 to complete the project. T338 – Miller Road I-10 to one mile North The purpose of the Miller Road I-10 to one mile north project is to pave Miller Road from I-10 to the Army National Guard Facility so travelers will have a healthier and safer route to travel. Construction is not currently planned and is dependent on National Guard participation, the total project cost, and availability of funds. A scoping study to determine the cost to pave the road is the first step with $365,000 budgeted in FY 2014 to complete the scoping study. T387 – Buckeye Yard Improvements The Buckeye Yard needs major repairs to it septic system and well water system. These repairs will be made and the building replaced. Total cost is estimated to be $4,452,434 with $2,570,000 budgeted in FY 2014 for construction. T434 – East Mesa Subdivision Rehabilitation This project will remove existing pavement and replace with new pavement with valley gutter as needed. Construction is planned for FY 2014 with $1,100,000 budgeted for construction. T435 – FY 13 Asphalt Restoration Overlay This project consists of edge-milling the existing road surfaces (where necessary) and overlaying with new asphalt-rubber concrete pavement. The new pavement surfacing is necessary due to the deteriorating pavement on these roads and will extend the useful performance life of these roads. Resurfacing and delineating these roads will provide structurally sound, smooth-riding, and safe 1055 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program roadways for the traveling public. Construction is planned for FY 2014 with $7,000,000 budgeted for construction. Funding/Cost Summary: Previous Cost by Sub-Project T332 - FT MCDOWELL DRAINAGE SCOPING T338 - MILLER RD I10 TO 1 MI N I10 T387 - IMPROVEMENTS TO BUCKEYE YARD T434 - EAST MESA SUB REHAB T435 - FY13 AR OVERLAY Project Total Projected Year 1 Year 2 Year 3 Actuals FY 2013 FY 2014 FY 2015 FY 2016 $ 204,704 $ 49,706 $ 660,000 $ $ 33,145 105,217 365,000 111,117 261,317 2,570,000 1,510,000 468,460 1,100,000 27,898 7,000,000 $ 348,966 $ 912,598 $ 11,695,000 $ 1,510,000 $ - Operating Cost Summary: No additional funds are being requested. Desert Sage Subdivision Rehabilitation Usery Pass Overlay North 1056 Year 4 FY 2017 $ $ - Year 5 FY 2018 $ $ - 5-Year Total Total Project $ 660,000 $ 914,410 365,000 503,362 4,080,000 4,452,434 1,100,000 1,568,460 7,000,000 7,027,898 $ 13,205,000 $ 14,466,564 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Transportation Planning Managing Department: Project Partner(s): Capital Improvement Program Transportation Town of Buckeye and the City of Surprise Scheduled Completion Dates: District Scheduled Completion Study Camelback Parkway Sun Valley Parkway to 2nd Qtr FY 2014 4 Tonopah Parkway Dove Valley Parkway US 60 to Hidden Water 1st Qtr FY 2014 4 Parkway Greenway Parkway Sun Valley Parkway to 2nd Qtr FY 2014 4 Hassayampa Freeway Wintersburg Parkway Salome Highway to Turner 4&5 1st Qtr FY 2015 Parkway Southern Parkway State Route 85 to Salome 2nd Qtr FY 2015 4 Highway 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 $1,600,000 million is budgeted in FY 2014 for planning studies. Study Descriptions: 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 $360,000. The study is planned for completion in FY 2014. T005 – Dove Valley Parkway US 60 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 $350,000. The study is planned for completion in FY 2014. T005 – Greenway Parkway Sun Valley Parkway 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 $300,000. The study is planned for completion in FY 2014. T005 – Wintersburg Parkway Salome Highway to Turner Parkway This Parkway Feasibility Study will focus only on corridor feasibility and alignment. The Town of Buckeye is within the 23 mile study corridor. The estimated study cost is $420,000. The study is planned for completion in FY 2015. 1057 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program T005 – Southern Parkway State Route 85 to Salome Highway This Parkway Feasibility Study will focus only on corridor feasibility and alignment. The Town of Buckeye is within the 10 mile study corridor. The estimated study cost is $320,000. The study is planned for completion in FY 2015. Funding/Cost Summary: Previous Cost by Sub-Project T005 - CANDIDATE ASSESSMENT REPORTS Project Total Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $ 10,079,048 $ 1,606,318 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ $ 10,079,048 $ 1,606,318 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ 1,600,000 $ Operating Cost Summary: Not applicable 1058 5-Year Total Total Project 8,000,000 $ 19,685,366 8,000,000 $ 19,685,366 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Right-of-Way Managing Department: Project Partner(s): Capital Improvement Program 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 2014 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 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $ 218,106 $ 54,817 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 50,000 $ 1,622,050 106,114 100,000 100,000 100,000 900,000 1,000,000 $ 1,840,156 $ 160,931 $ 150,000 $ 150,000 $ 150,000 $ 950,000 $ 1,050,000 $ Operating Cost Summary: Not applicable 1059 5-Year Total Total Project 250,000 $ 522,923 2,200,000 3,928,164 2,450,000 $ 4,451,087 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Safety Improvements Managing Department: Project Partner(s): Capital Improvement Program Transportation None Scheduled Completion Date: Improvement MC 85 at 83rd Avenue District Scheduled Completion 4th Qtr of FY 2017 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 $26,204,158 with $5,000,000 budgeted in FY 2014 to for right-of-way acquisition. Construction is tentatively planned to start in mid FY 2015. T412 – Eagle Eye Road at Tiger Wash This scoping study will determine the type and cost of roadway improvements needed, so travelers will have a safer all-weather route to travel. Construction is not currently planned and is dependent on the total project cost, and availability of funds. A total of $120,000 is budgeted in FY 2014 to complete the scoping study. T445 – New River Trail at Linda lane The County Trail System crosses New River Road just south of Linda Lane. Due to limited sight distance to observe on-coming traffic hikers are in danger when crossing the road. This scoping study will determine the type and cost of roadway improvements needed, so both hikers will be able to cross safely and the 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 $60,000 is budgeted in FY 2014 to complete the scoping study. Funding/Cost Summary: Previous Cost by Sub-Project T345 - MC85 AT 83RD CTR TURN LN EXP T412 - EAGLE EYE RD AT TIGER WASH T445 - NEW RIVER TRAIL AT LINDA LN Project Total Projected Year 1 Year 2 Year 3 Year 4 Year 5 Actuals FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 $ 1,397,930 $ 1,481,228 $ 5,000,000 $ 6,410,000 $ 7,915,000 $ 4,000,000 $ 381,483 114,630 120,000 4,114 60,000 $ 1,779,413 $ 1,599,972 $ 5,180,000 $ 6,410,000 $ 7,915,000 $ 4,000,000 $ - Operating Cost Summary: Not applicable 1060 5-Year Total Total Project $ 23,325,000 $ 26,204,158 120,000 616,113 60,000 64,114 $ 46,710,000 $ 26,884,385 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Traffic Improvements Managing Department: Capital Improvement Program Transportation T272 Gila River Indian Community T281 Town of Queen Creek Scheduled Completion Dates: Improvement District Scheduled Completion 3rd Qtr FY 2015 1 All On-going 4 2nd Qtr FY 2014 4th Qtr FY 2015 5 1 4th Qtr FY 2015 3 4th Qtr FY 2015 4 4th Qtr FY 2014 4th Qtr FY 2014 2 2nd Qtr FY 2015 4 4th Qtr FY 2015 1 Elliot at Sossaman Traffic Calming Broadway at Watson Avondale Blvd at MC 85 Empire at Meridian Dynamite at 52nd St MC 85 at Jackrabbit Rd University at Signal Butte and at Crismon Del Webb at Hutton Alma School at Michigan 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 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 $500,000 is budgeted for scoping studies and construction reserves in FY 2014. 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 $2,930,859 with $940,000 budgeted in FY 2014 to begin construction. 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 $100,000 is budgeted in FY 2014 for this effort. 1061 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 Town of Buckeye is the lead agency and the County will contribute $125,000 as our share of the project cost in FY 2014. T391 – Avondale Boulevard 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 $2,105,966. A total of $205,000 budgeted in FY 2014 to complete design, acquire right-ofway and move utilities. Construction is planned for FY 2016. 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 $650,000 budgeted in FY 2014 to complete design, acquire right-of-way and move utilities. Construction is planned for FY 2015. 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. The City of Phoenix is expected to be a financial partner in the project. A total of $400,000 budgeted in FY 2014 for design and start of construction provided the financial partnership is finalized. T425 – MC 85 at Jackrabbit Road 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 $422,000 budgeted in FY 2014 for construction. T426 – University at Signal Butte and at Crismon This project will install traffic signals and make other improvements to improve safety, reduce congestion, and improve traffic flow at the two intersections so the travelling public will have a safer commute. A total of $590,000 budgeted in FY 2014 for construction. T437 – Del Webb at Hutton 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 $480,000 budgeted in FY 2014 for design, right-of-way acquisition, utility relocation and to start construction. T438 – Roadway Flooded Warning Signs This project will install automatic warning signs at low flow crossings to warn motorists not to cross when flooded to improve safety. Two pilot locations have been installed during FY 2013. The effectiveness of these installations will be evaluated before next phases of the program are implemented. A total of $500,000 is budget to design additional locations during FY 2014 provided the signs are effective. 1062 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program T439 – Alma School at Michigan 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 $430,000 budgeted in FY 2014 for design, right-of-way acquisition, utility relocation and to start construction. Funding/Cost Summary: Sources T315 - SOUTHERN AT MERIDIAN Previous Projected Year 1 Year 2 Year 3 Year 4 Year 5 5-Year Total Actuals FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total Project $ T391 - AVONDALE AT MC 85 Project Total $ T004 - WARRANTED TRAFFIC IMPROVEMENTS T333 - ELLIOT RD AND SOSSAMAN RD T365 - TRAFFIC CALMING T373 - BROADWAY AT WATSON SGNL INSTAL T391 - AVONDALE AT MC 85 T420 - EMPIRE AND MERIDIAN T424 - DYNAMITE AT 52ND STREET T425 - MC 85 AT JACKRABBIT RD T426 - UNIVERSITY AT SB CRISMON T437 - DEL WEBB AT HUTTON T438 - ROADWAY FLOODED WARNING SIGNS T439 - ALMA SCHOOL AT MICHIGAN Project Total - $ - ‐ Previous Cost by Sub-Project - $ - $ ‐ Projected 700,000 $ - $ 700,000 $ Year 1 - $ 1,637,677 1,637,677 $ Year 2 - $ - $ - $ - - - ‐ Year 3 $ ‐ Year 4 $ ‐ Year 5 $ 700,000 $ 700,000 1,637,677 1,637,677 2,337,677 $ 2,337,677 5-Year Total Actuals FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total Project $ 211,248 $ $ 500,000 $ 1,500,000 $ 5,000,000 $ 5,000,000 $ 5,000,000 $ 17,000,000 $ 17,211,248 430,517 620,342 940,000 940,000 1,880,000 2,930,859 162,717 66,208 100,000 200,000 200,000 200,000 200,000 900,000 1,128,925 125,000 125,000 125,000 95,933 1,033 205,000 1,804,000 2,009,000 2,105,966 81,181 85,095 650,000 1,615,000 2,265,000 2,431,276 77,843 216,664 400,000 400,000 800,000 1,094,507 13,560 48,814 422,000 422,000 484,374 10,882 47,413 590,000 590,000 648,295 91,792 480,000 285,000 765,000 856,792 88,511 500,000 305,000 805,000 893,511 70,749 430,000 250,000 680,000 750,749 $ 1,083,881 $ 1,336,621 $ 5,342,000 $ 7,299,000 $ 5,200,000 $ 5,200,000 $ 5,200,000 $ 28,241,000 $ 30,661,502 Operating Cost Summary: No additional funds are being requested. 1063 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Capital Improvement Program 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 for 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 2014. 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 $5,000,000 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 $233,500 has been budgeted for additional staff support. T012 – General Civil Engineering The General Civil Engineering fund is a reserve to provide budget for new scoping studies approved by the Department Director and or County Engineer so these studies can begin with minimal administrative costs. These scoping studies provide information to assess the cost and benefit of a proposed project and provide the Board of Supervisors better information on which to make decisions. A total of $1,300,000 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 Actuals FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Total $ 2,542,982 $ 247,875 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 450,000 $ 2,250,000 $ 104,475 5,000,000 15,000,000 22,600,000 12,600,000 55,200,000 286 167,230 233,500 233,500 456,484 20,313 1,300,000 2,100,000 3,100,000 3,100,000 3,100,000 12,700,000 $ 3,104,227 $ 435,418 $ 6,983,500 $ 2,550,000 $ 18,550,000 $ 26,150,000 $ 16,150,000 $ 70,383,500 $ Operating Cost Summary: Not applicable 1064 Total Project 5,040,857 55,304,475 401,016 13,176,797 73,923,145 Maricopa County Annual Business Strategies FY 2014 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 attain 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, 2012. 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, 2012, 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, 2012. 1065 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service LONG-TERM LIABILITIES All Categories of Debt (2) Maricopa County, Arizona As of June 30, 2012 Year Ending June 30 2008 2009 2010 2011 2012 GOVERNMENTAL ACTIVITES: Bonds, loans, and other payables: General obligation bonds Lease revenue bonds (3) Lease trust certificates Housing Authority Loans (1)(4) Special assessment debt with governmental commitment (1) Certificates of participation (3) Capital leases Total Governmental activities $ 0 $ 0 $ 0 $ 0 $ 0 173,670,000 163,900,000 153,285,000 142,140,000 130,815,000 4,612,000 0 0 0 0 0 0 0 0 2,787,917 82,519 193,591 174,442 120,533 80,050 4,295,000 3,850,000 3,385,000 2,895,000 0 50,093,644 51,135,339 14,956,315 432,651 0 $ 232,753,163 $ 219,078,930 $ 171,800,757 $ 145,588,184 $ 133,682,967 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 post-closure costs. (3) On January 1, 2005, the Medical Center was transitioned to the Maricopa County Special Health Care District, a separate legal entity that is not part of the County’s reporting entity. The long-term debt obligations, as previously reported in the Medical Center Fund, a major enterprise fund, were transferred to governmental activities as they are the responsibility of the County. The Maricopa County Special Health Care District will continue to reimburse the County pursuant to the intergovernmental agreement with the County. (4) Beginning in FY 2011, the Housing Authority is considered a blended component unit of the County and is included on this schedule. Prior to FY 2011, the Housing Authority was a discretely presented component unit. Although the Housing Authority is included as of FY 2011, no long-term liabilities were recorded until FY 2012. 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. 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. 1066 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service 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 Chief Financial Officer to be prudent and advantageous to the County, the County has the power to enter into agreements with commercial banks or other financial entities for purposes of acquiring lines or letters of credit. 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 this superior security. Prior to issuance, Arizona general obligation bonds must have a majority vote approval from the residents of the County. 1067 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service 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 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 25 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. 1068 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service The following table represents the County’s outstanding general obligation indebtedness with respect to its constitutional general obligation debt limitation. 2011-12 Constitutional General Obligation Bonding Capacity Maricopa County, Arizona 2011-12 Secondary Assessed Valuation 15% of Secondary Assessed Valuation Less: GO Bonded Debt Outstanding Plus: GO Debt Service Fund Balance Unused Fifteen Percent Borrowing Capacity $ 38,760,296,502 $ 5,814,044,475 5,814,044,475 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. 1069 Maricopa County Annual Business Strategies FY 2014 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 March 2013, Fitch Ratings affirmed Maricopa County’s unlimited tax general obligation and lease revenue bond ratings. Fitch Ratings affirmed the County’s general obligation bond rating (implied) at 'AAA', the highest level rating possible for general obligation bonds, and affirmed its 'AA+' rating for the County’s lease revenue bonds. Citing the County’s continued structural balance throughout various economic and financial pressures, management's historically conservative and proactive fiscal practices that embrace conservative revenue estimates, and the county's very modest direct debt position, Fitch Ratings views Maricopa County's rating outlook as stable. Fitch Ratings Press Release dated March 27, 2013 In 2011, Standard & Poor's Ratings Services (S&P) affirmed Maricopa County’s issuer credit rating (ICR) and lease revenue refunding bond ratings. Standard & Poor’s 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, Standard & Poor’s views Maricopa County's long-term outlook as stable. Standard & Poor’s Rating Service Press Release dated March 28, 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 1070 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service Additional information on Maricopa County's bond ratings and the bond rating recalibration can be viewed on the Department of Finance webpage: http://www.maricopa.gov/Finance/debt.aspx. The following illustrates a history of the County’s various debt ratings. Date Rating Date Rating Standard & Date Rating Type of Debt Fitch Assigned Moody's Assigned Poor's Assigned General Obligation AAA AAA AAA AA+ AA AA 3/27/13 4/01/11 4/25/07 11/11/03 12/4/01 4/5/00 Aa1 Aa1 Aa3 Aa3 A-1 A-2 A Aa Aa-1 4/30/09 4/26/07 12/6/01 5/26/00 11/6/98 3/17/97 6/13/94 7/26/93 8/21/81 AAA AAA A+ A AA 3/28/11 3/21/07 4/11/97 5/27/94 6/2/76 Ratio Analysis Rating analysts compare direct net debt to the population in order to measure the size or magnitude of the County’s debt. This ratio is referred to as the Direct Net Debt Per Capita Ratio. The same ratio is applied to all debt within the County that includes School Districts, Cities and Towns, and Special Districts. This ratio is referred to as the Overall Net Debt Per Capita Ratio. The taxable value of the County is a measure of the County’s wealth. It also reflects the capacity of the County’s ability to service current and future debt. The ratio of Direct Net Debt as a percentage of Full Value (FV) Property 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 either from 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. 1071 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service DIRECT AND OVERALL NET DEBT MARICOPA COUNTY, ARIZONA Audited 6/30/11 GOVERNMENTAL ACTIVITES Lease Revenue Bonds (5) Certificates of Participation (5) Capital Leases Direct Net Debt Overlapping Debt (1) Overall Net Debt Audited 6/30/12 Projected 6/30/13 Projected 6/30/14 $ 142,140,000 $ 130,815,000 $ 120,350,000 $ 108,975,000 2,895,000 0 0 0 432,651 0 0 0 $ 145,467,651 $ 130,815,000 $ 120,350,000 $ 108,975,000 8,302,401,400 8,012,112,021 8,105,338,537 8,042,969,640 $ 8,447,869,051 $ 8,142,927,021 $ 8,225,688,537 $ 8,151,944,640 Population Estimate (2) Full Value of Taxable Property (3) $ 3,843,370 359,682,346 $ 3,887,924 321,960,274 $ 3,942,877 309,938,648 $ 4,007,607 308,388,955 Ratios (4) Direct Net Debt Per Capita $ 38 $ 34 $ 31 $ 27 Overall Net Debt Per Capita $ 2,198 $ 2,094 $ 2,086 $ 2,034 Direct Net Debt As % of FV Property 0.040% 0.041% 0.039% 0.035% Overall Net Debt As % of FV Property 2.349% 2.529% 2.654% 2.643% 93,585 $ 82,810 $ 78,607 $ 76,951 FV Property Per Capita $ Notes: (1) Projected overlapping debt for 2013 and 2014 was based on a three year average for general obligation Bonds for Cities, Towns, School Districts and Special Assessment Districts. Source: www.azdor.gov/ReportsResearch/ReportofBondedIndebtedness.aspx (2) Projections for 2012, 2013 and 2014 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 2014 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 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. 1072 Maricopa County Annual Business Strategies FY 2014 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, 2012, the County had no outstanding general obligation debt, (0.00% of taxable property), while the 6 percent limit was $2,325,617,790 and the 15 percent limit was $5,814,044,475. Lease Revenue Bonds 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 non-appropriation, the bonds would terminate and be subject to special mandatory redemption at par plus accrued interest, without premium. 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 non-appropriation, 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 4.7% to 5.5%, maturing from July 1, 2012 through July 1, 2015, and were redeemed at par plus accrued interest on July 1, 2011. 1073 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service SUMMARY OF LEASE REVENUE BOND PRINCIPAL AMOUNTS OUTSTANDING BY ISSUE As of June 30, 2012 Bond Issue Amount 2003 Lease Revenue Refunding Bonds 2007A Lease Revenue Bonds $ 2007B Lease Revenue Refunding Bonds 320,000 97,655,000 32,840,000 Total $ 130,815,000 DEBT SERVICE REQUIREMENTS TO MATURITY Lease Revenue Bonds Maricopa County, Arizona As of June 30, 2012 Year Ending June 30 2013 2014 Principal $ Interest 10,465,000 11,375,000 $ 5,585,205 5,118,505 Total Debt Service $ 16,050,205 16,493,505 2015 11,840,000 4,579,180 16,419,180 2016 12,470,000 4,016,330 16,486,330 2017 3,660,000 3,657,980 7,317,980 2018-22 21,165,000 15,410,610 36,575,610 2023-27 2028-32 26,605,000 33,235,000 9,819,300 3,159,550 36,424,300 36,394,550 Total $ 130,815,000 $ 51,346,660 $ 182,161,660 Certificates of Participation 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. 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. On August 15, 2011, Maricopa County contributed cash of $2,390,550 for early redemption of the Certificates of Participation, Series 2000. The Maricopa County Special Health Care District will continue to reimbursement Maricopa County as provided for in the intergovernmental agreement. Special Health Care District 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, were transferred to governmental activities as they are the responsibility of the County. The debt transferred included lease revenue bonds of $15,207,425, certificates of participation of $5,500,000, and installment purchase agreements of $1,090,234, of which only a portion of the lease revenue bonds remain outstanding at June 30, 2012. The County continues to pay the debt service including principal and interest when due and is reimbursed by the Maricopa County Special Health Care District pursuant to the District’s intergovernmental agreement with the County. 1074 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service The following chart 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 Special Health Care District Maricopa County, Arizona As of June 30, 2012 Year Ending June 30 Principal 2013 2014 2015 2016 Total $ $ Interest 1,132,999 1,197,388 1,261,778 1,335,273 4,927,438 $ $ 237,723 174,162 106,848 36,231 554,964 Total Debt Service $ $ 1,370,722 1,371,550 1,368,626 1,371,504 5,482,402 Special Assessment Districts A Special Assessment District (County Improvement District) process begins with the circulation of a petition. The petition must be signed either by 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. SUMMARY OF PRINCIPAL AMOUNT OUTSTANDING BY ISSUE Special Assessment Districts Maricopa County, Arizona As of June 30, 2012 Bond Issue Amount Queen Creek Water K-91 $ 7th Street North K-106 Plymouth Street K-109 Total 10,828 58,874 $ 1075 10,348 80,050 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service Housing Authority of Maricopa County Loans Payable On February 23, 2004, the Housing Authority of Maricopa County’s component unit, Rose Terrace Development Partnership, L.L.C., entered into a mortgage note payable with John Hancock Life Insurance Company. The note is amortized over a 30-year period, bears an interest rate of 8.13%, and is collateralized by investment in real estate. Monthly installments of principal and interest are payable in the amount of $17,574, and all accrued and unpaid interest is due and payable March 1, 2021. At June 30, 2012, the balance on this note was $2,217,917. The Housing Authority of Maricopa County’s Component Unit, Maricopa Revitalization Partnership, L.L.C., has a promissory note payable to Community Service of Arizona, Inc. The note bears an interest rate of 0.50% and is collateralized by investment in real estate. The balance on this note shall be paid at the earlier of the date of sale of the property, breach of covenant, condition or restriction, or 15 years after the date of the project completion. At June 30, 2012, the balance on this note was $570,000. DEBT SERVICE REQUIREMENTS Housing Authority Loans Payable Maricopa County, Arizona As of June 30, 2012 Year Ending June 30 Principal 2013 $ 33,280 2014 36,089 2015 39,134 2016 42,437 2017 2018-21 46,019 2,590,958 Total $ 2,787,917 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. Security for lease-purchase financing is the lease payments made by the County and, where legally permitted, also the asset being financed. On July 1, 2011, the County made the final payment on the outstanding capital leases. Short-Term Borrowing On July 1, 2011, the County entered into a $35,000,000 municipal revolving line of credit with qualified interest rate of 61% and non-qualified interest rate of 66% of the bank’s prime rate that had a maturity date of June 30, 2012. Outstanding principal and interest is due on June 30 of each year. During fiscal year 2012, the County had not borrowed against the line of credit. The municipal revolving line of credit was renewed to June 30, 2013. On July 1, 2011, the County maintained 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, 2012. The letter of credit was reserved against the municipal revolving 1076 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service line of credit. During fiscal year 2012, the letter of credit had not been drawn upon. The irrevocable standby letter of credit was renewed to June 30, 2013, for $6,482,298. Debt Policies Regularly updated debt policies can be an important tool to ensure the use of the County’s resources to meet its financial commitments to provide needed services to the citizens of Maricopa County and to maintain sound financial practices. Administration of Policy The County Manager is the Chief Executive of the County. With the exception of those responsibilities specifically assigned by state statute to the Chief Financial Officer, 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 that 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 Chief Financial Officer. Advantages of a negotiated sale are 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. 1077 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service 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). Arbitrage Liability Management Arbitrage is defined as the practice of simultaneously buying and selling an item in different markets in order to profit from a spread in prices or yields resulting from market conditions. Arbitrage profits are made by selling tax-exempt bonds and investing the proceeds in higher-yielding taxable securities, when referencing municipal bonds. Municipal issuers are allowed to make arbitrage profits under certain restricted conditions. The sale of tax-exempt bonds primarily for the purpose for making arbitrage profits is prohibited by Section 103(c) of the Internal Revenue Code. The Debt Management Division of the Department of Finance shall establish a system of record keeping and reporting to meet the arbitrage rebate compliance requirements of the federal tax code. This will include tracking investment earnings on bond proceeds, using outside experts to assist in calculating rebate payments, preparing returns, and making payments in a timely manner in order to preserve the tax-exempt status of the County’s outstanding debt issues. Additionally, general financial reporting and certification requirements embodied in bond covenants will be monitored to ensure that all covenants are met. The County will structure its financing in such a way as to reduce or eliminate future arbitrage rebate liability, wherever feasible. Selection of Professional Services The Chief Financial Officer shall be responsible for establishing a solicitation and selection process for securing professional services that are required to develop and implement the County’s debt program. Goals of the solicitation and selection process shall include encouraging participation from qualified service providers, both local and national, and securing services at competitive prices. Bond Counsel 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. 1078 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service Continuing Disclosure of County Financial Information Annual financial statements and other pertinent credit information, including the Comprehensive Annual Financial Report (CAFR), will be provided by the County upon request. A copy of the CAFR can be 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. 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 comply fully with the “continuing disclosure” rules. Maturity Structures Principal payment schedules should not extend beyond the economic life of the project or equipment financed. The structure of debt issued by the County should be to provide for either level principal or level debt service. Except in select instances, deferring the repayment of principal should be avoided. Ratings The County’s goal is to maintain or improve its bond ratings. To that end, prudent financial management policies will be adhered to in all areas. The Chief Financial Officer shall be responsible for maintaining relationships with the rating agencies that currently assign ratings to the County’s various debt obligations. The County will maintain a line of communication with the rating agencies informing them of major financial events in the County as they occur. Full disclosure of operations will be made to the bond rating agencies. County staff, with the assistance of the financial advisor and bond counsel, will prepare the necessary materials for presentation to the rating agencies. A personal meeting with representatives of the rating agencies will be scheduled every few years or whenever a major project is initiated. 1079 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Debt Service Modification to Policies These policies will be reviewed annually and significant changes may be made with the approval of the County Manager. Significant policy changes will be presented to the Board of Supervisors for approval. 1080 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments Attachments Budgeting for Results Guidelines and Priorities Approved by the Board of Supervisors on January 22, 2013. 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. 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 as previously directed by the Board of Supervisors. 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. Budget reduction alternatives should be prepared and submitted at 3%, 5% and 10% of department operating budgets. Service impacts associated with the reductions should be outlined and presented. Employee Compensation: Only compensation issues that impact critical business needs and where the alternative required to meet the business need results in the County incurring additional expenditures will be considered. There will be a continuation of the Performance Incentive Award plan from FY 2013, which will be paid for with non-recurring, one-time funding. Requests for Additional Program 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 and must be approved by the Board of Supervisors. Use of Fund Balance: The budget may provide for use of fund balances committed for budget stabilization so long as such uses are consistent with the Reserve and Tax Reduction Policy. In accordance with the policy, the budget will be structurally balanced, e.g., recurring revenue exceeds recurring expenditures and will 1081 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments remain so into the future according to reasonable and conservative forecasts. Necessary capital expenditures will be appropriated from fund balance. Any changes to taxes must be sustainable for the foreseeable future according to reasonable and conservative forecasts. 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 2014 that includes only critical capital projects, is within available non-recurring resources, and 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 not be considered unless they have a return on investment of 3 years or less, or unless they are a replacement of an existing system that is no longer supported and only if they are of a critical nature to County operations. Operational savings achieved from the technology will be reduced in the operating budget in the year the technology is implemented. User Fees: Per the Budgeting for Results Policy Guidelines, user fees are to be reviewed annually in conjunction with the budget development process. Existing user fees will be re-evaluated and necessary changes will be presented to the Board of Supervisors. 1082 Maricopa County Annual Business Strategies FY 2014 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. 1083 Maricopa County Annual Business Strategies FY 2014 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. 1084 Maricopa County Annual Business Strategies FY 2014 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. 1085 Maricopa County Annual Business Strategies FY 2014 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. 1086 Maricopa County Annual Business Strategies FY 2014 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. 1087 Maricopa County Annual Business Strategies FY 2014 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. 1088 Maricopa County Annual Business Strategies FY 2014 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. 1089 Maricopa County Annual Business Strategies FY 2014 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. 1090 Maricopa County Annual Business Strategies FY 2014 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. 1091 Maricopa County Annual Business Strategies FY 2014 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. 1092 Maricopa County Annual Business Strategies FY 2014 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 1093 Maricopa County Annual Business Strategies FY 2014 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. 1094 Maricopa County Annual Business Strategies FY 2014 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. 1095 Maricopa County Annual Business Strategies FY 2014 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. 1096 Maricopa County Annual Business Strategies FY 2014 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. 1097 Maricopa County Annual Business Strategies FY 2014 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. 1098 Maricopa County Annual Business Strategies FY 2014 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. 1099 Maricopa County Annual Business Strategies FY 2014 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. 1100 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 3. Funding To improve cash management practices, it is the County and Special Districts’ preference to receive funding on an advance basis instead of a reimbursement basis. Therefore, every effort is to be made by Departments/Special Districts to obtain advance funding from the Grantor Agency. This is especially critical for one-time grant funded programs where the County or Special District is advancing funds to nonprofit subcontractors. The Department/Special District may be requested by the Office of Management and Budget (OMB) to present the cost/benefits of accepting a grant versus not accepting a particular grant. The cost/benefit analysis must take into account if the grant-funded services are mandated and comply with the MFR Budgeting format. One-time Grants, which are actually start-up grants for new programs or services, will be so noted in the submittal to the Board of Supervisors/Board of Directors. Program costs, which Departments/Special Districts wish to continue once the grant funding has been depleted, will be identified and reported to the Board of Supervisors /Board of Directors at the time of submittal for consideration. The Department must present analysis and information to the Board of Supervisors/Board of Directors to assist the Board in deciding whether the County or Special District should fund expenses for the project or program from other County or Special District funds following the depletion of the grant funds. 4. Claiming Reimbursement a) Departments/Special District will record and track grant revenues and expenditures utilizing the County financial system. b) Departments/Special District shall submit claims to the Grantor Agency as frequently as permitted under the grant agreement. This will be no less frequent than monthly or when the expenditures reach $100,000, unless otherwise established by the grantor. c) At grant year-end, each Department/Special District shall close out its respective grants. This includes preparing and submitting any required final reports to the Grantor Agency and either returning excess funds or requesting final reimbursement for the grant year. All grant closing documentation will be submitted to the Finance Department to ensure the grants are accurately closed on the financial system within 150 days after the grant end date as represented on the County financial system. All unreimbursed costs must be identified and a plan of action defined to ensure an alternate funding source is identified and the grant is effectively closed within the 150-day timeframe. All unresolved grant balances/(deficits) after the 150 day timeframe will be reported to the County Manager by the Department of Finance and the Office of Management and Budget by utilizing the Fund Balance Report. 5. Indirect Costs (2 CFR Part 225 (OMB Circular A-87) Charges) 2 CFR Part 225 (Federal Office of Management and Budget Circular A-87) recognizes indirect costs as legitimate grant expenses. As such, it is the intention of Maricopa County or Special District to recover indirect costs at all opportunities. In order to do so, the Department of Finance will prepare the following plans on an annual basis: a) 2 CFR Part 225 (OMB Circular A-87) Countywide Central Services Cost Allocation Plan. The Department of Finance is responsible for preparing and negotiating the Countywide 2 CFR Part 225 (OMB Circular A-87) plan with Maricopa County’s cognizant agency, United States 1101 Maricopa County Annual Business Strategies FY 2014 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 Countywide 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 Countywide 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. 1102 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments To ensure effective asset management and tracking, all computer-related items must be tagged with an asset number by the Technology Finance Program Coordinator and recorded in an asset database. This information is utilized for the projection of asset replacement purposes. Departments in the Judicial Branch of Maricopa County will consult with the Chief Information Officer prior to any purchases under the Judicial Procurement Code to determine whether the purchase will require compatibility and supportability of the County computing and network infrastructure. 7. Department of Finance Responsibility While each Department/Special District has staff assigned to monitor and report the financial activities of grants, the Department of Finance will provide general and technical oversight and monitoring of all grant funds. At a minimum, the Department of Finance will: a) Review and approve grant agenda items when they comply with County policy and the County Grant Manual. b) Establish a Board approved grant on the County financial system when all supporting documentation is provided. c) Prepare and provide to the Departments/Special Districts a monthly grant report (Fund Balance Report). This report will include inception to date financial activity for each individual grant. This report will be used to ensure the effective management and maintenance of grant activity. d) Monitor that grant expenditures do not exceed grant awards. e) Review individual grant balances, utilizing the Fund Balance Report, on a quarterly basis to identify departments that are not requesting reimbursement from the Grantor Agency on a 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. 1103 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments c) Review and recommend approval of adjustments to Department’s/Special District’s grant budget as necessary. d) Review and take action as necessary to correct any deficit in Grant Funded Budgets. e) Review and take action as necessary to minimize lost interest earnings to the General Fund due to negative cash positions in Grant funds. f) Review and take action as necessary regarding departmental indirect cost rate plans. Ensure maximum reimbursement of all allowable indirect costs. g) Consistent with Board policy, review departments spending to ensure that Grant Funds are used before General Fund dollars, and for Special Districts, to ensure that Grant Funds are used before other Special District revenues. h) Review and recommend approval of proposed Grant applications when Department/Special District is not in full compliance with Grant policy. 9. Department/Special District Responsibilities Each Department/Special District will ensure the following general maintenance activities are completed as defined below: a) Review, reconcile and certify the monthly Fund Balance Report. Any discrepancies are to be reported to the Department of Finance within two (2) weeks of receiving the Fund Balance Report. A written response must be received by the Department of Finance to report any discrepancies. 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 (un-reimbursable 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 Countywide Grant Policy and Manual. g) Comply with all record retention requirements as defined by the grantor. 1104 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 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 1105 Maricopa County Annual Business Strategies FY 2014 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. 1106 Maricopa County Annual Business Strategies FY 2014 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. 1107 Maricopa County Annual Business Strategies FY 2014 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 1108 Maricopa County Annual Business Strategies FY 2014 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 that 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. 1109 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments Budget Calendar FY 2014 Budget Calendar 12/4/2012 Budget Kick-Off for Departments 12/4/2012 OMB Issues Department Budget Targets, Internal Charges, Forms and Instructions 1/22/2013 Board Approves FY 2014 Budgeting for Results Guidelines Mid Jan - Late Feb Departments Submit Budget Requests 2/11/2013 Assessed Values and Levy Limits Reported by Assessor February-March Elected Official and Judicial Branch Budget Presentations to the Board of Supervisors 3/15/2013 Departments Submit Final CIP Budgets March OMB and Departments Review Budget Recommendations April OMB Consolidates Budget, Prepares Budget Document 5/20/2013 FY 2014 Chairman’s Budget Presentation Tentative Adoption of FY 2014 Budget May - June Publication of Tentative Budget 6/3/2013 Capital and One-Time Expenditures Review 6/24/2013 Final Adoption of FY 2014 Budget 8/19/2013 Adoption of the FY 2014 Property Tax Levy 1110 Maricopa County Annual Business Strategies FY 2014 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. §22284. Expenditures are used to improve, maintain and enhance the ability to collect and manage monies assessed or received by the courts and to improve court automation projects. 205 Court Document Retrieval: Accounts for the collection of an additional filing or appearance fee, not to exceed $15, to be used to defray the cost of converting the Clerk of Superior Court’s document storage and retrieval system to micrographics or computer automation as established by A.R.S. §12-284.01. 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 1111 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments federal law relating to the disposition of any property that is transferred to a law enforcement agency. 213 County Attorney RICO: Accounts for the funds provided by the sale of confiscated property. Operated by the County Attorney, RICO consists of all the activity of the Anti-Racketeering Program. 214 Sheriff Jail Enhancement: Per A.R.S. §41-2401, the Arizona State Department of Corrections allocates criminal justice enhancement funds to County Sheriffs for the purpose of enhancing County Jail facilities and operations. 215 Emergency Management: Emergency Management activity consists of disaster planning and training. 216 Clerk of the Court Grants: Accounts for the grant funds that are utilized for the improvement of court automation systems, child support enforcement and the processing of criminal history dispositions. 217 CDBG Housing Trust: Accounts for the grant funds that are utilized to expand the supply of low-income housing through the rehabilitation and reconstruction of single-family occupancy homes. 218 Clerk of Court Fill the Gap: This fund was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997 – 1998 by the counties for the processing of criminal cases in the Superior Court, including the Office of the Clerk of the Superior Court, and Justice Courts. 219 County Attorney Grants: Accounts for funds that are utilized for the investigation and prosecution of child abuse and domestic violence cases and the enhancement of anti-gang enforcement efforts to deter, investigate, prosecute or adjudicate gang offenders. Victim assistance is provided to include transportation, payment of emergency expenses, education programs and training to children’s advocates. 220 Diversion: A.R.S. §11-361 establishes the ability of counties to offer special supervision programs for non-violent offenders in order to divert them from incarceration. Funds are used to provide alternatives to criminal prosecution to appropriate offenders so that they can receive drug rehabilitation services without the cost of prosecution. 221 County Attorney Fill the Gap: County Attorney Fill the GAP was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by the counties for the processing of criminal cases by county attorneys. 222 Human Services Grants: Accounts for the grant funds that are utilized for community action services designed to help the disadvantaged achieve self-sufficiency and family stability. 223 Transportation Grants: Transportation Grants was set up to account for all Grant activity administered by the County Transportation Department. 224 Medical Examiner Grant: Accounts for the grant funds that are utilized to support the County’s anti-bioterrorism efforts. 225 Spur Cross Ranch Conservation: To account for the money collected from a Town- imposed ½% transaction privilege tax for the operation of the County Park. 226 Planning and Development Fees: Performs mandated community planning functions. Funding is provided mainly through license and impact fees. 1112 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 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. 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. §11475.01. 237 Justice Courts Photo Enforcement: Established by the Board of Supervisors on November 4, 2009 (Agenda Item C-24-10-001-M-00) to account for Justice Courts fee revenue and operating expenditures associated with photo radar traffic enforcement. 238 Superior Court Grants: Grant funds are used for drug enforcement accounting, courtappointed 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. 1113 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 248 Elections Grant: Elections Grant was set up to account for all grant activity administered by the Elections Department. 249 Non-Departmental Grant: Non Departmental Grants was set up to account for all nondepartment specific grant activity. 251 Sheriff Grants: Accounts for grant and intergovernmental funds that support and enhance Sheriff Office activities. 252 Inmate Services: Accounts for the funds that are held in trust for the benefit and welfare of the inmates, established under A.R.S. §31-121. The majority of revenues are derived from sales of food and sundries to the inmates. 254 Inmate Health Services: Accounts for the co-payments received from inmates for self-initiated health service pursuant to A.R.S. §31-161 and A.R.S. §31-162. 255 Detention Operations: was established under the authority of propositions 400 and 401, which were passed in the General Election of November 3, 1998 and extended in the General Election of November 5, 2002. These propositions authorized a temporary 1/5-cent sales tax to be used for the construction and operation of adult and juvenile detention facilities. 256 Probate Fees: Administers the monies received by the Clerk of the Superior Court pursuant to A.R.S. §14-5314 and A.R.S. §14-5414 to preserve, audit, and safeguard the estates and wards for whom the court has a fiduciary responsibility. 257 Conciliation Court Fees: Accounts for monies collected under A.R.S. §25-381.01 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. §41-2421F and accounts for monies distributed under A.R.S §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by counties for the processing of criminal cases by the county public defender, legal defender and contract indigent defense counsel in each county. 263 Legal Defender Fill the Gap: Legal Defender Fill the Gap was set up as indicated by A.R.S. §41-2421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by counties for the processing of criminal cases by the county public defender, legal defender, and contract indigent defense counsel in each county. 264 Superior Court Fill the Gap: Superior Court Fill the Gap was set up as indicated by A.R.S §412421F and accounts for monies distributed under A.R.S. §41-2421. Funds are to be used to supplement, not supplant, funding at the level provided in fiscal year 1997-1998 by the counties for the processing of criminal cases in the Superior Court, including the Office of the Clerk of the Superior Court, and Justice Courts. 265 Public Health Fees: Accounts for public health programs that are self-supported by Vital Health fees and pharmacy operations. 1114 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 266 Check Enforcement Program: Accounts for fees that are collected pursuant to A.R.S. §131809 and §13-1810, any investigation and prosecution costs and any monies that are obtained as a result of a forfeiture and that are recovered for the county through enforcement of A.R.S. §13-1802, §13-1807, §13-2002 or §13-2310, whether by final judgment, settlement or 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 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 (A.R.S. §41-2407) and from prisoner supervision fees under A.R.S. §31-418. The fund is used for establishing, maintaining and supporting programs that compensate and assist victims of crime. 269 Victim Compensation Restitution Interest Fund: The County Attorney Victim Compensation and Restitution Fund was established as authorized by A.R.S §11-538 consisting of monies that are distributed pursuant to A.R.S. §12-286 (75% of the interest earned on restitution monies that are received in trust). The County Attorney shall use monies in the fund to assist eligible victims of crime with medical, counseling and funeral expenses and lost wages. 270 Child Support Enhancement: Accounts for funds received from a federal incentive award that is utilized for the enhancement of child support collections through efficient operation of the IV-D program. 271 Expedited Child Support: Accounts for the funds that are utilized to establish, maintain and enhance programs designed to expedite the processing of petitions filed and enforce the resultant court orders. Revenues collected for subsequent case filing fees for post-decree petitions in dissolution cases, pursuant to A.R.S. §25-412 and A.R.S. §12-284, fund operations. 273 Victim Location: Revenues are derived from interest earned on restitution monies received in trust and are to be distributed to the County Attorney and Clerk of the Superior Court on a pro rata basis (County Attorney – 75% and Superior Court – 25%). Fund was established by A.R.S. §12-287. 274 Clerk of the Court EDMS: The Clerk of the Court EDMS Fund was established to account for Electronic Document Management System (EDMS) Fees which are collected as authorized by Board Agenda C16020028, ADM1005 and State Attorney General’s Opinion 195-18 (R94-63). 275 Juvenile Probation Diversion: The Juvenile Probation Diversion fund was established by A.R.S 11-537 and consists of diversion fees that are collected pursuant to section 8-321(N). The monies shall be used at the discretion of the County Attorney for administering county community based alternative programs that are established pursuant to A.R.S. 8-321. 276 Spousal Maintenance Enforcement Enhancement: The Spousal Maintenance Enforcement Fund is established for the Clerk of the Superior Court consisting of monies received pursuant to A.R.S. §12-289. The Clerk will spend monies in the fund to enhance enforcement of spousal maintenance orders. In addition to the fees required by A.R.S. §12-284, the Clerk shall charge and collect a surcharge of $5 for each filing of a petition or an answer for annulment, dissolution or marriage or legal separation. The Clerk will use the surcharge only for the purposes prescribed by this statute. 1115 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 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. §12284. 290 Waste Tire: Accounts for the operations activity of the waste-tire-processing center for the removal of waste tires from the County pursuant to A.R.S. §44-1305. 292 Correctional Health Grant: The Arizona Department of Health Services was awarded a grant by the Department for Health and Human Services, Centers for Disease Control and Prevention, to generate surveillance data for the Centers for Disease Control and Prevention and supplement the syphilis-screening activities at the Madison Street Jail. 320 County Improvement Debt: Accounts for the debt service on the Lease Revenue Bonds, Series 2001. Funding is provided by transfers from the General Fund. 321 County Improvement Debt 2: The County Improvement Debt 2 Fund has been established to fund the debt service on the Lease Revenue Bonds, Series 2007. 422 Intergovernmental Capital Projects: Intergovernmental Capital Projects account for capital project spending predominantly funded from General Fund revenues. 440 Financing Series 2007: The Financing Series 2007 Fund has been established to fund capital projects through the issuance of the Lease Revenue Bonds, Series 2007. 441 Financing Series 2008: The Financing Series 2008 Fund has been established to fund capital projects through the issuance of the Lease Revenue Bonds, Series 2008. 445 General Fund County Improvements: The General Fund County Improvement Fund has been established to fund current and future capital projects. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service, and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 455 Detention Capital Projects: Accounts for the proceeds associated with the 1/5 of one-cent sales tax approved by voters in the General Election on November 3, 1998 and extended by voters in the General Election on November 5, 2002. Fund assets may be used to pay directly for capital projects or may be appropriated by the Board of Supervisors for debt service. None of the funds has been pledged for debt service and fund assets may be transferred by the Board of Supervisors at any time for any other County purpose. 460 Technology Capital Improvement: Established by the Board of Supervisors with adoption of the FY 2011 budget to account for General Fund and other resources committed for technology improvement projects. 1116 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 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 wellbeing and the environment of the entire population of Maricopa County, with a special responsibility to serve those most vulnerable. Federal and State grants fund operations. 572 Animal Control License/Shelter: Animal Control reduces the incidences of animal-inflicted injuries and reduces the risk of exposure to rabies through enforcement of dog-licensing laws, leash laws, capture and impoundment of stray dogs, public education, adoption or humane disposal of excess animals. Licenses and fees are the primary funding source. 573 Animal Control Grants: Animal Control Grants was set up to account for all Grant activity administered by Animal Control. 574 Animal Control Field Operation: Animal Control Field Services was set up in FY2002-03 to segregate field services, which are an optional County service, from Animal Control Pound Activities, which are required by Arizona State Statute. 580 Solid Waste Management: Solid Waste assists the cities and towns, businesses, and citizens in continuously improving the regional waste management systems. This includes an everincreasing focus on reducing the amount of waste generated, maximizing resource recovery, proper management of special wastes, and environmentally sound disposal. 581 Solid Waste Grants: Solid Waste Grants accounts for all Grant activity administered to Solid Waste. 601 CMG 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. 1117 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 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’ short-term disability benefits for the self-insured short-term disability plan that 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. 620 Benefits Eliminations Fund: This fund is used in the consolidation of the Benefits Trust funds to offset transactions between funds in the Trust. 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 self-insured vision plan. 625 FI Prepaid Dental: This fund collects employee and employer contributions for payment of the employees’ dental insurance premiums for the fully insured prepaid dental plan. 626 FI Life and AD and D: This fund collects employee and employer contributions for payment of the employees’ life insurance premiums for the fully insured life insurance plan. 1118 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 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. 676 Risk management: This fund is part of the County Risk Management trust Fund and supports General Liability claims for which County Officials may have a conflict. 681 Telecommunications: This fund provides cost effective voice, data, and radio communications to County employees. 715 School Grant: Accounts for all grant activity administered by the Superintendent of Schools. 741 Taxpayer Information: Consist of monies collected from the public records copy surcharge imposed under A.R.S. §11-496, the tax-lien-processing fee imposed pursuant to A.R.S. §4218116, $50 of each judgment-deed fee collected pursuant to A.R.S. §42-18205, interest earned from the elderly assistance fund pursuant to A.R.S. §42-17401 and the community facilities district special-assessment fee imposed pursuant to A.R.S. §48-721. The County Treasurer shall administer the fund and spend monies in the fund only to defray the cost of converting or upgrading an automated public information system. 780 School Transportation: Accounts for reimbursement for mileage costs to parents of specialneeds students. 782 School Communication: Accounts for management of centralized billings paid by Superintendent of Schools for multiple school districts. 795 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 1119 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments another fund. For additional information, refer to the Budget Summary Schedule section, Elimination Summary. 1120 Maricopa County Annual Business Strategies FY 2014 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. 1121 Maricopa County Annual Business Strategies FY 2014 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. 1122 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments Expenditure Object Codes (continued) Object 855 861 865 872 873 880 890 910 915 920 930 940 950 955 956 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. Building and Improvements Amounts paid for the acquisition of buildings or changes necessary to prepare the building for use. Does not record amounts paid for normal repair and maintenance. 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. 1123 Maricopa County Annual Business Strategies FY 2014 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. (a) Beginning in fiscal year 2013-14, the estimated number of full-time employees. (b) Beginning in fiscal year 2013-14, the total estimated personnel compensation, which shall separately include the employee salaries and employee related expenses for retirement and health care costs. 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 1124 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments given to the governing body by the voters at an election called pursuant to article 5 of this chapter. 14. The property tax rate for county, city or town purposes for the preceding fiscal year for the primary property tax and the secondary property tax. 15. The estimated property tax rate for county, city or town purposes for the current fiscal year for the primary property tax and the secondary property tax. 16. The expenditure limitation for the preceding fiscal year and the total amount that was proposed to be spent for the preceding fiscal year. 17. The total expenditure limitation for the current fiscal year. 18. The amount of monies received from primary property taxation in the preceding fiscal year in excess of the maximum allowable amount as computed pursuant to article 2 of this chapter. B. The estimate shall be fully itemized according to forms supplied by the auditor general showing under separate headings: 1. The amounts that are estimated as required for each department, public office or official. 2. A complete disclosure and statement of the contemplated expenditures for the current fiscal year, showing the amount proposed to be spent from each fund and the total amount of proposed public expense. C. The total of amounts proposed in the estimates to be spent shall not exceed the expenditure limitation established for the county, city or town. §42-17103. Publication of estimates of expenses and notice of public hearing and special meeting A. The governing body of each county, city or town shall publish the estimates of revenues and expenses, or a summary of the estimates of revenues and expenses, and a notice of a public hearing of the governing body to hear taxpayers and make tax levies at designated times and places. The summary shall set forth the total estimated revenues and expenditures by fund type, truth in taxation calculations and primary and secondary property tax levies for all districts. A complete copy of the estimates of revenues and expenses shall be made available at the city, town or county libraries and city, town or county administrative offices and shall be posted in a prominent location on the official websites, or on a website of an association of cities and towns for cities and towns that do not have official websites, no later than seven business days after the estimates of revenues and expenses are initially presented before the governing body. A complete copy of the budget finally adopted under section 42-17105 shall be posted in a prominent location on the official websites no later than seven business days after final adoption. B. Beginning with fiscal year 2011-2012, both the estimates of revenues and expenses initially presented before the governing body and the budget finally adopted under section 42-17105 shall be retained and accessible in a prominent location on the official websites, or on a website of an association of cities and towns for cities and towns that do not have official websites, for at least sixty months. C. The summary of estimates and notice, together with the library addresses and websites where the complete copy of estimates may be found, 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. D. 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. 1125 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments §42-17104. Hearing and special meeting on expenditures and tax levy A. The governing body of each county, city or town shall hold a public hearing and special meeting on or before the fourteenth day before the day on which it levies taxes as stated in the notice under section 42-17103. Any taxpayer may appear and be heard in favor of or against any proposed expenditure or tax levy. B. If a truth in taxation notice and hearing is required under section 42-17107, the governing body may combine the hearing under this section with the truth in taxation hearing. §42-17105. Adoption of budget A. After the hearing on estimates under section 42-17104 is concluded, the governing body shall convene in a special meeting and finally determine and adopt estimates of proposed expenditures for the purposes stated in the published proposal. B. The adopted estimates constitute the budget of the county, city or town for the current fiscal year. C. The total amounts that are proposed to be spent in the budget shall not exceed the total of amounts that were proposed for expenditure in the published estimates. §42-17106. Expenditures limited to budgeted purposes; transfer of monies A. Except as provided in subsection B, a county, city or town shall not: 1. Spend money for a purpose that is not included in its budget. 2. Spend money or incur or create a debt, obligation or liability in a fiscal year in excess of the amount stated for each purpose in the finally adopted budget for that year, except as provided by law, regardless of whether the county, city or town has received at any time, or has on hand, monies or revenue in excess of the amount required to meet expenditures, debts, obligations and liabilities that are incurred under the budget. B. A governing body may transfer monies between budget items if all of the following apply: 1. The monies are available. 2. The transfer is in the public interest and based on a demonstrated need. 3. The transfer does not result in a violation of the limitations prescribed in article IX, sections 19 and 20, Constitution of Arizona. 4. A majority of the members of the governing body votes affirmatively on the transfer at a public meeting. §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. 1126 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments (d) The notice shall be in the following form, with the "truth in taxation hearing notice of tax increase" headline in at least 18-point type: Truth in Taxation Hearing Notice of Tax Increase In compliance with section 42-17107, Arizona Revised Statutes, __________ (name of county, city or town) is notifying its property taxpayers of __________'s (name of county, city or town) intention to raise its primary property taxes over last year's level. __________ (name of county, city or town) is proposing an increase in primary property taxes of $__________ or _____%. For example, the proposed tax increase will cause __________'s (name of county, city or town) primary property taxes on a $100,000 home to increase from $__________ (total taxes that would be owed without the proposed tax increase) to $__________ (total proposed taxes including the tax increase). This proposed increase is exclusive of increased primary property taxes received from new construction. The increase is also exclusive of any changes that may occur from property tax levies for voter approved bonded indebtedness or budget and tax overrides. All interested citizens are invited to attend the public hearing on the tax increase that is scheduled to be held __________ (date and time) at __________ (location). 2. In lieu of publishing the truth in taxation notice, the governing body may mail the truth in taxation notice prescribed by paragraph 1, subdivision (d) to all registered voters in the county, city or town at least ten but not more than twenty days before the date of the hearing on the estimates pursuant to section 42-17104. 3. In addition to publishing the truth in taxation notice under paragraph 1 or mailing 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. 1127 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 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. 1128 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 1129 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary of Tax Levy and Tax Rate Information Fiscal Year 2014 2013 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) $ 2014 558,192,254 $ 581,339,048 425,111,491 $ 409,775,397 3. Property tax levy amounts A. Primary property taxes $ B. Secondary property taxes General Fund - Override election Flood Control District Library District $ Total secondary property taxes C. Total property tax levy amounts $ 54,584,578 16,925,024 39,842,985 14,116,305 $ 71,509,602 53,959,290 $ 496,621,093 463,734,687 $ 412,358,146 7,652,007 420,010,153 397,482,135 7,419,960 404,902,095 69,364,314 1,110,313 70,474,627 52,340,511 971,267 53,311,778 490,484,780 458,213,873 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes $ B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes $ $ C. Total property taxes collected ** 5. Property tax rates A. County tax rate (1) Primary property tax rate (2) Secondary property tax rate General Fund - Override election (3) Total county tax rate B. Special assessment district tax rates Secondary property tax rates Flood Control District Library District 1.2407 1.2807 1.2407 1.2807 0.1780 0.0492 0.1392 0.0438 * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. ** Represents budgeted Property Tax Revenue. Property tax revenue is budgeted in FY 2014 based on prior years' collection trends, rather than on the actual levy amount. Each year, approximately 3.0% of levied taxes go unpaid. While a portion (approximately 2.0%) are paid in the following tax year, approximately 1.0% are never paid, or are not levied due to resolutions which actually reduce assessed value amounts. Levy for General Fund is $409,775,397; for Flood Control District is $39,842,985 and for Library District is $14,116,305. 1130 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED REVENUES ** ACTUAL REVENUES* ESTIMATED REVENUES 2013 2013 2014 SOURCE OF REVENUES GENERAL FUND Taxes TAX PENALTIES & INTEREST $ PAYMENTS IN LIEU OF TAXES 23,973,708 $ 18,500,000 $ 18,500,000 11,714,503 11,882,874 11,972,067 STATE SHARED SALES TAX 404,078,237 409,784,418 437,402,846 STATE SHARED VEHICLE LICENSE 109,193,522 116,452,068 119,748,223 2,213,000 2,283,371 2,292,821 5,433,578 2,812,302 Licenses and permits LICENSES AND PERMITS Intergovernmental GRANTS 20,227 OTHER INTERGOVERNMENTAL 4,623,602 Charges for services INTERGOV CHARGES FOR SERVICES 13,247,300 12,906,801 13,444,010 OTHER CHARGES FOR SERVICES 26,908,370 27,030,651 26,248,551 7,000 7,482 7,000 11,270,300 11,874,500 12,288,138 4,000,000 4,000,000 4,000,000 3,246,985 8,647,476 2,725,088 PATIENT SERVICES REVENUE Fines and forfeits FINES & FORFEITS Investments INTEREST EARNINGS Miscellaneous MISCELLANEOUS REVENUE Total General Fund $ 614,496,754 $ 628,803,219 $ 651,441,046 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 SPECIAL REVENUE FUNDS * Road Fund TRANSPORTATION OPERATIONS $ 94,681,237 $ 94,608,235 $ 94,767,838 Total Road Fund $ 94,681,237 $ 94,608,235 $ 94,767,838 $ 1,450,477 $ 1,715,086 $ 2,207,044 Total Health Services Fund $ 1,450,477 $ 1,715,086 $ 2,207,044 486,048,492 $ 480,507,142 $ 506,458,982 Health Services Fund PATIENT SERVICES REVENUE List Fund: Other Special Revenue GRANTS, MISC. REVENUE, ETC. $ Total Other Special Reveue $ 486,048,492 $ 480,507,142 $ 506,458,982 Total Special Revenue Funds $ 582,180,206 $ 576,830,463 $ 603,433,864 1131 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Fund Type of Revenues Other Than Property Taxes Fiscal Year 2014 ESTIMATED REVENUES ** ACTUAL REVENUES* ESTIMATED REVENUES 2013 2013 2014 SOURCE OF REVENUES DEBT SERVICE FUNDS NON-DEPARTMENTAL $ STADIUM DISTRICT 2,057,816 $ 5,051,987 Total Debt Service Funds $ 2,057,378 $ 5,019,705 2,058,265 4,997,802 7,109,803 $ 7,077,083 $ 7,056,067 54,977,725 $ 41,180,076 $ 17,979,963 CAPITAL PROJECTS FUNDS TRANSPORTATION $ LIBRARY DISTRICT 3,832 STADIUM DISTRICT 751,036 796,201 7,722,000 5,688,318 NON DEPARTMENTAL 750,200 585,722 FLOOD CONTROL DISTRICT Total Capital Projects Funds $ 7,886,000 63,450,761 $ 48,254,149 $ 26,616,163 139,993,934 $ 141,504,510 $ 141,277,234 INTERNAL SERVICE FUNDS BUS STRATEGIES HLTH CARE PROG $ ENTERPRISE TECHNOLOGY PROCUREMENT SERVICES 15,952,983 16,609,661 15,952,983 761,464 785,926 788,689 EQUIPMENT SERVICES 19,066,195 17,762,743 16,682,320 RISK MANAGEMENT 22,500,000 31,261,616 20,570,789 Total Internal Service Funds $ 198,274,576 $ 207,924,456 $ 195,272,015 ELIMINATIONS FUNDS ELIMINATIONS $ (166,939,589) $ (166,546,543) $ (171,175,657) Total Eliminations Funds $ (166,939,589) $ (166,546,543) $ (171,175,657) * TOTAL ALL FUNDS $ 1,298,572,511 $ 1,302,342,827 $ 1,312,643,498 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 1132 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments 1133 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES GENERAL FUND ADULT PROBATION $ AIR QUALITY ANIMAL CARE AND CONTROL ASSESSOR ASSISTANT COUNTY MANAGER 940 ASSISTANT COUNTY MANAGER 950 ASSISTANT COUNTY MANAGER 960 BOARD OF SUPERVISORS DIST 1 BOARD OF SUPERVISORS DIST 2 BOARD OF SUPERVISORS DIST 3 BOARD OF SUPERVISORS DIST 4 BOARD OF SUPERVISORS DIST 5 BUS STRATEGIES HLTH CARE PROG CALL CENTER CLERK OF THE BOARD CLERK OF THE SUPERIOR COURT CONSTABLES CONTRACT COUNSEL CORRECTIONAL HEALTH COUNTY ATTORNEY COUNTY MANAGER DEPUTY COUNTY MANAGER 920 EDUCATION SERVICE ELECTIONS EMERGENCY MANAGEMENT ENTERPRISE TECHNOLOGY ENVIRONMENTAL SERVICES FACILITIES MANAGEMENT FINANCE HUMAN RESOURCES HUMAN SERVICES INTERNAL AUDIT JUSTICE COURTS JUVENILE PROBATION LEGAL ADVOCATE LEGAL DEFENDER MANAGEMENT AND BUDGET MEDICAL EXAMINER NON DEPARTMENTAL* PARKS AND RECREATION PLANNING AND DEVELOPMENT PROCUREMENT PROTECTIVE SERVICES PUBLIC ADVOCATE PUBLIC DEFENDER PUBLIC FIDUCIARY PUBLIC HEALTH RECORDER RESEARCH AND REPORTING SHERIFF SUPERIOR COURT TREASURER WASTE RESOURCES AND RECYCLING Total General Fund $ * Non Departmental includes general contingency of $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 50,718,625 $ 1,163,703 257,903 22,761,278 325,021 2,347,345 90,232 353,925 353,925 353,925 353,925 353,925 2,530,215 1,566,553 1,502,751 32,138,876 2,738,481 28,135,306 3,060,790 70,118,617 2,565,226 1,046,372 2,076,394 20,694,170 235,265 9,425,939 4,041,367 57,102,361 3,151,551 3,529,773 2,360,912 1,749,051 15,933,469 16,088,443 9,208,322 10,382,036 2,240,858 7,553,083 418,858,171 1,788,769 868,232 2,481,282 3,616,469 6,887,581 33,390,238 2,954,764 10,873,279 2,191,256 362,280 76,581,858 76,863,493 4,651,628 2,694,923 1,035,674,136 $ 37,859,308 $ 1134 ACTUAL EXPENDITURES/ EXPENSES* $ 29,111 (114,324) (89,232) 20,436 13,389 (21,691) 182,386 (29,111) 5,705 (38,990) (24,213) 3,113 5,940 144,099 (10,746,235) (38,881) 10,846 5,702 1,265,461 32,875 (9,383,614) $ (1,018,883) $ BUDGETED EXPENDITURES/ EXPENSES 50,678,748 $ 1,163,703 257,897 22,086,505 350,271 1,490,079 88,241 350,371 353,924 338,374 337,883 353,489 1,627,304 1,550,609 1,207,982 29,229,682 2,670,976 32,231,650 3,060,766 68,839,617 2,383,880 902,009 2,074,666 20,454,669 226,348 8,554,850 3,986,117 41,845,731 2,841,307 3,166,998 2,250,892 1,717,032 15,822,961 15,613,001 9,085,021 10,509,413 2,123,574 7,381,031 271,625,771 967,159 815,411 2,113,833 3,444,518 6,759,295 33,349,989 2,745,327 10,141,986 2,031,807 294,160 75,273,394 74,700,528 4,514,083 2,571,622 860,556,454 $ $ 41,835,539 1,158,313 258,954 22,927,345 581,036 1,201,936 354,968 354,968 354,968 354,968 354,968 1,996,548 1,554,912 1,437,029 32,330,898 2,749,646 37,009,695 3,123,860 70,940,676 2,439,400 1,358,840 3,511,902 8,746,417 234,457 24,139,806 3,940,266 52,260,828 2,769,592 3,277,286 2,260,912 1,734,205 15,792,908 15,428,434 9,123,335 10,324,234 2,278,881 7,776,675 314,518,288 3,000,512 868,232 2,343,332 3,719,757 6,888,167 33,974,467 2,991,842 10,727,580 2,077,838 326,943 87,034,879 76,093,152 4,707,756 5,228,083 942,780,433 19,779,591 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES SPECIAL REVENUE FUNDS ADULT PROBATION $ AIR QUALITY ANIMAL CARE AND CONTROL ASSISTANT COUNTY MANAGER 950 BUS STRATEGIES HLTH CARE PROG CLERK OF THE SUPERIOR COURT CORRECTIONAL HEALTH COUNTY ATTORNEY COUNTY MANAGER DEPUTY COUNTY MANAGER 930 EDUCATION SERVICES ELECTIONS EMERGENCY MANAGEMENT ENVIRONMENTAL SERVICES FACILITIES MANAGEMENT FLOOD CONTROL DISTRICT 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 PROTECTIVE SERVICES PUBLIC DEFENDER PUBLIC HEALTH RECORDER SHERIFF STADIUM DISTRICT SUPERIOR COURT TRANSPORTATION TREASURER WASTE RESOURCES AND RECYCLING Total Special Revenue Funds $ * Non Departmental includes general contingency of $ DEDEBT SERVICE NON DEPARTMENTAL STADIUM DISTRICT $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 28,826,673 $ 15,264,062 12,667,270 279,975 7,023,535 13,045,404 53,916,537 18,681,208 10,000 890,056 21,484,306 2,158,820 1,734,726 22,609,816 33,027,331 34,124,369 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 7,299,727 48,942 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 $ Total Debt Service Funds $ 16,736,830 $ 6,634,544 23,371,374 $ CAPITAL PROJECTS FUNDS FLOOD CONTROL DISTRICT $ NON DEPARTMENTAL TRANSPORTATION STADIUM DISTRICT Total Capital Projects Funds $ 50,000,000 $ 282,865,632 103,932,010 1,903,000 438,700,642 $ INTERNAL SERVICE FUNDS BUS STRATEGIES HLTH CARE PROG $ ENTERPRISE TECHNOLOGY EQUIPMENT SERVICES PROCUREMENT RISK MANAGEMENT Total Internal Service Funds $ 144,814,989 $ 17,494,345 16,599,674 761,464 43,052,385 222,722,857 $ 1135 ACTUAL EXPENDITURES/ EXPENSES* 482,810 $ 243,268 344,602 1,241,097 16,443 843,635 904,315 191,511 2,090,512 22,996 150,000 17,486 429,538 19,640,396 10,000,703 836,595 88,526 651,195 540,586 7,682 (17,667,078) 113,524 128,178 2,848,564 43,397 3,652,663 9,854 183,075 725,324 3,872 28,785,269 $ (2,192,194) $ BUDGETED EXPENDITURES/ EXPENSES 28,300,386 $ 13,467,903 12,701,349 1,281,559 6,661,143 11,260,750 54,597,485 16,001,014 2,096,853 1,052,482 18,523,330 167,776 1,523,275 19,314,164 22,148,606 57,726,073 62,737,300 1,614,658 7,716,780 36,962,423 35,230 153,736 25,697,531 111,262 10,132,581 8,219,123 7,016,050 48,942 1,751,793 46,540,443 4,624,547 198,826,169 2,347,964 13,024,848 55,549,493 291,693 4,565,153 754,791,867 $ $ 40,376,440 16,075,220 12,910,725 722,386 7,405,038 9,472,733 55,157,821 22,287,191 2,000 24,622,809 2,181,549 1,654,176 23,174,602 35,299,705 32,009,409 62,328,934 1,564,383 7,943,603 39,343,359 53,723 172,100 25,525,017 63,614 82,299,178 9,086,412 8,057,806 48,942 2,417,979 48,249,571 5,757,989 211,301,486 2,925,816 17,093,360 58,872,678 304,341 4,748,332 871,510,427 24,400,732 $ 31,394,304 31,394,304 $ 16,736,830 $ 35,894,642 52,631,472 $ 16,715,180 4,902,882 21,618,062 $ 6,977,712 $ 47,826,530 $ 88,898,886 86,123,718 1,891,107 224,740,241 $ 40,000,000 293,226,126 82,089,011 3,503,000 418,818,137 (1,039,172) $ 102,595 2,459,064 10,479 12,428,395 13,961,361 $ 141,304,012 $ 16,970,093 17,293,081 785,926 59,010,086 235,363,198 $ 155,944,779 16,980,745 17,273,320 788,689 34,890,051 225,877,584 6,977,712 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Within Each Fund Type Fiscal Year 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* ELIMINATIONS FUNDS ELIMINATIONS BUS STRATEGIES HLTH CARE PROG $ ELIMINATIONS COUNTY ELIMINATIONS COUNTY AND DIST Total Eliminations Funds $ (1,070,000) (156,642,674) (7,913,040) (165,625,714) $ (1,313,875) $ (158,886,875) (7,659,668) (166,546,543) $ TOTAL ALL FUNDS $ 2,390,778,253 $ 70,421,157 $ 1,961,536,689 $ 1,070,000 (2,383,875) BUDGETED EXPENDITURES/ EXPENSES (163,263,729) (7,911,928) (171,175,657) 2,309,428,986 *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. 1136 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2014 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 DEPARTMENT/FUND ADULT PROBATION: ADULT PROBATION FEES $ DETENTION OPERATIONS ADULT PROBATION GRANTS GENERAL Department Total $ AIR QUALITY: GENERAL AIR QUALITY FEES AIR QUALITY GRANT $ 297,483 ACTUAL EXPENDITURES/ EXPENSES * 2013 $ 185,327 $ 482,810 $ $ Department Total $ 1,163,703 11,494,587 3,769,475 16,427,765 ANIMAL CARE AND CONTROL: ANIMAL CONTROL FIELD OPERATION $ ANIMAL CONTROL GRANTS ANIMAL CONTROL LICENSE SHELTER GENERAL Department Total $ 3,367,887 944,331 8,355,052 257,903 12,925,173 $ 44,742 185,200 114,660 $ $ 344,602 $ Department Total $ 22,761,278 22,761,278 $ $ ASSISTANT COUNTY MANAGER 940: GENERAL $ Department Total $ 325,021 325,021 $ $ 29,111 29,111 2,347,345 279,975 ASSESSOR: GENERAL $ 14,198,868 11,070,427 3,557,378 50,718,625 79,545,298 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 $ $ 156,062 87,206 243,268 $ 13,937,664 10,995,025 3,367,697 50,678,748 78,979,134 1,163,703 9,847,482 3,620,421 14,631,606 BUDGETED EXPENDITURES/ EXPENSES 2014 $ $ $ $ $ 13,777,133 23,515,048 3,084,259 41,835,539 82,211,979 1,158,313 12,150,266 3,924,954 17,233,533 $ 3,265,418 1,034,351 8,401,580 257,897 12,959,246 $ 3,497,456 1,663,711 7,749,558 258,954 13,169,679 $ $ 22,086,505 22,086,505 $ $ 22,927,345 22,927,345 $ $ 350,271 350,271 $ $ 581,036 581,036 (114,324) $ 1,241,097 $ $ 1,126,773 $ 1,490,079 1,281,559 2,771,638 $ $ $ $ 1,201,936 317,688 404,698 1,924,322 ASSISTANT COUNTY MANAGER 950: GENERAL $ NON DEPARTMENTAL GRANT DETENTION OPERATIONS Department Total $ 2,627,320 $ $ $ $ ASSISTANT COUNTY MANAGER 960: GENERAL $ Department Total $ 90,232 90,232 $ $ $ $ 88,241 88,241 $ $ BOARD OF SUPERVISORS DIST 1: GENERAL $ Department Total $ 353,925 353,925 $ $ $ $ 350,371 350,371 $ $ 354,968 354,968 BOARD OF SUPERVISORS DIST 2: GENERAL $ Department Total $ 353,925 353,925 $ $ $ $ 353,924 353,924 $ $ 354,968 354,968 BOARD OF SUPERVISORS DIST 3: GENERAL $ Department Total $ 353,925 353,925 $ $ $ $ 338,374 338,374 $ $ 354,968 354,968 1137 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2014 DEPARTMENT/FUND BOARD OF SUPERVISORS DIST 4: GENERAL $ Department Total $ BOARD OF SUPERVISORS DIST 5: GENERAL $ Department Total $ BUS STRATEGIES HLTH CARE PROG: GENERAL $ PUBLIC HEALTH GRANTS CMG MEDICAL OAP MEDICAL CHOICE FUND H.S.A. FI DENTAL PPO COINSURANCE PHARMACY 60 PERCENT STD 50 PERCENT STD 40 PERCENT STD BEHAVIORAL HEALTH WELLNESS BENEFIT ADMINISTRATION ONSITE PHARMACY CLINIC BENEFITS ELIMINATIONS FLEX SPENDING HEALTH FLEX SPENDING DEP CARE 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 $ CALL CENTER: GENERAL ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 ACTUAL EXPENDITURES/ EXPENSES * 2013 BUDGETED EXPENDITURES/ EXPENSES 2014 353,925 353,925 $ $ $ $ 337,883 337,883 $ $ 354,968 354,968 353,925 353,925 $ $ $ $ 353,489 353,489 $ $ 354,968 354,968 2,530,215 7,023,535 45,759,309 44,117,011 12,239,116 4,791,276 12,584,880 1,625,925 304,556 142,180 1,889,896 3,939,061 2,297,297 1,232,000 $ (89,232) $ 16,443 1,754 29,074 (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 (1,070,000) 153,298,739 $ 1,627,304 $ 6,661,143 52,092,112 34,067,853 14,247,624 4,917,027 13,877,639 1,731,402 224,266 127,178 1,867,613 1,058,135 2,118,612 1,813,085 (1,436,650) 2,356,070 888,092 1,554,939 378,093 397,832 3,140,997 214,224 3,757,331 348,516 892,212 669,810 1,996,548 7,405,038 53,061,629 35,848,681 15,520,423 5,192,538 15,835,192 7,608,140 304,556 142,180 1,749,785 1,905,290 3,015,172 1,736,000 (1,245,000) 2,356,070 888,092 1,658,880 269,861 397,832 3,140,997 369,603 4,309,610 348,516 892,212 638,520 1,070,000 (41,961) $ 149,592,459 $ 165,346,365 $ Department Total $ 1,566,553 1,566,553 $ $ $ $ 1,550,609 1,550,609 $ $ 1,554,912 1,554,912 CLERK OF THE BOARD: GENERAL $ Department Total $ 1,502,751 1,502,751 $ $ $ $ 1,207,982 1,207,982 $ $ 1,437,029 1,437,029 1138 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2014 DEPARTMENT/FUND 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 $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 ACTUAL EXPENDITURES/ EXPENSES * 2013 BUDGETED EXPENDITURES/ EXPENSES 2014 $ 2,314,029 3,522,120 1,072,654 1,838,536 32,330,898 657,394 68,000 41,803,631 100,000 2,345,688 5,700,000 1,389,716 2,335,000 32,138,876 1,100,000 75,000 45,184,280 $ 843,635 $ 2,527,701 5,070,344 1,048,504 1,758,728 29,229,682 815,279 40,194 40,490,432 $ Department Total $ 2,738,481 2,738,481 $ $ 20,436 20,436 $ $ 2,670,976 2,670,976 $ $ 2,749,646 2,749,646 CONTRACT COUNSEL: GENERAL $ Department Total $ 28,135,306 28,135,306 $ $ 13,389 13,389 $ $ 32,231,650 32,231,650 $ $ 37,009,695 37,009,695 CORRECTIONAL HEALTH: CORRECTIONAL HEALTH GRANT $ DETENTION OPERATIONS GENERAL Department Total $ 50,000 53,866,537 3,060,790 56,977,327 $ $ 50,000 54,547,485 3,060,766 57,658,251 $ 50,000 55,107,821 3,123,860 58,281,681 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 $ 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: GENERAL $ NON DEPARTMENTAL GRANT Department Total $ 2,565,226 10,000 2,575,226 $ DEPUTY COUNTY MANAGER 920: GENERAL $ Department Total $ 1,046,372 1,046,372 $ $ DEPUTY COUNTY MANAGER 930: PLANNING AND DEVELOPMENT FEES $ Department Total $ 890,056 890,056 $ $ CONSTABLES: GENERAL 422,666 30,711 74,812 29,067 286,379 904,315 $ 904,315 $ $ 5,354 30,082 108,639 $ 31,395 16,041 $ 191,511 $ 1139 $ $ 328,078 1,703,309 6,318,202 4,148,149 1,634,840 1,793,395 68,839,617 56,250 18,791 84,840,631 $ $ $ $ 2,383,880 2,096,853 4,480,733 $ 2,439,400 2,000 2,441,400 (21,691) $ (21,691) $ 902,009 902,009 $ $ 1,358,840 1,358,840 1,052,482 1,052,482 $ $ 2,090,512 2,090,512 22,996 22,996 $ $ $ 359,900 1,995,341 6,938,464 7,574,334 1,624,052 3,620,100 70,940,676 135,000 40,000 93,227,867 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2014 DEPARTMENT/FUND EDUCATION SERVICE: GENERAL $ SCHOOL GRANT SMALL SCHOOL SERVICE SCHOOL TRANSPORTATION SCHOOL COMMUNICATION EDUCATIONAL SUPPLEMENTAL PROG DETENTION OPERATIONS Department Total $ ELECTIONS: ELECTIONS GRANT GENERAL 2,076,394 15,796,099 109,657 600,000 733,136 1,458,358 2,787,056 23,560,700 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 182,386 $ $ 182,386 $ $ 150,000 $ $ 150,000 $ $ 9,411 $ $ 8,075 17,486 $ Department Total $ EMERGENCY MANAGEMENT: EMERGENCY MANAGEMENT $ GENERAL PALO VERDE Department Total $ 1,147,701 235,265 587,025 1,969,991 ENTERPRISE TECHNOLOGY: GENERAL $ TECHNOLOGY INFRASTRUCTURE Department Total $ 9,425,939 17,494,345 26,920,284 ENVIRONMENTAL SERVICES: ENVIRONMTL SVCS ENV HEALTH GENERAL Department Total $ 22,609,816 4,041,367 26,651,183 $ EQUIPMENT SERVICES: EQUIPMENT SERVICES $ Department Total $ 16,599,674 16,599,674 $ $ FACILITIES MANAGEMENT: GENERAL $ DETENTION OPERATIONS Department Total $ 57,102,361 33,027,331 90,129,692 $ Department Total $ FLOOD CONTROL DISTRICT: FLOOD CONTROL $ FLOOD CONTROL GRANTS FLOOD CONTROL CAPITAL PROJECTS Department Total $ HUMAN RESOURCES: GENERAL $ Department Total $ ACTUAL EXPENDITURES/ EXPENSES * 2013 $ 2,158,820 20,694,170 22,852,990 FINANCE: GENERAL $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 $ 167,776 20,454,669 20,622,445 1,002,508 226,348 520,767 1,749,623 $ 8,554,850 16,970,093 25,524,943 429,538 2,459,064 2,459,064 $ $ $ $ $ $ 2,181,549 8,746,417 10,927,966 931,260 234,457 722,916 1,888,633 $ $ 19,314,164 3,986,117 23,300,281 $ 23,174,602 3,940,266 27,114,868 $ $ 17,293,081 17,293,081 $ $ 17,273,320 17,273,320 $ $ $ $ $ 41,845,731 22,148,606 63,994,337 $ 52,260,828 35,299,705 87,560,533 3,151,551 3,151,551 $ $ (29,111) $ (29,111) $ 2,841,307 2,841,307 $ $ 2,769,592 2,769,592 33,775,369 349,000 50,000,000 84,124,369 $ 19,560,396 80,000 $ $ $ 19,640,396 $ 57,376,387 349,686 47,826,530 105,552,603 $ 31,934,409 75,000 40,000,000 72,009,409 3,529,773 3,529,773 $ $ 5,705 5,705 $ $ 3,166,998 3,166,998 $ $ 3,277,286 3,277,286 102,595 102,595 429,538 1140 $ 3,511,902 20,593,590 109,657 600,000 603,452 1,061,291 1,654,819 28,134,711 24,139,806 16,980,745 41,120,551 $ $ 2,074,666 15,184,462 105,735 310,274 585,332 1,205,290 1,132,237 20,597,996 BUDGETED EXPENDITURES/ EXPENSES 2014 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2014 DEPARTMENT/FUND HUMAN SERVICES: CDBG HOUSING TRUST $ DETENTION OPERATIONS GENERAL HUMAN SERVICES GRANTS Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 14,741,226 1,328,359 2,360,912 39,517,512 57,948,009 $ 10,000,703 10,000,703 1,615,307 1,615,307 $ $ 836,595 836,595 $ Department Total $ 1,749,051 1,749,051 JUSTICE COURTS: GENERAL $ JUSTICE COURTS SPECIAL REVENUE JUST COURTS PHOTO ENFORCEMENT JUSTICE CT JUDICIAL ENHANCEMNT Department Total $ 15,933,469 6,177,400 381,351 1,792,000 24,284,220 JUVENILE PROBATION: DETENTION OPERATIONS $ GENERAL JUVENILE PROBATION DIVERSION JUVENILE PROBATION GRANTS JUVENILE PROBATION SPECIAL FEE JUVENILE RESTITUTION Department Total $ 32,164,124 16,088,443 302,870 4,406,449 3,743,200 10,000 56,715,086 LEGAL ADVOCATE: GENERAL $ PUBLIC DEFENDER TRAINING Department Total $ 9,208,322 60,764 9,269,086 LEGAL DEFENDER: GENERAL $ LEGAL DEFENDER FILL THE GAP PUBLIC DEFENDER TRAINING Department Total $ 10,382,036 66,362 144,560 10,592,958 LIBRARY DISTRICT: LIBRARY DISTRICT GRANTS LIBRARY DISTRICT LIBRARY INTERGOVERNMENTAL Department Total $ MANAGEMENT AND BUDGET: GENERAL $ Department Total $ INTEGRATED CRIM JUSTICE INFO: DETENTION OPERATIONS $ Department Total $ INTERNAL AUDIT: GENERAL $ ACTUAL EXPENDITURES/ EXPENSES * 2013 $ 12,266,494 952,591 2,250,892 49,518,215 64,988,192 $ 19,897,891 192,235 2,260,912 42,238,808 64,589,846 $ $ 1,614,658 1,614,658 $ $ 1,564,383 1,564,383 $ $ $ $ 1,717,032 1,717,032 $ $ 1,734,205 1,734,205 $ (38,990) $ 84,467 15,822,961 6,261,867 72,237 1,382,676 23,539,741 $ 15,792,908 6,589,500 312,103 1,042,000 23,736,511 $ $ BUDGETED EXPENDITURES/ EXPENSES 2014 4,059 49,536 $ $ $ (24,213) 8,039 559,013 84,143 28,925,575 15,613,001 309,281 4,075,494 3,646,479 5,594 52,575,424 $ 626,982 $ $ 3,113 $ $ 3,113 $ $ 5,940 $ $ 5,940 $ 10,509,413 66,362 87,374 10,663,149 21,112,500 4,515,096 25,627,596 $ 169,912 314,700 55,974 540,586 2,240,858 2,240,858 $ $ 144,099 144,099 1141 9,085,021 35,230 9,120,251 $ $ $ $ $ $ $ 30,773,784 15,428,434 304,194 4,424,881 3,830,500 10,000 54,771,793 9,123,335 53,723 9,177,058 $ 10,324,234 66,362 105,738 10,496,334 $ 142,906 21,105,829 4,448,796 25,697,531 $ 200,000 20,809,921 4,515,096 25,525,017 $ $ 2,123,574 2,123,574 $ $ 2,278,881 2,278,881 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2014 DEPARTMENT/FUND MEDICAL EXAMINER: $ GENERAL MEDICAL EXAMINER GRANT Department Total $ 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 $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 7,553,083 115,864 7,668,947 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 9,323,600 7,413,230 66,512,503 69,189,832 418,858,171 63,478,837 124,999 14,188,141 115,575,079 37,174,214 518,714 802,357,320 $ 1,788,769 2,954,358 $ $ $ BUDGETED EXPENDITURES/ EXPENSES 2014 7,381,031 111,262 7,492,293 $ $ 7,776,675 63,614 7,840,289 9,323,600 7,413,230 16,977,403 10,058,007 271,625,771 26,736,202 $ 16,715,180 $ 20,775,000 53,909,175 314,518,288 51,076,289 127,500 27,846,828 162,185,773 59,061,564 543,175 706,758,772 (7,128,640) 2,500,000 $ 176,056 5,050,075 184,950 295,800 10,450,008 PLANNING AND DEVELOPMENT: GENERAL $ DEL WEBB $ PLANNING AND DEVELOPMENT FEES Department Total $ 868,232 259 7,299,468 8,167,959 $ $ PROCUREMENT SERVICES: $ GENERAL REPROGRAPHICS Department Total $ 2,481,282 761,464 3,242,746 $ PROTECTIVE SERVICES: DETENTION OPERATIONS $ GENERAL $ Department Total $ 48,942 3,616,469 3,665,411 $ $ $ 6,887,581 6,887,581 $ $ $ Department Total $ 7,682 7,682 (10,538,438) (10,746,235) 4,477,712 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 $ PUBLIC ADVOCATE: GENERAL $ $ $ ACTUAL EXPENDITURES/ EXPENSES * 2013 (21,435,601) $ 967,159 2,780,053 10,000 68,220 4,904,268 208,439 248,143 9,186,282 $ 815,411 119 7,015,931 7,831,461 $ $ $ $ 2,113,833 785,926 2,899,759 $ 2,343,332 788,689 3,132,021 $ (38,881) $ (38,881) $ 48,942 3,444,518 3,493,460 $ $ $ 48,942 3,719,757 3,768,699 6,759,295 6,759,295 $ $ 6,888,167 6,888,167 $ 20,373 10,000 $ $ $ 1142 42,716,547 2,468,734 74,574 387,394,068 80,547 1,117 1,487 113,524 $ $ $ 128,178 128,178 $ $ 10,479 10,479 10,846 10,846 $ $ $ $ 3,000,512 3,284,850 61,905 5,261,068 182,629 295,960 12,086,924 868,232 8,057,806 8,926,038 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2014 DEPARTMENT/FUND PUBLIC DEFENDER: GENERAL $ PUBLIC DEFENDER FILL THE GAP PUBLIC DEFENDER GRANTS PUBLIC DEFENDER TRAINING Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 ACTUAL EXPENDITURES/ EXPENSES * 2013 33,390,238 1,827,065 408,499 479,705 36,105,507 $ 5,702 $ $ 5,702 $ Department Total $ 2,954,764 2,954,764 $ $ PUBLIC HEALTH: GENERAL $ PUBLIC HEALTH FEES PUBLIC HEALTH GRANTS Department Total $ 10,873,279 4,859,263 40,041,018 55,773,560 $ RECORDER: GENERAL $ RECORDERS SURCHARGE Department Total $ 2,191,256 5,021,738 7,212,994 $ RESEARCH AND REPORTING: GENERAL $ Department Total $ 362,280 362,280 $ $ RISK MANAGEMENT: RISK MANAGEMENT $ COUNTY MANAGER RISK MANAGEMENT Department Total $ 33,431,970 9,620,415 43,052,385 $ PUBLIC FIDUCIARY: GENERAL $ 57,637 2,790,927 2,848,564 $ BUDGETED EXPENDITURES/ EXPENSES 2014 $ 33,349,989 1,140,228 296,250 315,315 35,101,782 $ 33,974,467 1,564,045 303,237 550,697 36,392,446 $ $ 2,745,327 2,745,327 $ $ 2,991,842 2,991,842 $ 10,141,986 4,821,708 41,718,735 56,682,429 $ 10,727,580 6,063,812 42,185,759 58,977,151 $ $ $ $ $ 2,031,807 4,624,547 6,656,354 $ 2,077,838 5,757,989 7,835,827 $ $ 294,160 294,160 $ $ 326,943 326,943 12,428,395 $ $ $ 12,428,395 $ 54,438,693 4,571,393 59,010,086 29,841,029 5,049,022 34,890,051 2,212,528 1,265,461 $ 179,613,450 75,273,394 14,015 10,310,447 23,500 10,955 7,606,639 369,974 877,189 $ 43,397 43,397 $ $ SHERIFF: DETENTION OPERATIONS $ GENERAL INMATE HEALTH SERVICES INMATE SERVICES OFFICER SAFETY EQUIPMENT SHERIFF DONATIONS SHERIFF GRANTS SHERIFF JAIL ENHANCEMENT SHERIFF RICO SHERIFF TOWING AND IMPOUND Department Total $ 178,861,275 76,581,858 165,640 12,337,361 60,000 26,300 8,494,509 1,482,444 2,000,000 $ 280,009,387 $ 4,918,124 $ 274,099,563 $ STADIUM DISTRICT: BALLPARK OPERATIONS $ CACTUS LEAGUE OPERATIONS LONG TERM PROJECT RESERVE STADIUM DISTRICT DEBT SERVICE Department Total $ 1,648,648 99,143 1,903,000 6,634,544 10,285,335 $ 9,854 $ $ $ 31,394,304 31,404,158 $ 1,451,585 896,379 1,891,107 35,894,642 40,133,713 98,058 1,342,077 1143 $ 186,669,903 87,034,879 165,640 11,637,000 60,000 26,300 8,565,508 1,482,444 2,500,000 194,691 298,336,365 1,653,028 1,272,788 3,503,000 4,902,882 11,331,698 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments MARICOPA COUNTY Summary by Department of Expenditures/Expenses Fiscal Year 2014 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 ACTUAL EXPENDITURES/ EXPENSES * 2013 BUDGETED EXPENDITURES/ EXPENSES 2014 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 $ 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 $ $ 183,075 $ TRANSPORTATION: TRANSPORTATION GRANTS $ TRANSPORTATION OPERATIONS TRANSPORTATION CAPITAL PROJECT Department Total $ 404,676 59,485,131 103,932,010 163,821,817 $ 132,122 593,202 $ $ 725,324 $ TREASURER: GENERAL $ TAXPAYER INFORMATION Department Total $ 4,651,628 304,341 4,955,969 $ 32,875 $ $ 32,875 $ WASTE RESOURCES AND RECYCLING: GENERAL $ WASTE TIRE Department Total $ 2,694,923 4,748,115 7,443,038 $ ELIMINATIONS COUNTY: ELIMINATIONS $ Department Total $ (156,642,674) $ (156,642,674) $ (2,383,875) $ (2,383,875) $ (158,886,875) $ (158,886,875) $ (163,263,729) (163,263,729) ELIMINATIONS COUNTY AND DIST: ELIMINATIONS $ Department Total $ (7,913,040) $ (7,913,040) $ $ $ (7,659,668) $ (7,659,668) $ (7,911,928) (7,911,928) Total all Departments $ 2,390,778,253 1,740 21,040 2,886 $ 6,744 12,329 250,000 7,031 1,755 (120,450) $ $ $ 3,872 3,872 70,421,157 $ $ 306,747 1,721,040 193,568 4,800 652,744 74,700,528 491,953 1,225,432 621,562 111,913 1,948,456 2,104,778 3,641,855 87,725,376 $ 356,601 55,192,892 86,123,718 141,673,211 $ 4,514,083 291,693 4,805,776 $ 2,571,622 4,565,153 7,136,775 $ 1,961,536,689 $ $ $ $ $ 415,007 1,978,000 190,682 700 785,000 76,093,152 521,600 1,296,000 614,531 115,921 2,101,600 2,599,319 6,475,000 93,186,512 636,122 58,236,556 82,089,011 140,961,689 4,707,756 304,341 5,012,097 5,228,083 4,748,332 9,976,415 2,309,428,986 *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. 1144 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments Maricopa County , Flood Control District, Library District, Stadium District Full-Time Employees and Personnel Compensation Fiscal Year 2014 FUND GENERAL FUND Regular Staff Temporary Staff SPECIAL REVENUE FUNDS Regular Staff 201 - ADULT PROBATION FEES 204 - JUSTICE CT JUDICIAL ENHANCEMNT 205 - COURT DOCUMENT RETRIEVAL 207 - PALO VERDE 208 - JUDICIAL ENHANCEMENT 209 - PUBLIC DEFENDER TRAINING 211 - ADULT PROBATION GRANTS 212 - SHERIFF RICO 213 - COUNTY ATTORNEY RICO 215 - EMERGENCY MANAGEMENT 216 - CLERK OF THE COURT GRANTS 217 - CDBG HOUSING TRUST 218 - CLERK OF COURT FILL THE GAP 219 - COUNTY ATTORNEY GRANTS 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 222 - HUMAN SERVICES GRANTS 223 - TRANSPORTATION GRANTS 225 - SPUR CROSS RANCH CONSERVATION 226 - PLANNING AND DEVELOPMENT FEES 227 - JUVENILE PROBATION GRANTS 228 - JUVENILE PROBATION SPECIAL FEE 232 - TRANSPORTATION OPERATIONS 233 - PUBLIC DEFENDER GRANTS 236 - RECORDERS SURCHARGE 238 - SUPERIOR COURT GRANTS 239 - PARKS SOUVENIR 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 244 - LIBRARY DISTRICT 245 - JUSTICE COURTS SPECIAL REVENUE 246 - LIBRARY INTERGOVERNMENTAL 249 - NON DEPARTMENTAL GRANT 250 - CACTUS LEAGUE OPERATIONS 251 - SHERIFF GRANTS 252 - INMATE SERVICES 253 - BALLPARK OPERATIONS 255 - DETENTION OPERATIONS 256 - PROBATE FEES 257 - CONCILIATION COURT FEES 258 - SHERIFF TOWING AND IMPOUND 259 - SUPERIOR COURT SPECIAL REVENUE 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 271 - EXPEDITED CHILD SUPPORT 273 - VICTIM LOCATION 274 - CLERK OF THE COURT EDMS 275 - JUVENILE PROBATION DIVERSION 276 - SPOUSAL MAINT ENF ENHANCEMENT 281 - CHILDRENS ISSUES EDUCATION 282 - DOM REL MEDIATION EDUCATION 290 - WASTE TIRE 292 - CORRECTIONAL HEALTH GRANT 503 - AIR QUALITY GRANT 504 - AIR QUALITY FEES 506 - ENVIRONMTL SVCS ENV HEALTH 532 - PUBLIC HEALTH GRANTS 572 - ANIMAL CONTROL LICENSE SHELTER 573 - ANIMAL CONTROL GRANTS 574 - ANIMAL CONTROL FIELD OPERATION 669 - SMALL SCHOOL SERVICE 715 - SCHOOL GRANT 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG 991 - FLOOD CONTROL Full-Time Equivalent (FTE) 2014 Employee Salaries and Hourly Costs 2014 Retirement Costs 2014 Healthcare Costs 2014 Other Benefit Costs 2014 Personnel Allocations In 2014 Personnel Allocations Out 2014 Other Personnel Costs 2014 Total Estimated Personnel Compensation 2014 7,338.87 $ 6,981.32 357.55 347,796,303 $ 345,787,384 2,008,919 54,324,277 $ 54,324,277 - 60,131,571 $ 60,131,571 - 29,451,463 $ 28,788,543 662,920 14,605,226 $ 14,605,226 - (74,224,449) $ (74,224,449) - 45,015,064 45,015,064 - $ 477,099,455 474,427,616 2,671,839 1.50 $ 3.00 25.00 5.00 8.00 3.00 34.75 1.00 7.50 4.00 5.00 47.00 86.00 37.00 36.50 359.50 1.00 1.00 117.50 60.00 415.50 3.00 27.00 26.00 1.00 22.00 59.00 117.73 55,039 $ 220,694 860,439 253,926 460,404 129,230 1,387,581 27,996 37,229 410,088 156,205 296,436 1,543,550 4,005,216 1,925,737 1,389,906 13,350,141 101,727 39,252 6,666,360 2,468,340 20,010,617 231,209 1,635,309 983,425 32,553 779,738 2,553,326 5,113,253 1,695,599 53,161 2,173,933 4,654,825 272,455 151,677,284 101,500 453,235 1,411,365 2,366,497 209,547 1,165,429 1,706,489 217,624 52,034 1,219,059 6,003,779 11,068,704 17,763,108 3,738,733 348,898 1,733,399 58,152 5,139,090 222,456 783,809 13,870,759 8,724 $ 13,064 100,561 29,022 53,178 14,778 157,667 3,382 47,038 18,040 33,699 180,265 453,037 221,863 158,867 1,558,715 3,696 4,534 769,672 354,976 2,268,490 26,373 186,075 113,585 3,759 90,390 291,819 593,012 199,961 6,140 321,754 540,714 29,979 19,833,045 26,412 52,367 227,174 259,929 22,608 134,714 197,106 33,862 6,009 103,298 688,357 1,281,598 1,998,876 430,447 45,095 168,545 6,716 593,570 25,693 90,758 1,596,629 9,401 $ 26,712 220,643 43,510 71,232 26,447 296,460 4,183 69,125 35,616 44,520 417,763 661,434 329,448 292,669 3,080,631 8,856 8,904 1,035,863 427,976 3,591,263 26,117 234,087 231,504 8,904 189,484 507,166 1,002,040 405,940 8,904 213,696 1,050,672 38,528 30,058,947 17,808 77,760 289,892 538,235 56,690 206,102 427,392 34,955 17,808 186,518 1,057,445 2,068,188 3,798,330 932,091 80,136 379,586 8,904 721,224 35,616 111,829 2,161,514 4,876 $ 27,716 67,181 19,575 36,619 10,053 113,568 8,586 2,991 31,802 12,046 23,423 120,321 354,005 161,054 108,193 1,249,140 14,826 8,190 533,594 183,727 1,898,151 19,538 133,488 79,046 3,745 91,605 235,697 445,699 133,893 4,099 513,822 429,094 20,362 14,036,116 7,827 35,061 86,271 194,953 15,920 90,507 125,768 16,752 4,901 200,096 533,443 911,518 1,418,240 314,109 16,649 187,256 4,483 396,217 17,155 60,434 1,082,728 12,270,762 $ 1,584 121,413 48,648 42,847 89,490 781,376 4,523 209,048 111,934 3,475,761 170,780 588,237 285,000 3,830,500 1,586,260 660,000 10,519 399,247 57,174 78,642 5,463,476 12,800 11,867 547,990 19,113 3,133 30,856,678 464,520 1,677,960 18,493 4,683,375 130,412 66,362 1,238,122 583,560 68,000 8,838 115,920 114,960 190,680 89,693 50,000 747,255 672,457 838,001 6,269,015 80,607 42,219 272,860 248,057 2,343,777 $ (29,784) (44,930) (29,115) (209,048) (813,046) (4,666,043) (4,247,690) (27,289) (4,172,776) (854,322) (12,800) (94,071) (11,867) (1,643,214) (974,600) (60,864) (1,518,528) (341,658) (3,834,332) (548,912) (261,403) (284,373) (5,402,107) 6,500 6,240 3,000 8,000 36,753 7,800 21,612 9,162 75 8,000 193,473 1,400 75 1,800 4,050 70,892 62,631 27,865 110,416 9,444,658 500 8,800 200 26,795 21,600 150 20,604 40,334 $ 12,355,301 294,426 1,220,625 425,516 621,433 229,157 1,998,123 36,582 47,784 626,428 1,003,283 402,601 2,261,900 4,809,332 2,645,902 1,971,246 18,057,508 129,106 231,735 5,354,036 3,692,730 3,830,500 25,375,478 303,237 2,188,959 2,068,960 59,555 1,552,265 2,794,910 7,303,538 5,463,476 2,498,024 72,304 11,867 3,704,989 6,804,834 352,590 254,263,514 464,520 1,677,960 172,540 4,683,375 757,634 66,362 2,014,903 3,649,931 304,765 1,618,352 583,560 68,000 2,404,729 303,194 115,920 114,960 190,680 170,595 50,000 2,476,829 7,477,288 15,826,351 27,424,125 4,986,938 534,197 2,493,550 78,255 6,850,101 300,920 1,010,513 15,690,300 47.00 1.00 24.00 118.00 5.00 3,581.85 2.00 9.00 33.00 63.00 9.00 24.00 48.00 4.00 2.00 20.60 120.50 250.00 426.20 108.00 9.00 50.00 1.00 81.00 4.00 14.00 252.00 1145 10,889 39,864 1,200 13,307 37,000 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Attachments Maricopa County , Flood Control District, Library District, Stadium District Full-Time Employees and Personnel Compensation Fiscal Year 2014 Full-Time Equivalent (FTE) 2014 FUND Temporary Staff 204 - JUSTICE CT JUDICIAL ENHANCEMNT 211 - ADULT PROBATION GRANTS 218 - CLERK OF COURT FILL THE GAP 220 - DIVERSION 221 - COUNTY ATTORNEY FILL THE GAP 227 - JUVENILE PROBATION GRANTS 232 - TRANSPORTATION OPERATIONS 240 - LAKE PLEASANT RECREATION SVCS 241 - PARKS ENHANCEMENT FUND 244 - LIBRARY DISTRICT 246 - LIBRARY INTERGOVERNMENTAL 252 - INMATE SERVICES 253 - BALLPARK OPERATIONS 255 - DETENTION OPERATIONS 265 - PUBLIC HEALTH FEES 504 - AIR QUALITY FEES 532 - PUBLIC HEALTH GRANTS 715 - SCHOOL GRANT 782 - SCHOOL COMMUNICATION 795 - EDUCATIONAL SUPPLEMENTAL PROG 991 - FLOOD CONTROL Total Special Revenue Funds Employee Salaries and Hourly Costs 2014 1.00 3.00 1.00 1.00 1.00 0.10 2.80 2.97 0.80 31.49 27.00 1.00 0.60 8.60 1.00 0.50 2.75 1.50 1.00 0.15 3.39 6,914.27 $ Retirement Costs 2014 51,133 136,158 39,672 22,383 22,383 3,618 71,657 51,709 17,906 719,273 478,042 36,244 9,084 36,114 30,339 30,130 131,089 74,187 82,037 10,476 91,952 299,431,435 $ Other Benefit Costs 2014 Healthcare Costs 2014 36,679,635 $ 57,886,668 $ Personnel Allocations In 2014 7,794 10,414 3,034 1,712 1,712 273 7,826 3,956 1,368 55,042 41,079 2,772 696 23,787 2,325 2,302 12,160 5,675 6,276 802 7,036 27,054,172 $ 82,753,945 $ Personnel Allocations Out 2014 Other Personnel Costs 2014 (30,082,772) $ (91,952) 10,153,693 Total Estimated Personnel Compensation 2014 $ 58,927 146,572 42,706 24,095 24,095 3,891 79,483 55,665 19,274 774,315 519,121 39,016 9,780 59,901 32,664 32,432 143,249 79,862 88,313 11,278 7,036 483,876,776 DEBT SERVICE FUNDS Total Debt Service Funds CAPITAL PROJECTS FUNDS 234 - TRANSPORTATION CAPITAL PROJECT 445 - GENERAL FUND CTY IMPROV 460 - TECHNOLOGY CAP IMPROVEMENT 461 - DETENTION TECH CAP IMPROVEMENT 990 - FLOOD CONTROL CAPITAL PROJECTS Total Capital Projects Funds INTERNAL SERVICE FUNDS Regular Staff 615 - WELLNESS 618 - BENEFIT ADMINISTRATION 654 - EQUIPMENT SERVICES 673 - REPROGRAPHICS 675 - RISK MANAGEMENT 681 - TECHNOLOGY INFRASTRUCTURE Temporary Staff 618 - BENEFIT ADMINISTRATION 675 - RISK MANAGEMENT Total Internal Service Funds - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ $ $ $ $ - $ $ $ - $ - $ $ - $ $ - 2,552,500 109,440 666,216 769,992 2,300,000 6,398,148 $ - $ - $ 6.00 $ 16.00 54.00 9.00 29.00 55.00 351,897 $ 892,256 2,386,915 316,629 1,716,108 3,404,220 40,643 $ 101,887 262,944 37,609 198,224 386,297 53,424 $ 136,621 467,067 76,257 256,178 473,809 27,130 $ 69,513 299,156 25,335 131,040 268,622 1,353,903 (1,097,012) $ 0.50 169.50 $ 10,400 $ 21,633 9,100,058 $ $ 1,027,603 $ $ 1,463,356 $ 795 $ 1,657 823,249 $ $ 1,725,620 $ $ (1,175,718) $ $ 181,659 170,906 19,152 $ $ $ $ (34,892) $ (43,814) 6,619 $ 4,518 11,137 $ - $ $ - 2,552,500 109,440 666,216 769,992 2,300,000 6,398,148 438,202 1,338,122 3,593,606 474,983 2,301,550 4,794,357 11,195 23,290 12,975,305 Eliminations Total Eliminations Funds TOTAL ALL FUNDS Regular Staff Temporary Staff - $ $ - $ $ 14,422.63 $ 13,971.94 656,327,796 $ 652,141,258 450.69 4,186,538 - $ $ 92,031,515 $ 92,031,515 - $ $ 119,481,595 $ 119,481,595 - - Salaries/Hourly includes OT and are net of budgeted vacancy savings Retirement Costs Include ASRS LTC Retirment is net of budgeted vacancy savings Healthcare is net of budgeted vacancy savings Other Benefits Includes FICA/Medicare/Workers Comp/Unemployment Comp and is net of budgeted vacancy savings 1146 - $ $ 57,328,884 $ 56,465,471 863,413 - $ $ 105,482,939 $ 105,482,939 - - $ $ (105,482,939) $ (105,482,939) - 55,179,894 55,271,846 (91,952) - $ $ 980,349,684 975,391,685 $ 4,957,999 - Maricopa County Annual Business Strategies FY 2014 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 government’s intended 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. 1147 Maricopa County Annual Business Strategies FY 2014 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 2014 to pay for an expenditure budgeted for FY 2013 for which an obligation has been incurred that cannot be paid by June 30, 2013. 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. Comprehensive Annual Financial Report (CAFR): The audited annual report of the financial position of the County. 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). 1148 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Glossary Eliminations: Eliminations are included in the budget to offset amounts budgeted as expenditures in one fund that are associated with offsetting revenues and expenditures in another fund. For example, interdepartmental charges are made to various County departments from the Reprographics (print shop) fund. Departments pay the print shop for services, and these costs are included in departments’ budgeted expenditures, supported by revenues from sources external to the County. The print shop, in turn, budgets these payments as revenue, along with expenditures related to the cost of providing printing services. 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 databased 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. Fiduciary Funds: Fiduciary funds are used to account for resources that a government holds as a trustee or agent on behalf of an outside party that cannot be used to support the government’s own programs. 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, which 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. 1149 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Glossary 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. Governmental Funds: Governmental funds are used to account for activities primarily supported by taxes, grants and similar revenue sources. 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 Service 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., fuel, maintenance, rent, and supplies). OMB: Office of Management and Budget. 1150 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Glossary Output Measure: A performance measure that measures the number of units produced or delivered to the customer. Examples include number of participants enrolled in job training courses or number of building inspections completed. Position Control Number (PCN): A 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. Proprietary Funds: Proprietary funds are used to account for activities that receive significant support from fees and charges. 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 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. 1151 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Glossary Strategic Goal: A strategic goal translates resources into significant results to be achieved over the next two to five years, providing the basis for evaluating the department as a whole. Strategic Business Plan: A strategic business plan sets forth the purpose, strategic goals, operational organization, and performance expectations for a department. The strategic plan provides information to department staff, corporate decision makers, the Maricopa County Board of Supervisors, and the public about how the department is organized to deliver results to its customers and what results the department is accountable for achieving. The plan provides the opportunity for all department staff to see how they contribute at all levels in the organization. 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. Truth in Taxation (TNT): As real estate values rise year over year, so does the taxable value of the property. Unless there is a commensurate reduction in the tax rate, the amount of property taxes will also increase. The purpose of truth in taxation (TNT) is to prevent this type of tax increase. It also serves to make elected officials aware of such a tax increase and allows the public to be notified of the increase and communicate with their elected leaders. Unassigned Fund Balance: Net resources in excess of what is classified as restricted, committed or assigned fund balance. 1152 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Acronyms Acronyms ADP: Average Daily Population APD: Adult Probation Department AHCCCS: Arizona Health Care Cost Containment System ALTCS: Arizona Long Term Care System A.R.S.: Arizona Revised Statues ASRS: Arizona State Retirement System BLM: Bureau of Land Management BOS: (Maricopa County) Board of Supervisors CAFR: Comprehensive Annual Financial Report CAMA: Computer Aided Mass Appraisal CHS: Correctional Health Services CIP: Capital Improvement Program COPs: Certificates of Participation C2C: Cradles to Crayons DPS: Department of Public Safety EHR: Electronic Health Record FASB: Financial Accounting Standards Board FCV: Full Cash Value FEMA: Federal Emergency Management Administration FHWA: Federal Highway Administration FTE: Full Time Equivalent FY: Fiscal Year GAAP: Generally Accepted Accounting Principles GASB: Governmental Accounting Standards Board GDP: Gross Domestic Product GFOA: Government Finance Officers Association GO: General Obligation HURF: Highway Urban Revenue Funds ICR: Issuer Credit Rating IGA: Intergovernmental Agreements ISF: Internal Service Fund 1153 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Acronyms IT: Information Technology LPV: Limited Primary Value MAG: Maricopa Association of Governments MCAO: Maricopa County Attorney’s Office MCDOT: Maricopa County Department of Transportation MCESA: Maricopa County Education Service Agency MCSO: Maricopa County Sheriff’s Office MFR: Managing for Results MFRIS: Managing For Results Information Systems MMC: Maricopa Medical Center MVD: Motor Vehicle Department OMB: Office of Management and Budget OET: Office of Enterprise Technology PCR: Post-Conviction Relief PDS: Public Defense System PCN: Position Control Number SMI: Seriously Mentally Ill SRP: Salt River Project STD: Short-Term Disability SVP: Sexually Violent Persons S&P: Standard & Poor’s RPTA: Regional Public Transit Authority RTP: Regional Transportation Plan TIP: Transportation Improvement Program TNT: Truth-in-Taxation TPT: Transaction Privilege Tax VLT: Vehicle License Taxes 1154 Maricopa County Annual Business Strategies FY 2014 Adopted Budget Acknowledgements Acknowledgements The Fiscal Year 2014 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 Managers, Assistant County Managers and Department Directors 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, Cristi Cost, Mary Driessen, Jacqueline Edwards, Ida Flaherty, Angie Flick, Ron Forster, Cindy Goelz, Bridgette Hernandez, Brian Hushek, Kirk Jaeger, Dreamlyn Johnson, Kara Micheal, Jack Patton, Scott Rothe, Harold Siguenza, Timothy Snyder, Sandi Wilson, 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: Ken Arnold, Steve Cimino, Diane Fedele, Mark Heeg, Lorilea Hudgins, and Duane Lee. Furthermore, special thanks to Barbara Hart of the County Manager’s Office and Bill Timmerman for the cover photographs, and Martin Camacho of the County Manager’s Office for providing his graphical design expertise in editing the cover photographs for this document. 1155